Territorial Policing - Thematic performance report

Report: 12
Date: 13 October 2011
By: Assistant Commissioner Territorial Policing on behalf of the Commissioner

Summary

This is one of a series of thematic reports requested by the MPA relating to aspects of the MPA/MPS Policing London Business plan 2011-14. This report will look specifically at how the MPS and partners have been delivering the strategic outcome of ‘convincing communities we are on their side.’

A. Recommendation

That Members note the contents of the report.

B. Supporting information

1. The MPA/MPS Policing London Business plan 2011-14 has six defined strategic outcomes. This report will look at how the MPS along with our partners, have been performing against the Strategic Outcome of ‘convincing communities we are on their side.’

2. There are four corporate objectives contained within this part of the business plan: to improve:

• the quality of our engagement with the public,
• individual access to public services,
• response policing and the satisfaction of service users and
• the quality of individual interactions with the public.

Each of the corporate objectives has defined key deliverables. This report and the headings are structured to provide an update on each of the objectives and their key deliverables.

TO IMPROVE THE QUALITY OF OUR ENGAGEMENT WITH THE PUBLIC
Understand and respond to public priorities, including in high priority communities

Public Attitude Survey (PAS)

3. Since the baseline year 2008-9, the recent PAS results for the year 2010-11 show a steady upward trend for the most significant driver of public confidence, community engagement. The key individual PAS diagnostic questions for engagement for the whole MPS indicate the following increases:

• Police understand the issues that affect this community - up 3% (currently 71% up from 68% in 2008-9)
• Police are dealing with the things that matter to the people in this community - up 3% (currently 68% up from 65% in 2008-9)
• Police can be relied on to be there when you need them - up 8% (currently 75% up from 67% in 2008-9)
• Police can be relied on to deal with minor crimes - up 9% (currently 63% up from 54% in 2008-9)
• Police in this area listen to the concerns of local people - up 5% (currently 69% up from 64% in 2008-9)

4. PAS borough data until now has only been available every three months (quarterly) but it is shortly to become available on a monthly basis, which will enable more current confidence factors to be considered.

SNT Web Pages

5. Each SNT web page is quality assured to ensure it has clear information about how people can get involved with their local SNT, ward panel and engagement activities. Each SN web page contains the following information/message:

At our public meetings we are asking you to tell us about the issues of crime and anti-social behaviour in your neighbourhood that matter to you. We will tell you what we are doing with our partners to make your neighbourhood safer and how you can help to decide our local priorities. We will also give you information about crime and people brought to justice. These meetings may include street briefings, drop-in surgeries or mobile police station visits.

6. Public meetings and engagement events are advertised for the ensuing month on each web page for each team. The most popular types of event are street briefings and drop in surgeries. A hyper link on each web page leads to an update on the team’s local priorities as agreed with their ward panel, called ‘We asked, you said, we did.”.

Communication preferences of Londoners

7. The PAS has two specific diagnostic questions in relation to how Londoners prefer to receive information about local policing issues. The first question asks respondents to identify from a list of communication methods all the ways they currently receive information about local policing issues. Secondly, and from another list of communication methods, they are asked to choose all the ways in which they would prefer to receive this information.

8. PAS results over the last three years have shown a consistent top three average for the MPS. From the list of communication methods about how the public have found out about local policing, local newspapers were indicated by 50%, leaflets through the door by 35% and local newsletters by 23%. From the list of communication methods about how they would prefer to receive information on local policing, leaflets through the door were selected by 47%, local newspapers by 42% and local newsletters by 36%.

9. There are of course variances across boroughs. For example in many boroughs the preferences are for communication by letters from the police or through television. Although each borough is encouraged to tailor their communication channels according to the needs and preferences of their local communities, there is a strong preference for local newsletters expressed by the residents of London. Funding has now been secured to enable MPS corporate newsletters to be sent to every household in London every six months from September 2011 to October 2012.

10. MPS employees have access to Mosaic, a comprehensive consumer information package published by the Experian company. SN teams are able to design bespoke engagement plans for the different streets in their wards and neighbourhoods using the detailed data offered by “Mosaic” on London’s communities. Whilst most boroughs have a generic borough engagement strategy and most SNTs have a ward or neighbourhood profile, there are only very rare examples of a bespoke ward or neighbourhood engagement plan. This is an area of business improvement being proactively driven by the Crime & Customer Strategy Command.

SN Ward Panels

11. The ward / neighbourhood panel will decide the priorities for the area by examining results of community consultation and research by police and partners. This will include taking into account public events and meetings where the community have voiced their concerns. In addition to priority setting, the neighbourhood panel should also be fully involved in deciding what type of action should be taken on local concerns and have an input to the problem solving approach. Locally agreed priorities need to be SMART (specific, measurable, achievable, realistic and timed) in order to provide accountability and an indicator of performance.

12. A joint MPA / MPS assessment of ward panels has recently been agreed. At time of writing the draft terms of reference await confirmation. The aim of the assessment is to review the current structure and purpose of ward panels within the Safer Neighbourhoods model.

Community & Police Engagement Groups (CPEGs)

13. CPEGs are the primary local groups for delivering the MPA/MPS community and police engagement and consultation programme. They provide the structure to enable local people to regularly consult with their local police, the police authority, key stakeholders in crime and disorder reduction (such as the local authority and probation service), and each other about strategic policing; including consultation on the Policing Plan development. All CPEGs have recently been consulted on the proposed replacement for the Policing Pledge called Met Promises.

Neighbourhood Link

14. Neighbourhood Link is a digital communication tool to enable mass email and SMS to be sent to registered audiences on specific topics. It works by having a member of the public or a business register on the system. We select the appropriate method of delivery based on the purpose and content of the message itself and how that suits the preference of the recipient taking into account perhaps a disability, or access to technology and this will include voice, e-mail, fax or text message.

MPA / MPS - Community Engagement Commitment and action plan 2010/13

15. Launched in July 2010 the aim of the joint Commitment is ‘to provide accessible, multiple opportunities for Londoners to engage with the MPA and MPS in shaping policing policy and practice.’ The Commitment has six principles, Information, Inclusion, Preparation, Integration, Involve and Feedback and an action plan has been created / structured to accurately describe MPS action under each principle. The action plan will be formally reviewed each April to ensure it remains relevant and contemporary to the needs of our communities and meets the intentions of the MPS. Progress in completing actions will be overseen and monitored by the monthly Confidence & Satisfaction Board.

16. The Community Engagement Commitment MPS Action Plan 2010/13 was presented to the Community Equalities and People Committee by Commander Rodhouse on 5 May 2011 and accepted.

Governance

17. The MPS established the Confidence and Satisfaction Board (CSB) to oversee and coordinate work being undertaken across the organisation to improve public confidence and customer satisfaction. The Board comprises representatives from all business Groups and is chaired by DAC TP. The ‘MPS Champion’ for the Engagement Commitment is Commander Steve Rodhouse, TP Crime & Customer Strategy. Corporate governance responsibility rests with the CSB, which is a pan-London committee with has cross-business group membership.

Engage in community problem-solving to reduce crime and ASB

18. The MPS gauges public attitudes towards ASB through a number of methods including by reference to the Public Attitude Survey (PAS). At the end of the performance years 2010/11 PAS figures show that public ‘perception of ASB taking place’ in the local area was down 1% from last year to 12% and down from the high point 23 % in 2008/09; whilst ‘worry about ASB’ in the local area remains static this year at 25% having dropped from the high point of 39% in 08/09.

19. All Safer Neighbourhood Teams (SNTs) receive training in problem orientated partnership solutions (PoP). The PoP approach is a tool to be used, if necessary, once the ward panels have decided upon the SNT's priorities. This training encourages the SNTs to involve partners and the public as much as possible in solving local issues that affect the community. All 32 London BOCUs and the Safer Transport Teams have PoP advisors to provide guidance and quality assurance as the processes develop. Chief inspector, Inspector and Sgt SN training has included input in relation to local performance management processes

20. As a result of our SNT engagement, currently (May 2011) there are 724 ASB priorities set by SN teams based on priorities shown on their web pages. This is broken down into ASB-Youth (310),ASB-General (161), ASB-Alcohol (74), ASB-Drugs (65), ASB-Control strategy (47), ASB-by motorists (40),ASB- Begging (10), ASB-Dogs (10) and ASB-prostitution (7)
21. To encourage innovation and good practice the MPS hosts the London Problem Orientated Partnership award’s each year. The applications for this year have been received and 6 finalists identified. The award ceremony will take place in July 2011. The quality of the problem solving processes included in nearly all entries has significantly improved over past years. This may be largely explained by the focus on improvement, learning and best practice recently introduced to the quarterly seminars for all MPS problem solving advisors.

The MPS communicates effectively across London and informs communities about crime and policing issues

Engagement Plans & Natural Neighbourhoods

22. A one-size-fits-all approach to engagement does not provide value for money and does not meet the needs of London’s diverse communities. The natural neighbourhood concept enables cost-effective and tailored engagement within each and every ward in the MPS. All SNTs have bespoke engagement plans and continue to identify the natural neighbourhoods (NN) within their wards.

23. The NN concept in the MPS supports the ward-based neighbourhood policing model and enables the safer neighbourhood teams (SNTs) to tailor their communication to the diverse communities that exist within a ward. The natural neighbourhoods model in the MPS is based on the National Police Improvement Agency approved approach. Pilot development took place in Greenwich borough. Each Safer Neighbourhood team in the borough consulted with local people in their ward to ask them how they would define their local neighbourhood.

24. Altogether 170 natural neighbourhoods within the 17 wards of Greenwich were identified. As an example, Abbey Wood Ward in Greenwich is divided into seven natural neighbourhoods. The SNT have developed tailored communication planes for each natural neighbourhood. Where a natural neighbourhood overlaps two wards, the SNTs have developed a joint communication plan.

TO IMPROVE INDIVIDUAL ACCESS TO PUBLIC SERVICES
Enhance our customer contact and information channels, including for ‘hard to reach’ groups.

Ward Panel Virtual Surveys (WPVS)

25. In addition to the details of our customer engagement previously discussed in this report, we have sought to communicate more effectively with areas of the community that prefer not to communicate on a face to face basis.

26. WPVS have been piloted in Kensington & Chelsea and Westminster since August 2010. The idea was created and developed by a member of the local community. Ward panel virtual surveys are a quarterly electronic survey sent out to ward level contacts asking them to share their levels of concern on ward level issues in advance of ward panel meetings. The survey takes on average less than two minutes to complete, comes with a free text box which is a source of actionable community intelligence. It significantly enlarges the democratic validity of the panel’s decisions, makes the decisions more informed and assists in stopping single issues capturing the agenda.

27. It brings in voices of younger communities, the cash rich time poor, people with caring responsibilities, members of the business community and others who for multiple reasons would not attend an evening police meeting.

Digital Engagement - Website Content Management System (CMS)

28. The MPS Digitial Engagement Strategy has a refreshed focus on ensuring that information is specific, local and current for the residents and communities of each borough.

29. Phase 1 of the strategy was completed in early 2011, with a new content management system that allows each borough to manage their own web pages and ensure news, features and appeals are current and relevant to local communities. Phase 2 in summer 2011 will deliver a new website design based on the needs of the user / customer, who will be able to access information relevant to their location by entering their postcode.

30. The existing MPS Customer Satisfaction survey is being scoped as an on-line survey supporting an organisational move to embrace the advantages of utlising digital channels of communication. The survey will allow local monitoring of customer satisfaction (and service recovery) on an individual basis and will directly link survey responses to individual crime reports.

31. The MPS is currently identifying ways to address the fact that, on some boroughs, satisfaction from BME groups is lower than for members of white groups. A project is due to report to the Diversity Executive Committee and Confidence & Satisfaction Board on how boroughs can enhance working practices to reduce the White/BME gap.

Effectively direct users through the right contact channel and develop public awareness.

Public Access Project

32. The MPS understands and respects the Mayoral commitment around access to front counter provision. A review of public access policing services is currently being carried out with the aim of developing and implementing a more cost efficient model for delivering services to Londoners. This will improve performance and customer satisfaction through a radical redesign: policing services are accessed via different mechanisms or 'channels' that are divided into 'remote' such as via the telephone and 'face to face' such as through front counters or via pre-planned surgeries or public meetings.

33. The intention is provide 'face to face' access at times and locations that are more closely aligned to public demand. This will however require support from local communities to underpin a business case for change. The business case must be supported by an engagement process that shows that local communities are aware of the proposed principles of change, that they understand what the consequences could be in their local areas and that they agree the benefits of the change process.

34. A community engagement process will commence on 4th April 2011 and boroughs will engage with strategic and neighbourhood partners. An online survey will capture the views of the public and pan London consultation will ensure that the views of vulnerable communities and under represented groups are also captured. There is a great disparity in the footfall at front counters across London. Any change will only be implemented following a further period of community engagement.

TO IMPROVE RESPONSE POLICING AND THE SATISFACTION OF SERVICE USERS
Improve the quality of our emergency and non-emergency response

35. The MPS is in the process of review and development of our response policing model. The two main drivers of developments in response policing are:

a) Matching resources to demand and
b) Improving performance and customer satisfaction.

36. The effectiveness of the shift pattern changes and the pilot response models are being fully evaluated, which will also highlight actual and potential efficiencies.

Improve our service standards and user satisfaction in all customer contact.

37. An MPS Customer Service Cross Business Working Group was established in August 2010 to coordinate activity across the MPS aimed at improving the quality of customer service. The group is chaired by the Commander of the newly formed Crime and Customer Strategy Command. It aims to understand more clearly why there are differences in customer satisfaction between local communities, and to focus on practical deliverables in significantly improving the quality of customer care to those who receive policing services and in particular black and MEG victims and witnesses.

38. There are four strands of priority work:

• improving the customer service and satisfaction of black and MEG victims & witnesses
• advising customers and / or victim & witnesses how an investigation is progressing
• improving secondary contact after initial information is provided to a victim / witness, including the name of the investigator and how to contact
• improving the leadership and delivery of customer service at local level.

39. Attention to the importance of the individual customer experience is of paramount importance to the MPS. From May onwards boroughs will be provided with monthly user satisfaction data that allows Boroughs to identify individual expressions of dissatisfaction and to highlight good performance and service so that this can be recognised and acknowledged.

40. Many aspects of policing now incorporate quality call back processes into their daily way of business. Whilst it is now commonplace for borough based units to engage in this activity, we are now seeing some of the MP call centres using local volunteers to contact people who have phoned police for assistance, and then to capture the lessons learned through their existing local performance management processes.

41. Further work in this area will include an increase in the offence types where individual satisfaction data is collected. This work is intended to include victims of crimes (e.g. sexual offences) where the collection of customer feedback requires specific and sensitive processes. In short, the MPS plans to be much more inclusive in responding to the individual customer experience.

TO IMPROVE THE QUALITY OF INDIVIDUAL INTERACTIONS WITH THE PUBLIC
Deliver consistent high quality individual service and improve each user experience

42. The MPS is striving to introduce improvements that ensure a robust customer services ethos becomes embedded within the organisation. Customer service needs to be driven locally as mainstream core business.

43. A refreshed customer service strategy is being drafted for the MPS. It sets the standards expected of employees and commits to local delivery of high quality services with a corporate approach. The Strategy is based on four principles which support the corporate themes and the drivers of satisfaction and confidence. Those principles are Effectiveness, Value for Money, Accessibility and Continuous Improvement.

44. Recommendations are currently being made to directly enhance the experience of victims, both from first contact through the customer experience to secondary investigation and longer term follow-up. These recommendations will enhance the customer journey allowing victims to feel engaged and informed throughout the progress on their case.

Provide a visible and accessible professional police presence in our communities and in key encounters

45. The introduction of safer neighbourhood policing provided a sustainable visible, accessible and familiar presence within London’s communities. The best practice engagement and learning gained from the experience of SN teams is actively being disseminated amongst other business groups, with proven engagement tactics brought into deployment and communication plans.

Stop and Search and stop and account

46. In January 2011 the MPS and MPA started formal public consultation about Crime & Security Act legislation that allows for the withdrawal of stop & account. The consultation is vital in order to ensure that informed decisions can be made, and specifically in relation to those groups of people most affected by stop and account: males aged 16-24 from BME communities.

47. A large amount of consultation has taken place or is still scheduled, ranging from media and local press releases to on-line surveys and engagement conferences to discuss the issues. As part of the wider consultation process, the London Debate was held at City Hall on Wed 11th May 2011. The event was opened by Kit Malthouse and closed by Cindy Butts. The Chair was BBC news presenter, Kurt Barling.

48. The format was a ‘question-time’ style debate with two panels one from an older age group and one made up of 16-24 yr olds. The event was attended by approximately 150 people (mostly from the younger age group). The expressed views focused on accountability and the scrutiny processes. Strong agendas were played out.

49. The full consultation process concluded in early June 2011 with the analysis and recommendations sent to MPS Management Board. In the UK, 38 of 43 forces have ceased using stop account. Two forces await the MPS decision and a further two forces are retaining the status quo due to difficulties in data monitoring and IT systems.

Operation Target

50. Operation Target was launched by the Commissioner at the beginning of June 2011. This is a major new crackdown against robbers, burglars and violent criminals and one of the largest operations of its kind.

51. The operation has a high profile strategic focus in support of boroughs. Integrated within Operation Target is Blunt 2, an intelligence-led policing strategy against dangerous places and dangerous people - those at risk of harm from serious youth violence. The fast-time nature of enforcement and the deployment of officers from outside a borough have historically presented challenges for slower-time meaningful dialogue with local people, with a consequent potential threat to local public confidence and trust.

52. SN teams will assist the engagement strand of Operation Target through their capacity and capability to listen to the perceptions and expectations of the local community on each ward - including young people - through planned bespoke communication methods and by providing key messages, engagement opportunities and appropriate consultation with identified individuals and groups. It will be the role of SN teams to capture during de-briefing any feedback received from the Op. Target deployment and build this in to their ward-based problem orientated partnership working.

C. Other organisational and community implications

Equality and Diversity Impact

1. This report seeks to highlight the importance of continuing to capture and understand the experiences of as many service users and different communities as possible, so as to assess the factors that can help deliver improved confidence and satisfaction in the MPS and improve levels of satisfaction received.

Our ambition should be to ensure that we maintain a high standard of customer service principles and that improvements are seen and felt by Londoners, particularly when examining the different satisfaction rates between white and BME customers.

2. This is consistent with the expectations of the MPS Diversity and Equality Strategy 2009 – 2013 specifically theme one, 'Fair and Responsive Services':

• Ensure we are delivering services that are accessible and responsive to people's needs
• Ensure we are treating people fairly and with respect

3. The MPA and MPS Community Engagement Commitment 2010 – 2013 contains a commitment to monitor broadly similar themes, namely:

• Increased public confidence in the police
• A wider range of people taking part in MPA and MPS community engagement

Consideration of MET Forward

4. The MPS can continue to build confidence in the communities of London by re-asserting policing promises to the public that reflect the customer service principles contained within the corporate strategic priorities and MET Forward.

5. We can constantly strive for improved public confidence by demonstrating we are on the side of communities, to fight crime and reduce criminality to make our communities safer, and to deliver the best possible value for money by involving people in priority setting and active citizenship.

Financial Implications

6. There are no financial implications directly arising from this report.

Legal Implications

7. There are no legal implications directly arising from this report.

Environmental Implications

8. There are no environmental implications directly arising from this report.

Risk Implications

9. There are no risk implications directly arising from this report.

D. Background papers

None

E. Contact details

Report author: CI Kevin Hobson, Crime and Customer Strategy Command (Safer Neighbourhoods) , MPS

For information contact:

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

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