Source · Select Committees · Home Affairs Committee
Recommendation 6
6
Deferred
Insufficient national support for policing social media intelligence monitoring, especially on closed platforms.
Conclusion
Individual police forces did their best to monitor social media ahead of and during the disorder as a source of intelligence. It is important that forces retain local capacity to monitor social media on a business-as-usual basis. However, it is clear that the volume of social media activity, including some originating abroad, as well as the amount of activity taking place on closed platforms such as Telegram, means that in many cases more national support is required. Some of this support was available during the summer disorder but it did not go far enough. It was welcome to hear the Policing Minister suggest that new national functions for social media are being considered, and that the role of technology is being considered to increase cost-effectiveness. (Conclusion, Paragraph 31)
Government Response Summary
The government response outlines plans for workforce reforms and officer retention as part of the forthcoming Police Reform White Paper, citing low resignation rates and initiatives like the NPCC National Leavers Framework. It does not address the recommendation for enhanced national and local capacity for social media monitoring in policing.
Government Response
Deferred
HM Government
Deferred
We are looking to develop reforms to the workforce as part of the forthcoming Police Reform White Paper. This will include activity designed to support the retention of police officers and to support them through their careers. This Government recognises the importance of recruiting the right candidates into policing and retaining skilled and experienced officers. The retention of police officers is a priority for the Home Office and the National Police Chiefs’ Council. Voluntary resignation rates in England and Wales, at 3.4%, are low compared to other sectors. The latest Home Office survey of new recruits carried out in 2023 (receiving a total of 3,556 responses) found that 85% of respondents were satisfied with their job, 72% intend to stay in their role until retirement age. Experienced officers are incredibly valuable, which is why forces should be using effective, evidence- based strategies to manage retention and progression of existing officers in addition to focussing on high quality recruitment processes to recruit new officers. Decisions about police recruitment, including how recruitment and selection processes are run, are a matter for Chief Constables and Police and Crime Commissioners and are therefore managed locally by forces. This is done within a national application, assessment and selection framework, in line with national guidance maintained by the College. The College of Policing also provides a learning platform for all forces that contains learning, insights and guidance themed around Attraction, Recruitment, Onboarding and Retention. Forces should be accessing this learning to support recruitment and retention activity. A specific focus on retention is also being delivered through the NPCC National Leavers Framework (NLF). The NLF promotes the use of standard data collection and consistent processes across forces, including Stay Interviews and Exit interviews. Forces applying these standards and collect data via the framework, establishes an evidence base which can increase understanding of the reasons why officers are leaving. This will enable forces to put measures in place to improve retention. With the additional adoption of Stay Interviews, there are opportunities to also improve support for officers to remain in policing and improve morale.