Safer Neighbourhoods update

Report: 6
Date: 5 June 2008
By: Assistant Commissioner Territorial Policing on behalf of the Commissioner

Summary

This report provides an update on key aspects of the MPS Safer Neighbourhoods programme and builds on the report presented in December 2007. The report includes:

• Identification of the ‘way forward’ for Safer Neighbourhoods (SN), including integration of SNs into day-to-day policing, ensuring appropriate links to other parts of MPS and providing details of the MPS National Neighbourhood Policing Conference, detailing themes/ideas resulting from 10k volt exercise;
• Current SN Performance Framework (PF) including impact of crime levels on satisfaction and reassurance data, how satisfaction of Londoners is being increased and will be sustained, and whether PF suits central and Borough monitoring needs;
• Details of proposal to extend Safer Neighbourhood Teams (Safer Neighbourhood teams) to non-geographic communities, including whether SNs by Wards is best proxy for ‘communities’;
• Details of SN Ward Panels, including whether all wards have panels, sergeants are chairing meetings, and how MPS monitors demographic make up of panels as representative of the community;
• Assessment of strategic risks; and
• Provides a medium to long-term assessment of resource implications.

A. Recommendations

That Members note the contents of this report.

B. Supporting information

1. Identification of the ‘way forward’ for Safer Neighbourhoods (SN), including integration of SNs into day-to-day policing, ensuring appropriate links to other parts of MPS and providing details of the MPS National Neighbourhood Policing Conference, detailing themes/ideas resulting from 10k volt exercise

2. Successful delivery of the SN Programme has led to the MPS being graded as a ‘beacon site’, leading the way nationally in the implementation and development of Neighbourhood Policing (NP). Key evidence supporting this MPS lead position includes:

• Early implementation of the full roll out of SNs by December 06 (significantly ahead of the national target of April 08);
• ‘Excellent’ grading by HMIC (one of only six forces with this grade – vast majority of forces graded ‘Fair’ or ‘Poor’); and
• MPS performing significantly above its Most Similar Family (MSF) group in at least one iQuanta banding (confidence in local policing) with the remaining being within the MSF average.

Driving this success is the excellent and significant, work and achievements of Safer Neighbourhood Teams (SNTs) in partnership and collaboration with partners and communities.

3. The significant challenge for the MPS is now to move from an ‘implementation’ phase to a phase which will successfully ‘embed and mainstream’ SNs in a policing style effective for the 21st century and one that will ensure community confidence and reassurance.

‘Safer Neighbourhoods 2008-11 Vision and Overarching Themes’

4. The way forward to embed and mainstream Safer Neighbourhoods is encapsulated in the ‘Safer Neighbourhoods 2008-11 Vision and Overarching Themes’.

Vision statements

5. Between 2008 and 2011, the people of London will become increasingly confident in their local police service. This will be especially so in the ability of police to understand and tackle the issues that cause the public most concern. As a consequence, the public will feel increasingly safe in their neighbourhood both by day and by night and feel less worried about Anti-social behaviour.

6. Safer neighbourhoods Teams particularly will contribute to this by engaging with all local communities in effective and appropriate ways in order to identify and respond to their concerns. They will tackle and resolve those issues concerns using a problem solving approach and then ensure the local communities are informed of the result.

7. In this way the community will feel more empowered to work with the police and partners in resolving crime and anti-social behaviour in their area.

Overarching themes

8. Improving Confidence - Understanding and dealing with local issues

• Overseers of citizen contract – winning the case as the community safety company of choice;
• Embedding ‘Making our Neighbourhoods Safer’ through local problem solving and partnership working to resolve local issues, and reduce crime and anti social behaviour (ASB);
• Embedding the engagement of local people in problem identification and giving communities ownership of the solutions;
• Further improving public confidence and satisfaction;
• Further improving public reassurance and security; and
• Making our services more accessible and improving people’s experiences of their contact with us, especially victims and witnesses.

9. Partnership and Neighbourhood Management

• Embedding working with partners and communities to tackle problems in the most effective way to improve trust and confidence in local policing, and to reduce crime an anti-social behaviour;
• Further improving collaboration and joint working with all local partners and staff dedicated to identifying and resolving the problems facing communities;
• Developing a fully integrated approach (Flanagan Principles) to neighbourhood management including joint tasking and co-location to ensure seamless, joined up delivery of local priorities; and
• Supporting active citizenship to develop cohesive, empowered and active communities.

10. Mainstreaming

• Building a robust, shared and sustained understanding of the purpose and goals of Safer Neighbourhoods internally across corporate, OCU, and team levels;
• Building a robust, shared and sustained understanding of the purpose and goals of Safer Neighbourhoods externally within partnerships, local communities, and the public; and
• Ensuring Neighbourhood Management and Safer Neighbourhoods agendas are mutually supportive.

11. Integrated Offender Management - breaking the cycle of motivation and opportunity

• SNTs supporting and actively participating in systems and processes used for the management of offenders owned by the wider partnership, working together to provide holistic solutions to offenders;
• Adopting a multi-agency, where there is clarity of roles and responsibilities for each partner agency in managing individual offenders together, with real time sharing of information, with clear and joined up avenues of communication;
• Changing offender’s motivation and opportunity to commit crime and create options for diversion into resettlement pathways designed to deal with the individuals needs; and
• Joint agency activity influencing offender’s lifestyles, preventing re-offending by key individuals within a neighbourhood, creating a greater trust and confidence within the community and recognising the need for robust enforcement activity for those who persistently turn down these new opportunities and move away from their criminal lifestyle.

12. Intelligence

• Increasing community intelligence gathering to support the investigation and reduction of crime; and
• Increasing use of community networks to support action to tackle terrorism and organised crime.

13. Cross border communities and criminality

• Reducing threat, harm and risk by increasing the focus on identifying and tackling the issues that affect cross-border or non-geographic communities; and
• Developing more collaborative and flexible approaches to address local issues that do not fit existing structures and boundaries.

14. Counter Terrorism Prevent Agenda (CONTEST) - Protecting communities from the threat of violent extremism

• Preventing people becoming or supporting terrorists or violent extremists by:
• Working with local communities to identify vulnerable individuals;
• Tackling those who disrupt neighbourhoods; and
• Engaging with partners to address underlying social problems.

15. Youth - Reducing youth crime and victimisation

• Engaging with young people to provide services that are accessible and relevant to them;
• Using a problem solving approach to tackle youth crime and anti-social behaviour through Safer Neighbourhoods working with communities especially young people;
• Working with partners to extend Restorative Justice approaches, strengthen our work with Support programmes and extend Diversion capabilities;
• Extending the role and capability of Volunteer Police Cadets;
• Working with partners in schools and Children’s services to increase the confidence young people have in police; and
• Identifying and working with victims of crime who are likely to become perpetrators.

16. Victims and vulnerable people

• Increasing focus on people at risk including Domestic Violence, Mental Health, and Families;
• Protecting children and young people from harm by embedding ‘Every Child Matters’ initiative; and
• Increasing support for vulnerable victims, particularly those subject to repeat offending.

Organisational Control Strategy

17. ‘Safer Neighbourhoods 2008-11 Vision and Overarching Themes’ signposts the route to embedding Safer Neighbourhoods and highlights themed key areas of work to direct activity to deliver it, and an Organisational Control Strategy will now be developed within the framework of the overarching themes to more specifically detail, direct and deliver the mainstreaming of SNs in a policing style effective for the 21st century and one that ensures community confidence and reassurance.

18. Whilst the Organisational Control Strategy is currently in development, two overarching themes, Integrated Offender Management – London Diamond Initiative and Mainstreaming, are explained here in more detail, along with a summary of progress in communications and marketing.

London Diamond Initiative

19. The MPS is working as part of the London Criminal Justice Board to further develop the SN concept with a proposal to break the cycle of re-offending. It will target the MPS, Criminal Justice Service and re-settlement resource to those neighbourhoods in London where the largest number of offenders return on their release from prison.

20. A proposal to pilot the concept has been submitted to central government for consideration and discussions are underway with the London boroughs, which cover the neighbourhoods where possible pilot areas have been identified. (Early information is that funding will be provided for the first year of the scheme, this is likely to be sufficient funding for 3-4 pilot areas).

21. The proposal has two stages: firstly, data analysis to establish those neighbourhoods with high volumes of offender prison returnees and concentrations of resident offenders dealt with by way of non custodial sentences, taking into account the individual needs of those neighbourhoods; secondly, a multi-agency intervention, including the police, probation and a range of other services to support individual offenders, their families and the wider community.

22. We know that 64% of offenders re-offend within two years of a prison sentence and this is even higher for offenders who receive short-term custody (under 12 months) at 73.4%. We believe that holistic multi-agency solutions based in local neighbourhoods and responding to their needs, are a crucial way to address this challenge in London.

23. The benefits of the approach are expected to be: safer neighbourhoods, reduced costs of crime and a reduction in the demand for custody from identified target neighbourhoods (including youth).

24. The initiative will build on the success of the SNs Programme, delivering greater confidence in policing and increasing feelings of safety and security in neighbourhoods across London.

25. The hypothesis is that it is possible to break the cycle of re-offending, and therefore the demand for custody, by allocating resources ‘at the front end’ on key neighbourhoods where offenders reside.

26. Nine boroughs have the highest concentration of ‘hot spot’ wards. Following initial conversations all of these boroughs have confirmed an interest in being considered for any pilot but the names of the boroughs have not yet been made public nor agreed and are therefore not specifically identified within this report.

27. Having identified potential neighbourhoods, further analysis will be completed to understand a greater level of information about: crime types and risk (including a review of Multi-agency Public Protection Arrangements (MAPPA)); offenders and their needs; and, existing provision and support. This will inform the interventions that will be put in place.

28. Objectives of London Diamond Initiative

• Reduce the demand for custody from identified target neighbourhoods (including youth);
• Reduce the costs of crime and support safer neighbourhoods;
• Support stronger and more cohesive neighbourhoods; and
• Following the mapping, measures will be put in place against these objectives and a full evaluation will be built in from the start.

Mainstreaming Safer Neighbourhoods

29. On 7 March 2008, the MPS hosted a conference for forces in England and Wales on Neighbourhood Policing, which showcased the good practice of the six forces that were graded ‘Excellent’ in the last round of HMIC inspections. 32 forces were represented, along with ACPO and Police Authority attendees; about 300 delegates attended in total. Professor Jonathan Crego (MPS) held a 10,000v workshop interactive exercise for the delegates in order to gather ideas and experience to drive forward mainstreaming.

30. Alongside this report, the MPS Strategic Research and Analysis Unit (SRAU) will complete a second report focused specifically on the relationship between Counter Terrorist Intelligence Officers (CTIOs) and SNTs at a local level. This will provide a robust example for issues concerning links between Organisational Command Units (OCUs) and SNs. The reports are scheduled to be completed in two to three months.

Current mainstreaming work

31. Building a shared and sustained understanding of the purpose and goals of SNs internally and externally, and ensuring mutually supportive agendas across portfolios, is at the heart of the MPS approach to mainstreaming. The following are examples of where this is already taking place:

32. Response and call handling: A call allocation protocol has been agreed between all relevant directorates. This provides clear guidance on how SN teams can be used to assist response teams. The focus of this policy is upon directing SN teams to tackle calls that relate to their local priorities. This policy also re-iterates the requirement that all teams are to respond, when able, to calls requiring an urgent response to deal with situations that are life-threatening or that may result in serious injury, loss or damage.

33. SNTs play an invaluable role to help the MPS achieve its primary objective of keeping Londoners (and visitors) safe. The teams are pivotal in the public protection arena as the MPS seeks to effectively manage dangerous people, dangerous places and vulnerable victims. The central SNs Unit has developed a tactical menu of options, which outlines how SNTs can engage effectively and meaningfully contribute to the MPS’s public protection vision.

34. CT (counter terrorism) training and awareness is part of the SN training for SNTs and includes our Safer Transport Teams (STT):

• SN sergeants have received Special Branch briefings on ‘radicalisation’ and on how they can identify vulnerable locations and communities in the course of their engagement and response to the needs of local communities;
• SNTs undertake work to support Op Rainbow ‘Pro-Map’ database (CCTV locations and identification of other relevant premises);
• Operation Delphinius – SNs are part of the local response to CT. SN teams are acting to engender trust and confidence of all communities; and
• Work allocation for SNTs includes CT Rainbow activity.

35. Tackling organised crime: In Operation Rhine, SNTs are being used to identify and maintain contacts within the Turkish and Kurdish communities of north and east London. These contacts are being used to initiate bespoke problem solving to tackle the needs of this community.

36. In recent work to tackle Vietnamese organised crime, SNTs are taking a lead role in both identifying suitable individuals with whom the MPS can engage to discuss the issue. In addition, SNTs are taking a leading role in identifying and disrupting cannabis factories (drugs and drug dealing is consistently one of the top community priorities across London).

37. SNTs are also taking a leading role in tackling less high profile forms of organised crime i.e. by supporting Trading Standards and counterfeiting operations along.

38. Operation Vanguard – ‘cash-in-transit’ robberies. Serious Crime (SCD) have briefed all SNs Sergeants and provided follow up training on a number of Boroughs. SNs officers are playing a vital part by engaging with security van staff in a highly visible fashion:

• Since June 2007 CIT attacks have fallen by 37% compared to the previous 5 months;
• Intelligence captured has increased by 460% since the start of Vanguard; and
• Detection rate for CIT attacks has risen to 40%.

39. Operation Alliance commenced on Monday 29 October 2007, which brings together a range of resources from MPS business units and the five local authorities in the London Boroughs of Lambeth, Croydon, Southwark, Lewisham and Greenwich. The operation directs the delivery of new and existing approaches to the reduction of serious violence, including that involving gangs. It is designed to explore new ways of working across borough, business units and organisational boundaries. Learning will be distributed quickly to other areas experiencing serious violence related to gang activity. SNTs are actively engaged in this operation through intelligence gathering, high visibility patrols, weapon sweeps and community engagement. The aims of the operation are:

• Sustainable reductions in gang-related violence; and
• The removal of criminal gangs or a significant reduction in their impact upon serious violence.

Communications and Marketing Strategy

40. A revised SNs Communications and Marketing Strategy sets out the key areas of internal communication for the programme to support the ‘Safer Neighbourhoods 2008-11 Vision and Overarching Themes’, and develop and maintain links across the organisation. The internal communication of SNs aims to raise awareness and understanding of the programme, encourage recruitment into SNTs, help to spread good practice, encourage feedback and promote the benefits of SNTs to all areas of the organisation. Understanding will allow SNTs to work more effectively with other units across the MPS. Effective internal communications of SN will underpin the long-term mainstreaming of the programme.

41. Various communications channels are used to disseminate corporate messages, good practice, and raise awareness of the role of the teams and how to contact them. On a corporate level, The Job Magazine is regularly briefed with SN initiatives and successes and often features articles on how SNTs are working with other areas of the MPS and partner organisations. The MPS intranet ‘Your News’ pages, and the SN intranet site are used to post stories from the SNTs about how they are tackling local concerns by working with the community, other areas of the Met and partners. Performance information is included in the Key Brief and Key Message posters that are circulated to all managers as a staff briefing aid.

42. A corporate CD-Rom providing an internal presentation of SN has been provided to every team to aid any internal briefings they do to other MPS units and partner agencies. The central SN Communications Team produces a regular SN newsletter that is sent to all SN staff, Borough Commanders, Borough Press Liaison Officers (BPLOs), partner agencies and stakeholders for them to disseminate through their internal and external channels. The central Communications Team also produces a weekly e-newsletter that is sent to all SN staff and BPLOs who make the information available through their local channels.

43. At a local level, boroughs produce regular internal newsletters that are sent to all staff and include information about the differences SN teams are making across the borough. These are often printed and distributed in staff areas and on notice boards. Notice boards are used to display SN press clippings and good news stories/newsletters and team information such as photos and contact details. Local intranets are used to raise the profile of SNT with good news stories regularly posted and team details are often made available.

44. Current SN Performance Framework (PF) including impact of crime levels on satisfaction and reassurance data, how satisfaction of Londoners is being increased and will be sustained, and whether PF suits central and Borough monitoring needs

Crime reduction and confidence achievements

45. Successful delivery of the MPS Safer Neighbourhood Programme (SNP) since April 2004 has led to a sustained reduction in crime and increased level of confidence in local policing. Critical to driving this success has been the excellent and significant, work and achievements of Safer Neighbourhood Teams (SNT) in partnership and collaboration with partners and communities. With the introduction of SNTs since April 2004 there does appear to be a positive association with reducing crime levels - with total notifiable offences (TNOs) falling on successive quarters. As SNTs have been tackling crime levels and local community priorities, there has been an increase in public confidence. These findings suggest that SN policing is providing community reassurance and helping to bridge the gap between falling crime and fear of crime, whilst also having an impact on crime levels.

46. Linkage of SNs and crime reduction

Key headline evidence of this achievement includes:

• Total Notifiable Offences (TNO) June 2004 to September 2007 have fallen 16%;
• Almost all crime categories (excluding Trident gun crime) are showing decreases, with TNOs as a whole under 900,000 for the first time in the last 10 years (Apr 07/Mar 08 compared to Apr 06/Mar 07);
• Confidence in local police for 07/08 is at 56% (PAS), a 4% increase on 04/05;
• Incidents reported to Police (on CAD) a 4% increase 06/07 to 07/08, reflecting (with TNOs falling, sanctioned detections increasing to 25% above 24% target, and confidence in local police rising), increasing confidence that police (MPS) will deal with matters reported to them;

SN Performance Management Framework

47. The MPS SN Performance Management Framework (PMF) is based on six key survey based questions. These questions are monitored on a quarterly basis using the MPS Public Attitude Survey (PAS). To complement the PMF the MPS also monitors a set of key driver questions using the PAS that are designed to enhance understanding of significant factors that can impact on SNs. The survey canvasses the opinions of 22,000 people across London annually and produces results that are reported at Borough, Cluster and MPS level. The six key PAS survey areas are:

• Confidence in local police;
• Feelings of safety in local area during the day;
• Feelings of safety in local area after dark;
• Agree that local police understand community issues;
• Agree that local police are dealing with community issues; and
• Worry about anti-social behaviour.

48. For the financial year 2007/08, the following findings are noteworthy:

• Confidence in local police at 56% (PAS) is on a par with the previous year (2006/07) and 4% above the level recorded in 2004/05;
• Feelings of safety in respondents’ local areas by day (97% from 96%) and during the night (72% against 74%) have remained pretty static compared to last year;
• Almost two-thirds of Londoners (64% against 61%) feel that local police understand the issues that affect their community and agree that local police are dealing with things that matter to the community (62% against 60%); performance figures in these two areas have improved from the previous year; and
• Worry about anti-social behaviour at 40% has risen by 4% from the previous year.

49. Although not currently part of the SNs PMF, it should be noted that ‘satisfaction with local police’, a more personal assessment than confidence and driven by feelings of security and trust, has increased to 65% in 2007/08 from 59% in 2006/07.

50. Regularly assessing people's view of how the MPS is performing and how safe they feel, plays a vital role in identifying what we are getting right and where we need to do more. These results are extremely encouraging and show that the majority of people feel safe and have trust and confidence in the police. However, we do also recognise that people's views of policing vary depending on their personal experiences and that there are areas that we will continue to focus on.

Increasing satisfaction of Londoners

51. A key driver of increasing satisfaction with local police is effective communication and engagement. In parallel with the PAS, the MPS has an extensive SNs database system called ‘EPIC’, (Enforcement, Prevention, Intelligence, and Communication) that monitors these activities and the performance of local SNTs and their involvement with partners and the public. A snapshot of the most recent EPIC data (Apr 07 – Mar 08) is summarised below. Top priorities amongst the 630 SNTs and 21 Safer Transport Teams (STT) are as follows:

• ASB by Youths – 426 teams
• Burglary – 234 teams
• ASB (in general) – 177 teams
• Theft from M/V – 175 teams
• Drug use & drug dealing – 153 teams
• Engagement: 11,143 pre-planned public meetings (increase of 69% over previous year) attended by 164,704 people; 3,323 neighbourhood panel meetings; 2,816 street briefings (increase of 100% against previous year);
• Tackling Local Issues: 160,824 intelligence reports; 74,783 visits to victims of crime; 1,761 Community Payback projects; and
• Enforcement: 377 Crack house closures*; 8,460 home visits to discuss Anti social behaviour with the family of offenders; 2,715 Anti social behaviour contracts agreed; 619 Anti social behaviour orders issued; 5,624 Penalty Notices for Disorder issued; 22,267 arrests (including 1,625 arrests on warrant) made.

52. Putting Londoners’ needs at the heart of what the MPS delivers, is what SNTs are all about and they work hard to engage with their local communities to increase better communication and satisfaction with local police performance.

53. In 2007/08 SNTs have made significant progress in engaging with London’s youth population. For example, between October 2007 and March 2008 SNTs attended 1,660 school assemblies, 304 school fêtes/carnivals and 3776 youth clubs. They have participated in 33,571 dedicated school patrols and 10,698 school visits.

Ongoing MPS confidence and reassurance research

54. Confidence and reassurance research data within the MPS are collected via the following means:

• Public Attitude Survey (PAS). PAS is a rolling survey with reporting occurring on a quarterly basis in all London boroughs;
• Local borough surveys, and Key Individual Surveys (KIN). KIN surveys are locally based surveys that are carried out by SNTs and are a local engagement tool that is used with local residents and businesses, and
• Safer Neighbourhoods Survey (SNS). The SNS is carried out on a yearly basis in seven SN wards and has been continuous since the early pilot stages.

55. Crime statistics are collated daily by the MPS at both a ward and borough level.

56. Ongoing research carried out by the Strategic Research and Analysis Unit (SRAU) suggests that local crime and disorder can have an impact on both the satisfaction of the police as a public service, and on public reassurance. Data from the SNS, PAS, and from other work conducted by the SRAU, indicates that individual levels of confidence in the police are influenced by a number of factors, for example, knowing someone who has been a victim of crime; being a victim of crime directly; and/ or by seeing crime and disorder on a regular basis. Such research has found that the media, which often reports high levels of serious and violent crime, does not play a major role in influencing people’s perceptions and anxieties of crime and disorder. Research has highlighted that local ward based information from the Metropolitan Police Service (MPS) can increase confidence in the police, and delivers reassurance if it informs local people that the police know about the local problems and doing something to address and reduce these.

57. Analysis of the SNS and PAS consistently show that fear of crime and perceptions about types of crime impact less on public satisfaction with local policing, than concerns about ASB, disorder and perceptions of social cohesion. This suggests that we should be looking to improve the outcome measures about ‘perception of ASB’ and monitoring how people feel about their neighbourhood.

Research driving sustainability of increased satisfaction of Londoners

58. The MPS uses the PAS as a long-term measure to assess the public’s confidence in policing. This provides a mechanism to ensure that SN personnel address areas where performance is changing. Research from the PAS and SNS have indicated that the following issues feature in improved public confidence in policing:

• Police reliability;
• Positive perceptions of police community relations;
• Local police helpfulness;
• High visibility of police;
• Reduction in worry about ASB and teenagers hanging around; and
• Public information.

59. SNTs are being monitored and measured on the above key drivers through the EPIC PF.

60. By continuing to evaluate both the process of the SN programme via the action research projects being carried out by the SRAU, and people’s confidence and reassurance of the police via longer-term surveys (PAS and SNS), the MPS can ensure that performance is regularly measured and issues are dealt with where necessary. All of this research will help maintain consistency, and sustainability of this programme.

PMF enhancement

61. Territorial Policing Command Team have recently restructured into new Link Commands with Boroughs reporting directly to bespoke Commanders who have less additional portfolio responsibilities than previously. This provides the opportunity for more direct intervention by Link Commanders into performance management issues and SN performance will be one of those performance areas. This will also assist to embed and mainstream SNs.

62. The Central Safer Neighbourhoods delivery team will continue to conduct performance support visits to every borough. The first boroughs to receive central support visits will be those apparently performing less well on each link command after the release of each quarters performance data and performance will be examined on a rolling trend basis as well as direct borough comparison on a quarter by quarter basis.

63. More specifically, the Central Team will:

• Examine Borough SN performance (against MPS, by link Commander group, etc.) considering patterns, trends, good practice, blockages, Borough areas for improvement (AFIs), utilising:
  • PAS (quarterly results);
  • EPIC (three month data);
  • Advisory Visits (scheduled or dedicated support visits);
  • Annual SN Crime Control Strategy meetings (CCSM), AFIs (generic and/or Borough specific); and
  • Assessments of Policing and Community Safety (APACS) (as relevant to SNs).
• Provide corporate direction and leadership to embed SNs (i.e. mainstreaming SNs, driving local performance, and enhancing partnership working);
• Located at TfL dedicated performance meeting room in Parnell House, Wilton Road; and
• Utilise multi-screen format, a support analysis team and instant messaging.

64. In conjunction with the new Link Command structure, this more focussed central support will be provided to Boroughs, particularly those with apparently poor performance or on a downward trend. This additional support will:

• Also be an option for Boroughs to request themselves;
• Initially, focus on those Boroughs performing less well and holding greatest potential positive impact on MPS performance;
• Involve direct support from central SN Unit teams (e.g. ASB, Problem Solving, Communications & Media etc.) for a period or periods of time as required;
• Offer opportunity for Boroughs to address and progress AFIs quicker and with support;
• Enable the opportunity for the central SN Unit to work closely with selected Boroughs to progress mainstreaming, enhance partnership working, support SN delivery against APACS and other initiatives;
• Maximise the opportunity and ability of key Boroughs to impact on the required SN performance ‘step change’.

65. Implementation of this process will augment the SN PMF and maximise the opportunity to make further improvements in SN performance:

• More effectively and actively support Boroughs performing less well or in decline;
• Assist SN overarching themes delivery - mainstreaming, enhanced partnerships, improving confidence etc;
• Providing regular effective follow up to SN CCSM throughout objective year; and
• Maximise SN and organisational learning.

Citizen’s promise

66 Imminent introduction of the MPS Citizen’s promise will further underpin SNs commitment to increasing satisfaction and confidence, detailing how we will meet the core standards of service expected. For SNs this means we will:

• Work with citizens to identify the issues involved and identify priorities;
• Work with local people and partners on how to best address the priorities;
• Review the progress and impact of actions taken and keep citizens regularly informed in the way they find most convenient.

Details of proposal to extend SNTs to non-geographic communities, including whether SNs by Wards is best proxy for ‘communities’

SNs Business Engagement Project

67. The Business Engagement Project was started to establish a toolkit for SNTs to use to increase the level of engagement with businesses. Its aims are to:

• To improve contact between business and SNTs;
• To encourage Businesses to be an integral part of the KIN; and
• To encourage participation in Ward Panels and Joint Agency Groups; and
• To establish business priorities.

68. By improving engagement with businesses, SNs will:

• Increase satisfaction with local policing within the Business arena;
• Increase confidence that police are identifying the issues that cause greatest concern to local Businesses;
• Increase confidence that police are tackling the issues that cause greatest concern to businesses; and
• Increase staff perceptions of safety in the local area by day and by night.

69. The initial phase of the work was around developing a Bespoke Key Individual Network survey for businesses (BKIN). This was developed in conjunction with business partners, such as:

• The British Retail Consortium;
• The Federation of Small Businesses;
• London first; and
• The Co-op.

70. The BKIN was then piloted on eight wards in December 2007. The pilot wards developed a new BKIN group with thirty plus people from businesses located within their ward. A cross section of businesses and staff levels was required. The completed surveys have been analysed centrally and the outcomes will be evaluated at a workshop. The workshop will comprise SN team staff, BKIN members and the strategic partners and will determine:

• Any changes to the BKIN format;
• Business issues/priorities/needs;
• SN needs;
• Best practice;
• Additional tools required; and
• The next steps.

Operation Tyrol – Enhancing policing on transport system

71. Operation Tyrol will provide additional resources to enhance policing on the transport system with greater focus on crime, disorder and public reassurance on the bus system. It is intended to provide an immediate and visible response to a Mayoral priority and develop a sustainable and effectively funded policing response. The Operation has four objectives, to:

• Implement an immediate operational plan at three development sites to develop the concepts; and impact on crime and disorder;
• Establish an evidence based approach to enhance the current approach to anti-social behaviour, crime and reassurance on the bus network;
• Develop an implementation and change plan to introduce this across London; and
• Work with the MPA, GLA and TfL to establish an effective and properly resourced policing infrastructure to respond to crime and disorder on the bus network.

72. The intention is to introduce new teams at bus hubs. They will develop an approach intended to provide greater confidence in the security of the transport system. We will create an environment at these locations where disorder is not tolerated. This will be supported by the STT, which will work on routes through the hub; the SNT, which will work on the journeys to the hub; and the Safer Schools Partnership, which will work with young people who use the transport system. Once the change has been established and sustained at the transport hub this will set the expectations for travel on routes that go through it.

73. Analysis of data has shown three areas where development of this approach will fit directly into other organisational priorities. These are West Croydon (ZD), Wood Green and Turn Pike Lane (YR) and Canning Town (KF). Operation Tyrol will have three phases:

• May 2008 to September 2008. Working within existing resources to develop the concept at the three development sites. From 15 May 2008, we will introduce teams of an inspector, sergeant and on a daily basis six to eight officers working predominantly afternoon and evenings Mondays to Saturdays. This will provide an immediate change and create the time to recruit and train the new teams;
• September 2008 to December 2008. Running three formal pilots at the development sites. They will have fully established teams covering from 8 am to midnight six days a week. This will enable us to learn from the pilots to establish the most effective approach to use during implementation. During this time we will also implement a major programme of recruitment and training; and
• January 2009 to June 2009. Having learnt the lessons from the pilot we will then roll out the most effective structure at the rate of six teams a month. This will be into temporary accommodation whilst appropriate premises are procured and fitted.

Identification and definition of Neighbourhoods

74. The MPS has committed to, and successfully implemented and delivered against a SN structure based on Wards as the best proxy for ‘communities’. The argument for this is detailed below.

75. In order to obtain a “good” rating against HMIC, forces at the time of SN implementation had to demonstrate that:

• ‘There is evidence that neighbourhoods have been defined through local agreements between police, partners and communities, which take local differences into account, and are reviewed regularly’.

76. According to their guidance:

‘The size and composition of neighbourhood teams should vary according to local need and circumstances, but must be such that they support local priorities being dealt with effectively’.

77. The rationale for the MPS approach was outlined within the original business case for SNs i.e.

‘Initial planning assumptions are that this new community-based policing will be delivered across London within geographical units co-terminous with local authority ward boundaries. Inevitably, there will be particular circumstances and particular localities in which simple adherence to ward boundaries may be inappropriate, but the community-based approach would be flexible enough to recognise and accommodate this. It is believed that a deployment model based on wards as the geographic unit of community will deliver the following benefits:

• Local engagement and accountability;
• Co-terminus with local authority structures and MPS borough command units;
• Accepting the need to address the issues for localities which have clear cross-ward identities, work to heighten public awareness of a community-based policing model can build on existing local authority marketing processes;
• Improved ability to report officer visibility levels to the Home Office;
• Consistency with the National Policing Plan 2003/2004 and Best Value Performance Indicators (BVPIs). BVPI 23 focuses on quality of service surveys, BVPI 121 on the fear of crime and BVPI 189 on public reassurance and the fear of crime, all of which can be delineated / measured / compared through a ward-based approach;
• The ward is the smallest geographical unit of measurement common across local government;
• Ease of information and data sharing with other agencies;
• National benchmarking is achievable if wards are used;
• Early indications from the National Policing Priority Areas are that a ward-based approach was more successful than others when engaging with local communities, working with partners and measuring success;
• HM Inspectorate of Constabulary support agency co-terminosity’ [1]

78. The benefits outlined in the business case have now been realised. Local engagement is effective at ward level and primarily centred on the Ward Panel. Co-terminosity has allowed a commonality across partnerships and engendered efficiency around data provision and benchmarking. Cross border issues are being increasingly identified and addressed through joint agency and joint tasking partnership groups.

79. Whilst there is recognition that all communities are not necessarily Ward sized, the diversity of communities within and across Wards are successfully accommodated and engaged with through the Ward based framework. To restructure to each identifiable or self-selecting community would be counter productive and impractical. However, each identifiable and self-selecting community is effectively supported through the Ward based structure.

Neighbourhood Management Model

80. Community and Police Engagement Groups have brought together the MPA, police, local authorities, partnerships and community groups not only to identify problems but also to propose solutions. They are expected to take an active part in enabling effective community engagement at a local level to support the MPA and MPS Community Engagement Strategy.

81. Membership of the Group also represents the local community in terms of its diversity and links to the local crime and disorder reduction framework. SNs Ward Panel representatives are encouraged to join their local Community Police Engagement Group (CPEG).

82. There are now emerging linkages with local CPEGs and Ward Panels. In a number of Boroughs, the CPEG have representatives from the Ward Panels included in their meetings, who are able to feed in local priorities and to assist the group in the way engagement is taking place in their neighbourhoods/communities. The Panel members are equally able to feed back to their Panels the work of the CPEGs.

Flanagan Review

83. With the publication of the Flanagan Review into policing, we are now considering the recommendations, in particular, his recommendation around a Neighbourhood Management Model. We need to look very carefully at this recommendation to determine what the challenges are for the SN programme, what are the differences with the current structures and possible impact of any changes. This is a key piece of work that the Central SN Unit will be working on over the coming months. An initial scoping indicates a variety of models and structures across London already.

84. There is already considerable partnership working that is taking place across London by various MPS departments. In order to coordinate current MPS activity and further enhance partnership working, the Central SN Unit is conducting two pieces of work (1) partnership mapping and (2) review of Borough consultation arrangements that will be used to develop the SNs Programme.

85. The MPS has engaged a partnership manager to undertake a project to map what we have, how we interact with our partners and to make recommendations as regards making improvements that will have a positive impact on Borough partnership managers and the way we effectively engage. The project is in its early stages of consultation but already there are encouraging signs that the MPS recognises that there are areas where we could improve individually, collectively and as an organisation. The project manager will be seeking views internally from senior partnership managers and practitioners as well as externally with Community Safety Partnership Managers, MPA and county force partnership strategic leads.

86. We are currently conducting a review of the consultation arrangements in place for each Borough in order to share best practice of the most effective arrangements. This will include how joint working on community consultation between police and Boroughs might be better undertaken and how existing structures and arrangements could be better utilised. This piece of work should be completed within the next 3 to 4 months.

Local strategic partnerships and local people’s needs from local policing

87. The Strategic Research Analysis Unit (SRAU) is conducting a piece of work to look at local strategic partnerships and local people’s needs from local policing. The SRAU has monitored the outcome of SNs (increased confidence in policing at a local level) across the MPS and has explored people’s experience of local policing in seven London wards. Of particular focus are what people want from local policing, what is being delivered by SN teams to local people, and what ways this can be facilitated by the emerging partnerships with local authorities. To this end, the SRAU has been talking to SN team officers, Ward Panel members, borough SN analysts and other relevant parties systematically over the past three years. A survey of residents in seven wards in each of these three years enables us to track the opinions of residents over time. The SN Survey is now in the field for year 4.

88. The above research contributes to the MPS understanding of how SN is having an impact people’s perceptions and experience of policing in local wards. This piece of work is an extension of SRAU’s approach, focusing on how the current new statutory partnership arrangements impact local communities and the work of SN teams.

89. There are currently a variety of units within the MPS examining the financial and political implications of these new strategic, statutory partnerships. The SRAU will keep observation on these financial and political implications. However, the aim here is to understand these in the light of how they will impact on the delivery of community safety local strategies on a borough level, and how they will impact ward-level experiences of policing.

90. The SRAU will target four boroughs, producing case studies [2] to understand how local ward priorities are aligned alongside borough, TP and national priorities in order to develop performance frameworks that will be accountable for delivering community safety. Interviews will be conducted with borough commanders, key police personnel and key local authority community safety representatives who are responsible for negotiating local area arrangements with the MPS. From these four case studies, we will understand the key strategic issues and some practical solutions to managing these complex statutory working relationships between the MPS and Local Authorities.

91. Details of SN Ward Panels, including whether all wards have panels, sergeants are chairing meetings, and how MPS monitors demographic make up of panels as representative of the community

SN Ward Panel status

92. Current position:

• Number of Ward panels: 627
• Number not yet established: 3
• (These SN Panels were originally in place but due to low numbers were not sustainable. The SNTs in these Wards are now looking at a more wide ranging engagement plan to establish a representative panel.)
• Ward Panels chaired by Police: 95
• Ward Panels chaired by a councillor: 26

How MPS monitors demographics of Ward Panels

93. The Strategic Management and Performance Development Team (SM&PD) (now DOI PIB Development Team) have a responsibility for supporting SNs by devising ways to make all the data held by the MPS, previously at Borough level, available down to at least ward level. As well as providing crime and incident tables of performance information, they have developed a system that enables us to produce a demographic profile for each ward in London.

94. This profile uses the CACI Ltd, ACORN data as its foundation and allows us to provide a derived profile of each ward based upon its ACORN profile. The data is produced down to postcode level and then aggregated up to that of a ward. The data allows a view to be taken of the profile of the following categories:

• Population;
• Age;
• Marital Status;
• Gender;
• Ethnicity;
• Religion;
• Place of Birth;
• Economic Activity and British Crime Survey Concerns; and
• Plus a crime profile to this information for the past 12 months.

95. In addition to providing this data by ward, we also supply it for those teams that do not police to existing ward boundaries. We also have the individual categories available as specific lookup tables at both ward and postcode level. The ACORN data can be viewed as a map in order to give the information a spatial context if this is deemed preferable for the user.

96. This information details the activities that the SNTs will undertake in engaging with their communities, identifying the main issues and assist in helping identifying representatives for a Neighbourhood Panel. This information was been circulated to all SNT Sergeants in April 2008.

Demographics of Neighbourhood Panels

97. At the EODB in May 2007, the Central SNT confirmed that the demographics of the Neighbourhood Panels were not recorded centrally. In his concurrent report, the Head of Equality and Diversity, MPA, stated, given the size, investment and impact of the programme, allied to the MPS’ general duty under the Race Relations (Amendment) Act 2000 (RR [A] A2000) in view of its functions, policing priorities and relevance, it is hard to see why, from a legal standpoint, the composition of Neighbourhood Panels are not monitored. Chief Superintendent Steve Bloomfield agreed that the MPS would look at this issue with a view to putting in a process to capture the necessary information.

98. To ensure that appropriate systems were to be put in place the Metropolitan Police Authority, National Policing Improvement Agency, Diversity and Citizen Focus Directorate, Directorate of Information and Directorate of Legal Services were consulted. The advice received was to tread carefully, particularly in terms of the Data Protection Act. Draft guidance and forms were submitted to the MPS Directorate of legal Services. Their recommendations are copied below:

• ‘Although the engagement forms are to be completed on an anonymous basis, the MPS will need to assess if there is any risk that a determined person could identify an individual from the data provided and other information in the MPS’ possession. If there is no such risk, you are not processing data under the Data Protection Act 1998 (DPA) and so its provisions do not apply. If there is such a risk, the information collected is personal data and you must comply with the DPA’; and
• ‘If the information is personal data, you must comply with conditions in Schedule 2 and Schedule 3 DPA. Schedule 3 applies to the data relating to race/ethnic origin, religious belief, disability and sexual life, in other words most of the information to be collected. The only safe course to ensure that all of this information is processed in accordance with Schedule 3 is to obtain the explicit consent of each Panel member. That consent should, therefore, incorporate wording to cover specific details of the anticipated processing’.

99. Considering the recommendations that had been made, appropriate guidance was sent out to all 32 boroughs explaining the process for the collection of this information. This activity generated a lot of discussion at ward level and it became clear that there was resistance by some parts of the community in taking part. Some Panels declined to provide any information at all.

100. Feed back received either by SN sergeants or panel members felt that this was a step too far in their role by providing very sensitive and personal data about themselves. Some members have intimated that any insistence from the Centre will run the risk of losing members from the Neighbourhood Panels. As a result, some of the data returned is incomplete and a comprehensive view has not been achieved. The data shown below must be balanced against the fact that a significant number of people declined to provide some detail against one or more of the six diversity strands or declined to give any information at all.

101. This is clearly an important issue and one that we are working on to ensure that we have a suitable method of monitoring the make up of Neighbourhood Panels. Neighbourhood Panel demographic data is recorded centrally for all SNTs, but for this report it is summarised on an MPS basis. The following information must be balanced against the fact that a significant number of panel members declined to provide information on one or more of the six diversity strands:

• 627 SN panels in place;
• 54% of panel members are male;
• 46% of panel members are female;
• 19% of panel members represent the BME community;
• Panels have member(s) representing the disabled community;
• Panels have member(s) representing the LGBT community;
• 1706 people are aged between 21 and 40;
• 3650 people are aged between 41 and 60;
• 1697 people are aged over 61;
• Panels have indicated they have Buddhist representation;
• 517 Panels have indicated they have Christian representation;
• 136 panels have indicated they have Hindu representation;
• 108 panels have indicated they have Jewish representation;
• 219 panels have indicated they have Muslim representation;
• Panels have indicated they have Sikh representation;
• 195 Panels indicated they have ‘other’ shown as representation; and
• Over 600 Panel members declined to provide information on one or more of the diversity strands.

Next steps

102. The gathering of information around each of the diversity strands has provided the MPS with a number of challenges for the future. The following activity is now underway:

• Maintaining local records on each of the 6 diversity strands to continue;
• By using all available information within the ward profile to Identify any gaps within the Ward Panels for further engagement, In particular people with disabilities;
• Local ownership and action plans to increase representation of Ward Panels;
• Local communication to increase awareness and understanding on why we need to monitor our Ward Panels;
• Roll out of Ward Panel Training;
• All Boroughs to provide a progress report every six months; and
• Look to introduce an IT system to collate information.

MPS Community Engagement Strategy

103. The joint MPA/MPS Community Engagement Strategy was launched on the 7 December 2006 in which SNs is an integral part. This strategy demonstrates how ‘actively engaged communities’ make policing sense – how they contribute significantly to the improvement of policing services, the reduction of anti-social behaviour and solving crime at all levels. The community engagement activities by which Londoners can engage in the policing of London are already considerable. It encompasses a variety of approaches at a strategic level (i.e. service-wide, pan-London), at an operational level (i.e. borough level), and at a community level (i.e. neighbourhood and ward level).

104. SNTs play an important part in the MPS engagement strategy. As outlined within this report, SNTs have Ward Panels who comprise of local residents and representatives from business who are charged with choosing the police priorities for the neighbourhood in which they work or live. This enables local people to have a major say in the way in which their neighbourhoods are policed. There is growing evidence of communities becoming involved in solutions to local problems, leading to long-term sustainable solutions. SNTs are involved in engaging with communities across their neighbourhoods by using a variety of innovative tactics, including street briefings, 'face in every street' (Haringey), have a say days and many more. Number of meetings between April 2007 and end of March 2008:

• 11,143 Pre-planned meetings across the MPS attended by 164,704 people;
• 3323 Neighbourhood panel meetings; and
• 2816 Street Briefings.

105. Safer Neighbourhoods and the Communities Together Strategic Engagement Team (CTSET) are working closely together on a number of projects in order to develop community engagement. Current pieces of work include:

• Need for a ‘contacts’ database;
• Tag Map TV; and
• Five Borough Pathfinder sites.

Contacts database

106. In recognition of the challenges in monitoring the diversity of Ward panels, the increase in contacts and relationships being built with communities, a need has arisen to design a database to record community contacts across London. A database that can be linked to a mapping system to provide an interactive visualisation and to enable quick identification of contacts. The database can have a number of uses:

• When used in conjunction with other systems (i.e. Mosaic/Origins) the database can highlight gaps in community engagement at ward and borough level;
• It provides the facility of effective community contact and consultation in the event of a major incident (including terrorist attack) in a certain area;
• It provides a single system for all directorates to consult when seeking appropriate consultation on issues;
• It provides an effective network for distributing key messages to communities in London;
• Provides demographic data for ward panels, Key Individual Networks (KINs) and other community groups; and
• Provide cross boundary information on community contacts.

TagMap TV

107. TagMap TV is the culmination of five years research and project work by Bold Creative, a BAFTA award winning not for profit media company, in engaging young people in community consultation and cohesion. Used as a bespoke online application it is designed to assist local authorities, regeneration agencies and policy makers in empowering young people in a meaningful and sustainable way to inform the consultation and engagement process. The application uniquely maps video research and user-generated content to specific locations using a simple and intuitive interface. As well as uploading video content on issues which matter to them, users are able to comment on other users’ videos as well as local services and issues.

108. TagMap TV was cited by the Prime Minister (Statement on National Security, 28 October 2007 and the Home Secretary (Preventing Violent Extremism Conference, 31 October 2007). TagMap has been successfully used:

• To assist young people in communicating with planners and architects in large scale regeneration projects (Poplar Harca / Southern Housing);
• As a platform to develop positive messages against extremism propaganda and explore what it means to be a British Muslim. (Government Office for London - National Pathfinder Preventing Violent Extremism (PVE) agenda); and
• To facilitate communication between young people, Police and residents on housing estates to resolve conflict and increase community cohesion (Tower Hamlets Crime Reduction Services)

109. Three sites have given agreement to be pilot sites and these will focus on gangs, guns and knives, promoting talent and social regeneration. At this stage the three sites proposed are:

• Hackney Quest Youth Club: Social Regeneration through the Olympics;
• Brent Borough: Promoting talent and tackling gangs; and
• Lewisham College: Feeling Safe.

Five Borough Pathfinder Site

110. CTSET and the University of Central University of Lancashire are working together on the Community Engagement Pathfinder Programme. The five Boroughs involved are:

• Newham;
• Tower Hamlets;
• Redbridge;
• Haringey; and
• Ealing

111. The objective of this piece of work is to increase understanding within the Police and other Stakeholders of the concerns, pressures, needs and perceptions of the pathfinder communities in relation to safety, crime and policing. The SNTs within these five Boroughs are an integral part of the work.

Crime mapping

112. Another development that is being led by the Safer Neighbourhoods Team is that of crime mapping which was a manifesto promise by the new Mayor of London. Some of the learning that has developed with Safer Neighbourhoods is that the public feel more trusting, more empowered and more willing to participate in crime reduction in their own area if they are properly informed about what is happening very locally. The development of the Neighbourhood Panels has developed the concept of police informing the public and then the public holding the police and partners to account as well as getting involved themselves.

113. The development of the crime mapping pledge will therefore build on and enhance what we already do provided it is properly managed.

114. We recognise that what is currently made available to the public (ward data tables) is not enough but we must also recognise that there are risks to providing too much information at point data level. Risks such as:

• Data protection
• Human Rights
• Potential for discouraging crime reporting
• The potential for displaced data to affect others
• Potential to increase the fear of crime
• Possible impact on local economy; house prices and businesses

115. The development of this work is being taken forward in a project board chaired by Commander Jarman and with membership of MPA, Directorate of Information and legal advice.

Assessment of strategic risks

116. Strategic Risk Register assessment attached as Appendix 1.

A medium to long-term assessment of resource implications.

117. There are considerable resource pressures arising from ongoing growth of Safer Neighbourhoods and problem solving methodology.

• The 630 teams consist of over 4000 officers.
• The Safer Transport Teams as of May 2008 consist of approximately 441 officers.
• The ‘new’ expanded Safer Transport Teams (Operation Tyrol) will increase STTs by approximately 440 officers.
• Additionally, STTs on boroughs will be supported by 1600 Metropolitan Special Constabulary (MSC), which will require a recruitment of an additional 1200 MSC officers.
• The resources to support the London Diamond Initiative will require additional resources but these are dependent on the finance made available by the Home Office and partners.

118. It is still the case that many PCSOs wish to join the MPS as warranted officers. Whilst the final numbers are very dependant on the recruitment needs of the MPS, it can be anticipated that serving PCSOs can be expected to be a major pool of recruitment. All of these programmes are closely integrated and require mixed teams of police officers and PCSOs to deliver. The significant ‘churn’ of officers is likely to continue for the foreseeable future and is unavoidable.

119. In terms of the longer term, it remains the case that funding is time limited and as with any policing resources, the continued provision relies on funding being available. If funding is withdrawn or ends then decisions as to continuity will have to be made in accordance with corporate priorities at the time.

C. Race and equality impact

The activities that form this report and the data content are arrived at with a regard to delivering SN policing services to an equal standard for all Londoners;

This performance update report fully complies with race and equal opportunities policies and associated MPA/MPS Diversity issues;

The challenge in making our Neighbourhood Panels fully representative of the community remains. The work conducted with all 630 SNTs in determining the current make up of the panels has highlighted a number of issues that we need to resolve, such as a less bureaucratic process of collecting information, communication with the panels to explain the rationale of such monitoring and roll out of Neighbourhood Panel training;

A full equalities impact assessment is currently being developed both within Operation Tyrol and the London Diamond Initiative to establish how this approach can best enhance community relations. The mix of PCSOs, regular officers and MSC already show these are excellent routes for recruiting a more representative (both in terms of Black and Minority Ethnic Communities and Gender) workforce.

D. Financial implications

1 The MPS is currently awaiting a decision from the Home office in terms of possible funding for the pilot of the London Diamond Initiative. Until this is known it is not possible to identify whether there will be any additional costs, which will need to be met from the Territorial Policing budget. Following notification of potential Home Office funding, approval to the pilots and any rollout of the scheme will be subject to the normal decision making processes.

In respect of Operation Tyrol, a separate report has been already forwarded to the MPA. This identifies the first year costs (£9.2m) and the full costs (£24.65m) of rolling out the scheme to all Boroughs together with the expected funding from TfL to support this initiative. This includes the costs of recruiting special constables who are required to support the initiative. The net cost to the MPS in a full year is expected to be £8.2m.

3 The costs of the additional publicity campaign will be met from deferred income held to support the neighbourhood policing fund.

E. Background papers

None

F. Contact details

Report author(s): C/I Ian Strachan, Safer Neighbourhoods Unit, TPHQ

For more information contact:

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

Appendix: MPS Strategic Risk Assessment

Send an e-mail linking to this page

Feedback