State police investigative structure and the adoption of intelligence‐led policing

Purpose – This paper aims to provide an overview of organizational changes in the New Jersey State Police (NJSP) Investigations Branch and how the Branch has adapted to the paradigm of intelligence‐led policing. The paper also reports on interviews conducted to assess the impact on key staff affected by the change, through the medium of a drug‐gang investigation, Operation Nine Connect. Design/methodology/approach – Both semi‐structured and less formal interviews were conducted with 20 detectives, intelligence analysts and managers. Extensive quotes are employed to demonstrate key points. Furthermore, content analysis of documents related to organizational change in the NJSP and to a large drug‐gang intelligence operation was conducted. Findings – The paper identifies the key tenets of intelligence‐led policing, and describes progress made both organizationally and culturally to move the Investigations Branch to an intelligence‐led policing mindset. Organizational successes were reported, but more limited success was achieved in relation to changing police culture. Practical implications – The paper clarifies the meaning of intelligence‐led policing, and identifies potential road‐blocks to implementation for police departments wishing to move to intelligence‐led policing. Originality/value – The paper identifies the key tenets of intelligence‐led policing, outlines how these were used to determine greater geographic focus in the organizational structure of the New Jersey State Police Investigations Branch, and is a rare examination of the internal workings of a state police investigations branch in relation to a drug‐gang investigation. The paper will be of interest to police executives and managers, and intelligence professionals.