2. The National Intelligence Model is
A system for the professional
management of intelligence
within law enforcement
Based on identified best
practice
from across the global law
enforcement community
Nigel Wilkinson: Intelligence Adviser
3. TRADITIONAL POLICING
IN DO OUT
Reported Crimes
Complaints/
Incidents
Force Objectives
Local Objectives
Community
Information
Arrests &
Prosecutions
Patrolling
Community/
Multi agency
work
CID
Proactive
Teams
PatrolsUrgent
Response
Management
react
to
events
Nigel Wilkinson: Intelligence Adviser
4. INTELLIGENCE LED POLICING AND CHANGE
From reactivity to proactivity
Commander uses everyone to achieve priorities
From process to planning
From omnicompetence to specialism
From individuality to organisational control
From ‘craft’ to professionalism
Intelligence is central not marginal
Intelligence based plans drive the organisation
Intelligence is a professional requirement - not voluntary
‘DOCTRINE’ IS ESTABLISHED - A RULE BASED SYSTEM
Nigel Wilkinson: Intelligence Adviser
5. INTELLIGENCE - LED
IN DO OUT
Reported Crimes
Complaints/
Incidents
Force Objectives
Local Objectives
Community
Information
Arrests &
Prosecutions
Crime Reduction
Preventive
Patrolling
Incident
management
Community/Multi
agency work
Urgent
Response
Investigative
Tactical
Patrol &
response
Capability
Analysis
Sources
Intelligence
Unit
Mgt.
Tasking
T&CG
Nigel Wilkinson: Intelligence Adviser
6. The NIM is about: -
•PRODUCTS WHICH DESCRIBE THE REAL BUSINESS
•PRODUCTS WHICH DRIVE DECISION MAKING
•A DISCIPLINE WHICH HAS RULES & STANDARDS
•A DISCIPLINE FOR PLANNING
•AN INTELLIGENCE SYSTEM OWNED BY MANAGEMENT
•A BASIS FOR RISK EVALUATION AND RISK MANAGEMENT
•A SECURE ENVIRONMENT FOR ALL INTELLIGENCE
Nigel Wilkinson: Intelligence Adviser
7. There are 4 Key Intelligence Products
Strategic Assessment
Target Profiles
Tactical Assessment
Problem Profiles
Nigel Wilkinson: Intelligence Adviser
8. Intelligence Products
Strategic Assessment
Aim:
To identify the longer term issues in an area as well as
the scope of and projections of crime, criminality and
other policing issues.
Purposes:
1. To establish law enforcement priorities, determine
resource allocations, support business planning and
inform senior managers and policy makers.
2. To influence the setting of a Control Strategy giving
the priorities for prevention, intelligence and
enforcement.Nigel Wilkinson: Intelligence Adviser
9. Intelligence Products
Tactical Assessment
Aims:
1. To identify the shorter term issues in an area which,
with prompt action, can prevent a situation
deteriorating or developing.
2. To monitor progress on current business
Purpose:
To assist in the management of current operations and
plans, as well as reallocating resources and efforts
according to meet changing needs and problems.
Nigel Wilkinson: Intelligence Adviser
10. Intelligence Products - Target & Problem Profiles
Introduction: Aim and purpose of report,
timescales and data sources.
Progress since last report: Update on agreed actions.
Current crime/incident levels: Report on current levels.
Crime Series: Emerging and established series.
Hot spots: Emerging and established hot
spots.
Targets: Current and proposed targets.
Preventive measures: Specific plans where problem
orientated policing (POP) is being
utilised.
Community Safety: Progress on existing plans and
anticipated demands.
Resources and events: Current levels and projected
demands/forthcoming events.
Nigel Wilkinson: Intelligence Adviser
11. Intelligence Products
Target Profiles
• Provides detailed picture of offender and associates
• Identifies intelligence gaps
• May include a Target Profile Analysis
• May identify intervention points
• Includes justification
Nigel Wilkinson: Intelligence Adviser
12. Intelligence Products
Problem Profile
• Provides detailed picture of established and emerging crime
series or hot spots
• Suggests background causes
• May identify perpetrators
• Contains social impact
• Identifies resource implications
• Contains preventative plan
Nigel Wilkinson: Intelligence Adviser
13. Strategic
Assessment
Priorities for
• Intelligence
• Prevention
• Enforcement
Level 3 & 2 Strategic Tasking & Co-ordination Groups
Control Strategy
Government &
Force Objectives
Intelligence
Requirement
Chaired by a senior officer at L3 National & L2 Emirate
Nigel Wilkinson: Intelligence Adviser
14. Resourcing Decisions
Level 1Tactical Tasking & Co-ordination Group
Tactical
Assessment
Tactical Menu
• Targets
• Crime Series
• Hotspots
• Preventative Measures
Control
Strategy
Resources
Events
Chairman - Senior Officer in the Police Station
Nigel Wilkinson: Intelligence Adviser
15. Strategic Tasking & Co-ordination Group
Sets the Control Strategy
Tactical Tasking & Co-ordination Group
Aligns tactical activity to the Control Strategy
using the tactical menu
Plan owners commissioned
Strategic
Assessment
Tactical
Assessment
Target &
Problem
Profiles
Nigel Wilkinson: Intelligence Adviser
16. The provision of well managed intelligence units
Sources
Victims
Witnesses
Prisoners
CHIS
Surveillance Products
Information from the right people
People
Numbers
Skills
Trained
Knowledge
Expertise
The right people in the right role
Nigel Wilkinson: Intelligence Adviser
17. Links Between Levels
Level 3
Level 2
Emirates
Level 2
Departments
Level 2
Partners/Stakeholders
Intelligence
Assessments
Intelligence
Assessments
Level 3 STCG/FSID
Level 1
Police Stations
Level 1
Police Stations
Level 1
Police Stations
Level 1
CID
Level 1
SIB
Level 1
Commanders
Level 1
Their Units
Level 1
Their units
Level 1
Their units
Nigel Wilkinson: Intelligence Adviser
