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Policing makes a difference in millions of people's lives. The question we ask at SEBP is simple: what actually works, and what does not? Our job is to help policing answer it, by using, producing and communicating the best available evidence, and by doing that from within policing itself. The Society has grown into a membership of police officers, staff, researchers and others who want policing guided by reliable evidence. We run regional and national conferences, we translate research into forms that are useful at the front line, and we connect with sister organisations around the world. What we now need is the capacity to match our ambition. That is why we are recruiting our first Chief Executive Officer. The role The Chief Executive will secure income beyond our current grants, build a small team and speak for evidence based policing with authority and honesty, including about what evidence cannot tell us. Our grant funding runs for a limited period, so securing income that outlasts it is the first priority. The role suits someone who wants to build an organisation. You will report to the Board of Trustees through the Chair, and lead a committed volunteer Executive Committee. You will work closely with our Head of Engagement, who leads on conferences, membership and communications. What we are looking for Credibility with policing: the ability to command the respect of chief officers and front line staff alike, and to understand the pressures under which policing operates Senior leadership: accountability for the performance, finances and people of a similar organisation A track record of raising significant income, especially through grants, philanthropy, partnership or sponsorship Fluency in what constitutes good evidence, how it is produced, what its limits are, and how it is translated into practice A track record of building and sustaining productive relationships across organisational and sector boundaries Direct experience of policing or the wider criminal justice system, senior experience in a charity, and experience of commissioning or applying social research would all be welcome. Policing experience is desirable, not essential. You do not need to have served in policing, but you do need to understand it, and to earn the respect of the people who do the work. The details Salary: £70,000 per annum, plus a 5% employer pension contribution Contract: permanent, full time Location: home based, with regular travel across the UK and potentially occasional international travel Annual leave: 25 days plus bank holidays Start date: January 2027, or earlier if possible Applying Send your CV (no more than two pages) and a covering letter setting out your suitability and motivation to ben.linton@sebp.police.uk by 6pm on Friday 13 November 2026. Every application will be acknowledged. Shortlisted candidates will be invited to an online evening interview with the panel between Monday 23 and Friday 27 November, including a short presentation. We particularly encourage applications from people under-represented in policing leadership, including women, people from ethnic minority backgrounds and disabled people. If you need any adjustments to the application or interview process, please tell us. The full candidate pack, including the job description, person specification and our selection process, is available here:

Based on the BSc (Hons) Professional Policing Practice dissertation by David Shephard, Anglia Ruskin University, 2024 Child criminal exploitation (CCE) happens when children are groomed, coerced or controlled into criminal activity. The most familiar example is county lines, where drug networks run from major towns use young people to store, carry and sell drugs elsewhere. It is hard to see, hard to measure and too big for any single agency to tackle alone. David Shephard's dissertation asked a direct question: is the current multi-agency approach to engaging young people involved in criminal exploitation in Kent effective? His answer is a careful one. There are signs of progress, but the data is too patchy to say how well the system is really working. Why children are targeted Organised crime groups recruit children because they are cheap, expendable and easier to control. Recruiting them also lets those at the top distance themselves from the offending, which makes the chain harder to trace. Grooming tends to follow a pattern: a group identifies a suitable child, works out what they need, and then shows them how to get it by joining in. Children are being drawn in young. Research cited in the dissertation reports children as young as eight being exploited, and notes that brain development continues until around the age of 25, which helps explain poor judgement about risk. The shift online Technology has changed how this happens. An estimated 99% of children spend time online, and nine in ten own a mobile phone before the age of 11. Social media lets adults contact children without parents, schools or police ever knowing, and lets criminal groups advertise a glamorous lifestyle to the young people they want to recruit. COVID-19 added to the problem. Children spent more time online, while restrictions limited the face-to-face contact that safeguarding relies on. Some early reports suggested the pandemic had helped, because fewer children were being reported missing. The dissertation argues that this probably reflected fewer chances to spot children at risk rather than less risk. It also cautions that the screen-time research involved children aged 4 to 12, younger than the typical age of exploitation, so the link should not be overstated. Vulnerability is not the same as choice The literature review draws on theories including Adverse Childhood Experiences, Social Learning Theory and Strain Theory. Children with mental health difficulties, addiction, disabilities or neurodiversity, those excluded from education, and those in or leaving care are described as most at risk. Behaviour that goes unchallenged by family or wider society may also continue and escalate. Shephard is careful not to overreach. No single theory explains every case, and there is no conclusive evidence that social class alone determines who is exploited. The broader point is that a child's involvement is not simply an individual choice, which is why children are now generally treated as victims first. The legal framework supports this, through the Children Acts of 1989 and 2004, the Modern Slavery Act 2015 and the Children and Social Work Act 2017. None of these addresses online exploitation directly. What the numbers show The National Referral Mechanism (NRM), set up in 2009 to identify potential victims of modern slavery, gives the clearest national picture. By the end of 2023, 7,432 children had been identified through it as victims of some form of exploitation. In 2022 there were 16,938 referrals in total, a rise of 33% on the previous year, and at least 41% involved children. Earlier figures showed that 79% of children referred were boys, and 82% of those boys were aged 15 to 17. Rising referrals can be read in two ways. They could mean agencies are getting better at spotting and referring victims, or they could mean the problem is growing. The dissertation suggests both readings may hold. A dip in referrals between 2019 and 2020 also coincides with the pandemic, which points to disruption in identification as much as in exploitation itself. Locally, the picture is much less clear. Kent Police recorded 979 incidents across five Medway towns in August 2024, with violence and sexual offences the most common crime type in every one. Exploited children are often victims of sexual abuse and are linked to violent groups, so some of these incidents may involve CCE. But the figures cannot show which, they cover only one month, and there is no comparison period. The real gap is data This is the dissertation's central finding. Crime data is too broad to show how many incidents involve exploitation, at what point children receive help, or what happens afterwards. Because the study relied on publicly available secondary data, it could not judge how effective Kent's response actually is. It could only show that the evidence needed to judge it is missing. Recommendations The dissertation sets out five practical proposals: School campaigns aimed at children, parents and educators, to raise awareness and make reporting easier. Better training for frontline staff on online grooming, including the use of AI to manipulate and impersonate, along with clearer guidance on obtaining data from large technology companies. Legislative review, particularly of online offences and of whether sentencing reflects the harm done to exploited children and their communities. A national standard for recording CCE, with regular audits and consistent demographic data, including which platforms a child uses and how they were targeted. The CARE questionnaire (Child Assessment Risk Evaluation), a simple tool designed by the author for officers to use with children they believe may be involved in CCE, to support earlier and more accurate referrals. Society has a part to play The dissertation closes by stressing that statutory services cannot do this alone. Kent Police's commitment to child-centred policing needs support from communities, schools and families. Parents and carers, especially in an online world, are encouraged to raise concerns early rather than wait until a child is exploited without anyone else knowing. Shephard's call for further research is specific. Forces should record who is involved, why, where it is happening, when children are identified and what support they were already receiving. Comparing approaches across counties, and with other countries, could show what works and where resources should go. The question of whether Kent's approach is effective may not be answerable yet, but this research shows what we would need to measure to find out. About the author: David Shephard is a member of Kent Police. He completed his BSc (Hons) in Professional Policing Practice at Anglia Ruskin University in December 2024, and this post is adapted from his dissertation.

For many children, being arrested is one of the most frightening experiences of their young lives. They find themselves in an unfamiliar environment, surrounded by adults in positions of authority, often carrying a history of trauma, adversity or unmet need long before they arrive at a custody suite. As Youth Justice Lead for Merseyside Violence Reduction Partnership, I have had the privilege of working alongside Sefton Council, Merseyside Police, health colleagues and the Custody Navigator team. What has struck me most is how quickly partners united around a shared belief that children entering custody deserve more than a criminal justice response alone. Whilst each organisation brings a different perspective, our collective focus has remained the same: creating opportunities for children to access support, build trust and achieve better outcomes. The recent evaluation of the Merseyside Custody Navigator Programme offers an important reminder that what happens next can make a difference. Rather than viewing custody simply as part of a criminal justice process, the programme asks a different question: how can we use this moment of crisis as an opportunity for support and change? Merseyside's Custody Navigator Programme demonstrates the power of partnership in action. Developed through collaboration between Merseyside Violence Reduction Partnership, Merseyside Police and Youth Justice Services, the programme places dedicated Custody Navigators within Copy Lane Custody Suite to support children aged 10 to 17 at a critical moment in their lives. While Navigators are the visible face of the intervention, the evaluation highlights a much broader story: one of police officers, youth justice practitioners, health professionals, social care services and the Violence Reduction Partnership working together around a shared ambition to improve outcomes for children. Their role is simple in principle but powerful in practice: to build relationships, understand needs, provide reassurance and connect children and families with the right support. The trust built between agencies has enabled innovative changes within the custody environment, strengthened support pathways and fostered a culture that increasingly sees children as children first. At a time when public services face growing demand and complexity, the Merseyside model offers a compelling example of how evidence, collaboration and a shared commitment to prevention can create meaningful system change. In its first year, 132 children from across Merseyside were offered support. Of those, 102 agreed to engage with a Navigator whilst in custody. Sixty-two consented to follow-up support in the community and 36 actively engaged with that support beyond the custody gate. But the numbers only tell part of the story. What stands out most from the evaluation is not the offences children were arrested for, but the level of vulnerability identified when they arrived in custody. Six in ten were already known to services, more than half had social care involvement, a quarter were looked after children, and almost two-thirds had a recorded disability or health need. Over half were identified as neurodivergent, with ADHD being the most commonly recorded condition. For practitioners working within youth justice, social care or policing, this will not come as a surprise. Many of the children coming into custody have experienced significant adversity long before they become involved in offending behaviour. The challenge is recognising that the arrest is often a symptom rather than the whole story. One of the most striking aspects of the programme has been its effort to change the custody experience itself. A dedicated breakout room was created to provide a calmer, less intimidating space for conversations. Cells were adapted with artwork, sensory resources, distraction tools and features designed to reduce anxiety and help children regulate their emotions. These changes may seem small, but they represent a significant shift in thinking. Rather than expecting children to adapt to an adult-focused environment, the environment was adapted to better meet the needs of children. For many young people, this is their first experience of a system responding to their needs rather than expecting them to manage alone. The evaluation suggests that this approach matters. Children and families consistently spoke about the importance of the relationships formed with the Navigators. Parents described them as trusted adults who could bridge the gap between families and services. Some reported that their child had re-engaged with education, accessed additional support or simply had someone they felt comfortable talking to during a difficult period. Children spoke positively about having somebody who listened without judgement and supported them through the uncertainty of bail conditions and ongoing investigations. What emerged repeatedly was the value of trust. Unlike police officers or statutory professionals, Navigators were often viewed as independent, approachable and relatable. Their backgrounds in youth work and education allowed them to connect with children in a way that many traditional services can struggle to achieve. As one stakeholder described, the Navigators became the people who could "weld" fractured relationships back together between families and the systems designed to support them. The evaluation also points towards something broader: culture change. Stakeholders reported a growing shift within the custody environment itself. Through trauma-informed training and the day-to-day influence of the Navigators, there was evidence of language changing from referring to "juveniles" to referring to "children". While this may appear symbolic, language shapes culture, and culture shapes practice. Staff described becoming more aware of the vulnerabilities, trauma and exploitation that can sit behind a child's behaviour. For those interested in evidence-based policing, this may be one of the most important findings of all. Effective policing is not only about enforcement. It is also about understanding vulnerability, preventing future harm and creating opportunities for positive outcomes. The Custody Navigator Programme demonstrates how partnership working, trauma-informed practice and relationship-based support can sit alongside criminal justice processes rather than compete with them. The evaluation has also helped shape the next phase of the programme. Building on the success of the pilot at Copy Lane, the model is being expanded into Wirral Custody Suite from September 2026, ensuring that more children across Merseyside can access support at a critical point of intervention. In addition, learning from the Custody Navigator approach has already been adapted beyond the custody environment. Recognising that anxiety, uncertainty and trauma do not end at the custody gate, the model has been extended into the Youth Court, where Navigators provide support to children and families throughout the court process. Working alongside court staff and partners, they have helped create a more trauma-informed environment, offering practical support, reassurance and continuity for children facing what can often be an overwhelming experience. These developments reflect a commitment to continually using evidence, learning and partnership working to improve outcomes for children across the whole youth justice pathway. The evaluation highlights areas for further development, including increasing capacity, improving outcome measurement and expanding the model across other custody suites. However, the early signs are promising. The programme is already demonstrating how a whole-system approach can strengthen support for children at one of the most critical points in their journey and how the principles underpinning the model can be successfully adapted across different parts of the youth justice system. At its heart, this programme reminds us that custody is more than a place where children are processed through a system. For some, it may be the first time someone has the opportunity to ask the right questions, understand their experiences and connect them with support. Sometimes prevention starts not before the crisis, but at the point we choose to respond differently to it. Sharon Brownlow Youth Justice Lead Merseyside Violence Reduction Partnership Sharon leads on youth justice for Merseyside Violence Reduction Partnership. She works alongside Sefton Council, Merseyside Police and the Custody Navigator team to support the development and implementation of the Custody Navigator Programme and its Child First, trauma-informed approach to children in police custody.

BETA Contact us to help improve this site < About us Board of Trustees Caroline Fiennes Caroline is an advocate for evidence-based philanthropy, and has worked on this for over 20 years. She has advised many donors and foundations on many issues in many countries. Lewis Linton, Treasurer Lewis has helped various businesses navigate their finances over the years, and has supported the SEBP since it was founded. Alex Murray, OBE Alex brings a wealth of policing experience to the SEBP, with his most notable roles including Chief Constable at West Mercia Police, Commander for Serious Violence at the Metropolitan Police Service and Assistant Chief Constable at West Midlands Police. He is currently Director of Policing.AI Simon Ruda Simon has worked for and with police for over a decade, including as Director of Home Affairs & International Programmes at BIT, and Head of the Strategic Insight Unit at the Metropolitan Police Service. He is currently an independent consultant. Ben Linton, Chair Ben held a wide variety of leadership, operational and strategic roles over nearly 17 years at the Metropolitan Police Service, ending his time as a Chief Inspector. Ben became Chair of Trustees in 2026

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BETA Contact us to help improve this site Youth Endowment Fund We are proud to partner with the Youth Endowment Fund (YEF). YEF’s mission - to prevent children and young people from becoming involved in violence by continually discovering what works and putting that knowledge into practice - resonates deeply with SEBP’s dedication to ensuring decisions are grounded in rigorous research evidence. Missions Aligned by Evidence Both SEBP and YEF are fundamentally united by a mission to use the best available evidence to drive real-world impact. YEF achieves this by funding, evaluating, and mapping interventions to understand “what works, for whom, when, and why” in preventing youth violence. Similarly, SEBP champions research-informed policing - promoting, producing, and communicating evidence-based approaches “to solve policing problems” and improve public safety. In essence, YEF creates and curates the evidence, while SEBP applies and amplifies it within policing, especially in domains related to youth and violence prevention. It’s these complementary purposes that underpin YEF’s award of grant funding to SEBP – funding which has fundamentally transformed how SEBP operates. A Catalyst for Change With YEF’s funding, SEBP has expanded and professionalised. Since 2024, the YEF grant has enabled: the appointment of our first Chief Operating Officer, providing leadership and capacity to grow the development of a strategy and professionalisation plan to expand our community and scale our impact the launch of a national programme of activity, including conferences, digital events and tools, and the inaugural National Evidence-Based Policing Awards YEF’s leadership goes beyond funding. Our partnership with them creates a culture of rigorous evaluation and evidence-informed action within SEBP. Together, we are fostering an environment where practices are not just well-intentioned, but demonstrably effective both within the charity and within policing. Our collaboration exemplifies the power of partnerships built on shared values: evidence, impact, and integrity—working from the ground up to build lasting impacts in the policing sector, both for children and young people and the wider public.

In this introductory course, SEBP's Chief Operating Officer, Dr Matt Bland, aims to provide an introduction to the subject and offer a structured approach for further learning about EBP. The program begins with definitions and an overview of the scientific process. It then moves on to how research is put together and teaches tips on how to find and interpret evidence-based papers, the challenges of implementation and how to do EBP in an ethical way. The course is around 8 hours and involves cheat sheet resources, quizzes, and case studies.