The National Intelligence Model (NIM) is a well established and recognised model within policing that managers use for:
It is important to note that the NIM is not just about crime and not just about intelligence – it is a business and decision making model that can be used for most areas of policing.
It provides a standardised approach to gathering, co ordinating and disseminating intelligence which can be integrated across all forces and law enforcement agencies.
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 NIM has become a cornerstone of policing in England and Wales and all forces have reached the Minimum Standards for compliance with the model.
Government ensured that NIM was 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, and continuous development.
In many ways the NIM can be seen as a model for standards development across policing.
The model works at three levels:
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.
Four key ‘Intelligence Products’ are produced to drive policing through the Tasking and Co-ordinating process:
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 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.
Police and Crime Commissioners have today approved a proposal to establish a national Police ICT Company for the first time in a move that could ultimately save police forces a sum estimated to be up to £465m a year.
The Company, … Read More