Sussex Police Business Crime Strategy 2014-2016 Sussex Police Serving Sussex www.sussex.police.uk
Foreword Sussex Police recognise that businesses are a vital part of our local communities and are essential to economic growth. This Business Crime Strategy, the first of its kind for Sussex, aims to provide a commitment to working with businesses in Sussex to improve confidence, prevent crime and reduce the harm caused to businesses by crime. The new national definition of Business Crime has been adopted by Sussex Police and will improve our capability to assess the impact of crimes on businesses and support delivery of the aims of this strategy. It is widely recognised that business crime is under reported and Sussex Police are committed to changing this trend by developing more effective and responsive ways to accept reports of business crime, along with improved information sharing and crime reduction initiatives with businesses. Sussex Police seek to work with the business community and existing stakeholders to create sustainable Business Crime Reduction Partnerships across Sussex. With existing Watches and Business Improvement Districts situated in our towns and rural areas across the county, our aim is to work together to make these Partnerships cohesive and inclusive with improved capability to share intelligence and reports of crime. The recent surveys by the British Retail Crime Consortium and the Home Office with regards Commercial Victimisation, underpin the need for clear priorities to tackle crimes against businesses. This two year strategy provides an initial framework to enable a delivery plan that starts work to address the issues raised in these surveys and enable all businesses to work in partnership with Sussex Police to tackle business crime. This strategy will strengthen our efforts to support businesses across Sussex using a collaborative and joined up approach. Giles York Chief Constable Sussex Police Page 2
Introduction This Business Crime Strategy aims to improve our performance and the service that we provide to businesses. A new role of Strategic Lead for Business Crime in Sussex has been created to implement force strategy, along with developing partnerships to improve engagement and service delivery to businesses. Business crime has now been included in the National Organised Crime Strategy and for the first time, features in the National Threat Assessment and National Risk Register. This year the Association of Chief Police Officers (ACPO) together with the National Business Crime Forum (NBCF) agreed a new national definition of business crime. Business Crime is any criminal offence that is committed against a person or property which is associated by the connection of that person or property to a business. This will also include circumstances, based on the perception of the victim at the time of reporting of the offence, that it is a business related crime. Along with other forces across the country, Sussex Police have adopted this definition which will enable consistent crime recording and analysis to provide a clearer indication of the extent of business crime in Sussex. This Business Crime strategy will, through increased engagement with businesses provide a vision for the long-term achievement of priorities that are identified by the business community working in partnership and consultation with Sussex Police. Aims 1. To enhance the relationships between Sussex police and businesses in addressing concerns and priorities relating to crime that affects business 2. To reduce business crime through consultation and partnership with local businesses 3. To enter into strategic alliances with key institutions and other police forces on a local, regional and national level who represent businesses in Sussex 4. To work at a local level and ensure positive relationships with businesses of all sizes are maintained, ensuring that the diversity across Sussex is recognised 5. To maximise the effectiveness of the Business Crime Reduction Partnerships that are in existence in Sussex and assist in the expansion of coverage 6. To maintain the two main focuses of Crime Reduction and Business Engagement throughout all our work To be successful in delivering the strategy we will seek to: Be visible, accessible, and responsive to the needs of our business communities Provide a long-term commitment to working with the business community Work in partnership with local authorities, other agencies and the public Deliver a first class service to the business community, which recognises and meets the diverse needs of businesses in Sussex Page 3
Introduction Maximise the benefits of the neighbourhood delivery framework, engagement measures and associated problem solving methods Make best use of the Business Crime Reduction Partnerships in Sussex and learn from their expertise Through the work of Sussex Business Crime Group and National, Regional and Local networks address the concerns and priorities of the business community in Sussex represented across the day-time, night-time and rural economies Enter into strategic alliances with key institutions in order to improve our service and identify innovative solutions that support crime reduction objectives and improved engagement with businesses. Page 4
Our Policing Principles Doing the right thing in the right way Every person working for the police service must work honestly and ethically. The public expect the police to do the right thing in the right way. Basing decisions and actions on a set of policing principles will help to achieve this. The principles set out in the Code of Ethics originate from the Principles of Public Life published by the Committee on Standards in Public Life in 1995, as these continue to reflect public expectations. The Code includes the principles of fairness and respect as research has shown these to be crucial to maintaining and enhancing public confidence in policing. The policing principles reflect the personal beliefs and aspirations that in turn serve to guide behaviour and shape the policing culture. The combination of principles and standards of behaviour encourages consistency between what people believe in and aspire to, and what they do. Accountability We are answerable for our decisions, actions and omissions. Fairness We treat people fairly. Honesty We are truthful and trustworthy. Integrity We always do the right thing. Leadership We lead by good example. Objectivity We make choices based on evidence and your best professional judgement. Openness We are open and transparent in your actions and decisions. Respect We treat everyone with respect. Selflessness We act in the public interest. Page 5
Strategic analysis PESTELO Political Economic Social Technological Environmental Legal Organisational Analysis/Context Over the last decade the UK Government undertook to improve the fight against crime and this is reflected in a number of key government strategies. National and Local Government have recognised the impact that crime has on business communities. The Sussex PCC has pledged to bring Business Crime to the top of the agenda at a political level. Business crime leads to the loss of confidence and the potential closure of businesses. However, improvements to performance must be achieved against a background of potential economic challenges across the public sector. Every effort should be made to involve the wider police community and other stakeholders. Crime affects the quality of life of business communities. Sussex Police intends to deliver a business crime strategy that ensures an effective partnership to reduce business related crime. Sussex Police recognises that technology is a key weapon in the fight against crime. We are modernising our systems and installing new technology across the force, which will enable clearer recording of business crime and improve and diversify our communications with the business community. In keeping with South East England, Sussex s population is likely to rise significantly. Through continual analysis Sussex Police will instigate relevant activity to anticipate business crime trends and respond accordingly. Crime legislation and regulation is a cornerstone of Governmental legislation, which sets the legal framework for Sussex Police and partner agencies to deliver to its community. Crime reduction is an important area of business throughout the organisation. Strategic ownership will be at chief officer level, with leadership embedded across all levels of the organisation. Sussex Police has instigated the creation of the South of England Business Crime Consortium to share best practice and which will improve cross-border working with other Police Forces and enhance partnership opportunities with large National businesses. Page 6
Strategic objectives 1. Enhanced partnership working between Sussex Police and the business community Approach To continue to work with the Sussex Business Crime Group and implement strategic and coordination roles required to implement and develop force strategy; define and facilitate the role of Crime Prevention Officers to meet the concerns and priorities of the business community. Critical success factors A group formed from current successful Business Crime Reduction Partnerships who meet regularly and collaborate around business crime reduction measures for Sussex. 2. Reduce business crime in partnership with local businesses Approach We will continue to work with the business community to reduce crime impacting on businesses. We will advise on crime prevention measures that support this reduction. We will respond effectively to the priorities of businesses in Sussex and work to address these concerns. Critical success factors Success will be measured through improved satisfaction and crime reduction. Effective Business Crime Reduction Partnerships will ensure that priorities will be addressed. 3. Effective strategic alliances with business groups, police forces, trading standards and other partners at both a national and local level Approach We will continue to work closely with national business groups such as The Chamber of Commerce and the Federation of Small Businesses. We will also work with regional and local business groups, including enhancing the work already started with large businesses. We will liaise with Trading Standards, other Police Forces via the South East Regional Police Business Consortium and link with the National Police Lead for Business Crime to ensure that best practice is adopted. Critical success factors Business crime issues will be identified and brought to the attention of the strategic lead, co-ordinator roles and Crime Prevention Officers for action and activity with associated liaison with relevant stakeholder groups. 4. To work at a local level and to ensure positive relationships with businesses of all sizes is maintained, ensuring the diversity across Sussex is recognised Approach We will work closely with the business representatives for the county and take into account the varying needs of the wide spectrum of business in the county. Work has been initiated into recognising the BME businesses in Sussex and the importance of building relationships with all diverse groups. Critical success factors Being flexible in our approach and not expecting a one size fits all solution. Page 7
Strategic objectives 5. Maximise the effectiveness of the Business Crime Reduction Partnerships. Approach Sussex Police will continue to support the active Business Crime Reduction Partnerships and Watches, which operate across Sussex. Critical success factors Sussex Police will support the creation and expansion of the Business Crime Reduction Partnerships in Sussex. Effective collection and sharing of data for business related crime will allow detailed analysis and evaluation to be undertaken. This will help identify potential opportunities for intervention. 6. To maintain the two main focuses of Crime Reduction and Business Engagement throughout all our work Approach Sussex Police is committed to focusing our efforts on these two strands of work. These will be the overarching aims of all work undertaken. The one Police National Target is Crime Reduction, and acquisitive crime has the highest level of crime recording. Critical success factors Support and resources provided both internally and externally on a consistent basis. Identifying the right people to be involved and gaining commitment to achieving the aims of Sussex Police. Page 8
Business Crime Strategic Initiatives The establishment of a new role within Sussex Police specifically focused on the strategic development to tackle business crime allied to senior management responsibility for each Division. The provision of a delivery plan that supports the aims of the Business Crime Strategy and addresses key industry sectors as defined in the Home Office Commercial Victimisation survey with prioritisation of those sectors that suffer the most harm or the impact is significant to that businesses community. The development of a Sussex Police website covering Business Crime with related guidance, social media links and crime prevention material, alongside additional intranet content for Sussex Police staff. The adoption of the national definition to enable improved assessment of the impact of business crime in Sussex. The capability to flag Business Crimes on the Sussex Police Crime Recording system, in order that it reflects the national definition and provides an enhanced provision to analyse those crimes that impact the most on specific business sectors. Create a new performance framework specific to business crime and enable improved mapping of hotspots and predictive intelligence analysis to improve our performance and cut crimes against businesses. Engage with our Sussex Business Crime Forum to develop effective business crime reduction partnerships working to common standards. Deliver a mechanism to survey the views and attitudes of businesses across different sectors in order to improve stakeholder and victim engagement. Include business crime across all Sussex Community Safety Partnership strategic business plans. Use restorative justice and diversion schemes to encourage individuals to stop offending in particular across the retail crime sector. Take a strategic approach to crime prevention taking advantage of environmental design and use of technology. Seek out innovative solutions to deal with future challenges and the development of partnership resources to tackle emerging issues. Improve cyber-awareness and support to all types of businesses, so that it is scalable and connected to a wider strategic approach to tackle cyber crimes, and cyber enabled frauds that affect the business community. Performance Management Performance will be monitored to focus on crime reporting and an overall reduction in crime. A senior manager will lead on business crime for each Division with each District tasked with providing a specific point of contact from the Neighbourhood Policing Team to work in conjunction with the Divisional Crime Prevention officers. National Decision Making Model There will be compliance with the use of the National Decision making model and crime prevention and partnership work will be focussed on the areas highlighted based on risk and tangible data. A lead analyst link via the Force Intelligence Unit will be appointed as a Specific Point of Contact for this area of work. Page 9
Business Crime Strategic Initiatives Communication Effective communication plays a crucial role in delivering a high quality service to all the communities in Sussex. The Sussex business community, our partners and our staff need to be aware of what we are seeking to achieve and feel part of the process. We will utilise a variety of communications tools including online resources and social media to ensure that our message and purpose are shared and regularly updated. The strategic lead role supported by Divisional Business Crime leads will enable increased active engagement across all Sussex business communities, so that we can listen to people s views and identify and respond to local issues and priorities by taking the appropriate action. We will then feedback to the individuals concerned as well as the wider community on what we have done. This continuous cycle will help to build trust and confidence in the police. We are aware that delivery on promises, acceptance and action on feedback will be essential to achieving results. Review This initial two year strategy will be reviewed through the Sussex Business Crime Group and Neighbourhood Policing Branch to ensure it continues to be effective and fit for purpose. Page 10
References and Strategic Fit Analysis of Policing and Community Safety: http://police.homeoffice.gov.uk/performance-and-measurement/assess-policing-community-safety/ Association of Chief Police Officers: http://www.acpo.police.uk/ Community Safety Partnerships: http://www.crimereduction.homeoffice.gov.uk/regions/regions00.htm Equality Standard for the Police Service: http://www.npia.police.uk/en/11975.htm Her Majesty s Inspectorate of Constabulary Inspection Reports: http://inspectorates.homeoffice.gov.uk/hmic/inspections/ Home Office: http://www.homeoffice.gov.uk/ Integrated Offender Management: http://www.gos.gov.uk/gose/communitysafety/673723/806419/ Sussex Police and Crime Commissioner: www.sussex-pcc.gov.uk Sussex Police: www.sussex.police.uk National Policing Priorities: http://police.homeoffice.gov.uk/publications/national-policing- plan/policing-priorities-10-11.html Policing White Paper Protecting the public: supporting the police to succeed: http://police.homeoffice.gov.uk/police-reform/white-paper-2009/ Public Service Agreements: http://www.crimereduction.homeoffice.gov.uk/crimereduction020.htm Home Office crimes against businesses 2013 Commercial Victimisation Survey: https://www.gov.uk/government/statistics/crime-against-businesses-detailed-findings-from-the- 2013-commercial-victimisation-survey Page 11