Beyond 911 Calls: Using Data, Not Guesswork, to Keep Cities Safe

I began my law enforcement career in 1980, and over the decades, I watched the profession change in countless ways- from writing reports by hand to working with computers in our patrol vehicles. But across those thirty-plus years, some things never changed: the importance of safety and the ongoing need for adequate resources.

To make smart decisions about where police officers should be and what they should focus on, cities need solid data. This includes crime reports, calls for service, and community feedback. By analyzing these sources, departments can identify patterns and trends. For example, if a neighborhood has a spike in thefts over several months, it may need more patrols or targeted investigations. Cities also need to look at longer-term data to avoid reacting only to short-term changes, which can lead to inefficient use of resources. The use of crime mapping and predictive analytics tools has become more common, helping leaders make informed decisions about resource deployment and policy adjustments.

Another key aspect is understanding which types of calls for service are taking up the most time and energy. Many calls are not criminal in nature, such as those related to mental health, homelessness, or noise complaints. Cities have started to examine whether police officers are the right response for all situations. Some are piloting co-responder models where social workers or mental health professionals assist or take the lead in certain calls. These decisions require careful analysis of local data, as well as coordination with other service providers, to ensure that the right resources are used in the right situations without compromising public safety outcomes (Lum et al. 2020)¹.

Staffing and Deployment Strategies

Figuring out how many officers are needed and where they should work is a constant challenge. Some cities use workload-based staffing models that look at how long officers spend handling different types of calls and how much time is needed for proactive work. This helps departments avoid a situation where officers are constantly jumping from one call to the next without time to build community relationships or conduct investigations. It also helps departments make the case to elected officials and the public about why certain levels of staffing are necessary (Wilson and Weiss 2012)².

Beat assignments, shift patterns, and specialized units all factor into deployment decisions. For example, a neighborhood experiencing a surge in gang activity might benefit from a temporary detail of officers trained in gang enforcement. On the other hand, if traffic crashes are a major issue in a particular area, a traffic enforcement unit may be more appropriate. These choices must be flexible enough to adapt to changing conditions while still supporting long-term goals like crime reduction and public trust. Departments that use regular operational reviews and performance metrics tend to be more effective at making these adjustments in a timely way (Ratcliffe 2016)³.

Community Engagement and Public Trust

Public safety is not just about responding to emergencies. Building trust with the community is a critical part of effective policing. When residents feel comfortable reporting crimes, sharing concerns, and working with officers, it becomes easier to prevent and solve problems. Cities are increasingly investing in community policing strategies that focus on building relationships and solving problems collaboratively. This includes assigning officers to consistent neighborhoods, holding regular community meetings, and supporting programs that connect youth with law enforcement in positive ways (Gill et al. 2014)⁴.

However, community engagement is only effective when it is meaningful and sustained. One-off events or short-term initiatives often fall short. Departments must allocate time and resources for officers to engage with residents outside of enforcement actions. That might mean attending neighborhood association meetings, walking beats, or participating in local events. These activities should be tracked and evaluated just like other parts of police work. When departments prioritize community partnerships as much as tactical operations, they are more likely to see long-term improvements in safety and trust (Skogan 2006)⁵.

Alternative Approaches and Interagency Coordination

Many public safety challenges are not solvable by police alone. Problems like mental health crises, substance use, and chronic homelessness often require a coordinated response involving multiple agencies. Cities have begun to explore alternative response models, such as dispatching behavioral health teams to certain 911 calls or creating specialized units that include both police and civilian experts. These programs aim to reduce unnecessary arrests, improve outcomes for vulnerable populations, and allow officers to focus on core policing duties (Watson et al. 2019)⁶.

Successful coordination depends on clear roles, shared goals, and consistent communication among agencies. This includes not just police and health departments, but also fire services, housing authorities, and nonprofit organizations. Some cities have created centralized public safety coordination units or task forces to manage cross-agency initiatives. Funding and data sharing agreements are also critical to sustaining these efforts. Without a formal structure, collaborative responses can lose momentum or become siloed. Cities that invest in these connections often see better outcomes for both public safety and community well-being (Clifasefi, Lonczak, and Collins 2017)⁷.

Evaluating What Works and Adjusting Over Time

Public safety strategies need to be evaluated regularly to see whether they are actually achieving the intended goals. This includes tracking crime rates, clearance rates, response times, and community satisfaction. It also means looking at unintended consequences, such as racial disparities in stops or arrests. Some departments have begun using dashboards and performance scorecards to monitor progress and make adjustments. These tools help leaders stay accountable and focus on continuous improvement rather than relying on outdated assumptions or one-size-fits-all approaches (Braga and Weisburd 2015)⁸.

The ability to adapt is especially important in the face of changing conditions. Whether it's an increase in gun violence, a natural disaster, or a shift in public expectations, departments must be ready to respond. This requires not only operational flexibility but also strong leadership and a willingness to engage with criticism. A commitment to evidence-based practices, transparency, and community collaboration sets the foundation for long-term success in keeping communities safe and resilient (National Academies of Sciences 2018)⁹.

Bibliography

1. Lum, Cynthia, Christopher S. Koper, Megan Stoltz, and Heather Vovak. 2020. "The Evidence-Based Policing Matrix." Center for Evidence-Based Crime Policy, George Mason University. https://cebcp.org/evidence-based-policing/the-matrix/

2. Wilson, Jeremy M., and Alexander Weiss. 2012. "A Performance-Based Approach to Police Staffing and Allocation." RAND Corporation. https://www.rand.org/pubs/technical_reports/TR1153.html

3. Ratcliffe, Jerry H. 2016. Intelligence-Led Policing. 2nd ed. New York: Routledge.

4. Gill, Charlotte, David Weisburd, Cody Telep, Zoe Vitter, and Trevor Bennett. 2014. "Community-Oriented Policing to Reduce Crime, Disorder, and Fear and Increase Satisfaction and Legitimacy Among Citizens: A Systematic Review." Journal of Experimental Criminology 10 (4): 399-428.

5. Skogan, Wesley G. 2006. Police and Community in Chicago: A Tale of Three Cities. New York: Oxford University Press.

6. Watson, Amy C., Michael T. Compton, and Jeffrey T. Draine. 2019. "The Crisis Intervention Team (CIT) Model: An Evidence-Based Policing Practice?" Behavioral Sciences & the Law 37 (5): 512-521.

7. Clifasefi, Seema L., Stephanie J. Lonczak, and Susan E. Collins. 2017. "Seattle’s Law Enforcement Assisted Diversion (LEAD): Program Effects on Recidivism Outcomes." Evaluation and Program Planning 64: 49-56.

8. Braga, Anthony A., and David Weisburd. 2015. "Focused Deterrence and the Prevention of Violent Gun Injuries: Practice, Theoretical Principles, and Scientific Evidence." Annual Review of Public Health 36: 55-68.

9. National Academies of Sciences, Engineering, and Medicine. 2018. Proactive Policing: Effects on Crime and Communities. Washington, DC: The National Academies Press.