Operational Policing

National Intelligence Model

NIM is ‘A Model for Policing’ that provides intelligence senior managers can use to help them formulate strategic direction, make tactical resourcing decisions and manage risk.

It is important to note that the NIM is NOT just about crime and NOT just about intelligence - it is a model that can be used for most areas of policing.

It offers, for the first time, the realisable goal of integrated intelligence in which ALL forces and law enforcement agencies play a part in a system bigger than themselves.

Launched by the National Criminal Intelligence Service (NCIS) and adopted by the Association of Chief Police Officers (ACPO) in 2000, the government placed the NIM at the centre of the Police Reform Agenda.

The National Policing Plan 2005-08 states that NIM "has become a cornerstone of policing in England and Wales and all forces have now reached the Minimum Standards for compliance with the model, as approved by ACPO."

The government will ensure that NIM is fully embedded in forces’ mainstream policing, by issuing a Code of Practice to require observance of the principles and standards for implementation of the model, resulting in continuous development. Also, continuing action on agreed NIM force development plans should further embed the model.

What the NIM Does

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

How the NIM Works

The model works at three levels:

Level 1 - Local/Basic Command Unit (BCU)
Level 2 - Force and/or regional
Level 3 - Serious and organised crime that is usually national or international

First:

Certain key 'Assets' must be in place at each level to enable intelligence to be produced. Without them, the intelligence function will not operate efficiently.
A sufficiently flexible 'Tactical Capability' must also be present at each level to deal with identified problems. Without it, too much intelligence will be produced with little or no capability to deal with it.

Second:

Four key 'Intelligence Products' are produced to drive policing through the Tasking and Co-ordinating process:

The Strategic Assessment
The Tactical Assessment
The Problem Profile
The Target Profile

Third:

The Tasking and Co-ordinating Process takes place strategically and tactically at each level with information and intelligence flowing between levels and between neighbouring police forces and law enforcement agencies.

At a strategic level, the NIM is strongly linked to all aspects of business planning, both in relation to the Policing Plans and the strategies of Crime and Disorder Reduction Partnerships.

The Tasking and Co-ordinating Process:

The Strategic Tasking and Co-ordinating Group (Strategic T&CG) sits twice yearly at each level and, informed by the Strategic Assessment, sets the Control Strategyfor its area of command. The Strategic T&CG also approves an Intelligence Requirementthat provides direction to all police staff regarding the collection of intelligence.
The Tactical Tasking and Co-ordinating Group (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, it prioritises the proposed tactical activity for the BCU, force or region for the next period and ensures that it is aligned to the priorities identified within the Control Strategy. The Tactical T&CG also commissions the remaining two Intelligence Products - the Problem Profile and the Target Profile - as and when required, and prioritises the tactical activity to be taken against each.

The NIM and Partnership Working

The NIM is primarily a business model for use in allocating police resources. However, there should be strong links between the NIM and partnership working.

Partners should be encouraged to provide information to the beginning of the process and to accept products after research and analysis (these may have to be sanitised), in order that they can be better informed in relation to the strategic issues, or assist in tactical resolutions.

Additionally, it must be recognised that much of the information and intelligence produced by the model at a tactical level is of a restricted or confidential nature, and often relates to targeting individual offenders and potential offenders.

Whilst attendance of partners at the Tasking & Co-ordinating Groups (T&CGs) may be possible at a strategic level, it may not always be possible or practicable at a tactical level.

NIM Terms Explained

Minimum Standards

The Minimum Standards were accepted by ACPO Council in April 2003 and have been circulated to all police forces.

The Minimum Standards framework and its successor document, the Minimum Standards 2 which seeks to raise the degree of sophistication of NIM compliance and use, will form the benchmark for HMIC inspections in coming years.

Assets

Knowledge Products: These include legislation, case law, force policies and procedures, and Codes of Practice. It is important that all staff are given the necessary training and access to these in order to conduct their role.

System Products: These are the IT and manual systems that ensure the security of data and enable intelligence-led policing to work.

Sources: The service identifies a number of sources (e.g. victims, witnesses, offenders and informants). It is essential that information and intelligence is gathered from ALL sources in line with the priorities and the Intelligence Requirement, and that it is processed through the intelligence systems.

People: The selection, recruitment and retention of the right people in the right roles - it is essential that certain roles are fulfilled in sufficient numbers to provide a high level of resilience.

Tactical Capability

The officers and support staff in a BCU, force or region - and/or partners - who are in a position to provide a quick and flexible tactical resolution for any problem or target profile produced by the intelligence unit.

Intelligence Products

In all there are 4 Intelligence Products, which are produced at each level. Each includes the use of up to 9 analytical techniques. The products are:

The Strategic Assessment - This document is produced by the intelligence function with various specialists and provides the big picture of what is happening in a BCU, force or region. Examining seasonal trends, information about what has happened since the last Strategic T&CG and known or predicted future events, the Strategic Assessment attempts to establish what is likely to happen in that area in the 6 months following the Strategic T&CG. In highlighting the possible strategic priorities, it makes recommendations in relation to priorities for intelligence, prevention and enforcement.
The Tactical Assessment - This document is produced by the intelligence function with various specialists and provides an overview of what has happened in the BCU, force or region over the fortnightly period since the last Tactical T&CG, and attempts to establish what may happen in the next period. It provides recommendations as to tactical activity in relation to intelligence, prevention and enforcement.
The Problem Profile - Commissioned by the Tactical T&CG and produced by the intelligence function with various specialists, the Problem Profile identifies the scale of a problem in a BCU, force or region, identifies potential suspects and recommends tactics under intelligence, prevention and enforcement
The Target Profile - Commissioned by the Tactical T&CG and produced by the intelligence function with various specialists, the ‘Target Profile’ profiles suspects/offenders, identifies weaknesses in their criminal activities and recommends tactical options.

The Strategic Tasking and Co-ordinating Group (Strategic T&CG)

At the local level (BCU, division, district or area), the Strategic T&CG is chaired by the Chief Superintendent/Commander and is attended by a small group of senior managers and business managers who have control over BCU resources.

At force level, the Strategic T&CG is chaired by the Chief Constable or the Deputy Chief Constable and attended by Divisional Commanders, Heads of Departments and business managers who have control over force resources.

The Strategic T&CG sits twice yearly at each level (see The Tasking & Co-ordinating Process).

Control Strategy

The Control Strategy is set by the Strategic T&CG using the Strategic Assessment. It identifies the strategic policing priorities for the BCU, force or region for the 6-month period following the Strategic T&CG and, for each main priority, sets detailed intelligence priorities, prevention priorities and enforcement priorities.

Intelligence Requirement

In addition to the Control Strategy, the Strategic T&CG also agree the Intelligence Requirement.

The Intelligence Requirement provides direction to intelligence staff and front-line officers and support staff. Specifically, it tells them what information and intelligence should be collected in relation to the priorities AND crimes/incidents that are not currently priorities, but which show a trend that is of concern and/or constitutes a high risk.

The Tactical Tasking and Co-ordinating Group (Tactical T&CG)

At the local level (BCU, division, district or area), the Tactical T&CG is chaired by either the BCU commander or by someone who has control over all BCU resources, and is attended by a small group of senior managers who can make resourcing decisions.

This group should meet on the same day in each BCU so that the corporate Intelligence Products can feed into the Tactical T&CG at force level, which should be held 2 or 3 days after the local Tactical T&CG.

At force level, the Tactical T&CG is chaired by an officer of ACPO rank (usually ACC Operations), and is attended by a small group of senior managers who can make resourcing decisions.

The Tactical T&CG sits at least fortnightly at each level (see The Tasking & Co-ordinating Process).

Go to navigation