Police Service of Northern Ireland’s Digital Strategy to … by Policing with the Community is the...

Digital Strategy to 2020 and Beyond

Police Service of Northern Ireland’s

Message from the Chief Constable

Foreword from the Head of ICS

ICS Vision and Mission

Developing our Mission, Vision and Strategy

ICS’s Governance Structure

Northern Ireland Context

Strategic Themes

Driving Policing with Advanced Analytics

Impact Statements

Our Range of Services

Our In-View ICT Projects

2020 & Beyond Video Narrative

Funding

How We Deliver Services

Collaboration

Our People

Sustainability

Information Security

Contents3

4

5

6

7

8

10

11

12

13

14

15

16

18

20

21

23

24

2

Keeping People Safe

#KeepingPeopleSafe by Policing with the Community is the core purpose of the Police Service of Northern Ireland.

Policing with the Community is about creating real participation between the police and all our communities - a partnership in which policing reflects and responds to our communities’ needs, and in which each community plays an active part in delivering a solution. The recent rapid development of technology means it plays a significant and central part in almost everything we do. Policing must embrace this new world and adapt to the new threats and opportunities it presents for 21st century policing in Northern Ireland.

Our Information and Communications Services branch (ICS) ensures Information and Communications Technology (ICT) plays an integral part in delivering effective, efficient and sustainable solutions in support of Policing with the Community by providing and operating the ICT systems that support policing 24 hours a day in Northern Ireland.

Digitalised Policing will make it easier for the public to make contact with the police wherever they are in the country, enable us to make better use of digital intelligence and evidence and transfer all material in a digital format to the criminal justice system. Online crime may further increase; this includes fraud, sexual grooming, hate crime, cyber-attacks and cyber-warfare. The Internet will therefore have to be policed in a different way, with officers and staff requiring new skills to detect and investigate crime.

The provision of fit for purpose ICT is a prerequisite to achieving our objectives, and we are committed to maintaining and investing in the ICT resources, infrastructure and projects that are key to maintaining our operational effectiveness and advancing our programme of business change.

Message from the Chief Constable

George Hamilton Chief Constable

3

Keeping People Safe

services, such as radio communications for all emergency services, our CCTV and Video systems that protect officers, staff, and members of the public, and ICT systems that are essential for day-to-day policing and back-office functions. ICS is the strategic voice for technology across the Police Service of Northern Ireland. We will lead the development and exploitation of digital tools, techniques and technologies that give us more opportunities than ever before to improve the vital public services we deliver, exploring how we can use technology to make our streets safer.

A key tenet of this Strategy is to ensure the Police Service continues to Keep People Safe in a Digital Age. This alignment, underpinned by our core Strategic Themes, will help to enhance public confidence in policing.

Foreword from the Head of ICSThis Strategy addresses maintaining existing ICT services upon which policing operations are dependent and providing powerful, new digital capabilities:

• We will transform the delivery of policing services through new, innovative digital capabilities;

• We will establish an ecosystem of partners and collaboration; and,

• We will make smarter use of our data and technology to prevent crime, protect the public and detect offenders.

Delivery of ICT Solutions must be:

• Better – we will exploit existing industry technology and build on common platforms to support all users.

• Faster – we will prioritise a programme of projects; governance decisions will be made quickly and development will be iterative and agile.

• Cheaper – we will collaborate to build once, share and re-use to enable data sharing across CJOs and others; we will deliver business efficiencies based on risk management not aversion.

ICS is indebted to chief and senior police officers and staff who have collaborated with and supported the development of this strategy by articulating future business needs, and by embracing the potential for innovative solutions capitalising on emerging digital technology.

Jeff McNamara Head of Information & Communications Services

This Digital Strategy to 2020 & Beyond aims to set the direction of travel for the Police Service of Northern Ireland’s plans for accelerating digitalisation across the organisation and prioritising investments in Technology to deliver initiatives aligned to corporate priorities.

Information and Communications Services branch (ICS) provides and operates the ICT systems that support policing 24 hours a day in Northern Ireland.

This includes all telecommunications

4

Keeping People Safe

The mission of the Police Service is to Keep People Safe with the aim of building a safe, confident and peaceful society. In direct support of this ICS has established a Branch vision and mission.

VisionPolice ICT Solutions Developed to a World Class Standard

MissionDeliver Exceptional Technology Services and Solutions through Innovation, Leadership and Collaboration to Enable PSNI to Keep People Safe in a Digital Age.

5

Keeping People Safe

Developing our Vision, Mission and Strategy

VisionPolice ICT Solutions Developed

to a World Class Standard

Police Service’s Digital Strategy to 2020 and Beyond

PSNI’s Corporate Plan 2016-2020

Mission Deliver Exceptional Technology Services and Solutions through Innovation, Leadership and Collaboration to

Enable PSNI to Keep People Safe in a Digital Age

Finance & Support Services 2017 Business Plan

6

Keeping People Safe

ICS’s Governance Structure

Service Executive BoardThe authority and oversight in delivering all ICT solutions is governed according to the following structure.

PrioritisationICT is a significant contributor to the achievement of strategic goals and objectives. As such, there is a need to prioritise the diverse set of ICT needs within the organisation.

A prioritisation matrix, that considers the value and weighting of potential projects against assessment criteria, will be ratified by the Digital Programme Board. This matrix will be utilised to prioritise all projects that require resources and/or funding and as a minimum will be reviewed quarterly to ensure continued strategic alignment.

Measuring SuccessThis robust governance structure facilitates scrutiny and challenge across all ICS services. As well as formal Service Level Agreements, ICS commits to producing Benefits Realisation Plans and Post-Project Evaluations to be approved by the Digital Programme Board in an ongoing process of corporate oversight and accountability.

Service Executive Board

Service First Board

Digital Programe Board

District Policing Command

Crime Operations

Operational Support

Corporate Support

Finance & Support Services

Legacy & Justice

Corporate Communications

7

Keeping People Safe

The Police Service’s Corporate Plan 2016-2020 already provides a broad assessment of the Northern Ireland context and challenges to #KeepingPeopleSafe. However, a number of factors relevant to this Strategy are worth highlighting.

Northern Ireland context

In 201659.5M

Active internet users in UK (92% of population)

By 202050Bn

Devices with smart sensors connected to the

internet globally

In 20167 in 10

People in NI own a smartphone

In 201688.4

Exabytes of global IP traffic per month

In 20167.4

Internet connected devices in average UK home

By 2019507.5

Zettabytes of data created globally by ‘internet of

everything’ devices

of internet users

70%

Purchased goods or services online in 2016, while use of

social networking sites grew significantly to 63% of adults

18.6Hours

Spent online per week by people in NI

720k

Followers across PSNI’ssocial media platforms

EU

Future EU interoperability

3,427total fraud

crimes

Reported & £5.4 million total in ‘victim loss’ in 6 months (2016)

in NI

1.9mpeople

Resident in NI. Projected 2 million by

2025

By 20398.8%

More children.Increased net migration

Increased avg. age

NI is most cyber-enabled part of the UK

NICyber-

enabled

In 201659.5M


By 202050Bn


internet globally

In 20167 in 10


In 201688.4


In 20167.4


By 2019507.5



of internet users

70%



18.6Hours


720k


EU


3,427total fraud

crimes


in NI

1.9mpeople


2025

By 20398.8%


Increased avg. age


NICyber-

enabled

In 201659.5M


By 202050Bn


internet globally

In 20167 in 10


In 201688.4


In 20167.4


By 2019507.5



of internet users

70%



18.6Hours


720k


EU


3,427total fraud

crimes


in NI

1.9mpeople


2025

By 20398.8%


Increased avg. age


NICyber-

enabled

In 201659.5M


By 202050Bn


internet globally

In 20167 in 10


In 201688.4


In 20167.4


By 2019507.5



of internet users

70%



18.6Hours


720k


EU


3,427total fraud

crimes


in NI

1.9mpeople


2025

By 20398.8%


Increased avg. age


NICyber-

enabled

In 201659.5M


By 202050Bn


internet globally

In 20167 in 10


In 201688.4


In 20167.4


By 2019507.5



of internet users

70%



18.6Hours


720k


EU


3,427total fraud

crimes


in NI

1.9mpeople


2025

By 20398.8%


Increased avg. age


NICyber-

enabled

In 201659.5M


By 202050Bn


internet globally

In 20167 in 10


In 201688.4


In 20167.4


By 2019507.5



of internet users

70%



18.6Hours


720k


EU


3,427total fraud

crimes


in NI

1.9mpeople


2025

By 20398.8%


Increased avg. age


NICyber-

enabled

In 201659.5M


By 202050Bn


internet globally

In 20167 in 10


In 201688.4


In 20167.4


By 2019507.5



of internet users

70%



18.6Hours


720k


EU


3,427total fraud

crimes


in NI

1.9mpeople


2025

By 20398.8%


Increased avg. age


NICyber-

enabled

In 201659.5M


By 202050Bn


internet globally

In 20167 in 10


In 201688.4


In 20167.4


By 2019507.5



of internet users

70%



18.6Hours


720k


EU


3,427total fraud

crimes


in NI

1.9mpeople


2025

By 20398.8%


Increased avg. age


NICyber-

enabled

In 201659.5M


By 202050Bn


internet globally

In 20167 in 10


In 201688.4


In 20167.4


By 2019507.5



of internet users

70%



18.6Hours


720k


EU


3,427total fraud

crimes


in NI

1.9mpeople


2025

By 20398.8%


Increased avg. age


NICyber-

enabled

In 201659.5M


By 202050Bn


internet globally

In 20167 in 10


In 201688.4


In 20167.4


By 2019507.5



of internet users

70%



18.6Hours


720k


EU


3,427total fraud

crimes


in NI

1.9mpeople


2025

By 20398.8%


Increased avg. age


NICyber-

enabled

In 201659.5M


By 202050Bn


internet globally

In 20167 in 10


In 201688.4


In 20167.4


By 2019507.5



of internet users

70%



18.6Hours


720k


EU


3,427total fraud

crimes


in NI

1.9mpeople


2025

By 20398.8%


Increased avg. age


NICyber-

enabled

In 201659.5M


By 202050Bn


internet globally

In 20167 in 10


In 201688.4


In 20167.4


By 2019507.5



of internet users

70%



18.6Hours


720k


EU


3,427total fraud

crimes


in NI

1.9mpeople


2025

By 20398.8%


Increased avg. age


NICyber-

enabled

In 201659.5M


By 202050Bn


internet globally

In 20167 in 10


In 201688.4


In 20167.4


By 2019507.5



of internet users

70%



18.6Hours


720k


EU


3,427total fraud

crimes


in NI

1.9mpeople


2025

By 20398.8%


Increased avg. age


NICyber-

enabled

In 201659.5M


By 202050Bn


internet globally

In 20167 in 10


In 201688.4


In 20167.4


By 2019507.5



of internet users

70%



18.6Hours


720k


EU


3,427total fraud

crimes


in NI

1.9mpeople


2025

By 20398.8%


Increased avg. age


NICyber-

enabled

8

Keeping People Safe

Harm and Vulnerability

Digital Engagement

Digital Collaboration Mobility

More agile, effective provision of resources aligned with harm assessment; The most

vulnerable in society will be protected.

People and Culture

A workforce which is productive, engaged, representative and which feels valued; A

strong, cohesive leadership.

Sustainability and Improvement

A flexible, responsive, affordable demand-based operating model; To maintain legitimacy and

manage confidence and accountability; Provide a service that is demand-modelled and prioritised.

Programme for Justice - Justice 2020To help build a Safe, Confident and Peaceful Society

Collaborative Working

Risk Management

Keeping People Safe

Keep People Safe by prioritising resources to manage threats, tackle harm, protect the most vulnerable and detect those committing crime.WHAT WE DO

STRATEGICWORKAREAS

ICS’s STRATEGIC THEMES

Improve community understanding of policing decisions; Work collaboratively and responsively with partners; Increase community confidence.

Improve Risk Management arrangements and reflect best practice in Risk Management; Enhance the use of Risk Management in strategic decision-making processes.

Programme for Government

Digital Investigation and Evidence

HOW WE DO IT Policing with theCommunity

Demonstrate our core behaviour of accountability, fairness, courtesy, respect and collaborative decision-making.

PSNI VISION

Our strategic themes support the Service’s three strategic work areas of Harm & Vulnerability, People & Culture, and Sustainability & Improvement.

Collaborative Working and Risk Management are integral to everything the Police Service does.

9

Keeping People Safe

Strategic ThemesICS delivery is constructed along four core themes in support of digitalised policing:

Digital EngagementPublic expectations of how people communicate continue to be more digital and varied. Whilst this brings some challenges, there is also the opportunity of multi-channel contact, improving customer relationships, and drawing on richer media to keep people safe. A customer-centric approach to contact provides better context for threat, risk and harm assessment, leading to increased public satisfaction.

Digital Investigation & EvidenceAn end-to-end digital strategy will expedite evidence and intelligence into custody, other policing functions and our partners. From electronic witness statements, photos, video and real-time access we have the opportunity to reduce custody waiting times, time to interview, need to bail and re-bail, bringing offenders to justice more efficiently, and providing a better service to victims and witnesses. Additionally, we will continue to develop our new Cyber Crime Centre.

Digital CollaborationPolicing requires working in partnership internally, externally, locally and nationally. Our Strategy will ensure ongoing support for business collaborations as well as helping drive new opportunities and enhancements. Anticipated solutions will support easier file sharing and multi-agency team coordination without compromising on the security of citizen and employee data.

MobilityOur first generation mobility (PUMA) focused on the mobilisation of key business processes and replicating line-of-business applications into a common set of mobile applications. ‘Next Generation Mobility’ will build on providing relevant information at the point of need, leveraging mobile-only capabilities to drive innovative uses, with approaches that provide agility and represent value for money.

10

Keeping People Safe

Driving Policing with Advanced AnalyticsICS is a key enabler of #KeepingPeopleSafe. Our Strategic Themes bring value through the data they produce. We recognise the power of information, but like many other public and private sector organisations, managing ever increasing amounts of data and giving data meaning presents a challenge. In this strategy term, we will develop solutions to exploit information in everything we do.

ADVANCED ANALYTICS

OUTCOMES

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1010010010111

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01111010101010100101010100010101111

10101000101011111010101010100101010100010101111

101010101010010101010001010111101010

101001001011110101010101001101001001

01110101010001010111101010

10101010101001101001001

01110101010001010111101010010100101010100010101111101010101010010101010001010

SYSTEMS & DATAINTEGRATION

SYSTEM SOLUTIONS

Downstream Applications• Deep Machine Learning / Artificial Intelligence• Predictive Analytics• Facial, Gait & Voice Recognition• Enhanced Intelligence Analysis• Partnership Sharing

• Reducing volume crime• Speedier Justice enhancements• Identifying and bringing prolific offenders to justice • Identifying and protecting vulnerable persons• Better informed decision-making• Operational & organisational efficiencies• Enhanced crime detection and prevention

INFORMATION

ECOSYSTEM

11

Keeping People Safe

The police aren’t

confined to their

locations & can set

up new operations

quickly alongside

me.

Police are more visible and available, and spend more time on local, complex issues.

Government appears more joined-up - I don’t have to

repeat my personal information over &

over.

Inter-agency responses to incidents are smoother & quicker with virtual teamwork

& more secure data sharing

Impact Statements

What this looks like to...

Core ICT Strategic Areas Policing Citizen Partners

Digital Contact

Digital Investigation & Evidence

Digital Collaboration

Mobility

I collect a range

of evidence at the

scene, including

cyber evidence

& data stored on

devices

Working between

out-of-station or at

the desk is seamless.

I can do most tasks

anywhere, at any

time.

The time between

calling police &

getting my case to

court is quicker.

There’s less of a ‘gap’ between the police & us - we can find each other’s contact details & deliver services together online.

Security & information sharing protocols are

robust, but invisible. We share more information & complete tasks quickly on

collaborative platforms.

Multi-media

evidence is shared

across all partners

rapidly & securely,

speeding up justice &

inter-agency

decision-making.

I’ve numerous ways to contact & connect with the

police. Getting case updates is also easier & faster.

I can easily share

information &

connect with the

public. Internally,

I can find the

information & people

I need.

12

Keeping People Safe

Our Range of Services

13

Keeping People Safe

Our in-view ICT projectsOur high-level project delivery list to 2020 and Beyond is linked to our strategic themes and ongoing improvements to ICT efficiency and performance.

2020 & Beyond

DigEViewer

Digital Asset Manager (DAM)

Big Data Proof of Concept Downstream Analytics (e.g. Captured Video)

Predictive Analytics

Inter-Agency File Sharing Proof-of-Concept

Next Generation Intranet (2.0)

Internal Instant Messaging & Desk-Based Video Conferencing

Mobile Device Refresh (Android Rollout)

Legacy App Refresh and New Applications Requirements

Cyber SAN & Analysis System Development and Expansion

Digital Witness Statements Digital Notebooks

Passport BioMetrics

DAM Public Subscriptions and External Collaboration

Big Data Project (Information Ecosystem) Downstream Bio-Analytics: FR, VR, Gait analysis

Inter-Agency File Sharing Exploitation Public Cloud Opportunities

New Applications/ Service Roll Out

Situational Awareness Foundations

Speech and Language Solutions

Mobile Device - Router capability

Situational Awareness: In-Vehicle

Situational Awareness: Wearables & Integration

Augmented Reality Proof-of-Concept

Cyber Investigation Mobile Labs/Vehicles

Digitisation of all PSNI Static CCTV

C&C Phase 1: Non-Emergency

Digitisation of all PSNI Mobile CCTV

C&C Phase 2: Emergency

C&C Phase 3: Voice Analytics

Online Incident Recording

C&C Hotdesking

5G Capabilities

Virtual Desktops4G Radio Services

Online Firearms Applications Enhanced Firearms Mgmt

Shared NI Public Sector Storage, Frameworks and Capabilities

National Software Frameworks

National Ballistics Forensic Analysis Systems

Cyber Request Management System Replacement

New Covert Authorities Management System

New Communications Data Application & Management System

Niche 5.04 Upgrade, CJDS, Public Protection Module & i2 Enhancement SOCRATES (PSNI Forensics Database) Integration into Niche PSNI Integration with National Replacement of PNC & PND Upgrade PSNI Terminals to Microsoft Windows 10

Digital Engagement

Digital Collaboration

Digital Investigation &

EvidenceMobility ICT Efficiency &

PerformanceKey:

VORTEX (Radio Management) Replacement

Upgrade PSNI Terminals to Microsoft Windows 7

Body Worn Video (BWV) to All Ops & Specialists Body Worn Video to Specialists Live Streaming BWV

BWV Assets to DAM

DIR Assets to DAM

Alternative Evidence Capture Solutions

Image DB to DAM

New Phone Forensic Software & Kiosk Proof-of-Concept

Track My Crime OnlineCitizen Evidence Submission Online

2017

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Keeping People Safe

2020 & Beyond Video NarrativeWe have created a video to briefly communicate our vision of the future for digital policing. Scan the following code to view this video on your smart phone device.

A ‘QR Code’ reader and Internet connection are required.

15

Keeping People Safe

Our Police Service’s 2017/18 budget represents a significant reduction on the previous years’ budgets.

The ICT budget represents less than 3% of the total PSNI DEL budget.

The majority of ICS’s budget is committed to “run” or ICT operations – maintaining and running the existing telephone, radio, data and computer systems. Acknowledging this, ICS has practised a strategy of targeted capital investment into those legacy systems that create a costly revenue tail. This tail often results from expensive supplier support that is exclusive to too few clients. Upgrades, replacements and system mergers create some headroom for “grow” and “transform” projects by reducing the revenue pressure.

Regular financial planning allows us to identify assets that do, or have the potential to, create revenue pressures, such as systems coming end-of-life. This triggers in-depth user engagement and pre-project research into more cost-effective alternatives with a particular focus on Commercial-Off-The-Shelf options.

In terms of ‘growing’ and ‘transforming’ the digital portfolio, Capital is bid for annually and on the back of Governance agreed projects. Example capital investments have been Radio refresh, new base stations, in vehicle telematics (LOCATE system), Digital Interview Recording, Body Worn Video camera, Mobile ID and much more. In addition to savings, these investments have also increased radio coverage into more rural areas, improved evidence gathering for some of our most vulnerable victims and increased operational time out of station

As the following bar graph illustrates, these efforts become ever more important as our revenue budget continues to fall year on year (Note: 2013/14 was the year of G8 when PSNI received additional special funding for the operation).

Funding40,000,000.00

38,000,000.00

36,000,000.00

34,000,000.00

32,000,000.00

30,000,000.00

26,000,000.00

28,000,000.00

24,000,000.00

22,000,000.00

20,000,000.002011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Additional

Main Grant

Downward Trend

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Keeping People Safe

Current DigitalisationBudgets are likely to continue reducing; however, ICS will continue to shift the balance. We will target legacy systems to reduce running costs and divert funds for further investment.

To the right is a selection of key services we have delivered in the previous Strategy term, 2014-2017:

CAUSEWAY

Saves£200k per year

60k hrs per year

LOCATE

Saved:112 vehicles£1.3m capital£1,500 per vehicle maintenance

RADIO Gen3

Improved batteryGPS enhancedBetter audioReceiver boostLarge display

PUMA

Return on Investment: £3 for

every £1 spent

Digital Interview Recording

DigitisedinterviewsSpeedierprocess

Major BusinessImprovement

FIREARMSLICENSING

ONLINE

Less 100kpages per year

Efficient publicservice

Body WornVideo

Reduced complaintsEnhanced evidence collection

Digital AssetManagement

Single multimediasource

CAUSEWAY


60k hrs per year

LOCATE


RADIO Gen3


PUMA


every £1 spent




FIREARMSLICENSING

ONLINE



Body WornVideo




CAUSEWAY


60k hrs per year

LOCATE


RADIO Gen3


PUMA


every £1 spent




FIREARMSLICENSING

ONLINE



Body WornVideo




CAUSEWAY


60k hrs per year

LOCATE


RADIO Gen3


PUMA


every £1 spent




FIREARMSLICENSING

ONLINE



Body WornVideo




CAUSEWAY


60k hrs per year

LOCATE


RADIO Gen3


PUMA


every £1 spent




FIREARMSLICENSING

ONLINE



Body WornVideo




CAUSEWAY


60k hrs per year

LOCATE


RADIO Gen3


PUMA


every £1 spent




FIREARMSLICENSING

ONLINE



Body WornVideo




CAUSEWAY


60k hrs per year

LOCATE


RADIO Gen3


PUMA


every £1 spent




FIREARMSLICENSING

ONLINE



Body WornVideo




CAUSEWAY


60k hrs per year

LOCATE


RADIO Gen3


PUMA


every £1 spent




FIREARMSLICENSING

ONLINE



Body WornVideo




CAUSEWAY


60k hrs per year

LOCATE


RADIO Gen3


PUMA


every £1 spent




FIREARMSLICENSING

ONLINE



Body WornVideo




17

Keeping People Safe

Service Request ManagementICS understands that meeting service requests plays a critical role in providing the necessary service to our end-users. ICS has well established processes and systems to manage the daily requests for changes to existing systems, as well as new requests that may be serviced through the re-use of existing solutions or the introduction of new technology solutions.

As well as encouraging all our staff to identify opportunities to advance technological solutions to address business need(s) within their specialist area, ICS has developed a business analysis capability that facilitates the development of business requirements resulting in effective identification of ICT solutions that support organisational change, productivity and performance. Linked to this, a key source of requests is the Priority Based Resourcing (PBR) forum that works across the Service to identify efficiencies and innovative working practices.

ICS will develop engagement further by establishing ICT Business Relationship Managers as a point of contact for each of the Police Service’s main business areas and with our external Partner Agencies. Through regular engagement with stakeholders, these Relationship Managers will further develop their comprehensive understanding of the business area, be the business advocate within ICS and support the continued provision of essential ICT services in a timely, efficient and effective manner.

Business as UsualAt the point of renewal or refresh of existing systems ICS will seek opportunities for technological consolidation and/or digital convergence that meet a continued business need and that achieve service level agreements.

Agility ICS will continue to develop sustainable agile capability to build and run services, supported by efficient and effective agile governance arrangements.

ICS will continue to build on its service integration and management capability, measuring and managing the delivery of end to end services to PSNI and our external Partner Agencies.

How We Deliver ServicesOngoing Performance Management ICS has a range of Service Level Agreements and Key Performance Indicators that define the quality, efficiency and effectiveness of the ICT services to achieve the ICS strategic and operational goals. These are agreed by, and reported to, stakeholders as part of the governance arrangements.

For ICT projects the ICS Project Manager will take responsibility for the development of the business case and commissioning the Post Project Evaluation on behalf of the Senior Responsible Owner. Recognising that the realisation of benefits is achieved through the successful delivery of business change, benefit owners will be identified during the development of the business case and will have responsibility for delivery of the stated (anticipated) benefits, including beyond the life of the project and/or programme.

InnovationWe have a long and relatively untold history of IT-based innovation. Independent reviews from HMIC and Gartner (2014) acknowledged ICS has a unique challenge compared to other police services. Despite this, we are focused on Keeping People Safe and striving to keep ahead in our increasingly connected and digitalised world, and in delivering efficient public services. As such, innovation is an integral behaviour and core component of our mission.

Whilst innovation may be outside formal programmes, all our activities and resources (including time, people and money) are still tightly governed. Innovation often unfolds through the following formal process:

18

Keeping People Safe

1. We listen to our colleagues and engage internationally to garner ideas, identify good practices and match to need. We value our people’s ideas, who are each highly skilled, experienced and trained IT professionals.

2. We undertake analysis and an economic assessment to test justification and value for money. In doing so, we seek opportunities to collaborate on national frameworks and utilise local government ICT.

3. With ICS Senior Management Support, approval is sought through the Governance framework.

4. Most innovations are pursued as a ‘Proof-of-Concept Project’, for which a business case is written and approved.

5. Undertake a Post-Project Review.

6. Digital Programme Board reviews project and approves expansion into a core ICS deliverable.

How We Listen

ICS Service Centre

Request for Service & Mobile DB

Portals

Business Relationship

Managers

Daily User Engagement

Strategic Research Projects

Digital Programme Board Transform

Projects

Appointed ICT staff who hold specialist area knowledge and maintain relations

24/7 call centre addressing all issues with all ICS services

Online portals for requesting and reporting on all ICT hardware

Talking, observing & listening as we go about our work across NI

An inclusive quorum with representatives from across PSNI and their emergent digital needs

Additional projects that both develop new staff and develop ICS knowledge of new technology areas

Working alongside change leaders as new challenges and ideas emerge, bringing ICT knowledge to leverage further efficiencies

19

Keeping People Safe

CollaborationICS will work collaboratively with partner agencies, particularly in Northern Ireland, to identify information sharing opportunities and efficiencies through shared ICT capacity and infrastructure.

Police Information sharing with other UK police services and An Garda Síochána is already business-as-usual for ICS and our Police Service. We continue to build on these partnerships and recommend collaborative National ICT systems rather than insulated police systems. We will continue to engage with the National Police Technology Council and the Police ICT Company to exploit any collaborative opportunities.

NI Criminal Justice Nearly 10 years on, Northern Ireland remains a UK pioneer in terms of joined-up data sharing between criminal justice partners. Whilst England and Wales look to introduce paperless case sharing, ICS will continue to support Northern Ireland’s Causeway Programme alongside our partners in the Public Prosecution Service, Northern Ireland Prison Service, Forensic Service of Northern Ireland and Northern Ireland Courts and Tribunals Service.

Recognising the growth in production of digital evidence we are already engaged with these bodies to establish additional cost effective ways of making this evidence available at the point of need, thereby speeding up justice and improving our services to the community.

Education & Employment Leading the way for other Police Service branches, ICS works in partnership with Queen’s University Belfast and University of Ulster as well as other UK universities in offering year-long ICT Student Placements.

Additionally, we collaborate with the Northern Ireland Civil Service (NICS) and Belfast Metropolitan College to recruit new entrants into a 2-year Apprenticeship Scheme, with most obtaining an HND qualification, permanent contracts and automatic promotion to ICT Level 2.

NI Public Sector ICS has already collaborated on the provision of network services to the NI public sector as well as the delivery of digital services to the public, such as Online Firearms Applications. We will continue to work in partnership with Department of Finance Enterprise Shared Services to drive down cost and improve quality of service where specific ICT solutions have a requirement to be delivered externally to the core Police Service infrastructure.

Partner Agencies ICS recognises that there is an increasing need to share information quickly and securely with partner agencies such as Health, Probation and Education to enhance the protection of vulnerable persons in our community. We will enhance our systems during the life of this Strategy to facilitate exchanging information under agreed protocols with partner agencies.

We will provide and maintain Barracuda radio and radio network provision to all the emergency services and other public sector partners. Future network enhancements provide new opportunities for greater public sector digital collaboration.

National Procurement and the Private Sector ICS will continue to work with other police and partner agencies to leverage the benefits of collaborative ICT procurements driving down cost and enhancing information sharing opportunities. We will continue to collaborate with private sector organisations to further enhance our service provision. We embrace the government mandate to select suppliers with open data standards, an important component of our vision for greater integration.

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Our people

Our CultureCulture guides discretionary behaviour and it picks up where the staff handbook leaves off.

ICS operates and encourages a culture of trust, information transparency & shared decision making. This culture fosters hard work and customer-focused service delivery.

Our people have great talent and a strong sense of belonging to the branch. Our work environment encourages people to be themselves and to give their best. ICS strives to strengthen working relationships over time with the aim of keeping personnel turnover to a minimum.

Teams are the best and most efficient way to get things done. ICS teams work together on all work related projects and help each other where necessary. This helps to eradicate siloed approaches and develop a collaborative working ethos.

Different TechnologyDifferent MindsetDifferent Methods

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Staff Training & DevelopmentICS’s skills portfolio remains as varied as the services offered and must be fit-for-purpose in a constantly evolving digital marketplace.

ICS is committed to providing a best-in-class ICT service, which requires an agile and competent workforce. We will ensure our people have the skills needed to flourish, with nobody left behind. We will support everyone to develop the skills they need to participate in the digital world and help harness the productivity benefits of digital innovation.

Development in this Strategy period will focus on contract and budget management, and technical integration to enhance our services portfolio. Increasing budget cuts have presented a challenge to ongoing ICT training required by technical staff. Nevertheless, ICS has invested in a range of cost-effective alternatives. Throughout the life of this Strategy ICS staff will benefit from the following:

• eLearning – ICS has taken advantage of the wealth of online ICT training, which staff can undertake at home or in the office, any day and at any time;

• Peer Coaching – a number of volunteers will receive IL5 level Coaching training to support their peers’ development in particular areas;

• Lunch ‘n’ Learn – conference attendees and colleagues with specialist knowledge are occasionally invited to speak to the Branch over lunch.

Succession PlanningNew staff will complement the ICS succession planning that is in place to manage natural staff attrition through movement, retirement and voluntary exit. This includes continuing to seek permanent posts at all grades, ICT Apprentices at junior grades and ICT Student Placements. These posts help maintain our delivery capability and demonstrate investment in staff development for the short, medium and long term.

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SustainabilityICS will continue to pioneer and prioritise the use of low energy sustainable technologies and integrate consideration of sustainability into all our activities.

ICS reduced its physical footprint in recent years with major enhancements to our Data Centre. This will continue with the planned technology refresh, which is due in 2017/18. Our refreshed Data Centre will make more use of high density computing platforms that will increase processing power whilst reducing power consumption. This should yield an anticipated power efficiency within the Centre.

All our new desktop PCs are Energy Star compliant with ultra-low power screens. Our planned desktop refresh is ongoing and will ensure that the modern low power processors (Skylake and Kaby Lake) will replace legacy desktop technology across the province.

The move to Microsoft Windows 10 within the life of this strategy will further enable aggressive power saving policies. Application-based power usage tools will be important in addressing the Police Service’s ICT carbon footprint.

Sustainability is already a component of our procurement exercises. We seek suppliers that are conscientious and innovative in their approach to improving sustainability both for them and their clients.

The successful implementation of Secure Print has driven down the consumption of paper to print documents within the organisation. This drive will continue during this strategy period by introducing support for group working where officers and staff attend meetings with briefing papers available on their mobile devices.

A further opportunity to reduce our Police Service’s carbon footprint will come from the introduction of video conferencing via the desktop. Officers and staff will be able to convene a meeting via video to reduce the need for travel to different sites to attend in person. This will augment existing video conferencing efficiencies within the organisation.

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Information SecurityThe Police Service creates, stores, handles and transfers a very large amount of information. Much of this information is sensitive in nature and its compromise may result in a significant impact in the areas of personal safety, public order, privacy, investigation of crime, commission of legal proceedings and critical national infrastructure. It is therefore vital that policing maintains robust Information Security structures and processes. This work is documented in Service Instructions and Standards.

ICS works closely with its internal partner, Information Security Unit (ISU), placing critical importance on the Confidentiality, Integrity and Assurance of all our information.

ISU’s vision is, “To create a culture that is embedded across PSNI which enables the effective use of information to support our strategic policing aims”. In doing so, it contributes to ‘Keeping People Safe by Keeping Information Safe’.

Information security has a clear governance structure supported further by the independence of ISU in overseeing the work and solutions delivered by ICS and is considered an exemplar of best practice in information security throughout the criminal justice community. ISU actively reviews and reports on threats, vulnerabilities and risks to the Police Service’s information to better inform business decision-making.

This Digital Strategy aligns to ISU’s five strategic objectives, as defined in the current Information Security Strategy:

• Maintaining Proportionate and Affordable Risk Management;

• Embedding a Culture of Personal Accountability;

• Supporting Innovation and Transformation of Services;

• Ensuring Safe and Secure Information Sharing; and,

• Meeting National Policing obligations.

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Published by: Information & Communications Services Branch Finance & Support Services Department Police Service of Northern Ireland

PSNI Lisnasharragh 42 Montgomery Rd Belfast BT6 9LD

© 2017

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