1. Preventing Child Sexual Exploitation
Preventing Child Sexual Exploitation. The national policing response to tackling CSE:
Policy into Practice
Tim Leeson
Project Manager
National CSE Action Plan
© College of Policing Limited

2. 2014 INDEPENDENT INQUIRY INTO CSE IN ROTHERHAM
KEY POINTS
The inquiry carried out by Professor Alexis Jay looked at how Rotherham Council's children's services department dealt with cases involving child exploitation between 1997 and 2013.
Found evidence of "appalling" exploitation of at least 1,400 children in Rotherham over a 16 year period.
Found there was a "collective failure" by both the police and the local council to stop the abuse.

3. WELFARE OF THE CHILD PARAMOUNT
2014 INDEPENDENT INQUIRY INTO CSE IN ROTHERHAM
15 KEY RECOMMENDATIONS
Problem profiles
Risk assessments
Strategic approach to protecting looked after children
Review of Social care resources
Support and therapeutic intervention.
Ethnicity & Faith
WELFARE OF THE CHILD PARAMOUNT
PROBLEM PROFILES - need to understand the landscape.
RISK ASSESSMENTS - adequate, appropriate and timely.
MORE STRATEGIC APPROACH TO PROTECTING LOOKED AFTER CHILDREN - use of out of area placements and working with other L.A. to minimise risk.
REVIEW OF SOCIAL CARE RESOURCES - ensure consistent for the need and demand for services.
SUPPORT & THEREPUETIC INTERVENTION – not offered short term intervention and cases should not be closed prematurely.
Ethnicity & Faith - Increased community engagement to address under reporting.
WELFARE OF THE CHILD PARAMOUNT

4. CSE has many guises and may look different wherever you go….
….but there
are common
themes for
every Force!

5. Such as: The need for regional and national CSE problem profiles.
Development of a clear multi agency intelligence requirement
to direct partners as to what information is required to aid victim
and offender identification.
Continued dissemination and training around the risk indicators
of CSE.
Working with PCC’s to develop victim support services for victims
and those at risk of CSE.
Monitoring of case load and ensuring appropriate resources are
provided.
A Systems Thinking framework is useful in considering all elements of these papers and plans.
Purpose
Do all agencies involved in CSE have a common purpose? Is that clear to all in terms of both the organisations and the staff employed within them? Do all agencies have sight of the ACPO national plan? Are all agreed that this is aligned to purpose? Are staff aware of the national action plan? How is it used?
Demand
Are all agencies sighted on the nature of CSE demand being placed on all organisations? Are they sighted on the extent of threat risk and harm within that demand? How do they know? Have they analysed the nature of demand and identified failure demand or waste? Where are the blockers? Has any analysis been captured? Does demand management feature in any associated CSE plans?
Rhythm
How does demand and any associated threat risk and harm move through the agencies and associated functions? Are there agreed processes? Do they work well? Has the rhythm of the demand been mapped? Where is the failure or waste in the rhythm? Does anyone understand the end to end process and whether outcomes are delivered to everyone’s satisfaction? Is the rhythm constantly checked? Are all agencies involved?
Architecture
What elements of the holistic multi-agency architecture is impacting on the rhythm? Is it the structure? Is it the process? Is it the people? Is it the culture? Is it the technology? How is this captured? Who is aware of any challenge? Are challenges incorporated into any governance processes?
Philosophy
In a multi-agency environment is there agreement that a systems thinking leadership philosophy is most applicable or is a command and control style more prevalent? Does the existing culture encourage the sharing of information particularly in relation to threat, risk and harm? Is the well-being of staff to the fore? Is organisational fairness apparent? Do the agencies concerned subscribe to learning organisation principles? Is there any discussion as to what organisational development models should provide the foundation for continuous improvem

6. So what is the national policing response to CSE?

9. National CSE Action Plan
The Action Plan will reduce the gap between the threat of CSE and the capability of the police to deal with it. There are 7 key themes;
Public confidence and awareness
Protecting, supporting , safeguarding victims and managing risk
Effective investigations and bringing offenders to justice
4 Ps Prepare, Prevent, Protect, & Pursue
Intelligence and performance monitoring
Police leadership
Learning and development for police leaders and frontline staff
Plan reviewed by Barnardo’s and OCC – whilst no to be seen as an endorsement by them, they have cast a critical eye over the plan and fed back accordingly their views.

10. Child Sexual Exploitation. Protect:
Prepare:
Providing strong leadership, effective systems whilst working with partners
to tackle CSE.
Prevent:
Raising awareness of Child Sexual Exploitation among young people, parents,
carers and potential perpetrators, to prevent incidents / repeat incidents of
Child Sexual Exploitation.
Protect:
Safeguarding vulnerable young people and supporting victims and those
professionals who seek to reduce instances of Child Sexual Exploitation.
Pursue:
Disrupting, arresting, and prosecuting Child Sexual Exploitation of offenders,
ensuring a victim centred approach at all times.

11. Governance Regional Policing Leads 3rd Sector: CEOP
College of policing
Home Office
OPCC
LSCB’s Chair
HMIC
3rd Sector:
Office of Children’s Commissioner
Barnardo’s
NSPCC
Marie Collins Foundation
National Working Group

12. Delivery & Performance
¼ Governance Group Meetings.
Workshops – at key locations across the Country and opened by CC Bailey.
Seminars – aimed at Senior Leaders. ACPO / PCC’s / LSCB Chairs.
Peer reviews – College of Policing.
Benchmarking – Annual process to measure force activity against the action plan.
HMIC Inspections.
How will activity against the action plan be monitored.

13. What does good CSE capability look like?
1. Strategic Leadership
An ACPO team who “get” CSE and commit to driving a co-ordinated
Force response.
A mature approach to performance issues and a genuine commitment to
tackling a “hidden” problem.
Local (BCU) Commanders who understand CSE and work collaboratively to
tackle it.
As opposed to what a poor CSE approach:
A purely re-active approach by forces that wait for victims to disclose abuse rather than proactively identifying victims and potential victims.
The force is likely to lurch from crises to crises.
A genuine commitment to ensure MFH de-briefs are conducted for example or re-visiting suspected (historic) victims possibly many years later, when those individuals have moved on / escaped their abusers for example. Those abusers are likely to still be abusing, and may provide to evidence to mount a prosecution thereby protecting todays victims.

14. What does good CSE capability look like?
2. Effective multi-agency working
This can be challenging for some Forces (depending on the number of
Local Authorities), however it requires a ‘grown up’ approach.
Effective 3rd Sector commissioning to work with partners
to support victims.
Reliable systems and processes to identify and refer victims and agree
a co-ordinated response.
A consistent approach to referrals is needed – if more than 1 L.A. area is there a common mechanism to refer in. (Mash)
Removal of ego’s / self interest – for the better good.
Move away from policing taking the lead, and that responsibility for managing CSE sits with the PPU / SW’ departments only – it doesn't. It is everyone's problem. Silo mentality. This is everyone’s problem. Discuss issues of not referring in
3rd Sector – Children's Society, PACE ( parents against CSE).
Reliable systems and processes – Mash, data collection, do we understand the nature of the risk – hot-spot areas.
Flagging & IT systems – Poor or non-existent flagging on CSE on force it systems making it impossible to understand the level or nature of risk.
Once you have that in place you need a good analytical support – (analysts often first to go in cut backs). Poor or non existent analytical support difficult to make sense of referrals, information and intelligence.

15. What does good CSE capability look like?
3. High levels of awareness
Police (Public protection staff, CID, Uniform, PCSOs, Call handlers, Intelligence staff)
Partners (Local Authorities, Social Care, Education, Health, 3rd Sector, CPS, Courts)
Public (Young people, parents, carers, business community, faith groups, minority communities)
Why do some forces struggle to provide an effective service to victims
AWARENESS
Poor levels of awareness of CSE from the top to the bottom of the force and limited efforts to work collaboratively with partners to raise public awareness

16. Awareness Strategy
Have you got one in place?

17. Branded materials

20. In summary………. ….no chain is stronger than its weakest link..

21. 1 High levels of 5 awareness in Products POLICE generated PARTNERS
PUBLIC 5
Products
generated
to inform
tasking

22. FUTURE CHALLENGES Increase in referrals Bringing offenders to justice
Technology / Social media
Media management
Community engagement

23. QUESTIO