BRIEFING AND DE-BRIEFING POLICY AND PROCEDURE

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1 BRIEFING AND DE-BRIEFING POLICY AND PROCEDURE Reference No. P30:2004 Implementation date 1 January 2005 Version Number 1.2 Policy/Procedure Government Security Classification Handling Instructions POLICY OFFICIAL Suitable for Public Publication PROCEDURE OFFICIAL Internal Use Only Reference No: Name. Linked documents PRINTED VERSIONS SHOULD NOT BE RELIED UPON. THE MOST UP TO DATE VERSION CAN BE FOUND ON SHAREPOINT IN THE FORCE DOCUMENT LIBRARY

2 Handling Instructions: Suitable for Public Publication Table of Contents

3 1 Policy Section Handling Instructions: Suitable for Public Publication 1.1 Statement of Intent Aim and Rationale The Corporate Aim and Priorities are addressed by an Intelligence led approach by informed, engaged and directed resources. Briefing and de-briefing are critical processes enabling Enforcement, Prevention and Intelligence activity at the right time, in the right place and to the required standards. Briefing is reliant on timely, relevant and valid intelligence formatted to enable efficient and effective tasking. De briefing enables intelligence submission, results analysis, learning and welfare provision. 1.2 Police Mission Our Mission for policing 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. This mission is set nationally and adopted locally by Dorset Police. Code of Ethics The Code of Ethics underpins every day policy, procedures, decisions and actions in policing today. The Code of Ethics is an everyday business consideration. This document has been developed with the Code of Ethics at the heart ensuring consideration of the nine Policing Principles and the ten Standards of Professional Behaviour. Monitoring is carried out through the Equality Impact Assessment process which has been designed to specifically include the Code of Ethics. National Decision Model The National Decision Model (NDM) is the primary decision-making model used in Dorset Police. The NDM is inherently flexible and is applied to the development and review of all policy, procedure, strategy, projects, plans or guidance. Understanding, using and measuring the NDM ensures that we are able to make ethical (see Code of Ethics), proportionate and defensible decisions in relation to policy, procedure, strategy, projects, plans or guidance. 1.3 People, Confidence and Equality Throughout history policing has been most effective when the community and the police work together, helping each other to reduce crime and fear of crime. Our priorities have been based on today s risks and from what our communities have told us are areas of concern. This document seeks to achieve the priority of increasing the public satisfaction in the delivery of policing in Dorset. This document also recognises that some people will be part of many communities defined by different characteristics. It is probable that all people share common needs and expectations whilst at the same time everyone is different. 1

4 Handling Instructions: Suitable for Public Publication Consultation and engagement has identified a common need and expectation for communities in Dorset to be:- Listened to Have their needs understood Have their expectations met where possible Be kept informed 2 Standards 2.1 Legal Basis The Criminal Procedure and Investigations Act Equality Impact Assessment During the creation of this document, this business area is subject to an Equality Impact Assessment (EIA). Its aim is to establish the impact of the business area on all people and to also ensure that it complies with the requirements imposed by a range of legislation. 2.3 Any Other Standards Frequency delivered at the beginning and end of a tour of duty or a specific operation. Duration should be brief. Briefings no more than 15 minutes and debriefs no more than 10 minutes, in normal circumstances. Venue should accommodate the relevant number of staff, enable viewing of the force wide system, allow note taking and be dedicated for the purpose throughout the process. Delivery- Briefing and de-briefing will be delivered by a supervisor either present or remote in time or distance. Technical support presentation assisted by desk top terminal is the minimum requirement. For wider presentation the use of projectors or TV screen where available will be of benefit. Accountability Whilst Geographical Superintendents remain responsible for ensuring staff are briefed and de briefed the following have a specific responsibility: Geographical Chief Inspectors to ensure the briefing procedure is incorporated into the intelligence led process and that venues, technical support and information flow is appropriate Neighbourhood Inspectors to ensure staff are briefed and de briefed and that the process is quality assured Sergeants to deliver direct or remote briefings to all respective staff 2

5 2.4 Monitoring / Feedback Handling Instructions: Suitable for Public Publication Feedback relating to this policy can be made in writing or by to: Detective Superintendent Pete Little, Crime & Criminal Justice Department, Dorset Police Headquarters, Winfrith, Dorchester, Dorset, DT2 8DZ Telephone:

6 3 Procedure Section Handling Instructions: Internal Use Only 3.1 Operational Patrol Staff The Tasking and Co-ordination Process Level 1 Weekly Tasking Meeting (WTM) and Daily Tasking Meetings (DTM) commission intelligence led action for delivery through Neighbourhood Inspectors supported and enhanced by the Force Intelligence Bureau (FIB). The DTM occurs daily and the WTM will normally convene every week and the Intelligence Manager and/or Neighbourhood Inspector will reinforce or redirect on an intelligence led basis in the intervening period. This may be by direct personal attendance at briefings, via the tasking system or via the FIB. The Force Incident Commander (FIC), Geographical Chief Inspector or FIB manager may fast track a task direct to briefing or direct to operational resources if necessary Briefing Material Briefing material will comprise operational and organizational information sourced primarily from the current tactical assessment, current Problem and Target Profiles and critical organisational information sources. The tactical assessment provides an overview of activity relative to the priorities and an assessment of community tensions and fears. A problem profile usually relates to any defined and analysed problem usually comprising a crime series or crime or disorder hot spot. A target profile usually relates to an offender suspected of specific offences or otherwise a persistent offender suspected of prolific but unidentified offending. Other NIM products including Response Plans may be incorporated as appropriate. Critical organisational briefing material will be must see force level items from General Order s or equivalent and local items particularly relating to policy and procedure. Staff will be expected to research other matters outside the briefing as appropriate. Briefing material will be sourced and presented primarily through the automated briefing and tasking systems. The Briefing System presents tactical assessment information, problem and target profiles analysed and quality assured by the FIB. The Tasking System enables the FIB or a supervisor to task a station or any officer. I-Task and the action management system can be used to immediately broadcast information about current activity either to other sections or oncoming officers. The action system also requires operational officers to update with the results of actions. A Risk Assessment should be made at the start of each tour of duty or operation and risks addressed by considering resource levels, tactics and personal protective equipment. 4

7 3.1.3 Briefing Formal and Process Handling Instructions: Internal Use Only The briefing should be structured to deliver both operational and organisational requirements through a process of briefing, tasking and administration. Stage Briefing Tasking Administration 1. Operational I Task Tactical Assessment Problem Profiles Target Profiles Response Plans CIA s Current incidents Action System 2. Organisational General or local Policy and Procedure Duty or Beat I Task Specific Tasks Actions Risk Assessment Refreshment arrangement Vehicle Allocation Communication Issues PPP issues Briefing will be delivered by a supervisor. Remote briefing enables a supervisor to brief staff at remote stations or commencing duties at different times. These may be achieved by directing the briefing by other means. Briefings may be assisted by a Checklist (Appendix A). Deferred briefings caused by pre briefing deployment should be conducted as soon as practicable De-Brief Process The de-brief process should be equally structured to provide intelligence collection, learning and welfare provision. These items need not and in many cases should not be left until the end of a tour of duty, however, that is the time to ensure that they have been addressed. Stage 1. Operational Operational Continuity Issues for progression by succeeding staff via personal briefing or action system. Evidence Evidence recorded before debriefing detail. Unused evidence recorded. Intelligence Submission Submission via CJS16. Task Resulting Tasks updated via action system Learning Points Good/poor Practice identified Welfare Trauma or other issues. See Appendix C. 5

8 Handling Instructions: Internal Use Only 2. Organisational Good/poor Practice identified Continuity of operational activity will be achieved by real time hand over and updating the action system. This may develop an existing or a new item for relevant sections and oncoming resources. Intelligence should be submitted by the automated CJS 16. Resulting Tasks is completed by accessing the relevant action. Any Learning Points should be directed by the supervisor to the relevant Neighbourhood Inspector. Welfare considerations should be made by the supervisor but also by colleagues. Self de-briefing may be necessary in remote stations or following an extended shift. The self debrief process is the same as the team de brief and the welfare element expects that an officer will contact a divisional supervisor or if not available a Force Command Centre (FCC) supervisor and raise any personal concerns as appropriate. When self de-briefing has occurred at the end of the previous tour of duty a supervisor will address the issue when next on duty. Supervisors should ensure a personal de brief is conducted where any event may cause a welfare consideration. All staff will book off duty. De-briefings may be assisted by a Checklist (Appendix B). See Appendix C for guidance on general and specific operation de- briefing. 3.2 Operational Non Patrol Staff (CID, Specialist Detectives, FIB, COMCEN, PEC, Enquiry Offices) Variations to the patrol requirement The principles and processes relative to patrol staff generally apply to other operational staff. The need for briefing tasking and de briefing is no less critical to the achievement of organisational aims and priorities and to personal welfare consideration. Frequency of application to CID, FIB, COMCEN, PEC and Enquiry Office staff should be the same as patrol staff. For staff engaged in long running enquiries into single or defined incidents may not require such frequent briefing or de briefing. 6

9 Handling Instructions: Internal Use Only Briefing Process Tasking and Coordination The WTM and DTM meetings should consider how all operational staff can be tasked to achieve priorities and utilise the same processes. Briefing Products Tactical assessments, Problem and Target Profiles are of equal importance to FCC, Contact Centre and enquiry office staff. Each of these units is directly reacting to incoming contacts that will be related to existing crime and disorder problem profiles or Target Profiles. CID, Specialist Detectives and the FIB itself should receive appropriate briefing, Tasking and de briefing. Briefing and tasking where appropriate enables a quicker response to priority issues and enables public facing staff to advise reassure callers of police activity already addressing recurring problems Debrief Process Similarly, the de-brief process should be adopted and adapted to operating circumstances. 3.3 Non Operational Police Officers and Police Staff Variations to the patrol requirement All staff should be briefed and de briefed commensurate with their function and contribution to priorities as a principle of good management and supervision. The principles of informing, tasking, learning and welfare should be adopted and adapted as appropriate. Every member of staff should feel part of the achievement of organisational priorities and should be encouraged to contribute both information and ideas on how to improve The Role of the FIB The FIB has a critical role in preparing briefing information, quality assuring I Task entries and tasking via the action system. The FIB will actively manage I Task and ensure that Tactical Assessment summary information, Problem Profiles, Target profiles and tension indicators are timely, relevant and valid. 7

10 Handling Instructions: Suitable for Public Publication 4 Consultation and Authorisation 4.1 Consultation Version No: Name Signature Date Police & Crime Commissioner Police Federation Superintendents Association UNISON Other Relevant Partners (if applicable) 4.2 Authorisation of this Version Version No: Name Signature Date Prepared: Quality assured: Authorised: Approved: 5 Version Control 5.1 Review Date of next scheduled review Date: 2 September Version History Version Date Reason for Change Created / Amended by /10/2004 Following consultation and approval Chief Supt Merry by ILP Board /07/2013 Periodic Review Fit for purpose DI 765 Travers review, minor amendments to sections etc /10/2017 Policy placed onto updated template; no review undertaken Policy Co-ordinator (6177) 8

11 5.3 Related Forms Handling Instructions: Suitable for Public Publication Force Ref. No. Title / Name Version No. Review Date 5.4 Document History Present Portfolio Holder ACC Present Document Owner Director of Intelligence Present Owning Department Crime and Criminal Justice Details only required for version 1.0 and any major amendment i.e. 2.0 or 3.0: Name of Board: ILP Board Date Approved: Chief Officer Approving: ACC Template version August 2017) 9

12 Handling Instructions: Internal Use Only Appendix A Briefing Checklist Briefing Checklist Briefing Stage Briefing I Task Patrol Actions Problem Profiles Target Profiles CIA s Current Incidents Tasking Beat/duty allocation Action System I Task Administration Risk Assessment and PPE requirement Refreshment arrangement Vehicle allocation Communication Issues PPE Issues Organisational Must see General Order or Local orders Notes 10

13 Handling Instructions: Internal Use Only Appendix B De-brief Check List De-Briefing Checklist Briefing Stage Operational Continuity Notes Evidence record before de-briefing detail Intelligence Submission Task Resulting Learning Points Welfare Booked off 11

14 Handling Instructions: Internal Use Only Appendix C Guidance for General Operational and Specific Operation De-briefing There is a need to:- Ensure that debriefing, especially operational debriefing, does not invite rehearsal of evidence or coaching of witnesses. Such practices have been strongly discouraged by the Court of Appeal (see R v Dye and Others [1992] Crim LR 449; R v Arif TLR 22 June 1993; R v Skinner 99 Cr App R 212); Record witness accounts before debriefings in order to avoid any later suggestion that evidence in the case has been manipulated; Record information given during debriefings to enable investigators and prosecutors to carry out their duties in disclosing unused material. Wherever possible, debriefings should not take place until after a pocket book entry or a full witness statement has been completed by those participating. The nature of the record required depends upon the type of the debriefing. Where debriefing takes place to facilitate the preparation of a summary of events for the information of an Incident Commander (an immediate debriefing), a pocket book record of information which is likely to be supplied to the Incident Commander may suffice. What passes in a debriefing exercise may be disclosable to the defence. The Criminal Procedure and Investigations Act 1996 (the Act), the Code of Practice made under the Act (the Code) and the Attorney General s Guidelines published in November 2000, govern what unused material must be disclosed to the defence, and how disclosure can be made. If inconsistencies arise between accounts given before and during debriefing, they should be addressed, recorded and revealed to the CPS. This is because such inconsistencies might fall within either or both tests for disclosure as provided by the Act. Of course, it may be that any inconsistency is a symptom of the complaint that counselling is designed to address, that is, psychological reaction to trauma. The CPS should be fully informed so that the proper decision on disclosure can be made. The fact that a debriefing has taken place should be noted on form MG6. Any records of the debriefing should be listed on form MG6C (or form MG6D if appropriate). If there is an inconsistency between a witness s accounts before and during a debriefing, the disclosure officer should draw this to the attention of the prosecutor via form MG6E. Copies of the record should be given to the prosecutor. Not all information revealed to the prosecutor will be disclosed. The prosecutor must consider the tests for prosecution disclosure provided by the Act, and will only disclose material which falls within either test." 12