In criminal justice, risk management procedures and plans help police officers and law enforcement agencies to foreshadow and prevent possible crisis and problems caused by environment and social changes. In criminal justice, the pace of advancement, drives continual change and development, Risk management should capitalize on the most important external opportunities and internal strengths, The main activities of risk mitigation are related to the organization culture of in terms of control consciousness and climate. They result in changes to the formal organization (architecture) in terms of a realignment of the reporting structure for corporate control and internal audit. The risk management reports usually stipulate changes in internal processes, such as standardizing policies and procedures and strengthening internal audit functions and procedures. The criminal justice management should reevaluate the mechanisms for planning and goal setting of the divisional structure, as well as establishing at world headquarters a greater capacity for monitoring and evaluating division financial performance (Kemshall, 2003). Inherent risk should also have been considered to be relatively high. Consistent with an entrepreneurial management philosophy and a decentralized organization design, In criminal justice system, there is no attempt to establish a uniform chart of all actions but for the main processes and procedures. The timing and format of quarterly reports varies by division. Policies for timing, valuation, and recording of transactions were not uniform across divisions and foreign affiliates. Negative community attributes suggest to citizens that social controls are weak and lead them to a logical but not always accurate perception of crime. Signs of incivility may have little to do with official crime rates. Fear of crime is thus triggered by a broad range of neighborhood conditions and to a certain extent is independent of the official rate of crime. If incivility is not viewed as a problem, then people appear to be able to cope with higher levels of crime (Kemshall, 2003). The task of the risk management is to predict and plan possible threats and develop the course of actions to reduce their impact on society. Standards for authorization procedures are often not formalized and also varied across divisions and affiliates. The circularity of effects should be dear. As communities changed, fear of the unfamiliar and unknown, and consequently that of crime, rose. As a result, when people encounter illegal acts they are more likely to call the police, out of fear, whereas in the past, when the situation did not contain the element of unfamiliarity, the issue would be handled informally. So increasing fear is a cause of acceleration in reported crime when the actual incidence of crime has remained stable. The relationship of fear to incivility has important implications for policymakers and law enforcers. Ways of ameliorating fear, other than directly reducing crime, should be sought (Kemshall, 2003). Urban cleanup and renewal may actually be more viable methods of controlling the effects of crime than an actual reduction of incidence itself. Also, those aspects of the crime problem which influence the public’s sense of safety may be the aspects that law enforcement agencies tend to ignore. Local codes concerning abandoned buildings, unsightly graffiti, and other forms of vandalism are often not strictly enforced. The task of crisis management is to stipulate roles nad duties of the personal and avoid chaos and panic situations. Given the events