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This intelligence guide was prepared in response to requests from law enforcement executives for guidance in intelligence functions in a post-September 11 world. It will help law enforcement agencies develop or enhance their intelligence capacity and enable them to fight terrorism and other crimes while preserving community policing relationships. The world of law enforcement intelligence has changed dramatically since September 11, 2001. State, local, and tribal law enforcement agencies have been tasked with a variety of new responsibilities; intelligence is just one. In addition, the intelligence discipline has evolved significantly in recent years. As these various trends have merged, increasing numbers of American law enforcement agencies have begun to explore, and sometimes embrace, the intelligence function. This guide is intended to help them in this process. The guide is directed primarily toward state, local, and tribal law enforcement agencies of all sizes that need to develop or reinvigorate their intelligence function. Rather than being a manual to teach a person how to be an intelligence analyst, it is directed toward that manager, supervisor, or officer who is assigned to create an intelligence function. It is intended to provide ideas, definitions, concepts, policies, and resources. It is a primera place to start on a new managerial journey. Every law enforcement agency in the United States, regardless of agency size, must have the capacity to understand the implications of information collection, analysis, and intelligence sharing. Each agency must have an organized mechanism to receive and manage intelligence as well as a mechanism to report and share critical information with other law enforcement agencies. In addition, it is essential that law enforcement agencies develop lines of communication and information-sharing protocols with the private sector, particularly those related to the critical infrastructure, as well as with those private entities that are potential targets of terrorists and criminal enterprises. Not every agency has the staff or resources to create a formal intelligence unit, nor is it necessary in smaller agencies. This document will provide common language and processes to develop and employ an intelligence capacity in SLTLE agencies across the United States as well as articulate a uniform understanding of concepts, issues, and terminology for law enforcement intelligence (LEI). While terrorism issues are currently most pervasive in the current discussion of LEI, the principles of intelligence discussed in this document apply beyond terrorism and include organized crime and entrepreneurial crime of all forms. Drug trafficking and the associated crime of money laundering, for example, continue to be a significant challenge for law enforcement. Transnational computer crime, particularly Internet fraud, identity theft cartels, and global black marketeering of stolen and counterfeit goods, are entrepreneurial crime problems that are increasingly being relegated to SLTLE agencies to investigate simply because of the volume of criminal incidents. Similarly, local law enforcement is being increasingly drawn into human trafficking and illegal immigration enterprises and the often associated crimes related to counterfeiting of official documents, such as passports, visas, driver's licenses, Social Security cards, and credit cards. All require an intelligence capacity for SLTLE, as does the continuation of historical organized crime activities such as auto theft, cargo theft, and virtually any other scheme that can produce profit for an organized criminal entity. To be effective, the law enforcement community must interpret intelligence-related language in a consistent manner. In addition, common standards, policies, and practices will help expedite intelligence sharing while at the same time protecting the privacy of citizens and preserving hard-won community policing relationships.~
What is intelligence-led policing? Who came up with the idea? Where did it come from? How does it relate to other policing paradigms? What distinguishes an intelligence-led approach to crime reduction? How is it designed to have an impact on crime? Does it prevent crime? What is crime disruption? Is intelligence-led policing just for the police? These are questions asked by many police professionals, including senior officers, analysts and operational staff. Similar questions are also posed by students of policing who have witnessed the rapid emergence of intelligence-led policing from its British origins to a worldwide movement. These questions are also relevant to crime prevention practitioners and policymakers seeking long-term crime benefits. The answers to these questions are the subject of this book. This book brings the concepts, processes and practice of intelligence-led policing into focus, so that students, practitioners and scholars of policing, criminal intelligence and crime analysis can better understand the evolving theoretical and empirical dynamics of this rapidly growing paradigm. The first book of its kind, enhanced by viewpoint contributions from intelligence experts and case studies of police operations, provides a much-needed and timely in-depth synopsis of this emerging movement in a practical and accessible style.
Award-winning investigative reporters journey inside the Criminal Division of the Department of Justice to see how the powerful law enforcement agency fights America's war on crime. This perceptive examination reveals how the Justice Department operates--from its role in history to critical evaluations of its wars against the Cali cocaine cartel, violent gangs in Shreveport and Chicago, high-level government espionage, and international terrorism.
Field Manual (FM) 3-19.50 is a new manual for the Military Police Corps in conducting police intelligence operations (PIO). It describes the doctrine relating to: * The fundamentals of PIO; * The legal documents and considerations affiliated with PIO; * The PIO process; * The relationship of PIO to the Army's intelligence process; * The introduction of police and prison structures, organized crime, legal systems, investigations, crime conducive conditions, and enforcement mechanisms and gaps (POLICE)-a tool to assess the criminal dimension and its influence on effects-based operations (EBO); * PIO in urban operations (UO) and on installations; and * The establishment of PIO networks and associated forums and fusion cells to affect gathering police information and criminal intelligence (CRIMINT).

Organized Crime

United States. National Advisory Committee on Criminal Justice Standards and Goals. Task Force on Organized Crime

Published: 1976

Total Pages: 340


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Standards designed for adoption at the state and local levels for the purpose of preventing and reducing organized crime in America are presented in this comprehensive report. The standards recommended in this report were formulated to assist all sectors of the community, as well as the agencies of state and local governments. As a unit, these standards constitute a comprehensive plan for the prevention and control of organized criminal activity in this country. Following the introductory remarks, a brief history of organized criminal activity in the united states, a description of the general characteristics of organized crime, and the results of a study of the various ways state and local governments have dealt with the problem are presented. Part 3 of this report presents standards to guide state and local governments, officials of the criminal justice system, and private citizens in the design and implementation of programs to combat organized criminal operations. These standards are based on successful models operating in the states or on concepts that the task force and the national advisory committee considered necessary for effective prevention and control of organized crime. Proposals for state and local administrative and regulatory agencies to participate in organized crime control programs to the fullest extent of their statutory authority are contained in chapter 4. The standards in chapters 5 through 8 recommend specific policies, law enforcement mechanisms, prosecutorial tools, and legal procedures for adoption by the criminal justice system. The standards in chapter 9 recommend that appropriate training programs in organized crime control be instituted for all levels of the criminal justice system. General educational programs for the private sector are also recommended.