DATA DRIVEN POLICING: How to Use Analytics to Improve Operational Effectiveness and Community Engagement
Using technology and data to improve operations is now common practice throughout business and government. For law enforcement agencies, analytics can provide several benefits to the community, the department and its officers. Learn how Fayetteville Police Department is using MARVLIS Forecast LE to:
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- Empower officers throughout the agency to make informed decisions
- Adjust in real-time to trends and events occurring in the community
- Make staffing and deployment decisions based on evidence, not assumptions
- Improve community relations through transparency and accountability
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Hundreds of Crime-prevention Experts Converge on Louisville - Forecast LE
via Wave 3 News - Louisville, KY
At least 400 brilliant minds in crime analysis are in Louisville for the 26th annual International Crime Analysts Conference, where experts will share tactics, strategies and new technology to help solve crime. Now that the conference is in Louisville, LMPD officials are taking full advantage of the opportunity to find new ways to help solve violent crime locally. "It's a way to network with other analysts across the country to find out how other units are doing things, what kind of technologies they're using that we could probably bring back here, and that might be able to help us do different things," LMPD Sgt. Holly Rogers said. Rogers manages the team of 19 analysts who work within the Louisville Metro Police Department. A year of violent crime means Rogers is constantly looking for new strategies in prevention, like predictive policing or forecasting for policing.
"Predictive policing or predictive analytics ... (allow you to) get your officers in position, even if they're just sitting in front of a business, maybe that might prevent a crime," Rogers said. IACA President Noah Fritz said crime is changing, so the opportunity for analysts to connect is crucial. "Crime is not local anymore, whether you're talking homeland security or terrorism," Fritz said. "Offenders are not local. They literally cross lines, they get on airplanes. With terrorism, they can be coming and going. "The IACA conference offers sessions from experts on traffic analysis, mapping, case studies, predictive policing, social network analysis and evaluating crime analysis. It features technology from facial recognition, crime mapping, license-plate detection and other brand new tactics for analyzing crime trends. "Anytime we have a conference, I'm always looking for feedback for opportunities for additional training, particularly when it comes to crime analysis" LMPD Chief Steve Conrad said. "So much of what they do helps drive our decision-making, helps drive and inform the direction we take, because I hope this is an opportunity for us to learn from the experience and hopefully make some positive changes "
To see the news video - Click Here
"Predictive policing or predictive analytics ... (allow you to) get your officers in position, even if they're just sitting in front of a business, maybe that might prevent a crime," Rogers said. IACA President Noah Fritz said crime is changing, so the opportunity for analysts to connect is crucial. "Crime is not local anymore, whether you're talking homeland security or terrorism," Fritz said. "Offenders are not local. They literally cross lines, they get on airplanes. With terrorism, they can be coming and going. "The IACA conference offers sessions from experts on traffic analysis, mapping, case studies, predictive policing, social network analysis and evaluating crime analysis. It features technology from facial recognition, crime mapping, license-plate detection and other brand new tactics for analyzing crime trends. "Anytime we have a conference, I'm always looking for feedback for opportunities for additional training, particularly when it comes to crime analysis" LMPD Chief Steve Conrad said. "So much of what they do helps drive our decision-making, helps drive and inform the direction we take, because I hope this is an opportunity for us to learn from the experience and hopefully make some positive changes "
To see the news video - Click Here
NBC 5 Profiles MedStar's MARVLIS Road Network Management System
via MedStar911.org
MedStar’s use of the MARVLIS enhanced routing system and road network management was the focus of an NBC 5 Special Report on June 30th.
Special thanks to Bob Strickland, George Church, Leslie Elam and the Comm Center staff for their assistance with this story!
Click here to view the news story.
Special thanks to Bob Strickland, George Church, Leslie Elam and the Comm Center staff for their assistance with this story!
Click here to view the news story.
Still Solving Problems in Lexington
via HighPerformanceEMS.com
An awful lot can happen in five years. I know that my own understanding of EMS deployment has deepened a great deal in that time. It was that long ago that I wrote a post about The Cost of Saving Money using Lexington County, SC, as an example. The county EMS Director, Brian Hood, and the now-retired county GIS Manager, Jack Maguire, made a huge statement about how EMS and GIS can work together and achieve incredible results. At that time, Lexington County EMS credited technology with giving them an advantage that helped them plan and respond better. Even though they were experiencing an average annual growth rate in calls-for-service of about 7-1/2 percent, they had gone over 4 years without adding a single new truck to their fleet. The close relationship EMS had developed with their GIS group also benefited everyone by improving the quality of their street data for all county users. I have repeated this story over the years but when I revisited them recently for a follow-up, I was amazed to learn how much we had both matured.
Chief Hood began by stating that ten years ago their average response time was 11 minutes. Since then, growth in demand for services has continued to range anywhere between 3.5 and 11 percent annually. Still, they have not added a new ambulance to their fleet, but through continual improvement they have that same average response time of 11 minutes today. Their goal is 12 minutes at the 90th percentile. However, pending legislation in the state of South Carolina known as R.61-7 may require times at the 95th percentile for Advanced Life Support (ALS) response. Guaranteeing service at that level can be a daunting challenge for any manager. The response of Chief Hood was to develop a process to address the demands as well as the realities of his agency. At the core of that process is MARVLIS Deployment Planner (a tool for automating system status management) and MARVLIS Deployment Monitor (a live view of current resources and demand with real-time recommendations.) These tools give the Chief and his staff the information they need to know for scheduling and dynamically deploying resources. “If you took these tools away from me, I could not do my job,” said Hood. “History absolutely repeats itself and this system is frighteningly accurate.”
In addition to facing increasing demands and tighter response times, Lexington is facing a lack of paramedic resources the same as many other areas of the country. It is recognized that sending ALS level resources to every call can be expensive and even wasteful of these limited resources when record reviews show that 70 percent of responses only require a Basic Life Support (BLS) level of care. The new solution they have just begun testing is a tiered approach where calls are being triaged based on nearly 200 determinate descriptors to categorize the initial response level. To prevent dispatching high acuity resources to low priority calls, it is not always the closest unit that is assigned to a call by dispatchers. The lowest categories of Alpha and Bravo level are only sent BLS providers in a vehicle that could otherwise provide ALS care. Rather than requiring an ambulance intercept in the event an upgrade of care is required, command staff will arrive in a quick response vehicle to supplement the care available and effectively transform that ambulance into a full ALS unit.
They are also looking at improving provider safety by questioning the use of lights and sirens on most calls. Just as calls can be categorized for the level of responders, they can be categorized for “cold” and “hot” responses that can limit the dependance on lights and sirens. This is still very much a work in process, but key to making it successful will be in the support of county commissioners. The goal of arriving on scene to the highest priority calls on-time 95 percent of the time will mean that other calls designated in the lowest priority responses will take longer. It’s just common sense that decisions must be made when a system has a defined budget with limited resources to get an important job done. The vision to see the larger picture and to achieve the greatest good for all who are involved is the hallmark of real leadership. Problems never really go away, the list just keeps changing and they keep solving them.
Chief Hood began by stating that ten years ago their average response time was 11 minutes. Since then, growth in demand for services has continued to range anywhere between 3.5 and 11 percent annually. Still, they have not added a new ambulance to their fleet, but through continual improvement they have that same average response time of 11 minutes today. Their goal is 12 minutes at the 90th percentile. However, pending legislation in the state of South Carolina known as R.61-7 may require times at the 95th percentile for Advanced Life Support (ALS) response. Guaranteeing service at that level can be a daunting challenge for any manager. The response of Chief Hood was to develop a process to address the demands as well as the realities of his agency. At the core of that process is MARVLIS Deployment Planner (a tool for automating system status management) and MARVLIS Deployment Monitor (a live view of current resources and demand with real-time recommendations.) These tools give the Chief and his staff the information they need to know for scheduling and dynamically deploying resources. “If you took these tools away from me, I could not do my job,” said Hood. “History absolutely repeats itself and this system is frighteningly accurate.”
In addition to facing increasing demands and tighter response times, Lexington is facing a lack of paramedic resources the same as many other areas of the country. It is recognized that sending ALS level resources to every call can be expensive and even wasteful of these limited resources when record reviews show that 70 percent of responses only require a Basic Life Support (BLS) level of care. The new solution they have just begun testing is a tiered approach where calls are being triaged based on nearly 200 determinate descriptors to categorize the initial response level. To prevent dispatching high acuity resources to low priority calls, it is not always the closest unit that is assigned to a call by dispatchers. The lowest categories of Alpha and Bravo level are only sent BLS providers in a vehicle that could otherwise provide ALS care. Rather than requiring an ambulance intercept in the event an upgrade of care is required, command staff will arrive in a quick response vehicle to supplement the care available and effectively transform that ambulance into a full ALS unit.
They are also looking at improving provider safety by questioning the use of lights and sirens on most calls. Just as calls can be categorized for the level of responders, they can be categorized for “cold” and “hot” responses that can limit the dependance on lights and sirens. This is still very much a work in process, but key to making it successful will be in the support of county commissioners. The goal of arriving on scene to the highest priority calls on-time 95 percent of the time will mean that other calls designated in the lowest priority responses will take longer. It’s just common sense that decisions must be made when a system has a defined budget with limited resources to get an important job done. The vision to see the larger picture and to achieve the greatest good for all who are involved is the hallmark of real leadership. Problems never really go away, the list just keeps changing and they keep solving them.
