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Welcome to Analyst Talk with Jason Elder.
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It's like coffee with an analyst or
whiskey with an analyst while organizing
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a spreadsheet, linking crime events,
uncovering patterns, identifying a
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series, and getting the latest updates on
associations, training, and technology.
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So have a good walk, drive safely, or
enjoy your run while joining us as we
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define the law enforcement analysis
profession one episode at a time.
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How are you doing, Analysts?
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Jason Elder here with another
LEA Podcast Deep Dive.
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Today we have Research Remix, and
with me, as always, is Jamie Roush.
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Jamie, how we doing?
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Doing great, Jason.
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Thanks for having me back.
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So excited-
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Yes
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…
to be here.
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I am always willing to talk
research with you, and actually
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any topic, to be honest with you.
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But how's your summer going?
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It is wonderful.
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Trying to stay a little bit busy,
and trying to also have a little
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bit of a vacation and enjoy this
wonderful summer, so it's been great.
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Yeah, this wonderful, hot summer, right?
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Man.
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Yeah, it is definitely that.
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Buddy?
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All over the place.
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Yep, in six months we'll be
complaining that it's too cold.
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Yep, absolutely.
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Yeah.
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All right, what are we talking today?
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Today we're gonna talk a little bit about
what motivates police to be proactive
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and evidence-based, and this is gonna be
based on a study that was done in 2025 by
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Peterson and Lom and Koper, and it really
is this idea behind what really motivates
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people to want to do proactive work.
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And as we know there's decades of research
in showing that evidence-based and
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proactive policing, whether it's hotspots
or problem-solving or focus deterrence not
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only improves legitimacy and public trust,
but also really reduces crime, right?
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So- … but the problem is that
departments continue to struggle
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to create this, systematic way
of employing- techniques and
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remaining focused on traditional
for enforcement efforts, right?
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T- the traffic stops, the pedestrian
stops, that traditional approach.
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And so this particular study took
an approach of surveying patrol
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officers from a large suburban
police department in the Northeast.
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Again, one region of the country,
so it might be interesting to see
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what happens in other regions.
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But they wanted to learn more about what
motivates officers, and particularly
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around this idea of, proactivity.
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So the general kind of design of this was
some pretty key questions, like how often
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are they engaged in proactive policing,
what their comfort level was with it,
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and what they knew about proactive
policing and evidence-based policing.
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Obviously whether they, believe that
their organization, not only the
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agency as a whole, but also their
direct supervisors, expected proactive
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work or even, bought into proactive
work or believed in that as well.
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And then also the last component,
which is whether they felt like they
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were prepared to do this type of work.
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Did they have all of the resources
and tools that were necessary to
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be proactive and to go out and
to do this type of, approach?
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So they had some key
takeaways and findings.
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The first finding of this particular
one was that the number one thing that
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kind of sat behind officers and whether
they wanted to drive and do proactive
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policing was organizational factors.
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That was the strongest driver.
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And really, it was around those questions
of if the agency kind of expected
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proactive policing, supervisors set
clear expectations about what they were
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supposed to do, and then ultimately,
were they prepared to handle A bunch
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of different types of proactivity,
not just hotspots or not just focused
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deterrents, but all of the different ones.
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As part of that result, they
found that reward really mattered.
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And this is something that I see
in a lot of agencies, not only
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on the sworn side of things, but
also on professional staff, right?
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Being recognized and rewarded is something
that drives you to do this type of work.
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Even if it's not something
you're comfortable with, that-
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there's some sort of reward or
benefit on the other side of it.
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The second result was that traditional
proactive activities of traffic stops,
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arrests were the most common kind of
engagement activities for officers.
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People were used to
doing things like that.
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They were less likely to do community
engagement, hotspots, patrol approaches.
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Public trust, community engagement, crime
prevention were less often used, right?
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So- … when they thought about
proactivity, they thought primarily
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of traditional proactive approaches,
not the evidence-based ones, right?
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But in this finding, they found that
if agencies prepared their officers
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with these different options, gave
them examples of where to employ
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these different options, and provided
them a lot of kind of support in
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these different ways, community
engagement, crime prevention- that
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they were likely to do it as well.
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So that result says, hey, most
agencies really are doing these
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traditional approaches, but if the
agency prepares them well around
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evidence-based approaches, they're
likely to start doing them as well.
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The finding three of this one was probably
the one that I think most people would
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think about, in that there are individual
factors at the individual officer
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level that drive whether or not they
want to do proactive work and whether
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they employ evidence-based approaches.
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And it was basically the officers who
felt most comfortable with proactive work.
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So they had previous experience
doing deployments in hotspots, or
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they had previous experience doing
community engagement meetings,
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or they had some sort of previous
experience doing crime prevention
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that they were comfortable enough to
say, "Yeah, I can totally do this."
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And the other part of those individual
factors were some… were people who
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said that they were doing this work
to be motivated by promotion, right?
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They knew that if the agency wanted
this to happen- That they were likely
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to get promoted or to get looked at by
doing what the agency wanted them to do.
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So that was like that individual
driver that went i- through it as well.
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The fourth kind of result of this
was ab- around supervisor leadership,
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and that was like direct supervision.
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When supervisors were expecting
proactive work and following up on
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proactive work and making sure that
officers were accountable to doing that
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proactive work, it got done, right?
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We often say in this business what
gets measured is what gets done.
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This is a great example of that.
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As part of this interv- this particular
result though, they also found that
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female officers had a higher level
of non-traditional proactivity.
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So they were more likely to engage
in community engagement, crime
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prevention, other evidence-based
approaches than male officers.
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It wasn't a statistically significant
outcome- … but it was a unique kind of
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caveat to, to that pro- approach as well.
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And then finally, although this was
not statistically significant, they
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also found that there are some external
factors to whether officers want to do
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proactivity and evidence-based, and it's
primarily driven from the community.
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So if the community expects
it, they will often do it.
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Again, it wasn't
statistically significant.
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So overall, really what the main
kind of part of this is that the
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organizational structures and the
organization preparing officers,
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saying that they want it, setting clear
expectations, measuring it, and providing
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accountability is often what drove
whether officers actually did the work.
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… And so it was the idea of kind of aligning
the systems of the organization, aligning
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supervisors around this ex- this desire to
do it, and then obviously training people
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and providing a reward to them, right?
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Which I think we hear about a lot of
other kind of initiatives there as well.
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My reaction is it sounds pretty obvious
to me that those having a certain culture
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at the police department are going to be
more likely to have proactive policing.
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That culture can be within the
police department and within the
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community- feeding that culture.
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And, police like routine.
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So if it's going to be part of their
routine, you talked about the follow-up
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with leadership, the expectation.
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I think it, it eventually gets there,
but if you have a situation where you
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have lots of turnover or- rotation
or you have something where if the
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officers are like, "I'm just gonna
wait this out because we're not gonna
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be sticking with it very long," and
y- might be a bad attitude, but people
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will do that if they don't… If they
think that it's like, "Hey, this isn't
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something that we feel is long-lasting,"
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They're not going to be as
engaged and not going to follow
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it as much, I would imagine.
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Yeah, and I think you're absolutely right.
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I think one of the things that this
really talks about is the fact that if
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you're an organization that wants to
do this, you have to foster a culture-
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… that is supportive of this, right?
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And if- … that is not part of your
culture, you have to work through the
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change management to move your department
in that direction towards that culture
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that supports- … all of this, right?
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We often say in the profession
that culture drives policing
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behavior, and we know that it does.
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I think this research is
absolutely saying, in fact,
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culture in this particular case
is something that drives it.
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And- … it is interesting that
reward is a part of this, right?
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Because that- … is a
cultural element, right?
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Yeah.
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A lot of officers do great work, and
they will stop doing great work when
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they're not rewarded and when they- Yeah
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don't get the support of their
organization, and it works both ways.
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Yeah.
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I think along with the reward too is, and
this gets into the individual factors,
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is I think officers just like to do it.
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They're comfortable in that situation.
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It sounds like they have the
charisma to not be intimidated,
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to go talk to just about anybody
in their community about anything.
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. From the factors that you listed there
about just being Communication and , the
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expectation being set n- I can see those
people who just naturally maybe have
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the gift for gab or just are really
comfortable talking to just about anything
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really embrace proactive policing.
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Whereas in- Yeah … the exact opposite
of that, if it's something that you're
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not comfortable with, it's not something
that you're gonna go out and do.
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And my final point to that is
analysts are the same way, right?
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The analysts that are maybe or maybe have
the gift of gab and really enjoy talking
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to the community, they're gonna seek out
those opportunities, whereas analysts
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that aren't as comfortable there, they're
not gonna seek out those opportunities.
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Yeah, and I think it also talks about
direct supervision in law enforcement,
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knowing your people and knowing what
they're comfortable doing, and then-
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… also developing them in a way to give
them the reps in these other areas that-
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… you think might broaden their perspective.
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And I say the same thing for
analyst supervisors, right?
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We often see analyst supervisors,
putting an analyst in a particular
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unit or a particular geographic
area and leaving them there for
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a long time, and that's great.
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They develop a lot of relationships
and things like that, but they don't
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get reps in other things, right?
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And so their sphere of knowledge
is constrained by the areas that
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they're working and the people
that they're working with.
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And so it's also important for analyst
supervisors to look at that professional
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development of your employees and say,
"Kind of what do they not have," right?
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I was working with an analyst
recently who had always spent their
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entire career in investigations.
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And so when you get into talking
about patterns and trends and
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hotspots, and you talk about
geographic areas and characteristics
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and situational crime prevention,
they're very weak in that area, right?
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And so I said, "We're not gonna take
you out of this, investigative unit
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or this type of work, but maybe let's
give you a project where you have to
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focus in a little bit more around a
place or more around kind of- … that
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geographic approach so that you
do have a little bit of balance."
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Or get out with officers more
frequently and see what's happening at
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that patrol level or that operations
level just to have a little bit more
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of those reps in terms of becoming
broad in your pro- in your career.
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But then also how do you help your
organization being in that or if
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you're moving to another organization
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in the future.
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And here's another thought in terms of
support, just some… and this isn't
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just necessarily police officers.
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I've seen lots of people in
all walks of life do this.
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If they, if they try something new
and they get their hand slapped
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or they get scolded, that's
going to have an impact on them
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and so I do feel that the idea of- Having
that department and leadership support,
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it is really big and giving them an
opportunity to, maybe make mistakes and
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to learn from and not just, come down
on 'em so hard for trying something new.
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And I think that's absolutely
applicable to analysts, right?
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Yeah.
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Analysts have to be able to try
different techniques and different ways.
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They have to be able to, ha- develop
an analytical product, hand it to
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the decision-maker, and have the
decision-maker say, "Hey, this isn't
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gonna work because of X, Y, and Z."
"But don't stop doing what you're doing.
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Keep bringing this stuff to us.
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Keep providing-" … what you're doing.
Keep giving your perspective," because it
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is a different perspective, and it does-
… open up our mind to something different
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based on what you're seeing, either in
the data or with, human intelligence
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in, in your analytical product,
whatever the combi- combination is.
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So I think it's a good takeaway too for
people who are managing analysts, but
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also organizations with analysts, is to
remember let them have that time to be
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able to learn , and make mistakes as well.
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Because your organization's gonna grow.
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Not only are they gonna grow, but
your organization's gonna grow
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with those different perspectives
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.
Did the study differentiate between
if there was a mass program or a big
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initiative for proactive policing that
maybe officers got assigned to, as
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opposed to individually being proactive?
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Did they mention anything like that?
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Yeah.
236
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So this department had gone through some
training on evidence-based practices - and
237
00:13:32,278 --> 00:13:35,098
different proactive technique- prior to.
238
00:13:35,118 --> 00:13:38,298
And basically it was more of a
blanket department-wide training.
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The department was pushing
people in that direction and
240
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encouraging people to do that.
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They let time lapse between when they
did that training and when they started
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surveying people for doing it, and I
think that's one of the other reasons
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00:13:50,478 --> 00:13:53,878
that the two of the findings related
to the organizational structures.
244
00:13:53,968 --> 00:13:57,148
But not only that, also
the resources, right?
245
00:13:57,158 --> 00:14:00,108
Because most people in the department
had just gone through that training, and
246
00:14:00,108 --> 00:14:01,998
so they felt like they had resources.
247
00:14:01,998 --> 00:14:04,148
Whether they wanted to do it was
a different thing, but they had
248
00:14:04,148 --> 00:14:05,268
resources that they- … could use.
249
00:14:05,388 --> 00:14:08,028
The other thing that was interesting
about this, and I think it's a takeaway
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00:14:08,038 --> 00:14:11,438
for analysts as well, is that when
you look at any of these types of
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00:14:11,438 --> 00:14:16,078
techniques, whether it's hotspots or it's
proactive efforts in general, analysts
252
00:14:16,078 --> 00:14:19,378
can create really good analytical
products that can help drive the
253
00:14:19,378 --> 00:14:21,818
organization towards these things, right?
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00:14:21,828 --> 00:14:24,408
Or support the organization
in moving forward.
255
00:14:24,768 --> 00:14:28,948
And so it's really, important that if
you're an analyst and your organization
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00:14:28,948 --> 00:14:31,798
says they wanna go to these particular
things, creating those analytical
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00:14:31,798 --> 00:14:36,418
products that can really provide that
guidance is sometimes the resources
258
00:14:36,428 --> 00:14:38,768
that the officers need that they- Yeah
259
00:14:38,768 --> 00:14:41,918
point back to and say that they
want, that helps prepare them, right?
260
00:14:41,938 --> 00:14:43,968
So it's not just about training.
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00:14:43,968 --> 00:14:47,558
Sometimes that analytical product is that
resource, and that's something that is
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00:14:47,558 --> 00:14:51,796
encouraging for analysts- To be able to
create really great things and have it be
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00:14:51,806 --> 00:14:53,586
immediately used by their organization.
264
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Yeah.
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00:14:54,536 --> 00:14:59,956
At Cincinnati Police Department,
we had a program, I think it was
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just starting and as I was leaving,
so I'm not sure where it is now.
267
00:15:04,226 --> 00:15:12,822
But the idea was to create a hotspot
and To create a CAD call to have
268
00:15:12,842 --> 00:15:17,762
officers go out during certain times
of- Yeah … that we would expect
269
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the hotspot activity to occur.
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And again it was a low-level call.
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Yeah.
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So if they had any kind of priority,
they're doing the priority call, so it's
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not like they're getting pulled away
from a mass attack or anything like that.
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But , the spot was created.
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The, the time span was like,
"Hey, just drive through here.
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Be vigilant for this type of
activity, 'cause this is the spot
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and this is the time of day where
we're anticipating this activity."
278
00:15:45,392 --> 00:15:48,452
Yeah, I've seen other departments do
that as well, and really the… one
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00:15:48,452 --> 00:15:50,412
of the things that's really important
about that is that you're putting
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00:15:50,412 --> 00:15:51,672
it into people's process, right?
281
00:15:51,672 --> 00:15:54,312
You're not giving them some document
over here and telling them to do it.
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00:15:54,312 --> 00:15:54,352
Yeah.
283
00:15:54,352 --> 00:15:55,892
It's right there in the CAD system.
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They can sign on to it if they want.
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00:15:57,752 --> 00:15:59,532
They can actually do the work- … that's
right there in front of them.
286
00:15:59,542 --> 00:16:03,132
It's part of their, business
that's just natural for them.
287
00:16:03,192 --> 00:16:07,862
And I often say initiatives have to be fit
into those things that are already what
288
00:16:07,862 --> 00:16:09,632
people are doing in their day-to-day work.
289
00:16:09,682 --> 00:16:13,532
If it's this thing over here on the side,
it usually doesn't get done- … unless
290
00:16:13,612 --> 00:16:15,582
somebody really wants to do it, right?
291
00:16:15,582 --> 00:16:15,942
So-
292
00:16:16,002 --> 00:16:17,072
…
That's definitely important.
293
00:16:17,162 --> 00:16:21,627
My point to that w- is the data is-
Yeah … is, was analytical products.
294
00:16:21,627 --> 00:16:26,757
That was where we were seeing…
could get it narrowed down to both
295
00:16:26,797 --> 00:16:31,667
time and space … so I definitely
think there's opportunities there for
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00:16:31,707 --> 00:16:37,727
analysts to work with this type of
environment and help out the officers.
297
00:16:37,777 --> 00:16:40,247
Yeah, and I think there's a couple
other takeaways for analysts too.
298
00:16:40,247 --> 00:16:43,767
Analysts tend to be that link
between what the research is talking
299
00:16:43,767 --> 00:16:45,317
about more and more every day.
300
00:16:45,477 --> 00:16:48,327
We're seeing more and more analysts
involved in the American Society
301
00:16:48,327 --> 00:16:51,477
of Evidence-Based Policing and
being socialized in that world.
302
00:16:51,667 --> 00:16:55,217
.
And so I think it's really important that
as analysts see this type of research,
303
00:16:55,247 --> 00:16:58,327
being able to say, "Hey, I can help create
an analytical product if this is what
304
00:16:58,327 --> 00:17:01,537
you really wanna do, and here's what the
research says, and let me be, help that
305
00:17:01,537 --> 00:17:05,457
support." So more of that socialization
from analysts I think is important.
306
00:17:05,597 --> 00:17:08,457
And then one of the things they did not
talk about in here that I think is a
307
00:17:08,467 --> 00:17:11,827
huge reward system is evaluation, right?
308
00:17:11,937 --> 00:17:15,707
When you have analysts that actually
take an initiative or take proactive
309
00:17:15,707 --> 00:17:19,107
policing in a particular area that people
are doing, and they evaluate it and
310
00:17:19,107 --> 00:17:22,737
show that it had some sort of effect-
that is a reward mechanism, right?
311
00:17:22,737 --> 00:17:26,347
It's telling- Yeah … the officers,
"Your work did X, Y, and Z." And we
312
00:17:26,347 --> 00:17:28,477
are bad about evaluation in policing.
313
00:17:28,477 --> 00:17:32,007
Unless it's some huge program with
lots of, federal money attached
314
00:17:32,007 --> 00:17:35,147
to it, we typically don't-
Yeah … evaluate on a routine basis.
315
00:17:35,247 --> 00:17:39,757
And so analysts have the ability to help
evaluate these efforts and give back
316
00:17:39,757 --> 00:17:43,747
that reward by saying, "Yeah your work
actually was potentially related to this
317
00:17:43,757 --> 00:17:47,533
crime reduction," or- We're no longer
seeing crime in this area about that
318
00:17:47,533 --> 00:17:49,543
particular type, whatever it might be.
319
00:17:49,633 --> 00:17:53,013
So I think that's another thing that,
again, the study didn't talk about
320
00:17:53,013 --> 00:17:56,613
evaluation, but I think evaluation
definitely is an a, a reward.
321
00:17:56,623 --> 00:18:00,393
And analysts have a big role in
helping to evaluate things effectively.
322
00:18:00,473 --> 00:18:00,793
Yeah.
323
00:18:00,963 --> 00:18:01,293
Yeah.
324
00:18:01,303 --> 00:18:04,913
And you did mention
promotion with the officer.
325
00:18:05,153 --> 00:18:09,173
.
And it gets me thinking along
the lines of the of a path of an
326
00:18:09,183 --> 00:18:15,953
officer to executive leadership, and
you're talking about those that…
327
00:18:15,953 --> 00:18:19,413
Y- again we talked a little bit about
the communication skills- … and
328
00:18:19,413 --> 00:18:24,103
the charisma, and then you're gonna
sprinkle in their education in there.
329
00:18:24,153 --> 00:18:30,413
And that exposes them to more research,
more common topics that you're gonna-
330
00:18:30,463 --> 00:18:34,913
Yeah … find with evidence-based
policing and proactive policing, so-
331
00:18:35,043 --> 00:18:35,643
Absolutely
332
00:18:35,733 --> 00:18:39,723
That doesn't surprise me that's
something that you would see from
333
00:18:39,733 --> 00:18:43,583
those that are looking to, be in a
leadership role at the police department.
334
00:18:43,633 --> 00:18:43,883
Yeah.
335
00:18:43,883 --> 00:18:48,623
My experience as an analyst and then
watching organizations adopt analysis-
336
00:18:48,683 --> 00:18:52,643
… I see all the time people in the
organization at various ranks, whether
337
00:18:52,643 --> 00:18:56,943
it's officer, sergeant, lieutenant, et
cetera, the ones that use analysis more to
338
00:18:56,943 --> 00:19:00,743
help make their decisions on a day-to-day
basis tend to get promoted faster.
339
00:19:00,783 --> 00:19:04,993
Because they're seen by their organization
as somebody who is not thinking
340
00:19:04,993 --> 00:19:08,483
about, the anecdotal story or not
thinking about what we've always done.
341
00:19:08,733 --> 00:19:11,613
They're thinking about how does
this data inform our approaches
342
00:19:11,613 --> 00:19:13,033
and how do we get better.
343
00:19:13,173 --> 00:19:15,933
They're often the ones that bring
these new initiatives to light too.
344
00:19:15,953 --> 00:19:18,683
"Hey, why don't I do this
problem-oriented policing project in
345
00:19:18,683 --> 00:19:21,103
this particular hotel in my area," right?
346
00:19:21,153 --> 00:19:24,223
So I wasn't surprised about that
either, 'cause I think a lot of people
347
00:19:24,223 --> 00:19:27,743
realize if you're going down a path
that is data-informed and you're
348
00:19:27,743 --> 00:19:32,703
making better decisions at those lower
ranks, you're gonna get seen, period.
349
00:19:32,713 --> 00:19:32,733
Yeah.
350
00:19:32,763 --> 00:19:35,873
Even if you make mistakes, you're gonna
get seen for the initiative of doing
351
00:19:35,873 --> 00:19:39,495
that, 'cause it's just not culturally
what is traditionally done in policing.
352
00:19:39,495 --> 00:19:42,445
And we're starting to see the shift,
but we're not there yet totally.
353
00:19:42,545 --> 00:19:42,835
Yeah.
354
00:19:43,415 --> 00:19:49,635
We need somebody that is in both SWAT
and proactive policing so we can- Yeah
355
00:19:49,635 --> 00:19:51,905
So they can show how cool it is, right?
356
00:19:52,815 --> 00:19:53,265
That's right.
357
00:19:53,975 --> 00:19:54,375
I don't know.
358
00:19:54,415 --> 00:19:58,475
Maybe we'll get an agency to
do some sort of cool PSA video
359
00:19:58,485 --> 00:19:59,705
on the behind the scenes.
360
00:19:59,705 --> 00:20:03,995
"Oh, by the way, I do this on my SWAT
call. But hey, by the way, I also go to
361
00:20:03,995 --> 00:20:05,695
these community meetings too," right?
362
00:20:06,195 --> 00:20:06,485
Yeah.
363
00:20:06,495 --> 00:20:06,525
It's-
364
00:20:06,535 --> 00:20:10,045
We're seeing so much of that expose
stuff now to get people from a
365
00:20:10,045 --> 00:20:11,595
recruiting standpoint, so- yeah
366
00:20:11,595 --> 00:20:13,155
it would be interesting to see that.
367
00:20:13,275 --> 00:20:15,295
Yeah, 'cause I was just
thinking of the opposite.
368
00:20:15,305 --> 00:20:18,365
'Cause n- of what is someone that's
like, "Hey," someone that wants to
369
00:20:18,375 --> 00:20:22,205
get in SWAT, that's their- Oh, yeah
… they're focused on getting into SWAT.
370
00:20:22,215 --> 00:20:25,965
They're, I- Yeah … I would be guessing
that they're not really paying too much
371
00:20:25,965 --> 00:20:30,045
attention about proactive policing if
their lifelong goal is to be in SWAT.
372
00:20:30,165 --> 00:20:30,855
But I'm sure- Yeah,
373
00:20:30,855 --> 00:20:32,295
they're the arrest person, right?
374
00:20:32,295 --> 00:20:32,645
They're like the- yeah.
375
00:20:32,665 --> 00:20:34,195
They're the door kicker … making
all those great arrests Right?
376
00:20:34,385 --> 00:20:35,615
Yeah, absolutely.
377
00:20:35,725 --> 00:20:39,515
And the same, again, and I it's,
it parallels with analysis too.
378
00:20:39,515 --> 00:20:43,445
That there's just people that,
"Hey, I really enjoy being
379
00:20:43,445 --> 00:20:44,915
an investigative analyst.
380
00:20:44,915 --> 00:20:50,035
I enjoy helping, working on cases
and assisting the investigation,
381
00:20:50,425 --> 00:20:55,375
and that's really my skill set and
that's really where I wanna be." Which
382
00:20:55,375 --> 00:21:01,235
is- … obviously very different from
the proactive problem-solving route.
383
00:21:01,385 --> 00:21:02,225
Yeah, absolutely.
384
00:21:02,255 --> 00:21:05,375
I think the goal though is we're
starting to see more and more agencies
385
00:21:05,375 --> 00:21:09,095
say to analysts "Your skills are
applicable across all of these things.
386
00:21:09,175 --> 00:21:11,795
And it's great for you to want to be an
investigative analyst, and we're gonna
387
00:21:11,795 --> 00:21:13,245
let you be an investigative analyst.
388
00:21:13,275 --> 00:21:16,825
But-" "… there are things that kind
of cross over that you can do, again,
389
00:21:16,845 --> 00:21:20,805
a little bit of a pilot project just
to make you more we- well-rounded as an
390
00:21:20,815 --> 00:21:25,005
analyst." "But also even the organization
can use those skills in different ways."
391
00:21:25,005 --> 00:21:28,325
And I think there's a lot of merit to
that from a professional development
392
00:21:28,325 --> 00:21:32,305
standpoint when somebody decides it's time
for them to step outside of that agency
393
00:21:32,305 --> 00:21:36,155
and either go to another agency or move
up and become supervisors of analysts.
394
00:21:36,165 --> 00:21:39,495
Having that broad range of skill
is actually really valuable.
395
00:21:39,845 --> 00:21:42,605
But it's the same I often say
it mirrors policing, right?
396
00:21:42,685 --> 00:21:47,105
People who have that 20 different
areas that they've been doing in
397
00:21:47,105 --> 00:21:50,825
their career is the one that tends
to, go to other departments and tends
398
00:21:50,825 --> 00:21:54,305
to be a good lateral, now they've,
they were, a sergeant in this agency
399
00:21:54,305 --> 00:21:56,955
and now they're a lieutenant or a
captain over in this agency because
400
00:21:56,965 --> 00:21:58,365
they have- a lot of broad experience.
401
00:21:58,465 --> 00:22:00,005
Hey Jamie very good.
402
00:22:00,005 --> 00:22:01,105
This was great.
403
00:22:01,175 --> 00:22:02,285
Very interesting.
404
00:22:02,295 --> 00:22:07,315
For the listeners, we'll put a link
to the study in the show notes if
405
00:22:07,315 --> 00:22:12,765
you want to read the study and get
into more information from the study.
406
00:22:13,187 --> 00:22:17,207
And as always, , if there's a research
topic that you want us to cover in
407
00:22:17,207 --> 00:22:19,137
this segment, please let us know.
408
00:22:19,137 --> 00:22:23,227
You can email me at LEAPodcasts@gmail.com.
409
00:22:23,887 --> 00:22:26,507
All right, Jamie, I'm gonna give
you the last word as we finish up.
410
00:22:26,507 --> 00:22:27,317
What do you wanna end with?
411
00:22:27,427 --> 00:22:30,737
Yes, I would just say that, the
opportunity for analysts to really
412
00:22:30,737 --> 00:22:32,397
help with these efforts is there.
413
00:22:32,607 --> 00:22:35,307
You can support your organization,
you can provide research.
414
00:22:35,317 --> 00:22:37,717
You have lots of opportunities
to help with these things.
415
00:22:37,727 --> 00:22:41,107
Dive into some of this research because
it's applicable to your job, and also
416
00:22:41,107 --> 00:22:44,817
can really help your organizations
as you provide them good analytical
417
00:22:44,817 --> 00:22:45,857
products and make good decisions.
418
00:22:46,117 --> 00:22:46,747
Very good.
419
00:22:46,747 --> 00:22:47,907
Thank you, and you be safe.
420
00:22:48,037 --> 00:22:48,377
Thanks.
421
00:22:48,457 --> 00:22:48,836
Bye-bye.
422
00:22:48,836 --> 00:22:51,176
Thank you for making it to
the end of another episode of
423
00:22:51,176 --> 00:22:52,556
Analyst Talk with Jason Elder.
424
00:22:52,616 --> 00:22:56,066
You can show your support by sharing
this and other episodes found on
425
00:22:56,066 --> 00:22:56,196
our website@www.leapodcasts.com.
426
00:23:00,566 --> 00:23:03,716
If you have a topic you would like
us to cover or have a suggestion
427
00:23:03,716 --> 00:23:06,156
for our next guest, please send us
an email at LEApodcasts@gmail.com
428
00:23:08,431 --> 00:23:10,406
Till next time, analysts, keep talking.
00:00:01,533 --> 00:00:03,113
Welcome to Analyst Talk with Jason Elder.
2
00:00:03,433 --> 00:00:06,813
It's like coffee with an analyst or
whiskey with an analyst while organizing
3
00:00:06,854 --> 00:00:10,973
a spreadsheet, linking crime events,
uncovering patterns, identifying a
4
00:00:11,033 --> 00:00:15,213
series, and getting the latest updates on
associations, training, and technology.
5
00:00:15,954 --> 00:00:20,554
So have a good walk, drive safely, or
enjoy your run while joining us as we
6
00:00:20,573 --> 00:00:24,333
define the law enforcement analysis
profession one episode at a time.
7
00:00:25,862 --> 00:00:26,822
How are you doing, Analysts?
8
00:00:26,862 --> 00:00:31,232
Jason Elder here with another
LEA Podcast Deep Dive.
9
00:00:31,232 --> 00:00:37,522
Today we have Research Remix, and
with me, as always, is Jamie Roush.
10
00:00:37,542 --> 00:00:38,362
Jamie, how we doing?
11
00:00:38,532 --> 00:00:39,772
Doing great, Jason.
12
00:00:40,012 --> 00:00:41,242
Thanks for having me back.
13
00:00:41,282 --> 00:00:41,702
So excited-
14
00:00:41,702 --> 00:00:41,912
Yes
15
00:00:41,912 --> 00:00:42,452
…
to be here.
16
00:00:42,762 --> 00:00:46,272
I am always willing to talk
research with you, and actually
17
00:00:46,272 --> 00:00:48,082
any topic, to be honest with you.
18
00:00:48,092 --> 00:00:49,682
But how's your summer going?
19
00:00:49,822 --> 00:00:51,132
It is wonderful.
20
00:00:51,142 --> 00:00:53,892
Trying to stay a little bit busy,
and trying to also have a little
21
00:00:53,892 --> 00:00:57,342
bit of a vacation and enjoy this
wonderful summer, so it's been great.
22
00:00:57,672 --> 00:00:59,732
Yeah, this wonderful, hot summer, right?
23
00:00:59,742 --> 00:00:59,852
Man.
24
00:00:59,852 --> 00:01:01,212
Yeah, it is definitely that.
25
00:01:02,322 --> 00:01:02,362
Buddy?
26
00:01:02,362 --> 00:01:02,632
All over the place.
27
00:01:02,942 --> 00:01:05,632
Yep, in six months we'll be
complaining that it's too cold.
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Yep, absolutely.
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Yeah.
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All right, what are we talking today?
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Today we're gonna talk a little bit about
what motivates police to be proactive
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and evidence-based, and this is gonna be
based on a study that was done in 2025 by
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Peterson and Lom and Koper, and it really
is this idea behind what really motivates
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people to want to do proactive work.
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And as we know there's decades of research
in showing that evidence-based and
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proactive policing, whether it's hotspots
or problem-solving or focus deterrence not
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only improves legitimacy and public trust,
but also really reduces crime, right?
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So- … but the problem is that
departments continue to struggle
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to create this, systematic way
of employing- techniques and
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remaining focused on traditional
for enforcement efforts, right?
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T- the traffic stops, the pedestrian
stops, that traditional approach.
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00:01:53,272 --> 00:01:57,802
And so this particular study took
an approach of surveying patrol
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officers from a large suburban
police department in the Northeast.
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Again, one region of the country,
so it might be interesting to see
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what happens in other regions.
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But they wanted to learn more about what
motivates officers, and particularly
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around this idea of, proactivity.
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So the general kind of design of this was
some pretty key questions, like how often
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are they engaged in proactive policing,
what their comfort level was with it,
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00:02:19,972 --> 00:02:23,282
and what they knew about proactive
policing and evidence-based policing.
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Obviously whether they, believe that
their organization, not only the
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agency as a whole, but also their
direct supervisors, expected proactive
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work or even, bought into proactive
work or believed in that as well.
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And then also the last component,
which is whether they felt like they
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were prepared to do this type of work.
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Did they have all of the resources
and tools that were necessary to
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be proactive and to go out and
to do this type of, approach?
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So they had some key
takeaways and findings.
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The first finding of this particular
one was that the number one thing that
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kind of sat behind officers and whether
they wanted to drive and do proactive
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policing was organizational factors.
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That was the strongest driver.
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And really, it was around those questions
of if the agency kind of expected
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proactive policing, supervisors set
clear expectations about what they were
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supposed to do, and then ultimately,
were they prepared to handle A bunch
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of different types of proactivity,
not just hotspots or not just focused
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deterrents, but all of the different ones.
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As part of that result, they
found that reward really mattered.
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And this is something that I see
in a lot of agencies, not only
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on the sworn side of things, but
also on professional staff, right?
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Being recognized and rewarded is something
that drives you to do this type of work.
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Even if it's not something
you're comfortable with, that-
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there's some sort of reward or
benefit on the other side of it.
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The second result was that traditional
proactive activities of traffic stops,
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arrests were the most common kind of
engagement activities for officers.
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00:03:53,150 --> 00:03:56,170
People were used to
doing things like that.
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00:03:56,210 --> 00:04:00,380
They were less likely to do community
engagement, hotspots, patrol approaches.
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00:04:00,440 --> 00:04:04,650
Public trust, community engagement, crime
prevention were less often used, right?
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00:04:04,660 --> 00:04:07,940
So- … when they thought about
proactivity, they thought primarily
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00:04:07,970 --> 00:04:11,760
of traditional proactive approaches,
not the evidence-based ones, right?
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00:04:11,830 --> 00:04:16,680
But in this finding, they found that
if agencies prepared their officers
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with these different options, gave
them examples of where to employ
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00:04:20,240 --> 00:04:24,520
these different options, and provided
them a lot of kind of support in
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these different ways, community
engagement, crime prevention- that
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00:04:27,740 --> 00:04:29,080
they were likely to do it as well.
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00:04:29,090 --> 00:04:33,480
So that result says, hey, most
agencies really are doing these
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00:04:33,480 --> 00:04:37,010
traditional approaches, but if the
agency prepares them well around
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00:04:37,040 --> 00:04:40,280
evidence-based approaches, they're
likely to start doing them as well.
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The finding three of this one was probably
the one that I think most people would
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00:04:44,240 --> 00:04:48,030
think about, in that there are individual
factors at the individual officer
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level that drive whether or not they
want to do proactive work and whether
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they employ evidence-based approaches.
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And it was basically the officers who
felt most comfortable with proactive work.
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So they had previous experience
doing deployments in hotspots, or
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00:05:02,850 --> 00:05:05,900
they had previous experience doing
community engagement meetings,
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00:05:06,170 --> 00:05:10,000
or they had some sort of previous
experience doing crime prevention
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that they were comfortable enough to
say, "Yeah, I can totally do this."
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00:05:13,140 --> 00:05:16,390
And the other part of those individual
factors were some… were people who
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said that they were doing this work
to be motivated by promotion, right?
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00:05:19,900 --> 00:05:23,860
They knew that if the agency wanted
this to happen- That they were likely
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to get promoted or to get looked at by
doing what the agency wanted them to do.
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So that was like that individual
driver that went i- through it as well.
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The fourth kind of result of this
was ab- around supervisor leadership,
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and that was like direct supervision.
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When supervisors were expecting
proactive work and following up on
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proactive work and making sure that
officers were accountable to doing that
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proactive work, it got done, right?
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We often say in this business what
gets measured is what gets done.
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This is a great example of that.
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As part of this interv- this particular
result though, they also found that
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female officers had a higher level
of non-traditional proactivity.
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So they were more likely to engage
in community engagement, crime
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prevention, other evidence-based
approaches than male officers.
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It wasn't a statistically significant
outcome- … but it was a unique kind of
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caveat to, to that pro- approach as well.
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And then finally, although this was
not statistically significant, they
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also found that there are some external
factors to whether officers want to do
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proactivity and evidence-based, and it's
primarily driven from the community.
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So if the community expects
it, they will often do it.
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Again, it wasn't
statistically significant.
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So overall, really what the main
kind of part of this is that the
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organizational structures and the
organization preparing officers,
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saying that they want it, setting clear
expectations, measuring it, and providing
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accountability is often what drove
whether officers actually did the work.
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… And so it was the idea of kind of aligning
the systems of the organization, aligning
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supervisors around this ex- this desire to
do it, and then obviously training people
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and providing a reward to them, right?
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Which I think we hear about a lot of
other kind of initiatives there as well.
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My reaction is it sounds pretty obvious
to me that those having a certain culture
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at the police department are going to be
more likely to have proactive policing.
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That culture can be within the
police department and within the
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community- feeding that culture.
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And, police like routine.
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So if it's going to be part of their
routine, you talked about the follow-up
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with leadership, the expectation.
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I think it, it eventually gets there,
but if you have a situation where you
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have lots of turnover or- rotation
or you have something where if the
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officers are like, "I'm just gonna
wait this out because we're not gonna
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be sticking with it very long," and
y- might be a bad attitude, but people
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will do that if they don't… If they
think that it's like, "Hey, this isn't
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something that we feel is long-lasting,"
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They're not going to be as
engaged and not going to follow
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it as much, I would imagine.
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Yeah, and I think you're absolutely right.
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I think one of the things that this
really talks about is the fact that if
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you're an organization that wants to
do this, you have to foster a culture-
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… that is supportive of this, right?
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And if- … that is not part of your
culture, you have to work through the
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change management to move your department
in that direction towards that culture
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that supports- … all of this, right?
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We often say in the profession
that culture drives policing
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behavior, and we know that it does.
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I think this research is
absolutely saying, in fact,
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culture in this particular case
is something that drives it.
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And- … it is interesting that
reward is a part of this, right?
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Because that- … is a
cultural element, right?
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Yeah.
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A lot of officers do great work, and
they will stop doing great work when
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they're not rewarded and when they- Yeah
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don't get the support of their
organization, and it works both ways.
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Yeah.
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I think along with the reward too is, and
this gets into the individual factors,
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is I think officers just like to do it.
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They're comfortable in that situation.
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It sounds like they have the
charisma to not be intimidated,
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to go talk to just about anybody
in their community about anything.
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. From the factors that you listed there
about just being Communication and , the
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expectation being set n- I can see those
people who just naturally maybe have
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the gift for gab or just are really
comfortable talking to just about anything
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really embrace proactive policing.
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Whereas in- Yeah … the exact opposite
of that, if it's something that you're
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not comfortable with, it's not something
that you're gonna go out and do.
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And my final point to that is
analysts are the same way, right?
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The analysts that are maybe or maybe have
the gift of gab and really enjoy talking
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to the community, they're gonna seek out
those opportunities, whereas analysts
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that aren't as comfortable there, they're
not gonna seek out those opportunities.
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Yeah, and I think it also talks about
direct supervision in law enforcement,
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knowing your people and knowing what
they're comfortable doing, and then-
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… also developing them in a way to give
them the reps in these other areas that-
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… you think might broaden their perspective.
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And I say the same thing for
analyst supervisors, right?
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We often see analyst supervisors,
putting an analyst in a particular
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unit or a particular geographic
area and leaving them there for
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a long time, and that's great.
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They develop a lot of relationships
and things like that, but they don't
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get reps in other things, right?
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And so their sphere of knowledge
is constrained by the areas that
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they're working and the people
that they're working with.
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And so it's also important for analyst
supervisors to look at that professional
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development of your employees and say,
"Kind of what do they not have," right?
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I was working with an analyst
recently who had always spent their
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entire career in investigations.
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And so when you get into talking
about patterns and trends and
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hotspots, and you talk about
geographic areas and characteristics
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and situational crime prevention,
they're very weak in that area, right?
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And so I said, "We're not gonna take
you out of this, investigative unit
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or this type of work, but maybe let's
give you a project where you have to
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focus in a little bit more around a
place or more around kind of- … that
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00:11:18,812 --> 00:11:22,452
geographic approach so that you
do have a little bit of balance."
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00:11:22,462 --> 00:11:26,342
Or get out with officers more
frequently and see what's happening at
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that patrol level or that operations
level just to have a little bit more
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of those reps in terms of becoming
broad in your pro- in your career.
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00:11:33,572 --> 00:11:36,922
But then also how do you help your
organization being in that or if
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you're moving to another organization
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in the future.
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00:11:39,572 --> 00:11:44,002
And here's another thought in terms of
support, just some… and this isn't
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just necessarily police officers.
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I've seen lots of people in
all walks of life do this.
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If they, if they try something new
and they get their hand slapped
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or they get scolded, that's
going to have an impact on them
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and so I do feel that the idea of- Having
that department and leadership support,
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00:12:04,108 --> 00:12:10,498
it is really big and giving them an
opportunity to, maybe make mistakes and
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to learn from and not just, come down
on 'em so hard for trying something new.
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00:12:16,068 --> 00:12:18,623
And I think that's absolutely
applicable to analysts, right?
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00:12:18,623 --> 00:12:18,768
Yeah.
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00:12:18,768 --> 00:12:22,098
Analysts have to be able to try
different techniques and different ways.
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00:12:22,158 --> 00:12:25,588
They have to be able to, ha- develop
an analytical product, hand it to
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the decision-maker, and have the
decision-maker say, "Hey, this isn't
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00:12:28,658 --> 00:12:33,488
gonna work because of X, Y, and Z."
"But don't stop doing what you're doing.
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Keep bringing this stuff to us.
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Keep providing-" … what you're doing.
Keep giving your perspective," because it
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is a different perspective, and it does-
… open up our mind to something different
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based on what you're seeing, either in
the data or with, human intelligence
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00:12:46,028 --> 00:12:49,328
in, in your analytical product,
whatever the combi- combination is.
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00:12:49,338 --> 00:12:54,208
So I think it's a good takeaway too for
people who are managing analysts, but
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00:12:54,208 --> 00:12:59,168
also organizations with analysts, is to
remember let them have that time to be
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able to learn , and make mistakes as well.
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00:13:01,308 --> 00:13:02,978
Because your organization's gonna grow.
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Not only are they gonna grow, but
your organization's gonna grow
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with those different perspectives
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00:13:06,378 --> 00:13:13,718
.
Did the study differentiate between
if there was a mass program or a big
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initiative for proactive policing that
maybe officers got assigned to, as
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opposed to individually being proactive?
234
00:13:23,628 --> 00:13:25,558
Did they mention anything like that?
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00:13:25,818 --> 00:13:26,208
Yeah.
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00:13:26,208 --> 00:13:32,278
So this department had gone through some
training on evidence-based practices - and
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00:13:32,278 --> 00:13:35,098
different proactive technique- prior to.
238
00:13:35,118 --> 00:13:38,298
And basically it was more of a
blanket department-wide training.
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00:13:38,358 --> 00:13:41,498
The department was pushing
people in that direction and
240
00:13:41,498 --> 00:13:43,378
encouraging people to do that.
241
00:13:43,498 --> 00:13:47,228
They let time lapse between when they
did that training and when they started
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00:13:47,228 --> 00:13:50,478
surveying people for doing it, and I
think that's one of the other reasons
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00:13:50,478 --> 00:13:53,878
that the two of the findings related
to the organizational structures.
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00:13:53,968 --> 00:13:57,148
But not only that, also
the resources, right?
245
00:13:57,158 --> 00:14:00,108
Because most people in the department
had just gone through that training, and
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00:14:00,108 --> 00:14:01,998
so they felt like they had resources.
247
00:14:01,998 --> 00:14:04,148
Whether they wanted to do it was
a different thing, but they had
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00:14:04,148 --> 00:14:05,268
resources that they- … could use.
249
00:14:05,388 --> 00:14:08,028
The other thing that was interesting
about this, and I think it's a takeaway
250
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for analysts as well, is that when
you look at any of these types of
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techniques, whether it's hotspots or it's
proactive efforts in general, analysts
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can create really good analytical
products that can help drive the
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organization towards these things, right?
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Or support the organization
in moving forward.
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00:14:24,768 --> 00:14:28,948
And so it's really, important that if
you're an analyst and your organization
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says they wanna go to these particular
things, creating those analytical
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products that can really provide that
guidance is sometimes the resources
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that the officers need that they- Yeah
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point back to and say that they
want, that helps prepare them, right?
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So it's not just about training.
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Sometimes that analytical product is that
resource, and that's something that is
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encouraging for analysts- To be able to
create really great things and have it be
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immediately used by their organization.
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Yeah.
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At Cincinnati Police Department,
we had a program, I think it was
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just starting and as I was leaving,
so I'm not sure where it is now.
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But the idea was to create a hotspot
and To create a CAD call to have
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officers go out during certain times
of- Yeah … that we would expect
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the hotspot activity to occur.
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And again it was a low-level call.
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Yeah.
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So if they had any kind of priority,
they're doing the priority call, so it's
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not like they're getting pulled away
from a mass attack or anything like that.
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But , the spot was created.
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The, the time span was like,
"Hey, just drive through here.
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Be vigilant for this type of
activity, 'cause this is the spot
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and this is the time of day where
we're anticipating this activity."
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Yeah, I've seen other departments do
that as well, and really the… one
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of the things that's really important
about that is that you're putting
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it into people's process, right?
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You're not giving them some document
over here and telling them to do it.
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Yeah.
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It's right there in the CAD system.
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They can sign on to it if they want.
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They can actually do the work- … that's
right there in front of them.
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It's part of their, business
that's just natural for them.
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And I often say initiatives have to be fit
into those things that are already what
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people are doing in their day-to-day work.
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If it's this thing over here on the side,
it usually doesn't get done- … unless
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somebody really wants to do it, right?
291
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So-
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…
That's definitely important.
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00:16:17,162 --> 00:16:21,627
My point to that w- is the data is-
Yeah … is, was analytical products.
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That was where we were seeing…
could get it narrowed down to both
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time and space … so I definitely
think there's opportunities there for
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00:16:31,707 --> 00:16:37,727
analysts to work with this type of
environment and help out the officers.
297
00:16:37,777 --> 00:16:40,247
Yeah, and I think there's a couple
other takeaways for analysts too.
298
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Analysts tend to be that link
between what the research is talking
299
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about more and more every day.
300
00:16:45,477 --> 00:16:48,327
We're seeing more and more analysts
involved in the American Society
301
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of Evidence-Based Policing and
being socialized in that world.
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00:16:51,667 --> 00:16:55,217
.
And so I think it's really important that
as analysts see this type of research,
303
00:16:55,247 --> 00:16:58,327
being able to say, "Hey, I can help create
an analytical product if this is what
304
00:16:58,327 --> 00:17:01,537
you really wanna do, and here's what the
research says, and let me be, help that
305
00:17:01,537 --> 00:17:05,457
support." So more of that socialization
from analysts I think is important.
306
00:17:05,597 --> 00:17:08,457
And then one of the things they did not
talk about in here that I think is a
307
00:17:08,467 --> 00:17:11,827
huge reward system is evaluation, right?
308
00:17:11,937 --> 00:17:15,707
When you have analysts that actually
take an initiative or take proactive
309
00:17:15,707 --> 00:17:19,107
policing in a particular area that people
are doing, and they evaluate it and
310
00:17:19,107 --> 00:17:22,737
show that it had some sort of effect-
that is a reward mechanism, right?
311
00:17:22,737 --> 00:17:26,347
It's telling- Yeah … the officers,
"Your work did X, Y, and Z." And we
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00:17:26,347 --> 00:17:28,477
are bad about evaluation in policing.
313
00:17:28,477 --> 00:17:32,007
Unless it's some huge program with
lots of, federal money attached
314
00:17:32,007 --> 00:17:35,147
to it, we typically don't-
Yeah … evaluate on a routine basis.
315
00:17:35,247 --> 00:17:39,757
And so analysts have the ability to help
evaluate these efforts and give back
316
00:17:39,757 --> 00:17:43,747
that reward by saying, "Yeah your work
actually was potentially related to this
317
00:17:43,757 --> 00:17:47,533
crime reduction," or- We're no longer
seeing crime in this area about that
318
00:17:47,533 --> 00:17:49,543
particular type, whatever it might be.
319
00:17:49,633 --> 00:17:53,013
So I think that's another thing that,
again, the study didn't talk about
320
00:17:53,013 --> 00:17:56,613
evaluation, but I think evaluation
definitely is an a, a reward.
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00:17:56,623 --> 00:18:00,393
And analysts have a big role in
helping to evaluate things effectively.
322
00:18:00,473 --> 00:18:00,793
Yeah.
323
00:18:00,963 --> 00:18:01,293
Yeah.
324
00:18:01,303 --> 00:18:04,913
And you did mention
promotion with the officer.
325
00:18:05,153 --> 00:18:09,173
.
And it gets me thinking along
the lines of the of a path of an
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00:18:09,183 --> 00:18:15,953
officer to executive leadership, and
you're talking about those that…
327
00:18:15,953 --> 00:18:19,413
Y- again we talked a little bit about
the communication skills- … and
328
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the charisma, and then you're gonna
sprinkle in their education in there.
329
00:18:24,153 --> 00:18:30,413
And that exposes them to more research,
more common topics that you're gonna-
330
00:18:30,463 --> 00:18:34,913
Yeah … find with evidence-based
policing and proactive policing, so-
331
00:18:35,043 --> 00:18:35,643
Absolutely
332
00:18:35,733 --> 00:18:39,723
That doesn't surprise me that's
something that you would see from
333
00:18:39,733 --> 00:18:43,583
those that are looking to, be in a
leadership role at the police department.
334
00:18:43,633 --> 00:18:43,883
Yeah.
335
00:18:43,883 --> 00:18:48,623
My experience as an analyst and then
watching organizations adopt analysis-
336
00:18:48,683 --> 00:18:52,643
… I see all the time people in the
organization at various ranks, whether
337
00:18:52,643 --> 00:18:56,943
it's officer, sergeant, lieutenant, et
cetera, the ones that use analysis more to
338
00:18:56,943 --> 00:19:00,743
help make their decisions on a day-to-day
basis tend to get promoted faster.
339
00:19:00,783 --> 00:19:04,993
Because they're seen by their organization
as somebody who is not thinking
340
00:19:04,993 --> 00:19:08,483
about, the anecdotal story or not
thinking about what we've always done.
341
00:19:08,733 --> 00:19:11,613
They're thinking about how does
this data inform our approaches
342
00:19:11,613 --> 00:19:13,033
and how do we get better.
343
00:19:13,173 --> 00:19:15,933
They're often the ones that bring
these new initiatives to light too.
344
00:19:15,953 --> 00:19:18,683
"Hey, why don't I do this
problem-oriented policing project in
345
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this particular hotel in my area," right?
346
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So I wasn't surprised about that
either, 'cause I think a lot of people
347
00:19:24,223 --> 00:19:27,743
realize if you're going down a path
that is data-informed and you're
348
00:19:27,743 --> 00:19:32,703
making better decisions at those lower
ranks, you're gonna get seen, period.
349
00:19:32,713 --> 00:19:32,733
Yeah.
350
00:19:32,763 --> 00:19:35,873
Even if you make mistakes, you're gonna
get seen for the initiative of doing
351
00:19:35,873 --> 00:19:39,495
that, 'cause it's just not culturally
what is traditionally done in policing.
352
00:19:39,495 --> 00:19:42,445
And we're starting to see the shift,
but we're not there yet totally.
353
00:19:42,545 --> 00:19:42,835
Yeah.
354
00:19:43,415 --> 00:19:49,635
We need somebody that is in both SWAT
and proactive policing so we can- Yeah
355
00:19:49,635 --> 00:19:51,905
So they can show how cool it is, right?
356
00:19:52,815 --> 00:19:53,265
That's right.
357
00:19:53,975 --> 00:19:54,375
I don't know.
358
00:19:54,415 --> 00:19:58,475
Maybe we'll get an agency to
do some sort of cool PSA video
359
00:19:58,485 --> 00:19:59,705
on the behind the scenes.
360
00:19:59,705 --> 00:20:03,995
"Oh, by the way, I do this on my SWAT
call. But hey, by the way, I also go to
361
00:20:03,995 --> 00:20:05,695
these community meetings too," right?
362
00:20:06,195 --> 00:20:06,485
Yeah.
363
00:20:06,495 --> 00:20:06,525
It's-
364
00:20:06,535 --> 00:20:10,045
We're seeing so much of that expose
stuff now to get people from a
365
00:20:10,045 --> 00:20:11,595
recruiting standpoint, so- yeah
366
00:20:11,595 --> 00:20:13,155
it would be interesting to see that.
367
00:20:13,275 --> 00:20:15,295
Yeah, 'cause I was just
thinking of the opposite.
368
00:20:15,305 --> 00:20:18,365
'Cause n- of what is someone that's
like, "Hey," someone that wants to
369
00:20:18,375 --> 00:20:22,205
get in SWAT, that's their- Oh, yeah
… they're focused on getting into SWAT.
370
00:20:22,215 --> 00:20:25,965
They're, I- Yeah … I would be guessing
that they're not really paying too much
371
00:20:25,965 --> 00:20:30,045
attention about proactive policing if
their lifelong goal is to be in SWAT.
372
00:20:30,165 --> 00:20:30,855
But I'm sure- Yeah,
373
00:20:30,855 --> 00:20:32,295
they're the arrest person, right?
374
00:20:32,295 --> 00:20:32,645
They're like the- yeah.
375
00:20:32,665 --> 00:20:34,195
They're the door kicker … making
all those great arrests Right?
376
00:20:34,385 --> 00:20:35,615
Yeah, absolutely.
377
00:20:35,725 --> 00:20:39,515
And the same, again, and I it's,
it parallels with analysis too.
378
00:20:39,515 --> 00:20:43,445
That there's just people that,
"Hey, I really enjoy being
379
00:20:43,445 --> 00:20:44,915
an investigative analyst.
380
00:20:44,915 --> 00:20:50,035
I enjoy helping, working on cases
and assisting the investigation,
381
00:20:50,425 --> 00:20:55,375
and that's really my skill set and
that's really where I wanna be." Which
382
00:20:55,375 --> 00:21:01,235
is- … obviously very different from
the proactive problem-solving route.
383
00:21:01,385 --> 00:21:02,225
Yeah, absolutely.
384
00:21:02,255 --> 00:21:05,375
I think the goal though is we're
starting to see more and more agencies
385
00:21:05,375 --> 00:21:09,095
say to analysts "Your skills are
applicable across all of these things.
386
00:21:09,175 --> 00:21:11,795
And it's great for you to want to be an
investigative analyst, and we're gonna
387
00:21:11,795 --> 00:21:13,245
let you be an investigative analyst.
388
00:21:13,275 --> 00:21:16,825
But-" "… there are things that kind
of cross over that you can do, again,
389
00:21:16,845 --> 00:21:20,805
a little bit of a pilot project just
to make you more we- well-rounded as an
390
00:21:20,815 --> 00:21:25,005
analyst." "But also even the organization
can use those skills in different ways."
391
00:21:25,005 --> 00:21:28,325
And I think there's a lot of merit to
that from a professional development
392
00:21:28,325 --> 00:21:32,305
standpoint when somebody decides it's time
for them to step outside of that agency
393
00:21:32,305 --> 00:21:36,155
and either go to another agency or move
up and become supervisors of analysts.
394
00:21:36,165 --> 00:21:39,495
Having that broad range of skill
is actually really valuable.
395
00:21:39,845 --> 00:21:42,605
But it's the same I often say
it mirrors policing, right?
396
00:21:42,685 --> 00:21:47,105
People who have that 20 different
areas that they've been doing in
397
00:21:47,105 --> 00:21:50,825
their career is the one that tends
to, go to other departments and tends
398
00:21:50,825 --> 00:21:54,305
to be a good lateral, now they've,
they were, a sergeant in this agency
399
00:21:54,305 --> 00:21:56,955
and now they're a lieutenant or a
captain over in this agency because
400
00:21:56,965 --> 00:21:58,365
they have- a lot of broad experience.
401
00:21:58,465 --> 00:22:00,005
Hey Jamie very good.
402
00:22:00,005 --> 00:22:01,105
This was great.
403
00:22:01,175 --> 00:22:02,285
Very interesting.
404
00:22:02,295 --> 00:22:07,315
For the listeners, we'll put a link
to the study in the show notes if
405
00:22:07,315 --> 00:22:12,765
you want to read the study and get
into more information from the study.
406
00:22:13,187 --> 00:22:17,207
And as always, , if there's a research
topic that you want us to cover in
407
00:22:17,207 --> 00:22:19,137
this segment, please let us know.
408
00:22:19,137 --> 00:22:23,227
You can email me at LEAPodcasts@gmail.com.
409
00:22:23,887 --> 00:22:26,507
All right, Jamie, I'm gonna give
you the last word as we finish up.
410
00:22:26,507 --> 00:22:27,317
What do you wanna end with?
411
00:22:27,427 --> 00:22:30,737
Yes, I would just say that, the
opportunity for analysts to really
412
00:22:30,737 --> 00:22:32,397
help with these efforts is there.
413
00:22:32,607 --> 00:22:35,307
You can support your organization,
you can provide research.
414
00:22:35,317 --> 00:22:37,717
You have lots of opportunities
to help with these things.
415
00:22:37,727 --> 00:22:41,107
Dive into some of this research because
it's applicable to your job, and also
416
00:22:41,107 --> 00:22:44,817
can really help your organizations
as you provide them good analytical
417
00:22:44,817 --> 00:22:45,857
products and make good decisions.
418
00:22:46,117 --> 00:22:46,747
Very good.
419
00:22:46,747 --> 00:22:47,907
Thank you, and you be safe.
420
00:22:48,037 --> 00:22:48,377
Thanks.
421
00:22:48,457 --> 00:22:48,836
Bye-bye.
422
00:22:48,836 --> 00:22:51,176
Thank you for making it to
the end of another episode of
423
00:22:51,176 --> 00:22:52,556
Analyst Talk with Jason Elder.
424
00:22:52,616 --> 00:22:56,066
You can show your support by sharing
this and other episodes found on
425
00:22:56,066 --> 00:22:56,196
our website@www.leapodcasts.com.
426
00:23:00,566 --> 00:23:03,716
If you have a topic you would like
us to cover or have a suggestion
427
00:23:03,716 --> 00:23:06,156
for our next guest, please send us
an email at LEApodcasts@gmail.com
428
00:23:08,431 --> 00:23:10,406
Till next time, analysts, keep talking.
