Police agencies around the globe are increasingly deploying advanced technologies like automated license plate readers (ALPR) and drones to apprehend criminal suspects with unprecedented speed. In April 2025, the San Francisco, California, Police Department reported a 20 percent drop in overall crime, compared with the same time period in 2024, and attributed this drop to its new real-time investigation center (RTIC)—a 24/7 hub that fuses live CCTV feeds, ALPR cameras, and drone-as-first-responder operations.1 Their RTIC has assisted in more than 500 arrests, and car thefts have plunged 42 percent as analysts monitor license-plate alerts and drone video to guide officers on the ground in real time. However, many agencies have yet to fully embrace these technologies, often due to budget constraints and outdated spending priorities.
At the same time, policing faces unprecedented staffing shortages, San Francisco itself remains approximately 500 officers below its authorized strength—and training a single new recruit can exceed $100,000 and take up to two years before they’re fully field ready.2 Given the time and costs associated with recruitment and training, agencies must find innovative ways to maintain public safety, by focusing resources at the right times and places. One clear opportunity is reallocating salary savings from unfilled positions to adopt and enhance technology programs that can be leveraged as force multipliers.
The Staffing Crisis
The policing profession is facing a personnel crisis unlike anything seen in recent history. Staffing shortages are being reported in police agencies of all sizes, from small-town departments to major metropolitan forces. This challenge stems from a combination of factors, including recruitment struggles, high attrition rates, and shifting societal perceptions of the policing profession.
According to a report published by the International Association of Chiefs of Police in 2024, 78 percent of agencies report recruitment struggles, and many departments operate with 20–30 percent fewer officers than budgeted.3 A 2023 report from the Associated Press revealed that officer resignations increased by 47 percent in 2020 compared to the previous year, while retirements rose by 19 percent.4 Agencies are struggling to replace these officers at a sustainable rate, leaving gaps in public safety coverage.
Compounding this issue are economic factors. Rising costs of living, inflation, and stagnant wages have made it difficult to recruit and retain officers. Many jurisdictions struggle to offer competitive salaries that match the increasing financial demands on officers and their families, making police careers less attractive and exacerbating the chronic understaffing.5 For instance, home prices in many large cities across the United States have increased dramatically in recent years, placing homeownership out of reach for many police personnel. These structural challenges indicate that staffing deficits will persist for years. The result? Longer response times, increased crime, and a decline in community confidence in the police.
The Cost of Inaction
The consequences of failing to address staffing shortages reach beyond police agencies—they directly impact the communities the agencies serve. With fewer officers available to respond to calls, residents experience longer wait times for emergency assistance, and case backlogs grow, delaying justice for victims.6 Criminals quickly recognize these vulnerabilities and take advantage of the reduced enforcement presence, leading to spikes in certain crime categories.
Failing to adapt to these staffing shortages has significant consequences. Departments are forced to scale back community policing efforts, proactive investigations, and response capabilities. Additionally, overworked officers face burnout, further exacerbating retention issues.
While police leaders are doing everything in their power to recruit quickly, they cannot afford to wait for staffing levels to return to pre-crisis numbers. Instead, they must take proactive measures to maintain public safety through strategic investments in technology.
Technology as a Force Multiplier
While agencies cannot immediately replenish their depleted ranks, they can take steps to ensure that their remaining personnel are equipped with the most effective tools available. Technology, used correctly, is a force multiplier, enabling officers to work smarter, not just harder, and be safer at the same time.
Technology offers scalable, cost-effective solutions to enhance public safety without requiring additional personnel. Three proven tools that law enforcement agencies should consider leveraging are ALPR systems, DFR programs, and real-time crime centers (RTCCs).
- ALPR Systems: These systems automatically scan and analyze vehicle license plates, cross-referencing them with databases to identify stolen vehicles, suspects, or missing persons. ALPR cameras operate 24/7 and can process thousands of plates per day, dramatically increasing officers’ ability to detect and deter crime.
- DFR Programs: Drones deployed as first responders provide immediate aerial surveillance, reducing response times and enhancing situational awareness. Drones can often arrive at scenes before officers, assess situations, and even de-escalate incidents without requiring in-person officer intervention.
- RTCC Technology and Data Integration: RTCCs serve as centralized hubs that integrate data from technologies like ALPR, CCTV, gunshot detection systems, and drones. These centers provide real-time intelligence to officers, improving response times and situational awareness. RTCCs enhance data-driven policing by compiling information from records management systems (RMS), computer-aided dispatch (CAD), and public safety cameras into a single operational view, allowing officers to make informed decisions rapidly.
The efficiency of these technologies allows agencies to do more with fewer personnel, ensuring that public safety does not suffer despite staffing shortages.
“Partnering with business improvement districts and homeowner associations can unlock additional resources”
Looking ahead, the integration of these technologies will become even more seamless and impactful. In the near term, workflows such as identifying suspect vehicles with ALPR, tracking them with DFR, and coordinating responses through RTCCs will be largely automated, requiring minimal human input. Advances in artificial intelligence (AI) and data analytics will allow real-time systems to assess threats, dispatch resources, and provide actionable intelligence instantaneously, making public safety operations even more effective.
As these tools evolve, AI will play a larger role in public safety operations. AI-powered analytics will enable RTCCs to automatically identify patterns, flag anomalies, and suggest deployment strategies—reducing the time needed for human analysis. In DFR programs, AI can assist in routing drones based on incident type, location density, or historical crime data. However, agencies must implement these capabilities responsibly, ensuring proper oversight to avoid misuse or bias. Agencies should establish clear policies around data access, retention, and usage to strengthen accountability. Transparency, clear audit trails, and community education will be essential to maintaining public trust as these tools become more autonomous.
The Beverly Hills Real-Time Watch Center: A Model for Innovation
The Beverly Hills, California, Real Time Watch Center (RTWC), also known as an RTCC, receives hundreds of visitors each year. As one of the first fully operational RTWCs in California, it attracted significant interest from agencies across the United States—particularly regarding its setup; equipment; software; and most notably, cost. A common reaction from visiting agencies was, “But you are Beverly Hills! We cannot afford to pay for this!”
While the City of Beverly Hills is generally well-funded, the RTWC was launched in response to a sudden spike in criminal activity. The Beverly Hills Police Department (BHPD) requested midyear funding from the city council to initiate the project, which resulted in a modest budget allocation.7 From there, the team focused on creative and cost-effective ways to expand the center’s capabilities while identifying long-term funding sources that could support the program. The department also developed a framework for how it would approach building an RTWC again if starting from scratch.
One key lesson was the value of leveraging post-crisis momentum to drive meaningful change. Serious incidents often prompt elected officials to act quickly, creating a window for agencies to propose and implement impactful public safety initiatives. Departments should be ready to show how RTCCs can enhance safety and reduce crime efficiently and affordably.
RTCCs can vary widely in size and staffing models. Some operate with just one or two employees, while others in larger cities have dozens of personnel. Staff can include civilian professionals, sworn officers, or contracted security staff. Regardless of structure, departments are encouraged to create a training program tailored to their specific equipment and operational processes.
In terms of hardware, the Beverly Hills RTWC began with basic resources: repurposed department computers and a few television screens. As funding became available, the department upgraded to higher-quality monitors and computers.
The core components of most RTCCs include CCTV cameras, ALPRs, and drones. While not all departments have access to all three, they can often leverage existing assets in creative ways. For example, traffic cameras or surveillance systems managed by other government agencies can often be integrated. Additionally, modern middleware solutions enable the ingestion of private security camera feeds—with permission—into police networks. While coverage may not always be ideal, this approach provides an affordable starting point for building out a surveillance network. Strong community relationships are key to making this possible.
When considering how to launch a new RTCC, departments should begin by analyzing crime data and maps. By identifying high-crime areas, key ingress and egress routes, and arrest hotspots—often commercial or entertainment districts—departments can prioritize ALPR and camera placement. A good camera system, properly maintained, can provide reliable service for many years.
In Beverly Hills, drone operations began as a limited pilot program operating three days a week from a parking garage. As the program demonstrated success and received Federal Aviation Administration approval for beyond-visual-line-of-sight operations, drone coverage expanded to seven days a week.
“These technologies are not intended to replace personnel but rather to serve as a force multiplier”
ALPRs proved to be an essential component. The BHPD opted to lease ALPR systems from the vendor as a relatively cost-effective solution with minimal upfront costs, helping reduce expenses and limit the maintenance burden on city resources. ALPRs operate continuously, generating alerts for dispatchers, RTWC staff, and field officers when a wanted or stolen vehicle enters the jurisdiction. Strategic placement at chokepoints enhances their effectiveness, and in some cases, neighboring jurisdictions can share infrastructure to reduce costs.
Operational budgets are often the first funding source for RTCCs Many agencies struggle with staffing shortages and unfilled positions. Reallocating unspent personnel funds toward technology and equipment can be a short-term solution—subject to city approval—that enhances public safety without compromising long-term hiring goals.
Grants are another key funding source. Federal and state programs frequently support investments in technologies like CCTV, ALPRs, and related software. Some grants also cover complementary tools such as drone detection and radar systems, which are becoming increasingly important as drone usage grows. For example, California’s Organized Retail Theft grant enabled Beverly Hills to purchase additional ALPRs, cameras, and software to enhance RTWC operations. Departments should actively monitor grant opportunities tied to critical infrastructure protection.
Private donations can be a valuable funding source for RTCCs. Cities or police departments with an established 501(c)(3) nonprofit can use it to fund cameras, ALPRs, drones, and software. Finance staff should be involved early to ensure donations are properly designated. Many communities have businesses and residents eager to support public safety, especially in areas of concern. Partnering with business improvement districts and homeowner associations can unlock additional resources. Briefings and tours of existing RTCCs help build understanding and trust—and in some cases, these groups may even purchase equipment for integration into the department’s monitoring network.
Funding the Future: Using Salary Savings Wisely
Agencies must look beyond traditional hiring models and explore innovative ways to maximize their budgets. One of the most underutilized solutions lies in reallocating funds from unfilled positions to invest in technology that can enhance the capabilities of existing staff. In cities where hiring new officers has become increasingly difficult, these savings can provide a lifeline for modernizing policing efforts.
Most law enforcement budgets are structured with dedicated funding for personnel costs. However, given the high number of vacancies, agencies are consistently operating under budget in staffing expenditures. Rather than allowing these funds to go unused or be absorbed elsewhere, departments should reinvest them into technologies that enhance public safety.
For example, the cost of one full-time officer with salary and benefits could fund an ALPR network covering a wide area or a fully operational DFR program. These investments provide continuous, scalable public safety enhancements without long-term personnel costs. The City of El Cajon, located in San Diego County, doubled the size of its ALPR network, from 40 cameras to 80 cameras by reallocating the salary of one vacant police officer position.
To implement this shift effectively, police executives must do the following:
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- Assess their agency’s current and projected staffing vacancies.
- Engage city and county officials to advocate for budget reallocations or reprogramming.
- Educate community stakeholders on the benefits of ALPR, DFR, and RTCC advanced technologies and programs.
- Develop pilot programs to demonstrate efficacy and scalability.
- Ensure proper oversight and transparency to address privacy concerns.
Addressing Stakeholder Concerns While Enhancing Retention
Law enforcement agencies that consider adopting this strategy should recognize that reallocating funds from vacant law enforcement positions to adopt some of the advanced crime fighting technologies mentioned in this article may raise concerns among police unions and other stakeholders about the potential for technology to replace human officers. It is important to emphasize that these technologies are not intended to replace personnel but rather to serve as a force multiplier—enhancing officer capabilities and safety. This solution is envisioned as a near-term measure designed to support departments during critical staffing shortages. By treating the initial implementation as a long-term pilot program, agencies can demonstrate the efficacy and cost-effectiveness of the technologies and determine what works best for them. As recruitment improves over time, successful programs can transition to independent funding streams, ensuring that technology adoption remains an adaptive, temporary support tool rather than a permanent substitute for human expertise.
“Position vacancies in law enforcement organizations will not resolve themselves overnight”
Investing in these technologies can not only improve operational efficiency but also signals a commitment to officer support and safety. Departments that equip their teams with advanced, real-time crime-fighting tools create an environment where officers feel empowered and valued, increasing morale while reducing burnout. This forward-thinking approach can also make agencies more attractive to potential recruits and help retain experienced personnel, as candidates are likely to be drawn to jurisdictions that invest in the latest public safety technologies.
Call to Action
The time for action is now. Law enforcement executives and policymakers must embrace a forward-thinking approach to addressing understaffing. This means recognizing that technology is not a temporary fix, but rather a long-term strategy for improving efficiency and safety in policing.
Now is the time for police chiefs, sheriffs, and policymakers to rethink budget priorities. Position vacancies in law enforcement organizations will not resolve themselves overnight, but by leveraging existing salary savings, agencies can take immediate action to enhance public safety through technology.
Public safety leaders are urged to act decisively and explore reallocating unfilled personnel funds to proven technological solutions. Doing so will not only improve crime-fighting capabilities but also reassure communities that their safety remains a top priority despite staffing shortages.
Technology alone is not a substitute for officers on the ground, but it is a necessary and effective tool in bridging the gap. The question is not whether agencies can afford to invest in these solutions—it’s whether they can afford not to. d
Notes:
1Lauren Toms, “San Francisco Police’s New Surveillance Hub Being Credited with 20% Drop in Crime,” CBS News, April 9, 2025.
2Joanna Putman, “SFPD’s Real Time Investigation Center credited for 20% drop in crime compared to 2024,” Police 1. April 14, 2025; William Lewinski and Michael Albin, “Professional Police Training,” Force Science, May 26,2022.
3International Association of Chiefs of Police, The State of Recruitment & Retention: A Continuing Crisis for Policing (2024).
4The Associated Press, “The U.S. Is Experiencing a Police Hiring Crisis,” NBC News, September 6, 2023.
5Logan Seacrest and Jillian Snider, Rebuilding the Force: Solving Policing’s Workforce Emergency (Rstreet, 2025).
6Police Officers Research Association of California, “New Research Shows Disparate Levels of Police Staffing Across the State, Putting Innocent Californians at Risk,” news release, July 22, 2024.
7Samuel Braslow, “Beverly Hills City Council Approves Real Time Watch Center,” Beverly Hills Courier, April 14, 2022. Retrieved May 13, 2025, from Beverly Hills City Council Approves Real Time Watch Center
Please cite as
Mike Moulton, and Mark Stainbrook, “Enhancing Public Safety Through Technology Adoption: A Call to Action for Police Leaders,” Police Chief Online, August 27, 2025.
