This article takes a closer look at how the Metropolitan Washington Council of Governments built one of the country’s most ambitious regional crime dashboards, unifying data from 24 jurisdictions across DC, Maryland and Virginia. It breaks down the technical, operational and political work required to make regional sharing possible, then examines how agencies plan to sustain the effort long term. Together, these insights offer a practical blueprint for any region looking to turn fragmented crime data into coordinated, actionable intelligence.
What you’ll learn in this article:
- How MWCOG unified crime data from 24 jurisdictions into a Microsoft Power BI dashboard
- The technical and operational steps required to standardize incompatible data sources
- How agencies overcame governance, staffing and coordination challenges
- The long-term sustainability strategies designed to keep the dashboard relevant
- How regional crime data is already shaping collaboration, awareness and decision-making
Across the United States, law enforcement agencies are united by a core mission: to prevent crime and protect their communities. Traditionally, that mission has been carried out within the boundaries of each agency’s jurisdiction, using localized data to detect crime trends, allocate resources and develop response strategies. But as Laurel (Maryland) Police Chief Russell Hamill stated recently: “We know that the people committing crimes in our communities aren’t stopping at jurisdictional lines.” To address this fact, a new approach is taking shape — one that looks beyond borders and harnesses the power of regional data.
Thanks to rapid advancements in technology and the emergence of robust data platforms, law enforcement agencies now have tools that do more than capture local crime stats — they reveal broader, interconnected patterns. These insights have the potential to revolutionize public safety, enabling agencies to anticipate threats and coordinate more effectively across regions.
But realizing that potential isn’t easy.
Accessing and integrating regional datasets remains a significant challenge. Some jurisdictions are hesitant to share information, citing concerns over data privacy and the protection of sensitive material. Others face steep licensing fees or technical barriers that limit the use of advanced analytical tools. And then there’s the complex web of inter-agency collaboration — navigating differing priorities, governance structures and layers of bureaucracy.
Still, where many see obstacles, the Metropolitan Washington Council of Governments (MWCOG) saw an opportunity. Through unprecedented cooperation with 24 local member jurisdictions across DC, Maryland, and Northern Virginia, they launched the Regional Crime Dashboard — a pioneering initiative that pulls together data from across the region to create a shared, near-real time picture of crime statistics.
The MWCOG project serves as a powerful example of what’s possible when agencies break down silos and embrace innovation. It’s not just a dashboard; it’s a blueprint for the future of regional policing.
The problem with disparate needs and fighting crime
Bringing together more than 20 law enforcement agencies under one unified data-sharing initiative is no small feat. In fact, just coordinating the moving parts — timelines, formats and expectations — is an accomplishment worthy of recognition on its own. Yet that’s exactly what the MWCOG has managed to do, month after month, turning a complex vision into a functional reality.
Many people who haven’t dealt with regional data sharing don’t realize how complex it really is. But Chief Hamill — who chairs MWCOG’s Police Chiefs Committee — believes that increasing crime data transparency across the region leads to stronger public cooperation, higher reporting rates, greater community trust, and more effective crime prevention. In his view, the benefits outweigh the challenges. Having worked on similar efforts with just a few agencies, I can say that what MWCOG has accomplished is truly remarkable.
To appreciate just how significant that is, it helps to look at the work required to turn so many incompatible data sources into something coherent.
Turning chaos into clarity
One of the greatest challenges was integrating data from dozens of sources each with its own format, systems and reporting styles. Some agencies used Excel, others exported from SQL databases, others relied on custom outputs. The underlying data structures varied widely, meaning every dataset required a tailored approach to extract, clean and harmonize the information. And yet, when viewed through the MWCOG dashboards, the result is seamless: a public-facing interface that reveals data on regional crime patterns with clarity and consistency.
Speaking the same language
It may come as a surprise, but law enforcement agencies don’t all code or classify crime data the same way. Each agency uses systems with their own definitions, categories and terminology. To overcome this, MWCOG developed a kind of “universal translator” — a master reference table (like a Rosetta Stone) that standardizes incoming data across all agencies into FBI National Incident-Based Reporting System (NIBRS) classifications. This foundational work ensures that, regardless of how a local agency stores its records, the regional view remains coherent and generally comparable.
Meeting diverse needs with one product
Perhaps the most underrated challenge in regional data sharing is creating a product that serves everyone equally. What benefits a large law enforcement agency may not serve a smaller one. MWCOG tackled this head-on by meeting with working groups to ensure every voice — regardless of size — was heard. By anchoring the project to shared metrics and a mission-driven approach, they ensured that the dashboard remains relevant, useful, and widely adopted.
Bringing together so many agencies with differing resources, goals and systems could have easily resulted in friction, fragmentation, or failure. But the MWCOG project proves what’s possible when collaboration is rooted in purpose. The effort required to break down barriers — technical, bureaucratic, even political — should not be underestimated.
So how exactly does it all work? What are the mechanics behind such an ambitious effort? Let’s pull back the curtain and explore the systems, partnerships, and persistence that made the MWCOG dashboard a reality.
A social media post from the Metropolitan Washington Council of Governments’ X account highlighting the newly launched crime dashboard and an overall drop in crime in the region. MWCOG is an independent, nonprofit association that brings DC/MD/VA leaders together to address regional issues and plan for the future.
🚨🚓Now online: COG’s first-of-its-kind, near real-time crime dashboard! Providing public access to crime data from 24 jurisdictions across DC, MD, and VA—in one place. @DCPoliceDept @mcpnews@PGPDNews @FairfaxCountyPD @GWBoardofTrade@GW_Partnership @consortium_dc @TheIACP pic.twitter.com/QlV3YMnHzS
— COG (@MWCOG) June 11, 2025
From concept to reality: How MWCOG made regional crime data sharing work
Behind the scenes, the project was powered by careful planning, strategic decisions and a shared sense of purpose. Here are just a few of the key considerations MWCOG confronted — and how they tackled each one:
Recognizing the need for a regional solution
Since 2002, MWCOG has annually produced a report of crime statistics within the region from local, state and federal law enforcement agencies to inform police leadership, as well as the local elected officials that comprise the MWCOG Board of Directors. In annual briefings, the Board of Directors appreciated the data but consistently noted that it was not actionable due to the several month timelines associated with collecting and organizing this information. Moreover, local law enforcement agencies in the National Capital Region that MWCOG serves faced a growing yet consistent concern: crime wasn’t contained within individual political borders. Incidents in one jurisdiction often spilled into neighboring communities, yet the data remained siloed.
It took a collective moment of clarity from political and law enforcement leaders — an enhanced regional reality check — to acknowledge that solving local crime required a regional perspective. This recognition became the catalyst for building a solution that could display crime patterns across the entire metro area in more real-time.
Identifying the right data and metrics
With so much data available, it was tempting to include everything. But MWCOG knew that relevance was more important than volume. The team decided to continue reporting the same crime categories it has tracked in its annual report for over two decades. With the multi-year transition of local jurisdictions reporting systems from Uniform Crime Reporting (UCR) to NIBRS classifications in place, the potential for a regional crime dashboard was born. This allowed MWCOG to leverage a dashboard that examined crime data from recent days and weeks to over 20 years ago. This provided the public and decision-makers with a fact-based understanding of crime in the region over short and longer periods of time.
Defining roles, responsibilities and standards
Through one-on-one meetings with police chiefs, support for the project was obtained and each agency’s unique needs were understood. With the backing of the idea of a joint project — it’s another thing entirely to define who does what. With over 20 agencies involved, conflicting priorities, differing reporting frequencies and different data systems made coordination complex. MWCOG addressed this by setting clear roles, building trust among stakeholders and working toward consensus on data standards. Although challenges persist, structured planning and regular communication helped in the creation of a framework that worked for everyone involved. Discussions were held regularly with the standing MWCOG groups for regional police chiefs, police investigative commanders, police public information officers and the MWCOG Board.
Choosing the right platform
Perhaps one of the most pivotal decisions was selecting the right tool to bring it all together. MWCOG chose Microsoft Power BI — a decision that, in my view, was spot-on. As someone who’s built dashboards using Power BI for the Chula Vista (California) Police Department, I’ve seen firsthand how the platform excels at blending data from multiple sources into a single, intuitive interface. But MWCOG didn’t make the choice based on preference alone. They evaluated cost, accessibility, compatibility with agency systems, previous experience and scalability. Power BI emerged as the best fit — not just for today’s needs, but for the future of regional data sharing.
This next-level coordination wasn’t just about technology — it was about vision, teamwork and staying focused on a shared goal: building a safer, more connected region and owning their ability to design and modify the content in-house.
Operational sustainability
Building a regional crime data dashboard is a monumental task, but sustaining it may be the bigger challenge. Beyond the technical hurdles and interagency coordination lies another, often-overlooked threat: the slow erosion of momentum.
Even the most promising initiatives can stumble under the weight of shifting political priorities, staffing changes and logistical complexities. Without long-term strategies in place, the Achilles’ heel of well-intentioned projects is not failure at launch — it’s the slow unraveling that comes later. Recognizing this, the MWCOG didn’t just build a dashboard; they are building a strategy for resilience.
Here’s how they’re planning to protect and preserve the progress they’ve made:
Adapting to staffing changes across agencies
Staff turnover is inevitable. People retire, transfer, or move on and with their departure, institutional knowledge can disappear. MWCOG agencies are still adapting and learning and have not yet had to address these challenges. But by working in a proactive way, by agreeing to implement onboarding protocols and documentation standards that ensure continuity, even when key personnel shift, agencies can safeguard the systems and processes that underpin the dashboard, ensuring new team members can pick up where others left off.
Expanding participation for a more complete picture of crime
MWCOG works with around 70 local, state and federal law enforcement agencies and their executives within the National Capital Region. Having started off with the principal members of MWCOG, project staff will collaborate with other agencies to include their data in the dashboard. This will provide dashboard users with an increasingly accurate snapshot of crime in their community from an agency perspective.
Responding to shifting crime priorities
Regional crime trends evolve, and so do agency priorities. What’s critical today may not be tomorrow. To stay aligned, MWCOG agencies committed to regular reviews of dashboard content and metrics. This approach allows them to pivot when new challenges emerge, without derailing the larger mission. Flexibility, paired with a unified vision, helps the dashboard remain relevant and responsive.
Adjusting to new data sources and tools
Technology doesn’t stand still. As agencies adopt new records management systems or change the way they export data, MWCOG has put protocols in place to reconfigure the data pipeline as needed. Whether it’s adjusting scripts, mapping new fields, or restructuring data inputs, the group is prepared to adapt, ensuring the dashboard continues to deliver consistent insights despite backend changes.
One critical element is communication. Sharing ideas and understanding different viewpoints and needs is critical. Developing data ingestion strategies that met the current capacities and capabilities of each agency was key to obtaining buy-in and long-term participation.
Preparing for the loss of key technical experts
Perhaps the most delicate challenge is one every agency eventually faces: what happens when your “dashboard expert” leaves? Not every new hire has the same technical skills, interest or creative vision. This is a challenge that the MWCOG team is going to have to address at the right time and by working toward establishing the correct processes and procedures. By reducing reliance on a single person or skill set, agencies involved in data integration ensure the sustainability of the project beyond any one individual.
Agencies can also leverage pre-existing resources and knowledge to get projects off the ground or to sustain existing efforts. For instance, MWCOG invested limited resources to get started because they had in-house technical experience. Even now, they continue to benefit from what existing personnel have achieved without the need to re-train or contract outside help.
In a landscape where even, well-funded initiatives can fade over time, MWCOG’s commitment to long-term success should include planning for staff transitions. Sustaining a data-driven regional approach isn’t just about the tech — it’s about planning for the human, political and operational realities that come with it across multiple years. A well-planned strategy doesn’t just keep the dashboard alive — it keeps the mission moving forward regardless of who is helping drive it.
Defining success
After the technical lift, the coordination across agencies, and the successful launch of the first-ever regional crime dashboard that examined data from across state lines, one question remained: Was it all worth it?
For MWCOG, answering that question required more than a simple yes or no. It demanded a thoughtful evaluation of the impact — both tangible and intangible — of their efforts. And so, they looked closely at the metrics that mattered most.
Regional crime insights that drive action
With consolidated crime data from across jurisdictions, agencies gained access to a broader, more accurate picture of regional trends. It is anticipated that the cooperative efforts will have different benefits. It may eventually allow for smarter resource deployment, quicker identification of emerging patterns and stronger coordination on cases that cross jurisdictional lines. The dashboard is turning fragmented data into a shared intelligence asset supporting real-time decisions that help keep communities safer.
For example, a few weeks before the crime dashboard was published, the community of Laurel, Maryland, had 121 cars broken into across four jurisdictions. The case is currently closed, but Chief Hamill stated that the crime dashboard would have made it easier to make connections between the different jurisdictional thefts and probably could have saved a lot of work hours.
A gateway to larger grants and resources
One of the lesser-known benefits of regional collaboration is its ability to strengthen funding opportunities. MWCOG’s integrated dashboard may eventually help member agencies present a unified front when applying for competitive grants demonstrating cooperation, efficiency and innovation. That kind of alignment is compelling to funders and increases the likelihood of securing resources for broader initiatives.
Enhanced situational awareness and operational collaboration
Beyond planning, the dashboard may prove invaluable in real-world operations. By giving agencies visibility into each other’s crime data, the tool may help deconflict overlapping efforts, avoid duplication, and respond more cohesively during regional events. Currently, the MWCOG uses the annual crime report to produce the dashboard but the potential to produce data-driven decisions directly from the automated system may make the process more efficient. Something the MWCOG could consider in the future.
Potential wins within a regional framework
Importantly, success isn’t always measured by sweeping regional impact. Sometimes, a single agency finds powerful value in a shared tool. As one agency shares their data, another agency may use the MWCOG dashboard to identify a local spike in burglaries that mirrors crime trends nearby jurisdictions are experiencing prompting collaborative interventions that may not have happened otherwise.
Key takeaways
Success looks different for every user. Some see a planning tool, others a real-time analysis asset. For some, it’s a potential springboard for funding. But for all, it’s a bridge — a shared platform that connects data, agencies, and missions in a way that was once considered out of reach.
By building this dashboard, the MWCOG team didn’t just unify disparate systems. They created a dynamic, living tool that continues to evolve alongside the needs of its users. It’s more than a dashboard — it’s a message board for regional safety.
The Regional Crime Dashboard project team (Eli Russ, John Snarr, Steve Kania, and Scott Boggs) expresses deep gratitude to all MWCOG member agencies for their trust, data, expertise and tireless commitment. Together, they’ve proven that with shared purpose and collaboration, it’s possible to build tools that transcend boundaries and truly make a difference.
Their success serves as a model for other regions seeking to turn collective data into collective impact. There is never a need to recreate a wheel and for that reason the MWCOG hopes to share their success story so other regional law enforcement agencies can benefit from what the National Capital Region has accomplished. As Chief Hamill stated, “A few local police agencies have recently built similar dashboards, which speaks to their positive strategic direction and also the value of this regional dashboard.”
If you are interested in exploring the MWCOG regional dashboard, visit their website by clicking here to navigate to their official site. Additionally, the dashboard was recently presented during their June Board of Directors meeting. The section of the video discussing some of the dashboard functionalities is available by clicking here.
