In 2011, the City of Stockton, California, found itself in an unenviable position. Despite the diligent efforts of the short-staffed but dedicated department, it was ranked the second most violent city in California and the tenth most violent city in the United States.1 Law enforcement and the community were frustrated and looking for better results. The department’s leadership was deploying its most valuable resources—the men and women of its force—based on experience, sound practices, and instinct, but it wasn’t enough. Working harder wasn’t the answer; the department needed to work smarter.