The National Intelligence Model (NIM) Inspector Christian Ellis

Aim To have an understanding of what the NIM is. To understand the three different levels of the NIM To start to think about how it may be implemented

Introduction Changing police activity from reactive investigations after events, towards targeting active criminals on the basis of intelligence. Common model across the UK. Not allow criminals to slip between the net.

What is it? 'A Model for Policing' that ensures information is fully researched, developed and analysed to provide intelligence which enables senior managers to: provide strategic direction make tactical resourcing decisions about operational policing and manage risk is not just about crime and not just about intelligence - it is a model that can be used for most areas of policing.

NIM can be applied to Crime at all levels Non crime including antisocial behaviour and community cohesion Offenders Reassurance agendas, including working with partners

What it can achieve Provides greater consistency of policing across the UK Allows operational strategies to focus on key priorities Allows more officers to focus on solving priority problems and targeting the most active offenders Achieves greater compliance with human rights legislation and the regulation of Investigation Powers Act (RIPA) Informs the management of risk Provides more informed business planning and a greater link to operational policing issues Improves direction and briefing of patrols Reduces rates of persistent offenders through targeting the most prolific Improves integration with partner agencies

What is it The model has been designed to impact at three levels of business: Level One-Local Level Two-Cross border Level Three-Serious and organised crime.

Level One- Local Issues Crimes, criminals and other problems affecting : Local command unit Small force area. Crimes will be wide ranging from: Low value thefts Murder Volume crime (theft and criminal damge)

Level Two-Cross Border Crimes, criminals and other problems affecting : More than one local command unit Bordering Force/s Can be tackled by local resources May require advice from national experts

Level Three-Serious and Organised Crime Crime,criminals & other problems operating at: National Scale International Scale Require pro-ative means Require targeting Preventative methods

Four Prime Components Require a process to move from “the business” to “the outcomes”: The Tasking and Co-ordinating Process Four Key Intelligence Products Knowledge Products System Products

1.The Tasking and Co-ordinating Process The point of tasking and co-ordination is to achieve maximum impact. Need to know what is happening when and were. Need to know what resources are available The decisions made will drive activity

1.The Tasking and Co-ordinating Process Why have a meeting: To drive the control strategy setting the agenda for intelligence, prevention and enforcement priorities To tackle the strategic issues within the command unit area To tackle the tactical issues within the command unit area Two meetings Tactical and Strategic

The Strategic Tasking and Coordinating Group Level 1,2 &3: Chaired by the manager with senior operational responsibility. (Strategic T&CG) sits twice yearly or quartley at each level and, informed by the Strategic Assessment, sets the Control Strategy for its area of command. Also approves an Intelligence Requirement that provides direction to all police staff regarding the collection of intelligence. (who and what)

The Tactical Tasking and Co-ordinating Group Level 1,2&3 (Tactical T&CG) sits at least fortnightly at BCU and Force levels, and 3-monthly at a Regional level. Informed by the Tactical Assessment and the resources available Priorities the proposed tactical activity for the BCU, force or region for the next period Ensures that it is aligned to the priorities identified within the Control Strategy. Tactical T&CG also commissions and actions two Intelligence Products: Problem Profile Target Profile .

2.Four Key Intelligence Products The Strategic Assessment The Tactical Assessment The Problem Profile The Target Profile

The Strategic Assessment This document is produced by the intelligence function with the assistance of various specialists, and provides the big picture of what is happening. Summary of occurrences since last meeting Examining seasonal trends Known or predicted future events 3/6 Month likely events Then recommends Priorities for: Intelligence Prevention Enforcement

The Tactical Assessment This document is produced by the intelligence function with the assistance of various specialists, and provides an overview of what has happened since the last Tactical T&CG. Recommends tactical activity in: Intelligence Prevention Enforcement

The Problem Profile Commissioned by the Tactical T&CG Identifies the scale of a problem Identifies potential suspects Recommends: Intelligence tactics Prevention tactics Enforcement tactics

The Target Profile Commissioned by the Tactical T&CG Target Profiles suspects/offenders Identifies weaknesses Tactical options Briefing for Officers

3.Knowledge Products The required skill set for intelligence staff: Data Protection Human Right Act National Manuals for: Recording and dissemination of intelligence Surveillance (RIPA) Informants Interception Case Law Local protocols Intelligence Training

4.System Products The I.T. and manual systems that enable intelligence-led policing to work and ensure the security of data. Broadly Three Types: Means for data storage, retrieval and comparison during research Facilities or systems for acquiring new information and intelligence Operational security system

Analytical Techniques and Products 1.Result Analysis (What worked): Patrol strategies Crime reduction Initiatives Certain method of investigation 2.Crime Pattern Analysis: Crime series Crime trend Hotspots Profiles

Analytical Techniques and Products 3.Market Profiles Assessment on criminal activity around: Drugs Stolen Vehicles Prostitution ect… The profile shows: Key players Networks Criminal assets Associated trends

Analytical Techniques and Products 4.Demographic/Social Trends Analysis Nature of demographic changes Impact on criminality Social factors 5.Criminal Business Profiles How victims are selected Technical skills used by offenders Weaknesses in systems that are explioted

Analytical Techniques and Products 6. Network Analysis Identify who is in network Identify key players in network Strengths/Weaknesses of network Financial strengths/weaknesses Communication strengths/weaknesses

Analytical Techniques and Products 7. Risk Analysis (Duty of care) Risk posed by organisation or offender to: Individual victims Public at large Law enforcement

Analytical Techniques and Products 8. Target Profile Analysis: Associations Lifestyle MO Financial Strengths/Weakness Techniques

Analytical Techniques and Products 9.Operational Intelligence Assessment Specific target intelligence Real time evaluation of intelligence Maintains the focus (misson creep)

Result