MODERN LAW ENFORCEMENT AND CRIME PREVENTION

Intelligence-Led Policing
1 DEFINITION
Intelligence-led policing can be defined as a policing philosophy that follows a business or
managerial model of operating an organization. Intelligence-led policing allows police
departments to utilize data and information in order better evaluate crime trends and issues,
thus allowing top decision makers to efficiently and effectively allocate resources and develop
crime fighting strategies.
In other words, police departments can incorporate a decision-making system where information
about crimes, crime trends, and specific groups of offenders is analyzed and then paired with
executive strategies to properly direct ground-level officers' actions and resources in a specific,
targeted effort for the sole purpose of reducing, eliminating, and preventing specific crime issues
and offenders.

2 ORIGINS OF INTELLIGENCE-LED POLICING

The origins of intelligence-led policing began in the United Kingdom within the Kent
Constabulary in the 1990s as a response to budget cuts and growing trends in property crime.
Essentially, the belief at the time was that there were a small number of offenders contributing
to the vast majority of property crimes. Within this philosophy, less time was devoted to less
crime-related calls to service, and more time was devoted to create information gathering units
specifically analyzing the property crime issues. Essentially, the Kent Constabulary was most
focused on targeting specific property crimes and the offenders responsible for them. As a
result, they reduced the property crime rate by 24 percent.

3 FROM DATA TO INTELLIGENCE

Hence, it is necessary to address and clarify the meaning of these concepts. After researching
documents published by UNODC, UNDPKO, INTERPOL and the European Union (EU) as well
as academic literature, the following are generally accepted definitions of the above concepts:

3.1 DATA
Data are raw and uninterpreted observations and measurements. Examples include features of
criminal activity that are easily quantified, such as crime reports and other crime statistics,
databases of offenders and police tasks.

3.2 INFORMATION
Information is data put in context and empowered with meaning, which gives it greater
relevance and purpose.
 MODERN LAW ENFORCEMENT AND CRIME PREVENTION

3.3 KNOWLEDGE
Knowledge is information that has been given an interpretation and understanding. When a
person has added his/her wisdom to information, it becomes knowledge.

3.4 INTELLIGENCE
Intelligence is data, information and knowledge that have been evaluated, analysed and
presented in a decision-making format for action-oriented purposes.

4 KEY ACTORS IN INTELLIGENCE LED POLICING

The 4-i model (intent, interpret, influence and impact) is helpful in explaining the roles and the
relationship between key actors of the ILP concept: the criminal environment, the criminal
intelligence analyst and the police decision-maker. All four “i” components must be in place and
function properly if ILP is to work to its potential. The model places emphasis on the relationship
between the criminal analysis and the decision-makers. The decision-makers (managers) task,
direct, advise and guide the criminal intelligence analysts.

 First, the decision-makers have to ensure that their intentions are explained and
understood.
 Second, the analysts interpret the criminal environment, and
 third, influence the decision-makers with the analysis findings. Based on these
findings, the decision-makers (fourth) impacts on the criminal environment through
strategic management, action plans, investigations and operations
 MODERN LAW ENFORCEMENT AND CRIME PREVENTION

5 INTELLIGENCE LED POLICING MODEL

 MODERN LAW ENFORCEMENT AND CRIME PREVENTION

The ILP model includes the following main steps and components:

5.1.1 TASKING
Based on policy, strategic and operational plans, emerging threats or identified needs, the
national, regional or local law enforcement management tasks and provides directions to the
analysis management, which distributes tasks to individual analysis departments, units or
individual analysts.

5.1.2 ANALYSIS WITHIN THE CRIMINAL INTELLIGENCE PROCESS

Following directions and tasking from management or requests from investigators, analysts
develop intelligence in line with a defined intelligence process. While the analysis constitutes the
processes’ core component, the process furthermore includes the collection, processing and
collation of information.

5.1.3 CRIMINAL INTELLIGENCE PRODUCTS

The analysis process generates strategic and operational criminal intelligence products, which
are used as a basis for developing strategic and operational plans, and for supporting criminal
investigations and other law enforcement operations as well as for prioritizing and allocating
human and technical resources.

5.1.4 DECISION-MAKING
Each country maintains an ILP decision-making structure at the national, regional and local
levels, where analysis reports/intelligence products are used as a basis for decisions.

5.1.5 OPERATIONAL ACTIVITIES

The Figure lists five examples of policing areas where the principles of ILP can be applied. The
operational policing areas generate data, information and intelligence that are forwarded
through clearly defined communication channels and stored in databases that allow for further
analysis.

5.2 DATA AND INFORMATION FLOW

For ILP to be well functioning, all law enforcement officers need to share and forward, through
clearly defined mechanisms and communication channels, relevant data, information and
intelligence they receive and gather throughout their activities and daily work.

5.3 FEEDBACK AND EVALUATION

Analysts and analysis managers receive feedback on the quality of their analysis and criminal
intelligence products from law enforcement managers, investigators and other users of their
reports.

5.4 MONITORING AND QUALITY CONTROL

Creating and maintaining a system of monitoring and quality control of the ILP model is the
responsibility of the high-level law enforcement management. This applies to all plans,
objectives, processes and steps, including evaluation of criminal intelligence products, follow-up
of tasking and decisions, adherence to human rights and data protection standards, and
resources allocated to tasks.
 MODERN LAW ENFORCEMENT AND CRIME PREVENTION

6 THE ADVANTAGES OF INTELLIGENCE-LED POLICING

1. STRATEGIC ADVANTAGE based on information, knowledge and intelligence
increases the effectiveness of law enforcement to prevent crime and security incidents,
and disrupt criminal groups and networks.
2. PROACTIVE APPROACH: ILP allows for a forward-looking and pro-active approach
to police management.
3. EFFICIENT USE OF RESOURCE: Since ILP offers the rationale and the tools to
analyses and assess threats to the public, allowing for more documented, transparent and
accountable decision-making procedures its directs existing resources where they are
most needed.
4. EARLY DETECTION OF CRIME: The realization that a terrorist attack and early
detection of other serious incidents cannot be dealt with in a reactive way put ILP into the
spotlight at the international law enforcement stage.
5. RISK IDENTIFICATION AND MANAGEMENT is an integral part of modern policing. A
properly functioning ILP approach to data and information gathering and analysis allows
for identifying and assessing risks, including for major events, geographic areas, types of
crime, social harm, serious criminals and criminal networks
6. STRUCTURE: The ILP model incorporates clear organizational and management
structures including decision-making and tasking mechanisms at the local, regional and
national levels

For a more detailed study on the topic and especially the processes visit the link
(GuideBook)
https://polis.osce.org/file/22026/download?token=AcM_xHNO#:~:text=This%20guidebook
%20presents%20intelligence%2Dled,policing%20for%20OSCE%20participating
%20States.&text=The%20publication%20of%20this%20guidebook,pos%2D%20sible
%20without%20their%20support.
 MODERN LAW ENFORCEMENT AND CRIME PREVENTION

Community Policing
1 UNDERSTANDING COMMUNITY
Oxford dictionary provides various definitions of community. In our context we can describe a
community as:
“a group of people living together in a certain area, practicing common
ownership and having particular responsibilities and interests in common.”

7  COMMUNITY POLICING
There are many definitions of community policing, however, we would present the definition
provided by U.S. Department of Justice, Office of Community Oriented Policing Services due to
its comprehensiveness:
“Community policing is a philosophy that promotes organizational strategies that
support the systematic use of partnerships and problem-solving techniques to
proactively address the immediate conditions that give rise to public safety
issues such as crime, social disorder, and fear of crime.”

8 SALIENT FEATURES OF COMMUNITY POLICING

Important points that need to be stressed and pondered upon are:

 It is a broad policing philosophy that includes various organizational strategies

 Law enforcement agencies must strive hard to build relationships with community
members
 Uses a comprehensive approach to address the root cause of the problem
 It is a proactive approach, unlike reactive traditional policing
 Focuses on community-police partnership, which helps in not only tackling the
problem but also the social disorders and fear of crime prevalent in the community.

9 COMMUNITY GROUPS THAT CONTRIBUTE TO THE SUCCESS

OF COMMUNITY POLICING
Trojanowicz & Bucqueroux have identified the ‘big six’ groups in a community that must work
together to make community policing initiative successful:
1. The Police Department - Includes all sworn and civilian personnel;
2. The Community – Includes everyone from formal and informal backgrounds;
3. Elected Officials – Local, County, State and Federal Officials;
4. The Business Community – Local and Major Corporations;
 MODERN LAW ENFORCEMENT AND CRIME PREVENTION

5. Other Agencies – Social services, Public health department and non-profit

organizations;
6. The Media – Both electronic and print

10BENEFITS OF COMMUNITY POLICING

Community policing offers several benefits and advantages over traditional policing:

10.1 ENHANCED COMMUNITY-POLICE RELATIONSHIP:

Once police and community work closely together, they develop better relationships. While on
the one hand, police gets a chance to understand community dynamics and their problems, on
the other, the community gets to know about the working of police, their priorities, and
constraints. A mutual understanding fosters an enhanced community-police relationship that
engenders cooperation for improved quality of life.

10.2 COMMUNITY POLICING IS DEMOCRACY IN ACTION:

Community policing requires the active participation of all segments of the community, where
residents, traders, government and non-governmental organizations, businesses and media join
together in partnership to solve the problems of law and social disorder prevalent in the society.
Community policing does not only give voice to all stakeholders but helps them work alongside
police to resolve public safety problems.

10.3 BETTER INTEGRATED COMMUNITY:

Community policing provides a platform to the community from where they can jointly take
action. Collective effort and jointly working towards the common goals of preventing crime, fear
of crime and social disorder require enhanced community integration and also result in
strengthening community bonds.

10.4 ENHANCED SAFETY AND MORALE OF POLICE:

Regular interaction of beat officers with the community allows them to be recognized and be
known by the community members and develop cordial ties through non-threatening and
supportive interactions. Beat officers working in familiar and friendly communities enjoy a
heightened sense of support and safety. A pleasant working relationship with the community
helps to boost morale of the beat officers.

10.5 LESS COSTLY, EFFECTIVE AND BENEFICIAL THAN TRADITIONAL POLICING:

Although community policing, on the surface, appears to be more costly than the traditional
policing approach, however, in reality when we look at the overall expenses of traditional
policing in terms of response and investigations’ costs as well as losses suffered by society due
to crimes and fear of crime, community policing is much economical, effective and beneficial for
the community in the long run.
 MODERN LAW ENFORCEMENT AND CRIME PREVENTION

10.6 REDUCED FEAR OF CRIME IN COMMUNITY:

Increased presence of beat officers in the community lowers down fear of crime in the
community. Community becomes confident and assured that it can seek help from readily
available and easily accessible community police officers on the beat.

10.7 VALUABLE INFORMATION SHARING BY COMMUNITY:

An important outcome of community policing is that beat officers can easily get valuable
information from the community. As a result of the development of cordial relationships and
bonds of trust between beat officers and the community

11FOUR STAGES OF COMMUNITY POLICING

Community policing can generally be divided into four stages: preparatory, implementation,
evaluation, and modification & expansion. Before delving into the four stages of community
policing, it must be understood that there can be no definite prescription for community policing.
The four stages of community policing below are intended to provide a broad framework on
which community policing model can be structured. Implementers should exercise their own
prudence while structuring a community policing programme over the recommended framework.

11.1 STAGE ONE: PREPARATORY

1. Taking All Stakeholders on Board
2. Understanding the Community Context
3. Establishing Partnerships with Community
a. Media Partnerships
b. Business Community Partnerships
i. Government Partnerships
ii. Development Authorities
iii. Social Services
iv. Municipal Authorities:
b. Non-Governmental Partnerships
i. Community Members
ii. Not-for-Profit Organizations
iii. Volunteers
2. Chalking Out a Community Policing Plan
a. Vision and Mission Statement
b. A Set of SMART (Specific, Measurable, Achievable, Relevant and Time-
bound) Goals Relevant to Community Concerned
c. Programmer's Theory/ Strategy for Operationalizing Community Policing Plan
2. Getting Media Support to Propagate the Message

11.2 STAGE TWO: IMPLEMENTATION

1. Intra-departmental Changes
a. Openness and Transparency
b. Openness and Transparency
 MODERN LAW ENFORCEMENT AND CRIME PREVENTION

c. Department-wide Training on Community Policing

d. Establishing District Community Policing Oversight Committee
e. Community Policing Centers and Committees
f. Recruitment, Training and Evaluations of Community Policing Officers
i. Recruitment/ Appointment
ii. Training
iii. Evaluation
b. Beat Strategy for Community Policing Officers
2. Developing Inter-Agency Cooperation
3. Problem Solving
a. The SARA model of problem solving has the following four stages:
i. Scanning
ii. Analysis
iii. Response
iv. Assessment

11.3 STAGE THREE: EVALUATION

1. Process Evaluation:
2. Outcome/Impact Evaluation

11.4 STAGE FOUR: MODIFICATION/ EXPANSION

The decision to modify, halt or expand community policing programme depends upon the
findings of the evaluation. Evaluation requires that all the stakeholders of community policing
programmes are involved in the review process. Activities that have not produced the intended
results must be modified, discarded or replaced by others that are more effective.

 
For a more detailed study on the topic and especially the processes visit the link

http://www.cpdi-pakistan.org/wp-content/uploads/2017/10/Handbook-on-Community-
Policing.pdf
 MODERN LAW ENFORCEMENT AND CRIME PREVENTION

Public Private Partnership

A public-private partnership is a co-funding approach to the development of public investments
such as infrastructure projects, or the provision of services. This may involve partnerships
between the private sector and governments, government bodies, the police etc. and non-
government organizations, institutes, foundations, universities.

1 BASIC PPP PRINCIPLES

Regardless of the form that a PPP might take, the following basic common principles and
considerations have been identified as potentially useful when developing PPP projects for the
protection of vulnerable targets:

 Policy makers at all levels should be aware of the important role that PPP can
play in counter-terrorism and security governance matters.
 The role of the private sector should not be limited to involvement in crisis
situations.
 There should be clear guidelines as to which type of information public
authorities can share with the private sector in compliance with data protection
regulations.
 Public authorities should provide private sector stakeholders with the relevant
information and guidance to assist them in countering any identified threat to the
facilities they manage.
 Joint training for personnel from the public and private sectors can assist in
breaking down communication barriers, promoting a common language and further
enhancing trust between participating partnership members.
 Economic costs and benefits are important factors in determining whether the
private sector is likely to be interested and willing to engage in a PPP.

12IMPORTANCE OF PPP
While States and public authorities retain primary responsibility for the implementation of
security policies and measures to prevent and respond to terrorist attacks and other major
threats to security, the value of involving representatives from the private sector is increasingly
being recognized.

12.1 ALIGNMENT OF INTEREST:

The alignment of private sector interests and its engagement in the development of
counterterrorism strategies, along with the adoption of guidelines and mechanisms to make
such a form of partnership both possible and effective.
 MODERN LAW ENFORCEMENT AND CRIME PREVENTION

12.2 CONTRACTUAL OBLIGATIONS

Due to contractual agreements, in relation to security issues, between public agencies and
private sector enterprises, the PPP approach is proving to be an increasingly valuable and
effective strategy for better protecting vulnerable “soft” targets.

12.3 SHARING OF DATA

The United Nations Global Counter-Terrorism Strategy encourages the identification and
sharing of best practices between different stakeholders to prevent terrorist attacks on
particularly vulnerable targets.

12.4 CONTINUOUS DEVELOPMENT

UNICRI published a report on its work in this regard in 2009. The report identified basic
principles and experiences on vulnerable target protection and developed a roadmap to
strengthen PPP around the world.

13BENEFITS

13.1 PPP IMPORTANCE FOR THE PUBLIC SECTOR

For a PPP project to be effective and sustainable, it should provide benefits for all the
stakeholders involved. These benefits will support the involvement and enhance the enthusiasm
of all participants.
PPP is important to the public sector for many reasons, including the following:

 Helps get the commitment of the private sector to become a part of the overall
community threat prevention and emergency response planning process.
 Cooperation and the joint utilization of “soft” target resources can significantly
enhance security and create a single, much “harder”, target.
 Provides an understanding of private sector requirements and its capacity and
resource availability.
 Proactively enhances communication with the private sector prior to an incident.
 Gives the opportunity to discuss and plan joint response and recovery strategies.

13.2 PPP IMPORTANCE FOR THE PRIVATE SECOTR

Similarly, PPP is important to the private sector for many reasons, including the following:

 Provides the private sector with public sector contacts and develops an
understanding of the support that may be available from the public sector.
 Provides the chance to explain and describe to the public sector why business
continuity is important to the private entity and to the community.
 May provide incentives for the business community to invest in preventive
measures to reduce threats and risks.
 Could provide the opportunity to receive information, additional support and
crime prevention advice.
 MODERN LAW ENFORCEMENT AND CRIME PREVENTION

 Might help reduce liability and insurance costs.

 Creates an opportunity to discuss and develop business continuity and recovery
plans.
 Develops an accurate understanding of public sector capacity and resources.
 Encourages involvement in the establishment of public sector security priorities
and objectives.

14AREAS OF FOCUS FOR PPPS

 Urban renewal, housing, public spaces
 Neighborhood crime prevention projects
 Crime prevention projects with youth at risk eg. job training & support
 Child and family support & prevention projects
 Public awareness programmes – among employees - and public eg. on human
trafficking
 Funding project evaluation
 Funding research programmes
 Strengthening public policies, accountability

15SUCCESSFUL EXAMPLES-BRAZIL
16 ‘successful’ PPPs in Brazil as per 2010 study by Forum Brasilerio de Seguranca Publica
found they provided:

 General support to institutes/NGO’s concerned with public policy on safety and

security
 Support for action projects to establish alternative approaches and services
 Initiatives to prevent violence and develop a culture of peace
 Local prevention initiatives targeting areas with high levels of violence

 
 
For a more detailed study on the topic and especially the processes visit the link

https://web.oas.org/ipoamericas/EN/Lists/CTP%20Relevant%20Technical%20Tools%20On
%20Crime%20Prevention/Attachments/670/0_PPP%20Handbook.pdf