The role of people in information-sharing: perceptions from an analytic unit of a regional fusion center

Abstract

Information sharing research has largely focused on capturing operational practices related to the exchange of information. A noticeable shortcoming of this developing literature is the lack of scholarly attention focused specifically on analytic personnel. The present study employs semi-structured interviews with 23 personnel that comprise the analytic unit within a regional fusion center located in a large metropolitan area in the United States. Findings indicate that there is significant ambiguity surrounding the organizational and geographic audiences to which intelligence products should be tailored. Moreover, it appears information sharing is sparse and reliant upon personal relationships between analysts and external organizations. Lastly, analysts do not receive feedback pertaining to the content and effectiveness of intelligence products created. These findings may be generalized to other analytical organizations whose primary goal is to gather, analyze and disseminate intelligence. Action steps for policymakers are provided.

Addressing Challenges to Homeland Security Information Sharing in American Policing: Using Kotter’s Leading Change Model

“…There are a number of barriers to homeland security information sharing within policing. Sharing information across these organizations requires collaborative leadership and coordination in an environment known for its decentralized nature (Crowther, 2014; Lewandowski et al, 2017a; Ratcliffe & Guidetti, 2008; U.S. Department of Justice, 2003, 2005).…”

“…The information sharing challenge requires innovative leadership at all levels with a shared vision for the future (Darroch & Mazerolle, 2013; Lewandowski et al, 2017; Offices of the Inspectors General, 2017; Ratcliffe, 2008). Unlike the United Kingdom or Canada, there is not a national intelligence strategy for the whole of law enforcement (J.…”

“…At the line level, police officers, the actual information collectors, need to be convinced of the efficacy of information sharing, which includes the acceptance of homeland security as an agency priority (Ratcliffe & Guidetti, 2008). The lack of buy-in has limited the ability of fusion centers, for example, from receiving information from external agencies as well as internal units in agencies that sponsor these information sharing entities (Lewandowski et al, 2017a). There needs to be clear direction and incentives for police departments to expand their mission.…”

“…Beyond the strategic issues discussed above, police organizational culture presents other information sharing challenges (Chermak et al, 2013; Desai, 2005; Joyal, 2012; Lewandowski et al, 2017a; Ratcliffe, 2007; Sanders & Henderson, 2013; Sheptycki, 2004; Walker & Katz, 2001; Walsh, 2015). Traditional, functionally structured police departments often create information silos where information in one division or unit is not shared with another division or unit (Ratcliffe, 2007; Ratcliffe & Guidetti, 2008).…”

“…With the continuing threats of locally derived terrorist attacks in Boston, San Bernardino, Orlando, and Ohio State, as well as international incidents in London, Paris, Brussels, and Barcelona, police leadership at all levels need to reemphasize that there is a continued sense of urgency (Lewandowski et al, 2017a; Ratcliffe & Guidetti, 2008). There remain a wide variety of potential soft targets such as shopping malls, information systems, government buildings, and sports and entertainment venues within each jurisdiction.…”