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Enhancing State and Local Roles in Crime Response through Tactical Planning

This document outlines the contrasting roles of state and local entities in crime response and prevention. Local exchanges focus on facilitating daily workflows and effective case processing, while state exchanges maintain comprehensive statewide information on subjects' identification, status, and history. The discussion includes strategic planning issues, business case components related to current processes, and necessary improvements. It also addresses the impacts of unresolved issues, potential alternatives, proposed solutions, and benefits of enhancing statewide operational capabilities.

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Enhancing State and Local Roles in Crime Response through Tactical Planning

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  1. Tactical Planning

  2. State versus local roles • Local exchanges tend to focus on efficiently enabling the everyday workflow between local entities, response and prevention of crimes, and case processing. • State exchanges are primarily focused on maintaining statewide information on subject identification, status, and history that are consumed by all agencies making decisions during critical justice events.

  3. Candidate business issues • Strategic Plan Issues, as well as Scenario and Gap Analysis • JIEM Exchange Documentation • Issues associated with timeliness, completeness, accuracy, and accessibility of statewide subject identification, status, and history.

  4. Components of a business case • Current Situation: • What is the current business process? • Issues: • How does the current process not meet the business need? • What problems or issues are there with the current business process? • What are the gaps that must be fixed to improve the situation?

  5. Components of a business case • Impact if not implemented: • What will the impact/consequences be if this issue is not resolved? • Alternatives: • Describe any alternatives that have been considered • Solution: • What is the proposed conceptual solution?

  6. Components of a business case • Benefits • How would the proposed solution improve the business process, quantitatively and qualitatively? • How does it improve the overriding objectives of statewide subject history, status, and identity? • Is the benefit impact statewide , cross-jurisdictional, and across organizations?

  7. Components of a business case • Dependencies: • Does the solution depend on other areas being fixed first? • Do other areas depend on this solution?

  8. CMS business case requirements for procurement • Basic info on proposed procurement • SPO contact information • Procurement information • Contract information • Contract terms & estimated value • Procurement justification • Summary of responsible bidders

  9. CMS business case requirements for procurement Procurement justification: • Programmatic objective (already covered?) • Economic justification  (work groups need to address this!) • History/background of recent contracts & duration of vendor relationships (not needed at this stage?)

  10. Tactical Planning

  11. Prioritizing projects

  12. Determining project value • Project improves capability for subject ID, status, and history? • Project provides statewide benefit or only to certain regional or organizational areas? • Project contributes to goals and key issues in Strategic Plan?

  13. Determining project value • Project addresses key gaps in overall criminal justice business process? • Are other projects dependent on this one for their success?

  14. Determining project risk • Can project meet business/operational requirements & make use of existing systems, with little or no changes? • Manageable gap between current system functionality & new business requirements? • Project highly complex, either from business or technical point of view?

  15. Determining project risk • High cost/ difficulty getting funding? • Performance requirements difficult to achieve? • Will project conform to standards? • Personnel with necessary skills readily available for project?

  16. Developing timelines

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