• Smart policing represents a paradigm in American policing

that emphasizes the importance of crime reduction, as well as

promotes improvement of the evidence base for policing. Smart

policing uses data and analytics, including improving analysis,

performance measurement, and evaluation research; improving

efficiency; and encouraging innovation (Coldren, Huntoon, &

Medaris, 2013, p. 275).

http://www.smartpolicinginitiative.com/october-2011-

spi-website-update

• The SPI is a U.S. Department of Justice, Bureau of Justice Assistance (BJA) – funded initiative

that is focused on creating and testing evidence-based, data-driven law enforcement strategies

that are effective, efficient, as well as economical. Working with research partners, police agencies

nationwide use smart policing to address a wide array of crime problems, including street

robberies, homicides, traffic crashes and fatalities, prescription drug abuse, repeat violent

offenders, victimization of immigrants, neighborhood drug markets, burglary, as well as quality-

of-life issues (Elliot, 2014).

• Law enforcement agencies are

tackling these crime problems by

using various crime-fighting

strategies such as intelligence-led

policing, problem-oriented policing,

community policing, focused

deterrence, place-based policing,

social network analysis, and

predictive analytics (Elliot, 2014).

• SPI is locally driven. The Bureau of Justice Assistance (BJA) and the Justice

Department do not require that local Smart Policing Initiatives (SPIs) follow any

particular approach to crime control; the expectation is that thorough analysis

and integration of the research partner will influence the approaches taken

(Coldren, Huntoon, & Medaris, 2013, p. 278).

• SPI is multidimensional. Local sites have the ability to design multifaceted

approaches to the problems identified through analysis; one-dimensional

approaches are probably indicative of weak analysis (Coldren, Huntoon, &

Medaris, 2013, p. 278).

• SPI always looks for innovative ways to improve and get better. SPI-funded

agencies, have the ability to utilize, develop, and test new approaches to crime

prevention and crime control, new applications of existing approaches, or

applications of existing evidence-based approaches that have not been

implemented previously in the funded jurisdiction (Coldren, Huntoon, & Medaris,

2013, p. 278).

Problem-Solving Model

Scanning

Analysis

Response

Assessment

• Several SPI sites have begun implementing initiatives with a strong predictive-

analytic approach. Other SPI initiatives have started to put together elements of

intelligence-led policing, or have implemented strategies to move their entire agency

toward a model of intelligence-led policing (Coldren, Huntoon, & Medaris, 2013, p.

282).

• Some of the other advances in intelligence-led policing consist of technological

approaches that improve police operations, with such pieces of technology consisting

of strategic use of surveillance cameras, enhanced predictive and analytic

capabilities, enhancements to “real-time crime centers,” as well as several SPI sites

implementing the DDACTS (Data-Driven Approaches to Crime and Traffics Safety

strategy (Coldren, Huntoon, & Medaris, 2013, p. 281-282).

• It is important to remember that that SPIs do not provide any model or approach;

rather, it emphasizes the importance of in-depth problem analysis and definition

(with presumably, the aid of a research partner) to help support the selection and

combination of various approaches to SPI sites (Coldren, Huntoon, & Medaris,

2013, p. 282).

Criminal Environment

Decision Maker

Intelligence Analysis

Interpret Impact

Model by Professor &

Author

Jerry Ratcliffe

http://www.spillman.com/blo

g/2012/04/meeting-21st-

century-challenges-through-

intelligence-led-policing/

“Intelligence-led policing is the process of using statistical information to make strategic decisions.

You are problem solving, not just out there waiting for the phone to ring.”

Former Logan, Utah police chief Rich Hendricks

• When academics and police executives get together for the purposes of reducing crime in

communities, the results help citizens greatly. As Professor Anthony Braga, who was an

embedded criminologist with the Boston Police Department from 2007-2013, explains,

“Embedded criminologists maintain their scientific objectivity and independence in carrying

out scientific inquiries within police departments” (Braga, 2013, p. 2). He also explains that

embedded criminologists play an important part in a police organization by collaborating

on the development of programs, through problem analysis and evaluation research and by

interjecting scientific evidence into policy conversations to guide police executive decision

making (2013, p. 2).

• Overall, an embedded criminologist has the potential to enhance the capability of police

departments to understand the nature of ongoing crime problems and design innovative

programs to prevent crime problems from occurring in the community (Braga, 2013, p. 16).

• “For criminologists, the personal rewards of engaging work that directly

influences practice and helps address long-standing societal problems are

substantial.” –Professor Anthony Braga

1) Bound the problem and find the specific criminogenic problem(s) to be discussed, using data to find

out the nature and extent of the problem (Rickman, Stewart, & Dimitrov, 2012, pp. 5-6).

2) Determine realistic expectations with regards to what can be achieved both in the short and long term

(Rickman, Stewart, & Dimitrov, 2012, pp. 5-6).

3) Identify internal and external partners who can play a role in finding out who can play a role in

addressing the problem (Rickman, Stewart, & Dimitrov, 2012, pp. 5-6).

4) Look over evidence-based practices and promising innovations that relate to the targeted

criminogenic problem (Rickman, Stewart, & Dimitrov, 2012, pp. 5-6).

5) Find out how data analysis, analytical tools, and new technology (advanced DNA analysis, surveillance

, GPS, etc.) could be used in cost-effective ways to address the problem (Rickman, Stewart, & Dimitrov,

2012, pp. 5-6).

6) Design and implement a mitigation strategy which leverages information gathered in steps 4 and 5.

Leverage partners and collaboratives when designing and implementing the mitigation strategy

(Rickman, Stewart, & Dimitrov, 2012, pp. 5-6).

7) Identify performance metrics, watch for progress in putting together the mitigation strategy, and

execute procedures for ongoing assessment of the impact (Rickman, Stewart, & Dimitrov, 2012, pp. 5-6).

• Pullman, Washington SPI is using fixed safety cameras to deter criminal behavior, increase investigations or previous unrecorded crimes, and enhance clearance rates for reported crimes (Elliot, 2014).

• The Reno, Nevada SPI recently completed project combated prescription drug abuse using a prevention and intervention strategy that involved many nontraditional partners in the public and medical communities (Elliot, 2014).

• Analysis is now more data driven because of improved data collection and analytical tools (Rickman, Stewart, & Dimitrov, 2012, p. 4).

• Collaborative-and technology-enabling approaches that focus on controlling and/or reducing police costs are now available and necessary (Rickman, Stewart, & Dimitrov, 2012, p. 4).

• Look beyond typical police and public safety approaches. Show interest in the problem as a

whole, not just from a policing perspective, but also from economic (cost-benefit),

community, as well as public health perspectives (Elliot, 2014).

• Communicate early and often. When trying to put together new principles and strategies,

create a compelling pitch that can be shared from the start of the initiative and delivered to

diverse audiences. Be sure to listen, add value, and be a trusted partner (Elliot, 2014).

• Inform, consult, coordinate, and partner. To build relationships that are effective, facilitate

communication and sharing through face-to-face meetings, focus groups, surveys, social

media, email blasts, or open meetings (Elliot, 2014).

• Be consistent. Some partnerships are sensitive and fragile, so it is vital to show continuous

commitment to the efforts, especially beyond the initial project or grant funding (Elliot,

2014).

Agencies that embellish the spirit of smart policing are heavily reliant in analysis to understand

problems and evaluate interventions , as well as partnerships to enhance their intervention strategies.

Local government managers can take away these lessons learned from SPI agencies when deciding on

a collaboration and data-driven process (Elliot, 2014). These are just a few suggestions:

http://gcn.com/articles/2013/06/19/augmented-reality.aspx

http://dupres

s.com/article

s/augmented

-

government-

video/

• Braga, A.A. (2013 December). Embedded criminologists in police departments. Ideas in American

Policing. 17, pp. 1-20. Received 1 January. 2015.

• Budel, R.; Cleverly, M; Kadachnikov, N; Reiners, J. (2012 February). The value of smarter public

safety and security: Reducing threats, increasing efficiency, delivering prosperity. pp. 1-16. Received:

24 August. 2014.

• Coldren J.R. Jr.; Huntoon, A; Medaris, M. (2013). Introducing smart policing: Foundations,

principles, and practice. Police Quarterly. 16 (3), pp. 275-286. Received: 1 January. 2015.

• Doolin, C; Holden, A.; Zinsou, V; Veluz, V. (2013). (video) Augmented government. Deloitte University

Press. Received: 5 October. 2014.

• Elliott, V. (2014 October). Thinking “smart” about 21st century policing. Public Management. 96 (9).

pp. 7-11. Received: 12 October. 2014.

• Lenio, L. (27 April 2012). Meeting 21st century challenges through intelligence-led policing.

Spillman.com. Received: 3 January. 2015.

• Rickman, S; Stewart, J.C.; Dimitrov, E. (9 January 2012). Smart policing: Addressing the twenty-first

century need for a new paradigm in policing. CNA. pp. 1-11. Received: 29 December. 2014.

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