Police Analytics—Business Intelligence (Details)

Name of province/ territory:


City/ Region:

Halton Region

Description of Initiative:

In 2009, Halton Regional Police Service (HRPS) recognized the opportunity to maximize the value of computer-aided dispatch (CAD) data and records management system (RMS) data that was being collected as part of daily operations. This revelation prompted the creation of a business intelligence analytical tool to better exploit the service’s data assets. In 2012, the service engaged Intergraph to implement its Business Intelligence for Public Safety software product to address these needs.

In 2013, this software was implemented. The new business intelligence tool mines data from the Intergraph CAD system and the Niche records management system. The police service is using this tool to analyze the data gathered from its records, produce performance reports and identify innovative opportunities for improved service delivery and greater efficiency. This includes workload analysis, looking at patrol visibility and analyzing its effects on crime, analysis of risk indicators (mental health, addiction, etc.) and other data on police activities.

The technology allows senior staff to monitor organization activity and equips frontline personnel with real-time policing data for operational purposes.

The business intelligence tool has been assumed by the newly created HRPS Police Analytics Unit, which is housed within the Office of Continuous Improvement and Strategic Management (OCISM).

Initiative Key Objectives:

This initiative has several objectives:

  • place emphasis on the need to capture data accurately in a systematic way in order to produce effective analytical products;
  • support the HRPS OCISM, whose mandate is to be a cross-service clearinghouse for business intelligence innovative projects, providing an engine for innovation; and
  • adopt a culture of business intelligence wherein members throughout the organization are encouraged to offer ideas on new data-driven projects and utilize the products of business intelligence to enhance their work.

Section Responsible for Implementation:

Police Analytics Unit, OCISM, HRPS

Key Contact:

Nishan Duraiappah

Groups/ Agencies/ Key Partners Involved:

Level of Involvement (consultative - information sharing) and/or cooperative - direct involvement):


Amount of Time Initiative has been in Place:

Since 2012.

Reason for Undertaking the Initiative:


Resources Required to Implement this Initiative:

Software acquisition; costs not available.

Method of Implementation:

The initiative was implemented through the establishment of a project team, substantively led by the Information Technology, Uniform Operations and Planning/Analysis units.

Key Outcomes of the Initiative:

Achievements are continually being realized; this is an ongoing initiative.

Availability of a Communication Strategy:


Key Messages used to Publicize the Initiative:

See "Initiative Key Objectives".

Forms of Evaluation by which the Initiative will be Assessed:

  • internal
  • qualitative

Evaluation Completed or Community Feedback Received:


Summary of the Outcomes:


Summary of the Performance Measure Data Collected:

To be developed.

Economics of Policing Pillars:

Further Details:


Additional Comments or Suggestions:


Record Entry Date:


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