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ILP Principles

ILP Principles. What is intelligence-led policing?. Intelligence-led policing… is a management philosophy/business model aims to achieve crime reduction and prevention and to disrupt offender activity employs a top-down management approach

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ILP Principles

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  1. ILP Principles

  2. What is intelligence-led policing? • Intelligence-led policing… • is a management philosophy/business model • aims to achieve crime reduction and prevention and to disrupt offender activity • employs a top-down management approach • combines crime analysis and criminal intelligence into crime intelligence • uses crime intelligence to objectively direct police resource decisions • focuses enforcement activities on prolific and serious offenders

  3. What It Is and Is Not Intelligence Led Policing is • A business model for managing law enforcement demand; • About improved allocation of resources; • A strategic approach to crime and problems; • A decision - action model. Intelligence Led Policing is not • A technique just for specialized units or investigators; • Only a tool for counter terrorism; • Solely about information sharing; • A way to support investigations.

  4. The Reality:Resource constraints dictate that police forces cannot deliver every item on the public’s policing wish list and must instead decide service delivery priorities. Why Should the You Change to Adopt the ILP Model? ILP offers the best capacity for the your agency to meet the commitment to provide for the greatest degree of safety and security of citizens in the most effective manner possible.

  5. The Initial Changes at HCSO DIII ILP Testing

  6. Auto Theft Task Force-Mission • High visibility saturation of high crime areas • Zero Tolerance • Targeting Acura and Honda products • Late evening/early morning hours

  7. Robbery Task Force-Mission • High visibility saturation and zero tolerance targeting high crime areas. • Surveillance at offense locations. • Manpower was split between late evening hours (areas) and early morning hours (offense locations).

  8. Burglary Task Force-Mission • High visibility saturation and zero tolerance targeting of high Burglary related crime areas. • Manpower was split between late evening hours (Business and Vehicle Burglaries) and daytime hours (Residential Burglaries).

  9. Lessons Learned • Task Force/saturation approach has limited, short-term value. • Small number of offenders committing majority of crimes. • Each operation resulted in 400+ arrests which bogged down courts and prosecutors. • Focused approach, targeting Known criminals and high crime locations worked.

  10. Lessons Learned (cont.) • Multi-faceted approach • Detectives, Patrol Deputies and Analyst • Tracking of crimes and criminals • Gathering intelligence • Communications flow in all directions • Empowering and encouraging deputies to be proactive and creative • Be willing to try different/new ideas

  11. District III Re-organizes

  12. District III ILP Created • District Intelligence unit composed of 5 detectives, 1 analyst, and supervised by a single sergeant. • Street crimes unit is divided into two squads with a sergeant, corporal and 8 deputies each. • District property detectives remain the same but now work more closely with street crimes and ILP detectives

  13. Expectations of the DIU • Compile daily brief. • Identify crime trends. • Develop actionable information. • Complete pertinent alerts. • Develop/maintain target lists. • Develop/maintain intelligence/CI information. • Disseminate above items to all components of the HCSO. • Greater emphasis is placed on crime analysis and analytical products they produce.

  14. Expectations of Street Crime Unit • Assist in the scrubbing of target lists. • Offender contacts. • Conduct surveillance of targeted offenders. • Conduct operations within targeted areas. • Take law enforcement action on reasonable suspicion and probable cause. • Locate and incarcerate identified offenders.

  15. County Wide Implementation

  16. County Wide Implementation • The LINC centrally manages the flow of intelligence • Standards developed for ILP processes at district level • Created two SAO Liaison Detectives to monitor prolific offender cases • Centralized all crime tips under the LINC • Began mining the jail for intelligence • RMS changes to accommodate ILP processes • Decreased reliance on stand alone database • Automated Intelligence flow • Trained detectives in Insite (Intelligence database) • Further Involved Crime Analysts in the flow

  17. County Wide Implementation • ILP Conference Call • DIU’s, LINC, CID, SID, Aviation, Marine • Deconfliction • Ensure the proper focus of targets • ILP Biweekly Meeting • Supervisors and the LINC • Ensure ILP is being implemented appropriately • Discuss needs and direction of transition

  18. County Wide Implementation • TCG Meetings (Tactical Coordination Group) • Districts host each month • Supervisory ILP personnel invited • Focus is on District ILP initiatives • Discuss cases and crime trends • SCG Meetings (Strategic Coordination Group) • Command level personnel only • Discuss agency priorities and initiatives • Discuss agency redirection of resources

  19. The Next Level

  20. Intelligence-Led PolicingBasic Principles • Focus on High priority offenders, criminal organizations and crime problems • Proactive (versus reactive) • Analytics Drive Deployment • Information Sharing & Collaboration • Integration of information systems • Increased use ofintelligence,surveillance and informantstotarget recidivist offenders • Organizational structure places the intelligence arm within the decision-making process

  21. The TIN TeamsTactical Intelligence Team • Two squads (East and West) • One Sergeant and Corporal per squad • 12 Detectives per squad (6 per district) • Detectives will be a mixture of vice, narcotics, and gangs personnel

  22. The TIN Teams • Tactical Intelligence Team • Responsibility: To identify and target HPO’s that affect their geographic area of assignment (District aligned) • Methodology: To utilize the nexus of narcotics, gangs, and vice for the purposes of gathering intelligence to identify High Priority Offenders and their activities • Focus is on reduction of Part I Crimes: Robbery, Burglary, Auto Theft, Larceny

  23. Intel Coordination Unit • 1 Sergeant and Corporal • 4 Intel Coordination Groups (8 Detectives and 4 Analysts) (LINC/SOS Detectives) • Career Criminal (Detective) • Gang Intel (2 Detectives) • Specialized/Jail Intel (2 Detectives) • SAO Liaisons (2 Detectives) • Tip Coordination Unit (Deputy/Researcher) • 2 Intelligence Analysts (Wilson/Bennink)

  24. ICU/LINC Organizational Framework Special Investigations Division Major ICU Sergeant Working Intel Group Corporal Coordinator (1) Analyst (1) Crime Stoppers (1) Assistant (1) Career Criminal Detective (1) Working Intel Detectives (2) Specialized Intel/Gang Group Corporal Specialized Intel (5) Gang (6) Intel Coordination Group Jail Intel Group Prosecutor Liaison Group Detective Coordinators (8) Detective Intel Agents (2) Detention Coordinators (2) SAO Detective Liaison (2) USAO Detective Liaison (1)

  25. Intel Coordination Groups • Responsibilities: • To facilitate the flow of information from the TIN Teams into the analysis cycle and provide vetted feedback • To intake all data within geographic area of responsibility; compare it to control strategies, and provide collection requirements for all of SID personnel • To generate intelligence products that drive resource deployment (operational targeting)

  26. Framework for Flexibility • This format is ‘plug and play’ • No matter what the HCSO crime priorities are, intelligence gathering efforts will remain the same • Constant collectors in drug, vice and gang communities • Collection requirements change with emerging trends • Numerous resources devoted to information collection • Getting ahead of crime • Providing an interpretation of crime problems that affect the county (Answering question that support decision making)

  27. Intelligence-Led PolicingExpected Benefits • More effective and efficientdeployment of limited personnel and budget resources • Greater impact on crime/public safety within the districts • Reduction in agency Part 1 crime levels • Increased coordination among multi-specialty investigative resources • More effective intelligence gathering, analysis, and dissemination • Better success at incapacitating high-priority offenders, dismantling criminal organizations, and abating high-priority crimeproblems

  28. High Priority Offenders HPO’s

  29. Career Criminals • Habitual Felony Offender • Three Felony Convictions • From Three Separate Incidents • New Charge within Five Years of Last Conviction or Prison Release • Habitual Violent Felony Offender • Three Felony Convictions • From Three Separate Incidents • One Violent Felony Conviction • New Charge within Five Years of Last Conviction or Prison Release

  30. Career Criminals • 3 Time Violent Felony Offender • Three Felony Convictions • From Three Separate Incidents • Two Violent Felony Convictions • New Charge within Five Years of Last Conviction or Prison Release • Gort Violent Career Criminal • Three Violent Felony Convictions • From Three Separate Incidents • Prior Incarceration in Prison • New Charge within Five Years of Last Conviction or Prison Release

  31. PPO • Prolific or Other Priority Offender • Active project to determine guidelines • Persons not statutorily defined that we suspect are consistently driving our crime rate • Not just suspect from previous night crime spree • Reasonable suspicion that the person is actively and continuously driving crime

  32. Deconfliction

  33. Definition • Deconfliction is a military and engineering term that refers to the process of avoiding mutual interference, or outright hazards, among systems under the control of one's own sides. It is most often used in the context of preventing fratricide, or having weapons hit one's own troops, but it has broader implications.

  34. Morning Call • What it is: • Occurs at 0900 every day • Involves SID, DIU’s, CID, Crime Analysis, TPD (multiple districts), TTPD, USFPD, and more • Purpose is to deconflict efforts between multiple entities within the HCSO • Only discuss who you are targeting and where you will be targeting • What it is not: • A forum for discussing the blotter

  35. ILP Investigative Lead

  36. Purpose • The purpose is for any deputy to document information that is NON-EVIDENTIARY but may have future intelligence value • We want all deputies to put valuable information that they know about criminals in this report to prevent them from keeping good info in their head

  37. The Intelligence Cycle at HCSO

  38. The Intelligence Cycle Defined. The traditional intelligence cycle is a concept that describes the process by which raw information is processed and disseminated as finished intelligence.

  39. The Intelligence Cycle at HCSO Planning, Direction, Develop Strategy, Prepare collection requirements Disseminate Finished Intelligence Products for Use in Enforcement Actions This process occurs within the LINC Squad Collection of Raw information Analysis of Intelligence to determine relevance to current strategy Processing of Information into Intelligence

  40. Example #1 Grow House information received from a patrol officer

  41. Finished intel is assigned to Major Violators unit for action LINC Patrol Deputy gets a tip about a growhouse

  42. Example #2 Firearms Market: Strategy is set by command staff to reduce part 1 violent crimes. SID staff looks specifically at the stolen firearms market.

  43. Collection Requirement • Crime Analysis works with Major and Captain and determines that stolen firearms are becoming a problem in Hillsborough County • To fully understand the problem they develop a collection requirement for all intelligence collectors to provide information on the stolen firearms market (Who? What? Where? When? Why?)

  44. Finished intelligence is sent out agency wide for enforcement action Raw information is collected and sent back to LINC LINC Collection requirements sent out

  45. Crime Analysis Unit Re-organizes in 2009

  46. CAU pre-2009 • Organized under Research & Development Bureau, Department of Support Services • Heavy emphasis on strategic research • Considerable resources devoted to: • Research reports • Compiling CRIME reports (old COMPSTAT) • Making maps • Compiling statistics and information • Investigative support (no analysis) • Identification of crime patterns and trends occurred as resources allowed • Identifying unknown subject(s), associations or targets was minimal

  47. CAU pre-2009 continued • Resources spent answering many non-analytical questions • How many? (burglaries, thefts, sex predators, vehicle stops, citations, etc.) • Data entry and management of spreadsheets and databases (primarily for other users) • “Everything to everyone”

  48. CAU June 2009 • Reorganized – moved under Special Investigations Division (SID) • Reporting directly to division commander (Major) • Influence on agency operations enhanced • CAU Manager decision-making empowered • Ability to say “NO” • Duties and responsibilities re-directed towards analytics • Identification of crime patterns, trends and problem-analysis • Identification of High Priority Offenders for targeting and surveillance • Limited emphasis on statistical data compilation and map making • General philosophy is when the information provided influences decision-making or policy it has relevance • Information Services Division (ISD) involvement in creation and distribution of data reports

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