1. Chapter 10: Challenges for the future

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3. The future
“Intelligence-led policing is crime fighting that is guided by effective intelligence gathering and analysis—and it has the potential to be the most important law enforcement innovation of the twenty-first century”
Kelling, G.L. and Bratton, W.J. (2006) 'Policing terrorism', Civic Bulletin, 43, p. 6.

4. Public support for proactivity
ACPO market research report found that
Young people and working adults lower on the socio-economic spectrum favored proactive, targeted, solution-oriented policing.
Midlife adults in the middle to higher socio-economic groups, older men, and ethnic groups naturally identified with visible patrolling; however, they could be readily convinced through logical argument that proactive and targeted activities are the most effective and beneficial.
It was only older women and the retired that retained a connection with visible patrolling as a symbol of reassurance, relating visible patrolling to perceptions of safety.
Bradley, R. (1998). Public expectations and perceptions of policing. Police Research Group: Police Research Series, Paper 96.

5. Issues for management
How do we know that informants are telling the truth?
How do we place covert information into a wider context of criminality, especially when we may not have confidential sources in other areas?
How do we manage the wider strategic responsibilities and avoid degenerating into an informant-led policing model?

6. 5×5×5 Information/Intelligence Reporting System
Source evaluation
Always reliable
Mostly reliable
Sometimes reliable
Unreliable
Untested source
Information evaluation
Known to be true without reservation
Known personally to the source but not to the person reporting
Known personally to the source but not corroborated
Cannot be judged
Suspected to be false

7. 5×5×5 Information/Intelligence Reporting System
Handling codes
Permits dissemination within the police service and to other law enforcement agencies as specified (default code)
Permits dissemination to non-prosecuting parties
Permits dissemination to foreign law enforcement agencies
Permits dissemination within originating force/agency only: specify reasons and internal recipient(s). Review period must be set.
Permits dissemination but receiving agency to observe conditions as specified

8. Principle of proportionality
Sir John Stevens noted that the likely target from a crime intelligence assessment of the highest risk for a local police department…
‘will not be the head of an organized crime syndicate. It is more likely that they will be a prolific 15-year-old thief’
Stevens, J. (2001, 3-7 December 2001). Intelligence-led policing. Paper presented at the 2nd World Investigation of Crime Conference, Durban, South Africa.

9. Combating ‘surveillance creep’
Gary Marx identified ‘surveillance creep’, an increasing acceptance of intrusion in the name of crime control
The principle of proportionality is therefore a balance of the apposite tactics applied to the appropriate offenders and should be a tenet of intelligence-led policing

10. Data protection Title 28 of the Code of Federal Regulations Part 23
The purpose of 28CFR23 is to ensure that criminal intelligence systems are operated and maintained so that individual privacy and rights are not violated unless in accordance with the law.
UK Data Protection Act Information must…
be fairly and lawfully processed
be processed for limited purposes and not in any manner incompatible with those purposes
be adequate, relevant and not excessive
be accurate and where necessary, up to date
not be kept for longer than is necessary
be processed in accordance with individual rights
be stored securely

11. The widening security agenda
UK HMIC analysis points to a future policing environment characterized by:
widespread enterprising organized criminality, proliferating inter­national terrorism and domestic extremism
a premium on intelligence, expertise and smart use of capacity
an increasingly risk concerned public and intrusive media
HMIC. (2005). Closing the gap. London: Her Majesty's Inspectorate of Constabulary.

12. GMAC integrates strategic meetings

13. Strategic harm model
Strategic harm models are not the same as models to reduce fear of crime
Reassurance policing
Media scaremongering
Media-led policing?
Mike Maguire and Tim John described reassurance policing as having a ‘populist’ or ‘consumerist’ focus

14. National security and ILP
Intelligence-led policing has become a policing paradigm at the same time that national security issues have expanded to become domestic priorities. Terrorism has been linked to
Narcotics
Organized crime
Transnational crime

15. Information Sharing Environment
Work to better coordinate national security information across the US is undertaken by the Program Manager for the Information Sharing Environment (in the Office of the Director of National Intelligence) and the Information Sharing Council

16. Information Sharing Council
Program Manager for the Information Sharing Environment (Chair)
Central Intelligence Agency
Department of Commerce
Department of Defense (Joint Chiefs of Staff)
Department of Defense (Office of the Secretary of Defense)
Department of Energy
Department of Health and Human Services
Department of State
Department of Homeland Security
Department of the Interior
Department of Justice
Department of Transportation
Department of the Treasury
Director of National Intelligence
Federal Bureau of Investigation
National Counterterrorism Center
Office of Management of Budget

17. Lack of executive training
Recognized as a national way forward, ILP is an all-crimes approach to enforcement that will revolutionize law enforcement. ILP richly integrates existing strategies and technologies into a coherent ‘game-plan’ approach in allocating resources efficiently. Currently, without a national strategy, or a place where police executives can learn how to implement ILP, it is sitting on the shelf unused.
(Bratton 2007: 7–8)

18. The future?
Both police executives and analysts will have to demonstrate leadership, ownership and understanding of the tenets of intelligence-led policing for it to succeed
Page 237

19. 10 yardsticks for intelligence-led policing
Supportive and informed command structure
Intelligence-led policing is the heart of an organization-wide approach
Integrated crime and criminal analysis
Focus on prolific and serious offenders
Analytical and executive training available
Both strategic and tactical tasking meetings take place
Much routine investigation is screened out
Data are sufficiently complete, reliable and available to support quality products that influence decision-making
Management structures exist to action intelligence products
Appropriate use of prevention, disruption and enforcement