This week, in the last element of the current chapter, we look at the suggested contents of policy files

In this series we look at various aspects of life as an SIO. This includes the necessary skill sets for the successful SIO, the management of serious crime investigation and specific elements of investigative practice from initial response through crime scene examination and investigative strategies to dealing with suspects and the media. The articles are excerpts from the 2nd edition of Blackstone's, the 'Senior Investigating Officers' Handbook', written by two highly experienced SIOs (see 'About the Authors' at the end of the article).

Here are some suggested items that may be included in the SIO’s policy file.

Investigation Set-Up

• Appointment of SIO/DSIO.
• Appointment of crime scene manager (CSM) and media liaison officer (MLO).
• Involvement of any gold or silver commanders (including terms of reference).
• Summary of incident.
• Location of MIR and use of HOLMES2 database.
• Management structure of enquiry team.
• Increase/reduction/refusal for increase in staff numbers.
• Identification of key posts in MIR (eg receiver, disclosure officer, etc).
• Appointment of analysts, researchers, intelligence cells, media liaison officers, etc.
• Typing services—documents (eg taped interviews) to be typed and arrangements.
• Enquiry management
• Identification, definition, and parameters of any scene(s) and policy for security and eventual release.
• All policy decisions relating to witness statements (ie when required), personal description forms (PDFs), TIE elimination criteria, alibi verification.
• House-to-house (H-2-H) parameters.
• Media conferences, frequency, and information to be released or withheld.
• Deployment of mobile incident vehicles at scene(s).
• Criteria for research on any suspect and TIEs.
• HOLMES2 indexing policy.
• Liaison arrangements with Crown Prosecution Service (CPS).
• Parameters for all TIE/TI subjects.
• Action management policy (eg how many per team, timescales for submission, etc).

Finance And Administration

• Appointment of finance/administration officer.
• Use of a logistics cell.
• Funding considerations—budget allocation/constraints.
• Resources required, obtained, refused (eg mutual aid/liaison from other forces).
• Arrangements for payment and monitoring of overtime.
• Use of police vehicles, mileage allowances, rented vehicles.
• Booking on and off arrangements for staff, tours of duty, leave, and public holiday working arrangements.
• Management of welfare issues.
• Management (eg timing) of briefings/debriefings and management issues.
• Additional equipment required.
• Health and safety issues.

Lines Of Enquiry

• Outline of all MLOE indicating those with high priority and resource implications.
• Variations on discontinued lines of enquiry (with reasons).
• Details of any declared suspects.
• Details of all investigative strategies (eg witnesses, suspects, intelligence, passive data, telecommunications, H-2-H, FLO, Forensic, etc) and any separate linked policy documents.
• Any important strategic or tactical decisions affecting the enquiry (eg use of national circulation or artists impression of offender).
• Any important events or changes to the direction of the investigation.
• Details of any linked incidents under consideration.
• Use of specialists and/or NPIA Crime Operational Support Team.

Conclusion

This chapter has outlined some vital processes and procedures for setting up and conducting an investigation. These will generally enable the SIO to gain early control of the investigation together with an effective and recognizable management system. Whether the enquiry has a HOLMES2 facility or not is largely irrelevant because the enquiry should, wherever possible, still adhere to these principles and guidelines.

It is hoped that, by implementing the procedures contained within this chapter, the SIO can achieve far more effective management of an investigation. These are must dos and should be considered as early as possible: the sooner they are introduced, even in fast time, the easier it will become to record and control every decision the SIO makes and to conduct the enquiry to nationally recognized standards.

Detective Superintendent Tony Cook was a CID officer with Greater Manchester Police for over 31 years until his retirement in 2009. During his time as an SIO, he led a number of high profile investigations including operations into gangland violence at Moss Side, the Bolton murder of a teenage girl in 2002, and the Denton strangling case. He was a trained assessor for promotion and a qualified Authorising Officer under RIPA. Tony received 14 commendations and a first-class BSc Honours degree in social sciences and a Diploma in Social Policy & Criminology from the Open University.

Andy Tattersall, formerly Detective Superintendent in Greater Manchester Police on the Force Major Incident Team, retired in 2007 after 33 years service and became the first ever Support Staff SIO in charge of a new Homicide Support Unit. With over 29 years in CID at all ranks Andy received the Homicide Working Group National Award for his Outstanding Achievement in the Field of Homicide in November 2006.

To see more details about the Senior Investigating Officers' Handbook, or to purchase a copy, click here