Chapter 7: Influencing decision-makers

1. Chapter 7: Influencing decision-makers

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3. Who�s who? Decision-makers People and institutions that can have an impact on the criminal environment Clients People who commission or receive a crime intelligence product Often (but not always) interchangeable

4. �Knowing and understanding the client�s current focus is an essential element of ensuring the work produced is welcomed by a receptive client as a relevant and timely contribution. Most critically, client understanding maximizes the chance that the intelligence will be utilized and have a positive impact on the criminal environment.� (Nicholl 2004: 66)

5. Who are decision-makers? Front-line officers

6. Who are decision-makers? Front-line officers Police leadership

7. Who are decision-makers? Front-line officers Police leadership Non-law enforcement

8. Who are decision-makers? Front-line officers Police leadership Non-law enforcement The general public

9. Who are decision-makers? Front-line officers Police leadership Non-law enforcement The general public Security networks

10. Example of a security network Greater Manchester Against Crime Partnership Business Model A business process model For partnership (multi-agency) working Developed by a multi-agency team From an interpretation of the police National Intelligence Model

11. GMAC PBM planning cycle

12. Influencing decision-makers The decision-maker�s institutional environment exerts considerable pressure Decision-makers demand actionable intelligence products over descriptive reports The evolution from knowledge to intelligence product is dependent on the nature of the decision-maker This all suggests a complex relationship between decision-maker and analyst

13. Dealing with decision-makers �If the client�s experience in dealing with intelligence as a decision-making tool is rudimentary and unsophisticated, the pressure on the analyst is accentuated. They will generally be unsympathetic to even reasonable requests for more information, more time or a response indicating the question posed cannot be directly answered� (Nicholl 2004: 55)

14. A complex problem �Analysts have no clear sense about which products are considered useful to the target. They produce, deliver, and through anecdotal evidence draw conclusions about the value of their work. Neither the analysts, nor the analysts� managers are clear about how and how well targets use their product.� (O�Shea and Nicholls 2003: 16)

15. Other influences on decision-makers

16. Solutions? Analysts should liaise directly with clients Analysts should understand how clients define success Analysts should be aware of the possibility of multiple clients

17. Maximizing influence Analysts should aim to maximize the distribution of their products, and not work on the �need-to-know� principle Locate analytical units close to decision-makers rather than close to operational units Analysts can utilize security networks

18. Security networks Local security networks Initiatives that work with public and private resources available at the local community level to overcome the more intractable crime problems with origins in deteriorating social conditions Institutional networks Networks that smooth the progress of information flow between government agencies or enable disparate agencies to collaborate and pool resources Networks without borders Networks that, while similar to institutional networks, facilitate cooperation at an international level between agencies with national responsibilities Informational networks The web of electronic and informational technologies that enable police officers to access vital information remotely (See Dupont, 2004)

19. Alternatives to the long, written report Short 6-page overviews One page summaries PowerPoint presentations Oral briefings Video presentations Text messages

20. In summary Influencing decision-makers requires resolute accuracy in detail and fact, but also a flair for the imaginative in terms of getting clients� attention.