CUSP London Data Dive – 16-19th March 2020

King’s College London – Bush House, 5th floor, south side.

*Attendance by Invitation only*

Context

An introduction to London

 London is a growing and diverse global city, the capital of the United Kingdom (UK), and home to many national institutions, government buildings and company headquarters. To illustrate, in 2017, the city topped the Global Power City Index (Institute for Urban Strategies, 2017) and was second only to New York in A.T Kearney’s Global Cities report (Hales, Mendoza Peña, Peterson & Dessibourg, 2018).

At present, the city has a population of 8.9 million Londoners spread across 32 geographic boundaries known as boroughs. These are further split into over 600 geographic areas known as ‘wards’.  According to United Kingdom’s Office for National Statistics (ONS) this population has increased by over half a million people over the last six years. This number further swells by approximately one million additional individuals daily; a routine flow of visitors, tourists and commuters. Indeed, by 2020, 1 in 7 people living in the UK will likely live in London.

This data dive is fully supported by the Mayor’s Office for Policing And Crime (MOPAC) as well as the Metropolitan Police Service (MPS); furthermore, key policy makers and practitioners will attend the event and as such, this is a unique opportunity to use analytics to inform decision making with the overall aspirational to benefit London and make the city safer.

About the London Mayor’s Office for Policing And Crime (MOPAC)

The Police Reform and Social Responsibility Act 2011 established an elected Police and Crime Commissioner for each police force area across England and Wales to ensure that there is democratic oversight of how policing is delivered. In London, the elected Mayor – Sadiq Khan, is the equivalent of the Police and Crime Commissioner and is responsible for overseeing the delivery of an efficient and effective police service for Londoners.

The Mayor’s Office for Policing And Crime supports the Mayor in fulfilling this role. The Mayor has appointed a statutory Deputy Mayor for Policing and Crime – Sophie Linden – to lead MOPAC. MOPAC is responsible for setting the overall strategic direction for policing and safety, overseeing police performance in the capital and commissioning a wide range of services to prevent crime and support victims.

The Mayor of London is required by law to produce a Police and Crime Plan that explains how the police, community safety partners and other criminal justice agencies will work together to reduce crime. The current Police and Crime Plan 2017-21 (PCP) reflects the Mayor’s manifesto and priorities for making London a safer city for all.  The PCP is produced by MOPAC, who consult with Londoners on their priorities, develop the plan itself and then ensure that its aims and commitments are delivered.

Monitoring the Police and Crime Plan

One core aspect of the PCP is the performance framework – this outlines what success looks like for London and is overseen by the Mayor and MOPAC. Chart 1 is an overview of the performance framework, which can also be tracked on a specially designed data dashboard on the MOAPC website so to ensure transparency and oversight.

The current framework was a clear move away from blunt pan-London crime reduction targets (i.e., reduce certain crimes by 20%) that were favoured by the previous Mayor of London Boris Johnson, in favour of locally agreed volume policing priorities (that were selected annually), a range of high harm offences, placing the victim at the heart of the work, as well as incorporating Londoners experiences and perceptions in to defining success. So far, the framework has been operational for three years – and interest is high, especially in understanding the impact (if any) of the local crime priorities. Indeed, early analysis found those selected volume priorities performed better than those not selected – although this was preliminary and can be improved upon.

About the Metropolitan Police Service

The Metropolitan Police Service is one of the largest and most respected police forces in the world – it was established back in 1829 by Sir Robert Peel. The Met’s mission is to keep London safe for everyone. The Met’s workforce strength stood at just over 42,000 FTE (March 2019), approximately 30,000 FTE Police Officers and just under 9,000 FTE Police Staff. With a Gross Budget of £3.3bn the Met spends a majority of this on its workforce.

Operational policing in London is the responsibility of Metropolitan Police Commissioner Cressida Dick. The Met’s priorities are set in line with the PCP. The Met Business Plan sets out the Met’s operational priorities for 2019-22. To achieve this, there is a focus on three operational priorities:

Focus on what matters most to Londoners: Violent crime is a key concern and tackling it is a priority in order to protect Londoners. This includes terrorism, knife and gun crime, sexual offending, domestic abuse and safeguarding vulnerable people from predatory behaviour.

Mobilise partners and the public: It is known that safety requires action beyond the police service and so the Met will continue to work with partners and communities to help keep them safe and support them in preventing crime, as well as work harder to earn the trust of more young people and ethnic minority communities.

Achieve the best outcomes in the pursuit of justice and in support of victims: The Met has a fundamental responsibility to uphold the rule of law and to ensure that victims receive the best possible outcome – and will be done by catching offenders and by ensuring victims of crime receive both justice and the support they need from us and our partners.

There are also four other internal priorities:

Seize the opportunities of data and digital tech to become a world leader in policing

The Met want to harness data and use technology in the pursuit of criminals, rising to the challenge of a fastmoving data-driven digital age. Making information and insight more accessible, internally and externally, to support evidence-based decisions and promote public confidence. This will strive to enhance the global reputation for excellence and expertise in policing.

Care for each other, work as a team, and be an attractive place to work

The Met aims to ensure that the workforce is well-led, well-equipped and well-supported, championing difference and diversity of thought to create an environment where we all thrive, ensuring officers and staff are clear about their role and can make a real impact; entrusting them to make decisions, implement them and deliver their best.

Learn from experience, from others, and constantly strive to improve

The Met want to develop a culture of learning, listening to feedback, sharing ideas and insight with others and empowering people to be innovative. By promoting a creative, open and reflective culture, by experimenting more and innovating, we will, with input from colleagues, partners and the public, improve our service to Londoners.

Be recognised as a responsible, exemplary and ethical organisation

The Met want to be effective, efficient and offer value for money, and to attract national and regional funding because partners know we make a difference, recognised for our ethics, integrity, transparency and professionalism; and contribute to the sustainability of London and its communities.

Ultimately, the vision for the Met is to be the most trusted police service in the world.

Key crime context for London

In terms of crime, one in six offences recorded nationally across England & Wales occur in London. It has been documented that, over the last decade, London (along with many other Western cities) has seen a sustained period of crime reduction (Tonry, 2014). This trend has now changed. Total police recorded crime in London has been rising since 2014. This also includes many worrying increases in several ‘higher harm’ crimes (i.e., knife crime, up 53% between 2014 – 2017; and gun crime up 43% over the same period).

Violent crime is very much a national challenge – rising across E&W since 2014. However, this is something that is also impacting upon London. Since 2014, London has seen a 68% increase in violent crime. For example, there were over 200,000 violent offences and 120 Homicides in London (in the rolling 12 months to March 2019). Positively, there are signs that the increase is beginning to stabilise within London – the most recent statistics demonstrate a 7 per cent increase in London, compared to a 22% increase in violent crime across E&W (in the rolling 12 months to March 19)[1]. However, crime remains a core issue for Londoners – and with a new London Mayoral election in early 2020, developing increased knowledge of crime in London, such as future projections along with ‘risky’ and ‘protective’ factors would greatly enable future planning around crime reduction.

Indeed, there have been recent discussions within policing around the concept of ‘harm’, and whether such a focus would be to the benefit of policing. Two specific approaches have been outlined in England and Wales; the Cambridge Crime Harm Index (Sherman, Neyroud, & Neyroud, 2016) and the ONS Crime Severity Score (Bangs, 2016) – both seek to bring an aspect of gravitas to the understanding of police business and performance, as opposed to purely looking at volume[2]. However, understanding from a London perspective is still developing and more can be done with this is mind.

[1] Office for National Statistics – https://www.ons.gov.uk

[2] For the different methods of ‘harm’ see: https://www.ons.gov.uk/peoplepopulationandcommunity/crimeandjustice/datasets/crimeseverityscoredatatool. https://academic.oup.com/policing/article/10/3/171/1753592

Description of data available

All data will be generated and provided by MOPAC and the MPS as well as pull from a range of London-centric data repositories. Data will be non-personally identifiable but refined enough to answer pertinent questions.

Furthermore, specific guidance will be developed in advance explaining the data (i.e., labels, metadata), as well as focussed support during the event to answer any data questions.

Types of data available

  • Crime data will be provided to a street level dating back many years. To see more, this data is available from https://data.police.uk/
  • MOPAC will provide the data relating to Public confidence, drawn from the MOPAC Public Attitude Survey. This is a survey of Londoners interviewing 12,800 residents per year across 150 questions covering the lens of crime and justice – local crime problems, attitudes to policing, contact/communication with police, victimisation, terrorism. This will cover discrete quarters via a CSV file, dating back to 2011 able to be grouped at a ward or neighbourhood level.
  • Wider official data will be documented covering wider justice data sets (i.e., convictions, custodial sentences).

A range of other data will be collated to support analysis, Data provided on London Datastore covering the following topics across varying time periods and geographical areas:

  • Demographics: Indices of Multiple Deprivation; Population, migrants, population density, population projections.
  • Employment and Skills: Qualifications of Working Age, Population (NVQ), out of work benefits, long term unemployment.
  • Housing: DCLG Affordable Housing Supply; Housing Tenure; Average House Prices.
  • Business and Economy: Business Demographics and Survival Rates; Jobs and Job Density.
  • Young People: GCSE Results; London Schools Atlas; Education; Children Who Became or Were Subject to a Child Protection Plan (CPP), childhood mental health disorders.
  • Health data: childhood obesity, wellbeing, hospital admissions.
  • Social Integration.

The following resources provided by the MPS or MOPAC may be useful reading in preparation – all examples of published data.

Hackathon Practice

Students are requested to upload the code you develop during the hackathon to the CUSP London Github repository.https://github.com/cusp-london

Please note that you should only upload your own code. Please do not upload any data.

2020 CHALLENGE PROGRAMME STRUCTURE

Day 1

Mon March 16

Day 2

Tue March 17

Day 3

Wed March 18

Day 4

Thu March 19

 9:00- 9:30 Check-in & Registration

(refreshments)

9:30-11:00 Welcome to

CUSP London

& Challenges

Review

Data Dive

Session 3 (4x)

Data Dive

Session 7 (4x)

Team Work & Presentation Rehearsals
11:00-11:30 Tea/Coffee Break
11:30-13:00 Logistics & Team Formations Data Dive

Session 4 (4x)

Data Dive

Session 8 (4x)

Team Work &

Presentation

Rehearsals

13:00-14:00 Lunch
14:00-15:30 Data Dive

Session 1 (4x)

Data Dive

Session 5 (4x)

Data Dive

Session 9 (4x)

Presentations
15:30-16:00 Tea/Coffee Break
16:00-17:30 Data Dive

Session 2 (4x)

Data Dive

Session 6 (4x)

Data Dive

Session 10 (4x)

Prize Giving
17:30- Social Event Evening Reception End of Day / Free Time to Explore London End of Event

Please report to CUSP London in Room BH(S)5.01, 5th floor, Bush House (North Wing Entrance*), Strand Campus:

http://www.kcl.ac.uk/study/campus/strand.aspx

https://www.google.co.uk/maps/place/London+WC2B+4BG

On the afternoon of the 19th March, the presentations will take place at Coin Street Community Builders, 108 Stamford Street, London SE1 9NH.

https://www.google.com/maps/place/108+Stamford+St,+South+Bank,+London+SE1+9NH/@51.5061887,-0.1128229,17z/data=!3m1!4b1!4m5!3m4!1s0x487604b0c5acb12f:0xbce4c7e72b286478!8m2!3d51.5061887!4d-0.1106342

For wi-fi, either use eduroam or register for The Cloud (click on https://service.thecloud.net/service-platform/, select settings from the bottom and create account).

* Please note that access to the Bush House Building by visitors is via gated entrance of the Bush House North Wing only. Please report to the porters at the front desk as you arrive. Your name and affiliation should be communicated to the porters ahead of time, so you should not have difficulties going through the security gates. A representative from Kings College London will be at the main entrance (northern entrance) of Bush House North Wing from 08.50 am.