SCOTTSDALE, Ariz. — On April 8, 2024, the Washington, D.C. Metropolitan Police Department (MPD) unveiled its new real-time crime center to aid investigations and support officers during critical incidents.
The establishment of the real time crime center (RTCC) was a significant milestone in enhancing public safety through technology and collaboration. This initiative was driven by the urgent need to address rising crime rates amid a historic low in the number of sworn MPD officers. It was also accomplished in record-breaking speed, from the initial concept to being fully operational took about eight months.
During a panel discussion at the National Real Time Crime Center Association conference in Scottsdale, Arizona, Lindsey Appiah, D.C. Deputy Mayor for Public Safety and Justice and MPD Commander Matthew Fitzgerald shared their insights and experiences of standing up the RTCC, offering valuable lessons for other jurisdictions looking to use technology to enhance their crime-fighting capabilities.
Top takeaways
Here are the key steps the MPD took to set up the RTCC:
1. Assessing existing resources and identifying gaps
The agency began by evaluating its current public safety infrastructure, identifying what was already in place and what was missing. The city recognized that it had gaps in technology integration and real-time communication between districts. This assessment helped them understand the critical need for a centralized crime center that could bridge these gaps.
Appiah noted that the city had traditionally relied on “force strength” — the number of officers available on the ground — but with declining officer numbers, they needed a different approach. This realization led to the push for a technology-driven solution that could multiply the effectiveness of existing resources.
2. Visiting and learning from other cities
D.C.’s leadership, including Appiah and Fitzgerald, visited real time crime centers in other cities to gather insights and best practices. These visits were crucial in shaping their own RTCC. For example, they found the New Jersey model particularly instructive, with New Jersey’s setup being particularly relevant and scalable for D.C.'s needs.
As Fitzgerald shared, “I went up there and visited them as well. Stole a lot of ideas from over there,” indicating that seeing these operations firsthand allowed them to adopt proven strategies and avoid potential pitfalls.
3. Leveraging existing capital projects
Instead of building a new facility from scratch, D.C. repurposed part of their existing police headquarters, which was already under renovation, to house the RTCC. This decision significantly reduced setup time and costs.
Appiah highlighted how they used ongoing construction to their advantage: “We were in the process of rebuilding our headquarters so we didn’t need to build something new, we just adapted a portion of it.” This practical approach enabled the team to work within existing frameworks, saving both time and money.
4. Streamlining procurement through emergency declarations
To speed up the procurement process, the mayor declared a crime emergency, which provided the flexibility needed to bypass some of the usual bureaucratic delays. This was crucial in acquiring the technology and equipment necessary for the RTCC.
Appiah explained, “We came up with this idea to do an emergency, which helped us to accelerate procurement timelines.” This step was vital for keeping the project on its tight timeline.
5. Building a multi-disciplinary team
D.C.’s RTCC brought together a diverse team of experts, including detectives from various units (homicide, narcotics, etc.), civilian operators and analysts. The team selection was highly competitive, ensuring that only the most capable individuals were chosen to operate and manage the center.
Fitzgerald emphasized the importance of this multidisciplinary approach: “Bringing the right people was fundamentally the first step of what we hoped to accomplish.” This ensured that the RTCC had the right mix of skills and expertise to handle the wide range of tasks it would face.
6. Community and media engagement
From the start, the city recognized the importance of transparency and building trust with the public. They engaged the community early on, explaining the benefits of the RTCC and addressing any concerns about privacy and surveillance.
As Fitzgerald mentioned, they worked closely with the media to demystify the RTCC: “We kind of sanitized this and just let them walk through, take some photos, kind of take away some of the scariness of the ‘Big Brother’ mentality.” This openness helped build community support and minimized resistance.
7. Phased launch with a focus on results
The RTCC was launched in phases, starting with a soft opening in February, which allowed the team to work out any kinks before the official launch in April. This phased approach also gave the team time to gather success stories that could be used to demonstrate the center’s effectiveness to the public and policymakers.
8. Continuous evaluation and adaptation
Even after the RTCC became operational, the team continued to refine its operations, integrating feedback and making necessary adjustments. This ongoing process ensures that the center remains effective and responsive to the city’s evolving needs.
Fitzgerald pointed out that this flexibility is crucial for the RTCC’s long-term success: “We’re still evolving, and part of that is making sure that we’re constantly evaluating how we’re doing things.”
Conclusion
The establishment of D.C.'s real time crime center stands as a powerful example of how strategic leadership, innovative technology and community engagement can come together to create a safer city.
Through rapid decision-making, effective collaboration and a commitment to transparency, the RTCC has not only reduced crime but also strengthened the relationship between law enforcement and the community. The insights shared by Appiah and Fitzgerald offer valuable lessons for other cities looking to implement similar initiatives, demonstrating that with the right approach, significant improvements in public safety are achievable.
