NIM Terms Explained

Minimum Standards

The Minimum Standards were accepted by ACPO Council in April 2003 and have been circulated to all police forces. Circulation of this document is restricted.

The Minimum Standards framework and its successor document, the Minimum Standards 2 which seeks to raise the degree of sophistication of NIM compliance, have been used to form the benchmark for HMIC inspections in recent 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 (eg 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).