Using Intelligence to Solve Crime

Joanne Taylor, Director, Public Security, SAS talks about multi-agency working using the ‘fusion centre’ model of information sharing

In the period following the 9/11 attacks on New York and Washington, fusion centres were primarily US-based terrorism prevention and response facilities, enabling collaboration between multiple agencies working to deter terrorist acts. In recent years, the concept of fusion centres has spread outside the US and their role has grown, beyond their initial remit, to also encompass an ‘all risks, all hazards’ approach.

Today, there is a growing perception that the principles that underpinned the development of fusion centres in the US should be applied across the UK police sector to help prevent and solve crimes. Initial steps have already been taken in this direction and we are seeing increased data sharing between some UK forces. Much work still needs to be done, however, in integrating these concepts into the working practices of the UK police.  

Forces today face a range of challenges from increasingly complex legislation to severe budget cuts and need to utilise their resources more efficiently. At the same time, they have to tackle the problems of opportunist crime; serious and organised crime and the ever-present threat from domestic and international terrorism while at the same time countering the public perception that UK crime levels are on the increase.

In addressing these issues, they face one key challenge above all – the need to convert data and information into actionable intelligence and to ensure that data is available to those who require it without compromising the security of that intelligence. This, in turn, means that an IT infrastructure needs to be in place that enables data to be collated, converted into intelligence, analysed and then shared out among the key stakeholders in a timely manner.

In the world of criminal investigations, information sharing is increasingly becoming mission-critical. Forces across the UK have come to realise that they need access to more than just their own data.

The consequences of not effectively sharing data between forces are that the intelligence on a particular investigation will often be patchy, with key data points about a suspect or case likely to be missing, resulting in inefficient investigations and potentially dangerous consequences.

Even when relevant data is available, it will be of little benefit to UK forces unless it is utilised effectively. If disparate data - different structures, formats and update rates - are not brought together in a way which makes sense to operatives, investigations will be delayed and decision-making is likely to be slow and inaccurate. It will be difficult for forces to effectively predict and prevent crime.

Technology can, of course, play a key role in addressing these issues. Investigators assigned specific cases need to be working from a single integrated IT platform, which provides excellent visibility into all the critical information. This model can eliminate double-entry and provides a streamlined process workflow, helping save time and drive faster responses to perceived threats.

It is not just about sharing and consolidating the information effectively, however. Forces also need to be able to exploit data effectively using analytic techniques. They need to be able to use technology to reveal patterns, anomalies, key variables and relationships in the data, leading ultimately to new insights and better answers faster.

In short, they urgently require systems that present their analyst teams with the relevant information ‘all in one place’ and then allow them to use analytics to effectively pinpoint and evaluate the information that is critical to the case. This is where providers, like the public security business unit of SAS, can help in delivering intelligence management and exploitation solutions that allow investigators to identify and share intelligence more effectively, analyse data, uncover hidden patterns and networks and ultimately predict and prevent unwanted behaviour.

This article originally appeared in Policing Today - August 2011