Intelligence led delivery of Safer Communities Across the Northeast

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Intelligence led delivery ofSafer
Communities Across theNortheast

• Tony Thornton
• Programme manager
• Government Office for the North East

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Overview

• What is it?
• Why do it?
• What underpins it?
• How are we approaching implementation?
• Where are we now?
• What next?

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AIM

• Make our communities safer by embedding the
  practice of intelligence led, outcome focussed,
  problem solving across the region.

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ISCAN PROJECT - Themes

• A model for partnership working
• Regional delivery structure
• A change programme

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Reform agenda - Hallmarks of effective practice

• Leadership empowered and effective
• Engagement with the community
• Accountabilty visible and constructive
• Delivery structures effective and responsive
• Intelligence led business process
• Training/development relevant skills and
  knowledge

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Reform agenda -Minimum standards

• Strategic groups
• Annual strategic intelligence assessments, with
  minimum content laid out in legislation
• County-wide community safety plan
• Annual three-year rolling plans

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Intelligence ledHOW?

• By adapting the principles and positive practices
  of our partnership agencies including the
  National Intelligence Model (NIM) within the CDRP
  setting.

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• BUT FIRST
• Intelligence Whats it all about?

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• Intelligence
• Information designed for action
• KEY The best possible knowledge at the point of
  decision making

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THE ROLE OF INTELLIGENCE

• Interpret
• Influence
• Impact
• Source Radcliffe 2003

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A CYCLE
IMPACT
INTERPRET
INFLUENCE
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Key Issue and themes

• Organisation (Architecture)
• Principles behind the structure i.e. objectivity
  , security, accessibility.
• Role of the analyst
• Problem solving and decision making (theory and
  practice)
• Managing risk

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HOW DOES AN ILBM/NIM LINK WITH PROBLEM SOLVING?

• The National Intelligence model is effectively a
  problem solving model which also introduces
  prioritisation, co-ordination and accountability
  through a tasking and co-ordination process.

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WHAT do we need it to do?

• Drive business
• Key Elements
• Organise and present knowledge
• Inform resource allocation/focus on outcomes
• Coordinate activity
• Lessons learned stored
• Works on a number of levels
• HARM REDUCTION/RISK MANAGEMENT

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The National Intelligence Model
Critical Elements
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NIM AND PROBLEM SOLVING
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WHAT DOES IT LOOK LIKE ?

• Collection plan - interpret the business
  environment (scanning)
• Strategic Assessment amalgamation/analysis of
  issues (local and national). Assessment of
  current position. Recommendations made.
• Strategic group to agree priorities (control
  strategy) and align resources.

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WHAT DOES IT LOOK LIKE ?

• Experts - Prevention/reassurance/enforcement/
• Intelligence
• Strategic group agree the plans/allocate
  owners/accountability (stcg) quarterly.

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WHAT DOES IT LOOK LIKE ?

• Tactical assessment progress report against
  PERFORMANCE. Emerging issues / risks /
  intelligence gaps
• Tactical group to review progress / allocate
  resources /allocate plan owners
• Tactical plan to manage the process

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• WHAT IS NEEDED TO MAKE IT WORK?

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ASSETS

• PEOPLE
• KNOWLEDGE
• SOURCES
• SYSTEMS

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People

• Specific membership
• Levels of seniority
• Specialist roles
• People strategy i.e. job descriptions,
  recruitment to CPD
• LEADERSHIP

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Knowledge and skills
Initial scoping work
Task Finish Group
Product descriptor

• Moderation Group
• Terms of reference
• Cross regional representation
• Appropriate Knowledge Skills
• Available capacity

Development programme Moderation Criteria

• Future Product development
• In house
• Outsource

Areas for improvement
Green
Amber
Red

• Advisory Group
• NPIA
• HORD
• RDS
• ANEC
• SITV
• Independent Academic Advisor

Iscan project board
Iscan approved list
Training program delivery arrangements
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SOURCES-recommendations

• Effective information sharing is fundamental but
  problematic in practice
• Data quality, content and precision need to
  balanced against timeliness.
• Implementation of an information sharing
  framework (ISF)

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(No Transcript)
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Sources

• ISF implementation should follow a 4 stage
  approach
• Pilot stage
• Data implementation stage
• Data expansion stage
• Data development stage

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Sources

• Establishment of an Analysis and Research
  development forum.
• Establishment of an Information Sharing Steering
  Group
• Review scanning tool for non-analysts

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Intelligence development

• We need to be better at scanning
• Involve non-analysts
• They are probably best placed to pose testable
  ideas
• Non-analysts are often interested in exploring
  beyond performance statistics
• If we want them to pose testable ideas,
• We need to develop information systems/technology
  that suit this audience
• Easy to use, reward the user with the information
  they require within three mouse clicks, available
  on one page, encourages them to explore
• This is often all they get!
• Can you suggest why crime is increasing based on
  these performance statistics and be confident in
  what you want to commission from an analyst?

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This slide captures a demo of an interactive
web-based tool used to help monitor performance
and begin to explore before basic performance
statistics. The user browses over the map which
interacts with the table, chart and statistics
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The user can zoom into areas that show a
particular problem and show hotspots at the click
of a button
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The user can also query other data, such as the
location of licensed premises to help them
explore the nature of the problem and develop
their hypotheses over its cause
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• SYSTEMS

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HOW DO YOU DO BUSINESS?

• How do you direct what information you need to
  establish the strategic picture? (including
  community views)
• How do you collect, evaluate and store this
  information?
• How do you organise/analyse the information?
• How does this inform priorities?
• How does this influence resource allocation?
• How do you task resources and address
  accountability?
• How do you measure performance/outcomes/perception
  s?
• How do you learn from the activity?
• How do you store learnt knowledge?
• How does this inform future intelligence
  collection?

Who? Why? What? When? Where?
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Systems

• Self assessment against standards and hallmarks
• Implementation support
• Challenge to existing practices
• JOINT PLANNING AND TASKING SYSTEM

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KEY ISSUES FOR SUCCESSFUL IMPLEMENTATION

• Leadership
• Ownership
• Understanding
• Assisted implementation
• Training
• Information sharing

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KEY ISSUES

• Access to Appropriate Data data hub
• Technology to Interpret data and Store
  activity/learning in organisational memory
• Core decision making documents
• Buy in to the model as a whole
• Intelligent performance regimes which are
  balanced, focussed on outcomes and set in a
  partnership context

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THE WAY FORWARD

• Establish planned response to address key
  deliverables at each level based on
• people
• knowledge
• sources
• systems

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ORGANISATIONAL OUTCOMES

• Better access to higher quality data.
• Quality intelligence at point of decision.
• Consideration of wider agenda.
• Enhanced performance and service.

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Intelligence led delivery ofSafer
Communities Across theNortheast

• Tony Thornton
• Programme manager
• Government Office for the North East
• tony.thornton_at_gone.gsi.gov.uk