NIM Code of Practice - Intelligence Analysis index

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National Intelligence Model4 Tasking and Co-ordinating Groups4.1 Strategic Tasking and Co-ordinating Group (TCG)4.1.1 The purpose of a Strategic Tasking and Co-ordinating Group operating at Levels 1,2 or 3 is to consider the Strategic Assessment in order to set a control strategyand establish an intelligence requirement for the level at which it is operating. Thecontrol strategy is a document that sets the agenda for intelligence, preventionand enforcement priorities. As well as setting the control strategy for that level theStrategic TCG will ensure it contains relevant links to other levels.4.1.2 Chief officers will ensure that appropriate procedures, compliant with the NationalIntelligence Model Minimum Standards document of April 2003 (and with anysuccessor document as directed by the Association of Chief Police Officers), are inplace for the effective operation of a Strategic TCG. The Strategic TCG will meet toset the control strategy and, thereafter, every six months to review and monitorprogress, to adjust the control strategy and to maintain links with other levels ofactivity. In addition, chief officers will have regard to the protocols of the RegionalTCG meetings.4.2 Tactical Tasking and Co-ordinating Group (TCG)4.2.1 The purpose of the Tactical Tasking and Co-ordinating Group is to implementthe control strategy through a menu of tactical options and to manage anysubsequent priorities that may arise. The Tactical TCG has three main roles:4.2.1.1 to apply the tactical menu to the control strategy;4.2.1.2 to respond to new problems; and4.2.1.3 to monitor plans agreed from earlier TCG meetings.4.2.2 The principal document that informs the Tactical Tasking and Co-ordinating Groupis the Tactical Assessment.4.2.3 The Tactical TCG will meet as frequently as is necessary in accordance withforce policy.4.2.4 Chief officers will ensure that appropriate procedures, compliant with the NationalIntelligence Model Minimum Standards document of April 2003 (and with anysuccessor document as directed by the Association of Chief Police Officers), arein place for the effective operation of a Tactical TCG and for the managementand auditing of tasks and operational activity emanating from the Tasking andCo-ordinating process.4.3 Reviews4.3.1 Reviews of the National Intelligence Model business process, in particularintelligence analysis and the use of standardised products and operational plans,are essential if the model is to operate efficiently and effectively. Chief officers willensure such reviews are conducted on a regular basis.4.3.2 Further reviews of operations should be conducted to inform future resourcedeployments and tactics employed.9
Centrex Code of Practice5 Intelligence Products5.1 Strategic Assessments5.1.1 Strategic Assessments must be produced on a biannual basis and should bereviewed every three months to ensure they are current. Chief officers will ensurethat they are developed against the national minimum standard template toensure standardisation of procedures and products between forces in order toenable the setting of regional, force and local priorities.5.1.2 The aim of the Strategic Assessment is to identify the medium to long termissues that are apparent or emerging and to determine resource, funding andcommunication requirements. In that respect force strategic assessments shouldbe considered in the business planning process and available for consultationbetween chief officers and police authorities. A further aim is to ensure there arelinks covering Level 1, 2 and 3 criminal activities between local, regional andnational agencies.5.1.3 While BCUs and forces will produce strategic assessments covering Level I andLevel 2 issues, and in certain police areas the production of a Level 3 strategicassessment, the UK Level 3 threat assessment shall be the responsibility of theNational Criminal Intelligence Service.5.2 Tactical Assessments5.2.1 Chief officers will ensure that Tactical Assessments are produced to inform TacticalTasking and Co-ordinating Group meetings, specifically with regard to decisionmaking and the allocation of resources.5.2.2 The aim of the Tactical Assessment is to identify the short-term issues whichrequire attention and to monitor progress on current business in line with thecontrol strategy. The areas the Tactical Assessment will cover will includeappropriate interventions for intelligence gathering, enforcement and preventionactivities; the identification of emerging patterns of crime and incidents; and aperformance assessment.5.3 Target Profiles5.3.1 A target profile is a detailed analysis of an individual or network and shouldcontain sufficient detail to enable a targeted operation or intervention against thatperson or network. It will also recommend operational intelligence requirements inorder to secure the information required to implement a tactical response.5.4 Problem Profiles5.4.1 The purpose of a problem profile is to provide an assessment of a specificproblem or series of problems which may be criminal, which may pose a threatto public safety or may be anti-social in context. The profile will include an analysisof the problem with recommendations for intelligence gathering, enforcement orprevention. Problem profiles are ideally suited for existing problem-orientedpolicing methodologies.5.5 Proportionality5.5.1 Chief officers will ensure that where these intelligence products impinge on anindividual that the actions comply with the requirements of the Human Rights Act1998, the Articles contained therein, and that the actions of the police forcecomply with the principle of ‘proportionality’.10
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NIM Code of Practice - Intelligence Analysis index

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