Policing and social media the landscape and key challenges Gavin - - PowerPoint PPT Presentation

Policing and social media

– the landscape and key challenges

Gavin Stephens David Bailey

Public interaction with the online environment

8

Our vision for social-media enabled policing The public will have the choice and confidence to engage, report and interact with their local police using the digital channels that most suit their needs. The police have the skills and confidence to effectively engage with communities, building trust, support and enabling citizens so that together we can tackle the issues that matter most.

This vision is underpinned by the following three project aims

Provide a national framework through which policing is enabled to use Social Media as a contact channel in a consistent way Provide a model for local social media use that has sufficiently flexible options to meet local needs whilst being consistent with the Single Online Home Deliver relevant, current and responsive digital services that allow policing to engage with children and young people in a consistent, effective and efficient manner nationally

The evidence based approach taken to assess the current social media in policing landscape identified five key gaps that need to be bridged

Developing an evidence based landscape:

• Social Media Survey
• Over 27,000 followers of police Facebook, Twitter and Instagram accounts across 43 forces, gave their feedback on

the their experience and expectations of police use of social media

• Existing research/documents review
• Academic papers, industry insights and interviews with commercial, public sector and tech/SM platforms to build

an evidence base to identify trends, opportunities and threats

• Primary social media analysis
• Conducted by non-police staff, reviewing and analysis police social media activity against the publics expectations

There is an unmet need that we need to address We are not treating social with the same professionalism as other key contact channels

We are missing an

• pportunity to
• ffer something

different to how we engage face-to- face, and drive confidence across the widest range of communities

The economic and benefits case and the understanding of the risks are not fully developed The current skills, structures and capabilities do not allow us to deliver best practice

There is an unmet need that we need to address

Crime or missing person appeals Updates about incidents happening now Insights into police work Court Case Results Traffic Updates Crime Prevention Advice Online meetings / chats Conversation about policing between police accounts Job adverts Other (please specify)

Expectations Current Activity

To achieve the vision, we should support and enable Forces on a journey to develop social media as a contact and engagement channel

Prioritise & Integrate Support Forces to get to a position where social media contact and engagement is

• n a par with other channels

used by policing Develop Capability Support Forces so they have the tools and support to develop greater skills and adopt effective best practice Measure Impact Enable Forces to measure and demonstrate impact of social media Foster Innovation Lay the foundation for further innovation and maturity

Social media must be prioritised by Forces to ensure that it gets the same attention as services such as 999 and 101. Social media is no longer an 'add on' or 'nice to have' it has become a channel of choice for many members of our communities. Social media needs to be brought to the same level as more traditional methods of contact – it is not a replacement for contact via telephony, face to face or with the media. There is currently a capability gap that exists with regard to social media management and operations in police Forces. It’s crucial to support Forces to bridge this gap, to put in place the rights skills and understand how to adopt best practice. Rather than focusing on the procedures for the platforms as they work today, we need the skills and capability to constantly adapt

• ur approaches as the technology changes.

Measuring engagement and outcomes is key to being able to embed social media

• perations into business as usual ways of

working. Policing must increase maturity in how measurements are conducted around social, how this feeds into standard reporting and how this is used to drive continuous improvement in delivering effective policing. Impact can’t be measured without clear

• bjectives being set before undertaking

activity. Social media will constantly evolve and it is vital that policing continues to keep up, and where possible stay ahead, of developments. A focus on the behaviours and skills, rather than the technology and channels, will enable policing to play an active part in the digital communities. We shouldn’t be leading the community on how to use social media but responsive to needs and able to adapt approaches inline with agreed principles.

We must focus on interventions over the next 18 months to start the journey to achieve the vision

Within 18 months Within 6 months

Prioritise & Integrate Develop Capability Measure Impact Foster Innovation

Create high level Target Operating Model for local Forces Issue RFI for a social media management platform for policing Baseline and publish minimum standards Provide ‘gold standard’ portfolio of job descriptions for a social media function Professionally verified checklist for legal content publication Build a Self-Assessment Tool for Forces to assess social media maturity Create national social media managers network Build a national catalogue of evaluated campaign content Create content design and creation skills

• ffering

Build a set of ‘best practice’ process maps to support consistency Create evidence based ‘High Impact’ library Assess how to equip users to understand and use appropriate language Create a common set of metrics used by HMICFRS and project Create a Futures Working Group to horizon scan activity of new channels Build mechanisms to introduce a ‘critical friend’ function Create a digital social media skills academy Create a national advisory function Create a national analysis and insight function Create a national advisory capability to inform ‘special interest’ campaigns Secure funding/CSR support for incoming expertise secondments from industry Secure Transformation Funding for trial

• f full social media capability

After 18 months

Create a specialist function/expertise for Children & Young People

• We have identified

FIVE core gaps between our agreed vision and the current landscape.

• We have taken an

evidence based approach using user feedback, reviewed academic findings and industry trends against current activity

• There is a strategic

approach and a set of planned interventions which will address the gaps

• We are focusing on
• utputs rather than
• utcomes
• We need to focus on

contributing to delivery of policing rather than the activity

• When posting on

social the officer / staff should be able to explain what they want to achieve:

• Tactical

Operational

• bjective
• Influence opinion
• r behaviour
• Create capacity

to achieve the above two points.

Social Media Take Ways