1. Benefits of Embedding NIMAdrian Bowers MBA

3. Objectives of the session: By the end of this session the students will be able to: Outline the importance of the National Intelligence Model (NIM) as a Public Sector model for the development of strategy and strategic thinking Recognise the current tensions within the strategic and tactical planning processes and the need for greater efficiency/partnership engagement/collaboration and reduced bureaucracy

4. Objectives Continued To Identify the importance of Risk Management within the NIM business process Recognise and utilise established business models alongside the NIM

5. There have been many definitions of intelligence, some of which have been complex, lengthy and too detailed The following is simple but adequate: “Intelligence is Information concerning Incidents/Events/People which has been subject to a System of Processing” in other words Information which has some added value There are 2 recognised systems of Processing: The ‘Intelligence Cycle’ and the NIM

10. “Can you paint the picture of crime, criminals, criminality, risk and vulnerability?” A strategic process, designing against demand, identifying key priorities, anticipating and dealing with variety Being knowledge led, not solution led A Greater emphasis on ‘Early Intervention’ Embraces Risk Management Incorporates ‘Lean Systems’ thinking A move to a Learning Organisation

11. Continued…… Intelligence supports informed decision making, Adding value/Reducing Waste/continuous improvement Delivering performance, Managing Risk and building ‘Trust and Confidence’ in the police and partners Reducing the culture of neglect/knee jerk/crisis Teamwork, more effective partnership working Understanding WHAT/HOW/WHY/ WHERE we all fit in Encouraging the development of Ethical Accountable/Transparent Practice/Process

12. “What is your goal?” Strategy is the Direction and Scope of an Organisation over the Long Term Ideally which matches its changing environment and in particular its markets, customers or clients so as to meet stakeholder expectations How does this affect me, what on earth does it mean?

13. Strategic :- Ambiguous and Complex Organisation Wide Fundamental Long Term Implications Operational Routines Operationally Specific Short Term Implications

14. Question? Identify the ‘Top 3 Things’ that add value to the Production of a Strategic Assessment? As a Police only product? As a Partnership?

15. Question? Identify the top 3 things that can ‘Reduce Waste within Strategic Planning?

16. Question? Where does ‘Risk Management add value within ‘Strategic Planning’?

17. Daily Management Meeting Risk and the Daily Management Meeting?

18. Current Strategic Tensions Designing against the real/true demand Change of Govt Economic Climate Performance Measurement? Police Report Card and VFM assessments LAA’s/Comprehensive Area Agreements National/Force/CSP/BCU/Neighbourhood priorities

19. Tensions Cont. Joint Strategic Assessments Total Place Pilots Managing Risk/Protective Services/Collaboration/Safeguarding Citizen Focus/Neighbourhood Policing From Potential to Performance the influence of Culture

20. Leadership – The Challenges Understanding Demand Understanding Vulnerability Management of threat/risk Adding Value – Reducing Waste Identifying and Exploiting the most vital knowledge Increased Productivity Continual and Consistent performance Improvement – Step Change Staying Connected to the Work

21. NIM SARA/POP Systems Thinking (CPDSA) Knowledge Management Performance Management Risk Management The Seven ‘S’ Framework Financial Forecasting Coaching from potential to Performance Cultural Frameworks

22. Control Strategy Priorities Once identified through the SA Process, what is our ‘Next Step’?

23. Question How do Control Strategies/Delivery Plans ‘add value’?

24. Question Control Strategies how do they inform the Preparation of Tactical Assessments, the TTCG meeting and the Role of Actions Manager

25. Question? Briefing and Debriefing the last, and by inference the Most Crucial element of the Knowledge Process! What Works! And how do you Measure it?

26. What, How, Why? Where do I Fit In What does it ‘Mean to Me’ Balancing Performance, Partnerships and Risk What poses your greatest risk? Reducing Demand through Organisational Learning Performance and Intelligence Assets becoming the Drivers of Continuous Improvement!!

27. Any questions?Adrian Bowers MBAKis.c Ltd6 July 2010