Enhancing confidence in policing

Report: 12
Date: 5 February 2009
By: Deputy Commissioner on behalf of the Commissioner

Summary

This report provides an update on confidence in local policing covering:

• How confidence in policing is measured and latest performance
• MPS research findings on the factors driving confidence
• The new single national performance measure and target proposed by the Home Office and the MPS response to Home Office consultation
• MPS work to improve public confidence

A. Recommendation

That members note the update on improving public confidence in policing.

B. Supporting information

Current performance

1. The current measure for public confidence is via the British Crime Survey (BCS). The latest results show confidence in local policing now stands at 53.7% [year to June 2008] below the year-end target of 56.2%.The MPS remains above average in its Home Office Most Similar Family (MSF) group in second place behind West Yorkshire. Considerable effort is being applied to improve this performance; this report focuses on strategic issues aligned to the change to a national police performance measure on confidence.

2. From the 1 April 2009, forces will be assessed by means of a single top down measure of confidence. This will be assessed via the BCS using an amended question intended to produce a partnership ownership of problems.

“It is the responsibility of the police and local council working in partnership to deal with anti-social behaviour and crime in your local area. So how much would you agree or disagree that the police and local council are dealing with the anti-social behaviour and crime issues that matter in this area?”

3. The MPS and ACPO have identified that the attempt to create a partnership approach by jointly assessing police and local authority activity means forces may be held to account for performance beyond their control. The indicative target for the MPS to achieve by March 2011 is 58% against a current performance baseline of 46% [measured over the three quarters to June 2008]. The Acting Deputy Commissioner is preparing an MPS response in consultation with ACPO leads and the MPA stating our commitment to working with partners to improve public confidence and to achieve the best possible performance. It will also add concerns that the 12 percentage point improvement is ambitious and without precedent.

4. Whilst confidence may become the police measure of success local delivery is within the framework of local area agreements (LAAs) which, whilst subject to review, are already set. In London only 13 boroughs [40%] currently have confidence as a LAA target. The MPS will need to work closely with the MPA and Local Authorities to understand how LAAs can be more aligned with this important target and would like to explore how the Joint Engagement Meetings may be used to bring focus on this issue.

MPS research on the drivers of public confidence

5. The MPS Strategy and Improvement Department have developed a model of confidence in policing. The model analyses data from the MPS Public Attitude Survey; which allows detailed analysis of BOCU performance. The model, which we will continue to develop with the National Police Improvement Agency, will track trends over time and provide regular actionable data on public confidence to boroughs. The four elements of the model are:

1. Effectiveness in dealing with crime - Responding to emergencies; tackling and preventing crime; supporting victims and witnesses; providing a visible presence; and policing public events
2. Engagement with the community - Committed to and engaged with the community; listening, understanding and dealing with their concerns; and are reliable
3. Fair treatment - Fair and treated with respect; helpful, friendly and approachable
4. Alleviating Local ASB - Reductions in local disorder and ASB

6. Considerable activity is under way to impact on drivers of confidence, including the Policing Pledge – Our Promise to the Public, and continued development of Safer Neighbourhoods, Central Communications Command and a new communication strategy. However there is scope to develop a more coordinated approach to improving public confidence in policing through building the connection with other strategic drivers (e.g. Operation Sapphire, public order policing and major crime investigation) and working with the MPA and partners.

7. The plan is to develop integrated governance arrangements by introducing a new Confidence Strategy Board. Chaired by the DAC for Capability and Reform in Territorial Policing working to the Deputy Commissioner; it will comprise representatives from all Business Groups to identify the linkages between strands of work and provide greater support to implementation of the Policing Pledge. Work is already underway to review performance regimes to understand where issues are currently managed and potential gaps. Territorial Policing has focussed the current round of Crime Control Strategy Meetings (CCSMs) on introduction of the Pledge; this will be followed by CCSM rounds on Confidence in Local Policing and Safer Neighbourhoods. These will review compliance against current strategies and emerging issues.

8. Oversight to the work on improving confidence will be provided through MPS Performance Board and it is anticipated that a fuller report will be provided to the Strategic and Operational Policing Committee, setting out more detail on the proposed actions. The MPS will work closely with the MPA to understand how wider engagement strategies, in particular the Joint Engagement Meetings could bring further emphasis on key drivers for confidence and what other opportunities there are to bring partnership support to this activity.

C. Race and equality impact

1. MPS segmentation research has been able to classify the London public by their perceptions and requirements of the MPS into four broad groups: ‘Contents’, ‘Demanding’, ‘Supporters’ and ‘those Needing police services’. The four groups could not be distinctly divided into any demographic types - with a remarkably even distribution of gender, age and ethnicity across the groups. This supports evidence from our Public Attitude Survey and also from our Safer Neighbourhoods Survey suggesting that people experience policing at an individual level rather than in a way readily predictable according to their demographic background.

2. This is reinforced by the MPS modelling of confidence, which rates police engagement with the community as the most significant driver. Engaging with the public, listening to, understanding and dealing with their concerns is key to the MPS improving public confidence. The MPS will also need to continue to improve perceptions that it treats people fairly and with respect – a key commitment of the MPS Policing Pledge now being implemented.

D. Financial implications

1. At this stage it is not possible to evaluate the costs associated with achieving a 12 percentage point improvement within a two-year timescale and the extent to which work already included in our 2009-12 Business Plan and budget will facilitate such an improvement.

2. Any new initiatives to support the delivery of the statutory target as finally defined will be subject to our decision-making and business and budget planning processes. It should, however, be noted that at this stage the Government has not indicated that any additional resources will be available to support the delivery of this target.

E. Background papers

None

F. Contact details

Report author: David Dibble, Strategy and Improvement Department, MPS

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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