To get started using File Manager, you need to learn a few basic skills. Each icon in File Manager represents an object that you can manipulate in a variety of ways, including:
- Fresh 2 8 4 – File Managing Appropriate Tasks
- Fresh 2 8 4 – File Managing Appropriate Business
- Fresh 2 8 4 – File Managing Appropriate Practices
- Fresh 2 8 4 – File Managing Appropriate Skills
FreeBSD uses the rc (8) system of startup scripts during system initialization and for managing services. The scripts listed in /etc/rc.d provide basic services which can be controlled with the start, stop, and restart options to service (8).For instance, sshd (8) can be restarted with the following command: # service sshd restart. 4.2.2 Legal risks Legal risks arise in export business because of the potential for foreign countries to change their product regulations and so make it necessary to make expensive product. For most data files, the default action opens the file by starting the appropriate application and loading the file. Or, select the icon, then go to the menu bar and choose Open (or Open In Place or Open New View) from the Selected menu. Or, choose an Open item from the icon's pop-up menu (displayed by pressing Shift+F10 or mouse button 3). 8.2 File IDs Home 8.4 File Content Access: DICOM PS3.10 2020d - Media Storage and File Format for Media Interchange.
- Object selection
- Dragging and dropping
- Using pop-up menus
- Renaming objects
- Getting online help on objects
- Opening objects
- Viewing information about an object
To Select a Single Fileor Folder
When you select the icon of a file or folder, its name is highlighted.Many choices in File Manager's menus apply to the currently selected file or folder. Autodesk eagle 8 3 1. The Selected menu contains choices that affectonly the currently selected objects. The contents of this menu will changeas you select different kinds of objects in the view area.
Mouse
Click once on the icon.
Keyboard
- Use the Tab and arrow keys to move the highlight to the icon you wantto select.
- Press the Spacebar.
To deselect a file or folder, select another icon or click an emptyarea within the File Manager window.
To Select Multiple Filesand Folders
Selecting multiple files is useful if you want to delete several filesat once, or move a group of files to a new folder. Note that when you selectmore than one object, the Actions portion of the Selected menu will be empty.
When multiple icons are selected, dragging any one of the selected iconsdrags the whole group. The Selected menu and various menu commands that applyonly to a single object are inactive.
Mouse
- Press mouse button 1 in a blank area of the view, drag themouse to draw a box around the icons you want to select, then release themouse button.Or, you can click mouse button 1 to select thefirst icon, then hold down the Control key and click mouse button 1 to selecteach additional icon. This method is useful when the icons you want to selectare not located next to each other.
- To remove a single icon from a selected group, hold the Controlkey down and click the icon you want to remove.
Keyboard
- Select the first file or folder icon by pressing the Spacebar.
- For each additional icon you want to select, move the highlight to it,then press Control+Spacebar.
To Drag and Drop a Fileor Folder
- Put the mouse pointer over the file or folder.
- Press and hold mouse button 1.
- Drag the icon to where you want to drop it.
- How to record screen with sound. Release the mouse button.So, the motion for dropping an object is press..drag..release.To cancel a drag in progress, press Esc before releasing the mouse button.
Figure 5-1 Drag icon showing the object being dragged
If more than one icon is selected, you drag the entire group by dragging any of the selected icons.Note -You cannot drag and drop an object without a mouse or other pointing device.
Basic Drag-and-Drop Tasks
- To move a file to another folder, drop the icon on the destination folder's icon. Or, if both the source and destination folders are open, drag the icon from the source folder's view window and drop it onto the background of the folder's view window.
- To place an icon for a file or folder on the backdrop of yourcurrent workspace, drop the file or folder icon outside of any window. A desktopobject is really just a reference to the real object,which remains in the File Manager view, unchanged.
- To print a file, drop the file icon onto the Printer controlin the Front Panel (or one of the printers in the Personal Printers subpanel).
- To delete a file or folder, drop the file or folder icon onto the Trash Can control in the Front Panel.
If you try to drop an icon in a location that does not support dropped objects, the icon snaps back to its original location in File Manager or on the desktop.
To Display a Pop-up Menu
Each object in File Manager has a pop-up menu. The File Manager window itself has a pop-up menu viewable when the pointer is placed in a location in the view window outside the boundaries of the individual file or folder objects.
Mouse
- Point to the icon whose pop-up menu you want to display and press mouse button 3.
Figure 5-2 Sample pop-up menu
- To choose a command from the menu, drag to the command, then release. Or, click the command.
Keyboard
- Using the Tab and direction keys, move the highlight to the icon whose menu you want to display.
- Press Shift+F10.
- To choose a command from the menu, use the direction keys to highlightthe command, then press Return.
- To cancel the menu without choosing a command, press Esc.
To Rename a File or Folder
Note -You can't rename actions.
Mouse
- Select the file or folder name by clicking the name beneath its icon.
- Type the new name.
- Press Return. If you click outside the name without first pressing Return,your changes will be lost.To cancel a rename operation, press Esc.
Keyboard
- Use the Tab and arrow keys to move to the icon for the file or folderyou want to rename.
- Press the Spacebar to highlight (select) the icon name.
- Choose Rename from the Selected menu.
- Type the new name.
- Press Return.To cancel a rename operation, press Esc.
To Get Help on a File or Folder
The description displayed when you ask for help on an icon describes the data type associated with the file or folder. The description is specified in the>
Use the Tab and arrow keys to move to the icon, then press F1.
See Also
- To find out more about how to use Help, see Chapter 3, Getting Help .
- For an introduction to creating data types and actions, see 'Creating Personal Actions and Data Types' in Chapter 6, Running Applications from the Desktop.
To View a File or Folder's Information
Use the Information dialog box to view information about a file or folder.
- In File Manager, select the icon of the file or folder whose information you want to view.
- Choose Properties from the File Manager Selected menu, or from the icon's pop-up menu (displayed by pressing Shift+F10 or mouse button 3).
The Properties dialog box appears.
- Click the Information radio button.
- Examine the information about the file or folder:
- Owner Name - The name of the file or folder's owner
- Group Name - The name of the group to which the file or folder belongs
- Size - The size of the file or folder
- Last Accessed - The date on which the file or folder was last accessed
- Last Modified - The date on which the file or folder was last modified
If you want to view the information for another file or folder, select the object, choose Properties from the Selected menu, and click the Information radio button. If you bring up the Properties dialog box by typing sdtfprop& on the command line, you can click Browse in the dialog box and select the file or folder name to view properties.
Opening a File or Folder
The most basic action you can perform on an object is to open it. 'Open' is a very general term, and the action taken depends on the type of object you are opening. For example, opening a folder changes the File Manager view to show the contents of that folder. Opening a data file usually starts the application that created the file and loads the data file.
To Open a File or Folder
- Double-click the icon.Double-clicking an icon executes the object's default action, which is always the first action in the Actions portion of the Selected menu. For most data files, the default action opens the file by starting the appropriate application and loading the file.
- Or, select the icon, then go to the menu bar and choose Open (or Open In Place or Open New View) from the Selected menu.
- Or, choose an Open item from the icon's pop-up menu (displayed by pressing Shift+F10 or mouse button 3).
The Criminal Procedure and Investigations Act 1996 Code of Practice under part 2 states that:
All investigators have a responsibility for carrying out the duties imposed on them under this code, including in particular recording information and retaining records of information and other material.
The successful management of an investigation requires planning, organisation, control and motivation.
- 1Strategy development
- 1.1Standard method
- 1.2Investigative actions
- 1.3Investigative strategies
- 2Managing resources
- 2.1Resource types
- 2.2Prioritisation and proportionality
- 2.2.1Experts
- 2.2.2Managing expert advisers
- 3Managing people
- 3.1Behavioural traits
- 3.2Welfare considerations
- 3.3Welfare needs
- 3.4Supporting individuals
- 3.5Serious/long-standing enquiries
- 4Managing risk
- 4.1Risk areas
- 5Quality assurance
- 5.1QA processes
- 5.2CSU
- 5.3Further action
- 5.4Crime investigation standards
- 6Managing actions
- 7Record keeping
- 7.1Auditable decision making
- 7.2Handovers
- 7.3Policy files
- 8Exhibits management
- 8.1Responsibilities of the exhibits officer
- 8.2Indexing
- 9Managing scenes
- 9.1Identifying scenes
- 9.2Securing the scene
- 9.3Cross-contamination
- 9.4Preserving the scene
- 9.5Managing the media
- 9.6Searching and examining the scene
- 9.7Releasing the scene
Strategy development
Adopting an investigative mindset, using investigative evaluation and developing and testing case theory helps the investigating officer to understand the material that has been gathered. It also defines the additional material needed to make progress in an investigation. An investigative strategy is needed to locate and gather this material effectively.
The purpose of an investigative strategy is to:
- identify the most appropriate line(s) of enquiry to pursue
- determine the objective of pursuing particular lines of enquiry
- identify the investigative action(s) necessary to efficiently achieve the objectives, taking into account resources, priorities, necessity and proportionality
- direct and conduct investigative actions to gather the maximum amount of material which may generate further lines of enquiry
- understand and manage community impact.
Identifying actions
Investigator should use their knowledge and experience to decide which investigative actions are the most appropriate in the circumstances. They should also be aware of the legal and ethical considerations relating to the conduct of any investigative action.
Investigators must prioritise and determine the proportionality of the investigative process in accordance with force policies. The final decision about which investigative actions to undertake must be driven by the investigation itself and not just by completing a checklist. A standard method of developing the elements of the investigative strategy should be adopted.
Standard method
Investigative actions
This is any activity which, if pursued, is likely to establish significant facts, preserve material or lead to the resolution of the investigation. The volume of actions should be proportionate to the type of investigation.
Types of action
1. General trawls for information
These can be undertaken in any investigation irrespective of the circumstances of the case, but usually take place in the early stages when information about the offence is likely to be vague. Examples of general trawls include:
- crime scene investigation
- victim and witness interviews
- media appeal
- house-to-house
- area search
- intelligence searches
- tasking covert human intelligence sources (CHIS).
2. Specific lines of enquiry
These are generated throughout the investigation. They are evidence-specific, and some information about the crime is needed in order to identify the most appropriate action. Examples of specific lines of enquiry include:
- tracing a named suspect
- identifying and locating potential witnesses to interview
- pursuing significant information that requires further information.
3. Actions during the initial investigative phase
These are mostly determined by the circumstances of the allegation. Examples include:
- obtaining initial accounts from the victim(s) and witnesses
- locating and securing material (eg, CCTV footage)
- identifying and preserving scenes or routes to and from scenes
- arresting the offender(s).
Investigative strategies
Investigating officers should consider the following when appropriate and proportionate to the case:
- covert policing strategy
- pathology strategy
- reconstructions (see ACPO (2006) Murder Investigation Manual, section 23)
- scene strategy (see managing scenes)
- suspect strategy (see arrest strategy and identification of suspects)
- victim and witness strategy.
Managing resources
Planning and foresight are key to effective resource management. Investigators must identify the resource needs of an investigation at the earliest opportunity. These will vary depending on the crime type and whether it is a volume crime or a major investigation.
When deciding on the resources required, the investigator must consider the appropriate level of investigative response, the availability and cost of the required resources and whether their use is necessary and proportionate.
Resource types
Prioritisation and proportionality
Some resourcing decisions in volume crime investigations are outside the investigator’s control, and the use of specialist or technological resources will primarily be driven by local force policies and budgets. Tactical tasking and coordination (TT&C) meetings and/or local tasking meetings will often dictate the level of response and resources which are allocated to volume crime investigations, in line with local policing priorities. See ACPO (2009) Practice Advice on the Management of Priority and Volume Crime (The Volume Crime Management Model), Second Edition. The use of experts will need to be considered carefully, as part of the overall use of resources. Investigators must prioritise the needs of the investigation against the available resources where resources are limited.
For further advice on resource management during major investigations, see ACPO (2006) Murder Investigation Manual and ACPO (2005) Major Incident Room Standardised Administrative Procedures (MIRSAP).
Under the Criminal Procedure and Investigations Act 1996 (CPIA), emphasis is placed on accurately recording resource use within an investigation.
Experts
Expert advisers (EA) are independent of the police service, but can assist an investigation by using their specialist knowledge and expertise to give an opinion on a particular matter. The National Crime Agency (NCA) Major Crime Investigative Suport (MCIS) maintains a database containing the details of EAs. In the first instance, investigators should contact MCIS to obtain the services of an EA. The facility is available 24/7 on 0345 000 5463. MCIS can also provide further investigative support. For more information on the services offered, see the MCISposter (which should be treated as official).
If MCIS cannot identify a relevant EA, investigators can also use the following sources:
- personal recommendations from other investigators
- academic institutions
- other professional registers.
The investigator needs to identify and manage the most appropriate EA to support their investigation.
Managing expert advisers
When engaging an EA, it is the investigator’s responsibility to:
- security clear the EA as per force policy where they will be involved in a sensitive investigation, or where appropriate
- agree terms of reference and a contract with the EA before they start work
- provide the EA with the necessary material or information needed for them to perform their role
- respect the objectivity and independence of the EA and not pressurise them to give a particular answer
- ensure that the EA gives opinions on facts and hypotheses for which they are properly prepared
- ensure that the EA understands their
- responsibility to assist the investigation and comply with the Criminal Procedure and Investigations Act (CPIA) 1996 and the revised codes of practice (the code) issued under it
- responsibilities (as defined in ACPO (2011) Practice Advice for Expert Advisers)
- disclosure obligations and issues of confidentiality
- develop and maintain clear lines of communication with the EA and provide guidance or updates throughout the investigation which may impact upon their work
- quality assure and appraise the EA’s work at regular intervals.
Managing people
Managing people, including victims and witnesses, is integral to any investigation.
There are two components to people management: managing colleagues within the police service, and managing relationships with individuals who may assist the investigation or provide material to the investigation.
Depending on the nature and complexity of the investigation, an investigator has to manage and interact with various diverse individuals. Besides victims, witnesses and suspects, they may also include:
- colleagues (including their welfare considerations)
- experts and subject specialists
- CHIS
- solicitors or legal representatives (defence and prosecution) (see working with legal advisers)
- representatives of partner agencies (eg, social services, the probation service, UK Border Agency (UKBA)).
Investigators need to develop positive behavioural traits to help them manage themselves and all the other individuals that they have to interact with.
Behavioural traits
The following list details some behavioural traits which may assist investigators to manage themselves and others. This is not a definitive list, nor is it in any particular order of priority.
Welfare considerations
Further information
The welfare of all staff should be a primary concern for the police service. Some police officers and staff who deal with unpleasant incidents over a period of time may suffer adverse effects as a result. On an emotional or behavioural level, people react differently to traumatic situations or incidents.
Investigators and senior officers should ensure that staff welfare needs are identified as soon as possible and that support is available to reduce the potential damage suffered by an individual. These procedures should apply to all investigations, whether large or small, and to all police officers and police staff.
Specific risk assessments may also help police officers and staff to prepare for encountering disturbing images or situations.
Welfare needs
Further information
Types of reaction to trauma usually fall within a defined and normal cluster of responses. These include:
- tearfulness
- anxiety
- shaking hands, arms and/or body
- racing heartbeat
- increased breathing rate
- agitation
- over alertness
- being over talkative or becoming mute
- difficulty in concentrating
- feelings of guilt, self-blame or anger at self and others
- feeling emotionally detached, emotionally blunt or numb.
It is important to note that someone who is displaying signs of distress may not necessarily be experiencing a trauma reaction. The above reactions should be seen as normal and acceptable responses to abnormal and upsetting situations or events.
Supporting individuals
The ability of a person to make an appropriate emotional and behavioural adjustment in the long term depends on the way in which they are managed when experiencing distress or a normal trauma reaction.
Where an individual is obviously distressed or suffering physical symptoms the following techniques may be used to alleviate their anxieties:
Fresh 2 8 4 – File Managing Appropriate Tasks
- respond to them as an individual, in a calm, sensitive manner
- take the person to a quiet, private location
- acknowledge the person’s thoughts and feelings about the event and timescales, no matter how bizarre they may seem
- allow them to express their distress openly
- allow them to talk and do not attempt to pacify them or change the subject
- normalise the person’s experience by reinforcing common-sense reactions
- encourage them to be with and speak to colleagues.
Other practical options may include:
- ensuring that individuals take a longer break before continuing their duties
- temporarily moving them to another role, and allowing them to speak to a colleague who has experienced a similar event
- considering other longer-term options such as taking time off and/or seeking support from other sources and agencies
- referring the individual to occupational health.
Serious/long-standing enquiries
Further information
The welfare of staff involved in serious or long-standing enquiries should be a priority for SIOs when establishing the investigation team. Force systems and procedures should include compulsory counselling and team briefings and debriefings, or staff screening before their inclusion on investigations which may be particularly traumatic, eg, child deaths.
Consideration should be given to the following:
- the duty of care to staff involved in the investigation
- linkage with force occupational health provision (eg, psychological support interviews)
- exit strategy for staff.
Managing risk
Investigators constantly make decisions about situations, based on incomplete information and in uncertain conditions. All areas of policing are susceptible to the risk of harm. There is an obligation on the police to identify, assess and manage risk to prevent or reduce the likelihood and impact of harm, damage to property or reputation, and to protect people’s human rights. Using risk assessment tools, eg, impact versus likelihood, could assist the police to assess the level of risk, thereby potentially reducing the amount of harm caused.
Risk areas
Further information
APP on the National Decision Model
Particular risk areas relating to investigations involve decisions relating to:
- victims
- witnesses
- suspects
- the general public
- police employees and the police service
- the emergency services
- the local community
- local businesses
- the parameters of the investigation (eg, failing to keep the big picture in mind and taking too narrow a focus, or failing to assign sufficient time or resources)
- evidence collection/presentation (eg, accepting information at face value, allowing evidence to be corrupted, weaknesses in taking statements or verifying particulars)
- individuals or groups of individuals (eg, exposing them to harm through not providing them with timely advice or information, failing to ensure that they attend court on time).
Quality assurance
Further information
Forces should have their own quality assurance processes to ensure that the minimum standards of investigation are complied with, and that an effective investigation has taken place.
Crime investigation standards assist supervisors to measure the performance of individual investigators and the quality of the investigation.
The charging process also provides quality assurance to the investigation process. Following a review of the case file, and to ensure that the case against the offender is evidentially robust, the Crown Prosecution Service (CPS) can direct the investigator to undertake further investigative actions as required.
Fresh 2 8 4 – File Managing Appropriate Business
QA processes
To ensure that a focused and good quality investigation takes place, supervisors review each crime and allocate it appropriately, setting and agreeing a clear investigative plan. The supervisor also reviews the crime report to ensure that all positive lines of enquiry have been identified and tasked, to promptly resolve the investigation. Regular supervisor checks must also be completed to check the progress of the investigation, offer support to the officer in charge (OIC) and to ensure that all investigative opportunities are considered and completed.
Supervisors should:
- ensure that each member of their team is maximising enforcement, prevention and intelligence gathering opportunities at each stage of the investigations in which they are involved
- ensure that victim contact is an integral part of any crime review
- address areas of weakness within individual investigations
- support the development of investigative skills within their team
- identify generic weaknesses in investigative performance so that they can be addressed
- ensure that any indicators inferring that the crime is a hate crime are investigated.
Supervisors are required to document on the review any further enquiries that are necessary. This means that they take responsibility for directing crime investigations and supervising staff effectively and with transparency, in line with local force policy for the duration of workload reviews. Authorize magnet.
Once the review is completed, the supervisor returns the crime report to the investigator or forwards it to a crime support unit (CSU).
CSU
Further information
The functions of a CSU can vary between forces. If the CSU contacts the investigator following the review of a crime report or enquiry, the investigator may be required to take further action.
A CSU may:
- manage and supervise the investigation of reported crimes which do not warrant the initial attendance of a police officer
- provide an investigative function in addition to the administrative element required to manage the process, from the receipt of the crime report through to disposal and filing
- identify crime reports of an unacceptable standard and notify supervisors accordingly
- identify common areas of strength and weakness in crime investigation standards throughout the force
- review crime reports received to determine the scope for further investigation and if necessary forward them on to investigators and/or enquiry teams as appropriate
- review all undetected crime enquiries and file as undetected when the minimum standards of investigation have been met and no further lines of enquiry are viable.
Further action
The investigator may be directed to undertake the following further action:
- re-contact the victim(s) for confirmation/clarification and enhancement of initial crime
report details - interrogate crime recording and intelligence systems for repeat victim status and similar victims in the same locality
- identify linked incidents using force mapping systems, and create the links on force crime recording systems
- establish the existence of additional witnesses and arrange for interview/contact.
- use community beat profiles as a good summary of criminality
- establish the existence of further available evidence
- review forensic opportunities and action by crime scene investigators (CSI)/scenes of crime officers (SOCO)
- check that all police national computer (PNC) actions have been completed
- prepare a handover package for further investigation by another unit
- date file or ensure cancellation of incidents recorded as crimes that have been shown not to be a recordable offence.
Crime investigation standards
Further information
APP on intelligence management
These are designed to support performance improvement in investigations and should underpin effective enquiries at each stage of the investigative process. Each force sets their own crime investigation standards, which are disseminated to staff. They should be interdependent with the national intelligence model, to ensure that they support the deployment of appropriate resources to areas of identified priority at the correct time.
Police officers exercise a high level of discretion when dealing with situations on the street. This is not directly overseen by sergeants and inspectors, and this makes the supervision of frontline officers challenging. Crime investigation standards are, therefore, useful to monitor and measure the performance of individual investigators and the quality of the investigation.
Managing actions
Further information
The nature and complexity of an investigation, to some extent, dictates the investigative actions that investigators must manage. Force policies may also specify the level of investigative response and activity.
Most volume crime investigations are conducted by a sole investigator, assisted in varying degrees by crime scene examiners or other specialists. In these cases the investigator has to prioritise their investigative actions, some of which will be evident from the initial attendance to the victim or at the crime scene.
Other investigative actions entail developing and completing lines of enquiry, and recording the decision-making process which underpins this action in the crime report or associated documents. This assists colleagues, supervisors and managers to verify the progress of the investigation and to advise on prioritisation issues to support it.
In major or serious criminal investigations, more than one investigator may need to be deployed. These investigations are also likely to generate multiple investigative actions and require the collation of numerous documents.
Record keeping
The investigator should keep an auditable record of the reasons for taking a particular investigative action. Recording this information demonstrates the accountability and integrity of the investigative process, and provides an invaluable resource for the initial or subsequent investigator and for the organisation. It also provides an overview of the investigation and can be used to record:
- investigative actions options preferred and considered and the rationale for each decision
- investigative strategies used
- risk assessments
- resource considerations
- health and safety considerations (see managing risk).
Records are kept in different formats depending on the seriousness and complexity of the crime under investigation. Common formats include:
- crime reports for most types of volume crime investigations
- decision logs or policy files for serious or complex investigations.
Auditable decision making
This means:
- making decisions in a timely and proportionate way
- recording what has been done and why it was necessary
- the reasons for taking particular investigative actions and what the outcome was
- providing an audit trail that can be followed in the event of review, scrutiny or new material coming to light.
Investigators should be able to justify why a decision was made and be confident that others will be able to understand why they took it. Auditable decision making enables investigators to recall a particular investigation long after the event has taken place. An individual’s recollection of events may become inadvertently distorted, even over a short period of time. Access to a record of decisions made at the time of the investigation is more likely to provide accurate and credible information.
New information
Further information
APP on the National Decision Model
If new information subsequently comes to light, the original investigative actions can be reviewed, documents and exhibits can be located and the investigation can progress without delay.
Keeping full and accurate records may also reduce the risks of a case collapsing where doubt can be cast on the integrity of the evidence, or there are technical faults in the evidence gathering process. It also avoids unsafe convictions and the costs involved, as well as negative publicity associated with appeals and re-trials.
Handovers
This refers to the manner in which the responsibility for an investigation passes from one investigator to another. The initial investigator must record the full extent of their actions. The point of handover should be explicit and documented, and investigators must ensure that all available information about the conduct of the investigation has been fully communicated to any new investigator, and that it is understood by them. This should ensure that all investigative opportunities are progressed. When a handover takes place and a new officer is in charge, it is important that the victim(s) is informed of this.
Recording handovers
The principle of ‘passing the baton’ applies. In the majority of volume crime cases, the handover can be recorded on the crime report or associated document. In serious cases a verbal briefing/debriefing may be necessary to fully update the new investigator. This allows information to be disseminated and/or the physical transfer of documents or exhibits. The initial investigator is also able to communicate to the new investigator any actions that need to be finalised. A full record should be made of the handover process.
Policy files
Policy files should mainly be used to record strategic policy decisions, operational priorities, and strategic, critical and investigative issues. Although these files are not action books, they should be used to document the progress of an investigation. The use of policy files is subject to ACPO Crime Committee (1999) Revised Guidelines for the Use of Policy Files.
Policy files are sequentially numbered, bound books. Each entry is signed and dated by the SIO or anyone directed to make an entry. Care should be taken when making entries regarding sensitive matters which could be subject to public interest immunity (PII). SIOs should anticipate future challenges to their decisions when constructing a policy file.
Use of policy files
The SIO’s approach to planning the investigation should be recorded in the policy file. Financial issues and resources are important strategic considerations that should be reflected in the policy file. To avoid a lack of focus, care should be taken to avoid including routine administrative and logistical issues in the policy file.
Individuals with management responsibilities in an investigation can also maintain records. The SIO should be aware of this so that they can periodically review them to ensure that they reflect the investigative strategy recorded in the SIO’s policy file.
Exhibits management
The investigator gathers material in a physical, documentary or biological format. This material is referred to as exhibits and requires collation, examination and storage to maintain its integrity and provenance. The investigator must keep accurate and comprehensive records of all exhibits throughout an investigation. As each exhibit is recovered, a record should be compiled detailing the:
- precise description of the material recovered
- precise location of recovery
- time, day and date of recovery
- individual who recovered it
- location and method of storage.
The continuity of all exhibits must be maintained, and every movement and transfer accurately recorded. If the material is removed from storage for any reason, or transferred, for example, for forensic examination, this should be recorded. The record should detail the reasons for the movement, the name of the person who removed it, when it was removed and to whom it has been transferred. Advice on recovery, handling and storage of exhibits can be obtained from crime scene investigators, crime scene managers or supervisors.
Large-scale enquiries
Further information
In large-scale enquiries a dedicated exhibits officer may be appointed. They should maintain a close working relationship with the investigating officer to ensure that they are aware of all developments in the investigation and bring significant items to the attention of the investigator at the earliest opportunity.
Responsibilities of the exhibits officer
These include liaising with CSIs and forensic service providers to ensure that the recovery, handling, storage and submission of all relevant exhibits is undertaken, and that the integrity of exhibits is preserved to avoid contamination.
They should maintain a close working relationship with the investigating officer to ensure that they are aware of all developments in the investigation. In addition, information concerning submissions and the results of forensic examinations should be brought to the investigating officer’s attention.
Indexing
In large and complex enquiries, records of relevant material are maintained on indexes. ACPO (2005) Major Incident Room Standardised Administrative Procedures (MIRSAP) gives guidance for indexing material gathered during the course of an investigation. This guidance can be followed using the HOLMES 2 database or on what are commonly known as ‘proper indexing systems’. Investigators should familiarise themselves with the systems available to them.
Managing scenes
Further information
APP on engagement and communication
The way in which a crime scene is managed affects the quality, quantity and integrity of the material gathered. It is, therefore, essential that investigators identify and prioritise crime scenes, as they may contain material vital to the successful outcome of the investigation.
Once investigators have identified a scene or multiple scenes, they should make an initial assessment of its potential to provide material. The assessment and subsequent formulation of a scene strategy (which should include necessary resource allocation) should have due regard to forensic strategy considerations. Undue delay or failure to consider forensic issues at this stage may lead to valuable material being contaminated, overlooked or lost.
Investigators should be mindful of the impact that securing and managing a scene can have on a community. They should consider community engagement strategies.
CSIs and managers
The extent to which investigators are responsible for managing a crime scene and developing crime scene strategies is influenced by the complexity or seriousness of the investigation and local force policy.
When gathering material, investigators should liaise with CSIs and managers to ensure that they use the most appropriate method for examining the scene.
Identifying scenes
Further information
The crime scene can present itself in a number of ways and may not be immediately obvious to the investigator or initial attending officer. There may also be multiple crime scenes which relate to the offence. Scenes could include:
- the victim
- routes to and from the scene
- the suspect
- weapons (including live and spent ammunition)
- the suspect’s home address or other premises associated with the suspect or the commission of the offence
- vehicles (including boats and caravans)
- deposition or dump sites (including victim, clothing, weapons or stolen property).
The scene of the offence is usually relatively easy to identify, and this should be considered a fast-track action (see initial investigation). Multiple scenes may need to be prioritised. Victims or witnesses may be able to tell investigators precisely where and how the offence was committed. This helps investigators to secure, search and preserve the scene at the earliest opportunity, and to recover the best possible material in a manner which preserves its integrity.
Securing the scene
The purpose of securing a scene is to maintain the integrity and provenance of any material which may be recovered from it. This simple and important action reduces the opportunities for the material to become contaminated or inadvertently cross-contaminated.
There are a number of methods the investigator can use to secure and manage crime scenes. They include:
- using tape to prevent access to or from the scene
- deploying officers to guard the scene (care should be taken to ensure that officers attend only one individual scene in order to prevent cross-contamination)
- using vehicles as barriers to prevent entry
- setting up road blocks to protect wider scenes
- erecting temporary fencing
- using road diversions
- ensuring that persons entering the scene are wearing suitable protective clothing to prevent contamination of the scene, and to ensure that they are protected from any hazards present
- using a scene log to manage and record all activities within the crime scene.
Cross-contamination
The techniques of crime scene management are based on Locard’s principle of exchange. Anyone who enters the scene both takes something of the scene with them and leaves something of themselves behind. This means that every contact leaves a trace, however miniscule. This could be:
- fingerprints
- DNA
- fibres
- footwear marks.
Particular care should be taken regarding DNA anti-contamination procedures due to the ease with which DNA may be transferred (coughing, sneezing etc.). Force DNA anti-contamination protocols must be followed.
These traces provide valuable material that can link a suspect to the crime. The techniques for recovering this material are highly specialised and CSIs have the necessary training and equipment to carry them out.
Equally, the movement of police officers or staff between scenes may cross-contaminate the available material, and confuse or mislead the investigation. If in doubt, officers should seek advice from CSIs or crime scene managers.
Preserving the scene
The investigator should seek advice from CSIs or managers to determine the appropriate level and method of protection required. This may include covering or lighting the scene and identifying and protecting access routes to or from the scene.
Risks to the scene which may need to be managed include:
- damage being caused by exposure to the elements
- animal disturbance
- disturbance by material being moved from its original position (eg, during initial attendance of paramedics)
- microbiological activity causing decay to material
- disturbance by items being taken into it
- disturbance by material being removed from it
- cross-contamination by transference between scenes.
If scenes are not properly managed, this can distort initial findings and prolong subsequent efforts to identify offenders.
Managing the media
Where the media attend the location of a crime, access to the scene should be carefully managed, both to protect the scene and for health and safety reasons. The investigating officer must decide when access to the scene should be allowed, but in some circumstances they may wish to consult their press office for advice and help. Media access should be under direct police supervision and media representatives should wear high-visibility jackets while at the scene. The media should be encouraged to obtain the information they want as quickly as possible, and their equipment, eg, high powered lighting, must not be allowed to endanger others.
Searching and examining the scene
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Further information
Search
It may be necessary to search the scene before examination takes place. Protection of life always takes primacy over the preservation and recovery of forensic material.
Examination
A thorough examination of the scene is essential. As there is usually only one chance to do this, scene examination should not be made in haste unless a delay would result in the decomposition of evidence. Relevant experts should be consulted, where necessary, before commencing the examination.
Investigators should be clear about what they require from the examination of a scene. This usually includes identifying:
- material taken to or from the scene by the offender or the victim
- access and egress routes to and from the scene
- any passive data generators which may be of use to the investigation.
In major or complex scenes where several crime scene investigators are required, a crime scene manager should play an active role in managing all aspects of the scene examination.
As soon as examination is complete, the investigator should consider releasing the scene.
Releasing the scene
Investigators should not release a scene until they are satisfied that all expert advice has been considered and that a police search adviser (PolSA) team has conducted a full and final search, if appropriate.
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Once areas which have been covered by crime scene tents and stepping plates have been searched, the scene can be cleaned and released. In some cases, this may need to be conducted in liaison with the environmental health department or the local health authority, eg, where chemicals or biological substances may have been found.