Police Investigating Police – Final Public Report
Appendix 11: Major Case Management Policy
(For information regarding this policy, contact National Contracting Policing Br.,
Community, Contract and Aboriginal Policing Services Dir. at GroupWise address OPS POLICY HQ.)
25.3. Major Case Management
1. General
1. 1. Major cases are cases/investigations that are serious in nature and because of their complexity, risk, and resources require the application of the principles of Major Case Management (MCM).
1. 2. Major case management is a methodology for managing major cases that provides accountability, clear goals and objectives, planning, allocation of resources and control over the direction, speed and flow of the investigation.
1. 3. Major case management is not a computer software operating system (electronic data processing system) however MCM may use an RCMP approved data base management system, such as PROS, SUPERText, or E & R.
1. 4. Major case management is used to conduct significant investigations regardless of business lines (Contract or Federal). Major RCMP cases will be conducted in accordance with the principles of MCM.
The methodology of MCM encompasses nine essential elements:
- 1. 4. 1. the command triangle,
- 1. 4. 2. management,
- 1. 4. 3. crime-solving strategies,
- 1. 4. 4. leadership and team-building,
- 1. 4. 5. legal implications,
- 1. 4. 6. ethics,
- 1. 4. 7. accountability,
- 1. 4. 8. communication, and
- 1. 4. 9. partnerships.
NOTE: Guiding principles, additional duties, qualifications and accountability frameworks for all aspects of MCM are outlined in the Major Case Management Manual available at the Canadian Police College.
2. Team Roles/Functions
2. 1. Major Case Management Team
2. 1. 1. Major case management is managed by the Major Case Management Team (MCMT). The MCMT is illustrated by the command triangle. The key roles in this model are the Team Commander, Primary Investigator and the File Coordinator. Although each role has clear accountability paths they maintain a collaborative relationship while maintaining independence in their respective roles.
2. 2. Team Commander
- 2. 2. 1. The Team Commander (TC) is an accredited individual who has ultimate authority, responsibility/accountability for the MCMT, its resources (human and physical) and its mandate. Accreditation includes successful completion of the Canadian Police College sponsored Major Case Management course.
- 2. 2. 2. Divisions must maintain pools of accredited TCs with current CVs outlining their experience and training in major cases focussing on leadership/managerial accomplishments.
- 2. 2. 3. The TC will ensure qualified File Coordinators (FC) and Primary Investigators (PI) are selected. Although the TC assumes overall control, responsibility and accountability for the direction, speed and flow of the case, he/she may perform other roles subject to the risk and nature of the investigation.
2. 3. Primary Investigator
- 2. 3. 1. The Primary Investigator (PI) controls the direction, speed and flow of the overall investigative process.
- 2. 3. 2. A key role of the PI is to macro-manage, not perform, all aspects related to the investigation and the PI must be prepared to restrict personal participation to the extent necessary to command the overall operation.
- 2. 3. 3. The PI is accountable to the TC and must work in collaboration with the File Coordinator (FC).
- 2. 3. 4. The PI will be an experienced investigator with proven ability to coordinate, organize and control a complex, multi-faceted investigation.
2. 4. File Coordinator
- 2. 4. 1. The FC is responsible for the control, supervision, organization and disclosure of the file documentation. See sec. 8.1
- 2. 4. 2. The FC must identify human and physical resources required to fulfill the role of file coordination. The FC is accountable to the team commander and must work in collaboration with the PI.
- 2. 4. 3. The FC will be a capable, competent investigator with familiarity in the use of both electronically and manually coordinated, organized and controlled data.
2. 5. Major Case Investigative Team
- 2. 5. 1. The Major Case Investigative Team (MCIT) is formed with the exclusive purpose of investigating a major case.
- 2. 5. 2. The MCIT is comprised of investigators (who may be seconded from their primary duties), support staff, and other employees attached to but not part of the major case management team. The MCIT may be comprised of multi-agency personnel.
2. 6. Exhibit Custodian
- 2. 6. 1. The Exhibit Custodian will be selected by and report directly to the Primary Investigator.
- 2. 6. 2. The Exhibit Custodian must coordinate and track the movement of each piece of evidence as prescribed by law.
2. 7. Interviewer
- 2. 7. 1. The PI will select the interviewer or interview team based on the investigative and evidentiary requirements of the case and the individual to be interviewed. The interviewer or interview team reports directly to the PI.
- 2. 7. 2. An interviewer must have the necessary knowledge, skill and ability to perform the required interviewing functions.
3. Division Responsibility
3. 1. The Cr. Ops. Officer is responsible to ensure that all of the principles of MCM are used in the conduct of major cases in their divisions.
4. Front-End Loading
4. 1. The initial phase of a major case investigation (usually the first 72 hours) is critical.
4. 2. Limiting human or material resources in the early stages of a major case investigation may jeopardize the case so every consideration must be given to the front-end loading, i.e. committing the maximum of available resources to a major case investigation.
5. MCM Software
5. 1. Using a data base management system is critical to major case management.
5. 2. A data base management system ensures the basic objectives of major case investigations (documentation and preservation) are met. A system enhances managerial accountability, proper delegation of responsibilities, efficient/effective use of resources, auditable/consistent standards, efficient disclosure and current procedure in the seizure and preservation of evidence.
5. 3. Once an investigation is identified as a major case, an RCMP approved data base management system will be adopted where applicable and available. See sec. 1.3.
6. Critical Incident
6. 1. A critical incident is an event or series of events that by its scope and nature requires a specialized and coordinated response. Critical incidents include, but are not limited to civil unrest, disasters, hostage/barricaded persons, terrorist attacks.
6. 2. During a critical incident, the incident commander has overall responsibility for the critical incident.
6. 3. The MCMT team must be involved as soon as possible and consulted during the decision making processes. The Incident Commander and the MCMT must work together while the incident is ongoing, including sharing all information and intelligence.
6. 4. An Incident Commander should be trained in both incident command and MCM.
6. 5. The CO or Cr. Ops. Officer will determine when a critical incident is concluded and the MCM TC will then assume responsibility. A documented "hand over"of command must be prepared.
7. Media
7. 1. Media Liaison will report directly to the TC and liaise directly with the TC on media enquiries, problems involving media personnel or procedures and developing an evolving media strategy. See OM II.16.
7. 2. All media releases must be approved by the MCMT prior to release.
7. 3. The Media Liaison will ensure a Briefing Note (BN) is submitted to National HQ prior to issuing any significant media release.
8. Disclosure
8. 1. Organization of the file must be implemented early to ensure a thorough and efficient disclosure process. The disclosure process is a critical task and Crown Counsel should be consulted during it's preparation.
8. 2. The management of disclosure is the responsibility of the FC. Crown Counsel has the responsibility to ensure proper disclosure to both the Court and Defence Counsel.
8. 3. The FC must ensure the appropriate number of resources are assigned to disclosure. When appropriate, the FC will appoint dedicated disclosure officers or disclosure teams. A disclosure officer or disclosure team will report directly to the File Coordinator.
9. Decision Making Process
9. 1. Increasingly, lines of authority are being compelled to account for the management process of the investigation of major cases, in both court and/or other judicial hearings.
9. 2. The decision-making processes within MCM must be preserved. Individual managers, supervisors and investigators must make complete notes documenting their participation, rationale, time, direction and decisions.
10. Intelligence Processing/Analysis
10. 1. MCMT should ensure that early consideration is given to intelligence processing and analysis during the course of a major case investigation, in accordance with the Ops. Model.
10. 2. MCMT should consider early assignment of the required resources, in support of the intelligence process.
11. Reporting
11. 1. Regular reporting is a critical component of MCM.
11. 2. The development and monitoring of a reporting system is a division responsibility. Divisions must establish an acceptable reporting structure and frequency schedule.
11. 3. The MCMT must submit timely, regular and comprehensive Briefing Notes (BN) to National HQ in significant/high profile or high-risk incidents.
11. 4. In a JFO, the participating agencies must be included in the reporting structure.
12. Independent Review
12. 1. For quality control purposes divisions must submit major cases to an independent review if an investigation is prolonged, difficult or stalled.
12. 2. An independent review should be conducted by an experienced and accredited major case investigator, not involved in the investigation. The results of the review will be documented and reported to the Cr. Ops. Officer.
12. 3. An independent review will examine:
- 12. 3. 1. implementation of the MCM principles;
- 12. 3. 2. viability of investigative strategy/original operational plan;
- 12. 3. 3. availability of alternative investigative avenues;
- 12. 3. 4. thoroughness of elimination strategy;
- 12. 3. 5. compliance with reporting requirements; and,
- 12. 3. 6. observations and concerns of Critical Incident team members.
- 12. 4. An MCMT will cooperate with and assist in the independent review process.
13. Critical Debriefs
13. 1. All Major Cases should be critically debriefed at the conclusion of the case.
NOTE: If a critical debriefing is conducted while the investigation is ongoing, disclosure must be considered.
13. 2. The resulting analysis of "best practices" and "lessons learned" should be preserved and made available.
14. Canada Labour Code
14. 1. The TC, PI and the FC must be familiar with and comply with their duties as prescribed by Part II of the Canada Labour Code (CLC).
14. 2. The TC must successfully complete the Occupational Health and Safety Course "Managing Safely" available on the University-On Line web-site or CD.
14. 3. Work-related injuries must be reported immediately. Form 3414 will be completed by the individual and submitted to the respective supervisor. The supervisor will complete the form and forward it according to the distribution list. Depending on the severity of the injuries this report must be submitted to Human Resources Development Canada within regulated time limits. Refer to Canada Occupational Health and Safety Regulations, Part XV.