Transformation Strategy 2018-22 - Sussex Police - Keeping Sussex Safe
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Sussex Police Safe Transformation Strategy 2018-22 Keeping Sussex Safe
Sussex Police 2018-22 Transformation Strategy
Contents
3 Chief Constable’s Foreword
4 Police and Crime Plan Policing Objectives
4 Sussex Police Priorities
4 Strategic Policing Requirement
5 Local Policing
6 Financial Context
8 The 2018-22 Transformation Strategy
9 Strengthening Local Policing
12 Public Contact
14 Modernising Policing
15 Efficiency, Transformation and Partnerships
16 Workforce Planning
19 Additional Sources of Information
Listen
Prevent
Respond
Protect
Investigate
02
Sussex Police 2018-22 Transformation Strategy
Chief Constable’s
Foreword
THE PRECEPT INCREASE PROPOSED BY KATY BOURNE, THE SUSSEX POLICE AND CRIME
COMMISSIONER, WAS AGREED IN FEBRUARY 2018. IT HAS GIVEN US A GENUINE OPPORTUNITY
TO RETHINK OUR PLANS TO IMPROVE POLICING. AS A CONSEQUENCE, I HAVE BEEN MOVED
TO PUBLISH THIS NEW FOUR-YEAR STRATEGY TO OUTLINE HOW WE WILL MAKE THE MOST OF
THIS OPPORTUNITY AND THE BENEFITS THE PUBLIC WILL EXPERIENCE.
Since 2010, we have transformed and I believe we still need to transform how We will be prioritising areas where
modernised significantly - whilst saving we deliver policing for Sussex and communities face the greatest
nearly £90m to balance the books maintain our priorities to: challenges and where we are most
and maintain service delivery. Up until stretched. This will include an
January 2018 we needed to save a increased focus on preventative
KEEP COMMUNITIES
further £26m by 2022. SAFE AND FEELING SAFE policing, investigating the most harmful
crimes and continuing to be accessible
As a result of the new precept uplift when communities need us.
I am now in a position to signal an IDENTIFY AND PROTECT
VULNERABLE PEOPLE
exciting step change for the future. I do not underestimate the impact a tax
Our determination to push forward with rise will have on people and so I am
substantial change, collaboration and PREVENT AND absolutely determined that the public
RESPOND TO HARM
technologically-driven improvements is will see and feel a difference locally in
undiminished. This improved financial the service we provide with this money.
landscape allows us to strengthen key It’s vital that work continues to improve
areas to meet increasing demand and our efficiency and make Sussex fit Giles York QPM
new challenges. for the future. We must continue Chief Constable
to modernise so that we can keep Sussex Police
This 2018-22 Transformation plan pace with, and meet, the significant
describes where we will strengthen changing demands on our service.
policing across Sussex and explains
why. Detailed plans are currently being We still need to save a further £3m.
developed, but I have been clear The precept increase, together with
that we must share our approach as the release of reserves of £17m,
quickly as possible with our staff and allows us to strengthen local policing
the public. I have worked hard with in a way we couldn’t have planned for
Katy Bourne, the Sussex PCC, and before – and to do so immediately.
we recognise the public have placed
their trust in Sussex Police to make The change programmes we have
the county an even safer place. This is underway have been based on a
why I’m publishing this plan now, a first robust analysis of how and when
step of what I intend to be the most people need us the most, always using
transparent process possible. the principles of threat, harm and risk
and resourcing those programmes
based on demand. This important
work must continue even with this
change in our financial position.
03
Sussex Police 2018-22 Transformation Strategy
Police and Crime Plan Policing Objectives
Ensure local policing services are accessible.
Provide effective specialist capabilities to support local policing.
STRENGTHEN LOCAL POLICING
Maintain engagement in the delivery of local policing services to
improve public confidence.
Encourage and support local communities to prevent crime
WORK WITH LOCAL and disorder.
COMMUNITIES AND PARTNERS Work with partners to reduce offending and reoffending.
TO KEEP SUSSEX SAFE
Catch criminals and prevent serious and organised crime and terrorism.
Commission high-quality services which support victims.
PROTECT OUR VULNERABLE AND
Prioritise access to services for vulnerable victims.
HELP VICTIMS COPE AND RECOVER
FROM CRIME AND ABUSE Enhance our understanding and meet the needs of victims
in Sussex.
Ensure victims and witnesses have the most positive experience
IMPROVE ACCESS TO JUSTICE of the criminal justice system.
FOR VICTIMS AND WITNESSES Support vulnerable victims and witnesses.
Maximise the use of technology to improve access to justice for all.
Sussex Police Priorities
K EEP COMMUNITIES Keep communities safe and feeling safe. Being accessible
SAFE AND FEELING SAFE and delivering the best outcomes we can for victims.
I DENTIFY AND PROTECT Proactively identify and protect vulnerable people in Sussex whose
VULNERABLE PEOPLE safety is at risk and take positive action to reduce the threat.
Prevent harm; responding where necessary; investigating
PREVENT AND professionally. Catching criminals. Making best use of and
RESPOND TO HARM valuing resources, partnerships and engagement.
Strategic Policing Requirement (SPR)
National threats described within the SPR are: The Strategic Policing within their own force areas,
Requirement was first issued national threats require a
• Terrorism in 2012 in execution of the coordinated or aggregated
• Serious and organised crime Home Secretary’s statutory response in which resources
duty to set out what are, in are brought together from a
• A national cyber security incident
her view, the national threats number of police forces.
• Threats to public order or public safety that cannot at the time of writing and the Forces often need to work
be managed by a single police force acting alone appropriate national policing collaboratively, and with other
• Civil emergencies that require an aggregated capabilities required to partners, national agencies
response across police force boundaries counter those threats. Whilst or national arrangements,
• Child sexual abuse many threats can be tackled to ensure such threats are
by individual police forces tackled effectively.
04
Sussex Police 2018-22 Transformation Strategy
Local
Policing
YOUR LOCAL POLICING SERVICE IS PROVIDED BY SPECIALISTS WHO
WORK IN PREVENTION, RESPONSE AND INVESTIGATION TEAMS.
We have re-organised how we These new ways of working reflect in teams and departments within
work to: the objectives set out in the Sussex Sussex Police, and across the
• Address the changing nature of Police and Crime Commissioner’s criminal justice system, public and
crime and the evolution of new Police and Crime Plan 2017-21. voluntary sector partners, regional and
crime types The plan recognises that the national policing units, agencies and
responsibilities of local policing lie organisations, and importantly with
• Modernise our processes, using
with a complex network of people, the support of the public.
new technologies to be more
efficient and accurate
• Meet the changing expectations of
the public, assessing our priorities
based on threat, harm and risk
Nation
al Cr
Nation ime
al Po Age
L ncy
NA
lice
Air
TIO Ser
vic
NA
e
SE Re
gion
al O
SE Co rga
NAL
unte nis
Supp r Te ed
rro Cr
GIO ort S
erv
ice
ris
m
U
im
eU
RE
s nit ni
t
Publ
ic P
rote
Road ctio
sP n
olic
E Firea ing
ORC Majo
rms
F r Cr
im
e
WHAT IS THREAT,
HARM, RISK? IN
Often, we talk about making N V
TIO
ES
decisions based on ‘threat, harm
and risk’. This means that we
PREVEN
TIG
consider each case individually
and put our officers and staff
ATION
where they are needed the most. INTEL
The decisions we make reflect
the potential dangers people
are facing and the harm that
may be caused. Managing risk
and the possibility of something
occurring is an everyday part RE
of policing. SPONSE
05
Sussex Police 2018-22 Transformation Strategy
Financial
Context
THE GOVERNMENT HAS BEEN TAKING FORWARD A FAR-REACHING
REFORM OF POLICING IN ENGLAND AND WALES SINCE 2010, ARGUABLY
THE MOST RADICAL CHANGE TO POLICING IN 50 YEARS.
Over that period, we have seen Nationally, just over a quarter of gross The provisional police financial settlement
reductions to the grant funding revenue expenditure was raised by for 2018/19 announced by the Minister
provided by the Government and, as council tax in 2017/18. However, for Policing and the Fire Service in
a consequence, we have had to make given the variance outlined above, the December 2017 changed the financial
nearly £90m of savings and efficiencies proportions raised this way differed context again, most notably by allowing
to balance the books. considerably. all police and crime commissioners to
increase Band D precept by as much
Police forces get on average 66% of Until the 2016/17 financial year, police as £12.
their funding from Central Government1, and crime commissioners’ ability to
a combined total for Home Office police raise additional tax revenue from the With the 7th lowest total funding per
formula funding and a variety of grants. precept was restricted by Government head of population, Sussex has a
The actual figure varies significantly capping principles. That year saw police funding deficit of £36.2m compared
between different forces – ranging from and crime commissioners granted with the England and Wales average,
44% up to 83%. a degree of flexibility in increasing equivalent to around 800 police officers’
the local precept. This had particular salaries. By focusing on improvements,
The remainder of the police budget relevance for Sussex as one of the efficiencies and working collaboratively
comes from householders through ten lowest precept Forces – enabling as we have done, and will continue to
council tax, the police precept, set a rise by £5 per Band D equivalent do over the next four years and beyond,
annually by the elected Police and household up to March 2018. At that Sussex remains a safe place. As a direct
Crime Commissioner. point our savings requirement to 2021 consequence of that work we are in a
1. Reference on page 19 was £26m. good place to maximise the opportunities
arising from this precept uplift.
Council Tax Precept 2017/18 Band D Property
£250
£200
£150
£100
£50
£0
Sussex
Northumbria
West Midlands
West Yorkshire
Hertfordshire
Essex
Kent
South Yorkshire
Greater Manchester
Cheshire
Lancashire
Hampshire
Merseyside
Bedfordshire
Durham
Wiltshire
Thames Valley
Devon & Cornwall
Derbyshire
Staffordshire
Avon & Somerset
Nottinghamshire
Cambridgeshire
Leicestershire
Humberside
West Mercia
Warwickshire
Dorset
Lincolnshire
Northamptonshire
Gloucestershire
Cleveland
Cumbria
North Yorkshire
Surrey
Suffolk
Norfolk
06
Sussex Police 2018-22 Transformation Strategy
Cumulative Savings Achieved by Sussex Police
100
90
80
70
60
£m
50
40
30
20
10
0
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018
Changes in Workforce (Full Time Equivalent) from 31 March 2010 - 31 March 2017
3500
3213
Officers PCSOs Staff
3000
2587
2500
2155
2000 1831
1500
1000
500 377
180
0
2010 Workforce 2017 Workforce
07
Sussex Police 2018-22 Transformation Strategy
The 2018-22
Transformation Strategy
THE SUSSEX POLICE AND CRIME COMMISSIONER, KATY BOURNE, ARTICULATES THE PUBLIC’S POLICING
PRIORITIES AND CONCERNS AND HOLDS THE CHIEF CONSTABLE TO ACCOUNT, ENSURING SUSSEX
POLICE PROVIDES EFFECTIVE AND EFFICIENT POLICING ACROSS THE COUNTY.
The Commissioner’s medium term Crucially, it has been carefully designed allow us to better protect both children
financial strategy (MTFS) is one of to be both scalable and fully aligned to and adults who are vulnerable through
her key planning tools to help identify the remaining current and planned major domestic abuse or have been victims
available resources and options for change programmes spanning the entire of rape or serious sexual abuse. We’ve
delivering the Police and Crime Plan force. In short, its inherent flexibility is comprehensively reshaped how we
priorities and the force’s national one of its greatest strengths, allowing manage some of the most dangerous
Strategic Policing Requirements. us to respond quickly to changing offenders in Sussex and continue to
The 2018/19 to 2021/22 MTFS circumstances. develop even more robust partnerships,
makes clear: crucial to providing the best possible
Without doubt we have seen increases service to victims of crime.
• The public want to see investment in reports of certain types of crime. That
in more visible, local policing, rise may be a consequence of victims As a result, and in light of increasing
focusing on crimes like burglary and witnesses feeling more confident demand, we are well-placed to deliver
and anti-social behaviour and to report crimes and incidents to the on the very things that the public tell
they rightly want to feel safe on police. That is not to say that overall us they want, in line with the policing
the roads, in public spaces and at actual crime is actually rising; across objectives set by the Sussex Police and
night-time England and Wales, the public say there Crime Commissioner.
• They also want to see have been substantial and consistent
falls across most forms of crime since a Through this strategy we will:
improvements in the force’s
approach to public contact and peak in 1995. • Invest in local policing
the effectiveness of our initial We certainly see evidence of increases • Improve public contact, including
response in some of the less frequently new ways to engage with us
The final element of the local policing occurring, but higher-harm offences • Invest in technology that makes
model was launched in November 2017. and increases in reports of some of us better at tackling crime,
The model is the result of three years the most serious crimes previously reduces costs, makes it easier
of design and development. From its unseen or under-reported such as child for our officers and staff to do
inception, staffing levels within the local sexual exploitation and serious sexual their jobs or supports our work
policing model were built upon demand offences. These are more complex and with partners and other agencies
– the volumes, types and nature of take longer to investigate and, as an wherever possible
crimes and incidents that occur. It inevitable consequence, require more
• Continue to focus on our existing
replaced the previous model, introduced resources to resolve them.
change programmes. Our well-
at the turn of the century. Whilst that Equally, we recognise that many defined, well-designed plans
old model was generally well-regarded, members of the public feel reassured to improve the effectiveness
we recognised that it was increasingly by a visible policing presence – even and efficiency of what we do,
ill-equipped to provide an effective in areas where crime is low and the to benefit the people of Sussex
response to the changing nature of likelihood of being a victim of crime even will continue apace. The policing
crime. lower. It is undeniable that the risk of landscape and the needs of the
being a victim of crime in Sussex is low, people we serve continue to
By introducing new approaches,
making decisions about how, when and change and we must ensure we
new technology, optimising working
where we deploy officers to their best remain flexible, adaptable and
practices and by strengthening how we
effect all the more important. committed to meet those needs
work with a host of partners we have
now fully implemented a policing model Over the past two years we have
which is efficient and fit for the future. prioritised investments and resources to
08
Sussex Police 2018-22 Transformation Strategy
Strengthening
Local Policing
LOCAL POLICING IS AT THE HEART OF EVERYTHING WE DO - THE FOUNDATION FOR KEEPING LOCAL
COMMUNITIES SAFE. WITH A SMALLER POLICE FORCE WE HAVE TO PRIORITISE WHAT WE DO,
WORK EVER CLOSER WITH OUR PARTNERS, MAXIMISE HOW WE GATHER AND USE COMMUNITY
INTELLIGENCE, USE TECHNOLOGY TO HELP US BECOME MORE EFFICIENT AND ENSURE WE ARE
EFFECTIVE IN PROTECTING THOSE MOST AT RISK FROM THREAT OR HARM.
Our local policing model, developed represented in statistics, particularly place in society, for example hate crime
and introduced over three years, has those recorded by police forces. In and domestic abuse, which for many
transformed how we police, with new 2016 Her Majesty’s Inspectorate of reasons are under-reported by victims.
technology increasing our workforce’s Constabulary and Fire and Rescue Increased confidence that the police
mobility and freeing up time. With Services (HMICFRS) commenced its will take the matter seriously, improved
enhanced skills, our specialist teams most stringent inspection programme to safeguarding and better victim and
focus where they can be most effective date, aiming to uncover the true picture witness services all help increase
in preventing and tackling crime. We and drive improvements. To date, with reporting, as do high profile, often
respond whenever we’re needed and around half (20) of all forces having non-recent cases coming to light. Since
investigate the crimes that cause the been inspected, Sussex remains the 2014 we have seen increases in reports
most harm and on offences that affect best performing in terms of its recording of domestic abuse, as a percentage of
the most vulnerable. accuracy2. As recording accuracy all recorded crime (excluding fraud) rise
improves nationally, the consequence from 8% to 12% in 20175. Based in part
And as described earlier in this will be an artificial rise in published on trends in reported domestic violence
document, our local policing teams are figures, making analysis of crime trends and hate crime, we anticipate further
equally integral to tackling complex issues more complex. Currently, the Crime increases over the next two years.
such as cyber-crime, counter-terrorism, Survey for England & Wales3, which
people trafficking and organised crime, asks members of the public about their IMPROVING PERFORMANCE
gathering local intelligence and working experiences of crime, is considered a In its most recent Sussex Police
in conjunction with regional, national and reliable source of information; its latest Effectiveness inspection, whilst
international partners. figures4 indicate that overall levels of acknowledging yet another annual drop
crime have continued to fall. in anti-social behaviour (ASB) incidents
CHANGING DEMAND of 12%, HMICFRS underlined that
For some years the accuracy of the Crime, by its nature, is often hidden and we must improve our understanding
recording of crime has been hotly can be inherently difficult to measure; of which of our interventions are most
debated, with appreciable public concern therefore official statistics cannot effective, so we and our partners can
that real crime levels are not truly provide a full count of all crime taking focus on what works best to sustain
and hopefully deliver greater reductions.
Domestic abuse crimes 2-5. References on page 19
20000 17,532
16,500
15000
14,511
10,365 12,160
10000
5000
0
2015 2016 2017 2018* 2019*
*expected levels based on previous demands
09
Sussex Police 2018-22 Transformation Strategy
Strengthening local policing (continued)
Hate crimes
4000
2,267 2,354 2,402
1,987
2000 1,677
0
2015 2016 2017 2018* 2019*
All notifiable crime
150000
126,060
122,081
114,019
93,904 102,368
100000
50000
0
2015 2016 2017 2018* 2019*
Anti-social behaviour incidents
60000
56,752
54,227
50000
47,143
40,676 41,165
40000
39,649 38,817
30000
20000
10000
0
2013 2014 2015 2016 2017 2018* 2019*
*expected levels based on previous demands
10
08Sussex Police 2018-22 Transformation Strategy
Since 2015 there have been year-on- A FLEXIBLE MODEL It has a strong focus on preventing crime
year reductions in ASB incidents of 9%, Our model for local policing aims and supporting those most at risk of
13% and 12%, far outstripping falls to reduce crime and anti-social threat and harm. Investing in this area,
seen nationally. This is good news, but behaviour by working effectively with for example through developing our
we recognise figures are meaningless a vast network of partners. It is based approach to intelligence gathering in the
to anyone who has been woken at night on preventing, responding to and prevention of crime, will strengthen the
by nuisance driving or inconsiderate investigating crime, with re-organised, whole model. This gives an effective and
neighbours. We are developing a dedicated and highly-trained resources. efficient service that keeps local people
number of tools that have been shown to Its inherent flexibility allows us to safe and allows us to meet the ever
work successfully, sharing those widely address the changing nature of crime changing nature of crime, new demands
and gathering national good practice, and meet new public expectations while and evolving threats.
thereby increasing our effectiveness continuing to modernise our ways of
in preventing ASB. working and the technology we use.
Principal changes benefiting the public
We are committed to making every penny of the precept increase
count, so we will ensure:
• Policing is increasingly focused • Greater resilience within our more cohesive communities to
on proactive preventative activity, investigation teams so we can help solve local problems. Often
encouraging people to talk investigate, where appropriate, these solutions will be led by
and share their knowledge and a wider range of offending another agency or organisation,
experience of their neighbourhood but we will always play our full
• Alignment and integration of
part in a “whole place” approach
• A greater presence in the areas local policing with other local
to commissioning preventative
where there is a higher risk of public services to improve
services
crime and threat to individuals and public outcomes and protect
communities – right people, right the vulnerable • We prioritise those people at
skills, right place, right time greatest risk of threat or harm, thus
• Greater support to multi-agency
making sure the money is used
neighbourhood projects that build
most effectively
Some things won’t change however. We will continue to:
• Deliver a 24/7 emergency • Investigate all crimes, especially
service, 365 days a year where there is a genuine risk of
death, or significant harm or loss
• Be accessible with a named team
to contact in every area in Sussex • Investigate lower risk crimes over
the phone when it’s right to do
• Attend key local meetings, at
so, to free-up response officers
least annually or when there is a
to deal with more urgent issues
specific policing need, to ensure
we understand what’s important • Work with partner agencies
to local people to help resolve the issues of
individuals who cause recurring
• Listen to and understand the
problems and crime in the
concerns of the public using
communities they live in; reducing
new technologies and social
the requirements that these
media but never forgetting how
people place on the public sector
invaluable talking face-to-face
and policing specifically
is, especially when someone is
feeling vulnerable or threatened
11Sussex Police 2018-22 Transformation Strategy
Public
Contact
SUSSEX IS A SAFE PLACE. PEOPLE WHO LIVE IN SUSSEX ARE FAR LESS LIKELY TO BE A VICTIM
OF CRIME WHEN COMPARED WITH THE WHOLE OF ENGLAND AND WALES. THIS IS EVIDENT WHEN
COMPARING CALLS FOR ASSISTANCE PER 1,000 POPULATION (SEE CHARTS BELOW).
Contact with the public is, as you The Force Contact, Command and identified threat, harm and risk. All this is
would imagine, vital. Without the Control Department is responsible for managed by highly-trained staff working
cooperation of the public, policing public contact in Sussex, whether by from a single contact and command
would become essentially unworkable. telephone, electronic means or face- centre. The department is also the
In simple terms, the police service to-face in police station reception county-wide hub of public open space
would cease to function without the areas. Emergency and non-emergency cameras, continually monitoring CCTV
active support of the communities calls are taken and the appropriate feeds from across Sussex, allowing for
it serves. police response is determined, having rapid deployment of officers and staff
and gathering evidence 24/7.
Calls for assistance: Incidents per 1,000 population. 12 months to 30 June 2017
300
England & Wales
250
Sussex
200
150
100
50
0
Crimes (excluding fraud) recorded per 1,000 population. 12 months to 30 June 2017
90
80 England & Wales
70 Sussex
60
50
40
30
20
10
0
12Sussex Police 2018-22 Transformation Strategy
Everyone who works within the has been a fall in the volumes of 101 We have determined that improving
department is without question an calls made by the public – this may be public contact and the 101 service is
integral element of the wider operational a consequence of falling anti-social a priority. Work is well underway to
frontline, supporting the divisions of behaviour, disaffection with the service map out the sequence of changes that
Brighton and Hove, East Sussex and or there may be a connection with the will maximise the benefits the public
West Sussex and our other departments increases seen in people finding our on- will see, based upon upgrading the
to keep people safe, protect the line services more convenient. force’s existing systems and making
vulnerable and to respond effectively In 2016 there was a 12% increase in further improvements to the increasingly
to harm. people using our website and on-line popular online provision.
reporting mechanisms. In 2017 that
On average Sussex Police receives increase more than doubled to just The Contact Improvement Programme,
70,000 contacts per month. Clearly, under 25%. aligned across the force’s other change
this figure will include a vast range programmes and across multiple
of topics from someone reporting PRINCIPAL CHANGES channels, will ensure the right systems,
suspicious behaviour, reporting a car BENEFITING THE PUBLIC training and resources are in place
accident, through to issues which Speed, extensive training, to meet the needs of the people who
should be reported to a more relevant understanding and accuracy are all contact us.
organisation. critical factors at the first point of
contact with the public. With more than We will be investing in our people
CHANGING DEMAND 85% of 999 calls answered within 10 – recruiting staff and continually
The chart below shows volumes of seconds and all other calls answered developing the extraordinary individuals
public contact across the most common under 25 seconds to determine whether who already work for us – enhancing
methods (999, 101 and via our website) the call needs prioritising for a fast our ability to respond quickly and
and the total contact for the past three response (Should it have come through decisively to those who call us
years, along with our predicted demand as an emergency call? Is someone at for help.
for the next two years. It is not intended risk of harm?), some might regard the
to show, for example, how quickly calls We will be investing in technology –
speed element is delivered well. Single Online Home will vastly improve
were answered nor can it show whether
callers made more than one attempt to Conversely there will be a proportion the experience and available services to
ring in on the 101 number. of callers who naturally feel frustration the increasing numbers of people who
at having to be put on hold, waiting want to contact the police online. Single
It demonstrates increases seen over the to speak to another part of the Online Home will provide a common
past three years in 999 calls received, organisation when the reason for their platform that allows the public to report,
a trend we anticipate will continue over call is less urgent. transact and get self-help by using the
the next two years. Conversely, there public domain: police.uk
Public contact: 999, 101, email, on-line and total contact
1000000
999 101 Non-voice All contact
800000
600000
400000
200000
0
2015 2016 2017 2018* 2019*
*expected levels based on previous demands
13Sussex Police 2018-22 Transformation Strategy
Modernising
Policing
FOR SUSSEX OUR TASK, DATING BACK NEARLY A DECADE, HAS BEEN TO MAINTAIN
SERVICES WHILE CUTTING COSTS. THIS HAS BEEN OUR PLEDGE TO THE PUBLIC.
The changes we have made have been During that period substantial changes and better informed services and a
to transform what we do and the way to how we operate began to yield reduction in the number of inappropriate
we operate. It has improved our service, anticipated results. Our officers, through referrals and re-referrals. The Hubs
increased the availability of our staff improvements in equipment and coordinate all response and activity
out in communities, invested in longer technology, began to require less time around the identification, assessment
term preventative measures, focused in police stations, freeing them to be and management of vulnerable victims
on the areas of greatest harm to the out in the community. This enables them to provide a faster, more consistent and
communities we serve and transformed to keep communities safe and feeling effective service for the most vulnerable
the experience of victims. safe, identify and protect vulnerable within our communities.
people and prevent and respond to
harm. Ensuring our operational bases The Digital Enablement Programme
are in the best locations to meet future continues to coordinate work on four
operational demands, our staff have key priorities: Mobile Data, to make
increasingly worked from buildings sure our officers have the information
shared with other agencies; the most they need when they need it; Niche, our
recent example of this approach being crime management system that records
the new local policing base, located and stores that information; public
within Selsey town hall. facing Digital Services, community
messaging, online crime reporting,
We have collaborated extensively with track my crime systems and body worn
Surrey Police. Effective partnership video, which is increasingly essential in
working, information sharing, allowing us to secure vital evidence.
integrated problem solving and the
co-commissioning of services are These work streams are critical to
delivered through a number the effective delivery of operational
of joint services including; policing and public engagement.
Operations Command The programme, across Sussex and
(including Roads Policing, Surrey Police, is working to a five year
Tactical Firearms and the planning, coordinated plan designed to work with
support for and resourcing of other change programmes; essential
major public events and public to deliver necessary operational
order operations), Specialist Crime capabilities when they are needed.
Command, Finance, Procurement, Working with outside organisations to
Fleet, People Services and Information, deal with problems or provide a service
Communications and Technology (ICT). from the start, sharing resources and
The co-location of specialist work spaces and working in teams
resources in the form of Multi-Agency made up of staff from more than one
Safeguarding Hubs (MASH) continues. organisation have brought innovation,
This has proved a tremendous success, experience and working practices that
ensuring the safeguarding of vulnerable are transforming our services and this
children and adults is a collective has improved our resilience and our
priority, greater emphasis on early help effectiveness.
14Sussex Police 2018-22 Transformation Strategy
Efficiency,
Transformation
and Partnerships
THE SUCCESSES BRIEFLY DESCRIBED ON PAGE 8 ARE, IN REALITY, JUST THE START OF WHAT WE KNOW
WE CAN - AND WILL - ACHIEVE THROUGH CLOSER WORKING WITH OTHERS TO REDUCE COSTS, BE
BETTER AT WHAT WE DO AND BENEFIT THE PUBLIC ACROSS THE BREADTH OF OUR SERVICES.
These opportunities, we firmly believe, The Digital Enablement trolling, malware, online scams and
will only be limited by a lack of Programme, coordinating work the sharing of child abuse imagery
ambition. We will be bold and across four key areas and the systems can occur on an industrial scale.
innovative. Policing is increasingly that lay at their heart, are critical to Policing has to adapt and respond.
complex, with new challenges and new the effective delivery of operational Digital policing will make it easier for
requirements placed upon us each policing and public engagement. the police and public to communicate
year. Keeping to the ‘status quo’ will The programme, across Sussex and with each other, improve digital
see the police fall behind in tackling Surrey Police, is working to a five investigations, intelligence and transfer
new types of criminals – unfettered year coordinated plan designed to information across the criminal justice
by geographical boundaries. To be work with other change programmes system digitally.
effective, we must pool resources, – essential to deliver necessary
developing new ways of working, new operational capabilities when they PRINCIPAL CHANGES THE
specialisms and new technologies are needed. PUBLIC WILL SEE
to bring those who seek to harm the • Reporting and tracking online –
people we serve to justice. Regional Collaboration. The improving our response and the
Police and Crime Commissioners quality of support given to victims
EXPANDING COLLABORATION and Chief Constables of Thames of crime.
Working ever more closely with Surrey Valley, Hampshire, Sussex and
• Our workforce using digital tools
Police, we will continue to improve our Surrey forces have recently approved
and new expertise to investigate
existing collaborative activity. a ‘regional ambition’ paper which
all incidents and crimes effectively
outlines the opportunities and future
and efficiently.
Joint Operations Command collaborative appetite. In addition to
comprises Roads Policing, Tactical 17 national programmes delivering • Analytics to help us make better
Firearms, Operations Support and new capabilities over the next three and faster decisions about where
Planning and Resourcing. Operating years, there are five significant regional we target our resources.
as a single command has resulted programmes that will lay the foundation
• Local, regional, national and
in increased capacity and resilience. for future collaboration.
international specialist capabilities
Its next phase will replace legacy IT
to fight digital and cyber-crime.
systems and introduce new ways of The scale of this ambition is huge,
working more efficiently, effectively and with opportunities for shared and
at reduced cost. modern technology, operational
efficiencies and savings in the medium
The Specialist Crime Command term to long term.
collaboration has already delivered
£6m savings across Surrey and DIGITAL POLICING
Sussex and a further £4.7m saving From browsing the internet, to
has been identified by the end of this accessing social media, banking and
financial year. The Specialist Crime shopping online, it is fair to say our
Capabilities Programme (SCCP) will world has gone digital. Advances in
deliver a new operating model that technology have huge benefits, but
both saves money and offers wider digital or ‘cyber’ crimes have increased
regional collaborative opportunities. significantly in recent years. Phishing,
15Sussex Police 2018-22 Transformation Strategy
Workforce
Planning
OUR CHANGED FINANCIAL POSITION, ACHIEVED THROUGH THE PRECEPT INCREASE AND
RESERVE FUNDING PROPOSALS, MEANS THAT WE ESTIMATE BY 2022 WE WILL BE ABLE TO
PROTECT AROUND 500 AND INCREASE BY AROUND 200 OFFICERS AND STAFF
Clearly, such a huge shift significantly a workforce capability designed • In 2017, Sussex Police, together
alters our thinking on not just where they for the future, sufficiently agile and with Surrey Police, signed up
will be deployed to enable the force representative to provide the skills and to HeForShe, the UN Women’s
to meet current and predicted future capabilities we need for twenty-first Campaign that aspires to engage
demand but the timing and scale of our century policing. It’s about developing men and boys as agents of
recruitment and training plans. a modern, adaptable workforce that change for gender equality, and
is responsive to change. Workforce in so doing we became the first
Given the level of turnover we Transformation in the Police Service, thematic champions worldwide
experience, primarily due to retirements, February 2018.
we will need to recruit in excess of 800 • Earlier this year we were placed,
police officers by 2022 – around a third Whilst we are pleased to see for the ninth year, as one of the
of those in Sussex who currently hold comments by HMICFRS which noted top 100 UK employers in the
the Office of Constable. But the number Sussex Police has worked hard to Stonewall Workplace Equality
is only one consideration. This truly is an increase the diversity of its workforce, Index – the benchmarking tool
extraordinary opportunity – for the force, we are determined to improve. to measure progress on lesbian,
for the people we serve and for those gay, bi and trans inclusion in the
who wish to protect life and property, The proportion of female officers is workplace
preserve the peace and prevent and lower than the general population,
detect crime. at 31%. Whilst that’s relatively • In March 2018 we published the
encouraging in terms of how we fare results of our gender pay gap
The police service is critically reliant alongside other police forces, we analysis
on the quality of its people. Policing know that in 2016-2017, 32% of those
is having to come to terms with joining were female. The gap is We see this recruitment drive as a
changing attitudes to careers and not narrowing. once in a generation opportunity to
career progression. We are but one of increase the representativeness of
a number of high-profile professions We have to dismantle barriers – the workforce.
operating in an increasingly competitive whether real or perceived, cultural or
market place. Our strategies for financial – to joining the police. It is 100 We must identify and recruit the best,
attraction and recruitment need to adapt years since some women were first most suitable and diverse talent to
accordingly, and the status of policing allowed the vote and 60 years since the service by the most appropriate
as a rewarding professional vocation the Empire Windrush arrived at Tilbury recruitment paths. Equally, we must
needs to be maintained and developed. Docks. Given these passages of time ensure we have the right measures
there can be little excuse for the police in place to unlock the full potential of
Workforce transformation is the not to recruit its workforce from the those working in policing so they can
professional approach by which widest possible pool of talent. provide the best service possible to
the service develops and supports the public.
16Sussex Police 2018-22 Transformation Strategy
‘‘ Workforce transformation is the professional approach by which
the service develops and supports a workforce capability designed
for the future, sufficiently agile and representative to provide the
skills and capabilities we need for twenty-first century policing.
It’s about developing a modern, adaptable workforce that is
responsive to change. ’’ Workforce Transformation in the Police Service, February 2018
17Sussex Police 2018-22 Transformation Strategy 18
Sussex Police 2018-22 Transformation Strategy
Additional Sources
of Information
Police and Crime Plan 2017/21
Strategic Policing Requirement
National Policing Vision 2025
Sussex Police Local Policing Model
Medium Term Financial Strategy
Sussex Police and Crime
Commissioner’s Reserves Policy
References
Page 06
1. P
olice funding in England & Wales:
http://researchbriefings.files.parliament.uk/
documents/SN02616/SN02616.pdf
Page 09
2 https://www.justiceinspectorates.gov.uk/hmicfrs/
publications/sussex-crime-data-integrity-
inspection-2016/
3. C
rime Survey for England & Wales
http://www.crimesurvey.co.uk/
4. https://www.ons.gov.uk/
peoplepopulationandcommunity/crimeandjustice/
bulletins/crimeinenglandandwales/
yearendingseptember2017
5. H
MICFRS PEEL assessments
https://www.justiceinspectorates.gov.uk/hmicfrs/
peel-assessments/peel-2017/
19Trust
Report online at sussex.police.uk or by
calling 101. Always ring 999 in an emergency
Find us on social media
Produced by Sussex Police Corporate Communications. 2018You can also read
