1. Digital Policing Portfolio Roundtable Presentation 1st November 2016
Hacer Evans (Paul Williams), Digital Policing Portfolio

2. Digital Policing Portfolio
What is the purpose of the Digital Policing Portfolio ?
The Digital Portfolio will be a single national owner of the policing vision for Digital Transformation.
It will ensure that all digital change initiatives conducted by police, or for police, adhere to agreed strategic principles
Digital Policing will fundamentally shift the ways of working for all police forces and change the way they interact with the public. Skills and capabilities needed to investigate and manage cybercrime will become mainstream, as the level of online use and crime increase. Increasingly, the police forces will be using social media tools to engage with the public, such as, Twitter. Frontline police officers will be equipped with smartphones that have apps to capture and store evidence at the crime scene, plus enhance the ability to obtain faster results when trying to identify victims and potential offenders.
The portfolio, comprising three key digital programmes, will direct digital transformation initiatives to align to national strategic drivers and requirements

3. National Delivery
How does the Digital portfolio fit into the National picture ?
The Digital Policing Portfolio is an integral part of the National delivery landscape
Collaboration across key national programmes is vital for successful delivery
Having a joined up Transformational change approach is a fundamental requirement
National delivery
3 programmes with Digital policing
Digital public Contact
DII DF
Home Office Led Policing Programme
NLEDS
HOB
ESMCP
Criminal Justice
Common Platform
HMCTS Reform
Other Agencies
NCA
CCD
Research and Academia
CAST
Catapult Digital
This work is being undertaken against a backdrop of 43 Forces on their own transformational journey, delivering local near term plans that have been in place for some time. So we are not operating in a green field site, this may cause some alignment tensions between local and national delivery and strategic direction.
The scale of ambition and need is great and it raises 2 Questions
Do we have the agility to be able to respond and absorb the business change requirements into a landscape that is varied in maturity and readiness?
What can you and I do to take advantage of the opportunities that this busy landscape provides us with giving us the best chance of success?
We commit to working together, responding to the requirements collaboratively rather than silo’d.
Keep national programmes at the forefront of our minds when considering local plans and initiative.
We harness good practice and consider where new capabilities are best delivered .
We work to integrate national delivery into our local operating environments.

4. Digital Policing Portfolio
The Digital Policing Portfolio is a critical strand of transformation work and its final delivery will fundamentally shift the ‘ways of working’ across policing and with the Criminal Justice System.
The Digital Policing Portfolio has been formed to join up the activities of three digital Programmes:
Although the three Programmes are focusing on different aspects of the end to end Digital landscape of Policing, there are natural synergies and dependencies between these programmes that requires collaboration and joint-working to realise full benefits.
Digital Policing Portfolio
Digital Public Contact
Vision
To provide a simple, well known and reliable digital contact service between the Public and the Police that ensures the Public are informed and digitally enabled.
Digital Investigations & Intelligence
Vision
To enable Policing to protect the Public through preventing and detecting crime in a society that is becoming increasingly digital.
Digital First
Vision
To integrate digitised policing into the reformed Criminal Justice System, to deliver the best service to the Public.

5. Digital First Mission Objectives
To have all structured case-file data and unstructured multi-media relevant to a criminal prosecution, digitally captured and stored once and accessible on demand to all Criminal Justice partners, facilitating the effective use of video enabled justice
Objectives
Criminal Justice Reform
Structured & Unstructured Data
Video Enabled Justice
Define, design and implement the necessary business change, standards, technical solutions and required process and policy changes across policing to facilitate Criminal Justice Reform.
Demonstrate improved efficiency and effectiveness in processing, managing, storing and sharing structured and unstructured data with CJS partners and others.
Improve end-to-end Criminal Justice System efficiency and effectiveness through the usage of virtual courts and live links.

6. Digital Public Contact
Mission
To develop capabilities, services and national standards that allow the Public to report, transact and engage with policing digitally
Objectives
Online Home
Online Crime & Incident Reporting
Self Help Knowledge Base
Social Media as a Contact Channel
Financial Transactions
Simple User Journey
To provide a single, online 'home' for the Public and the Police.
To provide an appropriate digital channel that enables Public choice for reporting and tracking online; allowing Police to respond appropriately.
To provide a single source of relevant self-help information and advice to the public; reducing unnecessary contact and improving efficiency.
To provide guidance on the role of Social Media as a contact channel.
To provide a capability that enables the Public to undertake financial transactions online; increasing Police efficiency, enhancing the user experience and reducing contact.
To provide a trusted access control model and simple user journey across the Digital Public Contact experience.

7. Digital Investigation & Intelligence
Mission
To drive consistency and improvement of existing and emerging digital investigative and intelligence capabilities for Policing
Objectives
Enable Innovation
Specialist Technical Capabilities
Equip Officers
Standardised Capabilities
Access & Analyse Data
To enable innovation and R&D to future-proof digital capabilities .
To efficiently deliver specialist technical capabilities as a service to mainstream Policing
To equip officers with skills and knowledge to operate in an increasingly digital society.
To make appropriate standardised digital capabilities accessible to all frontline officers.
To provide enhanced capabilities to effectively access and analyse data for policing.

8. Strategies What strategies will be used to deliver these objectives ?
Provide endorsed options or solutions for infrastructure
Collaborative working across policing and with development partners
Discovery
People and Skills
Deliver through a capability led approach
Data Storage & Connectivity
Proof of Concepts and Pilots
Information security and assurance
Standards / Principles / Policy
Design, Develop and Integrate
Industry Collaboration

9. Key Achievements Achievements
Surrey/Sussex live with online crime recording (OCR)
Prototype Website developed for TVP/Hampshire
API developed for Niche interface to OCR
Collaboration with CJS Common Platform Programme
Publication of Landscape Review detailing policing maturity & readiness
Completion of pilot of Digital Case File in South Wales
Establishing CDRIC as a research and development hub
Achievements
We are establishing CDRIC as a research and development hub to match requirement sets from law enforcement with industry and academia and harness the opportunities for a collaborative approach
We are working with forces to develop national approaches to high priority capabilities such as unattributable internet access, data fusion tools and triage tools for frontline investigators
Work with the CJS Common Platform Programme to articulate their requirements of policing.
Publication of Landscape Review detailing policing maturity and readiness in relation to meeting the requirements of the CJS Common Platform Programme.
Completion of pilot of Digital Case File in South Wales, the results of which are currently being analysed by Digital First and Home Office economists.
Corralling of Police Innovation Fund bids relating to digital evidence to ensure a smaller number of coherent, collaborated bids were submitted.

10. Challenges Ahead Significant Challenges
Determining accurate volumetrics for storage & sharing of digital evidence
Risk of duplication and conflict with PCCs exploring proposals for local criminal justice reform
Ownership of Police.UK  website
Landscape Review for DPC
Too many forces are independently trying to procure or develop capabilities
Challenges
Determining accurate volumetrics with regards to the storage and sharing of digital evidence to enable appropriate scaling of solutions.
Risk of Police Transformation Fund perpetuating the challenges experienced with the Police Innovation Fund in supporting bids which are not aligned to national strategy.
Funding structures and levels within policing make it difficult to meet the needs of national criminal justice reform, where budgets for relevant programmes total £1bn.
Risk of duplication and conflict with PCCs exploring proposals for local criminal justice reform, where significant investment in reform has been made by MoJ at a national level.
The recent PTF round highlights that too many forces are independently trying to procure or develop capabilities without recognising the benefits of working with national programmes to develop requirements that  can be scaled across the service
We need to move away from the approach that digital capability is a bolt on to recognising it as core business that requires transformation of not just technology but people, skills and processes

11. Current State and Future State
This means the judiciary system can be slow and inefficient, mostly reliant on manual handling of evidence, including multimedia
Paper- based files
Separate multi-media storage
In person court presence and custody hearings
This will mean seamless sharing of evidence and use of digital technology to make the judiciary efficient and quick
Digital case files
Integrated digital data access
Video enabled justice
DII
This means that the police forces are lacking technical skills and digital knowhow to effectively handle cybercrimes
Limited digital investigation capabilities
Technology behind current trends
This will mean that police forces have advanced and modern technology and a digitally skilled workforce
Digitally skilled and capable officers
Advanced and cutting-edge technology
DPC
This means paper based handling of many transactions and no single route for public contact
Multiple sources for online contact
Paper based transactions
This will mean that the public can process online transactions and have a single portal to connect to
Single online portal
Self-service online system
Future state
New systems
and technology
New standard processes
New skills and capabilities
Transition