1 / 27

Benefits of Embedding NIM Adrian Bowers MBA

Aims of the session:. To provide a contemporary overview of intelligence led policing, the rationale, and the benefits of embedding it in the workplace. 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 thinkingRecognise the current tensions within the strategic and tactical planning processes and the need for greater effici1144

paul2
Télécharger la présentation

Benefits of Embedding NIM Adrian Bowers MBA

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    1. Benefits of Embedding NIM Adrian 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 LAAs/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 MBA Kis.c Ltd 6 July 2010

More Related