Pasco Sheriff's Office ILP Manual PDF

**[PASCO SHERIFF'S OFFICE]{.smallcaps}** **[LED POLICING MANUAL]{.smallcaps}** **[LED POLICING MANUAL]{.smallcaps}** **Message from Sheriff Chris Nocco** Every member of your Pasco Sheriff's Office is a part of our community. We shop at the same businesses; we attend the same places of worship,...

**[PASCO SHERIFF'S OFFICE]{.smallcaps}** **[LED POLICING MANUAL]{.smallcaps}** **[LED POLICING MANUAL]{.smallcaps}** **Message from Sheriff Chris Nocco** Every member of your Pasco Sheriff's Office is a part of our community. We shop at the same businesses; we attend the same places of worship, and our children and grandchildren play on the same playgrounds as your family does. We all have a vested interest to work together to make our community safer and more prosperous. The motto: "We Fight As One" embodies that. As "One", one community, we fight together, with a goal to make the future better for all of us, to include every family, school, place of worship and business in our community. As with every goal, we must have a strategy to achieve it. Our plan, over the past ten years, has been based on the Intelligence-Led Policing philosophy which was developed in the United Kingdom during the 1990s. We continue to adapt and enhance Intelligence-Led Policing as we draw from the evolving practices of business, community-oriented policing, technology, anti-terrorism, academia, threat assessments and health care, to include addressing mental health and substance abuse. We continuously seek to improve in all our abilities and our philosophy in Intelligence-Led Policing is no exception. This document represents our evolution, and is consistent with visionary documents, such as our agency's strategic plan. Our strategy has also developed over the years. We have identified many of the issues law enforcement is called to respond did not just occur in a moment, but stem from systemic issues in society or from a failure to be addressed many years before. It is unfortunate that 911 has become a catch-all for many of the complex social issues facing society. This need can be compared to a large body of water that keeps expanding. If we go further upstream to see why these issues have manifested themselves into the need for first responders to react to them, we will find that they are societal and healthcare issues that were not addressed properly, if addressed at all, from the beginning. Your Pasco Sheriff's Office is attempting to go upstream, along with as many community partners as we can find, to identify those in need, and provide them the resources necessary for success in life and to avoid the criminal justice system. In the long run, this will save taxpayer dollars by reducing the workload on patrol deputies, the court system and local jails or prisons. More importantly, we are going to save lives and prevent citizens from becoming victims. Although we agree that this "traveling upstream" should not be a primary function of law enforcement, it has become part of our mission because if not us, who will? There are many components to this project but there are several that are critical: **Community Engagement** -- We must listen and partner with our community to fill the needs to improve a situation. Whether it is a crime prevention message to "lock your doors" or feeding children, seniors and families in need, looking at problems from different perspectives and addressing them will make us all better and safer. **Mental Health/Substance Abuse** -- We must address this growing issue because, when not handled proactively as a healthcare issue, it quickly, and sadly, turns into a criminal justice concern. From an early age, this issue may develop and manifest. The issues associated with mental health will only be exacerbated because of pressures in our society, including social media, mental health issues and substance abuse. We will continue to build partnerships to enhance warm hand-offs and aid, so people do not reach a crisis point and require law enforcement intervention. **Rehabilitation** -- A significant portion of our jail population needs guidance and assistance that may not have been presented to them prior to incarceration, possibly due to failures in or society. Many are dealing with addiction issues that cause them to cycle through the criminal justice arena. If we can provide resources so these individuals can be successful, we will have prevented a crime, a future victim and have assisted with other partners in developing a person who thrives in society. **Threat Assessment** -- We have unfortunately learned that threats can become a reality and, when not acted upon, they can become an unthinkable tragedy, such as Marjory Stoneman Douglas. From a school threat to a potential terrorist, the number of threats continue to grow, and we must utilize best evidence-based practices to address these overwhelming numbers and prioritize our response as either law enforcement or mental health, depending on the circumstances. **Victimization** -- We can further prevent individuals from becoming a victim in several different ways. One way is to assist victims and guide them in their time of need. A second way is to identify and arrest prolific offenders that prey on victims and work with prosecutors to ensure the safety of our community. By no means have we become soft on crime. Instead, we have adapted and are becoming more successful in addressing criminal activity and, more importantly, reducing victimization. We, along with our community partners, have taken academic research and applied it to real world scenarios. It is easy to theorize how something should happen, but it takes the real world and practical experience of a mental health provider, teacher, community leader, healthcare administrator, law enforcement member, judge, prosecutor and public defender, to name a few, to mold theory into policy and have a lasting, positive impact on our community. This philosophy also relies on the previous law enforcement history of the individual and it is not based on race, gender, creed, sexual orientation or any other factor beyond the individual's law enforcement history. This is part of our commitment to serve you. We can measure crimes, but we seek to be most successful in areas that cannot be measured, such as a person who was given an opportunity and did not commit a crime, people who can manage their mental healthcare challenges and hold a steady career, and a child who was nourished, guided and will now succeed in school and life. These are the unmeasurable goals we aim to achieve with Intelligence-Led Policing guiding us. Continuing to go upstream to best address these issues will have a positive impact on our community. The members of your Pasco Sheriff's Office strive to make our community a better place for all. We are blessed to have a community that is one with us. Your family and business' safety is our priority and our commitment, and we know that we must be vigilant with a sense of urgency. We will continue to be innovative in our approach, professional in our delivery and caring for all in the community. It is our commitment to the community of which we are proud to be a part. We Fight As One, Chris Nocco, Sheriff Pasco Sheriff's Office [Table of Contents]{.smallcaps} [Section 1: A Historical Overview of Intelligence-Led Policing...................................................................................................5]{.smallcaps} [Section 2: The Crime Funnel Concept...................................................................................................7]{.smallcaps} [Section 3: Community Engagement.............................................................................................9]{.smallcaps} [Section 4: Behavioral Health...................................................................................................13]{.smallcaps} [Section 5: Summary..................................................................................16]{.smallcaps} [\ ]{.smallcaps} **[Section 1: A Historical Overview of Intelligence-Led Policing]** Policing paradigms have evolved greatly since the origins of modern-day law enforcement. Pioneered by Sir Robert Peel in England in the 19^th^ Century and in America by the City of Boston in 1838, the first role of a law enforcement officer was solely to prevent crime and maintain order. As time progressed and technology advanced, the role of law enforcement transitioned from merely preventing crime to one of also responding to crime. From these beginnings, the traditional model of policing emerged, placing law enforcement officers in a reactive role, focused on responding to citizens' calls for service and conducting latent investigations aimed at arresting those who broke the law. This relegated the role of crime prevention to the periphery. Commanders assumed increased arrests would reduce the number of offenders and act as a deterrent to those still at large, an assumption that most law enforcement officers today would agree is false. It is a common saying at the Pasco Sheriff's Office that you cannot arrest your way out of a crime problem. In the traditional or standard model of policing, law enforcement agencies were bureaucratic in nature, centrally organized and positioned the decision-making authority at the top of the ranks. Technological advancements such as phones, dedicated emergency lines, mobile radios and patrol cars, began to fill the daily activities of responding to calls for assistance from citizens. Policing methods included rapid response to calls for service, random patrols during down time to prevent crime and latent investigations to identify and apprehend offenders. In the 1970s and '80s, academia began to focus on policing strategies and their effectiveness. Studies such as the Kansas City Preventative Patrol Experiment and Spellman and Brown's Rapid Response Study challenged the basic assumptions of the standard model of policing. Researchers in the Kansas City Preventative Patrol Experiment divided the beats within the city into three categories: proactive, reactive and control. In the reactive beats, law enforcement officers were instructed to only enter when responding to a call and when finished, leave the area. In the proactive beats, the number of officers were doubled or tripled, and the officers were instructed to patrol their areas when they were not on calls. In the control beats, the level of officers was kept the same, and they were instructed not to change their daily routines. The results revealed increased law enforcement presence and random preventative patrols did not have the crime prevention effect researchers assumed it would. There was no significant impact on burglaries, vehicle theft, robberies or vandalism. Spellman and Brown's study into the strategy of rapidly responding to crimes in progress, as a means of increasing on-scene apprehensions, found similar results. The study concluded that, due to numerous factors outside of the control of law enforcement (the primary one being delays in citizens reporting incidents), rapid response had no impact on reducing overall crime. Further research highlighted the ineffectiveness of latent investigations, pro-arrest policies and the criminal justice system, as it existed during this time period, to deter crime. Around the same time, in the United States the relationship between law enforcement and the community they swore to protect and serve was eroding. Tarnished relationships between law enforcement and the public, coupled with research challenging the traditional tactics of policing, lay the framework for reimagining the role of policing in the United States; the philosophy of Community Policing hoped to accomplish that. This philosophy looked to reestablish a positive relationship between the community and law enforcement that became eroded during the preceding years. Agencies decentralized and delegated more decision-making authority to line-level officers. Many law enforcement agencies established satellite or community offices around their jurisdiction in lieu of a more traditional centralized police department. Law enforcement officers were asked to get out of their vehicles, attend community meetings and events, interact with citizens and learn what problems plagued the community. The decision and prioritization of what problems law enforcement should address was primarily left to the community and many times this significantly differed from the problems on which law enforcement felt they truly should focus. Again, the primary aim of Community Policing was community engagement, not crime fighting. ILP embraces the beneficial aspects of Community Policing (e.g. improved community relations and increased visibility and presence) and seeks to improve upon those aspects that did not have a demonstrable, positive impact on reducing victimization and improving the crime environment at the time. After the tragic events of 9/11/2001, there was a call for law enforcement agencies at all levels to improve information, intelligence sharing, trust and community relations. Arguments were made that the tragedies across the country may have been prevented if law enforcement agencies had not fostered information silos and, instead, were better at sharing information and partnering with the community. Not long after 9/11, the United States also experienced the Great Recession, which left many local governments, to include law enforcement agencies, looking for ways to increase efficiency and effectiveness with limited resources. Intelligence-Led Policing emerged as a model to do just that. ILP was already successful in the United Kingdom in increasing law enforcement efficiency and focusing limited law enforcement resources on the most serious offenders, rather than on individual crimes, thus reducing victimization. The below figure illustrates why it integral for law enforcement to have efficiency in dealing with crime. The figure depicts the increase in recorded crime from 1960 to 2013 in the UK and the coordinating increase in number of law enforcement officers. The difference is identified as the demand gap and represents an increase in workload by law enforcement without additional resources to help. Although these numbers are from the UK, the concept remains true in the United States.  To relate the concept of the demand gap to the Pasco Sheriff's Office, the below figure shows the number of personnel hours required to handle the calls for service for which our patrol divisions are responsible, compared to the number of personnel hours available in patrol to handle these calls. The resulting demand gap represents a deficit of approximately 94 deputies in the three patrol districts alone, not to mention required increases in support services and other bureaus to address this demand gap. Demand Gap 3.png There are two ways to address a demand gap. The first is to increase the number of officers. This requires money, which in the public sector comes from taxes. Most local governments cannot afford to add hundreds of law enforcement positions, nor would it be fiscally responsible to do so. As evidenced by the below chart, this approach also varies by location and jurisdiction.  Another option is to reduce the required demand on law enforcement officers, and to do that you must positively impact crime and reduce victimization. Keeping a community safer by proactively addressing crime and reducing victimization means fewer calls for service which, in turn, reduces the demand gap. In an environment of increasing demands for government to do *more* with less, while remaining fiscally responsible, Intelligence-led Policing allows law enforcement to focus operations. Ultimately, by operating more effectively and efficiently, we can work to close the demand gap by having a more significant impact on crime and reducing victimization in our community. **[Section 2: The Crime Funnel Concept]** The crime funnel is an academic concept used to describe how crime and offenders flow through the criminal justice system. The top of this hypothetical funnel starts with 1,000 actual crimes committed. Of the 1,000, only about half of the crimes committed will be reported to law enforcement. Already, this puts the criminal justice system at a severe disadvantage by only providing an opportunity to intervene just over half of the time. Of the 530 crimes reported to law enforcement, 429 crimes will be officially documented in report management systems, and only 99 will result in arrest or referral. From there, 60 offenders will be prosecuted in court, 50 of them will either plea or be found guilty, while only four will receive a custodial sentence. Picture 34 The crime funnel offers two important lessons. First, the current criminal justice system is not, by itself, the single solution for deterring crime. Furthermore, while these numbers are just generalizations, we already have jail and prison overcrowding when they only deal with less than half a percent of those who commit crimes. The court systems are overloaded, and they only interact with 10% of the cases, and our law enforcement resources are taxed beyond their limits (as illustrated by the demand gap) responding to 50% of the crimes. If we were to increase the bottom six layers of the crime funnel to their maximum potential of 530, what impact would that have on the criminal justice system? We would need more law enforcement officers, more prosecutors, more judges, more courthouses and more prisons. Secondly, impacts at any level within the crime funnel only flow down. A law enforcement agency could implement a community engagement campaign aimed at increasing the reporting rates of crime, a newly elected Sheriff could vow a 25% increase in arrests, the State Attorney's Office could promote a zero tolerance on crime campaign and increase prosecutions or a tough judge could sentence everyone to jail or prison; however, those strategies will only impact the levels below. None will have an impact on the overall 1,000 crimes committed. The only strategy that can impact the actual number of crimes committed is crime prevention. Currently, our criminal justice system is struggling to deal with the four people at the bottom of the crime funnel. Our criminal justice system could have a more significant impact on crime if the criminal justice system focused on the most serious and prolific offenders who have the largest impact on our crime picture by virtue of the numerous crimes they continue to commit. Intelligence-Led Policing is an innovative approach for not only law enforcement, but the entire criminal justice system to answer the call for increased efficiency and address the demand gap while improving the crime funnel through crime prevention. This can be achieved by working directly with those who are committing numerous crimes and have the largest impact on the criminal justice system, causing victimization in our community. ILP emphasizes community engagement, partnerships, analysis and intelligence as pivotal to an objective, decision-making framework to focus resources and keep the community safe. It facilitates crime and harm reduction, disruption and prevention through strategic and resource management, deployment, community engagement and enforcement, all with the goal of best serving our community. ILP determines priorities using intelligence analysis with additional prioritization on high utilization areas, or locations where criminal activity occurs at a higher rate than surrounding areas. ILP is a joint law enforcement and community effort to align resources and enhance trust. The model depends on analyzing information gathered from a multitude of agency and community sources to create a strategic plan to reduce victimization. ILP is not information sharing alone, nor is it just holding meetings, and it is not just the name of a division. ILP encompasses everything an agency does. As a governing philosophy, ILP places greater emphasis on information sharing to break down silos, and collaborative, strategic solutions to policing problems using limited resources in partnership with the community. We are in the business of ensuring public safety and protecting our community from victimization through crime prevention and reduction. Accordingly, we should direct our limited resources towards the most frequent utilizers of our services to produce the greatest positive community impact. ILP is a holistic approach to reducing crime, fear of crime and victimization. A critical aspect of our approach is to offer resources to those detained within Pasco County, such as faith-based, mental health, substance use, educational, parenting, vocational and anti-human trafficking programs. Recognizing a one-size-fits-all approach cannot meet the diverse circumstances of those in custody, ILP uses empirical evidence and analysis to tailor actions to specific audiences. **[Section 3: Community Engagement]** Community Engagement is just as, if not even more critical in Intelligence-led Policing as it is in Community Policing. Crime is a societal issue, one that law enforcement and the criminal justice system cannot face alone. In order to have a significant impact on crime, we have to establish a strong bond and foster trust between the Pasco Sheriff's Office and our citizens. Community engagement, recognizing that police rarely can solve public safety problems alone, encourages interactive partnerships with relevant stakeholders. The range of potential partners is large, and these partnerships can be used to accomplish the two interrelated goals of developing solutions to problems through collaborative problem solving and improving public trust. Our community plays a vital role in prioritizing and addressing public safety problems. Historically, law enforcement interaction with the community was limited to calls for service or response to identified criminal activity. Limited interaction during times of crisis or enforcement only, limits the true meaning of community engagement. However, proactive engagement with the community through forums, events, meetings and participation in community functions are important at the leadership and community level within policing. PSO has taken a multi-pronged approach to developing and maintaining a level of community engagement designed to create a safe environment for our citizens. This approach begins with our commitment to transparency. Transparency within our community allows for us to build trust while including our citizens in how they are policed. Part of our approach is to ensure our policies and procedures adhere to and consider Civil Rights and Civil Liberties (CRCL). Through non-bias and data focused policing practices we can assist in the elimination of biases related to race, gender, or religious beliefs. Using a data focused and intelligence-led approach, policy and procedure development can concentrate of professionalism and empathy to our diverse community. An agency's policies, practices, and members should reflect that the agency values, appreciates, and impartially responds to diverse populations. In order to ensure continuity in policy development, PSO has a Constitutional Policing Advisor. The Constitutional Policing Advisor is responsible for reviewing policies and procedures to ensure adherence to the constitution and CRCL. As we have defined policies to meet the critical needs of both the agency and the community, we continue to expand our outreach through our partnership and programs. Our Citizens Advisory Council comprised of a broad coalition of community members allows our citizens to have a voice in the actions of their sheriff's office. PSO's partners with several organizations to include the Boys and Girls Club, Metropolitan Ministries, Sunrise Domestic Violence Center, United States Institute Against Human Trafficking, Bridging Freedom, the East Pasco NAACP and numerous other groups serving our community. In addition to our numerous partnerships, all members of the sheriff's office act as a liaison between the residents in their district and governmental services. Deputies are responsible for the following in their assigned zones: - Tracking criminal activity - Analyzing crime trends - Developing and implementing action plans to help address community issues and criminal activity - Acting as a liaison between the sheriff's office and residents, businesses, and community groups - Identifying nuisance and aesthetic issues and work with other county officials to correct them - Coordinating with latent investigator to increase the level of solvability for crimes within the county Individuals who live, work, or otherwise have an interest in the community---volunteers, activists, formal and informal community leaders, residents, visitors and tourists, and commuters---are a valuable resource for identifying community concerns. Members/groups in the community can be engaged in achieving specific goals through town hall meetings, neighborhood association meetings, decentralized offices/storefronts in the community, and specialized outreach conducted by our Community Engagement Section. **Community Meetings:** - Developing rapport with, and informing, the public is a valuable tool in an intelligence-led policing environment. An effective way to accomplish this is to meet with the public in both formal and informal settings. Community meetings can be large, pre-planned organized gatherings of hundreds of people or can be as simple as a handful of concerned residents meeting in a living room. - Traditionally, members have viewed this as an activity to be coordinated by personnel assigned exclusively to a crime prevention function and, in many instances; we have waited to be invited to such events. However, informal and formal community meetings are a quick and effective way for patrol deputies and detectives to communicate messages to the public about their communities and to receive information and feedback from the citizens based on how they perceive their community. - When a member determines a community meeting may be warranted, he or she should coordinate with their supervisor as well as the Community Relations Section to arrange the most appropriate venue, format and overall value before committing to such an effort. **Business Crime Prevention Program:** - Businesses and their owners/employees are an important community partner which can assist in intelligence-led policing. The majority of these individuals not only work in this county, but also reside in this county, giving them even more of a vested interest in the safety and prevention of crime in our county. Often, people may see something suspicious at their business, or even in transit to or from work, but do not feel it is important enough to contact law enforcement at that time to relay this information. However, the businesses who are enrolled in the Business Crime Prevention Program have a direct line of communication and are in regular communication with members of the Community Engagement Unit. This provides the business representatives with an outlet to voice their concerns to law enforcement if they feel a crime has occurred. It also allows our agency to share crime trends or other pertinent information to aid in the prevention of crime. Community engagement is more than any one program or partnership. It is a critical part of our intelligence-led policing philosophy that emphasizes a guardian mind-set where deputies see themselves as part of the community they serve, working side-by-side with community members to create a safe, livable, and vibrant community. It asserts a major goal of any law enforcement agency should not solely be arresting offenders, but to actively improve the lives of everyone that lives, works, or visits in the community. **[Section 4: Behavioral Health ]** Law enforcement agencies are increasingly at the forefront of dealing with citizens experiencing behavioral health crises. Mental health treatment lags far behind physical health treatment throughout the United States, especially for those unable to afford it. This trend will only increase going forward, and prudent agencies will invest time and resources up front, as this produces better outcomes for both law enforcement and the communities they serve. PSO accompanied with our community partners have realized treatment can be a better option than incarceration for many individuals who suffer from mental illness and commit minor, non-violent crimes. In some criminal cases, it is readily apparent the suspect committed the crime during a state of mental health crisis. Other times, it's difficult for law enforcement to make that connection and send the suspect the behavioral healthcare route. According to a study by the US Department of Justice, recidivism measures require three characteristics: 1. a starting event, such as a release from prison 2. a measure of failure following the starting event, such as a subsequent arrest, conviction, or return to prison 3. an observation or follow-up period that generally extends from the date of the starting event to a predefined end date as in 6 months, 1 year, 3 years, 5 years, or 9 years. The latest Government study of recidivism reported 83% of state prisoners were arrested at some point in the 9 years following their release. A large majority of those were arrested within the first 3 years, and more than 50% were rearrested within the first year. However, the longer the period, the higher the reported recidivism rate, but the lower the actual threat to public safety. Alternatives to incarceration such as drug and mental health courts are proven to confront the underlying causes of crime (i.e., drug addiction and mental illness) and help prevent offenders from committing new crimes. Historically, law enforcement related to mental health and substance abuse has been inconsistent. Law enforcement's responsibility has traditionally been to prevent crime and maintain order. Mental health crisis was not always taken into consideration. People who experienced a non-fatal drug overdose were often arrested for possession of a controlled substance instead of being seen as someone with a problem requiring treatment. There was little to no mental health training provided by law enforcement academies and organizations. As a result, agencies have recognized the need to approach behavioral health differently and adopted some form of mental health training. Nationally, Crisis Intervention Team (CIT) training, structured after the police-based first responder program known as the "Memphis Model," is considered the gold standard for law enforcement-based crisis intervention training. CIT training is designed to educate officers about mental health issues, give LEOs the tools to do their job as effectively as possible, and help ensure the best outcome for all parties. CIT-trained officers usually have more favorable outcomes during mental health-related calls for service, fewer injuries to both law enforcement and citizens, less time spent on calls, and reduced use of force incidents. In understanding our current environment, PSO is committed to our community. Our efforts in assisting those who are in crisis, providing alternative options beyond incarceration, and creating sustainable programs increases our capability to develop a continuum of care to those in need. The Behavioral Health Intervention Team (BHIT) coordinates with community-based resources to help persons in the community who are high utilizers of emergency services because of a diagnosable mental illness, substance abuse, homelessness and/or special circumstances. The primary goal of BHIT is to: - Identify barriers in the community that prevent the individual from receiving services and stabilizing. - Coordinate with community-based mental health and/or substance abuse resources with individual needs to maintain compliance and improve communication with community providers for wrap-around services. - Coordinate or reunite with family members to assist with the individual's case plan. BHIT operates outside the typical response-and program-centric view of traditional law enforcement. BHIT with analytical support, gathers important information about the real-life circumstances of individuals and families and connects them with the appropriate services at a time of need. The goal is to improve or change the trajectory of their lives, while reducing the risk of reoffending or incarceration. **Reentry:** In 2019, 16,000 individuals were released from the Land O' Lakes Detention Center. As the facility operates as a pre-trial facility, a portion of this population is released to the Department of Corrections to serve out their prison sentence. The remaining inmates are released back into the community upon completion of their sentence. Lacking social support, employment, medical and mental health treatment, and/or battling an addiction, many of these individuals re-offend and return to the facility, often creating a cycle of recidivism. As a result, the Pasco Sheriff\'s Office partners with Baycare\'s "Alternatives to Incarceration Pasco" (ATIP) program. This program provides re-entry services to individuals with opioid addiction. Prior to an inmate\'s release, the ATIP case manager will arrange transportation to, and housing at, a local sober-living facility, initial Vivitrol injection to those who qualify, and schedule follow-up outpatient services with Baycare. Once released, a community case manager will monitor the individual\'s compliance with services and assist in linkage to additional community providers to further assist with the individual\'s reintegration into the community. This program has proven successful in assisting many individuals; however, services are limited strictly to those with an opioid addiction, demonstrating the need for more varied case management services. According to the National Institute of Justice, recidivism refers to an individual's relapse in criminal behavior, often after the individual received sanctions or undergoes intervention for a previous crime. Specifically, recidivism is measured by criminal acts resulting in a re-arrest, reconviction or return to incarceration during the three-year period following an individual's release from incarceration. There is no single cause for why an individual may recidivate, however most common causes include: - lack of socialization - lack of job training - inability to obtain employment - inability to reintegrate into society upon release from incarceration - antisocial behaviors, restlessness - impulsivity, lack of education - lack of support - substance abuse - mental health issues - neglect or abuse By linking individuals with local community providers, these individuals can be provided the skills and support they need to become a self-sufficient and contributing member to society. The continuum of care model when supported by data, research, and resources allows for the PSO to create an environment where alternative options are readily available during crisis or need. Intelligence and analysis assist in the identification of underlying causations of criminal behavior, allowing law enforcement to partner constructively with community partners and service providers who can guide individuals toward helpful services. In the process, we must rework common cultural norms and embrace the idea that significant harm can be reduced through meaningful community engagement, established partnerships with service providers, and the development of alternative programs for those in need. **[Section 5: Summary]** Intelligence-Led Policing places law enforcement back in a role of crime prevention, and, when necessary, apprehension. It places the prioritization of crime problems in the hands of law enforcement commanders who have an *informed* understanding of the crime environment, identified through community engagement and *interpretation* of empirical evidence. It provides commanders with the intelligence necessary to make decisions as they *impact* the allocation of resources, and crime reduction strategies.  Our operationalization of ILP since 2011 has a proven track record of success. For example, residential burglaries are down 74%, non-residential (such as business) burglaries are down 52%, and property crime is down 36%. Like any successful initiative, ILP will continue to be effective only if our approach remains flexible to the constantly changing criminal environment, the needs of the community and it is supported by leaders within our organization. In summary, ILP calls for law enforcement agencies to integrate the best features of previous models to prevent crime, engage with our community and focus limited resources in the areas where they can have the largest impact. Information guides decisions of law enforcement commanders and allows them to optimize the allocation of resources and concentrate enforcement efforts in a structured manner to reduce victimization in our community. It enables decision-makers to develop innovative approaches to impact crime that are community-centric. ILP further recognizes that crime prevention is critical to producing long-term crime and victimization reduction.[\ ] **[References]** Chainey, & Ratcliffe. (2005). *GIS and crime mapping*. Chichester: Wiley & Sons. Cohen, L. E., & Felson, M. (1979). Social Change and Crime Rate Trends: A Routine Activity Approach. *American Sociological Review,* *44*(4), 588. doi:10.2307/2094589 *Intelligence Reform and Terrorism Prevention Act of 2004: Conference report (to accompany S. 2845)*. (2004). Washington, D.C.: U.S. G.P.O. *The national criminal intelligence sharing plan: Solutions and approaches for a cohesive plan to improve our nation\'s ability to share criminal intelligence*. (2003). Washington, D.C.: Office of Justice Programs, U.S. Dept. of Justice. Novak, K. J., Fox, A. M., Carr, C. M., McHale, J., & White, M. D. (2015). *Kansas City, Missouri Smart Policing Initiative: From foot patrol to focused deterrence*. Arlington, VA: CNA. Ratcliffe, J. (2009). *Strategic thinking in criminal intelligence*. Annandale, N.S.W.: Federation. Ratcliffe, J. (2016). *Intelligence-led policing*. New York: Routledge. Sherman, L. W., Gartin, P. R., & Buerger, M. E. (1989). Hot Spots Of Predatory Crime: Routine Activities And The Criminology Of Place\*. *Criminology,* *27*(1), 27-56. doi:10.1111/j.1745-9125.1989.tb00862.x Weisel, D. L. (2005). *Analyzing repeat victimization*. Washington, D.C.: U.S. Department of Justice, Office of Community Oriented Policing Services.