AN EVIDENCE-BASED APPROACH

“A key event in the development of our approach to the delivery of the 2018 Serious & Organised Crime Strategy.”

Andrew Cooke QPMChief Constable, Merseyside

There are many and varied clichés about the scale and impact of serious and organised crime. What we all know is that it is multi-faceted, multi-

generational and is a truly wicked problem affecting all of our local communities in one form or another.

The threat from serious and organised crime remains very high, partly due to the increasingly sophisticated methods employed by criminal groups and partly due to developments in technology. Criminals often exploit the most vulnerable people in the communities we serve, which is particularly distressing.’ The advancement of technology is also causing misery and harm in other areas such as the malicious use of drones that was so recently highlighted with the events at Gatwick.

The aim of this year’s conference is to look at an evidenced-based approach to tackling the threat from serious and organised crime. We will rightly focus on the launch of the new serious and organised strategy, how we intend to develop our approach to delivery across law enforcement and an honest assessment of how much progress we feel we are making. The conference will also explore the relationship of the SOC strategy with other central government strategies such as serious violence, with ‘County Lines’ being a significant threat across the country.

I am taking a slightly different approach to the conference this year in order to broaden the experience and hopefully exposure to good operational practice and wider academic research. The keynote address will have an international perspective this year. Day two will consist of a number of elective workshops; you will have the choice of four from eight, different but informative, sessions.

I hope you can come along and enjoy the conference but also treat it as an opportunity to reflect and discuss, so that you go away with a focussed intention to maximise the contribution of your agency towards tackling the threat from serious and organised crime.

Thank you

Andrew Cooke QPMChief Constable,

WELCOME TO SOCEX 2019

A few years ago after a further spate of incidents involving the criminal and anti-social use of motorbikes someone said to me that the police

were ‘impotent ‘and ‘had no answer.’ Three years later we have dramatically reduced incidents including those killed or seriously injured, made our roads safer and made this a tough space for organised criminals to act. How have we done this in Merseyside? Firstly, by developing hard edged confident approach of our staff in the policing of our roads in pursuing and detaining anyone who feels they can act with impunity, doors knocked in, eviction notices issued etc, etc. However, the greatest gains have come from preventing it in the first place ...in supporting schools across the county at primary level to educate each other in the dangers of this activity. It is this preventative area in the whole systems approach that is arguably the most difficult to fill especially with the impact of funding cuts – if we don’t do this, we keep arresting, convicting but nothing really changes, and our communities don’t get any safer. We have of course debated this around the rise in knife crime.

So, my colleagues on a daily basis relentlessly, professionally and with great skill continue to convict organised criminals, seize firearms and Class A – they prevent countless homicides through managing threats to life.

HMIC say they are ‘outstanding‘ at it. However arguably our greatest impression in keeping communities safe now and in the future is in our work with partners to implement diversionary style activities. We are currently working in partnership with both Everton in the Community (EITC) & Liverpool Football Foundation to deliver programmes across

Liverpool City Region. The work is aimed at Year 6 to School leaver age and targets those youngsters identified as being vulnerable to Criminal exploitation: the project includes both school time and out of school activities, focusing on education attendance, attainment and qualifications. Work also includes Community based activities. All of the activities and sessions planned target 1000 children overall in Year 1, however more focussed work takes place with those identified as particularly “complex and vulnerable” to exploitation.

The whole aim of the project is to offer education, support, guidance and a pathway away from SOC for those on the cusp of exploitation or those already involved in SOC. The programme will offer support for the identified/engaged youngsters throughout their time in school with a view to re-engage them in education and give them the opportunity for vocational training leading to employment. These opportunities include construction, catering, hospitality & horticulture to name a few.

Ian Critchley ACC Merseyside

AN ALTERNATIVE PATHWAY TOSOC

TThe National Crime Agency (NCA) has been leading the UK’s fight to cut serious and organised crime (SOC) – a national security threat

that now affects more UK citizens, more often, than any other threat – for almost six years. Working closely with our partners, we have continued to bring to justice criminals who cause the most harm to the British public, our communities and our economy.

The evolution of technology means any concept of a ‘stereotypical’ organised criminal has become outdated. The on-going rise in more sophisticated technologies allows criminals to take their criminality to the next level. We continue to see an increase in the use of encrypted communication methods, the Internet of Things, the Dark Web and crypto-currency, enabling OCGs to expand their operations and engage in multiple SOC threats. These threats and technologies are increasingly interlinked and OCGs will look to diversity business models, where the risk/reward balance and scope for profit make this viable.

With the scale and complexity of SOC continuing to increase, the need for a whole system response is ever more urgent. To combat high-harm and technologically sophisticated offenders we need an affordable and sustainable law enforcement response

where the right tools are available to the right agencies at the right time.

The Capability Strategy that we are developing with the National Police Chiefs’ Council is aimed at identifying the gaps in the national response. Early findings indicate that significant investment is needed to ensure that we keep pace. The Spending Review provides the opportunity to do this. We have established 16 key capability gaps that cut across the range of SOC threats. We can now point to notable examples, including county lines, cybercrime and firearms, where effective coordination, investment in capability building and tasking improve outcomes for the public. This must be the approach we continue to build on for the future. The right capabilities, developed to focus not solely on specific threats but to tackle all types of SOC and its financial rewards will enable us to protect the public from the impact of this national security threat.

Lynne OwensDirector GeneralNational Crime Agency

A WHOLE SYSTEM RESPONSE

TIME TO TACKLE THE WICKEDPROBLEM

During the recent knife crime summit the Prime Minister said “we can not simply arrest ourselves out of the problem” a mantra I believe applies

equally to how we look at and tackle Serious and Organised crime and violence.

The case for the SOC threat being a national threat is well made. Serious and organised crime affects more UK citizens, more often than any other national UK security threat and costs the economy at least £37 billion per year. The national assessment suggests that the threat from SOC is increasing, it is also broadening, becoming more complex, escalating in volume and becoming increasingly embedded within our our communities’ DNA. A complex problem that is compounded as the world continues to change and evolve, driven by technological advances that alter and influence our lives nearly every day.

The cost of the violence and harm emanating from those engaged in criminality, and the subsequent impact on community confidence, across all public service providers is less

Andrew Cooke QPMChief Constable, Merseyside

understood. As the threat from organised crime continues to evolve, we face an ever-increasing challenge to address it effectively. However we should never forget the need to minimise the impact on communities and to support victims, therefore we must always try and tackle both the symptoms and causes of SOC in the UK.

The government launched the Serious and Organised Crime strategy in October 2018, which is a good starting point in relation to tackling the whole issue with a whole system approach.

It provides an opportunity to rebalance the effort from a mainly pursue focussed approach, to one which also recognises the need to;• Building the highest levels of defence and resilience in vulnerable people, communities, businesses and systems.• Stopping the problem at source, identifying and supporting those at risk of engaging in criminality•Establishing a single, whole-system approach. How this translates into local policing and communities is key to its success and winning the war against those involved in serious and organised crime and will help to stem the current rise in violence.

The challenge is not just a law enforcement challenge but requires the support and action of other government departments and agencies. This is a critical issue that costs the country about £30 billion a year.

The current Government spending review will provide an opportunity to review the current funding models, whilst recognising that serious and organised crime is a national security threat.

It also provides the mechanism to develop a whole system approach that provides the mandate, structure and capabilities to tackle the emerging challenges, future proof the system and most importantly protect our communities.

“We only have a limited sense of the ultimate potential of new technologies and what lies ahead. This is no less the case

in the realm of international and domestic security”

Dr Klaus Schwab, World Economic Forum

Let’s concentrate on criminal networks and behaviours which can be exposed by data. The period of the next SOC strategy will see unprecedented changes in technology which will disrupt the way we access, acquire, analyse, use and retain data; consider 5G software defined networking, virtualised with connected and autonomous devices in homes, vehicles and cities. The consequential technologies they enable will influence both threats and opportunities for law enforcement. These perturbations may result in social and economic shifts not seen in many decades. The promises of artificial intelligence will increasingly be deployed by criminals and also by society as countermeasures. Development of qubit based processing may signify our move from digital to quantum investigations and intelligence. This is not a sci- fi prediction, this is now.

We will need to implement the remainder of the Investigatory Powers Act. This includes the huge potential of Internet Connection Records and internet enabled investigations. We will need to adopt a systemic approach to managing the complex capabilities that legislation refers to as Targeted Equipment Interference. This evidential power has many operational variations. A strategic review has recently highlighted how we should adjust our approaches to integrating communications intelligence. These all point to a fundamental

shift from any narrow focus upon specific capabilities, to one where techniques complement each other. Consequently, our governance must be sharper and leadership more technically literate. Improved security postures will become central to countering digital risks. Knowledge spreads across criminal networks; we should immediately network our knowledge systems.

We have yet to systematise digital ethics. Policing by consent is based upon Peel’s ‘offer’ from 1829. Capability investments need to be ethical by design, after all why spend large sums of money on something which ultimately is rejected by parliamentarians and the public? Civil society groups are constantly reminding us through their reports and litigation.

Law Enforcement SOC responses have to be based upon a system of systems to absorb the variety and demand that SOC generates. Data enabled investigations will be at the heart of what we do. We can expect the velocity, scale and nature of these demands to fluctuate. Our organisations and cultures are not presently constructed to be systemic or agile.

Will we be able to manage the paradox of working within organisational borders and concurrently serving a wider and demanding SOC system? Can we become a ‘team of teams’?

Richard BerryAssistant Chief Constable,Policing Lead for IP Act Capabilities

BUILDING A TEAM OF TEAMS

Serious and Organised Crime (SOC) affects more of us, more often, than any other national security threat. It costs the UK at least £37 billion every year. It

erodes our economy and our communities. Serious and organised criminals exploit children and ruthlessly target the most vulnerable in our society, ruining lives and blighting communities.

It is now clear that SOC poses a far greater threat to our people, our national security and our prosperity than has previously been perceived. The threat is increasing in volume and complexity. As set out in the 2018 SOC Strategy, it needs to be tackled through a cross-system approach, working with partners in law enforcement and beyond.

Our current understanding of the threat is still only the tip of the iceberg; the more we look, the more we find. A large amount of SOC remains hidden or underreported, meaning the true scale is likely to be greater than we already know.

To deliver the four objectives of the 2018 SOC strategy we need to reform the system to deliver a coordinated SOC response; expand our response beyond the traditional law

enforcement focus; keep pace with new crime trends and deliver new capabilities; manage increasing demand; and continue to deliver our current commitments.

To do this effectively, we, as a SOC community, face a number of challenges. We need to find the right balance between policing and non-policing responses; between international, national, regional and local; and we need to understand and connect better with colleagues across the law enforcement and criminal justice system and beyond. We need to explore innovative solutions, and to deny the advances in technology to criminals while making that technology work for us. We need to be better at analysing and sharing data without compromising the need to keep data and its sources secure. We need to invest in SOC capabilities wisely, and show that there is a positive return on that investment whether measured using economic or other metrics. And we need to be bold in identifying efficiencies and taking firm action where our current activities can be scaled back, stopped or done differently to allow us to maximise the use of our resources.

If we can do all of this, we will be well on our way to transforming the SOC system to the modern, nimble and effective whole system approach envisaged in the strategy.

Julia KinniburghDirector GeneralSerious and Organised Crime

RIGHT BALANCE BETWEEN POLICING AND NON-POLICING RESPONSES

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THE NEED TO COLLABORATE

Chris Haward Deputy Chief ConstableEast Midlands Special Operations Unit

The national SOC Strategy 2018 signalled a step change in the approach to tackling SOC and the provision of

specialist capabilities. In particular it shifts the onus to a more focussed disrupt, prevent, and protect approach targeting the “most serious offenders”. The response to this “will mobilise the full force of the state, aligning our collective efforts to target and disrupt serious and organised criminals”. This will be achieved through a ‘single, whole system approach’, pooling our skills, expertise and collective resources, co-designing new joint capabilities”.

The strategy expresses concerns that “too often, capabilities can be developed in silos risking duplication and inefficiency”. To protect against this, the strategy sets out a key expectation that “collaboration will be the default position” and “Specialist capabilities will be delivered once and be accessible to all those who need to use them” with Regional Organised Crime Units (ROCUs) “leading

the operational response to SOC, allowing capacity and capability to be shared where appropriate.”

Furthermore, the ‘Strategic Policing Requirement’ is an important element in that consideration and references a number of areas including cyber-crime and the need for a national network of regional capabilities to:• identify and understand threats;• conduct complex investigations (e.g. cyber crime and CSA) across boundaries;• conduct digital investigations, including on a collaborative basis, across boundaries and with national agencies; • gather, assess and report intelligence across boundaries and with national agencies;• respond to critical incidents, emergencies and other complex or high impact threats;Under the Police Act 1996 and the SPR there are clear duties set out for Chief Constables to look to collaborative approaches to help ‘align the collective effort’ and achieve the objectives listed above. This duty and obligation (whether

Strategy we must come together, and it is vital all agencies commit to this approach. Collectively we must make a real effort to provide:

• A clear, agreed view or vision from senior leaders about the future of collaboration and partnerships to tackle SOC.• A clear, agreed performance framework• A clear, agreed understanding of the cost and resultant benefit• A willingness to invest in common platforms, policies and practices• A clear sense of the expected returns on activity

By allowing a range of views from all agencies and stakeholder to be heard it should also be possible to determine which functions to move forward with deeper collaboration supported by other capabilities to be held locally or within agencies but accessed through a mature, networked approach.The SOCEX Conference is an ideal environment where such conversations can begin, develop and be encouraged to help take this debate forwards. There is no single, simple solution and the relationships we develop between peers, colleagues and the respective agencies will be vital to the success of this approach.

statutory or otherwise) must be taken seriously by all agencies with a role in tackling serious and organised crime and should not be seen as a police duty alone. This way we ensure a true picture of the threat and the capabilities available to mitigate this.

The Policing Vision 2025 explicitly references this issue: “Serious and organised crime generates new threats, like human trafficking, while terrorism has become more fragmented and harder to combat. The volume and severity of serious and organised and cybercrime, and other threats to the UK that have an international dimension is also growing, as criminal and terrorist networks seek to take advantage of globalisation”.The Policing Vision goes on to articulate an approach which is able to ‘scale up specialist capabilities’, ‘share specialist services’ and, ‘establish common methodology’ across agencies and across the UK.

The threat, the complexity and the severity cannot be met by one agency alone nor by police forces acting independently. In some cases, there may be an obvious and pressing need to do this in a fully integrated way (e.g. on line, borderless investigations). In others there may be a more nuanced debate where the interoperability and networked processes may / will determine where in the continuum (local, regional, national) the function could or should sit.

However, the landscape across policing, law enforcement agencies and from local to national remains somewhat cloudy on this subject. To truly deliver on the national SOC

We have become familiar with the concept of ‘grooming’ young, and often vulnerable women into sexual exploitation by groups of

older well-connected men. The same idea could undoubtedly be applied to young men involved in criminal networks, my research suggests. The Children’s Commissioner for England, Anne Longfield recently expressed the same concern, and like those young women we have heard about in Rochdale, Oxford and Rotherham, the young men I have spoken to are usually beyond the reach of the services they need. Typically, the criminal justice system - rather than education, health or social work – and more specifically the police are the services who have most direct contact with them.

While, as young teenagers, a ‘gang’ might appeal to a young person by providing status, camaraderie, access to drugs and alcohol, money and cars. My research suggests they often quickly get trapped into complex and brutal relationships with nameless ‘older men’, who co-opt them into front-line activities selling drugs and handling money. Relations with their friends can quickly sour and come beset by suspicion and competitiveness within the gang. Initial ‘opportunities’ to make money might turn into risky obligations that put them or their loved ones at risk of violence and intimidation, as well as criminal convictions and long custodial sentences.

Often these young people have few, if any, responsible adults or safeguarding

structures around them, as regular attendance at school is rare and home life is fractured. This context makes it easy for these individuals to go unnoticed by those who can help.

As they grew up, the individuals in my study experienced considerable challenges and many faced risks of serious violence as victims and/or offenders, drug dependence, homelessness, long-term prison sentences and complex mental health issues. Out of the thirty who were part of one regional sample, by the age of twenty-five, four were dead and another four were in prison on life-sentences.

One might now ask if we need to approach this problem as one of exploitation of young men by more senior figures in criminal networks? Perhaps we need to ensure that the child protection priorities are as important as tackling the wrong-doing they commit, and reframe these and similar young people as children who require careful safeguarding.

Dr. Emily GraySenior Lecturer, Criminology, Derby University

GROOMED YOUNG MEN IN SERIOUS AND ORGANISED CRIME NETWORKS

As a law enforcement community, we have latterly been focussing on developing a ‘whole system response’ in line with HMG’s SOC Strategy.

What we mean by this and, crucially, how we develop this is the subject of much work with NPCC, NCA, Home Office and other Government Department colleagues. In leading this on behalf of SOC policing, the ROCUs need to ensure that we are clear how we understand the threat from all levels and effectively task our capabilities against it. How we develop these capabilities (people and tech) together for the future and understand how we fund, govern and task is very much the centre of the work underway in preparation for an anticipated Spending Review. Those involved in harming communities engaging in serious and organised crime do not recognise any boundaries – local or international – in the development of their operating models and if we are to meet this threat head on, neither can we.

In CT Policing we have an effective model which, alongside UKIC, is pretty much the envy of every international colleague I speak

with. I accept that SOC is different in many ways and more of our capabilities originally designed to fight SOC are required to meet threats to life and complex problems beyond local capabilities. CT Policing is an effective network (at least in part) because it has broken down geographical thinking as it has grown as a network.The ROCU network has matured, but it is not yet clear where and how we are going to meet effectively the new threats or even the growing older ones without a system that can pull a lever and guarantee an effect. Too much of this currently relies on personal relationships and it is not yet a system that can evidence identification of the threat with a seamless response.

We need sensible conversations about how we push the boundaries to keep people safe from SOC and build resilient communities who have a choice to the alternative of the influence from the crime family or the OCG. All SOC is ultimately local in its impact and OCGs do not respect organisational or geographical boundaries; our whole system response cannot afford to either. Now is the time for a different conversation.

Matthew HorneDeputy Assistant Commissioner HQ - Professionalism NPCC Lead for Regional Organised Crime Units

WHOLE SYSTEMRESPONSE

If you would like to support the UK Police Memorial & honour our brave officers and staff, please contact Robert Astick by email at robert.astick@ukpolicememorial.org or by phone on 07934 606029

Policing is one of our country’s gifts to the world. Since the establishment of the Bow Runners in 1749, over 4,000 brave Police Officers have lost their lives fulfilling their duty – yet there is no fitting memorial at our national centre for remembrance – The National Memorial Arboretum in Staffordshire.

The new UK Police Memorial will be much more than a memorial for the Police Service, together with a digital memorial and an education programme for schools and colleges, this project will create a fitting tribute to honour those from our Police service who have paid that ultimate price. Once the Memorial is built and dedicated, a Living Memorial Fund will be set up as a permanent investment. The Fund will maintain the Memorial for the nation and will also be used to provide support to the families of the fallen when they need it the most.

A CULTURAL SHIFT

This year is the 5th year of the SOCEX conference and once again there is a fantastic opportunity for a range of professionals, partners and key

stakeholders to get together and understand the global and all pervasive challenge of serious and organised crime, and also how the law enforcement community can best respond to stifle criminality and protect the citizen.

Since the start of the SOCEX programme the world has continued to change at an alarming rate. The threat of international terrorism remains, a visible manifestation of bigotry and hatred and with increasingly understood links to organised crime, particularly as a financing stream. The mapping of ‘Organised Crime Groups’ in the UK over the last 10 years has provided a far better perspective and understanding of the threats faced, and of the levels of violence, coercion, control and massive criminal profit. Organised crime is both a local and global trade, its participants

Mick Creedon Former Chief Constable of Derbyshire Police

are entrepreneurial, resilient and dangerous and will exploit any opportunity. Its impact is clear in our own communities; perhaps most sadly, there is evidence that at times organised crime is tolerated and even celebrated by some, offering a viable alternative to the perceived legitimacy of state institutions, government and policing and a lucrative attractive opportunity for young people.However, its reach does not respect national boundaries; organised crime is one the key factors undermining global stability and security in some of the most fragile nations in the world. In a globally networked world our stability and security is intrinsically linked with theirs. To tackle this requires collective action.

The benefit of collectively working together across law enforcement and across borders and organisational boundaries is clear to us all, but still we fail to stifle, deter and defeat the day to day challenge we now better understand. The latest UK Government Serious and Organised Crime Strategy

Helena WoodAssociate Fellow, RUSI

is encouraging and there is a clear drive to understand how we can work better with the private sector, particularly around the areas of financial crime, criminal profit and money laundering. The truth is that this is only the start. Private sector companies hold a mass of data and intelligence and harnessing that knowledge and systematically matching that into law enforcement will enhance opportunities for prevention, problem solving, civil remedy and criminal investigation/prosecution.

To manage this requires not only a cultural shift within law enforcement - recognising we cannot solve this problem alone - but also in ICT and having systems that can allow for the sharing of knowledge and the retention and management of mass data at a time when there is more pressure than ever before on disclosure to the courts.

Furthermore, at a time of constrained budgets, building the academic knowledge base and the evidence of what works is essential. There is a growing recognition that at a time when the prisons are full to overflowing with increased discipline problems and with the reduced deterrent effect of short sentences, we have to look beyond the exciting and

deeply satisfying court conviction as the only acceptable end game. Disrupting criminality, including their finances, has to be the order of the day.

One of the Peelian principles requires that the efficiency of a police service can be judged by the absence of crime and not the detection of crime. This is completely applicable to organised crime and the challenge remains to better understand and then jointly stifle the threat, using new and innovative tools, techniques and legislation, rather than just focussing on the investigation and prosecution as the end game.

MAKING CRIME PAY – TIME FOR A CHANGE?

A combination of the prevailing UK legislation and generally accepted practices dictate that in the vast majority of confiscation cases, assets

seized under PACE or POCA are often held in storage for extended periods of time, suffering unnecessary depreciation. Therefore, if the defendant refuses permission or the court orders the sale, thousands of depreciating assets across the UK continue to haemorrhage value which results in frustrated law enforcement staff watching on, powerless to stop the rot.

It is often quoted that you can’t sell assets at the beginning of an investigation as the owner hasn’t even been charged, but how fair is it to an acquitted defendant for example, who had a 1 year old Audi seized, to then later receive the same car back, years later but it has now halved in value? Does the current model serve to protect the best interests of all parties concerned or is there a better way of doing things that protects the defendant's rights and also maximises the return to the Home Office and victims?

Aidan LarkinHead of Asset Recovery Wilsons Auctions Ltd

Other countries such as Belgium and The Netherlands (to name a few) utilise a model whereby particular seized assets (subject to a set of conditions) are often sold, pre conviction (in reality within 3-6 months of seizure) in a matter of weeks to maximise the return and capture the value. Once the asset is sold, the proceeds are held in an interest-bearing account pending the result of the case. It’s worth noting that the strict conditions result in most depreciating assets (excluding assets of sentimental value etc.) can be sold expeditiously thus capturing the value for the defendant (if acquitted) and for the state (if convicted). This model has run very successfully and continues to do so, therefore, why wouldn’t the UK adopt a similar approach?

Many forces partner with private sector companies to try and store assets as professionally as possible but no one can stop the steady downward march of depreciation.

If the UK were to adopt the new model, the following benefits could be seen:1. Increased funding for future law enforcement activity via ARIS2. Greater compensation for victims3. Increase in asset recovery effectiveness (one could also assume thatfuture FATF reviews would reflect this positive change too)

4. Lower risk of litigation – acquitted defendants receive full value for theirassets

A common UK practice used in some regions includes obtaining a restraint order and leaving the assets in the custody of the defendant. In our experience this is often ineffective and at worst contradictory, particularly when concerning high value vehicles. How can an agency or force, execute a warrant, seize assets but entrust the high value (usually more complicated) asset to the care of the very person they are accussing of a criminal offence? The restraint order is sought from the court to “prevent the dissipation of assets” and yet we’ve seen countless examples of restrained assets, in the defendant's custody, reported lost or stolen due to a “burglary” and the asset has gone from the jurisdiction forever.

There is no doubt that excellent work is being carried out across the country with dedicated units, such as the Asset Confiscation Enforcement (ACE) teams, obtaining permission to sell seized assets but they are usually instructed to act many years after the initial seizure and the depreciation has already occurred. What changes could be implemented that would increase Home Office receipts that would also benefit both the defendant, prosecution and taxpayer alike?

What more can be done to fundamentally change the UK approach to seized assets and deal with them at a much earlier stage thus stemming the flow of millions of pounds being lost every year?

Dedicated Asset Realisation Officers perhaps in each region adopted as a status quo (this has been mentioned in a handful of regions but never fully implemented).

A change to adopt some internationally accepted best practice in asset management would certainly be a step in the right direction and go a long way to making crime pay.

SPEAKINGTHE RIGHT LANGUAGE

In an age of limited time and budgets, social media chaos, mountains of data and the need for immediate answers, do you speak the same language as your boss?

Do you know what’s keeping him or her awake at night? If not, you are going to struggle to get your share of the resources you need to do your job; whether that be more people, new technology, or even recognition and a pay rise.

Making sure you remain relevant to the business you work in with your security and/or investigations duties is more important than ever. If you can’t relate your work to what makes your organisation successful, then ultimately you will fail.

It’s either about saving money, or making money. Can you really say you contribute to either and back it up with facts and figures? There may be hundreds of people in your business who are all after the same pot of money and resources needed to get their project done.

How to get your share

Rob SinclairChief Operating Officer @ Altia-ABM

One of the answers is to make sure you spend time with the various business stakeholders and really understand what is driving their agenda. For example, let’s say you work in retail loss prevention:

How could you link your security duties to the success of new store openings or product launches? How could your local security services support the in-store customer journey? What services could your team offer and how could you align them so that you become part of the planning process and the success of business operations? What sort of security/risk information would be useful to the 'store operations' planning team? What format do they need the information in and when is it needed?

You are far more likely to get funding for your projects if you can link your services to these points. To do this, you need to really invest time into getting to know your business’ overall goals. Spend time with key people in the organisation, ask lots of questions and become well informed. It may take you slightly outside your comfort zone, but it’s really important to listen to the language used and emulate it.

Mark WhittleseaSmartcase Product Manager @ Altia-ABM

The results of simply listening to others and then using the right language can be trulyamazing. Your work will become part of the jigsaw that makes the business a success, not just an underfunded support role that people don’t really appreciate or understand.

The future of integrated securityCorin Dennison, Director - global profit protection at Adidas, has worked hard to ensure his team is viewed as a ‘business enabler’ and has this to say on the subject: “The future of integrated security lies within the ability of the function to become a true business partner, not simply a ‘necessary’ cost centre. “Leveraging solutions such as CCTV and case management to serve as business enablers, as opposed to ‘security serving’, demonstrates the foresight of security leaders to be actively commercial and aligned to your business objectives.”

Mick Creedon, who spent 10 years as the chief constable of the Derbyshire Constabulary, had to face the same dilemmas over resources, finances and priorities in the public sector and in an organisation where the safety of citizens and attacking criminality framed the business objectives.

He adds: "With over 4,000 staff and officers, I had a constant stream of funding requests. The ones I got behind were those that clearly aligned specifically with mine and the force’s objectives and that were articulated in a way that supported these fundamentals. The policing mission is wider than ever before with challenges from technology, terrorism, globalism, organised crime and rightly, a retained focus on local priorities. Any decision- making process had to constantly balance risk and threat against declining resources and increased expectation from the public, courts, media and politicians. In any decision making,there had to be a clear focus on what needed doing and an understanding of the need, the plan, the resources and the timescale."

Take the first step. In your security role, you should have access to mountains of very valuable data about what is going on in your business at its various locations, its products and its employees and customers that would be

useful to many different stakeholders.You need to take the first step. Establish who the key decision makers are in your businessand ensure that everything you do aligns with the company’s values and business aims.

Spend time speaking to people and researching best practice to find out what data is useful,in what format and then share it with the right people. You may also wish to work with industry specialists and software developers who can helpyou to speak the right language, keep you informed and get what you deserve.

Altia-ABM will help you speak the right language; keep you informed and get what you deserve.We have been working closely with security and investigation teams now for some 15 yearsand our specialist incident and investigation software is purposely built to enable you tocapture what is important and share that in whatever format you choose to the right people, in the right language at the right time.

SPONSORS AND PARTNERS I THIS YEAR WE THANK

ALTIA – ABM

Altia-ABM is a fast-growing global group which develops innovative software to facilitate criminal investigations and manage covert operations. Our customers include: 100% of UK police forces, a number of UK government departments and regulatory authorities and law enforcement professionals around the world. Altia-ABM’s products significantly save time conducting investigations and reduce their cost.

NPCC

At the National Police Chiefs’ Council (NPCC) we help police cut crime and keep the public safe by joining up the operational response to the most serious and strategic threats. We bring together 43 operationally independent and locally accountable chief constables and their chief officer teams to coordinate national operational policing. We work closely with the College of Policing, which is responsible for developing professional standards, to develop national approaches on issues

WPC SOFTWARE

WPC Software is an established provider of information technology solutions with a strong focus on the public sector. We have a proven track record delivering software solutions that can be seen in over 95% of police forces across the UK as well as local authorities and central government.

WILSONS AUCTIONS

Wilsons Auctions is a progressive and forward looking company with a passion for continually finding new ways to offer first rate sales and services to both buyers and sellers alike. This goal is achieved through the provision of a thoroughly professional and personal service while keeping up-to-date with the latest technological advances and industry advances. Wilsons Auctions are the only auction company in the UK and Ireland to offer a complete national coverage and are therefore able to take full advantage of regional price trends on behalf of vendors. With a staff count in excess of 300 across its operations, Wilsons offer a wealth of experience and industry knowledge in all aspects of sales management.

APPEN

Appen has more than 20 years of experience in data annotation, collection, evaluation and transcription and a track record for successfully enhancing image, speech, text and video data for use in machine learning and artificial intelligence. We have deep expertise in more than 180 languages and dialects, do work in more than 130 countries, and have access to a global crowd of over 1,000,000 skilled contractors. Appen partners with leading technology, automotive and eCommercecompanies — as well as governments worldwide — to help them secure the data they need to create innovative products and services that rely on natural language and machine learning.

THINK DIFFERENT EVENTS

Since the inception of SOCEX as a series of conferences, we have worked with the leading law enforcement agencies and partner organisations to design, organise and deliver this series of events, tailored specifically to meet the SOC Agenda. With Andrew Cooke and his team, we have facilitated the organisation of the Strategic Conference programme and look forward to working with all attendees across the two days.

BADGER SOFTWARE

Badger Software is the supplier of the CLIO Manager system, used by individual forces, ROCUs and other law enforcement organisations for dealing with critical incidents, crimes in action and a range of other serious and organised crimes.

EVERTON IN THE COMMUNITY

Everton in the Community is one of the UK’s top sporting charities and firmly established on the world stage of community sports development. As the Blues’ official charity it is considered one of the Premier League’s leading community schemes due to the quality

SPONSORS AND PARTNERS I THIS YEAR WE THANK

LIVERPOOL JOHN MOORES UNIVERSITY

Policing, crime prevention and allied security professions. Established in 2015, the Liverpool Centre for Advanced Policing Studies (LCAPS) has a wealth of professional, practical and academic experience. LCAPS uses this experience to conduct research and provide training within the fields of policing, crime prevention and allied security

MASS SPEC ANALYTICAL LTD

Mass Spec Analytical (MSA) is a world leader in forensic science and the one of the leading forensic chemistry services providers in the UK . We work with police forces in the UK and internationally to assist with overseas investigations, government and private organisations throughout the world. We provide expert opinion and analytical services across

FORENSIC ANALYTICS

Forensic Analytics Ltd operates at the cutting edge of LEA investigations. We create innovative and disruptive software for tactical operational environments demanding fast, accurate and cost-effective data cleansing, analysis, indexing and mapping.

GSA - GEOFF SMITH ASSOCIATES

Founded in 1997, Geoff Smith Associates Limited is a Leicester based firm with over 70 professionals dedicated to making IT work for the law enforcement community.Our staff includes subject matter experts in Covert Policing, Intelligence, Serious & Organised Crime, Kidnap & Extortion and we seek to develop our products with a keen ear to current practising professionals.

MCM SOLUTIONS

MCMS is a global leader in digital forensic technology for acquiring, analysing and reporting on data from a broad range of digital devices including computers, mobile devices and loose media.Headquartered in Britain and with a global presence of employees, distributors and re-sellers the company has been involved in digital forensics for the military, intelligence agencies, enterprises and law enforcement communities since 2003.

SHORTEST PATH TRAINING

We are proudly regarded as the industry leading IBM i2 Training experts, offering up some of the most complete training solutions including Analyst’s Notebook, Analyst’s Notebook Premium & iBase. We offer a range of regular open courses, or we can provide unique bespoke courses based upon specific functionality and data sets, and reflecting the students’ current software knowledge.

DAY 1 | Wednesday, 22 May 20199:45AM | Strategic Conference WelcomeSpeakers: Peter Goodman (Chief Constable, Derbyshire Constabulary)

10:00AM | Tough and CompetentSpeakers: Andrew Cooke QPM (Chief Constable, Merseyside)

11:00AM | SOC Ministerial AddressSpeakers: Rt Hon Nick Hurd MP (Minister of State for Policing and the Fire Service & Minister for London)

11:30AM | The Changing Nature of Serious and Organised CrimeSpeakers: Steve Rodhouse (Director General (Operations), National Crime Agency)

12:15PM | Strategic Panel Session ISpeakers: Andrew Cooke QPM (Chief Constable, Merseyside) Steve Rodhouse (Director General (Operations), National Crime Agency) Marc Jones (PCC for Lincolnshire and APCC National Lead PCC for Serious & Organised Crime)

12:45PM | Lunch

1:45PM | Serious and Organised Crime Strategy 2018 – A whole system approachSpeakers: Julia Kinniburgh (Director General, Serious Organised Crime) 2:15PM | SOC Prevent & PartnershipsSpeakers: Nigel Page (Policy Lead – Prevent and Partnerships, Home Office)

3:00PM | SOC TaskingSpeakers: Steve Bennett (Deputy Director, NCA) Colin Stott (Detective Chief Superintendent, National Coordinator for Regional Organised Crime Units (ROCUs))

3:45PM | Strategic Panel Session IISpeakers: Steve Bennett (Deputy Director, NCA) Nigel Page (Policy Lead – Prevent and Partnerships, Home Office) Julia Kinniburgh (Director General, Serious Organised Crime)

4:00PM | Refreshments

4:15PM | The value of law enforcement working with the private sector to tackle serious and organised economic crime.Speakers: Graeme Biggar (Director General National Economic Crime Centre (NECC), NCA)

4:45PM | Use of Account Freezing Orders (AFOs) to deprive criminal from their assets and increase asset recovery.Speakers: Martin Peters (Detective Chief Inspector Head of ERSOU Cyber & Economic Directorate) Rob Turner (Detective Inspector – ERSOU Economic Crime Directorate)

5:10PM | Making Crime Pay: An overview of international best practice in managing seized assets and maximising revenue and reducing costs.Speakers: Aidan Larkin (Head of Asset Recovery, Wilsons Auctions Ltd)

5:30PM | Day 1 Closing RemarksSpeakers: Peter Goodman (Chief Constable, Derbyshire Constabulary)

CONFERENCE DINNER7:15PM | Reception & Pre-dinner refreshments

7:45PM | Dining doors open & Conference Dinner

9:00PM | Charity Raffle On behalf of The Police Memorial

9:30PM | After Dinner SpeakerSpeakers: | David Neal (Provost Marshal (Army) and Commander 1st Military Police Brigade)

12:00AM | Conference Dinner Ends & Carriages

DAY 2 | Thursday, 23 May 20199:30AM | Introduction Day 2Speakers: Peter Goodman (Chief Constable, Derbyshire)

9:45AM | Towards the Near Horizon - Working in a world of Integrated Communications IntelligenceSpeakers: Richard Berry (IP Act Capabilities Lead, NPCC)

10:45AM | Strategic Panel Session IIISpeakers: Richard Berry (IP Act Capabilities Lead, NPCC) Andy Archibald (CEO, CCL Group)

11:00AM | Refreshments

PARALLEL SESSIONSThe 5 sessions below will be repeated at 11:15 AM and 12:15 PM

Workshop 1 - System Thinking in Partnership; How can we deliver a whole system approach in local partnershipSpeakers: Darren O'Callaghan (Head of Intelligence, Tasking and Development, Hampshire Constabulary) Workshop 2 - What happens to persistent young offenders who become involved in serious and organized crime networks when they grow up?Speakers: Emily Gray (Senior Lecturer, Derby University)

Workshop 3 - The Current Drugs Threat: A wider approach to achieving a collective understanding.Speakers: Mark Lay (Detective Chief Superintendent Head of Intelligence, SOCU Bedfordshire Police) Tony Saggers (Director and Threat, Risk and Harm Consultant, Stratac Logical Limited) Piers Dingemans (HACA Co-ordinator for the East & Former Det Supt CT) Duncan Young (Detective Chief Inspector) Scott Owen (Higher Analyst)

Workshop 4 - SOC Peer Support Reviews - ThemesSpeakers: Dave Wheatley (Detective Superintendent READ Team, SOCG Home Office) Shane Roberts (Home Office READ Team Serious and Organised Crime Group, Home Office)

Workshop 5 - The Parsons Green tube bombing Counter Terrorism investigation from a Communications Data perspectiveSpeakers: Gavin Weeden (Senior Law Enforcement Embed National Communications Data Service OSCT, Home Office)

12:00PM | Refreshments

12:15PM | Repeat of PARALLEL SESSIONS above

1:00PM | Lunch

PARALLEL SESSIONSThe 5 sessions below will be repeated at 1:45PM and 2:45 PM

Workshop 6 - Victim or Offender: Trafficking or Organized Immigration Crime?Speakers: Daniel Silverstone (Director, Liverpool Centre for Advanced Police Studies & Reader in Police Studies)

Workshop 7 - Examining the use of business analysis techniques to police OCGs through Project U BATTLESpeakers: Chris Allen (Research Lead Project U BATTLE)

Workshop 8 - Anthony Grainger Public Inquiry Learning – Sensitive Intelligence (receipt, recording, dissemination & interpretation)Speakers: Tony Creely (Detective Chief Superintendent, Head of Public Protection and Serious Crime Division Greater Manchester Police) Ryan Davies (Detective Superintendent NW Regional Organised Crime Unit (GMP officer))

Workshop 9 - Driving up the knowledge & use of private sector intelligenceSpeakers: Nick Downing (Assistant Chief Constable, Head of Serious Crime, Kent and Essex Police)

Workshop 10 - SOC system tasking - exploring risk transfer and capability accessSpeakers: Colin Stott (National ROCU Coordinator) Gill Duggan (National Project Lead - SOC System Tasking)

2:30PM | Refreshments

2:45 PM | Repeat of PARALLEL SESSIONS ABOVE

3:45PM | Day 2 Closing RemarksSpeakers: Andrew Cooke QPM (Chief Constable, Merseyside)

Please note the programme remains subject to change at the time of print

Think Different Events Ltd Station House, 34 St Enoch Square, Glasgow, G1 4DFT: +44 (0)141 221 7423 E: info@thinkdifferentevents.co.uk