Chapter 2: Origins of Intelligence-Led Policing

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Chapter 2 Origins of Intelligence-Led Policing
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The new police

• The primary object of an efficient police is the
  prevention of crime the next that of detection
  and punishment of offenders if crime is
  committed. To these ends all the efforts of
  police must be directed
• Mayne, S.R. (1829) Instructions to The new
  police of the Metropolis (London Metropolitan
  Police).

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Drivers for change

• Complexity in policing and the performance
  culture
• Managing internal risk
• The demand gap
• Limitations of the standard model of policing
• Organised and transnational crime
• Changes in technology

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The growing paperwork burden

• Police administrators demand greater internal
  accountability
• In the knowledge is power culture, police
  overproduce information to retain in case it
  might be useful
• An obsession with reporting drives internal
  audits and monitoring systems
• Redundancy in retaining paper and electronic
  records creates duplication and drains resources.
  
• Ericson, R.V. and Haggerty, K.D. (1997) Policing
  the Risk Society (Oxford Clarendon Press).

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Lack of investigative innovation

• In many fundamental respects, the investigation
  process, though showing some advances, seems to
  have been relatively uninfluenced by significant
  changes in policing, the crime problem and
  technological advances made in the past thirty
  years. In the main, it is our view that progress
  in police criminal investigative efforts remains
  largely isolated from broader police efforts to
  respond more effectively, more efficiently and
  more resolutely to the crime problem in general.
  
• Horvath, F., Meesig, R.T. and Lee, Y.H. (2001)
  'National Survey of Police Policies and Practices
  Regarding the Criminal Investigations Process
  Twenty-Five Years After Rand' (Washington DC
  National Institute of Justice). Page 9.

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Demand gap (UK)
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Demand gap (US)
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US policing landscape

• Fragmented and uncoordinated organizations
• Mistrust of the word intelligence
• Community policing era
• Slow emergence of problem-oriented policing
• Rapid emergence of Compstat

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Fragmented and uncoordinated
US non-federal police agencies and officer
totals, 2004
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Police departments per 1 million population
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Fragmented and uncoordinated solutions?

• 1973 National Advisory Commission on Criminal
  Justice Standards and Goals
• Every department with 75 of more sworn officers
  should develop an intelligence capability
• Led to development of the Regional Information
  Sharing Systems (RISS) network, and
• Criminal Intelligence System Operating Policies
  (28 CFR (Code of Federal Regulations) Part 23)
  known as 28CFR23

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Demonizing intelligence

• House Committee on Un-American Activities
• Some police kept dossiers on communists or
  communist sympathizers, and civil rights
  activists
• FBIs counterintelligence program (COINTELPRO),
  which ran from 1956 to 1971, rapidly moved from
  its original aims of targeting foreign
  intelligence agencies during the Cold War to
  spying on American citizens and dissident
  political bodies
• Many activists publicized their intelligence
  files as a badge of honor, often to the
  embarrassment of the police
• Carter, D.L. (2004) 'Law Enforcement
  Intelligence A guide for State, Local, and
  Tribal Enforcement Agencies' (Washington DC
  Office of Community Oriented Policing Services).
  Page 25.

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Crime Commission of 1965

• President Lyndon Johnsons Crime Commission on
  Law Enforcement and the Administration of Justice
• Started 1965, published report 1967
• The Challenge of Crime in a Free Society
• Recommended that
• the police work especially hard in minority
• communities,
• they make attempts to regain legitimacy
• and offset the unpopularity of the police
  through community relations programs.

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Problem-Oriented Policing

• Herman Goldstein and the Madison, Wisconsin
  police department
• Newport News Police Department and SARA
• Scan
• Analyze
• Respond
• Assess
• Eck, J.E. and Spelman, W. (1987) 'Problem
  solving Problem-oriented policing in Newport
  News' (Washington DC Police Executive Research
  Forum).

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Compstat

• Started in the Crime Control Strategy meetings of
  the New York City Police Department (NYPD)
• January 1994
• Police Commissioner William Bratton, newly hired
  from the citys Transit Police by Mayor Rudy
  Giuliani

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9/11

• After Sept 11, 2001 terrorist attacks in the US,
  the IACP held a Criminal Intelligence Sharing
  Summit (spring 2002)
• Global Justice Information Sharing Initiative
  (Global) Intelligence Working Group (GIWG) formed
• Created the National Criminal Intelligence
  Sharing Plan
• Key theme that resonates throughout the plan is
  the need to overcome the long-standing and
  substantial barriers that hinder intelligence
  sharing
• Also to use the plan as a mechanism to promote
  intelligence-led policing (GIWG 2005 iv)

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UK New public management

• New public management movement in the UK began in
  the early 1980s
• 1993 Sheehy Inquiry into Police Responsibilities
• Police and Magistrates Courts Act
• A focus on greater efficiency, effectiveness and
  economy
• Sporadic emergence of problem-oriented policing

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Further developments

• Helping with Enquiries Tackling Crime
  Effectively
• Existing policing roles and the levels of
  accountability lacked integration and efficiency
• The police were failing to make the best use of
  resources
• Greater emphasis on tackling criminals would be
  more effective than focusing on crimes
• Saw problems as
• insufficient interview training
• forensic potential not utilized
• scientific support under-resourced
• pattern of activity highly reactive
• intelligence work having low status and
  under-resourced
• failure to exploit crime pattern analysis and
  informants

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Policing with Intelligence (HIMC, 1997)

• Policing with Intelligence Criminal Intelligence
  a Thematic Inspection on Good Practice
• Key factors that HMIC considered to be vital in
  promoting intelligence-led policing
• enthusiastic and energetic leadership that
  endorses intelligence-led policing and promotes
  it through a Director of Intelligence
• a published strategy that sets the intelligence
  agenda for a force
• an integrated intelligence structure so that
  analysts can work at the hub of operational
  policing activities
• criteria to measure performance
• the forging of effective partnerships with local
  agencies that may be able to help police combat
  local crime and disorder problems

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Mike Maguire and Tim John

• Reviewed criminal intelligence systems in 8 UK
  forces. Concluded
• Major organizational reforms can only be
  implemented with wholehearted commitment from the
  senior officers in the force
• It is vital that all officers understand overall
  purposes and expected benefits and their own
  contribution
• The possible negative influence of broader
  cultural factors should not be underestimated
• System should be continually monitored and
  reviewed
• Objectives and strategies should be reviewed at
  intervals, informed wherever possible by
  evaluations of outcomes
• Access to resources, such as surveillance teams,
  should be seen to be equitable
• Maguire, M. and John, T. (1995) 'Intelligence,
  Surveillance and Informants Integrated
  Approaches', Police Research Group Crime
  Detection and Prevention Series, Paper 64.

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National Intelligence Model

• National Criminal Intelligence Service (NCIS),
  commissioned by Association of Chief Police
  Officers (ACPO), released National Intelligence
  Model (NIM) in 1999

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Summary of main factors relevant to development
of intelligence-led policing

• Universal factors
• Complexity in policing
• Managing internal risk
• The demand gap
• Limitations of the standard model of policing
• Organized and transnational crime
• Changes in technology

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Summary of main factors relevant to development
of intelligence-led policing country specific