Mariano Delle Donne – SmartForce®’s Blog

Colorado Agencies’ New Contact Collection Timeline Moved Up 8 Months and SmartForce® is Helping to Meet Fast Approaching Deadline

Law enforcement organizations manage change and comply with new laws all the time and it’s not always easy. In Colorado, Senate Bill 217 requires all agencies to report citizen contact collections originally slated to be in effect in January of 2023. A more recent bill, House Bill 1250 from the last legislature moves that deadline to April of 2022. That means local jurisdictions have about 3 months to be ready for full compliance, 8 months sooner than originally expected. To support local law enforcement, SmartForce® built a brand-new tool called CitizenContact for the specific purpose of collecting contact data and submitting it in the required format to the state. If you are a Colorado Chief or Law Enforcement leader, here are 3 reasons CitizenContact is right for your agency:

We’ve taken the guesswork out of compliance for you.
It’s FREE!
It’s a tool that simplifies data transparency and helps build community trust.

We’ve taken the guesswork out of compliance for you. There are plenty of new requirements to be aware of in SB 217 and other laws. We built a system that complies to the letter of the law. Our team is made of former law enforcement officers, compliance experts, and knowledgeable computer engineers. SmartForce’s products are the result of these expertise, ensuring they meet your needs. For example, CitizenContact© is made so that the data your officers collect is the right data as mandated by SB 217, accessible while they are still on site and shareable with the citizen contact they made. Most importantly, the data is exported to the Division of Criminal Justice in compliance with their format (JSON, Flat file, shared securely, etc.). We are in the weeds with you to navigate through these complex changes and will do it right.

It’s FREE! Law Enforcement Officers are constantly doing more with less – meeting new mandates with no new resources. Regardless of the size of your agency, chances are you don’t have enough resources to quickly bring your whole department in line with all the requirements the way you would want. That is why we are offering CitizenContact for free. You have plenty of updating to do, let this advanced tool be the easy decision for contact data collection. We believe every agency should have access to the best technology that helps them fight crime and become more data-driven.

It’s a tool that simplifies data transparency and helps build community trust. With so many details to worry about and managing organization-wide change, it is not always easy to see how this change can serve your agency. Data can be a powerful tool to communicate about policing with the public, as well as combating crime. After all, submitting the new contact data in a specific way and format to the state really is about being able to see the picture of what is happening on the ground with officers. Those pictures include how hard officers work and the community members they help.

When SB 217 was originally passed, we along with you thought we had until January of 2023 to figure out new solutions to the mandates. Then, HB 1250 moved that timeline up and our deadline moved up along with yours. I’m quite proud of how agile our team was in responding to this new timeline and got the application ready and tested by local jurisdictions. The team has had to monitor changes in laws through the development process and will continue to do so. The more Colorado agencies we have using CitizenContact, the more we believe the state will be ready to meet not only the requirements, but also the call for more transparency and public trust.

The CitizenContact application has already been piloted in dozens of Colorado Law Enforcement agencies. Chief Jack Cauley of Castle Rock Police Department endorses it for his neighboring jurisdictions because it is “very easy to use and streamline[s] citizen collection per Senate Bill 217.” This kind of close collaboration with local jurisdictions is what our team thrives on. We believe our software products like CitizenContact have a vital role to play in the larger context of ethical policing that engages the community as partners. These are the larger conversations that SmartForce wants to be engaged in with you in the coming weeks.

For now, we know CitizenContact is saving jurisdictions time and we are curious to learn exactly how much time. Have you tried using another method in your agency to collect contact data? How much time and what challenges have you run into? What other functionalities are you wishing you had? We have already gotten requests for use of advanced use of force tracking, complaints management and more. We always want to learn about what’s going on in your agency, so we can better meet your needs.

To get started with CitizenContact please contact us at info@smartforcetech.com

SmartForce® Answers Your Call for More Actionable Officer Data

Mariano Delle Donne
CEO

Improved and actionable data around officer performance and experience are indispensable tools in any agency focused on accountability and transparency. At SmartForce®, compiling, communicating, and sharing data are all at the core of our business and why we exist to support law enforcement. It’s not just agency management best practices, but it’s also logical to know what employees are going through, how they are performing, and know when they need support and accountability. That is why the Early Intervention System (EIS) in the latest release of SmartForce® was developed.

I continue to be proud and excited about our team’s ability to meet the changing needs of law enforcement. I’m particularly excited about the EIS system because it answers the call from the federal government for more data, from the public for more transparency, and very importantly, from chiefs and other agency leaders themselves for more ways to manage their force. Local agencies can use the module to set their own parameters for warning signs and priorities so they can be notified in near real-time when an officer is at risk before the risk becomes a problem. We made the new system a tool that empowers agencies to use their own data to support their force internally so officers can be at their best while serving their community.

Here’s how it works. The department lead sets the risk weight for each type of incident and the number of incidents to establish a tipping point. As officers are involved in incidents such as response to resistance, complaints, pursuits, or crashes, the EIS Dashboard displays all of the officers and ranks them from top to bottom on risk though a one-of-a-kind SmartForce® algorithm. It also displays how close they are to the established tipping point. For officers near or at the tipping point, supervisors can document interventions including counseling, re-assignments, etc. to mitigate risk to the officer and community alike. (To learn how to get the most out of this EIS for today’s law enforcement needs, Brian McGrew wrote an excellent blog where he outlines practical strategies for Professional Standards units in using EIS to track officer performance as well as wellness and sharing EIS data to drive accountability and transparency.)

The EIS solution, much like our entire software, is designed to distill complex data into useful information for officers to use immediately. The software immediately integrates reports and data that would take hours for a human analyst to interpret and without bias of human error to show when an officer is at risk and needs help. Without Early Intervention, the supervisor would have to rely on his or her own mental or manual data tally of what all his officers have been going through. The system tracks reports and incidents as they happen and produces a clear and fair picture of what’s going on for all officers. Departments otherwise would have to wait days, weeks, and sometimes months for investigations and reviews to be completed before such data about officer experiences are available. As one can imagine, these timelines are too long and many officers would have gone past the tipping point in terms of risk without a real-time early warning system. Once an officer is identified by the system as getting close to the tipping point or having gone past the tipping point, the department lead knows how many incidents and which type of incidents the officer has been involved in that led to the determination. He or she can then decide appropriate actions and document them in the system.

Here are a few screenshots that show how the data is at the user’s fingertips. As a supervisor, I open up the EIS and the “Risk” tab to see where my six officers are in terms of risk. (See Screenshot 1 below.) I started monitoring these six because they all had at least one indicator of risk within the last 90 days. Immediately, I see that Brian and Ryan both have crossed the tipping point with three response to resistance (RTR) incidents each. Andy, Dom, and Mariano each have one RTR so they are not at the tipping point. I can also see Todd has one indicator of risk in the same time period, but he is further from the tipping point because a car crash holds less weight in terms of risk than an RTR.

Screenshot 1: The “Risk” tab shows where officers are in relation to the tipping point.

I then open the “Timeline” tab for more details on the risks. (See Screenshot 2 below.) From here, I can see that Brian not only has three RTRs, but two of them happened in a tight time span. Seeing multiple incidents occur around the same time period may help me better prepare for an intervention counseling session with Brian.

Screenshot 2: The “Timeline” tab shows how many incidents and when they took place in a predefined time frame.

By looking at the Risk dashboard based on the algorithm set by the department parameters, Brian and Ryan are at risk. Ideally, we would have a policy in place about what type of intervention should be employed for every officer like Brian and Ryan who show up at-risk in the EIS. This is the best way to make sure officers are prepared for duty and able to serve their community. Further, it also gives the department a chance to check in with Brian and Ryan to make sure their wellness needs are met and let them know three RTRs in two months would be hard on the best of officers. Once the appropriate intervention is determined, I would log it in the system like the comment for Andy on the “Intervention” tab. (See Screenshot 3 below.)

Screenshot 3: The “Intervention” tab keeps track of the interventions that were used in response to risk incidents.

We are very excited for our customers to put this valuable tool to immediate use. For more details on the module, see our press release here.

The latest release notes on the new version that includes this module can be found here.

As always, talking to us is the best way to learn more about our products and teach us about your needs. Please feel free to reach out.

Taking the Leap into Insights-Led Policing

Mariano Delle Donne
CEO

Law enforcement organizations face many multi-faceted challenges every day. The challenge of using data that is now widely available to be more effective and proactive can be a daunting task that gets overshadowed by other priorities. However, once the benefits of becoming more insights-led are examined, no organization can afford to not take advantage of the richness of information and analytics. Some police departments have taken the leap into gathering insights from their data to get more crime solving and prevention results. Because the insights-led approach is a continuous cycle of learning and improving, all departments and organizations can use more support in terms of becoming more insights-led.

Adventos wants all law enforcement organizations to be able to take advantage of the richness in insights and be equipped with the necessary tools to be insights-led. A recent white paper Getting Real About Insights-Led Policing is designed to present the case for utilizing an insights-led approach to policing, sharing real world anecdotes, and providing concrete steps to taking the leap. We want it to be a relevant resource for commanders and also a conversation starter with your teams about how you can take the leap into using more and better insights.

You can follow experiences of the Port St. Lucie Police Department and Chief John Bolduc to see how it plays out in a fast changing city to distill insights, apply it to all types of challenges, learn from each cycle, and reiterate for the next cycle. Chief Bolduc is realistic about the work that it takes to be true to the insights-led model, but he is enthusiastic about the results they have been able to achieve with this model of policing. He attributes the 60% reduction in property crimes to better use of insights and combining it with other tried and true policing strategies. You also won’t want to miss the colorful and “insightful” voice in which Chief Bolduc recounts his wisdom and experiences.

The free white paper lays out the characteristics and benefits of an insights-led organization. More importantly, it gives specific strategies to use mechanisms and processes you are already using like the SARA (scanning, analysis, response, and assessment) Model to get more results with insights. The SARA Model and the insights-led approach are both natural learning processes, but the intelligence that can be gathered and used with insights takes policing to the next level of effectiveness and efficiency. There are ways of ensuring accountability by implementing Stratified Policing Model to share insights from crime analysts to every level of the force and directing specific action steps to the right level of command.

SmartForce® is an indispensable tool in the insights-led approach because it is designed for modern day policing necessities such as data safety compliance and real-time sharing of information; but it also enables true collaboration within your force. With these key pieces and other fundamental components in the white paper, we lay a roadmap for you to explore becoming more insights-led regardless of where you are today in the spectrum of being only data-led to becoming more insights-led.

The first step in taking the leap into insights-led policing is downloading the white paper and sharing it with your force. As you digest it and apply it to your own work, please let us know what other resource, information, or tool we can help provide for your insight-led journey.

The Three Critical Keys to Success in Reducing Crime

Mariano Delle Donne
CEO

There are several core challenges that often stand between law enforcement organizations and their quest to improve crime reduction efforts in their communities. Selecting the right strategy (or even blend of strategies) that will address their unique problems is a major hurdle to overcome. Likewise, staffing, culture, and measuring execution in a meaningful and long-term way are also common obstacles.

While it’s certainly true that there is no “one size fits all” approach to crime reduction, there are a few core concepts that can address many of these obstacles, and help an agency accomplish its goals simultaneously.

Based on our experience, countless conversations with your peers, and case studies, we have fast-tracked the top Three Critical Keys to Success when it comes to reducing crime:

Accountability
Communication
Collaboration

It All Begins with Accountability

One of the most important factors required to reduce crime has to do with adopting a true accountability mindset for your proactive policing efforts. The problem is that in many agencies, accountability is something that “rolls downhill” – meaning that responsibilities are often pushed down to the people who are working beneath those they were given to. A Chief gives an assignment to a Commander, who assigns it to a Captain, who delegates it to a Lieutenant, etc.

Instead, accountability needs to be shared across all levels of the organization, not just the last person it was delegated to. More than that, a successful crime reduction strategy depends on accountability being assigned based on the complexity of the crime. The more significant the crime, the higher the rank of the officer to which it is assigned. These are two critical perspectives that any agency of any size can easily adopt by sharing accountability and assigning by complexity.

Communication is King

Equally important is the concept of communication – something that most agencies could stand to improve in at least some ways. If your agency wants to focus on robberies and burglaries, for example, this needs to be communicated to everyone. This communication extends to the officers out on patrol as well as the crime analysts who are focused on data collection and the investigators who need to know what their priorities needs to be in a given day.

Likewise, actionable data must be communicated if crime reduction techniques are to be successful. Everyone in an agency needs to know what is happening, why it’s happening, and they need essential community information to gain critical perspectives on the people and groups they’re dealing with.

Remember, knowing what to communicate is often just as essential as knowing how to communicate within your agency.

The Power of Collaboration

Finally, we arrive at collaboration – or in other words, the realization that decision makers within an organization need the most accurate, actionable insights to make the best decisions possible at all times. Key data needs to be top of mind, represented visually and presented in a way that can be easily organized, searched and accessed.

Equally important is the realization that decision makers exist at every level in an agency – not just at the top. Once all of the decision makers have the knowledge they need, they’ll be in a better position to prioritize their time and respond in the right way to their own unique piece of the crime reduction puzzle.

If you’d like to find out more information about the Three Critical Keys to Success in terms of reducing crime, download our new eBook: “The Most Powerful Guide to Reducing Crime – 3 Keys to Success.”

Five Major Elements to Improve Communication between Patrol and Investigations using SmartForce®

Mariano Delle Donne
CEO

Communication is a critical part of all Patrol and Investigations’ efforts in any law enforcement agency, regardless of its size. But achieving this is rarely as simple as flipping on a proverbial light switch. Not only do you need a culture where communication is prioritized, but one where a sense of openness is unlocked through the most important technique of all: improved and organic collaboration across the agency.

Luckily, getting to this point is not as difficult as one might think. If you truly want to improve Patrol and Investigations’ communication and empower collaboration, there are Five Key Elements that are required and can be easily accomplished using SmartForce® an Agency Management System designed specifically for Police Departments.

1. Focus on Shift Briefings

In many ways, shift briefings are where communication and collaboration intersect in a meaningful way. Utilizing SmartForce, Investigations can post a briefing item to advise Patrol what they are working on, and what assistance Patrol can provide. An example of this idea in action: Detectives working a bank robbery series can share the bulletin and ask Patrol to conduct specific tasks such as locating an identified suspect and conduct a road interview or bring them in talk with Detectives. Detectives can also share progress on the investigation and provide Patrol with the direct point of contact for any new information.

2. The Power of Operations Discussions

Along the same lines, SmartForce facilitates Operations Discussions, which go a long way towards breaking down those information silos that far too many agencies still must contend with. Investigations and Patrol can all collaborate on an issue (like a crime hotspot) in a way where everyone sees what individuals are doing. Patrol will know if a Detective needs help contacting an investigative lead, or locating a witness, and Detectives will know what suspicious activity Patrol is seeing in real time whether they are in the office or on the move.

Additionally, Operations Discussions build an investigative timeline of what is happening in terms of the investigation’s status. This goes a long way towards keeping things well organized and helps to eliminate any unnecessary redundancy and duplication of work. Overall, it fosters a culture capable of doing more of what needs to be done to solve crimes.

3. The Art of Deconfliction

The “art of deconfliction” also has an important role to play in Patrol and Investigation’s communications, but from a slightly different perspective. Deconfliction logs can and should include things like drug tips and other types of activity where both Patrol and Investigations need to know what the other is working on. For example, a Patrol Officer might receive a tip about a drug house in his or her assigned area. If that Officer posts the tip to the Drug Tip Deconfliction Log within SmartForce, the Narcotics Sergeant can let the Officer know if they are either already working that address; want to work it or would like the Officer to work it at the patrol level.

4. The Importance of Crime Bulletins

During a crime series all key stakeholders involved need to have updated information in an accessible way for both Patrol and Investigations to ingest. Crime Bulletins are an excellent way to communicate between stakeholders when they are current and updated with versioning. It goes without saying but linking to this information in shift briefings and operations discussions is of paramount importance to solve crimes quickly and efficiently.

5. Search, and Plenty of It

Finally, we arrive at the concept of search – something that makes sure that all this insight and expertise no longer remains in a silo, cut off from the people who need it the most. With search functionality, Patrol Officers and Detectives can quickly catch-up on current happenings after RDO’s, vacations and more – all with customized views. SmartForce is one example of a solution designed to improve communication in this way by unlocking native search functionality within the solution itself. If all areas are putting their activity in SmartForce, any searches run on people, places, vehicles and keywords will link these two critical areas together much faster than email or word of mouth could ever accomplish.

Good communication and collaboration are essential in solving crimes efficiently and quickly. SmartForce incorporates the Five Key Elements listed above to link key stakeholders within an agency giving them a one-stop-shop to get their jobs done using the best technology available today.

What is DDACTS and why does it matter?

Mariano Delle Donne
CEO

Data-Driven Approaches to Crime and Traffic Safety (DDACTS) is a law enforcement operational model which combines data on the locations of crimes with data from traffic crashes to determine how to best place officers and other resources. This model is designed to not only reduce traffic accidents and crimes, but to enhance the presence of law enforcement in the community, putting officers in places where it is most helpful and reassuring for them to be seen. In addition, such targeted use of resources could lead to an overall cost savings for law enforcement departments in the long run.

It is generally accepted that highly visible traffic enforcement is an effective deterrent, and that crimes often involve motor vehicles. With these two facts in mind, DDACTS is designed to optimize the placement of officers to reduce crime and accidents based on real data. DDACTS uses data of a variety of types, including:

Crime Data
Crash Data
Traffic Data
Citizen Complaints
Observed Dangerous Driving Behavior
Information about Suspended or Revoked Licenses
Information about Wanted Persons

Much of this data is coded for type of incident, location, time of day and day of the week. It is used to create integrated maps that overlay crash, traffic and crime data to help to identify hot spots within a community or jurisdiction. Further analysis may show causation factors, environmental influences and time patterns for crime and traffic accidents.

Once the maps are created and data is analyzed, agencies can then devise strategies to focus law enforcement countermeasures and activities on the hot spots that were identified. This could mean increasing patrols in target areas, stationing police to manage traffic at key times, installing new traffic management devices, putting in cameras and more.

This law enforcement operational model gets stronger the more it is used and analyzed. By meeting with officers, community members, administrative personnel and elected officials, agency leaders can learn what’s working and what isn’t to better fine tune their approach. This “Team” approach also helps to get stakeholders more invested in the program so that they can be counted on for support and continued data. It is also important to do ongoing assessments of reductions in crimes and crashes, cost savings and other results of using DDACTS.

Nobody can predict exactly where a crime or a traffic accident is going to occur, DDACTS, however, can at least point out those areas where there is a higher probability of such events happening, based on historical and current data, so there is a better chance of having an officer in the right place at the right time.

Source
https://one.nhtsa.gov/Driving-Safety/Enforcement-%26-Justice-Services/Data%E2%80%93Driven-Approaches-to-Crime-and-Traffic-Safety-(DDACTS)

Five Keys to Setting Up a Successful Police Intel Unit

Mariano Delle Donne
CEO

As a community and its police department grow, having a police intelligence unit may be beneficial or even necessary. The purpose of a police intel unit is to provide strategic, tactical, operational and administrative intelligence analysis of crime data to a law enforcement agency in a timely manner. If you are considering adding an intel unit to your agency, there are five concepts you should keep in mind for its success: focus, structure, technology, stats/tracking, and potential pitfalls.

1. Focus

Focus comes down to three basic issues: jurisdiction, scope of information gathered and scope of services provided. Understanding which areas your police intelligence unit is going to focus on is key to building the unit correctly from the ground up.

– Jurisdiction: If you’re creating an intel unit for a city police department, the jurisdiction is the city. But what if it’s a unit that is shared among several departments? It could end up serving several cities, or different parts thereof.

– Scope of information: The most successful intelligence units have a wide variety of sources from which to obtain case facts and crime related information. In addition to having direct communication with criminal investigators and surveillance teams, additional sources include:
– accurate local crime statistics and police records;
– local, state and federal crime databases;
– social media sources;
– business and commercial open source data; and
– government records.

– Scope of services: Services provided might include the creation of crime bulletins, tracking of patterns and prolific offenders, radio monitoring, support in operations, warrant workups, data analysis, and other services to assist the department.

2. Structure

The structure of an intelligence unit depends on the size of the agency or agencies that it serves. A typical model might include a manager or supervisor, three to 12 sworn intelligence officers and three to 12 analysts, who could be sworn or not sworn. Smaller agencies may have one or two sworn officers doing double duty as intelligence officers and analysts. Many agencies require that recruits for officers and analysts have college degrees, and it’s important for anyone in this unit to be able to work independently, be persistent, communicate well and, of course, have a complete knowledge of general police practices. In addition to this, analysts may be required to have post-graduate degrees and should have excellent skills in writing, research, critical thinking and computers. The challenge for anyone beginning such a unit is finding these qualified officers and analysts or allotting enough time and budget to train them.

3. Technology

The scope of operations affects the technology required. A surveillance-heavy intelligence unit may require cameras, microphones and other types of high tech surveillance gear. A unit geared more toward data collection may invest in data mining software and very powerful computers. In just about all cases, the unit will need standard police gear, especially radios, tablets and cell phones to stay in communication with other law enforcement partners at all times.

4. Stats/Tracking

When forming a police intel unit, you need to have a way to quantify your progress against your stated goals and focuses. It would be accurate to say that the goal of any intel unit is to solve crimes, so the increase in solved cases is the best measure, but this isn’t always the whole picture. Intel units also help to bring cases to trial and keep them from being thrown out on technicalities, so perhaps prosecutions are a more meaningful metric to use.

5. Potential Pitfalls

As with creating any new department or unit, there are challenges, and those challenges start with money. Hiring staff, training them and buying equipment and software all cost money. Another pitfall is that the need for rapid information sharing will require a platform, so one must be found or created. If roles are not clearly defined and communicated to stakeholders, that can be another challenge that affects the development and success of a police intelligence unit. Also, unfamiliarity or even distrust could cause officers outside the unit, other departments and other potential customers of the intel unit to be hesitant to ask for help or share information. This will require a good deal of trust building through demonstrated successes and positive results.

Source
https://www.ialeia.org/docs/Intelligence_Led_Policing-Getting_Started.pdf

Adventos joins the Colorado Technology Association (CTA)

Mariano Delle Donne
CEO

Adventos is proud to announce that it has joined the Colorado Technology Association (CTA). CTA is the state’s premier nonprofit tech organization, creating meaningful connections throughout our community and advancing our technology ecosystem by establishing a diverse talent pipeline, advocating for modernized policy and fostering growth. CTA’s serves its more than 380 members across the state by offering a forum for business development, career advancement, civic engagement and access to influential thought leaders who are driving innovation.

Castle Rock Police Success with Collaboration

Mariano Delle Donne
CEO

At Adventos, our commitment to proactive, collaborative policing environments where crimes are not only solved but prevented entirely is well documented by this point. We’ve taken great care to build the SmartForce Agency Management System (AMS) around this very idea, putting the necessary tools in the hands of the people who need them the most to help keep our communities safe from harm.

We also like nothing more than a good success story – which is why we’re happy to report the following experience from the Castle Rock Police Department.

The Castle Rock Police Department

For years, the Castle Rock Police Department embraced the idea of a data-driven, intelligence-led policing strategy.. They could see the winds of time changing right in front of them and knew they had to change with it. Unfortunately, though, they lacked the central hub to really pull it all together.

They were facing an environment where sergeants could look at crime analysis products and crime reports but getting the information to the officers wasn’t getting done nearly as effectively as it needed to. The department lacked the centralized tool to really shatter the silos of information and intelligence once and for all. They needed a single platform that helped them generate a true data-driven approach and they needed it sooner rather than later.

Additional complications stemmed from the fact that Castle Rock is a growing community and the department was growing right along with it. In the past six years alone the community has grown significantly and current trends reveal that there is no end to that in sight. The department was seeing communication issues that were negatively impacting how data and intelligence information was shared with department employees.

Enter: SmartForce

From the beginning, SmartForce seemed to address the department’s pain points. Department officials loved the fact that everything they put into the system immediately became mobile, so officers had access to the entire system at their fingertips 24 hours a day, seven days a week.

They also loved the fact that all information, which used to be spread out across a number of different solutions, was suddenly in the same place at the same time in a way that was easy to take outside of the building. Bulletins that were talked about in shift briefings could be immediately sent out to officers in the field. If something important happened, everyone who needed to know about it DID.

SmartForce was also able to help the department deal with the challenges of a growing community that was growing at a significant rate. Six years ago, Castle Rock had 49,000 residents. Today, it has 64,000 and a thousand new homes are being built every year. SmartForce made it easier to address a higher volume of community concerns, all while bringing communication to one place so that everyone is on the same page at the same time.

Jason Lyons, the Patrol Commander from the Castle Rock Police Department, said “after a lot of research on [communication and collaboration], we landed on SmartForce. It seemed like the same kind of platform that would achieve both of those things, but it had the ability to grow with us as our business practices changed.”

Preparing for Tomorrow, Today

Initially, the Castle Rock Police Department started rolling out SmartForce slowly. They knew that such a dramatic shift in their technical foundation would naturally come with a bit of skepticism, so they wanted to make sure that they were able to get the support from their patrol officers that they needed to justify moving forward. They found support for SmartForce came easily, and above all else, they enjoy the fact that it actually does a lot more than what the department is asking for right now. Because of this, it’s a platform that offers the ability to grow as the department does, adequately addressing the challenges of today while making room for the needs of tomorrow and beyond, too.

The Castle Rock Police Department is just one example of an organization that has increased its efficiency and effectiveness once they’ve deployed SmartForce. There are many more examples, and at Adventos, we wouldn’t have it any other way. To find out more about our continued commitment to proactive policing, or to learn more about what the SmartForce Agency Management System can do, please contact us today.

21st Century Public Safety: The Power of Technology in Public Service

Mariano Delle Donne
CEO

At Adventos, we couldn’t help but notice that there are many dramatic – and important – shifts that are happening in public safety. These are changes both in terms of how work is done and the impact that it is having on our communities.

Public Safety Organizations are becoming increasingly transparent to the community, allowing them to be more flexible in terms of the invaluable services and attention they provide. At the same time, work is increasingly virtual – it’s occurring anywhere, at any time, thanks to the power of smartphones and other mobile devices.

Adventos believes deeply in helping not one thousand people, not one million people, but one billion people through improved public safety and by harnessing both the power of people and the power of software at the exact same time. This is a large part of the reason why we believe that human collaboration through technology isn’t just important today, but will grow even more pressing in the not-too-distant future.

The Shape of Things to Come

As more and more millennials enter the public safety workforce, talent will need to engage on an aligned purpose – no longer just on hierarchy. Social and external collaborations are poised to make leadership more horizontal, shared and (most importantly) collective. Boundary-less work partnerships need to exist and networks will augment capabilities and redefine how agencies achieve success in crime reduction.

Just as importantly, analytics, algorithms, big data and artificial intelligence will create new work at the intersection between humans and automation. Menial tasks previously performed by humans will be abolished, freeing up their valuable time so that they can do more of what they do best – keeping our communities as safe as possible.

At Adventos, this is the future we believe in and it is the one that we are working hard to help create in any way that we can.