Information Technology Strategy 2015 - 2018
Information
Technology
Strategy
2015-2018
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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 supporting 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
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:
“In support of the Constabulary’s overall vision 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, in order to deliver the Constabulary’s ambition”
Translating the Vision
In tandem with modernisation of the Constabulary’s Estate, the 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
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Information Technology Strategy 2015 - 2018
professionalising our front-line and back office operations. As such they will also support a
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:
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Mobile and Agile
Crime Fighting
Public Contact
Digital Working
Information & Records Management
Quality of Service
Cost Reduction
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Strategic Objectives – “Strategy on a Page”
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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:
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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:
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Issuing tablets and custom ‘apps’ to the Front Line
Expanding the use of Community Police Bases in 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 individuals or capturing evidence.
Delivering this objective will yield the following benefits:
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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 Centre /
Lightening Suite” to oversee and direct
operations centrally – providing real-time
information feeds (like CCTV) and “pushing out” briefings to target activities
effectively (pace-setter)
 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 a range of contact options to the Public,
 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
with the release of tablets, the installation of in-car video, and the potential
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Information Technology Strategy 2015 - 2018
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
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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
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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
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
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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.
This objective goes to the heart of what IT is about as a supporting and enabling
service – ensuring that “we’re here to support the front line” in everything that we do.
Delivering this objective will yield the following benefits:
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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:
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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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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
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”
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 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 for Information Security – “How we secure Systems / Information”
 Support and promote the compliance regime around information security to
minimise risks of security breaches or unauthorised disclosure of information
 Consider information security at the start of all projects/change activity to assure
IS compliance and to give early visibility of risks or issues (so that these can be
effectively managed)
 Work with the Information Security Manager through the life of all project/change
activities to ensure that the relevant documentation is provided, in order to
achieve/maintain the required level of security assurance
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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Technology Roadmaps
The delivery of the strategy is underpinned by a number of technology roadmaps, spanning a set of technology streams, as follows:
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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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Major Investment
Areas
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FY2015/16
Public Service Network & WAN
Replacement
Storage Systems
ANPR expansion
Control Room Systems
Desktop Refresh
Mobile Data
Digital Evidence Management Systems
Finance Reporting system
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FY2016/17
Force Control Systems
Virtual Desktop Infrastructure
Body Worn Cameras
Digital Evidence Management
Systems
On-Line Transactional Services
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FY2017/18
Emergency Services Network
Virtual Desktop Infrastructure
On-line Transactional Services
Storage Systems
Microsoft Enterprise Agreement
(Renewal)
MFSS Re-hosting (potential)
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
Mobile & Agile
Major Milestone
Measure
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Mobile Data terminals (iPads) fully operational (2015)
1st Bespoke app delivered into operation (2015)
Smart Phone Pilot Completed (2015)
Live Links in place at all Deployment Hubs
Live Links in place at first non-Police location
Video Conferencing integration with Lync achieved (2015)
Deploying first Emergency Services Network handset (2015)
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In vehicle technology rollout completed (2015)
Mobile fingerprint rollout completed (2015)
Operational Control Room go live (2015)
Body Worn Cameras in live operations (2016)
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Public Contact
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Launch new Force Website (2015)
Go-live of new Force Control Systems (2016)
Go-live of Track My Crime (2016)
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Website usability rating
Number of on-line services offered
Number of Police Contact Points
Digital Working
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Digital statement-taking operational (2015)
Digital pocket-books launched (2017)
CCTV evidence shared digitally with the CPS (2016)
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% statements taken digitally
Number of digital evidence file types
importable into Niche (via plug-ins)
Information &
Records
Management
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MOPI retention rules implemented in Niche (2015)
Transformation of Data Warehouse completed (2016)
Force Retention Schedule implemented against all core systems (2016)

Number of standard dashboards that are
operational
% of core systems with data retention
rules activated
Crime Fighting
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
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% officers with access to mobile data
Number of Community Police Bases
operational
Number of police Live Link locations
Number of public Live Link locations
Number of ESN devices deployed
% vehicles with in-car video & ANPR
Number of mobile fingerprint readers
operational
Number of body worn cameras
operational
Information Technology Strategy 2015 - 2018
Objective
Quality of
Service
Cost Savings
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Major Milestone
Measure
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Niche NC5 upgrade completed (2016)
Windows 10 rollout completed (2017)
Virtual Desktops rollout completed (2017)
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% officers satisfied with their IT systems
% reduction in incidents reported
% reduction in service requests
% reduction in physical desktops
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Collaboration arrangements with ‘blue light’ agency in place (2015)
Roadmaps for core systems and infrastructure developed (2015)
Lotus Notes fully decommissioned (2016)
Legacy development platforms fully decommissioned (2015)

% reduction in cost of support and
operations
Number of separate IT contracts active
