Information, Risk and Covert Policing
Alastair Luff and John Buckley take a critical look at the problems of managing information in covert operations.
Good quality information received from the public forms the backbone of crime prevention – simply speaking, policing success is impossible without it. As the focus on neighbourhood policing in the fight against terrorism increases and many youth gun and knife crimes remain unsolved due to lack of information, law enforcement agencies are working to impress upon the public the importance of stepping forward with information that may be critical to solving a crime.
Improving management of Technical Surveillance Units
Technical Surveillance Units are subject to the same rules and regulations as all other departments dealing with covert operations. However, the challenges faced by TSUs can be quite different. It is important that policies and procedures accommodate for the TSU’s specific requirements. abmpegasus™ does not just support the management of covert operations, it includes functionality that communicates with and assists TSUs to deliver an integrated and efficient service.
Juvenile CHIS – Managing the challenges
Managing Covert Human Intelligence Sources (CHIS) is a challenge at the best of times. Implementing effective strategies for risk assessment, governance, protection of identity and the management of financial transactions are crucial to legislative compliance and maintaining the integrity of the law enforcement agency. When juvenile CHIS are involved, however, the dangers are significantly greater. It is imperative that management processes are supported by a robust and reliable system.
Compliance with proportionality, necessity and participation rules
All police officers will be familiar with the rules of necessity and proportionality surrounding the use of covert techniques, as required by section 71 of the Regulation of Investigatory Powers Act 2000 and Article 8 of the European Convention on Human Rights. Specifically, the person granting an authorisation must believe that the authorisation is necessary for the particular case or one or more of the grounds outlined in section 28 (subsection 3) of RIPA/RIP(S)A 2000. If the covert activity is necessary, the person granting authorisation must also believe that it is proportionate to what is sought to be achieved, including consideration of collateral intrusion. Part III of the Police Act 1997 also requires consideration of necessity by the authorising officer prior to interference with property or wireless telegraphy.
Improving your professional reputation with abmpegasus™
It is more important than ever that police forces maintain a professional image and reputation. The MPs expenses scandal and the London G20 protests have demonstrated how the British public, or at least the media, will not overlook any hint of misconduct, unprofessionalism, heavy-handedness or corruption.
Improving oversight of covert law enforcement
It is essential that senior police officers have a comprehensive oversight of covert law enforcement. However, due to the range and quantity of covert policing activity within a police force, it can often be difficult to keep track of what is happening, leading to a risk of patchy oversight and greater potential for mistakes and deliberate corruption.
Improving covert intelligence gathering: risk and efficiency
Covert intelligence gathering is full of complex challenges and risks. abmpegasus™ is a unique system developed with UK law enforcement to improve the management of covert policing. Two keys areas that abmpegasus™ seeks to address are risk and the efficient implementation of robust procedures. This paper briefly outlines how abmpegasus™ makes it easier to tackle these two areas.
Improving management of witness protection
It is recognised that witness protection programmes are essential to the furtherance of justice. However, the associated risks are significant and any law enforcement agency needs to ensure that it is adequately managing all of the potential minefields surrounding the protection of witnesses and other persons.
Overcoming the Barriers to Regionalisation and Collaboration
Most Chief Constables agree that regionalisation and collaboration are a necessary part of reducing the cost of UK policing. But what are the real benefits of IT collaboration and how can the barriers to achieving them be overcome?
ABM – Because the world of crime is changing.
The awareness campaign on the Intelligence Investigation and Intelligence solutions is one of the main stories for the preview edition for the Security and Policy Event 2015.
“An international provider of expert-led Corporate Investigation Management software for information
management and procedural management in the public and private sectors, ABM Software solutions
are designed for preventing and protecting organisations against criminal activity…”
British American Tobacco to roll out ABM solution to help fight Global Illicit Trade
Nottingham, 08 February 2010 – The world’s most international tobacco group, British American Tobacco (BAT), has awarded intelligence, investigation and criminal justice software solutions specialist, ABM, a five year contract for the provision of abmintellicase™ and abmpegasus™ Source Management.
ABM’s abmintellicase™ to help Environment Agency manage and prosecute green offences.
Nottingham, 13 April 2010 – The Environment Agency, the leading public body for protecting and improving the environment in England and Wales, is the latest organisation to sign a contract for abmintellicase™, ABM’s case and investigation management solution.