Transcript Hillsborough County Sheriff’s Office Crime Analysis

Contact Information
Albert “Tripp” Selke
Lieutenant
Hillsborough County Sheriff's Office
(813) 247-0726
[email protected]
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Intelligence-Led Policing
Practical Application
Hillsborough County Sheriff's Office
Tampa, Florida
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Agenda
• Etiology of ILP at the HCSO
• Organizational Impact
• Application
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Goal for the Presentation
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Covered Topics
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Knowledge Management
Reorganization and Dismantling Silos
Crime Analysis
Exploitation of Criminal Cultures
Establishing Priorities
Benign Neglect
Practical ILP workflows and processes
Critical Success Factor
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Building Blocks
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Hillsborough County
Sheriff’s Office
• The 8th Largest Metropolitan County Law
Enforcement Agency in the United States
• Total Population of Hillsborough County
1,202,011 (2010 Census)
• Total Population of Unincorporated County
801,981 (2010 Census)
• HCSO Deputies 2,245 (HCSO February 2011
BOCC Report)
– 1,245 Law Enforcement
– 1,000 Detention
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Why did the HCSO Adopt the ILP Model?
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.
ILP offers the best capacity for the HCSO to meet our
commitment to provide for the greatest degree of
safety and security of Hillsborough County’s citizens
in the most effective manner possible.
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Tampa Tribune August 09, 2009
• “Unlike the county government, which will soon lay off
more than 500 workers, the Sheriff is containing costs
by freezing his work force. Chief Docobo said 150 law
enforcement deputy and 100 detention deputy positions
remain vacant. The Sheriff has not asked for new
deputy positions for four budget years, department
documents show.”
• “The Sheriff cannot reduce his work force further
without losing ground in the war against crime, Chief
Docobo said. The department has 1.67 deputies per
1,000 residents; the national average for Sheriff's
Departments is 2.67 deputies per 1,000 residents.
Tampa Police have 2.86 officers per 1,000 residents.”
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Tribune Article Continued
• "Right now, we are probably at a critical point
in terms of our staffing," Chief Docobo said.
• “Despite the vacant positions, the county's
crime rate has decreased three years in a row,
HCSO's figures show. Chief Docobo said the
office has been effective in analyzing the time
and days when crime is most prevalent and
deploying deputies accordingly. The agency
also focuses on habitual criminals who commit
the majority of crimes.”
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Ratios
 Current HCSO Staffing 1.55 Deputies per 1000
residents
 National Average for Sheriff’s Offices 2.67
Deputies per 1000 residents; 2.3 Police Officers
per 1000 residents
 Tampa Police Department has 2.86 Officers per
1000 residents
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Reality
 (Population based) 2179 – (Current) 1245 = 934
understaffed from the National Average for Sheriff’s
Offices
 Conservative cost estimate to train a new recruit first
year all encumbered $125,000
 934 * 125,000 = $116,750,000 personnel first year only
expenditures not counting benefits
 Capital costs not estimated
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The ILP Solution
• Instead of tackling crime one laborious
investigation at a time.
• Place threats and risks into a holistic
perspective that assesses the social harm of
criminality.
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The ILP Solution
Stated otherwise:
FROM: “Whack a mole policing” in which the
majority of police resources are directed as a
reaction to crimes that have already occurred;
TO: Preventing and Reducing crime and
victimization at the top of the crime continuum
by strategic identification and focus on
intervening against the prolific 6% of criminals14
District III ILP Results
Jun 07-May 08 Jun 08-May 09 diff
% diff
BURGLARY BUSINESS
354
265
-89 -25.14
BURGLARY RESIDENCE
1225
1275
50
4.08
BURGLARY VEHICLE
1791
1327
-464 -25.91
ROBBERY BUSINESS
71
47
-24 -33.80
ROBBERY PERSON
156
125
-31 -19.87
VEHICLE STOLEN
827
589
-238 -28.78
Grand Total
4424
3628
-796 -17.99
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Another District
07-08
BURGLARY BUSINESS
BURGLARY RESIDENCE
BURGLARY VEHICLE
ROBBERY BUSINESS
ROBBERY PERSON
VEHICLE STOLEN
Grand Total
557
1243
1399
109
215
1007
4530
08-09
444
1433
1510
85
169
788
4429
diff
% diff
-113 -20.29%
190 15.29%
111 7.93%
-24 -22.02%
-46 -21.40%
-219 -21.75%
-101 -2.23%
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County-wide Application
• Special Investigation Division (SID) established
the Law Enforcement Intelligence Nexus
Center (LINC) in May of 2009.
• The LINC was designed to be the central
repository for all criminal intelligence and its
function was to align agency resources to
proactively target High Priority Offenders /
Organizations (HPOs).
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Initial LINC Focus
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Centrally manage the flow in intelligence
Develop standards for ILP processes at districts
Centralize all Crime Tips/Confidential Informants
Coordinate with IT to facilitate RMS changes
Decrease reliance on stand alone databases
Identify opportunities to automate Intel flow
Provide Training (Insite, CIs, Intelligence work)
Establish daily information sharing conference
calls
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I have heard it said, “ILP is good ole fashion
police work, mixed with technology.”
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Knowledge Management
• Leveraged existing Records Management System
(RMS)
• General Offense (GO) report type “ILPInvestigative Lead” (Non-case specific field tips)
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Suspicious Activity Report (SAR)
Career Criminal and other High Priority Offender
Citizen Informant designation
Analysis – Crime Street Check
Civilian/Detention Internet Link
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Knowledge Management
• Leveraged established Intelligence
Database
– InSite (Florida Department of Law
Enforcement)
– Premonitory Information Repository
– 28 CFR Part 23 compliant
– Allows for selective sharing and/or
dissemination of intelligence
– Maintained by FDLE free of charge
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Knowledge Management
• Human Intelligence (HUMINT)
– Centralization and automation of
Confidential Informants
– Centralization of Tips and Leads
• Crime Stoppers
• WeTips
• Internet Tips
• Random telephone calls
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Knowledge Types
Tacit
 (as opposed to formal or explicit knowledge) is
knowledge that cannot be easily transferred to
another person as a result of it being written
down or verbalized.
Explicit
 is knowledge that has been or can be
articulated, codified, and stored in certain
media. It can be readily transmitted to others.
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LINC Accomplishments
• The creation of an effective Knowledge Management
System
• Developed a comprehensive ILP plan to include structures,
processes and policies to support both tactical and strategic
ILP initiatives
• Facilitated the availability of covert resources for offender
targeting (U/C cars, GPS, Telephones)
• Solidified the proactive resources carved from the reactive
• Provided proactive components with job descriptions and
offender focus
• Dedicated 2 SAO Liaison Detectives to monitor and
influence the processing of HPOs
• Established a daily conference call including all relevant
agency components for purposes of deconfliction and
ensuring the proper focus on offender targets.
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Problems
• No consistent resource devoted to mass gathering of
human intelligence (HUMINT) which is essential to
identifying HPOs and their activities
• Analysts lose the ability to fill important intelligence
gaps when making targeting decisions as a result
• Not central to the decision-making process, thus not
effective in driving resources
• Districts defaulted more toward the reactive serviceoriented mission, yet had the most manpower and
resources to effectively gather information to identify
and target HPOs
• Became support for the reactive components, forcing it
to be reactive as well
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The Next Level
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Key Changes
• The reactive separated from the proactive
– SID (proactive) will operate independent of the
Districts and Criminal Investigations Division
(reactive) to eliminate the constant pull of
manpower
– SID’s focus will be on intelligence gathering to
target HPOs (Part I Crimes)
• Intelligence will be shared to assist reactive
components to respond more efficiently
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Intelligence Team(s)
• The amalgamation of specialty silos
– 1 Sergeant
– 2 Corporals
– 4 Vice Detectives
– 4 Gang Detectives
– 4 Narcotics Detectives
• Responsibility: To identify and target HPOs
that affect their geographic area of assignment
(District aligned) and collect intelligence on
their activities and that of their associates
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Intelligence Teams
• Methodology: To exploit the nexus of narcotics,
gangs, and vice for the purposes of gathering
intelligence to identify HPOs and their
activities
• Focus on the reduction of Part I Crimes
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Intelligence Coordination Unit
• 2 LINC Detectives
• 1 Intelligence Analyst
• Responsibility: To facilitate the flow of
information from the Intelligence Team
through the analysis cycle and to ensure the
Intelligence Team is briefed on all intelligence
collected from other sources that may affect
their area
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Operations
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3 Intelligence Support Personnel (LINC)
STAR A
STAR B
Major Violators
Responsibility: To target the HPOs selected by
the leadership of the LINC utilizing quality
tactical intelligence analysis
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Covert Sources
Collection
Intake/Analysis
Operational
LINC Intel
Coordinators
Jail Culture
CRU/Portal Re-entry
Detention/Jail Intel
Detective
FDLE/Career
Criminal
DOC
CIs
GPS
Surveillance
TIN Teams
HUMINT Sources
TIPS
OVERT SOURCES
STAR
Responsible for
targeting all high
priority offenders;
career criminals,
prison releases, and
prolific or otherwise
priority offenders
that meet the
guidelines for
targeting
MVU
TIP COORDINATORS
Responsible for
targeting all high
priority criminal
organizations that
are identified by TIN
or STAR
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SID Organizational Framework
Law Enforcement
Intelligence Nexus
Center (50)
Special
Investigations
Division
Major
Lieutenant
Crime Analysis Unit
Manager
Deputy Division
Commander
Intelligence
Operations Bureau
(69)
Captain
Lieutenant
Intelligence
Coordination Unit
STAR A
Sergeant/Corporal
Sergeant/Corporal
District 1 Team
Tactical Intel Team
West
Sergeant
Corporal/6 Detectives
STAR B
Sergeant/Corporal
District 3 Team
Corporal/6 Detectives
Major Violators Unit
Sergeant/Corporal
District 2 Team
Tactical Intel Team
East
Corporal/6 Detectives
Sergeant
District 4 Team
Warrants Section
Sergeant/Corporal
Corporal/6 Detectives
Selective Ops
Tip Coord Unit
Deputy/Researcher
Sergeant/Corporal
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Anticipated Benefits
 More effective and efficient deployment of limited
personnel and budget resources
 Greater impact on crime/public safety within district
 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 HPOs, dismantling
criminal organizations, and abating high priority crimes
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Problems
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Problems
 Team Concept broke down almost immediately
 Human source development and collection
became a secondary (if any) focus of the
Intelligence Teams
 Lost the ability to fill important intelligence gaps
 Resources were primarily aligned around the
snowball effect
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The Limitations Of Arrest Strategies
• Even though many police officers profess to
wanting to catch the criminal elite, they are
constrained by an organizational system that
rewards them for the volume of arrests rather than
the quality of their captures
– As a result of observations of over 300 crack dealers, and
interviews with over 120, Johnson and Natarajan
estimate that experienced and higher-level dealers can
minimize the risk of arrest to one for every thousand
drug transactions or more
(See Johnson and Natarajan 1995: 54)
– Conviction rates in the UK from suspicious transaction
reports during the early 1990s were as low as one for
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every thousand suspicious reports
Leadership…
Is the Critical
Success Factor!!!
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District ILP Processes
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District II
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250 sq. miles
Population 190,000
226 Sworn Deputies
2 Analysts
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District Business Priorities
• Efficient and effective response to calls for
service
• Crime suppression, i.e. Part I Crimes:
Robbery, Burglary Auto Theft, Larceny
• Eliminate opened drug and prostitution
markets
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Necessary Commitments
• The Reactive components must be separated
from but complementary to the Proactive
components
• Cannot pull resources from Proactive
component to react to the problem of the day.
• Need to make provision for each element of the
intelligence process
– Collection
– Evaluation
– Analysis
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– Dissemination
Implementation Initiatives
• Return to the original strategic focus, i.e.
Reduction in Part I Crimes
• Exploit the nexus of gangs, vice, narcotics and
jail to Part I crimes
• Create an analytical assessment/Territory
Report
• Inventory data sources and plan for adequate
analytical products/coverage
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Implementation Continued…
• Develop standardized District ILP Goals and
Objectives
• Develop standardized Intelligence Products
• Implement the “Top 20 Adult and Juvenile
Offenders” program
• Information gaps/intelligence requirements
established for all D2 components
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Implementation Continued…
• Require participation of all components
(including Patrol) in the Intelligence Cycle
• Establish Criteria for Evaluating Field Tip and
Intelligence Entries
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District Intelligence Coordination
within the DIU
• Responsibility: To facilitate the flow of
information from the community, patrol, GO
detectives, and other agency components into
the district analysis cycle and to ensure
deputies, detectives and analysts are briefed on
all intelligence collected from other sources that
may affect their area (Regular and Routine
Feedback)
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Overt
Sources
Collection
Evaluation
Collation
Covert
Sources
Feedback
and
Evaluation
Dissemination
Reporting
Analysis
Intelligence Cycle
(Law Enforcement Intelligence: A Guide for State, Local, and Tribal Law Enforcement)
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Social Harm
 Social Harm is the negation, endangering, or
destruction of an individual, group or state
interest which was deemed socially valuable
 Primary filter to determine priorities.
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District Priorities
Residential Burglaries and A/C Thefts
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Intelligence-Led Policing
Expected Benefits
• More effective and efficient deployment of limited
personnel and budget resources.
• Greater impact on crime/public safety within D2.
• Reduction in D2 Part I crime levels.
• Increased coordination among district components.
• More effective intelligence gathering, analysis and
dissemination.
• Better success at incapacitating high-priority offenders
and abating high-priority problems.
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Some New Tools of the Trade
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Trend Mapping
Surrogate Development
Geographic Information Systems
Team Configuration
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Tools of the Trade Continued…
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Top Twenty Targeted Offender List
Intelligence Briefings
Dynamic Operational Tracking System
Customized District II Webpage
Weekly Tactical Intelligence Meetings
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Contact Information
Albert “Tripp” Selke
Lieutenant
Hillsborough County Sheriff's Office
(813) 247-0726
[email protected]
57