1. National Decision Making Model (NDM)
Inspector Christian Ellis

2. Aim
Why we need a NDM
Basic Understanding of the NDM

3. Why?
Climate of intense scrutiny and conditions of uncertainty we need to make decisions that are
Reasonable
Proportionate
Defensible
Consolidates all other models

4. Why? Decision Making centre of the police world
We have to balance the rights of community
We have to balance the rights of those in conflict
We have to make difficult decisions in a timely fashion

5. Legal Advice During consultation and development John BEGGS QC stated,
“..that for the police service to have a generic decision making model can only be a good idea.”

6. Three outcomes of NDM Try to make sure we make the very best decision
That the rationale for decisions will be clearer
It is clear that where people make decisions, which are in accordance with our mission and values, that they will have the organisations support, which is critical to manage risk and use discretion.

7. The Model

8. Five Headings Statement of Mission and Values
Gather Information and Intelligence
Assess Threat and Develop a Working Strategy
Consider Powers and Policy
Identify Options and Contingencies
Take Action and Review what happened
(At each stage consider 1)

9. Statement of Mission and Values (ACPO 2011)
The mission of the police is to make communities safer by upholding the law fairly and firmly; preventing crime and antisocial behaviour; keeping the peace; protecting and reassuring communities; investigating crime and bringing offenders to justice.
We will act with integrity, compassion, courtesy and patience, showing neither fear nor favour in what we do. We will be sensitive to the needs and dignity of victims and demonstrate respect for human rights of all.
We will use discretion, professional judgement and common sense to guide us and will be accountable for our decisions and actions. We will respond to well-founded criticism with a willingness to learn and change.

10. Continued
We will work with communities and partners, listening to their views, building their trust and confidence, making every effort to understand and meet their needs.
We will not be distracted from our mission through fear of being criticised. In identifying and managing risk, we will seek to achieve successful outcomes and reduce the risk of harm to individuals and communities.
In the face of violence we will be professional, calm and restrained and will apply only that force which is necessary to accomplish our lawful duty.
Our commitment is to deliver a service that we and those we serve can be proud of and which keeps of communities safe.

11. Statement of Mission & Values
Throughout the situation you could ask:
Is what I am considering consistent with our Mission and Values?
What would the service expect from me?
What would the victim, the affected community and the wider public expect of me?

13. 1.Gather Information and Intelligence
During this stage the decision maker defines the situation and clarifies matters relating to any information and intelligence.
What would you consider?
What is happening?
What has happened?
What do I know so far?
Do I need to know anything else?

14. 2. Assess Threat/Risk and Develop a Working Strategy
This stage involves assessing the situation, including any specific threat, the risk of harm and the potential benefits.
What questions would you ask?
Do I need to take action immediately?
Do I need more info?
What could go wrong?
What is the likelihood of harm?

15. 2. Assess Threat/Risk and Develop a Working Strategy
How serious could it be?
Is level of risk acceptable?
Is this a Police only situation?
Am I the appropriate person to deal with it?
Working Strategy
What am I trying to achieve?
(Consider discrimination, good relations and equal opportunities.)

16. 3.Consider Policy and Powers
What police powers might be required?
Any appropriate National Guidance?
Any appropriate force policy/guidelines?
What legislation might apply?
As long as there is good rationale for doing so, it may be reasonable to act outside policy.

17. 4. Identify Options and Contingencies
This stage involves considering the different ways to make a particular decision or resolve a situation with the least risk of harm.
Options(what would you think?)
What options are open to me?

18. 4. Identify Options and Contingencies
Considerations:
The immediacy of threat
The limits of information to hand
The available resources and support
Your own knowledge, experience and skills(do you need a tactical advisor?)
Impact of actions on situation/public

19. 4. Identify Options and Contingencies
If you have to account for your decisions, what would you like to be able to say?
Proportionate, legitimate, necessary and ethical?
Reasonable in the circumstances facing you at the time?
Contingencies:
What will I do if things don’t happen as I anticipate?

20. 5.Action and Review
This stage requires decision makers to make and implement appropriate decisions. It also requires decision makers, once and incident is over, to review what happened.
Respond:
Implement the option you have selected
Does anyone else need to know your decision?

21. 5.Action and Review Record:
If you think it is appropriate, record what you did and why
Monitor:
What happened as a result of your decision?
Was is what you expected?
If incident is continuing use NDM again.

22. 5.Action and Review If the incident is over, review your decisions
What lessons can you take from how things turned out?
What might you do differently next time?

24. Recording What Was Done and Why.
Decision-makers are accountable for their decisions and must be prepared to provide a rationale for what they did and why.
It is recognised that it is impossible to record every decision and that not all decisiones need recording.
Professional judgement
Record should be proportionate to circumstances.

25. Recording What Was Done and Why.
Risk of harm to a person then record
NDM can structure the rationale of decision

26. VIAPOAR
Values Information Assesment Powers and policy Options Action Review

27. Reviews/Debrief
The NDM is ideal for examining decisions made and action taken, whether by supervisor, an informal investigation or a formal inquiry. Examples of questions and considerations are:
Values:
How were the police mission and values,risk, and the protection of human rights kept in mind during the situation

28. Reviews/Debrief Information
What information/intelligence was available?
Assesment
What factors (benefits & harms) were assesed?
What threat assesment methods were used?
Was a working strategy implemented?

29. Reviews/Debrief Powers and Policy:
Were there any powers, policies and legislation that should have been considered?
If policy was not followed, was this reasonable in the circumstances?
Options:
How were feasible options identified and assessed?

30. Reviews/Debrief Action and Review: Were decisions
proportionate, legitimate, necessary and ethical?
Reasonable in the circumstances facing the decision maker?
Communicated effectively?
Rationale and recorded appropriately?
Monitored and reassessed when required?
Can lessons be learnt?

31. Reviews/Debrief For supervsisors:
Did you recognise and acknowledge instances of good decisions?
Did you recognise and challenge instances of poor decisions?
Even where the decision was not what was hoped for, if the decision taking by your staff was reaonable given the circumstances,they deserve your support

32. The Man in the Arena Theodore Roosevelt
“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”
Theodore Roosevelt

33. QUESTIONS