Forward to the past: reinventing intelligence-led policing in Britain

James, Adrian

doi:10.1080/15614263.2012.754126

Cited by 9 publications

(9 citation statements)

References 20 publications

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“…Despite the officer's efforts, the force was obliged to return patrols to town centres and the like, even though there was no intelligence to support those redeployments. Readers may feel it noteworthy that despite the rhetoric around the success of the KPM, it was never subjected to independent scrutiny (James, 2013;Amey et al, 1996). It has now faded into history to be replaced, in the words of Kent's Police and Crime Commissioner, by a more traditional 'locally-focused service' (Barnes, 2016 p.2).…”

Section: Hidden Costsmentioning

confidence: 99%

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The Path to Enlightenment: Limiting Costs and Maximizing Returns from Intelligence-Led Policy and Practice in Public Policing

James

2017

Policing

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Intelligence-led policing's (ILP) promise to reform policing has attracted many to its cause. Based on empirical research, this paper challenges the validity of some of its claims and explains the ways that ILP may most fruitfully be employed. The research found that the success or failure of ILP depends on people and not on the ILP technologies, organizational structures, or processes that routinely receive attention. ILP may make perfect business sense in principle but human factors will always mitigate its prospects. Justifiably, ILP is the preferred strategy for combating organized crime or 'professional' criminals; the cost of investigations and intrusions into privacy can more readily be warranted. In the policing mainstream, an acceptable return on investment in those same methods is unlikely because the professional skills and specialist resources required to service them are in such short supply. Moreover, in liberal democracies their use is much more difficult to justify in social worlds that, properly, lie largely beyond the institutions' control.

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Section: Hidden Costsmentioning

confidence: 99%

“…These kinds of contradictions were evident in the NIM narrative (see James, 2013 and. The consequences were a bifurcated approach to policing problems with intelligence units creating performance-related data rather than influencing the deployments of the operational teams whose activities remained largely reactive in nature.…”

Section: The Limits Of Ilpmentioning

confidence: 99%

The Path to Enlightenment: Limiting Costs and Maximizing Returns from Intelligence-Led Policy and Practice in Public Policing

James

2017

Policing

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“…Darroch and Mazerolle suggested that leadership is particularly critical to the adoption of ILP, noting that "where leadership lacked a critical mass or was deficient in the command structure, ILP [intelligence-led policing] innovation struggled" (p. 24). This is supported by a detailed examination of the implementation of the NIM in the United Kingdom, which found that opposition from senior commanders had contributed significantly to the NIM's overall failure to have a "meaningful impact on operational practice" (James, 2013(James, , 2014. In a Canadian context, Sanders et al (2015, p. 711) conducted 86 in-depth interviews and participant observation at six different police services, suggesting that these agencies had rhetorically adopted ILP but have translated "it to mean accountability in a time of austerity."…”

Section: Introductionmentioning

confidence: 99%

Intelligence-Led Policing in Practice: Reflections From Intelligence Analysts

Burcher

Whelan

2018

Police Quarterly

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Intelligence-led policing (ILP) is a managerial law enforcement model that seeks to place crime intelligence at the forefront of decision-making. This model has been widely adopted, at least notionally, in the United States, United Kingdom, Canada, and Australia. Drawing on interviews with intelligence analysts from two Australian state law enforcement agencies, this article contributes to the relatively small body of literature that has examined ILP in practice. The article identifies three relational themes that inhibit the successful implementation of ILP: analysts and data, analysts and tools, and analysts and decision makers. Furthermore, it calls attention to the need to better understand the structure and operations within law enforcement agencies, including the similarities and differences among organizational units, in order to better understand how these nuances shape the practice of ILP.

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“…Police scholars have documented the organizational resistance that is often encountered with the introduction of new practices and the inability of police services to learn lessons from past initiatives (Carter & Phillips, 2013;James, 2014). In addition, information overload, friction between organizations that are gathering intelligence, information silos and a reluctance of organizations to share information may all undermine the potential effectiveness of ILP (Mastrofski, 2007;Sheptycki, 2004).…”

Section: A Receptive Organizational Environmentmentioning

confidence: 99%