Capabilities are the ‘things that forces need to do’ in order to deliver a complete policing service to citizens.
Capabilities are delivered irrespective of organisational structure differences across forces, and therefore serve as a useful tool to highlight the impact of digital on forces. In recent years, with support from the NPCC, COP and National Programmes, Policing has become increasingly capability focused through the development of the Law Enforcement (LE) Capability Model. This model sets out the strategic, core and enabling capabilities for policing.
This strategy depends on changes to all of the data-centric capabilities outlined in the Law Enforcement (LE) model. Namely Performance, Analysis, Intelligence, Data and Information Management. Improvements to these data-centric capabilities are critical to enabling more effective delivery of operational LE capabilities such as Neighbourhood, Response, Investigation, and Safeguarding.
However, the current definition of these data-centric LE capabilities reinforces existing organisational silos, rather than encouraging cross- functional collaboration. Societal change, heavily
influenced by digital trends, changes the nature of demand for policing from that which can be responded to by individual functions within the force, to that which is capability led and requires input from a number of different functions. In order to maximise our investments in digital, we have defined a new set of Digital Capabilities that transcend traditional functional silos:
Knowledge provision and disruption
The provision of timely, contextual and accurate crime prevention advice based on insights from analytics; as well as the use of digital disruption techniques to unsettle identified criminal activity.
Reporting
The ability to receive and create incident and intelligence reports through multiple channels from the
public, our partners and the front-line.
Data management and sharing
The storage of data in accredited data management systems which comply with national data management and handling standards and processes – allowing interoperability between forces and partners.
Data acquisition
The ability to acquire data, maximising the potential provided by digital technologies in support of public safeguarding and crime prevention.
Data preparation
The ability to access, cleanse and manipulate vast amounts of data efficiently and effectively and make this available for decision making processes, analytics and intelligence development activities.
Process automation
The ability to automate predictable processes, as well as automated demand analysis and response to improve quality of decision-making, tasking and assessment.
Analytics
The ability to provide insights from acquired data in the form of predictions, estimations and conclusions. Infrastructure and technical governance Infrastructure which provides scalable storage and computing capabilities whilst enabling interoperability between forces and partners.
Continuous improvement and innovation
The ability to continuously improve and innovate, promoting a culture of change and adaptation at the pace of the operational environment.
Service sustainment
An effective governance structure in place which leads the delivery of projects. Assuring compliance with standards and policy for in-flight and newly implemented projects. Undertaking benefit management to ensure projects are delivered to the required scope, time, quality and budget.