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Risk Management in a Policing Environment. ALARM South East Regional Conference Wednesday, 3 November 2004 Nick Chown. Outline of Presentation by Nick Chown, Director of Risk Management, Metropolitan Police Service. Some background information Risk management strategy and process

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Risk management in a policing environment

Risk Management in a Policing Environment

ALARM South East Regional Conference

Wednesday, 3 November 2004

Nick Chown


Outline of presentation by nick chown director of risk management metropolitan police service
Outline of PresentationbyNick Chown, Director of Risk Management, Metropolitan Police Service

  • Some background information

  • Risk management strategy and process

  • Linking with the National Intelligence Model

  • Role of Corporate Risk Management Group

  • Examples of where RM has added value

  • Question and answer session


The met performance
The Met – performance

Mission:

To make London the safest major city in the world

Commissioner - “The Met is the agency of first and last resort”


The met scale

Gross annual revenue budget of £2.9bn

Approx 25% of total service budget for England and Wales

44,300 Employees

30,000 police officers

12,000 police staff

1,500 PCSOs

800 Traffic Wardens

650 buildings in 300 locations valued at £1.7bn

Over 5,000 vehicles

Over 20,000 desktop computers

Over 640,000 payslips produced per year

34,000 telephones

30,000 radios

The Met - scale


Mps management board etc
MPS – Management Board etc

  • Commissioner

  • Deputy Commissioner [DCC]

    • Diverse set of teams

    • Strategic Development [DCC2]

    • Corporate Risk Management Group [DCC2(7)]

  • Four Assistant Commissioners

    • Territorial Policing, Specialist Crime, Specialist Operations and Human Resources

  • Director of Resources

  • Director of Public Affairs


The met governance

Authority

Full Authority

Co-ordination & Policing Committee (COP)

Finance Committee

Corporate Governance Committee (previously Audit Panel)

Service

Management Board

Corporate Governance Strategic Committee

Strategic H&S Committee

Other strategic committees

Resilience & BC committees

Inspection Co-ordination Group

The Met – governance



Risk management the background
Risk management – the background

  • Advent of Metropolitan Police Authority

  • Willis review of risk management

  • Central risk management team

  • Director of risk management

  • Securing senior buy-in

  • Integrated risk management strategy

    • Risk management framework & user guide

    • Local sponsors and facilitators

    • Programme of mainstreaming work


The met integrated risk management strategy
The Met – integrated risk management strategy

  • Based on ALARM ‘toolkit’ approach

  • To effectively manage potential opportunities and threats to the Authority and the Service achieving their objectives involving:

    • Integration of risk management into the culture

    • Raising awareness of need for risk management

    • Enabling response to changing conditions

    • Introduction of robust framework

    • Minimisation of cost of insurable risk


Mainstreaming risk management in planning

Strategic RM

NIM / PPAF

Annual Plan

EM Self-Assessment

Diversity EM S-A

Projects

Inspections

Audits

Reviews

Ad hoc

Etc.

Plan

Objectives

Risk – the chance of something happening that will have an impact on objectives

Monitor and Review

Actions


Mainstreaming risk management in planning

Strategic RM

NIM / PPAF

Annual Plan

EM Self-Assessment

Diversity EM S-A

Projects

Inspections

Audits

Reviews

Ad hoc

Etc.

Identify Risks

(Threats, Hazards)

Plan

Objectives

Risk – the chance of something happening that will have an impact on objectives

Evaluate Risks

Likelihood and impact

Monitor and Review

Actions

Risk Controls

Risk Register

Risk Reporting


Mainstreaming risk management in planning

Strategic RM

Corporate Strategic Assessment

Identify Risks

(Threats, Hazards)

Plan

Objectives

Risk – the chance of something happening that will have an impact on objectives

Evaluate Risks

Likelihood and impact

Corporate Risk Profile

Monitor and Review

Actions

Risk Controls

Strategic Intelligence Assessment

Business Risk Profile


National intelligence model
National Intelligence Model

Performance

Management

Business

Managing

Crime

Criminals

Disorder

Problems

Government

& Local

Objectives

Business

Excellence Model

Outcomes

Outcomes

Community Safety

Reduced Crime

Controlled Criminality

Controlled Disorder

Prioritise Intelligence Work

TASKING & COORDINATION PROCESS

Production of

Intelligence

Products

Tasking &

Coordination

Meetings

Acknowledgements:

National Criminal

Intelligence Service

Analytical

Products

Knowledge

Products

System

Products


Nim tasking and coordination
NIM tasking and coordination

The criminal intelligence

paints the picture

  • CONTROL STRATEGY

  • comprises

  • PRIORITIES FOR

  • INTELLIGENCE

  • PREVENTION

  • ENFORCEMENT

Requires

  • Strategic tasking and

  • Coordination group

  • Resourcing the needs

  • Setting priorities

  • Identifying policy needs

  • Tactical tasking and

  • coordination group

  • Applying the tactical menu

  • Responding to new needs

  • Checking still on course

Acknowledgements: National Criminal Intelligence Service


National intelligence model business risk
National Intelligence Model – business risk

Performance

Management

Business

Managing Business Risk

Human Rights

Life & limb

Reputation

Service Delivery

Finances

Government

& Local

Objectives

Business

Excellence Model

Outcomes

Outcomes

Community Safety

Reduced Crime

Controlled Criminality

Controlled Disorder

Prioritise Business Intelligence

TASKING & COORDINATION PROCESS

Production of

Business

Risk Profiles

Tasking &

Coordination

Meetings

Analytical

Products

Knowledge

Products

System

Products


Nim tasking and coordination1
NIM tasking and coordination

The business intelligence

paints the picture

  • CONTROL STRATEGY

  • comprises

  • PRIORITIES FOR

  • INTELLIGENCE

  • PREVENTION

  • CONTINUITY

Requires

  • Strategic tasking and

  • Coordination group

  • Resourcing the needs

  • Setting priorities

  • Identifying policy needs

  • Tactical tasking and

  • coordination group

  • Applying the tactical menu

  • Responding to new needs

  • Checking still on course


The Metropolitan Police risk management spectrum

NIM

Identify

Identify

Assess

Evaluate

Control

Controls

Measure

Measure

Report

Report

OPERATIONAL

Community/Partnerships

Public Order Management

Serious Crime

IT & Communications

PEOPLE

Contingency Planning

LEGAL & POLITICAL

Criminal Justice

Legal Liability

Terrorism

Crime Prevention

Volume Crime

Complaints/ integrity

Diversity

Financial Risk

Business Continuity Planning

HR

Health & Safety

Political Risk

Training

Community

PROPERTY

PSD

Motor Fleet

Self Insurance

Third Party

Insurance

FINANCIAL

Natural disaster

Alternative Risk Transfer

Security

Fire


All encompassing nim risk coverage
All Encompassing NIM ‘Risk’ Coverage …

Identify

Identify

Assess

Evaluate

Control

Control

Measure

Monitor

Report

Report

OPERATIONAL

NIM

NIM

Serious Crime

Public Order Management

Community/Partnerships

PEOPLE

IT & Communications

LEGAL & POLITICAL

Contingency Planning

Legal Liability

Terrorism

Crime Prevention

Volume Crime

Financial Risk

NIM

Diversity

Political Risk

Business Continuity Planning

HR

NIM

Health & Safety

Training

Community

PROPERTY

PSD

Motor Fleet

Self Insurance

Third Party

Insurance

FINANCIAL

Natural disaster

Alternative Risk Transfer

Security

Fire


Mission

Vision

Internal Pressures

External Pressures

MPS Policing Plan

Change Mgmt

Local Plans

Risk management helps achieve the MPS mission


Mission

Vision

MPS Policing Plan

Change Mgmt

Local Plans

Plans can be blown “off course”


Mission

Vision

MPS Policing Plan

Change Mgmt

Local Plans

Plans can be blown “off course”


Mission

Vision

MPS Policing Plan

Change Mgmt

Local Plans

NIM Business Risk

NIM Crime

Risk management helps keep plans “on course”


New nim business intelligence products
New NIM business intelligence products

Business

Risk

Profiles

PESTELGO

Issue

Analyses

  • Business Intelligence

    • Accurate picture of the business

    • What is actually happening on the ground

    • Nature and extent of problems

    • The trends

    • Where the main threats lie

Strategic Intelligence Assessments

Corporate Risk Profile

Corporate Strategic Assessment


Current approach is often fragmented and inconsistent

Reputation Risk

Insurance

Risk Assessment

Inspection & Review

Legal

Issues

Compliance

Health&

Safety

BCP /

Security

Controls

Resilience


Corporate co-ordination role

Early Warning

Inspection & Audit

Resilience & Business Continuity

Control Environment

Physical Security

Embedding in Operational Process

Legal Issues

Embedding in Support Group Process

Embedding a ‘Managed Risk’ Culture

Self-Insurance

Risk Profiling

Insurance

Health & Safety

Reputation Risk

Information Security

Risk Assessment

Compliance


Some other elements of corporate role

Structure / proactive / focus / solutions

Setting standards for risk management

Business continuity management lead

Insurable risk management / insurance

Programme and project input

Advice and guidance on risk matters

Support to various committees

Some other elements of corporate role


Reputation risk management
Reputation risk management

  • Metropolitan police ‘brand’

  • Reputation as impact

  • Business risk management process standard impact assessment

  • MPS (gold/silver/bronze) reputation risk management system

  • Diamond Risk Management Committee


Impact assessment

Impact

Scale

Impact categories

Human Rights & Diversity

Life & Limb

Reputation

Performance

Financial

Very Low

1

No differential diversity impacts or HR interference

No injuries

No discernible damage to MPS reputation

No discernible Impact on service delivery

On or within 1% of total budget

Low

2

Some justifiable impacts / interference

Slight injuries only

Minimal damage to MPS reputation

Impact on service delivery of little/ no concern to stakeholders

Between 2% and 5% of total budget

Medium

3

Limited unjustifiable impacts / interference

Major injuries or single fatality

Limited damage to MPS reputation

Impact on service delivery relevant and noticeable by stakeholders

Between 6% and 10% of total budget

High

4

Significant unjustifiable impacts / interference

Some fatalities or many major injuries

Major damage to MPS reputation

Major impact on service delivery

Between 11% and 20% of total budget

Very High

5

Serious unjustifiable impacts and/or interference

Many fatalities

Catastrophic damage to MPS reputation

Catastrophic impact on service delivery

In excess of 20% of total budget

Impact assessment


Added value from risk management
Added value from risk management

  • Bichard project

  • Business cases

  • Overseas travel policy

  • Insurance invalidation indemnity

  • Diversity Directorate restructuring

  • C3i risk management pilot

  • First steps towards ‘virtual captive’

  • Human rights & diversity impact assessment

  • SO16 physical security unit

  • CO11 community impact assessments

  • Area homicide review teams


Q&A

  • Any questions?


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