Risk Management in a Policing Environment

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Risk Management in a Policing Environment

• ALARM South East Regional Conference
• Wednesday, 3 November 2004
• Nick Chown

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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

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The Met performance
Mission To make London the safest major city in
the world
Street Crime 34 over last 2 years
Gun Crime 10 in last 12 months
Commercial Robbery 80 on last year
Burglary Lowest Levels since 1973
Detection Rates 18 in Jan 04 (target 20)
Recruitment 246 over last 4 years
Commissioner - The Met is the agency of first
and last resort
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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

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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

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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 HS Committee
• Other strategic committees
• Resilience BC committees
• Inspection Co-ordination Group

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The Metropolitan Police District
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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

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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

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Mainstreaming risk management in planning
Strategic RM
NIM / PPAF Annual Plan EM Self-Assessment Diversit
y 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
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Mainstreaming risk management in planning
Strategic RM
NIM / PPAF Annual Plan EM Self-Assessment Diversit
y 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
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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
Business Risk Profile
Strategic Intelligence Assessment
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National Intelligence Model
Government Local Objectives
Performance Management
Business Excellence Model
Business Managing Crime Criminals Disorder Probl
ems
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
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NIM tasking and coordination
The criminal intelligence paints the picture

• CONTROL STRATEGY
• comprises
• PRIORITIES FOR
• INTELLIGENCE
• PREVENTION
• ENFORCEMENT

Requires

• Tactical tasking and
• coordination group
• Applying the tactical menu
• Responding to new needs
• Checking still on course

• Strategic tasking and
• Coordination group
• Resourcing the needs
• Setting priorities
• Identifying policy needs

Acknowledgements National Criminal Intelligence
Service
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National Intelligence Model business risk
Government Local Objectives
Performance Management
Business Excellence Model
Business Managing Business Risk Human
Rights Life limb Reputation Service
Delivery Finances
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
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NIM tasking and coordination
The business intelligence paints the picture

• CONTROL STRATEGY
• comprises
• PRIORITIES FOR
• INTELLIGENCE
• PREVENTION
• CONTINUITY

Requires

• Tactical tasking and
• coordination group
• Applying the tactical menu
• Responding to new needs
• Checking still on course

• Strategic tasking and
• Coordination group
• Resourcing the needs
• Setting priorities
• Identifying policy needs

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The Metropolitan Police risk management spectrum
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
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All Encompassing NIM Risk Coverage
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
Business Continuity Planning
Political Risk
HR
NIM
Health Safety
Training
Community
PROPERTY
PSD
Motor Fleet
Self Insurance
Third Party
Insurance
FINANCIAL
Natural disaster
Alternative Risk Transfer
Security
Fire
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Risk management helps achieve the MPS mission
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Plans can be blown off course
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Plans can be blown off course
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Risk management helps keep plans on course
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New NIM business intelligence products

• 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

Business Risk Profiles
PESTELGO Issue Analyses
Strategic Intelligence Assessments
Corporate Risk Profile
Corporate Strategic Assessment
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Current approach is often fragmented and
inconsistent
Reputation Risk
Insurance
Risk Assessment
Inspection Review
Legal Issues
Compliance
Health Safety
BCP / Security
Controls
Resilience
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Corporate co-ordination role
Inspection Audit
Early Warning
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
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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

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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

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Impact assessment
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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

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QA

• Any questions?