Cautious policing through information literacy (Il)


John Bennett, Chief of Staff, City of Tampa

There is perhaps no ingredient more important to law enforcement than the right information at the right time for the right reason. Although this triad framework looks simple, it is not easy. Before the information process and enablers, agency leadership, deployment patterns, and quality assurance must become the durable and resilient three-legged stool to support the data ingredients that will eventually become meaning-making and knowledge management.

Additionally, between September 11, 2001, and now in the third decade of the new millennium, law enforcement demands to honor Peelian’s Ninth Principle of being effective through freedom from crime, not visible evidence. that the police deal with them (crime). To reduce this concept to action, all layers of an agency—including relevant criminal justice system partnerships—must derandomize behaviors, work to eliminate biases, and align egos for the best outcomes between police and the community. Police caution in this area is only localized wisdom. Wisdom can be deconstructed from knowledge back to intelligence, rooted in information, starting with data and prescriptive noise cancellation.

There are different versions of the well-known intelligence cycle that serves military operations, homeland defense and security, and the criminal justice system. As data comes into the system, usually from the critical mass of organizations, it tends to follow a hierarchical process and come back in a structured format for eventual dissemination and feedback. In law enforcement, this tends to be slower than necessary to be effective for officer safety, situational awareness, and real-time or near-real-time sense-making. The difference between the intelligence cycle, although lacking the enabler (supporting technology), is the literacy of the end user.

By developing a good IL process and facilitator, knowledge management and creating sense of organization will raise the bar towards careful policing and create a lasting and resilient legacy of trust and reliability between police and law enforcement. community.

In the summer of 2008, the Police Department’s Northern District of Tampa, Florida, which is approximately one-third of the city and the equivalent by deployment and community of a New York City neighborhood, was plagued with burglaries residential gang-related businesses. After a simplification of the police mission and strategic plan in 2003 and a reduction in citywide crime by more than 55% in just five years, these property crimes have caused a plateau in the city ​​scale. Flat-screen televisions were becoming affordable and fashionable for the average homeowner, and youth gangs were carrying out kick-off-style residential burglaries by the dozens while taking orders at street level, bypassing pawnbrokers.

In a twofold desire to regain momentum, a new process was developed to improve Information Literacy (IL) by, first, requiring that all cases be referred to a detective in charge; second, to have tactical information exchanges with geospatial context and co-responsibility; and finally, requiring relentless follow-up investigations as if every burglary were a homicide. Through intense leadership, deployment modification, and quality assurance, IL has become so strong that it has not only reduced the challenge of burglary, but has become the new process born into an enabling technology that transformed the agency. Over the next twelve years, the department has achieved an 80 percent reduction in crime, reduced arrests by more than 65 percent of adults and minors, and has a crime-solving rate well above the averages of large cities as well as statewide figures.

Font tends to be the random side of the equation when it comes to a business plan. The aggressors (and the victims) will certainly be dynamic; however, their recidivism efforts and preceptive behaviors will be consistent. The agency will experience attrition through postings, promotions and retirements, all of which run counter to the nature of community policing sustainability. By developing a good VA process and enabler, knowledge management and creating sense of organization will raise the bar towards prudent policing and create a lasting and resilient legacy of trust and reliability between police and the community. .


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