ibm smarter cities challenge - st. louis report
TRANSCRIPT
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8/3/2019 IBM Smarter Cities Challenge - St. Louis Report
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IBMs Smarter Cities Challenge
St. LouisReport
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Contents
3 1. Acknowledgments
5 2. Executivesummar y
7 3.Introduction
7 A. IBMsvisionforSmarterCities
8 B.TheSmarterCitiesChallenge
8 C.Contextandobjectives
9 D.Approachtakenbytheteam
11 4.Overallfndingsandthemes
11 A.Discovery/observations
12 B.Areasforimprovement 13 C.Recommendationsoverallecosystem
18 D.RecommendationsMayor
23 5.PoliceDepartment
23 A.Discovery/observations
23 B.Areasforimprovement
24 C.Recommendations
29 6.CircuitAttorney
29 A.Discovery/observations
29 B.Areasforimprovement
31 C.Recommendations
32 7.Courts
32 A.Discovery/observations
32 B.Areasforimprovement
33 C.Recommendations
35 8.Probationandparole
35 A.Discovery/observations
35 B.Areasforimprovement
36 C.Recommendations
37 9.Costconsiderations
39 10.Long-termrecommendations
39 A.Preventingyouthcrimeandrecidivismthrougheducation
44 B.Neighborhood/WardCommunityGrantInvestmentFramework
47 C.Economicdevelopment
49 D.HOPESt.Louis
50 E.Wholecostmodel
5 1 11. Conclusion
53 12.Appendix
53 A.Keyperformanceindicators(KPI)
59 B.Additionalresources
60 C.Customercasestudies
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Manythankstotheollowingpeople,whowereso
welcomingandcooperativeduringourtimeinSt.Louis:
MayorFrancisG.Slay,CityoSt.Louis
JefRainord,ChieoStaf,CityoSt.Louis
RobbynWahby,DeputyChieoStaf,CityoSt.Louis
SteveGregali,SpecialAssistant,CityoSt.Louis
BillSiedhof,DirectoroHumanServices,CityoSt.Louis
CharlesBryson,DirectoroPublicSaety,CityoSt.Louis
GeneStubbleeld,CommissioneroCorrections,CityoSt.Louis
MelbaMoore,CommissioneroHealth,CityoSt.Louis
RonJackson,ConsultantorDepartmentoHealth,City
oSt.Louis
DonRoe,ActingDirectoroPlanning&UrbanDesign
Agency
TonyMeyersJr.,GEOSt.Louis,PlanningandUrban
DesignAgency,CityoSt.Louis
LavertaBarnes,DepartmentoCorrections,Cityo
St.Louis
JennierJoyce,CircuitAttorney,CityoSt.Louis
RachelSmith,ChieProsecutor,CircuitAttorneyOce,CityoSt.Louis
EdPostawko,ChieWarrantOcer,CircuitAttorney
Oce,CityoSt.Louis
JaneSchweitzer,CircuitClerkortheCityoSt.Louis
AlderwomanDonnaBaringer,CityoSt.Louis
AldermanJefreyBoyd,CityoSt.Louis
AldermanShaneCohn,CityoSt.Louis
AldermanFrankWilliamson,CityoSt.Louis
ChieDanIsom,St.LouisMetropolitanPoliceDepartment
CaptainSamDotson,St.LouisMetropolitanPolice
Department
MajorPaulNocchiero,St.LouisMetropolitanPolice
Department
KenHailey,DirectoroPlanningandResearch,St.Louis
MetropolitanPoliceDepartment
1. Acknowledgments
DeleOredugba,DirectoroInormationTechnology,
St.LouisMetropolitanPoliceDepartment
ChieTimFitch,St.LouisCountyPoliceDepartment
ChieRoyJoachimstaler,OFallonPoliceDepartment
CaptainJefGray,OFallonPoliceDepartment
ChieJusticeRayPrice,MissouriSupremeCourt
GeorgeLombardi,Director,MissouriDepartmentoCorrections
NancyMcCarthy,RegionalAdministrator,Missouri
DepartmentoCorrections
ToddSchwent,BoardoProbationandParole,Missouri
DepartmentoCorrections
ArnoldCarter,BoardoProbationandParole,Missouri
DepartmentoCorrections
JudgeStevenOhmer,PresidingJudge,22ndJudicialCircuit
CourtoMissouri
JudgeJimmieEdwards,22ndJudicialCircuitCourt
oMissouri
JudgeMichaelStelzer,22ndJudicialCircuitCourtoMissouri
JudgeJohnJackGarvey,22ndJudicialCircuitCourt
oMissouri
JudgePhilipHeagney,22ndJudicialCircuitCourt
oMissouri
KathrynHerman,AssistantCourtAdministrator,Juvenile
Division,22ndJudicialCircuitCourtoMissouri
SusanGuerra,ChieLegalCounsel,JuvenileDivision,
22ndJudicialCircuitCourtoMissouri
CatherineHorejes,SpecialServicesManager,Juvenile
Divison,22ndJudicialCircuitCourtoMissouri
LandaPoke,AssistantCaseProcessingManager,Criminal
Division,22ndJudicialCircuitCourtoMissouri
AllenIrving,SuperintendentoDetention,JuvenileDivision,
22ndJudicialCircuitCourtoMissouri
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JudgeMargaretWalsh,AdministrativeJudge,22ndJudicial
Circuit,CityoSt.LouisMunicipalDivision
CatherineRuggeri-Rea,CourtAdministrator,22ndJudicial
Circuit,CityoSt.LouisMunicipalDivision
YvetteMayham,AdministrativeAssistant,22ndJudicial
Circuit,CityoSt.LouisMunicipalDivision
ParimalMehta,AccountingSupervisor,22ndJudicialCircuit,CityoSt.LouisMunicipalDivision
Dr.KelvinAdams,Superintendent,St.LouisPublicSchools
ColonelLisaTaylor,HeadoSchoolSecurity,St.Louis
PublicSchools
JefKarpel,President&CEO,KarpelSolutions
Dr.BillPowell,GeneralManager,RegionalJustice
InormationSystem(REJIS)
WendellKimbrough,CEO,AreaResourcesorCommunity
andHumanServices(ARCHS)
KristyKight,VicePresidentoGrantManagementServices,
AreaResourcesorCommunityandHumanServices
(ARCHS) LesJohnson,VicePresident,GrantManagementServices,
AreaResourcesorCommunityandHumanServices
(ARCHS)
JamesClark,VicePresidentoCommunityOutreach,
BetterFamilyLie
DonMeyer,VicePresidentoMarketingand
Communications,RegionalCommerceandGrowth
Association
DebbieErickson,VicePresidentoInormationServices
andChieInormationOcer,MetroSt.Louis
Dr.RichardRoseneld,Chair,UniversityoMissouri,
St.LouisDepartmentoCriminology
2010-2011St.LouisCoroFellowsinPublicAfairs
KeithClark,FellowsTrainer,CoroLeadershipCenter
St.Louis
SandraMoore,President,UrbanStrategies
NaimGray,ProjectManager,UrbanStrategies
KateCasas,SeniorProjectManager,UrbanStrategies
AaronSwain,VicePresident,McCormackBaronRagan
KittyRatclif,President,St.LouisConventionand
VisitorsBureau
BrianHall,ChieMarketingOcer,St.LouisConventionandVisitorsBureau
KevinHorrigan,Journalist,St.LouisPost-Dispatch
PatGauen,St.LouisPost-Dispatch
MikePetetit,Owner,ParkAvenueBed&Breakast
MaggieCampbell,PresidentandCEO,Partnershipor
DowntownSt.Louis
KenGabel,Director,PublicSpaceManagement,Partnership
orDowntownSt.Louis
ShuntaeRyan,Director,Marketing&Communications,
PartnershiporDowntownSt.Louis
EdHennessy,ExecutiveDirector,WeedandSeed
JenEhlen,InterimDirector,CenterorEntrepreneurship,SaintLouisUniversity
Finally,specialthankstoRobbynWahbyandCaptain
SamDotsonortheirpatience,supportandinsight
duringthisprocess.
Sincerely,
MelissaBailey,RobDolan,JimHueser,JimLingerelt,
ThomasSheppard,andYanChingZhang
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IntroductionTheCityoSt.Louisisoneo24citiestoearnagrant
romIBMaspartothatcompanysphilanthropiceorts
tobuildaSmarterPlanet.IBMsSmarterCities
Challengeaimstocontributetotheimprovemento
high-potentialcitiesaroundtheworld.
Duringathree-weekperiodinMarch2011,ateamosixIBM
ExecutivesworkedintheCityoSt.Louistodelivertheir
recommendationsonpublicsaetytoMayorFrancisG.Slayandawiderangeostakeholders.
Challenge: improving public safetyInrecentyears,St.Louishasbeenlabeledthemost
dangerouscityinAmerica,despiteanoveralldownward
trendincrimerates.ThisperceptionhasharmedtheCitys
image,itsabilitytoretainamiliesanditsprospectsor
economicdevelopment.WeweretoldMayorFrancisG.Slays
mainconcernsweresaeneighborhoods,theprovisionoan
improvedqualityolieandbettereducationorSt.Louis
citizens.Specically,theMayoraskedtheIBMteamto
developasetorecommendationsthatheandhisextendedteamcouldimplementinordertoensuretheright
inormationgettingtotherightpeopleinthepublicsaety
extendedteam.Thiswouldenablebetterdecision-making
andhaveapositiveinuenceoncrimeratesintheCity.
Defningthepublicsaetyecosystem
Duringtheengagement,theIBMteamdenedthepublic
saetyecosystemasthecommunalreachandinteractiono
thoseparticipantsinthepublicsaetyarena:Mayor,Board
oAldermen,MetropolitanPoliceDepartment,Circuit
Attorney,CircuitClerk,CircuitJudges,Sherif,Corrections,
ProbationandParole.Duetoauniqueinstitutionalstructure,
theSt.Louispublicsaetycommunityincludesmany
autonomousactors:theCircuitAttorney,CircuitClerkand
Sherifareelected;theCircuitCourtJudgesandSt.Louis
BoardoPoliceCommissionersareappointedbythe
GovernoroMissouri.Asaresult,allefortstoimprove
publicsaetyhavetobecoordinatedacrosstheentireteam
throughacollaborativeapproach.
Overall themesThelong-termsolutionorpublicsaetyistoprovide
sucienteducation,jobsandeconomicopportunityorall
membersoacommunity.Aspublicsaetyisconnectedto
virtuallyeveryCityissueromhousingandeducationto
economicdevelopmentandthesocialsaetynet,soallthese
systemsmustbealignediwearetopreventcrimeratherthan
reacttoit.TheCitymustrenewitsocusonusingdatato
track,analyzeandpredictoutcomesacrosstherangeoCity
systems.Whiletheseproblemscannotbesolvedinthreeweeks,theollowingareasetosuggestionsthatshould
helptomovetheneedleintherightdirection.Iaddressed,
bothinthecorepublicsaetyteamandthroughoutthe
widercommunity,theywillprovidetheCitywiththeright
oundationoradeeperunderstandingotheissuesandthe
meanstomeasurethesuccessoactionstakensomething
notpossibleundercurrentsystems.Usingdatainsuchaway
willenabletheCitytobegintotacklesomeotheunderlying
issueswithgreatercertaintyandprecision.
Unied view of the individual:Eachindividualteam
currentlymaintainsseparatesystemsortrackinginormationaboutofenders.Providingauniedviewotheindividual
acrossthepublicsaetysystemwouldensurethateachactor
hastheinormationtheyneedtodrivebetteroutcomes.
Performance management framework: Toprovide
accountabilityorpublicsaetyoutcomes,theextendedteam
mustalignallprograms,budgetsandmetricstoimprove
operationalandnancialperormanceanddrivedowncosts.
Inaddition,eachmemberotheteamshouldlooktopeer
organizationsandnetworksaroundthecountrytoidentiy
anddrawuponbest-practicestoimproveexistingprograms.
Process integration:Thepublicsaetysystemmust
coordinateprocessesacrossorganizationalborderstoprevent
crimeandrecidivismefectively.
Asset management: PhysicalandITassetsarecrucialto
efortstoachievebetterpublicsaetyoutcomesanddrive
economicbenets.
2. Executive summary
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Top-priority recommendationsWebelievethattheollowingaretheinitialseto
recommendationstheCityshouldconsiderandactuponin
ordertobuildmomentumquicklyandbeginculturalchange.
Somesuggestionsocusonhowtobeginsharinginormation
moreefectively,whileothersconcentrateoncostreductionto
undthenextwaveoactions.Oneotherststepsshouldbe
togetallthekeypeopleinoneroom,identiythetop-priority
recommendationsandsecurethewholesalecommitmento
stafwithsupportromeachindividualteam.
System-wide: Inorderachieveauniedviewothe
individual,theextendedteammustworktoestablisha
commonlanguageasinormationcrossesinstitutional
boundariesandimprovedataowinindividualagencies
andacrossthesystem.
Mayor:TheMayorshouldlltheopenChieOperating
OcerpositionandappointaChiePerormanceOcer
todriveaccountabilitythroughouthisorganizationand
coordinateefortstoagreeuponacommonpublicsaety
missionandgoals.
Police Department:Toacilitateacultureoaccountability,
thePoliceDepartmentshouldestablishaperormance-based
appraisalsystemthatincludespatrolmetricsandadherence
tooperatingprocedures.Opportunitiestosharecapitalassets
withotherpublicsaetyagenciesshouldbeextendedto
achievecostsavings.
Circuit Attorney:TheCircuitAttorneyshoulddrivethe
creationoanofendercoversheetbasedoncommoncriteria
oridentiyingtop-priorityofendersandshouldsupport
broaderstrategicintelligencecollaborationacrossthesystem.
Circuit Courts:Extendingcurrenttrialsoelectronic
monitoringorlow-riskofendersandvideoarraignments
willcutcostsandimproveefectiveness.Currentpaper-based
recordsandprocessesshouldbereplacedbydigitalsystems.
Parole and probation:Scorecardsormeasuringclient
outcomesandtheperormanceoprobationandparole
ocersshouldimproveaccountabilityandefectiveness.
Funding: Toidentiyundingsourcesorcost-savingsornew
initiatives,allactorsshouldexploreederalgrants,sharedrisk
agreementswithprivatesectorpartners,operationalchanges
andreallocationoexistingunding.Underaconservative
estimate,investmentsinelectronicmonitoring,organizational
streamliningandrehabilitativeservicescouldyieldsavingso$350-$950thousandinyear1,andannualsavingso
$1.5-$5millionthereater.
ConclusionDespiteitsuniqueinstitutionalstructure,TheCityo
St.Louisacesmuchthesamechallengesasothercities.
Thesehaveimplementedsimilarsolutionswithbestpractices
thatcanandshouldbereplicatedwithintheextendedteam.
St.Louisiswellpositionedtoimproveaccountabilityand
outcomesacrossthepublicsaetycommunity.
Everyone that participated, all the dierentpieces of government and private-sectorpartners that have an impact on public safetyand the law enforcement process, really came
to the table willing to help. Everyone isinterested in doing a better job and a moreeective job, and that was something thatcame out of this which really pleased me.
Mayor Francis G. Slay
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A. IBMs vision for Smarter CitiesBy2050,citieswillbehometomorethanhaltheworlds
population,willwieldmoreeconomicpowerandhave
accesstomoreadvancedtechnologicalcapabilitiesthan
everbeore.
Simultaneously,citieswillstrugglewithawiderangeo
challengesandthreatstosustainabilityinthosecoresupport
andgovernancesystemstransport,water,energy,
communications,healthcareandsocialservices.Thesegovernanceissuesarenothoweveruniquetocities.Allover
theglobe,ederal,stateandlocalgovernmentsaswellas
privatesectorcompaniesarelookingatinnovativewaysto
reducetheproblemsosiloedanddisconnectedorganizations.
Meanwhile,trillionsodigitaldevices,connectedthrough
theInternet,areproducingavaststreamodata.Allthis
inormationromtheowomarketstothepulseo
societiescanatlastbeturnedintoknowledgebecausewe
nowhavethecomputationalpowerandadvancedanalyticsto
makesenseoit.Withthisknowledgecitiescanreducecosts,
cutwasteandimprovetheeciency,productivityandqualityolieortheircitizens.Whilethesearemammothchallenges
inatimeoeconomiccrisisandincreaseddemandor
services,wealsohaveampleopportunitiesorthe
developmentoinnovativesolutions.
InNovember2008,IBMbeganaconversationabouthowthe
planetisbecomingsmarter,meaningthatintelligenceis
beinginusedintothesystemsandprocessesthatmakethe
worldworkintothingsnoonewouldrecognizeas
computers:cars,appliances,roadways,powergrids,clothes,
evennaturalsystemssuchasagricultureandwaterways.By
creatingmoreinstrumented,interconnectedandintelligent
systems,citizensandpolicymakerscanharvestnewtrends
andinsightsromdata,providingthebasisormore
inormeddecisions.
Sincecitiesgrappleonadailybasiswiththeinteractiono
water,transportation,energy,publicsaetyandmanyother
systems,IBMiscommittedtoavisionoSmarterCitiesasa
vitalcomponentobuildingaSmarterPlanet.ASmarterCity
usestechnologytotransormitscoresystemsandoptimize
niteresources.Atthehighestlevelsomaturity,aSmarter
Cityisaknowledge-basedsystemthatprovidesreal-time
insightstostakeholdersaswellasenablingdecision-makers
tomanagethecityssubsystemsproactivelygure1.1.
Efectiveinormationmanagementisattheheartothis
capabilitywhileintegrationandanalyticsarethekeyenablers.
3. Introduction
Figure1.1ASmarterCityusestechnologytotransformitscoresystemsandoptimizeniteresources
Intelligent
Wecananalyzeandderiveinsightfrom
largeanddiversesourcesofinformation,
topredictandrespondbettertochange.
Instrumented
Wecanmeasure,sense
andseetheconditionof
practicallyeverything.
Interconnected
People,systemsandobjectscan
communicateandinteractwith
eachotherinentirelynewways.
Intelligence is being infused into the way the world works.
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B. The Smarter Cities ChallengeAsIBMalignsitsphilanthropicefortswiththegoalo
buildingaSmarterPlanet,werealizethatcityleaders
aroundtheworldaceincreasingeconomicandsocietal
pressuretodelivernewsolutionsrapidly,themoresogiven
theincreaseddemandorservices.Toaddressthis,IBM
CorporateCitizenshiphaslaunchedtheSmarterCities
Challengetohelp100citiesaroundtheworldbecome
smarterthroughgrantsoIBMtalentandtechnology.
DuringMarch2011,ateamosixIBMersworkedin
theCityoSt.Louistodeliversubmissionsonkeyissues
orMayorSlayandhisseniorleadershipteam.This
reportprovidestheiranalysisothecausesocrimeand
accompanyingrecommendationsorpublicsaetyinthe
CityoSt.Louis.
C. Context and objectivesCitiesneedtorethinktheirapproach.Theneedismore
urgentthaneverbecauseothebiggestglobaleconomiccrisis
sincetheGreatDepression.ASmarterCityisonethattakes
theurgencyothecurrenteconomiccrisisanditsdownward
pressureonbudgetsastheimpetustoovercomeresistanceto
change.Itturnsproblemsintoopportunitiestoreducecosts
improveservicestocommunitiesandmakeourcitiessmarter.
Thisnewapproachtocommunitytransormationcallsor
leaderstousetechnologytoinormandconnectpeople.Thecityisviewedasasetointerconnectingsystemsandthis
drivesintegratedsolutionsandservices,ocusedonlong-term
city-wideoutcomes.Thekeytosuccessisintegrationacross
traditionalsilosexploitingtheavailableintelligence.
Figure1.2TheSmarterCitiesframeworkandoverlappingthemes
Populationmanagement
Language
Wealth
Community Place
Wellbeing Econo
Managingcrime/publicsaety
Environmentmanagement
Education
Ofceinrastructure
Education
Retail
Housing
Trafc
Streeturniture
Broadband
Inrastructure
Securinginwardinvestment
Instrumented Interconnected Intelligent Integrated
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Publicsaetyandpubliceducationareclearlyinterconnected.
Establishingacomprehensivestrategicplantoaddressthese
issuesisundamentaltotheuturesuccessotheCityandthe
prosperityotheregion.Whetheritisthroughinnovationin
Citypublicschools,engagingthepublicincrimeprevention
andeducation,analyzingcommunitydevelopmentstrategic
planstoincreasepost-secondaryenrollment,theCityand
itssurroundingsmustadaptinordertothriveinanever
increasingglobaleconomy.Wehopethatthisstrategicplan
canlaytheoundationorurthercooperationamongstnon-protandgovernmentalbodiesintheregion.Forthe
areatoprosperintheglobaleconomy,bettercooperationis
essentialorimprovingservicesorconstituents,boosting
economicdevelopmentandrealizingincreasedeciencies
throughsynergiesingovernment.
D. Approach taken by the teamTheproposalortheCityoSt.Louisisbrokenintotwo
mainsections:
Therstaddressestheissueopublicsaetyandthecriminal
justicecommunity
Thesecondlooksmorebroadlyatthecommunityandthecausesocrimeandrecidivism.
Foreachsectionwehavedrawnoutthethemesthatspanthe
entirecommunity:ourobservationsandrecommendationsat
communitylevel.Wehavethenexaminedkeyplayerswithin
thatcommunityandocusedonobservationsandndingsthat
arerelevanttotheirrolewithintheextendedteam.Lastly,we
havelookedatpotentialundingsourcesormodelsthatcould
beappliedinordertonancechangestheMayorandhisteam
wanttopursue.
Inourapproachtothisproject,IBMusedanissue-based
consultingmethod.Thismethodreliesheavilyoninterviews
todevelopasetohypothesesandthenconductdeeper
researchinterviewstovalidatethesehypotheses.
Figure1.3Issue-basedconsultingow
Stressingtheimportanceosaeneighborhoodsandthe
provisionoanimprovedqualityolieorhiscitizens,
MayorSlayspecicallyaskedtheIBMteamtoexamine
howtheCitycantargethighriskcriminalsbyprovidingthe
criminaljusticeextendedteamwiththerelevantinormation
toallowtheCitytomakebetterpublicsaetydecisionsand
drivebetteroutcomes.
IBMapproachedtheinitialroundointerviewswith
noassumptionsandastandardsetoquestionsregarding
therespectiveagenciesoperationsandtheareaswhere
potentialimprovementscouldbemade.Weinterviewed
thetopexecutivesothepublicsaetyagencies:the
PoliceDepartment,theCircuitAttorney,theClerk
otheCourt,CircuitCourtJudges,Probationand
ParoleandtheDepartmentoCorrections.These
organizationsmakeupthecityspublicsaetycommunity.
1.Defnition Proposal
2.Structure Kick-off package
3.Datagathering Date summaries
4.Synthesis Reports
5.Buy-in Targeted reports
Overviewothefve-stageconsultingprocess
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Figure1.4Keyorganizationsmakingupthepublicsectorextendedteam
Aconsistentsetothemeshasemergedromtheseinterviews:
Lackoauniedoverviewotheindividual(i.e.asingle,
consistentviewotheindividualastheymovethroughthe
publicsaetysystem).
Aperormancemanagementrameworklackingmetricsand
clearaccountabilitythatwouldallowprogramsandoutcomes
tobeassessedobjectivelyandtherebyimproveoperational
andnancialperormance.
Absenceoawellintegratedinormation-sharingprocess
thatspansallagencies;thishascontributedtosignicant
operationalproblemsandcostswithinandbetween
theagencies.
Thesethemeshaveormedourseriesohypotheses
concerningtheCityspublicsaetyproblemsandbyextension,
therecommendationsthatcouldbemadetoimprove
collectivepublicsaetyoperationsandreduceoverallcosts.
Subsequentroundsointerviewsgathereddetailed
inormationdirectlyassociatedwithourhypotheses
soastovalidatethem.TheIBMteamlookedat:
Howinormationiscollectedaboutindividualswithin
eachagencyandhow(orwhether)itisshared
Theassessmentmethodsappliedtotheperormance
obothpersonnelandprocessesandthemetricsused
WhatITsystemsareinplace,howtheyareemployed
andthequalityotheinormationtheyprovide.
Thisinormationwasreviewedtoobtainaclearviewothe
completesystem,witheachhypothesistestedagainstthe
ndings.Ineachcaseweoundinormationandstakeholder
conrmationtosupporteachothethreehypotheses.This
hasenabledtheIBMteamtodeveloprecommendationsthat
couldbeputintopractice.Themethod,thendingsandthe
recommendationsareallpresentedinthisreport.
Mayor
PoliceDepartment
CircuitAttorney
CircuitClerk
SheriJudges
Probation
Corrections
Parole
CAD
Courtscheduling
Casemanagement
RMS
GIS
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4. Overall fndings andthemes
A. Discovery/observationsTodaymunicipalgovernmentsaceamultitudeo
challengesinensuringtheydeliverthehighestquality
oserviceatthehighestvaluetotheircitizens.
St.Louisisnoexception.
Responsibilityorcity-wideaccountability
AstheCitystopelectedocial,MayorSlayisthepublicace
oSt.Louis.Heistheheadogovernment,regardlessostate
lawsthatrestricthiscontroloversomecriticalunctions,especiallywithinthepublicsaetysystem.
Inordertoensurethepropermanagementandreporting
otheextendedteam(howeverthescopeisdened)itis
importanttohaveasmallsetopeoplewithcommon
objectives.Asateam,theyareresponsibleor:
End-to-endprocessesthatowacrossthesystem
Measurementandreportingotheeciencyoprocesses
Understandingwhoisaccountableoreachstepinthe
processandwheretheboundariesexist
Drivingcollaborationacrossthecommunitytoensurethe
smoothandecientexecutionotheprocess.
Inthediagramoppositewehighlightthreerolesthat,while
notnecessarilyull-timewithintheorganization,arecritical
inensuringthecorrectmanagementstructureisinplaceto
supportthecommunity.Theycanbeperormedbypeople
withvariousresponsibilitiesacrossthecommunitybutthekey
tosuccessisthattheyhavethecommunityspermissionand
authoritytoimplementchanges,measureandtrackprogress.
Theyneedtheauthoritytoapplyapprovedsanctionswhen
groupswithintheextendedteamdonotmeettheirobjectives,
aswellasthemechanismstorewardorganizationsthatexceed
theirgoals.
Wewilldiscusstherolesaboveinmoredetailinsubsequent
sections(orinstance,ChiePerormanceOcerinthe
Mayoralsection).
Inourdiscussionswithstakeholdersbothinsideandoutside
thepublicsaetyextendedteam,itwasthelackomeaningul
accountabilitythatwasseenasakeyactorincontributingto
theperceptionoSt.Louisasthemostdangerouscityin
theUnitedStates.
AccountabilitycanonlyexistwhenthecitizensoSt.Louis
eelthatoneindividualisresponsibleortheoverallpublic
saetystrategyortheCity.Thesuccessorailureothis
strategycanbedeterminedbymeasuringandmonitoring
thatindividualsperormanceagainstgivengoals.
Tohaveastrong,consistentocusonimprovedpublic
saetyoutcomes,itisnecessarytohaveaocalpointor
accountability;webelievethatresponsibilityshouldrest
withtheMayorsOce.
Increasingbudgetpressures
Theglobaleconomiccrisishasputseriousstrainson
thenancesoallgovernments,especiallymunicipal
governments.Taxrevenuesandotherrevenuestreams
havebeenimpactedbylowertaxcollection,highercosts
orservicesandareductioningrantmoniesavailableto
localgovernments.Thishasorcedgovernmentleaders
tomakehardchoicesaboutwhichprogramstoundand
whichtocut.WeseethisoccurringinSt.Louisaswell,
wheretheeconomyisalreadysuferinginsomewards,
exacerbatinganalreadychallengingsituation.
Figure1.5Managementsystemforgovernance,accountabilityandcollaboration
ChieOperating
Ofcer
ChiePerormance
Ofcer
ChieInormation
Ofcer
Visibility of efciencies/inefciencies
Accountabilityof ecosystem
Fostercollaboration
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GrantstodayamajorsourceoundingortheCityo
St.Louishavebeenreducedasnewcallsorausterityand
scalresponsibilityemanateromWashingtonandJeferson
City.Thelossothesegrantsputsadditionalstrainson
St.Louisanditsabilitytoundpublicsaetyprograms.
Aspressurearoundpensionliabilityandcontribution
requirementsincrease,morecitizensoSt.Louishave
oundthemselvesdependentonCityprograms.
Fragmentedspanoinuence
St.Louisisacityodividedgovernment,especiallywithin
itspublicsaetysystem.TheSt.LouisMetropolitanPolice
Departmentisastate-runorganization,governedbyan
appointedBoardoPoliceCommissioners.TheCircuit
AttorneyandtheCourtClerkareseparatelyelectedocials,
beholdenmoretovotersthantotheCitysexecutivebranch.
Thistypeodividedgovernmentblurslinesoauthority
andareasoresponsibilityandcancreateanatmosphere
oblameandrecriminationwhendealingwiththeCitys
publicsaetyissue.
Despitetremendousefortsonthepartothoseindividuals
withinthepublicsaetysystem,thesedivisionshavecreated
aragmentedspanoinuence,andpreventedacoordinated,
efectiveandconsistentapproachwhentacklingpublicsaety
intheCity.Thelackooverallmanagementandinormation-
sharinghasputhigh-riskofendersbackonthestreets,while
incarceratingofenderswhowouldnormallybereleasedback
intothecommunitytobecomeproductivemembersagain.
B. Areas for improvementAsweevaluatedtheinormationgatheredbynumerous
stakeholderinterviews,vecommonissuesclearlyemerged
aroundtheinitiativesorpublicsaety:
1. Dataquality
DataqualityisanissuethatcontinuestoafecttheCitys
abilitytomeasuretheoverallimpactoprogramsefectively,
particularlywithinthepublicsaetyarena.Dataqualityissues
betweenthediferentpublicsaetyorganizationsmakeit
diculttodeterminewithcondencewhetherornot
programsandexpendituresareefective.Theyalsocontribute
tothecultureoblameandnger-pointingwhichseemsto
permeatepartsotheorganization.
Thelackodecision-qualityinormationhasalsoafected
governmentleadersinSt.Louis.TheMayor,departmentand
agencychieshavestruggledtomeasuretheperormanceo
theirprograms.Theydonotunderstandtheefectreduced
budgetsandanincreaseddemandorserviceshas,nowandin
theuture.Thishascreatedaculturewheretransparencyandaccountabilityarelacking.
2. Eciencygaps
WithintheCitygovernmentandthebroaderpublicsaety
establishmenttherearetheollowinggaps:
Multipleanddisparatedatasources
Organizationsthatailtocommunicateefectively
Inconsistentpolicies
Duplicationoefort
Unnecessaryredundancy
Siloedanddisjointedlevelsoaccountability.
Thesegapsineciencyhavemadeitdiculttoobtaina
truemeasureoperormanceandsuccessataCity-widelevel.
Whendecision-makersoperatewithinsel-containedsilos,
theirlimitedspanocontrolresultsintheabsenceoaunied
viewoprogramsandbudgetsandignoranceastohowtheir
decisionsafectthelargerCityextendedteam.
3. Metricsandperormance
Thelackoconsistentperormancemetricsacrossthepublic
saetyspectrumhascontributedtotheongoinginabilityto
ormacomprehensivepublicsaetystrategyandroadmap.
Whilemanyorganizationsmeasuretheirperormancethe
questionis:arethosemetricsalignedtotheoverallCity
strategytoimprovepublicsaety?Theansweris:notentirely.
Perormancemetricsmustalignunderthreebroadareas:
missiongoals,operationalrequirementsandnancial
objectives.Throughthese,theCitycangaindeeperinsight
intotheefectivenessopublicsaetyinitiativesinpreventing
andreducingcrimeandrecidivism.
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ThegovernmentunderMayorSlayhasanumberostrategic
goalsandobjectivesthatmustbemeasuredinorderto
improvepublicsaetyandchangetheperceptionothe
Cityasunsae.
4. Accountability
Innumerousinterviews,ocialsinSt.Louishaveconsistently
citedlackotransparencyandaccountabilityasamajor
concern.ThishamperstheCitysefectivenessinmanaging
city-wideoperationsandcreatesacultureoblameandnger-pointingwithinthepublicsaetyextendedteam.Thisculture
ostersdistrustandanimosityandiletunchecked,will
onlyworsen.
AstheCitydealswithstudiesclaimingthatSt.Louisisthe
mostdangerouscityinAmericathislackoperormance-
basedmetricscontributestothisperceptionandtheideathat
thereisanunaligned,uncoordinatedstrategyorpublicsaety
withinSt.Louis.
5. Commonlanguage
TheCitylacksaconsistent,well-denedsetodenitionsandthenecessarylanguagewheninormationisshared
amongthevariousstakeholders.Thisshortcomingafects
howinormationmovesthroughthepublicsaetysystem
oSt.Louis.
C. Recommendations overall ecosystem
CityForward:benchmarkingperormanceinSt.Louis
CityForwardisasetoexplorationauthoringtoolsthatgive
expertsromacademia,governmentandbeyondtheabilityto
illustrateideasandtrendsandencouragediscussionotheir
validityandimpact.TheobjectiveoCityForwardisto
coordinateinormationaboutcitiesandcommunitiesinways
thatleadtonewperspectives.Insightgleanedromdata
analysiscanorceustorethinkthephysical,commercialand
governancestructuresthatorchestratelieincities.
Currently,Cityagenciesworkinsiloswithonlylimited
cooperationorintegrationandnoholisticviewothe
interdependencyocitysubsystems.Thereareewdecision-
supportingtoolstoenabletheCitytoassesswhatitneeds
todotobecomesmarter,eventhoughcitizensexpectto
beinvolvedinthesettingocitypriorities.TheMayor
andhisteamwanttopromotedatatransparencyand
publicengagement.
WerecommendthattheCityoSt.Louisworkswiththosegroupswithincitygovernmentandbeyondwhocanprovide
itwithdatathatispublic,open,ree,andcity-ocused.This
datacouldthenbeloadedintoatoolsuchasCityForwardin
ordertounderstandtherelationshipsandinterdependencies
withintheCityspublicsaetysystem.Itcouldalsoallowthe
involvementonon-protorganizations,academiaand
communitygrassrootsorganizations.
Wehaveincludedanexampleovisualizationrom
CityForwardtodemonstratetheconceptbuttherealvalue
isinpublicizingandencouragingexpertsromallpartso
thecommunitytocreateandsharevisualizations.
Cultureshitonaccountability
BecausetheCityoSt.Louisoperateswithinalooselyaligned
publicsaetysystem,itiscriticalthatanyrecommendations
rstandoremostinstillacultureoaccountability.Aswe
havestatedearlier,lackoaccountabilitywascitedinnearly
everyinterview.Theconclusionbothotheintervieweesand
theSt.LouisSmarterCitiesteamisthatanylong-term,
sustainedsuccessinghtingtheperceptionsandtherealities
opublicsaetyinSt.Louismustbeginwithashittoa
broadercultureoaccountability.
Thisisnottosaythataccountabilitydoesnotalreadyexist
amongmanyothepublicsaetystakeholderswithwhom
wetalked.Most,inotallotheorganizationsbelieve
stronglyinacultureoaccountability.However,that
accountabilityisinsilositstartsandstopswithinthe
boundsothespecicstakeholderorganization.Thiscreates
anextendedteamwherecommonstrategies,goals,andkey
perormancemetricsaresimilarlycontainedwithinsilos.
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Theresultisalossocommonpurpose,ocommonlanguage
andmetrics,alackoact-baseddecision-makinganda
tendencytopushblameouttootherpartsotheteam.This
typeoaccountabilityinsilosafectstheteamsabilityto
driveanysignicantchangeorimproveoutcomes.Wesee
thiswithinthesphereopublicsaetyinSt.Louis.
WerecommendthattheMayorsOcebetheowneroa
uniedprocessandcultureoaccountability.Asstatedearlier,
theMayoristheheadothecitycitizensexpectthataccountabilitytobeginandendwithhim.Inordertocreatea
newethos,werecommendthattheMayor,workingwiththe
publicsaetyextendedteam,developsasetocommonpublic
saetymissionandgoalsandamethodorcreatingaunied
cultureoaccountability.Allstakeholdersshouldunderstand
theirrolesandresponsibilitiesintheprocessandwouldbe
givenaorumtoraiseconcernsorchallengedecisions.
Todothis,auniedviewotheindividualastheymove
throughallphasesothepublicsaetysystemhasto
becreated,alongwithasystem-wideperormance
managementramework.
Unifedviewotheindividual
Whenanindividualmovesthroughthepublicsaetysystem,
itiscriticaltohaveauniedviewothatindividual
throughouteachstepotheprocess.Thisensuresthat
everyonewithinthesystemreceivesandsharesinormation,
creatingacomprehensiverecordoallinteractions.Not
havingthatcriticalinormationcanhaveadirectinuence
onhowthatindividualistreatedwhilemovingthroughthe
systemandwhetherornotthebestdecisionismadeonhis
orherbehal.ThelackoauniedviewhasbeencitedbyallstakeholderswithintheSt.Louispublicsaetycommunity
asasignicantgapthatmustbeaddressed.
Sinceacompleteproleotheindividualisrequiredatevery
stepothepublicsaetysystem,romarrestthroughtothe
naldispositionothecase,anintegratedviewothe
individualisundamental.Itguaranteesthateverystakeholder
hasthesamelineosightintoallrelevantcharacteristicso
theindividual.
Figure1.6Organizationsinvolvedintheowofinformation
MetropolitanPolice
CircuitAttorney CircuitCour tProbationand
Parole
ArresteeChargedOender
DeendantProbation/
ParoleClient
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Equallyimportantisthemannerinwhichdatamovesacross
theboundariesothepublicsectorsystem.Everyecosystemis
acollectiononaturalorganizationswhosestrategicobjective
ismostotendenedbythemissionothoseorganizations.
Asdiferentasthesemaybe,commonalityopurposedoes
existandthatcommonalitydenesabroadergoal.With
publicsaetyorganizations,thatbroaderaimmustdenehow
inormationmovesbetweenthediferentpartsothesystem.
InSt.Louis,thatcommonalityisobscuredbysilosthathavearisenwithinthediferentpartsotheextendedteam.These
silospreventtheexchangeodataacrosssystemboundaries
andareresponsibleoraailuretoproduceacoherentanalysis
otheindividual.Itisessentialthatdataandinormation
exchangeoccursseamlesslyacrossthediferentunctionsso
thatauniedviewotheindividualisavailabletoevery
decision-makerinthesystem.
Itiscleartoeveryonewetalkedtothatinordertomeet
thegoalsothepublicsaetyecosystems,St.Louiscannot
continuetooperateinthewayithasdoneinthepast.
Acultureomanagingperormancethroughouttheentirepublicsaetyextendedteammustbeembracedandcontrolled
attheMayorallevel.
Assetmanagement
Tomanageassetsandservicesefectively,municipalagencies
needasolutionthatnotonlymeetstheneedsomanagers
andusers,butalsotstheirtechnologystrategy.Theideal
solutionwouldprovideauniedplatormthatcouldtrack
andruntheullspectrumomunicipalassetsandservice
providers.Itwouldaddresscompliance,accountingand
asset-relatedchallengesacrossmultipledepartmentsand
integratesmoothlywithkeysystemssuchasgeographic
inormationsystems(GIS),assetmonitoringandenterprise
resourceplanning(ERP).Anassetandservicemanagement
applicationthatmeetsthesecriticalrequirementswouldbe
abletostreamlineoperationsandimprovemanagement
decision-makingenterprise-wide,whileullysupporting
budgetjusticationandassetaccountability.
Evaluateintegrationordataandserviceorchestration
Municipalcloud
Muchotheinormationtechnologyworldisadoptingcloud
computing.Withcloud,hardware,sotwareanddataare
movedromtheclientssiteintothecloud.Acloudoperator
canthenservemanyclients,reducingcostssubstantially
througheconomiesoscaleandimprovingeaseouse.
Ocourse,theoperatormustprotectclientsinormation
properlyprovidingtheprivacy,security,reliability,access
controletc.thatclientsexpect.Asthesearebeingdevelopedandproven,useocloudisexpanding.
Aprivatecloudkeepsthecontroloinormationwiththe
client.Ithelpsgovernmentsbyimprovingsotwaresupport
andincreasingvisibilitywithservicecompositionand
analytics.Sotware-as-a-Servicehelpsreducecapitalcosts,
riskandITmanagementexpenses.On-goingimprovements
tocloudeciency,securityandreliabilityareparticularly
attractiveormunicipalities.
Cloudprovidesthesebenetsandmore.Forexample,when
servicescomeromindependentproviders,clientsmustgureouthowtolinkthemproperly.Ialocalgovernmenthasone
servicetocollecttaxesandanotheroraccounting,itmust
manuallytransertaxcollectiondatatotheaccounting
application.Theresultingoverheadsanderrorscanbea
substantialburden.
Insightintocityoperationsisbasedondataheldbymultiple
applications.Classically,eachapplicationhasstructured
inormationoritsownpurposes,makingitdiculttocreate
anintegratedview.Withclouddeliveringtheapplications
however,areicationothemunicipalityresults.This
integratedviewpermitsanalysisandvisualizationspanning
applicationanddepartmentalboundaries.Themechanisms
thatcreateandanalyzethereicationareusedbymany
clients,makingthemafordableevenorsmallgovernments.
Furthermoretheresultingassessmentsprovideastandardized
viewocommunityoperation,allowingbestpracticestobe
identiedacrossmultiplecommunitiesanddepartments.
Cloudcaneliminateoverheadsanderrorsandaddvalue.
Itsharesdatabetweenmultipleservicesandturnsapplications
intounied,client-specicsets.
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Asanexampleothecloudmodelinpublicsaety,wewould
recommendlookingatasmartsurveillancesolution.Video
surveillanceprovidestheabilitytoanalyzeandidentiy
potentialpublicsaetyevents/issuesromclosedcircuit
television(CCTV)ootage.Thecloudsolutioncanmonitor
eedsromCCTVcamerasandsearchorpredenedevents/
issuestherebyremovingtheneedorconstanthuman
monitoring.Bybuildingastoragecloud,theuprontcapital
costsoservers,storagedevicesandotherrelatedservices
neededtobuildacity-ownedandoperatedsurveillancecenterarereduced.
ThecloudsurveillancesolutioncanplaybackCCTVeeds
toowrompointtopointateranincident.Inthecaseoa
stolencar,thesurveillancesystemcananalyzeootagerom
CCTVeedtoCCTVeedtopinpointthedirectionthecar
wasdriven.Thecloudsurveillancesolutioncanalertthe
operatorinreal-timewhenapredenedeventoccurs.This
canbedisplayedonamainscreenandtheeventcanbestored
ortrendanalysis.
CCTVcamerahardwareandinstallationsarebecomingcheapertoinstallwhilethecostownershipothehuman
monitorisstaticorincreasingincost.Technologyevolution
intheCCTVspacehascenteredonhardwareratherthan
sotwarewhenanalyzingsuspiciousactivities.
Cityleaderstodaymanageincidentsandviewkey
perormanceindicators(KPIs)andreportsthroughdisparate
systems.City-widecoordinationandcollaborationinthe
planningandexecutionoeventsincludingemergency
operationsisotenlacking.Anotherkeyreasonor
implementingacloudisthustoprovideahosteddashboard
orIntelligentOperationsCenter,throughwhichincident
reportingandtracking,aswellassituationawarenessand
reporting,canbeviewed.
Realtimecollaborationandcriticalassetmanagementare
twootherkeyCitygovernmentareasthatcanbenet.
InkeepingwithourrecommendedKPImetrics,acloud
modelcanprovideacitywithexecutive,cityoperationsand
agencydashboardsthatincludedomainKPIreportswith
trendsandanalysisoeventanddomaindata.
Itcanalsoprovideanafordablecentralizedenvironmentor
planning,organizing,monitoringandcontinuouslysharing
inormationinresponsetochangingconditions.Cloud
economiesreducebothcapitalexpenseandoperatingcosts.
Theyencourageservicesharingandcollaborationbothwithin
andbetweenlocalgovernmententities.Aprimarycauseo
slowserviceingovernmentisthehand-ofdelaywhen
responsetoservicerequestsmovesbetweendepartments.
SmarterCloudassuresthecorrectinormationoroperational
control,shortrangeplanningandstrategicmanagement.Bystructuringdatainastandardormat,SmarterCloudalso
providestheessentialbasisorsharingservicesandidentiying
operationalbestpractices.
Establishcommonlanguageasinormation
crossesboundaries
TheSt.Louispublicsaetysystemmustbeaclosedloop
systemorallinormationthatmovesacrossthestakeholders
intheextendedteam.Thiscanonlybeaccomplishedia
commonlanguageexistsaroundtypesocrimes,typeso
ofenders,etc.andisusedtobuildtheuniedviewothe
individual.Webelievethisistheonlywaytogetacompleteproleoeveryindividualwhomovesinandthrough
thesystem.
ImproveREJIScriminalreporting
REJIScontainsawealthouseulinormationonindividuals
thatmovethroughthepublicsaetysystem.Inorderto
ensurethatallmembersotheextendedteamtrustthedata,
webelieveitessentialorREJIStoenhanceitscriminal
reporting.Weeelitiscriticallyimportanttoupgradeand
improvehowREJISsharesinormationacrosstheextended
teamandtheotherapplicationsinuse.Indoingthis,weeel
REJIScansupplythecriticalinormationthatidentiesthe
top20%ofenders.Specically,theofenderreportneeds
tobemodiedtogiveanaccuratesummaryoconvictions,
arrestsandotherincidentssothedatacanbetrustedbythe
PoliceDepartmentandCircuitAttorney.
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Establishcoordinatedsetoextendedteam
dashboards
Managingperormanceacrosstheextendedteamisoneo
theoundationsoourrecommendations.Webelievemetrics
andaccountabilitywillimproveoperationalandnancial
perormancebyimplementingastrategyousingdashboards
orprogramsandbudgets.Itwillalsodrivedowncostsacross
thesystem.
AutomateprocessesacrossextendedteamWehavediscoverednumerousmanualprocessesthroughout
theSt.Louispublicsaetyextendedteam.Thesemanual
processesarebothanancialandoperationaldrainonthe
city.Westronglybelievethattheireliminationand
consolidationtogetherwiththeremovalopaperreporting
willimprovetheowoaccurateandtimelyinormation
acrossthesystem.Wealsobelievethischangewillhavea
signicantimpactontheCitysnancialperormance.
Improveintra-departmentdataow
Communicationwithinadepartmentinthepublicsaety
systemisoneothebestwaysoimprovingpublicsaety.Wehaveseenexamplesooutdatedpoliciesandlimited
accesstoinormationproducingaailureothiskindo
intra-departmentcommunicationthroughoutthenetwork.
Webelievethatimprovingthisinormationowwithin
departmentsisessentialandrecommendthatevery
departmentinthesystemundertakesanauditohow
inormationprogresses,takingstepstoimproveinormation-
sharingprocesses.
Improveinter-departmentdataowacrosssystem
Communicationamongdiferentdepartmentsinthepublic
saetysystemisanotherexcellentwayoimprovingpublic
saety.Oneoourmostuseulsessionswaswhenallmembers
othepublicsaetyextendedteamgatheredintheMayors
oce.Thatsessionhelpedallextendedteammembers
understandtheimportanceodataandinormationows
betweendepartments.Werecommendthatthosemembers
meeteveryourtosixweekswiththeCityCIOintheMayors
ocetoreviewanddiscusstheissuesaroundinormation
owandseekwaystostreamlineandimprovethatprocess.
Shareandreplicatebestpracticeswithcities
atanationallevel
TheNationalNetworkorSaeCommunities
(http://www.nnscommunities.org/)isacoalitionoprominent
citystakeholdersconcernedwiththeimpactocrimeand
currentcrimepoliciesoncommunities.Co-chairedby
ProessorDavidKennedyandPresidentJeremyTravis
otheJohnJayCollegeoCriminalJustice,thenetwork
supportsitsmembersbycreatinganationalcommunityo
practice,raisingthevisibilityoitsmemberswork,oferingtechnicalsupport,recognizingandhelpingotherslearnrom
theirinnovations,supportingpeerexchangeandeducation
andconductingresearchandevaluations.
Specically,theNetworkocusesontwoprovencrime
preventionstrategies:acommunity-widestrategytoprevent
homicideandseriousviolencetogetherwithefortsto
eliminateovertdrugmarkets.PioneeredinBoston
Massachusetts,thehomicideandseriousviolenceprevention
strategybringstogetherofenders,theiramilies,law
enorcementandcriminaljusticeocials,serviceproviders,
streetworkersandcommunityleaders,tosetclearcommunitystandardsagainstviolence.Ithelpsofendersleavethe
streetsandestablishesclear,predictableandmeaningul
consequencesorgroupswhosememberscommithomicide
andseriousviolence.FirstimplementedinHighPoint,NC,
thedrugpreventionstrategydoesthesamewithdrugdealers
toeliminateovertcommunitydrugmarkets,arrestand
prosecuteviolentdrugdealers,ofereducationtonon-violent
dealers,providejobplacementandotherassistance,setting
outthesameconsequencesorthosewhoreturntodealing.
TheCityshouldconsiderworkingwiththisnetworkand
otherjurisdictionstobenchmarkitsefortsanddrawupon
bestpractices.
Increaseuseostateandederalinormationsources
Thereareanumberostateandederaldatasourcesthat
existandcanbeusedorpublicsaety.Werecommendthat
theSt.Louispublicsaetyteamtakesadvantageothesedata
sourcesandusestheextensiveinormationavailabletoitto
improvepublicsaetyoutcomes.
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D. Recommendations MayorTheMayoroSt.Louis,asthecityshighestelectedocial,
mustbethepersonresponsibleorachievingthegoalsand
objectivesotheCity.
Establishacommonpublicsaetymissionandgoals
Todrivethecultureshitinaccountability,theCitymust
adoptamanagementrameworkaroundthestrategicgoals
andobjectivesothepublicsaetyextendedteam.That
rameworkwilldrivetheadoption,coordinationandimplementationoperormanceobjectivesby:
Establishingoneviewopublicsectorprogramsandbudgets
Managingandreducingrisk
Improvingoperationaleciency
Increasingtransparencyandaccountability.
DesignateaChiePerormanceOfcer
Tomeetthestrategicobjectivesandtodrivethatcultureo
transparencyandaccountability,werecommendthatMayor
Slaydesignateacity-wideChiePerormanceOcer(CPO).
TheCPOwillberesponsibleormanagingandcoordinating
themeasurementoallpublicsaetyactivities.Thiswilluniytheextendedteamsperormanceinitiativesunder
oneindividualwhowillreportbackandrecommend
improvementstoensurethestrategicgoalsothemayor
andthecityaremet.
Inaddition,werecommendthateachstakeholderinthe
widerpublicsaetyextendedteamdesignatesomeoneatstaf
leveltoliaisewiththeCPOtoensurecoordinationand
inter-communication.ThecitysChiePerormanceOcer
wouldbethedeactoheadandnalarbiteroperormance
recommendationsandactions.
Inthatrole,theCPOwouldhelpestablishtheperormance
goalsandmetricswithallstakeholdersintheextendedteam,
recommendactionstobetakenandworkwiththeCitys
ChieOperatingOcerandChieInormationOcerto
implementthosegoalsandreportontheprogressandresults.
HeorshewouldchairtheMayorsPublicSaetyStatmeetings
whereperormancemetricsarereviewedandactionistaken.
TheestablishmentoPublicSaetyStatmeetings
WerecommendtheestablishmentoPublicSaetyStatmeetingsasavehicletoreviewtheprogressothepublic
saetystrategyandgoalsthroughanalytics.PublicSaetyStat
willcoordinateandocusonthesecriticalareas:
Reviewingallperormancemetricsandresultsopublic
saetyextendedteam
Recommendingchangestopolicytoimproveoutcome
Managingtheimplementationopolicyandoperational
changes.
Themeetingswillbelaunchedinphases.PhaseOnewill
ocusonthepublicsaetyextendedteamintheCityo
St.LouisandPhaseTwowillexpandtoincludethepublicsaetyextendedteamintheSt.Louismetropolitanarea.
MeetingsoPublicSaetyStatmustincludeallrelevant
stakeholdersthroughouttheentireextendedteamwhohave
theauthoritytomakedecisionsandadjustmetricswhen
needed.Theywilltakeprocessandpolicyrecommendations
backtotheirleadershipordecisionanddisposition.
PublicSaetyStatworkinggroup Departmentalperormance Seniorsta Seniorleadership
Weekly
Bi-weekly X
Monthly X
Quarterly X
Semi-annually X
Annually
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Benefts:
Aligninstitutionalstrategicgoalsanddesiredcitizen
satisactiongoalswithbetterpublicsaetyoutcomes.
Integratebudgetswithpublicsaetyperormanceobjectives.
Measureandmanageperormanceoranecientand
efectiveuseoallresources.
Providevisibilityandcontroloinormationacrossthe
organization.
Increasequalityodecisionsbyprovidingmoreaccurate,
timelyaccesstoinormation. Analyzeandmanageallprogramcosts(directandindirect)
andreduceoperationalandITcostsbyprovidingsel-service
analyticstousers.
Unifedmanagementmetricramework
orextendedteam
Managingperormancetoreachthestrategicobjectiveso
thepublicsaetyextendedteamoSt.Louisiscriticalto
achievingasaerandvibrantSt.Louis.Thisalsoosters
thecultureoaccountability.
Everymemberothepublicsaetycommunityhasamissiontodenewhatoverallstrategicgoalsneedtobemanaged
andmeasuredinordertoachieveimprovedpublicsaety.
Managingthismissioniscriticalbecauseitdenestheactions
anddirectionothepoliticalleadershipanddeterminesthe
publicsaetyoutcomesdelivered.Itisvitalthatoverall
operationalrequirementslikehumancapitalandother
resourcesaremanagedtooptimizetheuseoallresources
anddeliverthebestoutcomesorthepublicsaetymission.
OverseeingthenancialperormanceotheCityinitstotality
isthekeytounderstandinghowtheCityundsandmeasures
publicsaetyprograms,andtoestablishingwhetherornot
thosebudgetedactivitieshaveachievedthedesiredoutcomes.
Perormancemanagementisdriventhroughanalyticsinour
areas:businessintelligence;advancedanalytics;nancial
perormancemanagement;governance,riskandcompliance.
PartsotheSt.Louispublicsaetyextendedteamare
employingsomeotheseanalyticcapabilities,butitisnot
acoordinatedefort.PublicSaetyStatisthevehiclethat
pullsthesedisparateperormanceprocessestogetherinto
one,uniedview.Thiswillalloworconsistentmeasurement
toenableinsightintoperormance,improveoperational
eciencyandincreasetransparencyandaccountabilitytodrivebetteroutcomes.
Perormancemanagementareas
Businessintelligence Query, reporting, analysis, scorecards and dashboards to enable decision makers to nd, analyze and
share the information they need easily to improve decision making.
Advancedanalytics Data mining, predictive modeling, what if simulation, statistics and text analytics help identify
meaningful patterns and correlations in data sets to predict future events and the attractiveness
of various courses of action.
Financialperormancemanagement Budgeting and planning, nancial consolidation, nancial scorecards and dashboards, nancial analytics
and related reporting capabilities to help simplify, structure, and automate dynamic and sustainable
nancial performance practices.
Governance,riskandcompliance Financial governance, nancial and operational risk management and compliance capabilities to help
manage and reduce risk, manage compliance requirements and nancial governance measurement and
reporting requirements.
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CreationoaPublicSaetyDashboard
WerecommendthatoneotherstgoalsotheChie
PerormanceOcershouldbethecreationoaPublicSaety
Dashboard.Thedashboardwilluniythemeasuremento
allactivitiesthatafectthegoalsandobjectivesothepublic
saetyinitiatives.Itwillreachacrossallorganizationsinthe
publicsaetyextendedteamoraconsolidatedviewothe
outcomesinthesystem.
Components: Strategymapsdenethekeygoalsandobjectivesoaspecic
areainthesystem.
Keyperormanceindicators(KPIs)helpmeasureand
monitorwhetherornottheoutcomesarebeingachieved.
KPIsormthebasisormission,operationalandnancial
planningthatgoesintounitingtheorganizations
perormance.
Scorecardswithinthedashboardhelpdenethemeasure,
monitoringtheperormanceoeachstrategicoutcomes
KPIwithtrendmonitorsthatindicatewhetherornotthe
outcomeisachieved.
Programs,nancesandoperationsarelinkedtogether
ortighterprogramexecution,streamlinedoperations
andbudgetandcostmanagementacrossthesystem.
Thesemeasureshelptoisolatetheactorsimpacting
perormanceanddeterminewhatactionsmayberequired
toimproveoutcomes. Financialreportingorbothinternalandexternal
nancialgovernanceandcompliancerequirements
tiedtotheoutcomes.
Figure1.7Flowofkeyperformanceindicatorsintotheoveralldashboard
CorrectionsPolice
Department CircuitAttorney
Parole Probation Courts
PublicSaety
Percentage of people on probation Percentage of probation violations
Recidivism rate
Percentage increase in GED/college enrolment
Percentage increase in employment
Number of felonies
Number of misdemeanors
Time to disposition
Percentage that fail to appear
Number of occurrences where thewrong person has been released
Percentage of probation violations Recidivism rate
Percentage increase in GED/college enrolment
Percentage change inemployment
Percentage increase in GeneralEducation Development tests (GED)
Percentage of identied drug populationin drug programs
Percentage change in population withhigh risk health issues
Issue rate
Conviction rate
Percentage of cases withcoversheet
The number of ofcers trainedon Circuit Attorney processes
Percentage of cases withcomplete arrest package
Percentage of CrimeLabresults complete in 24hours for high-risk cases
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ExamplesoKPIsorPolice(SeeAppendixorcompletelist)
ExamplesoKPIsorCourts
Police
Enorcethelaw Improveresponsiveness Createasecurecity Increasepublicawareness
Number of citations for non-
criminal code offences
Percentage of calls answered in
30 seconds
Citizen safety survey Number of hours of non-policing
work in building community
relations last 30 days
Total number of police/community
interactions
Percentage of calls responded to
within city guidelines
Violent crime (this week, last week,
last year)
Number of citizens reached by
public awareness campaignslast 30 days
Number of police/community
interactions that were not a result
of 911 call
Average response time to
non-emergency calls (rolling
seven days)
Non-violent crime (this week,
last week, last year)
Number of public relations
contacts with media
Number of use of force complaints
(rolling seven days, 30 days)
Number of arrests Number of hours of paid
non-policing work in building
community relations last 30 days
(e.g. security at parade paid by
third-party)
Number of hours on-duty
uniformed ofcers are performing
off-beat administrative work
Conviction rate
Courts
Typesooenses Serviceefciency Decisionmaking Operationalefciency
Number of felonies Time to disposition Percentage of cases change in
disposition
Financial penalties payment rate
Number of misdemeanors Clearance rate Number of dip in events where
wrong person is released from
the custody
Court staff efciency level
Percentage of pending cases Percentage of dip in events where
wrong person is released from
the custody
Percentage reduction in time
taken to do criminal history
background check
Percentage of trial date certainty Percentage dip in recidivism rate Average case processing time
Percentage of fail to appear
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Benefts:
Perormancemanagementsystemscanleadtothe
ollowingoutcomes:
Improvedperormanceandpositiveoutcomes
basedonpoliticalmandates.
Useopredictiveanalyticsandwhat-iscenario
planningtopredictandorecastpossibleoutcomes.
Aviableinterventionstrategybasedonthosemodels
tokeepoutcomes,programsandspendingontrack.
Institutionalstrategicgoalsalignedtodesiredcitizenpublicsaetysatisactiongoalsandbetteroutcomes.
Measurementandmanagementoperormance,
ecientandefectiveintheuseoallresources.
Visibilityandcontroloinormationacrossthe
extendedteam.
Increasedqualityodecisionsbyprovidingmore
accurate,timelyaccesstoinormation.
Unifedoperationalandfnancialprocess
Bettermanagementanduseoexistingoreasilycollected
inormationremovesblindspotsthatpreventtheCityo
St.Louismakinginormeddecisionsandachievingthebestoutcomes.TheCityneedstobeabletopredictandact
oninormation,empoweringindividualsthroughoutthe
organizationwithpervasive,predictivereal-timeanalytics.
Theycanbuildontheirabilityto:
Evolveromintuitionandinstincttoreal-time,actdriven
decisionmaking.
Buildonsenseandrespond,ratherthanreacttosituations.
Empowereveryoneatthepointoimpacttomakethebest
decisionsinthecontextothecurrentsituation.
Theresultisrapid,inormedandcondentdecisionsand
actionsoptimizedacrosstheorganization.TheMayorsoce
isthesingleentityresponsibleorensuringtheCitysnancial
andoperationalaccountabilityandintegrity.
Toachieveuniedandefectivenancialandoperational
managementothepublicsaetyextendedteam,we
believetheMayorsocemustimplementandcontrol
aperormance-basedbudgetingramework,linking
allmembersothepublicsaetyteamsnancialand
operationalperormance.
Buildingacollaborative,perormance-basedbudgeting
philosophy,requirestheollowingstepstobetaken:
Drawuplong-termplansbasedontheMayorsStrategic
PublicSaetyPlan.
Breakplansintoannualbudgetsandthenbudgetorecasts
oreachteamwithintheCity.
Measureandreportonbothoutcomesandbudget
expendituresonanongoingbasisatPublicSaetyStat
meetings.
Adjustspendtoaccountordecliningmetricsinbothoutcomesandbudgets.
Benefts
Improvementothepublicsaetybudgetperormancewith
positiveoutcomes.
Useopredictiveanalyticsandwhat-iscenarioplanningto
predictandorecastpossiblebudgetandprogramoutcomes.
Aviableinterventionstrategybasedonthosemodelstokeep
outcomes,programsandspendingontrack.
Redeploynancialandoperationalresourceseasilyto
meetobjectives.
Integratedbudgetswithperormanceobjectives.
Budgetperormancemeasuredandmanagedorecient
andefectiveuseoallresources.
Increasedqualityodecisionsbyprovidingmoreaccurate,
timelyaccesstobudgetinormation.
Its really important that decision makersand people who are on the front lines haveequal access to information. We want peopleto be able to make smart decisions, and theyneed the data in a timely way to do so. So its
both the work process and the ability to havedata and information ow through aprocess, but its also making sure that peopleknow how to be connected.
Robin Wahby Deputy Chief of Staff
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5. Police Department
A. Discovery/observationsTheCityoSt.Louishasbeenlabeledthemost
dangerouscityinAmericaoritssize.TheSt.Louis
MetropolitanPoliceDepartment(SLMPD)consists
o1,062ofcers(includingpoliceprobationofcers)
304ofcersatsergeantlevelandabove,plus
approximately500civilianemployees(Public
SaetyAnsweringPointandotherdepartments).
Around65%othecurrentpoliceorceiswhite,
ahigherratiothanthatothegeneralpopulation.
Inthepastyear,thedepartmentandcrimelaboratoryhave
beenre-accredited.Theyhaveinstalledmobileticketing
devicesincarstospeedbothissuingandprocessingotrac
tickets.LicensePlateReaders(LPRs)havealsobeenalso
ttedonsomecarstoallowpolicetoenorcewantsand
warrantsastheydrivedownstreets.Akeyadditionhasbeen
theinstallationoin-carvideotoallowocerstocapture
videoosuspectswhileallowingcitizensupervision.This
shouldreducecomplaintstoInternalAfairs.Overall,there
hasbeenareportedreductionincrimeo9.2%in2010.
Thecurrent2011PrioritiesstatedbyChieIsomareto:
AcquireundingornewlypurchasedHeadquartersbuilding
andincreasesecurityplatormsatthecurrentacilities.Bring
allacilitiesintolinewithDepartmentoHomelandSecurity
(DHS)andbringemergencypreparednessrecommendations
uptothatoalargemetropolicedepartment.(SLMPDis
partotheareawideSt.LouisAreaRegionalResponse
System(STARRS)program.)
Acquireundingorimprovingrearmsrangetoprovide
tacticaltrainingorlocalandederalagencies.
Addnewrealtimeanalysiscenter,ocerGlobalPositioning
System(GPS)programandgunshotlocationsystems.
AllowincreasedexibilityinCommunityOrientedPolicing
Services(COPS)stylegrantstoreduceretention
requirementsandnancialimpact.(Lastyearthedepartment
appliedorandreceivedUrbanAreasSecurityInitiative
(UASI)grantsoaround$8.5M,MetropolitanMedical
ResponseSystem(MMRS)grantstotaling$317K,
DepartmentoJusticeJusticeAssistanceGrant(JAG)
allocatedat$939KandCOPs(earmark)o$200Kor
in-carvideohardware.)
B. Areas for improvement1. Dataquality
SLMPDhasdirectaccesstoMissouriUniormLaw
EnorcementSystem(MULES),RegionalJusticeInormation
Systems(REJIS),NationalCrimeInormationCenter
(NCIC)andI/LEADSdatabases.Theyhavetheabilityto
shareinormationwithParoleandProbationandgeteeds
romCorrectionswhenacriminalhasbeenreleased.Timely
inormationonprisonerreleaseromparoleremainsanissue
duetoheavycaseloads.Thisiscompoundedbytimedelayingettinginormationtotheocersoutintheeld.Thereisa
lackoacommondatadictionarybetweenvariousagencies.
NotallofensesaremappedtotheUniormCrimeReporting
(UCR)orNCICdatadenitions.Thereisaneedtogoto
multipleinormationsystems,someowhichareupdated
manuallyandlessrequentlythanothers.Someinormation,
particularlycallresolutionordispositionothecall,is
simplynotcaptured.Rekeyingodatagivesrisetoerrors.
Multiplesystemsignonswiththeirinherentdelayslead
tosignicantreductionsinactivepatroltimebecauseo
administrativeduties.Weobservedmuchcuttingandpasting
inthepatrolcarandatthedistrictstation.Whileinthepatrolcarduringroutinetracstops,wenoteddelaysinsignon,
temperamentalnetworkconnectionsduetothespottynature
oVerizonWirelessaswellasdelaysotheREJISsystem,all
owhichaddedtotimetakeninroutineofense-processing.
2. Eciencygaps
Therearemultiplepartormsthatneedtobecompleted
byocersandenteredintosystems.Manyeldsinthese
ormsareidentical.Someotheeldsareautomatically
populatedinvariouselectronicsystems,somearenot.
Thearrestingocerinatracstophastoomanychoices
inhisdropdownmenuonhisMobileDataTerminal.Itis
easierorhimtokeyintheentirealphanumericcode,
althoughmoretimeconsuming.
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3. Metricsandperormance
SLMPDhasprovideddataontimetoanswerPSAPcall,time
todispatchocerandtimeoarrival.Theperormanceo
thersttwostepsisverygood.Forthelaststep,thearrival
onthescene,dataisnotcompleteoraccuratesinceocers
requentlydonotorcannotcallinarrivalino.SLMPDkeeps
goodstatsontypesocrimes(part1andpart2)bymonth,
bydemographic(race/gender/age)andbyneighborhood.
4. AccountabilityTherearesomanystepsintheprocessthatitisdicultto
holdanyoneunctionordepartmenttoaccount.Thisleads
toanaturallackodepartmentalresponsibility.Thereisareal
needtoshareaccurateandcompletedataingoodtime,sothat
thewholeisgreater,intheend,thanthesumoitsparts.
5. Commonlanguage
ThereisadisconnectbetweentheSLMPDsuseothe
UniedCrimeReportandthestandardUCRusedatthe
stateandederallevel.Selectingthecorrectcategorywhen
enteringintoelectronicsystemspostarrest,cancause
conusion.WeweregivenDoesNotMatchReports(DMR)whichshowedalmost250disparitiesinonemonthbetween
theI/LEADSUCRandtheCrimeCodeUCR.Thiswas
duetocodingnuances,diferencesbetweentheofenseto
beprosecutedandtheFBIrequirements,sotwareglitches
andsimplemis-titledreportsbyocers.
C. Recommendations Useinormationtechnologyasastrategicasset.Develop
bothshort-termandstrategicroadmapstoupgradeor
replaceinormationsystems,allowingoraccurate,consistent
andtimelyinormation.Minimizepaperreportormsand
manualdataentry.Multi-partormsareexpensiveandtheir
eliminationwillresultinsubstantialsavingsoverandabove
savingsachievedbyautomation.
Improveprocessowimmediatelyonbothintraand
inter-departmentdata.Forexample,improvementpotential
innumberostepsinvolvedromarresttobooking(intra
department)andreducingstepsromthepolicepersonnel
totheCircuitAttorney(interagency).
Improveaccessandsharingodatasothatacquisitiono
investigativeorollow-upinormationislesscumbersome
andlaborintensive.
Reviewandimprovedatasharingwithstateandederal
systemsaswarranted.NCIC,MULESandNDEXareall
greatdatabasesromwhichMPDcanbenetitheinterace
andproceduresaresimplied.
AlignMPDleadershipwithpatrolocersgoals.Specically,
getocersatsergeantlevelandaboveoutintothestreets
morerequently.ThisshouldshowthecommunitythattherereallyisalevelocareandconcernbyMPDregardingsaety
inthestreets.
UtilizetheCriminologyDepartmentatUniversityo
MissouriSt.Louisasathinktankonimprovingpublic
saety.Formataskorcewiththegoalodelivering
actionableprocessandinormationtechnology
improvements.
Increaseocerinvolvementincommunityprojects/
programssuchasPALS(PoliceAthleticLeague).This
willhelpbuildtrustwiththecommunityanddeterthe
cycleocrimeexperiencedbymostothe28wards.
Adoptbestpracticesoothermetropolitanpolicedepartmentswhohaveadoptedsomeothesuggestions
above,Memphis,Richmond,NYC,Chicago,LosAngeles
andAlbuquerque.
ImplementthetechnologyaroundsocialmediaTwitteretc.
intocrimeghtingportolio.Nationalagenciese.g.FBIare
lookingtousethesetoolstoidentiythecrimeperpetrators
realtime.
InstallGPSinallsquadcarsorocersaety.Thisalso
makescallinginwhenarrivingatthescenealessarbitrary
procedureandincreasesmanagementsabilitytoconrm
directedpatrolassignmentsarebeingperormed.
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Implementsmartvideosurveillancewithanalyticsina
comprehensivemanner.Inmanycities,thewell-planneduse
osmartvideosurveillancehasbeenamajorassetinreducing
crime,improvingpublicperceptionsosaetyandassisting
policeresponsetocallsorservice.Installingtwoorthree
camerasinadistrictdoesnotachievemeasurableresults.
Itmayonlydrivecrimetoanotherarea.Icamerasarenot
monitoredandvideoisnotstoredandsearchable,itisnot
useul.Beingabletocustomizethesmartcamerasto
displayactivitythatMPDwantstomonitor,saycarbreak-ins,isoneexample.Incertainsituations,theuseohigh-
denitioncameratechnologywhichallowsorpositive
identicationeitherromacialrecognitionortheability
topositivelyidentiyscars,marksandtattoos,isalso
recommended.
Similarly,installationovideotocapturebookingo
prisoners,holdingcells,prisonertransport,investigative
interrogations,crimescenesandevidence-handling
providesamorecompleteandaccuraterecordo
Departmentalactionsassociatedwithevents,arrests
andinvestigations.Allvideoshouldbemanagedasa
singleassetandincludedinacomprehensivecontentmanagementprogram.Havingandusingsuchaprocess
notonlyresultsinmajoroperationalimprovementsbut
alsodrivesreductionsincosts,betheydirect(lesstime
spentsearchingandretrievinginormationandless
paper)orindirect(reducedliabilityexposureoralse
allegationsomisconduct,strongeraudittrailsor
investigatingmisuseoDepartmentinormation).
Itherecommendationtousesmartvideoisadopted,
itisvitalthataplanortheacquisitionanduseothe
videotechnologyisputinplacepriortoanypurchases.
Planningestablishesstandardsandpoliciesthatcanbe
usedasbenchmarksoracquiringandimplementing
videosystemstoincludeintegratingexistingsystems
andvideoassets.Developingaplan,i.e.atechnology
roadmap,providesanunderstandingothetechnology
itselitscapabilities,totalcostoownership,etc.and
theoperationalgoalsitisintendedtosupportwhat
thevideoisintendedtodo.Thisknowledgeandthe
resultingplancontrolscostsandreducestheriskoan
unsatisactoryprojectoutcome.
Aggressivelypursueederalgrantstohelpundnew
initiatives.Focusshouldbeoncompetitivegrantsandgrant
research,developmentshouldbeginASAP.Manygrantswill
beawardedinthelateSpringandagainintheFall.Hiringa
proessionalgrantwriteroutsideothecitymightbeworth
lookinginto.
Itisanestablishedmaximthatwhatgetsmeasuredgets
done.Metricsarenecessarytomeasuresuccessandthe
efectivenessoperormance.Assignmentoresponsibility
makesspecicpersonnelaccountableortheaccomplishmentoassignedactivities.Withoutmetrics,thereisno
meaningulaccountability.Withoutaccountability,personnel
perormancecannotbeobjectivelyappraised.Withoutan
objectiveperormanceappraisal(andbyextension,reward
system)personnelarenotmotivatedtoexcel.Insuchan
environmentanorganizationcannotperormtoitsbest.I
theseconditionspersist,theybecomeendemicandthereore
diculttochange.TheSt.LouisMetropolitanPolice
Department(SLMPD)isanexampleoanorganization
wherethishasoccurred,orseveralreasons:
SLMPDdoesnothaveestablishedmetricsor
measuringtheeciencyorefectivenessooperationsagainstidentiedcrimeandordermaintenance
problems.
Thereisnoobjectiveappraisalsystemorpersonnel.
Theexistingpromotionalprocessisnotwelldesigned
toidentiythosecandidatesmostlikelytoperormwell
assupervisorsandleaders.
Alltheaboveneedtobecorrectedithecultureatthe
SLMPDistochangeandletitperormatitsbest.Thisis
especiallyimportantastheDepartmentpreparestooperate
withewerpersonnel.
TheSLMPDcollectscrimestatisticsromeldandarrest
reportsandisadvisedothereturnoarrestedpersonsand
knownrecidiviststothecommunity.Thesharingand
disseminationoinormationiscumbersomeandhasmany
gapsduetopoorlyintegratedinormationsystemsand
processesthataretoalargeextentpaper-based.Despitethese
problems,theDepartmentsCrimeAnalysisUnitprovides
goodsummariesocrimeactivityandpatternstothe
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Districts.IntheDistricts,however,theinormationisnot
passeddownecientlyandconsistentlytothelinepersonnel
norusedtodesigntheirdirectedpatrolassignments(i.e.the
problemwhichisgivenprioritytoeachocerduringtheir
shit).Thereisnowaytoveriythatocersarereceiving
thecrimeinormationthatensuresthetargetingotheir
enorcementefortsbasedonintelligencebased/evidence
basedpolicing.Neitheristhereamethodtoestablishthat
anocerhasactuallyperormedanassignedtaskotherthan
theirownstatementthatithasbeendone.Numbersaretracked,butinmostcasesthereisnosolidinterpretationo
anychangethatoccurs.Thuschangesinpatternsdonotlead
tointelligentadaptationooperations.Theestablishmento
keyperormanceindicatorsandtheabilitytotrackthem
wouldcorrectthis.
TheSLMPDdoesnothaveanappraisalprocessthat
assessestheperormanceoitspersonnelobjectively.
Establishingkeyperormanceindicators(KPIs)would
provideobjectivemetricsbywhichpersonnel
perormancecouldbeassessed.Anefectiveappraisal
processhasaorceddistributioncomponentthat
preventsassessmentothosemembersperormingsatisactorilywhomeetDepartmentalstandards.
Likewise,itorcestheassessorstodocumenttheir
ratings,enorcingthekeyperormanceindicatorsand
thusvalidatingtheprocesssefectiveness.Personnel
thatexcelinaccomplishingtheirassignedobjectives
canberewardedwhereaspersonnelthatconsistently
allshortcanbetargetedorappropriateperormance
improvementactionsorseparationromtheorce,
itheycannotperormefectively.Theexistenceo
objectivestandardsandtheconsistentapplicationo
associatedpoliciesencourageexcellenceor,attheleast,
adequateperormance.Personnelwhoknowtheir
perormanceisefectivelymonitoredandthattheir
appraisaldependsonmeetingorexceedingstandards,
willdowhatisnecessarytoavoidtheconsequenceso
ailingtoperormsatisactorily.
TheSLMPDdoeshaveacompetitivepromotional
processbutitsemphasisisnotontheidenticationo
uturesupervisorsandleaders.Personnelwhoaregood
attakingtestsdowell,irrespectiveowhetherornot
theywillperormefectivelyassupervisorsandleaders.
Restructuringtheprocessintoanobjectiveonecan
improvetheDepartmentinseveralways:
Personnelareoferedtheopportunityto
advancetheircareersbydemonstratingtheir
potentialtoperormtherequirementsothenextrankefectivelyinanobjectiveprocess.
Allpersonnelthatcompeterereshtheir
knowledgeothetrainingmaterialscommon
toallranks(e.g.lawandregulations,general
orders,etc.)andobtainanunderstandingo
theresponsibilitiesothenextrankthrough
thestudyotheselectedsupervisoror
managementmaterials.
TheDepartmentisabletodriveculturalchange
byestablishingnewstandardsoperormance
andpromotingpersonnelthatdemonstratethe
abilityandwillingnesstosupportthem. Theexistingpromotionalprocesshampersthe
Departmentsabilitytochangeitselinseveralways:
Theexaminationprocessisplacedabovethe
candidatesworkhistoryandexperience.
Managementinputislimitedtoavoidseeming
biasbutobservationsbymanagementovertime
arevaluableindicatorsoanindividualsability
andskills.
Oncearankisachievedanindividualcanonly
beremovedwithcause,andpoorperormance
hasnotbeenusedasacause.
Inthisenvironmentsupervisorsandmanagers
arereluctant,evenresistant,totakingaction
againstsubordinatesorreasonsopoor
perormance.Disciplinebecomeslax.
Inmanycasesthelackoaperormance
componentinthecurrentpromotionalprocess
alsocontributestoalackomotivationin
ocialstodevelopandtrymoreinnovative
programssoastotacklecrimeandorder
maintenanceproblems.Thiscontributes
toamoribundoperationalenvironment.
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Theabsenceoanobjectivepromotionalprocessto
promotethosewithpotentialhascontributedtothe
currentclimateattheSLMPD.Thebestwayorthe
Departmenttodrivethenecessaryculturalchange
andprovidethatleveloservicetheCityoSt.Louis
needstochangeitsreputation,istheestablishment
ojustsuchanobjectivepromotionalprocess.This
shouldbeaccompaniedbytheimplementationo
clearperormanceobjectivesandmetricsorits
supervisorsandcommanders.ThisculturalchangeisundamentaltotheDepartmentsuturesuccess,
irrespectiveoanyimprovementsinprocessesor
theacquisitiononewtechnology.
Atthispoint,itisimportanttosaythatnoneothis
canorshouldbeconstruedassayingtheSLMPD
isbadorinefective.Thisisnotthecase,as
evidencedbytheDepartmentsclearaccomplishments
andmeasurableresults.TheSLMPDhasmany
outstandinganddedicatedperormers.However,
muchothestateothedepartmentliesbeyondits
currentcontrol.Theproblemisthatwithouttherecommendedchangesclearmetricstiedtoobjective
personnelappraisalandarestructuredpromotional
processtheDepartmentcannotmeasureitsown
perormanceclearlyorchangeitsculture.
TheSLMPDhasaManagementDevelopment
Programinorcetoprovidepotentialutureleaders
otheDepartmentwithabroaderunderstandingo
SLMPDsadministrativeoperations-Planning,
Budget,etc.andtheiroperationalrelationships.
Werecommendedthathigherprioritybegiventothis
programtodeepentheirunderstandingotheagency.
Throughtheirparticipation,theDepartmentwill
alsohaveanopportunitytoassessthesepersonnel.
TheCommandstafotheSLMPDrecognizesthat
giventhecurrenteconomicclimate,stanglevels
areuntenableandthattheinevitablereductionin
personnelincreasestheneedorgreateroperational
efectivenessandeciency.Re-engineeringrather
thanmerere-designocurrentbusinessprocesses
andthebetteruseotechnologyaremandatory.
TheDepartmenthasunderusedtechnologyassets.
Thereisnewtechnologyavailablethatwouldjustiy
theinvestment,providingrapidROIandsignicantsavingsindirectandindirectcosts.
Technologiessuchasinormationanalytics,video
surveillancesystems(mobile,xedandportable),
anddashboardsthatpushcustomizedinormation
topersonnelbasedontheirresponsibilities,ofer
immediateandsubstantialimprovementsinoperational
perormance.Simultaneously,theseimprovements
provideecienciesandsavingsthatwillenablethe
SLMPDtodoabetterjobwithareducedorce.
HelpInvestigatorstoConnecttheDotsviaanalytics.
Big-citypolicedepartmentsareorthemostpart
highlycompartmentalized,andtheirunctionshighlyspecialized.Whencrimeinormationsystemswererst
builtaslongas30yearsago,theywerenotdesigned
tomeettheneedsoaspecialized,verticallyoriented
processramework.Atthetime,littleornothought
wasgiventomoreadvancedormsoreportingor
analysis,orthesharingoinormationacrossdiferent
departmentalunctions.Theresultwasanenvironment
madeuposiloedsystemsthatwereveryecientat
capturingdatabutwerelessgoodatsharingit.
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Thissituationhashadadirectimpactonthedetectives
andocersinvestigatingcrimes,whosejobitisto
pulltogetherallthestrandsoinormationandcreate
acoherentpicturetoguidetheireforts.Withcase
inormationresidinginpocketsthroughoutlarge
departments,ocersspendmuchotheirtimeonthe
phoneorontheireettryingtotrackitdown,leaving
lesstimetodowhattheyweretrainedtodo,i.e.process
thatinormationtosolvecrimes.
Inadditiontostreamliningthenutsandboltsocasework,largepolicedepartmentsliketheNYPDare
increasinglylookingtothebiggerpicturetoguide
theirpolicies,practicesandresourcedecisions.The
newwaveamongmajormetropolicedepartmentsisto
useinormationproactivelyintheghtagainstcrime.
Recognizingpatternswithincrimestatisticsandusing
thistomodiypolicingtacticsallowsresourcestobe
directedtowheretheyaremostneeded.
Withreducedlevelsoundingromstateandederal
programsowingtocities,itisimperativethatlocal
jurisdictionsidentiywaystoeliminateduplicationand
redundantspending,orexamplemaintainingmultipleITsystemsthatstorethesameinormation.Best
practiceisorjurisdictions(e.g.countiesandcities)
toshareassetsandacilities:crimelabs,emergency
responsecentersandtrainingacilities.
Every time we take a report, victims aretracked, witnesses are tracked. If somebodys
given a trac ticket theres a record of that inthe computer. So it starts to create a web of allthese dierent links that you get with people
and its a tremendous tool. But you have tobe able to understand the information andhow to use it.
Police Ofce Brian Percich
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6. Circuit Attorney
A. Discovery/observationsTheCircuitAttorney(CA)asthechieprosecutoror
state-levelcriminalcasesisanelectedpositioninthe
CityoSt.Louis.TheCAofcesmissionistopursue
justicewiththehigheststandardsoethicalbehaviorand
proessionalismonbehalallcitizens.Itrepresentsthe
peopleoSt.Louisagainstthosewhostandaccusedo
breakingMissouriStatelaw.JennierJoyceisthecurrent
CircuitAttorney.
TheCAOce(CAO)isoneothelargestlawrmsinthe
St.Louisarea:60attorneys,30investigators,10victim-
servicescasemanagersanda20-membersupportstaf.Per
year,theCAOhandlesapproximately4,000elonies(serious
crimespunishablebymorethanayearinprison)and8,000
misdemeanors(lessseriouscrimes)andhasa98%overall
convictionrate.Itsmultiplelegaldivisionshaveexpertisein
thelawrangingromhomicide,sexcrimesandchildabuseto
raud,tax,andmentalhealth.Finally,theCAOsVictim
ServiceUnitassistsover4,000victimsannually.
Withintheoce,theCAOhastheollowingorganizationsandareasocriminallaw:ChildSupport,CommunityAfairs
Bureau,DrugCourt,FelonyTrialUnit,MisdemeanorsUnit,
VictimSupport,WarrantOce,andWhiteCollarCrime.
CommonrustrationsandissuesasseenbytheCAOinclude
inaccurate,delayedorincompletecommunicationsand
inormationexchange,amajorbottleneckintheowo
inormationbetweentheCAOandthePoliceDepartment,
thelackoacommondatastructureanduniormityo
standardsandthereluctanceowitnessesandvictims
totestiy.
Currently,theCAOoceusesthesemainmetrics:caseissue
rate;convictionrate;andattorneyturnoverrate.
B. Areas for improvement1. Dataquality
Thereisalackoaccurate,real-time,comprehensive
inormationexchangebetweenthepartiesinthesystem.
ThereisaperceptionthattheSLMPDdoesnotshare
sucientdatawithprosecutorsatthepointocharging,
preventingthesharingoalltheinormationknowntothe
policewiththerestothesystem.Inturn,prosecutorsdo
nothaveanelectronicordatasystemavailabletoconvey
inormationprovidedbythepolicedepartmenttothejudgesatthenecessarytimeandwhenallowedbylaw.Forexample,
thesystemlacksaninormationexchangeromthepolice
departmentthatwouldpermittheCourttoaccuratelyanswer
thequestion:Isthisoneothetop-priority,repeatofenders
whoweneedtogetofthestreet?Notechnologytools
areinplaceorsuchdataexchange.Thedatasystemand
inormationarchitectureisragmented.Thesystemusedby
theSLMPDdiferssubstantiallyromthatoboththeCircuit
AttorneyandtheCourts.Thedatasystemsrelieduponbythe
PoliceDepartmentthroughtheREJISsystemdonotalways
provideaccurateassessmentsoindividualscriminalhistories.
2. Eciencygaps
Thebiggestopportunityorimprovementintheinter-entity
inormationexchangeisbetweenprosecutorsandthepolice
department.Theagenciescommunicatealmostexclusively
throughpaperwork.Technologicalincompatibilitycombined
withmiscommunicationsproduceeciencygapsand
redundanciesintheworkobothagencies.Thereisa
measurementorgoalmismatchbetweentheSLMPDand
CAO.Ocersocusonarrestingofendersandprosecutors
ocusoncourtroomoutcomes.Thislackosharedgoals
resultsinmiscommunicationandworkloadineciencies.
Whenchargingindividuals,prosecutorscreateanentirely
separatesetodataortheirinternaluse.Thatinormation
isinaormatnotreadilyavailableeithertothecourtsor
thesystempartnerseachowhomrelyupontheirown
separate,independentdatasetsandtechnology.Eachstage
othesystem(communitytopolicetoprosecutorstocourts)
hasseparatestand-alonedatasetsandtechnology
inrastructures.Thesedatasystemsdonotcommunicate
efectively,ecientlyorconsistentlytothedetrimento
coordinatedeforts.
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Figure1.8CircuitAttorneyviewoftheprocessow
Policemakearrest
Yes
No
NotGuilty
NotGuilty
NotGuilty
G