Bexley response to domestic violence

Report: 5
Date: 3 April 2009
By: Julie Ellison, Detective Inspector, Public Protection Group, MPS

Summary

This report has been compiled at the request of the MPA Domestic and Sexual Violence Board to provide information on how Bexley BOCU in partnership with others responds to domestic violence.

The report will describe how the BOCU works to:

• Tackle domestic violence
• Keep survivors safe
• Hold offenders to account
• Prevent domestic violence
• Work in partnership with organisations and communities to improve the response to domestic violence

Areas of best practice will be highlighted, as will the challenges that the Borough faces in providing an effective response to domestic violence.

Borough profile

Bexley is situated in the South East of London, Covering an area of 6,400 hectares. The borough follows the River Thames as it meanders out of London.

The age structure of the borough’s Population is very similar to that of the national picture, although Bexley tends to have a higher percentage aged 5 to 14 (14%) and 35 to 44 (15%) but a lower percentage aged 15 to 24 (11.3%).

48 % of the population is male and 52% female.

Bexley is the London borough with the third highest percentage of white residents (91.4%).

In common with trends London wide, an increase in the ethnic population is expected within the next ten years. Currently 12.1%of the borough’s total population are from BME groups, but this is expected to increase by 2010. Among BME groups, Indians (2.5%) and black Africans (1.9%) are the largest.

In Bexley the largest religious group is Christian (72.9%). The borough has the second largest proportion of Christians and the smallest percentage of followers of Judaism (0.9%) in London.

A. Domestic and Sexual Violence data

This data covers the period 1st April 2008 to 1st March 2009.

The number of incidents flagged as domestic violence offences over the last 12 months (April 2008 – April 2009) is as follows:

Non Crime Book Domestic Incidents, where no criminal act is suspected = 1212

The number of crimes flagged as domestic violence or serious sexual offences over the last 12 months (April 2008 – March 2009) is as follows:

• Domestic Violence = 1309
• Rape = 20
• Other Serious Sexual Offences = 74

(Definition SSO - Rape, Sexual Activity involving a child under 13, Sexual Assault, Causing Sexual Activity without consent, Sexual Activity etc with a person with a mental disorder, Abuse of children through prostitution and pornography, Trafficking for sexual exploitation)

The proportion of incidents of domestic violence representing repeat victimisation is as follows:

• Repeat Victims on 2 occasions = 150
• Repeat Victims on 3 occasions = 37
• Repeat Victims on 4 occasions = 10
• Repeat Victims on 5 occasions = 5
• Repeat Victims on 6 occasions = 2
• Total Repeat Victims = 204
• Equates to approx 8% of victims

The sanction detection rate for domestic violence is 60.1%, rape is 90% serious sexual offences is 55%.

The breakdown on domestic violence detections for the period 1st April 2008 to 23rd March 2009 is:

• Simple Cautions 38.4%
• Charges 61.6%

The attrition rate for rape is 7%. This figure relates to incidents where the victim refuses to support the investigation at the outset.

The number of domestic violence incidents also flagged as honour based violence and / or forced marriage is as follows:

• There are no allegations flagged as HBV although three (3) crimes are classed as forced marriage allegations.

Number of domestic violence homicides over the last 12 months and any recommendation from the homicide reviews.

There has been one domestic violence homicide in the last 12 months. On 24th April 2008, Graham Boyne died as a result of multiple stab wounds. His ex partner Marie Boyne together with her current partner, Gary McGinley were arrested and charged with murder. Marie Boyne was convicted of murder at the Central Criminal Court and sentenced to life imprisonment on 4th March 2009 (recommendation to serve 24 years imprisonment). McGinley was acquitted.

The domestic violence homicide review for this case is not yet complete and recommendations have not been officially published. Bexley Police investigated two subsequent domestic incidents in 2004 and 2008, where Marie Boyne was assaulted by Graham on both occasions. Graham was arrested, admitted his guilt and received a police caution in each case. The findings of the reviewing officer highlighted that DV standard operating procedures were not entirely followed. Although a book 124D was completed, details of the contents were not recorded on the CRIS report and no risk management or assessments were recorded.

Not recording the information contained in the 124D on the CRIS report is a recurring issue that has already been identified and is subject to a Public Protection Group action plan to address this.

B. Policy Compliance and Quality Assurance

At Bexley there is a very strong drive from SMT and front line supervisors to ensure those accused of domestic abuse are held accountable for their actions. This involves police engagement with all those accused of abuse, with the majority being arrested and taken into a police station to be interviewed. The percentage of those arrested is 80.1% FYTD.

he objective of an arrest is to send a clear message to the abuser that they will be arrested even though they believe they can influence the victim or outcome. Arrest will also prevent further offending, hold the abuser accountable for their actions and increase the number of offenders brought to justice. Investigating officers understand the importance of conducting investigations even though victims disengage or do not support the investigate process, especially when the violence escalates and steps are made to obtain a prosecution without the support of the victim. Officers work closely with the Crown Prosecution Service at Bexley (who are co-located in the same building) to ensure cases meet both the evidential and public interest tests to allow a charge decision to be made.

Bexley Borough has introduced a Borough protocol that stipulates that Violent Crime suspects will be arrested and only in exceptional circumstances would a suspect be interviewed under caution. This is where a suspect is invited into the police station and interviewed without being arrested. This process does not send a good message to victims of violence nor potential/actual perpetrators or the various communities in Bexley. In addition there are also operational pitfalls including the inability to place bail conditions to prevent contact with the victim, no powers to take evidential samples or seize exhibits unless with the suspects consent. e.g. DNA & Fingerprints.

In cases where an arrest is not made immediately, response team officers are tasked by the IBO to continue to attempt an arrest prior to the Public Protection Group assuming responsibility for the investigation.

Positive action taken by officers in arresting more suspects has also contributed to the increased detection rate over the last 2 years. The Borough ethos is to bring the offender to justice by putting them before a court where the evidential and public interest tests are met.

At Bexley there are two processes to assist with the arrest of outstanding suspects. They are:

• Arrest Tasking Co-ordinator. To assist with tasking and deployment of arrest teams, the ‘Wanted Offender Manager’ is the Borough single point of contact (SPOC), to co-ordinate requests from officers investigating domestic violence for support in arresting outstanding suspects. The SPOC liaises with the Integrated Borough Operations Supervisor (IBOS), to task response team officers. Taskings are also made to both Territorial Support Group (TSG) officers and the Borough Support Unit (BSU), especially where those offenders are deemed too violent for patrol officers to arrest.
• For urgent tasking the SPOC will request support through the Daily Management Meeting (DMM), for the Chair, Superintendent Operations to authorise and divert resources to arrest the suspect.
• In summer 2008 the Borough created a new process to manage the risk around outstanding offenders especially those accused of violent crime. The Violent and Forensic Offender Management (VAFOM) process incorporates four areas of business relating to named suspects. The VAFOM is managed by the ‘Wanted Offender Manager’ and focuses on supporting staff that investigate and supervise criminal investigations involving named suspects, especially those suspected of violent crimes thus reducing the risk to the public or specific individuals. This is an effective monitoring process to ensure that supervisors and investigators are alerted to cases that are high risk requiring immediate action.
• The VAFOM panel meets once a week and is attended by various representatives from within the CID and Partnership, to review outstanding violent crimes and intrusively examine the progress of cases. The panel considers all relevant data on offenders identified by forensic identifications, named offenders involved in violent crime, those breaching police bail and those circulated wanted on Emerald Wanted Missing System (EWMS). All these areas include offenders for domestic violence.
• The VAFOM Panel report to the Operations Superintendent and OCU Commander and a weekly update is presented to the DMM.
• In the Summer 2008 when this VAFOM process was introduced the number of suspects not circulated/ not arrested /not eliminated was 147. In 2009 w/e 27/2/09 this total stood at 60. The number of days a suspect was outstanding has been dramatically reduced as a result of this intrusive and supportive process.

Risk assessment and risk management is an ongoing process which the Borough Managers ensure permeates all investigations and police responses.

Supervisors are insistent that perpetrators are arrested at the time of reporting or reasons for the lack of arrest and the implied risk to the victim given on the CRIS report. Motivating response teams to arrest perpetrators and take positive actions at incidents is an important part of the process and is attributable to effective leadership. Failure to arrest will result in an officer being asked to explain their actions.

The Daily Management Meeting (DMM) reviews all DV crimes and compliance with MPS Positive Action Policy.

The processes used to support officers and ensure that they are effectively implementing Standard Operating Procedures (SOPs) primarily involve supportive and robust leadership.

The SMT actively supports the implementation of Domestic Violence Policy and SOPs. The Detective Chief Inspector has delivered presentations to response teams, the CID, and their supervisors. The message is clear that perpetrators of DV must be arrested where there are reasonable grounds to suspect their involvement in the crime. Public Protection Group supervisors review CRIS reports every day to ensure compliance with Policy. Both good and constructive feedback is delivered to officers and their supervisors.

Bexley Borough was the first to create a Public Protection Group (PPG) incorporating the CSU, Sapphire Unit, Sex/Violent Offender Management Unit (Jigsaw/MAPPA), Missing Persons (Compass) and the recently created Public Protection Desk (PPD). All these units are co-located at Bexley Police Station. All units provide support to other units across the PPG when investigating critical incidents (eg. high risk Mispers, Rape, Racial/DV GBHs, honour based violence). This model has been adopted successfully by other Boroughs within the MPS and is now the accepted minimum standard. (Please see Annexe A for Success Factors of this model).

There are also good links with the SE CAIT Team. Arrangements have recently been made to invite Child Abuse Investigation Team to the monthly Sapphire/CPS meeting.

The Public Protection Desk (PPD) checks DV CRIS reports daily to ensure Merlin reports are completed where a child has come to notice. Once more there is robust supervision and enforcement over Merlin completion. Non-compliance is also brought up at Daily Management Meetings and any officer failing to complete a report receives a follow-up memo. The PPD has excellent links with social care and other groups who were invited to participate in an initiative to improve our service delivery in these key areas. Senior social workers and representatives from, Local Safeguarding Children Board (LSCB), Health (PCT and Mental Health), Education and the voluntary sectors each spent a day at Bexley Police Station getting first hand experience at the Police processes for managing the risk around children and vulnerable adults, especially children coming to notice following reports of domestic violence. This process has forged better links with the LSCB, Children’s Services and Youth services. The Jigsaw team who also hold monthly MAPPA meetings with the same key partners to manage both sex and violent offenders ensures excellent working relationships. The CSU and Sapphire Units within the PPG work together with the PPD, Missing persons Unit and Jigsaw Unit and have all benefited from this joined up approach to managing risk with our partners.

The Sapphire Unit investigates all sexual offences including rapes, including those crimes within a DV context. They are also responsible for investigating domestic reports of rape and sexual assault in line with both the Sapphire and DV Standard Operating Policies. The Sapphire and CSU work closely with the Jigsaw Unit, the PPG Intelligence Support within Bexley Borough Intelligence and Met Intelligence Bureau to identify outstanding suspects and to gather intelligence and information on those arrested for Violent and sexual offences at an early stage so the risk management process can commence prior to conviction.

In addition as far as Rape is concerned there is a second quality assurance check that takes place as all investigations are monitored by Central Sapphire to ensure SOPS are complied with.

Between 1/4/08 and 20/2/09 the following allegations were dealt with by the Sapphire Unit, resulting in the following case disposal.

• 13 Rape Charges
• 3 Unlawful Sexual Intercourse
• 9 No Crimes
• 2 False Allegations
• 1 Refusal to Assist
• 5 Crime Related Incidents
• 1 person awaits extradition
• 1 allegation is outside of the MPD
• 41 Serious Sexual Violence Detections. Detection Rate = 55%

C. Preventing Domestic Violence

A key contributor to preventing domestic violence is the manner in which Bexley Police robustly deals with the offender following a report to police. They will be arrested and asked to account for their actions. This has proven successful in reducing repeat victimisation rates. This process also allows investigating officers to assess the suspects and identify any referral opportunities, especially to partners in mental health, drug and alcohol support groups.

The availability of support for victims and their families, through the Crisis Intervention Team CIT is invaluable. By providing impartial advice in areas of housing and family legal issues contributes to improved confidence in victims to make better informed decisions about their circumstances. The availability of support workers through the CIT and the Vulnerable and Intimidated Witness officer at Bexley Police Station who attend court with victims.

Safer Neighbourhood Teams also play a part in providing reassurance and a visible presence in their wards. They are routinely tasked with follow up visits to victims and their families to provide additional reassurance and a deterrent to future abuse.

A Hate Crime Co-ordinator has been recruited and a recruitment process for a Hate Crime Supporting officer is being undertaken. Although a MARAC has not been fully implemented, plans are currently in place for its development. The Borough Intelligence Unit provides analysis on all violent crimes including domestic violence occurring within the Borough. The Borough Intelligence Unit, Violence Crime Focus Desk consisting of an analyst and researcher provide intelligence support to all the Public Protection Group. The Borough led a risk management pilot scheme called RAMP, (Risk Assessment Management Process) in 2006/7 which was partnership based and assessed risk and potential for future offending around domestic violence as well as other violent crimes. This process identified the risk and action plans were implemented to reduce or prevent opportunities for further abuse. This was very resource intensive and without additional resources the process was streamlined. Domestic Violence remains a priority for the Violent Crime Focus Desk and concerns highlighted as a result of their work is tasked direct to the unit concerned or via the Daily Management Meeting if they are considered High Risk.

D. Employee Domestic Violence

Any allegation involving an MPS officer or member of staff, either as a victim or suspect, is regarded as a serious incident by all staff at Bexley. CRIS reports are restricted immediately to ensure privacy and confidentiality and to remove any possibility of contact by other officers.

There may be additional pressures and barriers to reporting domestic violence for the partners of police officers and police staff. This must be borne in mind at all times from the earliest stages of the investigation, throughout the enquiry and appropriate support offered if a successful conclusion is to be reached. Bexley Borough endorses a robust response to DV committed by it’s own staff and adhere to the SOPs.

Allegations of this nature would be dealt with by a substantive experienced DC or above and closely supervised by first and second line managers. Clearly the welfare of the investigators is also a concern and it is recognised that these officers may well find it stressful arresting and investigating other police officers or staff. An SMT member is notified in all cases and the PPG DI conducts a review of the investigation. The HR Manager is also informed. The SOP concerning Employee DV is readily available on the Police Intranet and is drawn to the attention of all supervisors.

In some circumstances it is prudent to ask for a neighbouring Borough to undertake the investigation. Reciprocal arrangements are in place to do this. Those employed at Bexley accused of domestic or sexual violence would routinely be taken to another custody suite to ensure privacy for all concerned. DPS will be informed and any disciplinary action considered following the criminal investigation.

Relevant PE flag on CRIS where suspect is a police employee and notification to DPS, TP VCD CSU service delivery team, and OCU Commander informed where employee works.

The Branch Crown Prosecutor is normally involved at an early stage of the proceedings for advice concerning potential prosecutions. To ensure objectivity and impartiality, a different CPS Branch is usually asked to assist with a review if the member of staff suspected is from Bexley. This ensures that local lawyers and courts are not taking decisions regarding staff known to them.

E. Resources

The (B)OCU has populated the CSU and Sapphire Units with some of their best performing officers and those identified with potential to perform. The Unit is marketed as providing a dynamic and robust response to serious crime. The minimum office tenure is 12 months. In 2008 the Unit was awarded a Borough Commander’s Commendation for ‘Displaying leadership, outstanding professionalism, dedication and commitment to the investigation of serious hate crime and enhancing public protection in Bexley’.

SOIT investigators are recruited from within the CID domain rather than response teams direct. Successful applicants will have the desire to be DCs in the future. The Corporate SOIT application process has been amended to suit the needs of the BOCU with a further competency, providing an investigative example to the application.

The Sapphire Unit consists of 7 posts comprising of 1 x DS, 2 x DC and 4 x SOIT (PCs). Three officers are male and four are female. One of the officers is Asian and the others are White European. There is recognition by the SMT of the staffing levels required and the importance of maintaining them. The unit is currently up to strength.

In the Community Safety Unit, there are 14 posts comprising of 2 x DS and 8 DC and 4 PC posts. Nine officers are male and 5 officers are female. Three officers are Asian, one Turkish and there is also one LGBT male officer and the others are White European. There is currently one vacancy in the unit that will be filled by the end of March. One officer is currently on Maternity leave. A civilian investigator awaiting re-deployment is presently supporting the CSU.

There are no administrative staff in either unit, nor any officers on recuperative duties. Administrative staff within the Public Protection Desk supports the CSU with registering the receipt of 124D booklets and ensuring it is delivered to the allocated investigating officer. Non compliance with the 124D process is measured daily at the Daily Management Meeting. They also prepare responses to applications from solicitors and social services for disclosure of police information in public/private family proceedings, in line with the protocol agreed by the MPS/Designated Judge for London.

F. Training

There is a regular interchange of staff from Sapphire to CSU allowing transfer of experience so many officers do have domestic violence training or vice versa. Officers attending the SOIT course receive a domestic rape input, as do those attending the CSU course.

All officers on the Borough have received Every Child Matters training, and includes child protection issues. It is also an element of Detective Constable’s training.

Honour based violence and forced marriage now features on both the CSU and DC course and training inputs have been delivered at CID training days to all officers.

Stalking and harassment are covered on the DC’s course although not exclusively to DV cases. The SOP is comprehensive and copies of all harassment notices sent are retained in the CSU.

Victim care is integral to all relevant courses including the CSU, SOIT and DC’s, FLO and ABE course.

Good use is made of the CSU Delivery Team website which contains a comprehensive library of policy and SOPS.

A recent organisational development programme of CID staff has seen an influx of new officers to the CSU. The Training Unit regards them as a priority for training and their development courses are imminent. Currently 85 % of response team officers have been trained. The thirteen staff members currently available in the CSU have the following skills:

• CSU training = 6 (2 further members have confirmed course dates and 4 others await notification of course dates)
• DC Foundation = 6
• ABE Interviewing = 6 (2 further members await course dates)
• FLO = 1 (2 others await course dates)
• VISOR = 1
• SOIT = 1

The six officers of the Sapphire Unit have the following skills

• DC Foundation = 3
• SOIT = 4
• ABE Interviewing = 5 (including 1 Advanced ABE)
• FLO = 1
• Tier 3 Interviewing (Advanced suspect interviews) = 2

To support officers, ICEFLO Cameras are available to all response team officers to enable photographs of victims, suspects and premises to be taken at the earliest possible opportunity. CSU officers have access to digital cameras enabling enhanced images to be collected. A complete SOIT kit containing swabs, seat covers and early evidence kit is readily available for all frontline officers although swabs can be used independently where appropriate e.g swabbing bite marks or injuries. Scenes of Crime Officers SOCOs provide excellent investigative support on a 24-hour basis and photographic branch can be utilised where superior evidential products are required. The Borough Forensic Manager provides regular inputs to training days and has appointed specific SOCOs with primary responsibility for Domestic Violence and also Serious Sexual Offences.

The Sapphire Team has its own vehicle, which carries its own specialist forensic equipment for both victim and scene evidence gathering.

Police Officers have also attended joint training arranged by Bexley Local Safeguarding Board. This training has concentrated on the needs of children who have witnessed domestic violence or suffered violence themselves.

G. Working in partnership

The overall budget for the CDRP in 2008/9 was £641,161 (which includes the £26,000 Cohesion Funding). The following is a breakdown of key projects

• £15,000 for the Crisis Intervention Team (although this only reflects a partnership contribution towards the Council’s cost for this team).
• £60,000 for the “Bobby” Van (assists with crime prevention and security measures).
• £7,500 for the Vulnerable and Intimidated Helpdesk (but this only reflects a partnership contribution towards overall costs for this service)
• £26,000 for the Hate Crime Project (but this only reflects a partnership contribution towards overall costs for this service)
• £10,000 for the assault Thematic Action Group.
• Total of £118,500 which represents 17.2% of the partnership budget.

Bexley Community Safety Partnership have four borough wide priorities that form Joint Service Agreements – one of which is assaults. As this is a dedicated priority an Assaults Thematic Action Group (TAG) has been established which includes work around domestic and sexual violence. The TAG reports to the BCSP Steering Group that in turn reports to the BCSP Board.

The Crown Prosecution Service consists of a Senior Branch Prosecutor, 8 lawyers and support staff who are all located at Bexleyheath Police Station. The relationship between the police and CPS is very good. All lawyers are conversant with the CPS policy on prosecuting domestic violence cases. The prosecutors are accessible and lines of communication are very good with regular meetings between CPS and Police at both strategic and operational levels.

Together with partners in Neighbourhood Services we are currently working towards re-launching a third party reporting scheme. A Hate Crime Conference was held on 20th March 2009 at the local Civic Offices. This was intended to improve the understanding of hate crime, including domestic violence and build on partner relationships. There is also a Women’s Day event on 12th March to coincide with International Women’s Day on 8th March. The event is aimed at promoting health and well-being and to raise awareness of women’s health issues across the Borough of Bexley, as well as offering women opportunities to build confidence and personal development.

The Hate Crime Co-ordinator is responsible for the Crisis Intervention Team (CIT), staffed by two advocates specialising in supporting victims of DV, Every Tuesday at the council civic offices a solicitor specialising in family matters attends the Council Civic Offices to provide free advice to victims. Police Officers within the Public Protection Group refer victims daily to the CIT. The Hate Crime Co-ordinator will be the lead in implementing a MARAC Panel in Bexley.

Bexley Community Safety Partnership is a strong CDRP and many agencies are involved in partnership working. As well as MPS and LBB some of the agencies previously involved in professional meetings for Hate Crime have included Bexley Care Trust, BCRE, RSL’s, Bexley Women’s Aid and Victim Support. Regular multi agency meetings are held as individual cases arise and also through various partnership meetings such as TAGs and PSPs regular contact where relationships are built and strengthened.

The police work closely with the Local Safeguarding Children Board with representation on both the Main and Executive Boards. Domestic abuse is a priority for the LSCB.

Joint training events such as Women’s Day are strongly supported by all partnership agencies, including Police. The Local Safeguarding Children Board offer frequent training and well attended sessions in subjects such as Child Death Reviews or Identifying and Working with Neglect, that are open to police officers and staff.

H. Working with victims and communities

The (B)OCU is keen to monitor service user satisfaction and/ or seek feedback from victims/survivors of domestic and sexual violence and integrate any improvements into policy and practice.

At the conclusion of a case a SOIT officer sends all victims of serious sexual assaults a questionnaire. This seeks feedback on the performance of Police throughout the case. Their comments are scrutinised to ascertain if any feedback can be integrated into good practice. This is monitored by Central Sapphire to ensure these surveys are handed out. There is also a flag on the CRIS system (QY) to record compliance. Victims can remain anonymous when completing questionnaires.

Victim Impact Statements are taken in all cases of serious sexual assault and in domestic violence cases that are tried at the Crown Court. In Magistrates Court cases the prosecutor usually addresses the impact on the victim following advice from the Officer in the Case. VIP Statements are always taken by the assigned SOIT officers and in domestic violence case, the investigating officer.

The BOCU VCOP Desk ensure that victims are provided with regular updates on cases and informed quickly of any changes or decisions, although OICs maintain regular contact with their victims. Within the Sapphire Unit SOITs are responsible for all updates to victims. The Witness Care Unit is informed by the CPS of any changes to bail conditions and forward these to the OIC who in turn will inform the victim making whatever risk assessments are necessary.

Four PCSOs and a supervisor staff the VCOP desk. They enter regular updates onto the CRIS at the commencement of the investigation and throughout the enquiry when contact is made with the victim. In specific cases such as DV and rape, the SOIT or case officer retains responsibility for contact although compliance with VCOP is still monitored by the VCOP desk. Regular updates regarding VCOP compliance is sent to supervisors who must ensure staff remedy any failures.

In the North of the Borough there is a large West African Community and the Safer Neighbourhood Team have initiated regular Community Meetings with Church elders and congregations. The intention is to use these meetings to build local links and advisory services concerning topics such as domestic violence and third party reporting.

I. Organisational improvement

Bexleyheath was the first Borough to integrate Sapphire, CSU, Misper, ECM and PPG units within the same location. The liaison between officers, made possible by their co-location, has greatly contributed to the sharing of information and good practice as well as enhancing performance figures. This system has now been adopted as good practice by the central CSU and is now policy MPS wide.

See Annexe A below for more detail on the PPG critical success factors and the VAFOM process have improved operational performance.

An example of a case where lessons were learnt is as follows:

• An Asian female had travelled to London following an arranged marriage and later claimed her husband and his family had assaulted her. She alleged that they had scratched her arms and prevented her from leaving the house. She provided a statement and was placed into the care of her family living in Nottingham to ensure her safety. An officer not attached to the CSU commenced the investigation on a weekend, at a time when limited resources were available.
• Subsequently she retracted her allegations, saying she had made the injuries herself. The investigation then concentrated on her false allegations, without considering the background to the case. She left her Uncle’s care voluntarily and could not be traced by police.
• A review of an outstanding CPS action plan led to a re-examination of the investigation. Concerns were raised about her safety and whereabouts and a high-risk missing person investigation was launched, an SCD SIO involved in an HBV murder was asked to advise on the investigation. The Forced Marriage Unit was consulted and family liaison officer appointed to key individuals.
• She was subsequently traced after a resource intensive search to the North of England and she agreed she had caused the injuries herself, but only to escape from the family, who were treating her unfairly. She was adamant she did not wish to pursue any further course of action. She was advised of agencies including Immigration authorities that could assist her.
• The Borough asked for the Critical Incident Team to review the enquiry. It had already been identified that the practice of assigning DV investigations to non-DV officers out of hours (e.g. weekend working) was inadvisable.
• Therefore investigations are now returned to the PPG for allocation to a CSU officer to ensure policy is followed and risk management a key part of the investigation.
• EROs in the Case Progression Unit (CPU) now copy all action plans from the CPS onto CRIS so that all supervisors are aware of outstanding enquiries. TP Emerald regards this as good practice and seeks to make this CPU policy. Further training and information regarding HBV issues has now been given to all CID officers and the tactical menu of options circulated to all officers.

Bexley have considered any improvements that the Metropolitan Police Service could make which would greatly improve the response to a) domestic and b) sexual violence locally.

At Bexley Borough officers attend over 2000 incidents a year and will spend time recording the allegation in a book 124D and then transferring the same information to a CRIS report. A process to record this information once will result in releasing officers quicker for other policing duties, to respond quicker to emergency calls and improve the quality of reports and risk management.

The MPS is piloting Handheld Personal Digital Assistants that could be utilised to record information and evidence at a crime scene that would be downloaded onto a CRIS report capturing all relevant data and reducing the amount of time an officer is engaged on administrative duties.

J. Equality and diversity

The CSU DI is a panel member of the Domestic Violence Forum, the Hate Crime Forum, both the Local Safeguarding Children Board and Safeguarding Adults Executive Committee.

Bexley BOCU strives to eradicate unlawful discrimination, promote equality of opportunity and good community relations. The Borough promotes equal treatment and provision of services for all, especially those from vulnerable groups or communities such as those affected by domestic violence, hate crime of any description, mental health issues as well as children and young persons. We provide a quality policing service to all our communities mindful of the needs of individuals regardless of their background or status in the community.

Contact details

Report author(s): Julie Ellison, Detective Inspector, Public Protection Group, MPS

For more information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

Appendix 1

Bexley Borough - Public Protection Group - Critical Success Factors

Bexley’s Public Protection Group (PPG) is currently achieving a 63% Sanction Detection rate for Domestic Violence, and a very high rape detection rate, both of which have doubled in the last year.

Cdr Shaun Sawyer has asked for the critical success factors. It is our view that our success could be replicated by any Borough that invested in high quality staff, systems and leadership.

The most important factors are:

• Application of major crime and murder investigation techniques;
• Inspirational leadership by experienced DI and DSs;
• Motivating response teams to arrest perpetrators whenever possible;
• Co-location of the whole PPG in one police station under unified command.

Chief Supt Tony Dawson, Bexley Borough Commander and DI Pete Thomas, Bexley Borough Public Protection Group, 20 Dec 2007.

Leadership & Performance Management

SMT support. Access to resources when required (eg. complicated enquiries or conducting arrest days). Recognition of staffing levels needed and maintaining them.

• Inspirational leadership by PPG DI.
• Scorecard. Responsibility for 5 out of 8 TP Scorecard Sanction Detection PIs (DV, Race, Homophobic, Rape, Sexual Offences). All PIs linked to PPG with single chain of command.
• Challenge performance re reporting officers’ initial investigations (eg. where no 124D or risk assessment completed, especially when arrest not made) and involve duty officers in feeding issues back to their team.
• PPG units performance-aware through scorecard and league system. Regular meetings with teams to discuss performance and involve them in this process.
• Response teams. Attend parades to refresh the message on positive action. Stress DV and race hate crime is serious crime. Inform response officers and inspectors of good performance.

Supervision & Investigative Review

• Decision making on disposal to rest with DI PPG, who can overturn decisions made by other officers to re-open investigations.
• Review of undetected crimes, including cases that slip through because detections are missed, offences that should be No Crimed but remain classified as crimes, flags assigned when they should not be.
• Educate PPG officers to challenge CPS, custody officers and duty officers, especially around NFA decisions.
• Educate response officers that investigations without victim support will take place. Arrests will be made, and other evidential leads followed before disposal decision.

Investigation

• Every suspect is arrested or engaged (such as those receiving harassment warning letters) leading to reduced repeat victimisation.
• Consider cautions rather than NFA. Some staff assume the evidential threshold to authorise a caution is the same as that applied to charge decision, which is not the case, so staff are educated on this.
• Investigate malicious allegations to same degree as those confirmed as crimes, especially rape investigations.
• All sexual offences investigated by Sapphire Unit, with SOIT officers conducting investigations of non-rape offences.

Systems & Resilience

• All PPG Units located together within same location in building.
• All units provide support to other units across PPG when investigating critical incidents (eg. high risk Mispers, Rape, Racial/DV GBHs, honour based violence).
• 4-week rota to provide late and weekend cover.
• Borough protocol defining areas of responsibilities.
• Custody suite and CPS within same building is beneficial.
• Intelligence support – Good service from BIU at RY, again located in same building
• Created SPOC for arrest tasking, using Emerald officer at RY. Officers utilise this to task response teams or BSU, providing IBO with one point of contact rather than numerous officers inundating IBO for arrest enquiries. Emerald officer has access to other contacts to assist with manhunt enquiries.
• Circulate those offenders not arrested, including those suspected of summary offences and those where the victim is not supportive of police action.

Skills

• DI with murder investigation expertise.
• Experienced DSs.
• Officer selection. Populate with best performing officers or those identified with potential to perform. Mix of experience with youthful enthusiasm.
• SOIT investigators are recruited from CID domain rather than response teams direct. Successful applicants will have desire to be DCs in future.
• Corporate SOIT application process amended to suit Bexley, with a further competency to provide example of an investigation added to application.
• Mixture of DCs and PCs (who want to be DCs) with no postings for recuperative officers. Unit marketed as providing a dynamic and robust response to serious crime.
• Officers in post for sufficient period. Many in place for 12 months plus.

Partnership

• Good links with partner agencies such as Crisis Intervention Team (two DV advocates), Women’s Aid, VSS and Bexley Supporting People Office.
• DI or deputy represent Bexley on DV forum, Race Hate Forum etc.
• Links to SNT teams re problem solving, especially racial hate crime and regular missing persons reports re children in care.

Information Quality & Data Accuracy

• Correct use of flags.
• Correct interpretation of DV definition.
• Ensure allegations identified as ‘No Crime’ are classified as such, such as harassment allegations where there is no course of conduct, or where victims admit the allegation was malicious.

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