Information Technology Strategy 2015-2018 - Information Technology Strategy 2015 2018 - Cheshire Police

 
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Information Technology Strategy 2015-2018 - Information Technology Strategy 2015 2018 - Cheshire Police
Information Technology Strategy 2015 - 2018
                                     Information
                                      Technology
                                         Strategy
                                       2015-2018

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Information Technology Strategy 2015-2018 - Information Technology Strategy 2015 2018 - Cheshire Police
Information Technology Strategy 2015 - 2018

Foreword

I am pleased to introduce the refreshed IT Strategy, which myself and the team will
work hard to deliver and make an effective contribution to supporting frontline
policing over the course of 2015 and beyond. The move to 8-10 single deployment
bases across our eight new Local Policing Units is a foundation of the new policing
model, and the IT Strategy is a large part of making the new policing model embed,
develop and grow. Mobile technology, reliable data systems, clear links into how
we agree and manage our working practices around mobile data, digital storage,
information management and alignment to change are key parts of making sure
that the technology we have in place is easily useable and making a difference to
allowing our frontline officers and staff to be more visible to our communities. I want
to ensure that IT is not just about systems and ‘kit’, but also about people - about
how we use our systems and technology, how we develop the ‘apps’ for mobile
data to make your job work smarter and better, and how we involve you in the
journey. As we implement and develop this strategy, it is important to demonstrate
that “We’re Here to Support the Front Line”, and developing the use of technology
with the help and input of a wide range of frontline staff is one of the major ways in
which we plan to achieve that.

The strategy covers lots of the background investment to underpin the new model,
but also investment in keeping our processes working well, embracing new
developments in the criminal justice area around digital evidence and Niche
developments, and keeping our business systems and technical infrastructure
working within a high level of security and reliability.

Good quality IT is a vital component of helping us to maintain services in the face of
the need to make yet more savings whilst simultaneously, to support the best
methods of policing currently in practice for our staff across the constabulary, and
technology to work alongside upgraded facilities in a fully integrated way, to give a
future proofed support service which is fit for the future.

Julie Gill, Assistant Chief Officer

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Information Technology Strategy 2015-2018 - Information Technology Strategy 2015 2018 - Cheshire Police
Information Technology Strategy 2015 - 2018

Purpose of the Strategy
The purpose of the Information Technology Strategy is to enable the delivery of
Information Technology solutions and services that meet the Constabulary’s strategic
objectives. To that end it is there to deliver technology that truly empowers policing in
Cheshire: technology that enables the Constabulary to fight crime effectively; to deliver
excellent service to the public and in particular to victims of crime; to allow agile and mobile
working across the force to support the new policing model; and to improve the efficiency
of all our operations - whether front-line, middle-office, or back-office. As an enabler for
change, the IT Strategy must underpin the implementation of the “New Policing Model” in
2015/16, and the new ways of working that will be introduced by this major investment
programme.

Our Vision
The vision for Information Technology is simple:

“We will have Information Technology Solutions and Services that enable the
Constabulary to fight crime effectively; deliver excellent service to the public, and in
particular to victims of crime; to facilitate agile and mobile working across the
constabulary; and to improve the efficiency of all our operations”

Put more succinctly:

“Great technology will underpin the delivery of outstanding service and the
realisation of cost savings”

Translating the Vision
In tandem with modernisation of the Constabulary’s Estate, the modernisation vision
translates into a number of specific strategic initiatives across several distinct themes,
enabling a more mobile and flexible workforce.

Firstly, through new contact channels like on-line services, social media and Police
Community Bases, Cheshire Constabulary will open up new ways of communicating with
our communities to complement face to face, whilst integrated Force Control Room
systems supported by new internet and engagement processes will help us manage all of
our ‘customer contacts’ seamlessly and holistically, so that we build up a better picture of
people’s needs and engage more effectively – particularly in terms of managing risks
around vulnerability.

Looking beyond Public Contact, the introduction of Mobile and Agile technology - backed
by appropriate business support units - will allow front-line officers to spend more time
working in communities and less time in police stations updating IT systems. Custom
‘apps’ will be deployed to simplify the capture and processing of information - for example
digital photography and witness statements – and officers will have the means to share this
information at the press of a button with colleagues in custody and case building teams, or
with criminal justice partners. This capability will maximize opportunities to deal with
offenders quickly and efficiently, for example at first interview. This will improve the
workings of the criminal justice process and – more importantly – deliver speedier justice to
victims. It will also open up opportunities for wider cost savings.

These innovations will form part of a wider ‘digitisation’ program, aiming to reduce
duplication and delay through the removal of things like paper processes - thereby
professionalising our front-line and back office operations. As such they will also support a
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Information Technology Strategy 2015-2018 - Information Technology Strategy 2015 2018 - Cheshire Police
Information Technology Strategy 2015 - 2018
greater focus on managing and exploiting information more effectively – whether that is
about getting the right information to officers so they can make the right decisions or
informing patrol plans so they can make the biggest difference. Better information
management will also reduce risk in relation to information compliance and security.

Finally, the Strategy aims to pursue collaborative opportunities with other Blue Light
organisations, pooling resources and sharing expertise wherever possible in order to drive
down the costs of change, improve resilience in the delivery of IT services and make IT
more sustainable over the medium term. Collaborative initiatives will go hand-in-hand with
improved strategic planning of IT and IT investments through the creation of technology
roadmaps.

The ambitions above can be grouped into a number of key areas, as follows:

   •   Mobile and Agile
   •   Crime Fighting
   •   Public Contact
   •   Digital Working
   •   Information & Records Management
   •   Quality of Service
   •   Cost Reduction

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Information Technology Strategy 2015-2018 - Information Technology Strategy 2015 2018 - Cheshire Police
Information Technology Strategy 2015 - 2018

Strategic Objectives – “Strategy on a Page”

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Information Technology Strategy 2015-2018 - Information Technology Strategy 2015 2018 - Cheshire Police
Information Technology Strategy 2015 - 2018

         Strategic Objectives – Timeline

         The timeline above gives an indicative view of when the most significant strategic initiatives will be delivered, broadly speaking. Whilst it is
         subject to change it does provide a reliable sense of priorities, and when the different elements will be delivered.

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Strategic Objectives – Details

Front line officers and staff currently have limited capabilities for accessing or
updating information systems whilst away from the police station. This creates a ‘pull’
back to police stations, and reduces the amount of time that officers spend on patrol.
It also creates duplication, with information often being recorded on paper before
being transcribed later onto the relevant computer system. As well as being
inefficient having these kinds of processes does not create the required impression of
a modern, responsive police service.

Delivering this objective will yield the following benefits:

   Improved officer visibility / greater community ‘presence’
   Better decision-making through better access to information
   More efficient information capture – “enter once”
   Improved public perception of more professional service – improves confidence
   Less time spent travelling to and from police stations
   Reduced need for ‘fixed’ police stations (and associated IT infrastructure)
   Improved officer satisfaction in the quality of IT solutions

We will achieve this objective by:

   Issuing tablets and custom ‘apps’ to the Front Line
   Expanding the use of Police Posts in Community / Partner locations
   Transitioning from Blackberry to Smart Phone devices
   Enhancing Video Conferencing facilities and capabilities including remote
   briefings
   Expanding Live Link for remote court appearance – for police officers and
   vulnerable witnesses
   Issuing personal issue laptops for all ‘agile workers’
   Exploiting Unified Communications to extend telephony ‘beyond the office’
   Expanding the use of Microsoft Lync for remote communications
   Implementing the Emergency Services Network (Airwave replacement), including
   issuing multi-purpose ‘smart radios’ with data/voice services and ‘apps’

All of the objectives in this strategy will indirectly improve the organisation’s capacity
to fight crime. For example, better access to systems and information leads to better
decision-making and better outcomes; greater visibility deters criminality; and better

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public contact will improve trust and engagement, which is a key requirement for
‘policing by consent’ to function within communities.

However, this objective recognises that technology can also be used directly in the
fight against crime. For example, in-vehicle technologies can be deployed to deprive
criminals the use of the roads, by identifying wanted individuals or capturing
evidence.

Delivering this objective will yield the following benefits:

   More positive disposals through stronger evidence
   More arrests through better identification
   Improved public confidence by meeting expectations
   Greater deterrence, e.g. roads safety impact

We will achieve this objective by:

   Expanding the use of in-vehicle technologies:
   ANPR, Video Recording and Speed Detection
   Introducing Body Worn Cameras into key
   operations
   Deploying Mobile Fingerprint Devices across
   operations (Lantern)
   Developing location aware capacity for ‘dynamic
   briefing’
   Improving real-time access to information for
   Front Line (links to Objective 1)
   Developing an “Operational Control Hub” to
   oversee and direct operations centrally by taking
   real-time information feeds including CCTV and
   operational performance snapshots
   Developing capabilities around face and voice recognition
   Introducing capabilities for ‘predictive patrol plans’

Most commercial organisations provide a mix
of communications channels to their
customers, including their main internet site,
social media, email, mailshots, and central
call centre. Driving certain types of demand
towards a customer-self-service model has
allowed many commercial organisations to
reduce their operating costs, as well as
providing a convenient and effective service
model for their customers. Whilst the
adoption of this model within the Police Service is still relatively immature, Cheshire
Constabulary has made some strides already in these areas - including the adoption
of "Neighbourhood Alert" for community engagement, and the rollout of Police
Contact Points (“Kiosks”) to main police stations. More work needs to be done to

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enhance capabilities around Public Contact, to give the kind of service that the Public
expects, and to exploit the opportunities offered to provide better services at lower
cost.

Delivering this objective will yield the following benefits:

   Provide greater flexibility in the contact services provided - not “one size fits all”
   Create opportunities to message hard-to-reach groups through things like social
   media
   Presents a modern, responsive organisation that meets the needs of different
   citizens and communities
   Potential cost reductions through innovations like self-service, or e-commerce
   capabilities
   Reduce risks around vulnerability by providing a better ‘picture’ of the citizen
   across all contact channels
   Improve public confidence through the delivery of a modern, fit-for-purpose
   communications capability
   Improve staff satisfaction within the Force Control Room in the quality of IT
   solutions provided, by providing better tools to do the job

We will achieve this objective by:

   Introducing New Control Room Systems (C&C and Contact Management)
   Deploying a redesigned Force Website on an improved platform that is
   compatible with mobile devices
   Introducing better public communications facilities in public waiting areas, e.g.
   rolling Force news and appeals
   Continuing to expand and develop Police
   Information Points
   Developing a capability to track Social Media
   Improving and enhancing how we use Social
   Media
   Implementing “Track My Crime” for Victims
   Providing an On-Line Crime Recording service
   Expanding the use of on-line service offerings to
   the Public
   Offering personalised services to the Public,
   including a range of contact channels
   Providing a range of mechanisms for the Public
   to contact their Local Policing Unit officer
   Expanding the use of new contact channels like Facewatch and Neighbourhood
   Alert, and integrating these with into back office processes / systems

Officers are increasingly required to manage digital evidence files like CCTV and
mobile phone records, but these processes are performed in an ad hoc way.
However, the importance of improving capabilities in this area is increasing sharply
as the Force looks to expand its own internal use of digital photography and video
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with the release of tablets, the installation of in-car video, and the potential
introduction of Body Worn Video – all of which will see data volumes increasing
significantly. This is therefore something that the Force needs to tackle in the short
term in order to meet this challenge.

Delivering improvements in this area will also have down-stream benefits on the
investigative and criminal justice processes, by making evidence more easily
available for things like first interview or the police/CPS charging decision - either of
which can have significant effects on both the efficiency of processes and criminal
justice outcomes. Digital Working is extended here to a more general ambition to
move away from “paper processes” and all their incumbent inefficiencies and barriers
to effective working in the modern age. As such, this objective identifies a clear
ambition to embrace digital working across the enterprise, and use it to drive new
ways of working, e.g. paperless board meetings.

Delivering this objective will yield the following benefits:

    Less rework and duplication – digital processes will remove inefficiency
    Reduced numbers of detainees being bailed from police custody
    More guilty pleas at first custody interview
    Greater opportunities to share information with partners
    Reduced logistical overheads for storage of physical records, e.g. paper
    statements, pocket notebooks
    Reduced consumption of paper – cost and environmental benefits
    Improved officer and staff satisfaction levels

We will achieve this objective by:

    Developing ‘plug-ins’ to allow digital evidence to be imported into Force systems
    Introducing digital statement-taking, including digital signatures
    Introducing digital pocket books
    Developing an interface for the transfer of digital evidence into the CPS and
    Courts Service
    Introducing a mobile capability for Digital Interview Recording
    Exploring wider use of Body Worn Video Cameras
    Moving towards paperless boards, paperless mail distribution, and paperless
    offices

Like all public bodies the Force is required to retain, disclose, and weed information
according to a strict set of rules, such as the Management of Police Information
(MOPI) Guidance, the Freedom of Information Act, and the Data Protection Act.
Failure to comply with these regulations can result in both financial sanctions and
reputational damage. However, poor management of information can present many
other, less obvious impacts, including unnecessary storage costs and additional risks
caused by officers and staff acting on out-of-date information. There is also the
hidden cost of inefficient working – spending time trying to find documentation when
it should be quick and easy. As the Force contemplates a large expansion in the
volumes of digital evidence it consumes – through initiatives like in-car video – it will
be even more important to think about things like retention and weeding.
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The Force has invested significantly in new technologies to help manage information
better, and these need to be exploited effectively to address those areas of
weakness, reduce the risk of
non-compliance, and improve
the overall user experience.

In a similar vein, the Force
needs     to    provide      better
mechanisms for members of
staff to access Management
Information, using simple-to-use
dashboards rather than requiring
complex, specialist tools, or
having to wait for the information
to be compiled by specialist
teams.

Delivering this objective will yield the following benefits:

    Improved compliance around Information Management
    Reduced risks of non-compliance, including reputational damage or operational
    impact
    Improved efficiency by making documents/information easier for staff to locate
    Reduced costs of satisfying information requests (FOI)
    Reduced data storage needs through better records disposal
    Better and faster reporting service provided through self-service dashboards
    Reduced reporting overheads by reducing reliance on specialist teams
    Better use of resources through improved access to information and business
    intelligence, e.g. better patrol plans / predictive analysis

We will achieve this objective by:

    Expanding the use of SharePoint for “Team Sites” and collaboration more
    generally (e.g. use of blogs and feedback mechanisms)
    Expanding the use of SharePoint for records management
    Re-developing the existing Data Warehouse to be more easily manageable
    Making Management Information far more accessible – through the use of things
    like self-service “dashboards”
    Consolidating the use of Specialist Reporting Tools, and limiting usage to
    specialist teams
    Implement the Force Retention Schedule across all our applications and
    document stores
    Implement the MOPI retention rules on Niche

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This objective recognises that delivering fit-for-purpose IT Solutions requires strong
engagement with operational staff and a good understanding amongst technologists
of the business environment and the requirements of front-line teams. New solutions
need to be developed in partnership by bringing technology and business experts
together to identify ‘the art of the possible’ – blending new technologies with new
ways of working to generate transformational change that delivers the required
outcomes.

This objective also recognises that great
technology solutions need to be
underpinned by great service. They
need to be maintained and developed
effectively, ensuring that changes are
communicated        and     implemented
effectively, working in partnership with
the business to minimise the negative
impact of change, whilst maximising the
benefits of change.

Delivering this objective will yield the
following benefits:

    Effective IT solutions and services are delivered – operationally fit-for-purpose
    Officers and staff have a strong sense of ownership over IT and value it
    Officers and staff are comfortable using the IT provided
    Improved satisfaction levels in officers and staff alike
    IT Systems are operated to a high level of availability and responsiveness
    Reduced costs of IT in the longer term, by making the right decisions

We will achieve this objective by:

    Improving business engagement through IT Services road-show events
    Improving communications through an IT Services Quarterly News Bulletin
    Overhauling the IT help pages on the intranet
    Introducing Working Groups for key services
    Undertaking more ‘operational visits’ by IT Services’ staff
    Running induction sessions when laptops and other devices are issued, to help
    users get the most from these systems (and reduce follow-up issues)
    Improving overall standard of IT in Police Stations – delivered as part of the New
    Policing Model rollout
    Continuing to ensure that systems’ service levels meet business need by
    undertaking regular reviews and making adjustments when required
    Continuing to ensure that system upgrades are appropriately scheduled, again
    taking into account the business need and operational impact of change
    Reviewing and extending the IT Services performance framework, ensuring
    alignment with Force standards and review processes

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Information Technology Strategy 2015 - 2018

Despite the additional investment in Information Technology significant opportunities
to drive down the costs of IT are presented by a number of the Projects already in
train, and by emerging technologies more generally. There are also the possibilities
offered through collaboration with other Forces or “Blue Light” organisations, and
through the Niche Collaboration Group (Minerva). Moreover, on the National Scene
the new Police IT Company should create opportunities to reduce costs in the
medium term by giving greater control to the Police Service over how National
Systems are both commissioned and operated, and by driving things like
interoperability standards to reduce the costs of development.

Delivering this objective will yield the following benefits:

    Reduced costs
    Simplified IT landscape (reduced systems and contracts)
    Reduced risks by pooling capabilities

We will achieve this objective by:

    Implementing the Public Sector Network (PSN)
    Developing roadmaps for all core infrastructure
    Exploring next-generation storage solutions – like “Cloud” – and developing
    proposals
    Extending the use of Virtualisation within the Data Centre to drive out further
    savings by reducing numbers of physical servers yet further
    Implementing stronger information retention and weeding mechanisms, to free up
    storage for re-use and reduce backup costs
    Developing a business case for Virtual Desktop Infrastructure, replacing
    traditional desktop computers
    Decommissioning legacy systems
    Consolidating contracts where possible
    Adopting interoperability standards, and open standards more generally, to drive
    down the costs of integration and simplify the technical landscape
    Working with Minerva to develop collaboration opportunities on Niche, including
    development of proposals for Niche platform consolidation
    Identifying collaboration opportunities with other Forces or Blue Light
    Organisations, and executing them

Supporting Principles & Standards
Driving standards in the way that IT Solutions are selected or designed, or indeed the
technology platforms that they are delivered through, can help to reduce total cost of
ownership, improve interoperability, accelerate delivery, and reduce implementation
risks. As such they are vital in delivering the fast pace of change that this strategy
dictates with the limited resources available.

Some of the principles below will be difficult to adhere to, because conflicts will arise.
However, the important factor is that the assessment is properly made, and that an

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informed decision is made, taking full account of the consequences. This should
ensure than most of the principles are adhered to most of the time.

The standards fall into 4 distinct categories: usability, technology, information
management and professionalism. These are considered in turn

Standards of Usability – “What kind of IT do we want to provide”
   New IT systems must come up to a minimum standard of usability – they should
   be simple and intuitive for our staff to use
   Systems must be fit for use in operational contexts – taking account of how and
   where they will be used to ensure good operational ‘fit’
   Systems must be relatively easy to administer and maintain

Standards for Technology – “How technology supports it”
   Select IT systems and that have open standards to maximise inter-operability and
   reduce the costs of integration
   Select technologies that are flexible and scalable so that they can adapt to
   change
   Work with partners to agree common systems and processes, to drive
   convergence and maximise future opportunities for collaboration (e.g. Minerva)
   Standardise on a single technology ‘stack’ wherever possible, e.g. Microsoft, and
   avoid duplication
   Exploit ‘core systems’ wherever possible, rather than buying ‘new’
   Select commercial off the shelf products wherever possible, rather than
   commissioning or developing bespoke solutions
   Select ‘tried and tested’ solutions to reduce risk and speed up implementation
   Implement new systems incrementally wherever possible

Standards for Information Management – “How we value information”
   Develop a culture of ‘right first time’ and personal responsibility with regards to
   data entry on corporate systems, to reduce the amount of data cleansing that is
   required, and to reduce risk (Information Management principle)
   For corporate systems like Niche we will have a standard, corporate operating
   model, supported by audit and training, to assure the quality and completeness of
   information recorded on those systems (Information Management principle)

Standards of Professionalism & Capability – “How we value IT skills”
   Accept that being proficient with IT is a core requirement for modern policing, and
   that staff will be required to develop this capability
   Be clear that officers and staff will be expected to self-develop competencies on
   things like Office Applications (e.g. Excel) in order to be ‘effective workers’. Not
   everything can be customised

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Information Technology Strategy 2015 - 2018

        Technology Roadmaps

        The delivery of the strategy is underpinned by a number of technology roadmaps, spanning a set of technology streams, as follows:

               Data Centre, Servers & Storage Infrastructure
               Network Infrastructure
               Police Operational Systems (C&C, Niche etc.)
               Desktop Infrastructure (physical & virtual)
               Mobile Technology (including in-vehicle)
               Management Information & Business Intelligence
               Public Contact Systems
               Office Systems (MS Office, Email etc.)
               Multi-Force Shared Services Systems

        Each roadmap will identify a strategic, 5-year plan for the stream in question taking into account the status of the existing technology stack (e.g. asset
        life/capacity), the length of supporting contracts, interdependencies across technology streams and the alternatives that are available (or emerging).
        They will take account of the projected future shape of the business - e.g. projected headcount or estate size - and they will identify the likely
        investment implications, thereby assisting with investment and resource planning.

        The roadmaps will be refreshed annually to reflect the changing technology and business landscapes, and to bring ‘nearer’ changes into greater focus
        as uncertainties are reduced.

        Investment Summary

        The 3-year investment summary, based on the preliminary roadmaps development work, is shown in the table below.

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                                                 FY2015/16                                    FY2016/17                               FY2017/18
                                Public Service Network & WAN Replacement                 Force Control Systems               Emergency Services Network
                                              Storage Systems                        Virtual Desktop Infrastructure          Virtual Desktop Infrastructure
                                              ANPR expansion                              Body Worn Cameras                 On-line Transactional Services
        Major Investment                   Control Room Systems                 Digital Evidence Management Systems                Storage Systems
        Areas                                 Desktop Refresh                       On-Line Transactional Services          Microsoft Enterprise Agreement
                                                Mobile Data                                                                            (Renewal)
                                  Digital Evidence Management Systems                                                        MFSS Re-hosting (potential)
                                         Finance Reporting system

        Capital Spend                             £2,755k*                                      £4,480k                                 £3,240k

        (* Funding approved and secured)

        Some areas of investment will deliver revenue increases, whilst others will result in revenue savings. At this stage it is estimated that the overall
        revenue commitment will not rise, however more work will be to develop the detailed position. Obviously some of the investments listed will have
        broader revenue consequences, in that they will increase efficiency or effectiveness in the business more widely, and this will need to be factored in
        when the more detailed business cases and capital bids are developed.

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        Milestones and Measures

       Objective        Milestone                                                                  Measure
       Mobile & Agile        Mobile Data terminals rolled out across front line                         % officers with access to mobile data
                             1st Bespoke app delivered into operation                                   Number of bespoke police apps
                             5th Bespoke app delivered into operation                                   operational
                             Agile Laptops – Phase 2 of rollout completed (next 100 devices)            % officers/staff with access to laptops
                             Smart Phone Pilot Completed                                                % of main police stations with Wi-Fi
                             Smart Phone Proposal Accepted                                              Number of Community Police Posts
                             Blackberry transition to Smart Phone begun                                 operational
                             Last Blackberry device replaced                                            Number of Live Link locations
                             Live Links in place at all Deployment Hubs                                 Number of court ‘appearances’ made
                             Live Links in place at first non-Police location                           over Live Link by officers
                             Video Conferencing integration with Lync achieved (allows anyone to        Number of court ‘appearances’ made
                             access VC from any Force computer and/or remote devices)                   over Live Link by vulnerable witnesses
                             Deploying first Emergency Services Network handset (Airwave                Number of ‘smart radios’ deployed (ESN)
                             replacement)

       Crime Fighting        In vehicle technology rollout started                                      % vehicles with in-car video
                             In vehicle technology rollout completed                                    % vehicles with ANPR
                             Mobile fingerprint rollout completed                                       Number of fingerprints taken using mobile
                             Deploying face-recognition technology into an operational context          fingerprint readers
                             Deploying voice-recognition technology into an operational context         Number of Body Worn Cameras in
                             Deploying Body Worn Cameras                                                operation

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       Objective         Milestone                                                                 Measure
       Public Contact         Launch new Force Website                                                  Number of on-line services offered
                              Launch first new on-line service                                          % increase in force website visits
                              Go-live of new Command and Control / Contact Management Systems           Website usability rating
                              Go-live of Track My Crime                                                 % on-line ‘contacts’
                                                                                                        Number of Police Contact Points
                                                                                                        Number of tweets issued
       Digital Working        Digital statement-taking operational                                      % digital statements taken
                              Digital pocket-books launched                                             % pocket books that are digital
                              Set of evidence files shared digitally with the CPS                       Number of digital evidence file types
                              Body Worn Camera solution operational (targeted rollout)                  importable into Niche (via plug-ins)
                              First ‘paperless’ board meeting                                           % reduction in paper usage
       Information &          Team Sites in place for each LPU                                          Number of standard dashboards that are
       Records                MOPI retention rules implemented in Niche                                 operational
       Management             Transition from existing Data Warehouse to replacement Operational        % reduction in active Business Objects
                              Data Store completed                                                      users
                              Force Retention Schedule implemented against core systems                 % of core systems with data retention
                                                                                                        rules activated

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Information Technology Strategy 2015 - 2018

       Objective      Milestone                                                                      Measure
       Quality of          Launch the Niche Working Group                                                 % officers satisfied with their IT systems
       Service             Complete the overhaul of the IT pages on the Intranet (self-service and        % of time that systems are ‘available’
                           knowledge articles)                                                            % reduction in incidents reported by
                           Introduce induction sessions when issuing IT equipment like laptops            users
                           and smart phones                                                               % reduction in service requests raised by
                           Review the IT Performance Framework to align with ‘what works’                 users
                           priorities                                                                     Number of IT Roadshows conducted
                           Niche NC5 upgrade completed                                                    Number of problems resolved
                           Windows 10 rollout completed                                                   Number of service improvement
                           Virtual Desktops rollout completed                                             initiatives completed
                                                                                                          Number of working days spent by IT staff
                                                                                                          ‘on area’
                                                                                                          Number of operational patrol visits made
                                                                                                          by IT staff
                                                                                                          % of virtual desktops

       Cost Savings        Collaboration arrangements with ‘blue light’ partner agency in place           % reduction in cost of support and
                           Roadmaps for core systems and infrastructure developed                         operations
                           Lotus Notes fully decommissioned                                               Number of separate contracts in place
                           Legacy development platforms fully decommissioned (Websphere and               Number of desktop computers across the
                           WebLogic)                                                                      Force
                                                                                                          Number of physical servers being
                                                                                                          managed in the data centres
                                                                                                          % of servers that are virtual
                                                                                                          % of storage ‘recycled’ annually through
                                                                                                          archiving and weeding

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