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| List of acronyms | |
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| Preface and acknowledgments | |
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| Introduction | |
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| Reimagining policing | |
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| What is intelligence-led policing? | |
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| What makes intelligence-led policing unique? | |
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| A holistic approach to crime control | |
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| Case study: Operation Nine Connect | |
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| The structure of this book | |
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| Origins of intelligence-led policing | |
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| Drivers for change | |
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| Complexity in policing and the performance culture | |
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| Managing risk | |
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| The demand gap | |
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| Limitations of the standard model of policing | |
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| Organised and transnational crime | |
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| Changes in technology | |
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| The Us policing landscape | |
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| Fragmented and uncoordinated | |
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| Viewpoint: Fragmented policing and the role of fusion centers | |
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| Demonising intelligence | |
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| The community policing era | |
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| Slow emergence of problem-oriented policing | |
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| Rapid emergence of Compstat | |
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| 9/11 and homeland security | |
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| The British policing landscape | |
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| New Public managerialism and oversight | |
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| Sporadic emergence of problem-oriented policing in the UK | |
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| Helping with enquiries and policing with intelligence | |
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| The National Intelligence Model | |
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| Summary | |
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| Notes | |
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| The magnitude of the crime challenge | |
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| The crime funnel | |
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| How much crime gets reported? | |
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| Case study: Calls for service in America's most dangerous city | |
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| Crime-prone places | |
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| Completing the crime funnel | |
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| The offender problem | |
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| Individual offending and recidivism | |
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| Predicting prolific offenders | |
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| Can the police identify prolific offenders? | |
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| Organised crime | |
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| Viewpoint: Threat measurement techniques for organised crime | |
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| Summary | |
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| Defining intelligence-led policing | |
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| Related policing frameworks | |
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| Community policing | |
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| Problems-oriented policing | |
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| Compstat | |
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| Conceptual confusion | |
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| Viewpoint: Policing conceptual frameworks from the analyst's perspective | |
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| Intelligence-led policing defined | |
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| Original tenets | |
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| Revising the original model | |
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| Intelligence-led policing components | |
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| Summary | |
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| Analytical frameworks | |
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| Awash with terminology | |
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| What is criminal intelligence? | |
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| What is crime analysis? | |
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| Data, information and knowledge? | |
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| DIKI continuum | |
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| From knowledge to intelligence | |
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| Levels of crime intelligence | |
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| Nim levels | |
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| Viewpoint: A practitioner's perspective on the National Intelligence Model | |
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| Conceptualising analysis | |
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| NIM business model | |
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| The 3-i model | |
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| Can models reflect reality? | |
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| Summary | |
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| Interpreting the criminal environment | |
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| Target selection | |
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| Recording crime details | |
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| Threat assessments | |
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| Objective targeting and offender self-selection | |
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| Playing well with others | |
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| Viewpoint: Information sharing at the national level | |
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| Information collation | |
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| Improving information sharing | |
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| A role for liaison officers? | |
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| Confidential informants | |
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| Analytical techniques | |
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| Strategic thinking | |
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| Summary | |
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| Note | |
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| Influencing decision-makers | |
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| Who are decision-makers? | |
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| Front-line officers | |
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| Police leadership | |
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| Non-law enforcement | |
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| The general public | |
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| Security networks | |
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| Viewpoint: The responsibilities of intelligence-led police leadership | |
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| Understanding the client's environment | |
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| Working with the audience | |
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| Maximising influence | |
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| Embracing networks | |
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| Recommending action | |
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| Summary | |
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| Having an impact on crime | |
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| Revisiting the crime funnel | |
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| Estimating prevention benefits | |
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| Reduction, disruption and prevention | |
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| The changing leadership role | |
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| Viewpoint: The leadership role in intelligence-led policing | |
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| Steering the rowers in the right direction | |
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| The police impact on crime | |
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| Does police targeting prevent crime? | |
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| Does increasing arrests reduce crime? | |
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| Intelligence-led crime reduction | |
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| Summary | |
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| Evaluating intelligence-led policing | |
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| Evaluation concepts and practice | |
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| What are we evaluating? | |
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| Types of evaluations | |
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| Operation Vendas and Operation Safe Streets | |
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| Evaluation skills | |
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| Pure evaluations and realistic evaluations | |
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| Case study: Operation Anchorage | |
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| Viewpoint: Refining strategy after Operation Anchorage | |
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| Measuring success in different ways | |
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| The cost-benefit of surveillance and confidential informants | |
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| Measuring disruption | |
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| Measuring success in changing business practice | |
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| Measuring success in performance indicators | |
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| Summary | |
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| Notes | |
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| Challenges for the future | |
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| The challenges of covert activity | |
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| The risks of greater informant use in covert activities | |
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| Principle of proportionality | |
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| Storing private information | |
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| Human rights and surveillance | |
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| Viewpoint: Intelligence-led policing and public trust | |
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| The widening security agenda | |
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| Greater strategic application | |
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| Merging criminal intelligence and national security | |
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| An agenda for the future | |
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| Conceptual training for analysts and executives | |
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| Disseminating success | |
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| Looking beyond the tactical imperatives | |
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| Engage the next cohort of police leaders | |
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| Ten yardsticks for intelligence-led policing | |
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| Summary | |
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| Note | |
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| References | |
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| Index | |