Partnering for Impact

Building Effective Crime Gun Intelligence Strategies

You may not be surprised to learn that George Washington's first cabinet included prominent figures like Thomas Jefferson and Alexander Hamilton, but you might be surprised to find that they held contrasting political ideologies.

As both a military leader and the first President of the United States, Washington recognized the strength of diversity and leveraged it as a strategic asset. To build a unified force during the American Revolution, he intentionally selected leaders from different regions, embraced a range of political viewpoints, and included Native American leaders.

Washington’s commitment to a broadly representative leadership model fostered a wider range of perspectives in policy discussions. This approach not only strengthened the Continental Army but also forged a foundation for consensus and stability in the fledgling nation. Ultimately, his efforts helped align the interests of a diverse population and set a precedent for inclusive governance.

While this isn't the first time I reference George Washington's leadership in The RF Factor blog—and it certainly won't be the last—I believe it is important to do so as jurisdictions struggling with gun violence seek solutions. Those solutions may very well lie in the power of diverse partnerships.

The Power of Partnership in Crime Gun Intelligence

Gun violence has ripple effects that touch not only victims and their families but entire communities. Crime Gun Intelligence (CGI) is a critical approach in tackling this issue, designed to track, analyze, and act on data related to gun crimes. But to work effectively, CGI relies on more than just technology or forensic data—it depends on partnerships. These partnerships span law enforcement agencies, forensic labs, prosecutors, analysts, technologists, and often community organizations. While this diversity of players brings immense potential, it also introduces complexities.

So, how do we build and sustain partnerships that can truly make a difference in CGI? Let’s break down some key elements and discuss what each brings to the table.

Cross-Jurisdictional Leadership Commitment: The Foundation of CGI

To launch an effective CGI strategy, we need to secure commitment from leadership across jurisdictions. It’s not enough for just one agency or department to believe in the mission; CGI efforts require a collective buy-in from key stakeholders, having “skin in the game”, who bring varied perspectives, resources, and influence. But how do we do this?

It starts with targeted outreach. Identifying leaders who are passionate about combatting gun violence and directly inviting them to the table sets the tone for collaboration. It’s not just about sending a formal invitation; a personal touch, like a phone call or meeting, can help establish trust. Providing background materials, like reading resources, ahead of initial discussions can help ensure everyone is on the same page and prepared to contribute. When leaders commit to CGI, it empowers their agencies to fully engage, creating a solid foundation for the program.

Think and Act as a Team: Building a Collaborative Mindset

Establishing a strong, unified CGI team requires more than just shared goals; it needs a collaborative mindset from day one. Often, this is where an experienced facilitator or seasoned investigator or member of the department that is highly thought of - can make a difference. Bringing this skilled facilitator for those early meetings helps guide conversations, manage potential friction, and keep the group focused on collective goals.

Together, these stakeholders define the CGI mission, vision, and values. What are we here to achieve? What are the strengths and limitations of each agency? This process isn’t just a formality—it’s the foundation for ongoing cooperation. By aligning everyone on the scope, purpose, and immediate action steps, teams can foster a sense of joint ownership over the CGI program. A common mission serves as a powerful reminder that each partner is working toward a greater goal than their individual organizational objectives.

Clarify Roles and Responsibilities: Who Does What?

In any CGI program, knowing who does what is crucial to avoiding confusion and ensuring efficiency. But because each agency has its own processes, priorities, and capabilities, role definition can get tricky. For example, a police department might focus on field investigations, while a forensic lab handles the crucial task of evidence processing, and prosecutors work to prepare cases for court. How do these roles intersect? How do they complement each other?

Creating a detailed workflow is one approach. For instance, mapping a crime gun processing flow on a whiteboard can be a critical step in identifying inefficiencies. Take the NIBIN process for example, by bringing together investigators and ballistics personnel, they can visualize the entire process and pinpoint choke points that delay investigations. This tactic can also shift the focus from merely processing evidence for court presentation, to a more dynamic approach such as leveraging ballistics data and other intelligence to address potential violent crime before it occurs proactively. This improves the efficiency of investigations and contributes to overall public safety.

Rally Around a Shared Purpose: Serving Communities Together

One of the biggest challenges in any interagency effort is keeping everyone aligned from the top floor to the street, on the mission, especially as priorities shift over time. CGI stakeholder teams can overcome this by consistently focusing on the community impact of their work. When stakeholders understand that their purpose is to make neighborhoods safer and reduce gun violence, it’s easier to stay motivated and cohesive.

Achieving this sense of purpose is not automatic. It requires regular check-ins, a culture of follow-through, and transparency. Meeting summaries, tracking progress on action items, and circulating updates allow every partner to see their work’s impact in real-time. This approach not only reinforces accountability but also serves as a reminder of the lives positively affected by CGI efforts.

Create a Comprehensive, Integrated Strategy: People, Process, Technology

Successful CGI programs hinge on integrating three key elements: people, processes, and technology. But what works for one agency might not be effective for another, especially across different Areas of Responsibility each of which have their own local challenges. Crafting a comprehensive strategy means taking these unique factors into account, combining tactical insights from law enforcement with operational expertise from labs and analysts.

An inclusive approach—like drafting a mission statement that reflects the entire team’s values—can help build early buy-in and align stakeholders around shared objectives. When everyone contributes to creating the vision, they are more likely to commit to realizing it.

Identify and Support Champions: Leaders Who Drive CGI Efforts

Every CGI stakeholder initiative needs champions—dedicated leaders who represent the cause, inspire others, and sustain momentum. These champions could come from any of the participating agencies. They might be a police captain known for their grasp of the shooting environment, a forensic expert with a passion for innovation, or a prosecutor who’s seen firsthand the impact of gun crime.

But what makes a good CGI champion? They need to be more than just visible figures; they must be able to influence their networks, advocate for the resources CGI needs, and rally the team in challenging times. In complex regions, it can be helpful to have multiple champions, each covering different AORs to ensure comprehensive representation and support.

Measure, Adapt, and Evolve: Sustaining Progress

Finally, like any long-term initiative, CGI programs benefit from continuous assessment. Without monitoring, even the best intentions can lose momentum. Establishing key performance indicators—like the time it takes to process and follow up on NIBIN leads, the quality of shared intelligence, and the rate of case closures—enables teams to gauge effectiveness and make improvements.

These metrics should be adaptable. As the CGI program matures, new challenges will arise, and the team will need to adjust. Regular evaluations keep the program flexible, capable of responding to new threats or technological advancements.

Conclusion

CGI isn’t just a policy or technology-driven solution; it’s a partnership-driven one that is cross-jurisdictional and cross-discipline in make-up.

It’s a network of dedicated people, each bringing their unique skills, perspectives, and resources to the table. Effective CGI programs are built on a foundation of trust, shared purpose, and a relentless commitment to community safety. By working together, we can amplify our impact, making our neighborhoods safer and reducing gun violence one case at a time.

Just like George Washington relied on a broadly representative leadership model to add structure and stability to a fledgling nation, so should leaders looking to build and sustain stakeholder partnerships to advance CGI.