The digital enablers set out in this strategy seek to enhance and accelerate the service’s capacity to adopt and implement critical digital capabilities – building on inflight activity. The journey will not be linear. The indicative transformation roadmap over the first five years comprises three phases as illustrated below.
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Phase one focuses on laying the foundations for digital transformation. We see the first “moments of truth” as service-wide agreement to the delivery model, commitment to the technology blueprint, force-level roadmap planning, and a refined Law Enforcement capabilities model, to reflect improved understanding of cross-cutting digital capabilities.
Digital ambitions
Seamless citizen experiences: Definition of national citizen experience focussed on key user journeys and public empowerment. Definition of how existing infrastructure can be developed in support of this.
Addressing harm: Development and refinement of digital format ‘risk models’ that support consistent triage and identify the Threat, Harm and Risk picture, including in digital spaces.
Enabling officers and staff through digital: Definition of digital skill requirement and expectations for the workforce through to 2030 (e.g. Digital Workforce Strategy and embedding digital in the Law Enforcement capability model).
Embedding a whole public system approach: Priority engagement with public sector partners
to agree key areas for collaboration – defining responsibilities and dependencies. Define a roadmap to reduce system integration blockers and start addressing critical cross-agency data sharing issues in ethical ways.Empower the private sector: Define expectations through open dialogue with the private sector and citizens; clarifying the boundary between the role of the police to protect the public from harm, and the role of the private sector.
Data and technology enablers
These core activities will include foundational digital milestones such as the definition of key national citizen experiences, and digital workforce skills requirements. This phase cannot be just design work. It must also include quick delivery of enhanced capability over the first year.
Data
- Establish data governance and organisation structures.
- Create ethical framework.
- Automation, Analytics & AI Pilots.
- Prioritised APIs exposed to key partners.
Strategic alignment and design
- Enterprise and force logical architecture.
- Set up technical design authority.
- Develop local delivery roadmaps.
Modernised core technology
- As-is application review.
- “Quick win” automations.
- Commence digital decoupling for new front end services.
Connected technology
- Set connected technology standards and roadmap (link to Enterprise architecture).
Risk and security
- Develop technology risk framework.
- Develop security model (link into enterprise architecture) to embed secure by design approach.
Talent in data and technology
- New roles and expectations set.
- “Signature” appointments to key roles for the transformation.
Transforming the PoliceTech market
- Develop market and horizon scanning capability to PoliceTech use cases.
- Commence strategic supplier engagement.
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Phase two will see concerted effort and results from modernising core technology to deliver digitally-enabled police services. This will enable the expansion of channels we offer to citizens, and support our ambition to scale ethical data sharing and interoperability across agency boundaries. Using the new delivery model, we will identify and drive scaled rationalisation of legacy applications to modernise the core. This will be challenging. Not all forces will be at the same level of maturity, and local constraints (e.g. contractual arrangements) will impact the pace of change. We will learn from, and align to, work that is already underway.
Digital ambitions
Seamless citizen experiences
Significant expansion and integration of channels the public can choose to engage with us. Consistent citizen profiles available across forces.
Addressing harm
Proactive identification of Threat, Harm and Risk, to inform proactive neighbourhood (or community) policing approaches, and automated deployment of next best action interventions in offender management.
Enabling officers and staff through digital
Shift in learning and development delivery to reflect digital skill requirements; resulting in a more dynamic workforce that is enabled by targeted automation to reduce high volume, low risk, workloads.
Embedding a whole public system approach
Scaling of ‘fluid’ data exchange across agency boundaries in legal and ethical ways, supported by intelligent technologies to enable multi-agency working for high priority journeys.
Empower the private sector
Incentivise innovation in the PoliceTech Market with new routes to innovation funding that enables long-term planning. This will be supported by greater clarity on architectural expectations for all suppliers.
Data and technology enablers
Convergence to the police data model, defined architectural principles, an increasingly rationalised
application environment, and a coordinated design capability, will combine to create a more open and accessible technology estate. In turn, suppliers will have greater certainty over service-wide expectations on ensuring technologies are designed to be interoperable.There will also be new routes to innovation funding to encourage collaboration and development of new solutions.
Data
- Large set of APIs exposed to key partners.
- Common data model convergence begins.
- Training roll out supporting data sharing and capability uplift of key roles.
- Scaling Automation, Analytics & AI solutions.
Strategic alignment and design
- Roll out adoptions guides for standardised services.
- Support convergence to National Technology Blueprint.
Modernised core technology
- Application rationalisation and optimisation.
- First waves of network optimisation.
- First waves of cloud migrations.
Connected technology
- Common connected technology development capability.
- Standardised deployment of connected technology across multiple regions.
Risk and security
- First wave of training on new technology risk standards.
- Standardised risk and security roles in place.
Talent in data and technology
- Mature service orientated ways of working in place across policing technology functions.
Transforming the PoliceTech market
- Set procurement frameworks for COTs products.
- Launch new funding mechanisms that target PoliceTech Innovation.
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Digital ambitions
Phase three will be characterised by the new choices made possible by large benefits from modernisation. These will range from new and improved security measures to combat changing cyber-threats, through to new collaborative models for the provision and consumption of policing technology.
Seamless citizen experiences
Near real-time enrichment of the intelligence picture delivered to the font-line through ethical use of connected devices; leading to more proactive engagement.
Addressing harm
Multi-agency (private and public) delivery of interventions and scaled disruption of harm, across physical and digital realms, targeted and enabled digital technologies.
Enabling officers and staff through digital
Significant shift in data literacy and digital fluency at all levels. Scaled roll out of automation use cases. Shift towards preventative policing with optimum deployment support (situational awareness). AI to support complex decision making with enhanced intelligence packages.
Embedding a whole public system approach
Scaling of new platforms that support integrated service delivery across agency boundaries, and enhanced situational awareness with the near real-time transmission of data across for key journeys.
Empower the private sector
Secure by design’ becomes the norm for all private sector organisations that deliver products and services. This is supported by a clear offer of guidance from the police that promotes a secure operating environment.
Data and technology enablers
We will scale the use of platforms for cross-agency collaboration and enhance situational awareness with ethical real-time data sharing. Focus will intensify on driving ever greater operational effectiveness with new advanced digital capabilities. Automated dispatch or “next best action” advice pushed to officers’ connected devices will become possible by combining technologies such as mobility, IoT and AI. The service will continue to invest in innovation and work closely with the PoliceTech market to drive through the promise of digital transformation.
Data
- Comprehensive API set for partners/forces.
- High conformity to data model.
- Test more complex use cases of Analytics and AI solutions.
Strategic alignment and design
- Updates to target architecture in line with ongoing market scouting and horizon scanning.
Modernised core technology
- c.80% of police technology hosted on public cloud.
- Common connectivity measures established to main cloud providers.
Connected technology
- Advanced means of data acquisition (IOT).
- “Next best action” functionality to mobile devices.
- Policing mobility platform.
Risk and security
- Implementation of advanced security measures across enterprise technology estate (e.g. quantum computing defences).
Talent in data and technology
- Consideration of advanced shared service models for policing technology.
Transforming the PoliceTech market
- Launch PoliceTech Innovation challenges to bring emerging technology to address police use cases.