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Police Service of Northern Ireland’s Digital Strategy to 2020 and Beyond
Keeping People Safe Contents Message from the Chief Constable 3 Foreword from the Head of ICS 4 ICS Vision and Mission 5 Developing our Mission, Vision and Strategy 6 ICS’s Governance Structure 7 Northern Ireland Context 8 Strategic Themes 10 Driving Policing with Advanced Analytics 11 Impact Statements 12 Our Range of Services 13 Our In-View ICT Projects 14 2020 & Beyond Video Narrative 15 Funding 16 How We Deliver Services 18 Collaboration 20 Our People 21 Sustainability 23 Information Security 24 2
Keeping People Safe
Message from the Chief Constable
#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.
George Hamilton
Chief Constable
3
Keeping People Safe
Foreword from the Head of ICS
This Digital Strategy to 2020 & This Strategy addresses maintaining existing ICT services upon which policing
Beyond aims to set the direction operations are dependent and providing powerful, new digital capabilities:
of travel for the Police Service
of Northern Ireland’s plans for •W
e will transform the delivery of policing services through new, innovative
accelerating digitalisation across digital capabilities;
the organisation and prioritising • We will establish an ecosystem of partners and collaboration; and,
investments in Technology to deliver
initiatives aligned to corporate •W
e will make smarter use of our data and technology to prevent crime,
priorities. protect the public and detect offenders.
Information and Communications
Services branch (ICS) provides and
operates the ICT systems that support Delivery of ICT Solutions must be:
policing 24 hours a day in Northern
• Better – we will exploit existing industry technology and build on common
Ireland.
platforms to support all users.
This includes all telecommunications
• Faster – we will prioritise a programme of projects; governance decisions
services, such as radio communications for all emergency services, our CCTV
will be made quickly and development will be iterative and agile.
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. • Cheaper – we will collaborate to build once, share and re-use to enable
ICS is the strategic voice for technology across the Police Service of Northern data sharing across CJOs and others; we will deliver business efficiencies
Ireland. We will lead the development and exploitation of digital tools, techniques based on risk management not aversion.
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 ICS is indebted to chief and senior police officers and staff who have collaborated
our streets safer. with and supported the development of this strategy by articulating future
business needs, and by embracing the potential for innovative solutions
A key tenet of this Strategy is to ensure the Police Service continues to Keep capitalising on emerging digital technology.
People Safe in a Digital Age. This alignment, underpinned by our core Strategic
Themes, will help to enhance public confidence in policing. Jeff McNamara
Head of Information & Communications Services
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.
Vision
Police ICT Solutions Developed
to a World Class Standard
Mission
Deliver 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
Vision Mission
Deliver Exceptional Technology Services and Solutions
Police ICT Solutions Developed through Innovation, Leadership and Collaboration to
to a World Class Standard Enable PSNI to Keep People Safe in a Digital Age
Police Service’s Digital Strategy to 2020 and Beyond
PSNI’s Corporate Finance & Support Services
Plan 2016-2020 2017 Business Plan
6
Keeping People Safe
ICS’s Governance Structure
The authority and oversight in
delivering all ICT solutions is governed Service Executive Board
according to the following structure. Service Executive Board
Prioritisation
ICT is a significant contributor to
the achievement of strategic goals
and objectives. As such, there is a Service First Board
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
Digital Programe Board
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 Crime
continued strategic alignment. Operations
District Policing Operational
Measuring Success Command Support
This robust governance structure
facilitates scrutiny and challenge
Finance &
across all ICS services. As well as Support Services
formal Service Level Agreements, Corporate Legacy &
ICS commits to producing Benefits
Realisation Plans and Post-Project
Support Justice
Evaluations to be approved by Corporate
the Digital Programme Board in Communications
an ongoing process of corporate
oversight and accountability.
7
Active internet users in UK Devices with smart
(92% of population) sensors connected to the
internet globally
Internet connected devices in Zettabytes of data created
average UK home globally by ‘internet of In 2016 By 2019
In 2016 By 2020
everything’ devices In 2016 In 2016 7.4 507.5
59.5M 50Bn 7 in 10 88.4 Keeping People Safe
Northern Ireland context
70% 18.6 Internet connected devices in Zettabytes of data created
Active internet users in UK Devices with smart average UK home globally by ‘internet of
of internet
users Hours
(92% of population) sensors connected to the People in NI own a
smartphone
Exabytes of global IP
traffic per month
In 2016 everything’ devices By 2020
internet globally
59.5M 50Bn
Purchased goods or services Spent online per week
online in 2016, while use of In 2016
by people in NI In 2016
In 2016 By 2019
In 2016 By 2020
70%
Active internet users in UK 18.6
Devices with smart
social networking sites grew
The
significantly to 63% Police 7 in 10 88.4 7.4 assessment
Service’s Corporate Plan 2016-2020 already provides a broad
of adults In 59.5M507.5
of the
2016 By 50Bn
Northern Ireland
of internet
context
2020
(92% of population)
users Hours
sensors connected to the
internet globally
and challenges to #KeepingPeopleSafe. However, a number of factors relevant to 59.5M
this Strategy are worth 50Bn
highlighting.
People in NI own a Exabytes of global IP Purchased goods or services Spent online per week
Internet connected devices in Active internet
Zettabytes of data
users in UKcreated Devicesonline
with smart
in 2016, while use of In 2016 by people in NI In 2016
smartphone traffic per month
average UK home globally
(92% of by ‘internet of
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Followers across PSNI’s
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Exabytes of global IP
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59.5M 50Bn
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total fraud
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In 2016 Active internet
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users
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2020
social networking sites grew
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Devices with smart Active internet users in UK Devices with smart
Reported & £5.4 million total in
people
7 in 10 70% 59.5M88.4 18.6 50Bn
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sensors connected to the
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in NI total fraud everything’ devices internet globally
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sensors connected
720k
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to the
In 2016 By 2020 In 2016 In 2016
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88.459.5M
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2016 88.4 In 2016
online in 2016, while use of by people in NI
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globallyReported & £5.4
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crimes 720k EU Increased avg. ageKeeping People Safe
Our strategic themes support
the Service’s three strategic work
areas of Harm & Vulnerability,
People & Culture, and
Sustainability & Improvement.
Programme for Government
Collaborative Working and Risk
Management are integral to
everything the Police Service does.
Programme for Justice - Justice 2020
PSNI VISION To help build a Safe, Confident and Peaceful Society
Keeping
WHAT WE DO People Safe
Keep People Safe by prioritising resources to manage threats, tackle harm, protect the most
vulnerable and detect those committing crime.
Policing with the
HOW WE DO IT Demonstrate our core behaviour of accountability, fairness, courtesy, respect and collaborative
Community decision-making.
Collaborative Working Improve community understanding of policing decisions; Work collaboratively and responsively with
partners; Increase community confidence.
Risk Management Improve Risk Management arrangements and reflect best practice in Risk Management; Enhance the
use of Risk Management in strategic decision-making processes.
Harm and People and Sustainability and
STRATEGIC Vulnerability Culture Improvement
WORK More agile, effective provision of resources A workforce which is productive, engaged, A flexible, responsive, affordable demand-based
aligned with harm assessment; The most representative and which feels valued; A operating model; To maintain legitimacy and
AREAS vulnerable in society will be protected. strong, cohesive leadership. manage confidence and accountability; Provide a
service that is demand-modelled and prioritised.
Digital Digital Digital Investigation
ICS’s Mobility
Engagement Collaboration and Evidence
STRATEGIC
THEMES
9Keeping People Safe
Strategic Themes
ICS delivery is constructed along four core themes in support of digitalised policing:
Digital Engagement Digital Collaboration Digital Investigation Mobility
Public expectations of how people Policing requires working in
& Evidence Our first generation mobility (PUMA)
communicate continue to be more partnership internally, externally, An end-to-end digital strategy will focused on the mobilisation of key
digital and varied. Whilst this brings locally and nationally. Our Strategy expedite evidence and intelligence into business processes and replicating
some challenges, there is also the will ensure ongoing support for custody, other policing functions and line-of-business applications into a
opportunity of multi-channel contact, business collaborations as well as our partners. From electronic witness common set of mobile applications.
improving customer relationships, helping drive new opportunities and statements, photos, video and real- ‘Next Generation Mobility’ will build on
and drawing on richer media to keep enhancements. Anticipated solutions time access we have the opportunity providing relevant information at the
people safe. A customer-centric will support easier file sharing and to reduce custody waiting times, time point of need, leveraging mobile-only
approach to contact provides better multi-agency team coordination to interview, need to bail and re-bail, capabilities to drive innovative uses,
context for threat, risk and harm without compromising on the security bringing offenders to justice more with approaches that provide agility
assessment, leading to increased of citizen and employee data. efficiently, and providing a better and represent value for money.
public satisfaction. service to victims and witnesses.
Additionally, we will continue to
develop our new Cyber Crime Centre.
10Keeping People Safe
Driving Policing with Advanced Analytics
ICS 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.
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• Reducing volume crime
0111 01010 01010 1111 • Speedier Justice enhancements
Downstream Applications • Identifying and bringing prolific
offenders to justice
• Deep Machine Learning / • Identifying and protecting
Artificial Intelligence vulnerable persons
• Predictive Analytics • Better informed decision-making
INFORMATION
• Facial, Gait & Voice Recognition • Operational & organisational
• Enhanced Intelligence Analysis efficiencies
ECOSYSTEM
• Partnership Sharing • Enhanced crime detection
and prevention
11Keeping People Safe
Impact Statements
What this looks like to...
Core ICT Strategic Areas Policing Citizen Partners
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12Keeping People Safe
Our Range of Services
13Keeping People Safe
Our in-view ICT projects
Our high-level project delivery list to 2020 and Beyond is linked to our strategic
Digital
themes and ongoing improvements to ICT efficiency and performance.
Key:
Digital Digital ICT Efficiency &
Investigation & Mobility
Engagement Collaboration Performance
Evidence
2017 2020 & Beyond
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
DigEViewer
Digital Asset Manager (DAM) DAM Public Subscriptions and External Collaboration
Body Worn Video (BWV) to All Ops & Specialists Body Worn Video to Specialists Live Streaming BWV
BWV Assets to DAM
DIR Assets to DAM
Image DB to DAM
Alternative Evidence Capture Solutions
Big Data Proof of Concept Big Data Project (Information Ecosystem) Downstream Analytics (e.g. Captured Video) Downstream Bio-Analytics: FR, VR, Gait analysis
Predictive Analytics
Inter-Agency File Sharing Proof-of-Concept Inter-Agency File Sharing Exploitation Public Cloud Opportunities
Next Generation Intranet (2.0)
Internal Instant Messaging & Desk-Based Video Conferencing Augmented Reality Proof-of-Concept
Mobile Device Refresh (Android Rollout) Speech and Language Solutions
Legacy App Refresh and New Applications Requirements New Applications/ Service Roll Out Passport BioMetrics Mobile Device - Router capability
National Ballistics Forensic Analysis Systems Digital Witness Statements Digital Notebooks Situational Awareness Foundations Situational Awareness: In-Vehicle
Cyber Request Management System Replacement Situational Awareness: Wearables & Integration
Cyber SAN & Analysis System Development and Expansion 5G Capabilities
Cyber Investigation Mobile Labs/Vehicles
New Phone Forensic Software & Kiosk Proof-of-Concept C&C Phase 3: Voice Analytics
Digitisation of all PSNI Static CCTV Digitisation of all PSNI Mobile CCTV
C&C Phase 1: Non-Emergency C&C Phase 2: Emergency C&C Hotdesking
4G Radio Services VORTEX (Radio Management) Replacement Virtual Desktops
Upgrade PSNI Terminals to Microsoft Windows 7 Citizen Evidence Submission Online Track My Crime Online
Online Incident Recording
Online Firearms Applications Enhanced Firearms Mgmt
Shared NI Public Sector Storage, Frameworks and Capabilities
National Software Frameworks
New Covert Authorities Management System
New Communications Data Application & Management System
14Keeping People Safe
2020 & Beyond Video Narrative
We 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.
15Keeping People Safe
Funding
Our Police Service’s 2017/18 budget represents a significant 40,000,000.00 Additional
reduction on the previous years’ budgets.
Main Grant
The ICT budget represents less than 3% of the total PSNI DEL budget.
38,000,000.00 Downward Trend
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 36,000,000.00
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” 34,000,000.00
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 32,000,000.00
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. 30,000,000.00
In terms of ‘growing’ and ‘transforming’ the digital portfolio,
Capital is bid for annually and on the back of Governance agreed projects.
28,000,000.00
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 26,000,000.00
areas, improved evidence gathering for some of our most vulnerable
victims and increased operational time out of station
24,000,000.00
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
22,000,000.00
special funding for the operation).
20,000,000.00
2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
16Red
Enhance
Reduced compl
Enhanced evidence
Keeping People Safe
Reduced complaints
Bo
Enhanced evidence collection Body Wo
Current Digitalisation
Return on
Investment: £3 for
Video
Reduced complaints Single Return on
multimedia every £1 spent
Enhanced evidence collection
Budgets are likely to continue Reduced complaints Investment: £3 for
source every £1 spent
reducing; however, ICS willEnhanced
Reducedevidence
complaintscollection
Enhanced
Reduced
continue to shift the balance. evidence collection
complaints
Reduced complaints Body Worn
DigitalSingle
Asset
We will target legacyEnhanced
systemsevidence
to collection multimedia
Single Management
Enhanced evidenceReduced
collection
PUMA
Enhanced evidenceVideo
complaints source
reduce running costs and divert Single
multimedia
collection
funds for further investment.
Return on
Digital
Singlemultimedia
source
Asset PUMA
Investment: £3 for Body Worn source
multimedia Single
To the right is a selectionevery
of key
Body Worn Digital Asset
Major
Management
Business
source multimedia Single
services we have delivered
£1 spent
Body Worn Video Digital Asset
Improvement source Digitised
Management
multimedia
in the previous Strategy Body Worn
Return on Video Digital Asset
Management source interviews
Investment: £3 for Video Body WornManagement Digital Asset Speedier Saves
term,
Return2014-2017:
Return on
on
every £1 spent Video Body Worn
Major Business
Management Digital Asset process £200k per year
Investment: £3 for
Investment:
Return
everyon£3
£1 for
spent PUMA Major Video
Major Business
Improvement
Management
Digitised
Digital
Saves
60k hrs per year
every £1 spent Return on BusinessVideo
Improvement Digitised
interviews £200k per year
nvestment: £3 for
every £1 spent Investment: £3 for Return on
Major Improvement
Business
Improvement Major Business
Digitised Interview
interviews
interviews
Digitised
Recording
Speedier
process
60k hrs per year
C
every £1 spent
Investment: £3 for Speedier
every PUMA CAUSEW
Improvement
£1 spent Major Business Speedier
interviews
Digital
process Digitised Saved:
PUMA Improvement
Digital
process
Speedier interviews Digitised
InterviewSpeedier Recording
112 vehicles
PUMA Digital
process interviews Saved: Improved
£1.3m battery
capital
PUMA Saves
Interview
Digital Recording
Less 100k Speedier 112 vehicles£1,500
process
Recordingpages per yearprocess £1.3m capitalBetter GPS enhanced
per vehicle
PUMA £200k per year
60k hrs per year Interview Digital LOCATE
audio
maintenance
PUMA Interview Recording Digital
£1,500 per vehicle
Receiver boost
Interview RecordingEfficient public
Less 100k service LOCATE GPS enhanced
maintenance
Improved battery
Large display
Saves
£200k per year CAUSEWAY Interview
pages per year Recording
Improved battery
Saves Better audio
Saves
£200k per year
60k hrs per year
Saved:
Less 100k
Less 100k
pages FIREARMS
per year
Improved
GPS
Improved
battery
GPS enhanced
enhanced
battery Receiver boost
Efficient public Better audio
£200k
60k perper
Saves
hrs year 112 vehicles
year
CAUSEWAY LICENSING
pages per year
Less 100k
Less 100kservice
Better
GPS enhanced Improved
audioboost
Receiver
Large display
battery
£200k60k hrs
per per year £1.3mSaves
year capital pages per year public
Efficient
ONLINE
BetterReceiver
audio GPS
boost
Large display RADIO
enhanced Gen3
Improved battery
60k hrs per year £200k
CAUSEWAY
per year
£1,500 per vehicle Saves
FIREARMS
Efficient pages
servicepublic per yearLess 100k Large
Receiver Better audio GPS enhanced
display
boost
Saved: 60k hrs per
LOCATE CAUSEWAY
year
maintenance
£200k per year service
Efficient public pages Large
per yeardisplay Receiver boostBetter audio
112 vehicles
CAUSEWAY
60k hrs per year FIREARMS LICENSING
service Efficient public
Saved:
£1.3m capital
CAUSEWAY FIREARMS service
Large display Receiver boost
Efficient public RADIO Gen3Large display
LICENSING ONLINE
Saved:
FIREARMS
112 vehicles
£1,500 per vehicle
Saved:112 vehicles
£1.3m capital CAUSEWAY
LICENSING FIREARMS RADIO
service
Gen3
£1.3m
112 vehicles
£1,500LOCATESaved:
capital
per vehicle
maintenance
LICENSING ONLINE FIREARMS RADIO Gen3
£1,500 per 112 vehicles
vehicle
£1.3m capitalmaintenance Saved: ONLINE LICENSING RADIO Gen3
OCATE vehicle£1.3m capital 112 vehicles
£1,500 per maintenance ONLINE LICENSING RADIO Gen3
CATE maintenance£1,500 per vehicle ONLINE
E
£1.3m capital
maintenance ONLINE RADIO Gen3
LOCATE £1,500 per vehicle
maintenance
LOCATE 17Keeping People Safe
How We Deliver Services
Service Request Management Ongoing Performance Management
ICS has a range of Service Level Agreements and Key Performance
ICS understands that meeting service requests plays a critical role in providing Indicators that define the quality, efficiency and effectiveness of the ICT
the necessary service to our end-users. ICS has well established processes and services to achieve the ICS strategic and operational goals. These are agreed
systems to manage the daily requests for changes to existing systems, as well by, and reported to, stakeholders as part of the governance arrangements.
as new requests that may be serviced through the re-use of existing solutions or
the introduction of new technology solutions. For ICT projects the ICS Project Manager will take responsibility for the
development of the business case and commissioning the Post Project
As well as encouraging all our staff to identify opportunities to advance Evaluation on behalf of the Senior Responsible Owner. Recognising that
technological solutions to address business need(s) within their specialist area, the realisation of benefits is achieved through the successful delivery of
ICS has developed a business analysis capability that facilitates the development business change, benefit owners will be identified during the development
of business requirements resulting in effective identification of ICT solutions that of the business case and will have responsibility for delivery of the
support organisational change, productivity and performance. Linked to this, a stated (anticipated) benefits, including beyond the life of the project
key source of requests is the Priority Based Resourcing (PBR) forum that works and/or programme.
across the Service to identify efficiencies and innovative working practices.
ICS will develop engagement further by establishing ICT Business Relationship Innovation
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 We have a long and relatively untold history of IT-based innovation.
with stakeholders, these Relationship Managers will further develop their Independent reviews from HMIC and Gartner (2014) acknowledged ICS
comprehensive understanding of the business area, be the business advocate has a unique challenge compared to other police services. Despite this,
within ICS and support the continued provision of essential ICT services in a we are focused on Keeping People Safe and striving to keep ahead in our
timely, efficient and effective manner. increasingly connected and digitalised world, and in delivering efficient
public services. As such, innovation is an integral behaviour and core
component of our mission.
Business as Usual
Whilst innovation may be outside formal programmes, all our activities
At the point of renewal or refresh of existing systems ICS will seek opportunities and resources (including time, people and money) are still tightly governed.
for technological consolidation and/or digital convergence that meet a continued Innovation often unfolds through the following formal process:
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.
18Keeping People Safe
1. We listen to our colleagues and engage internationally to garner ideas, 4. M
ost innovations are pursued as a ‘Proof-of-Concept Project’,
identify good practices and match to need. We value our people’s ideas, for which a business case is written and approved.
who are each highly skilled, experienced and trained IT professionals.
5. Undertake a Post-Project Review.
2. We undertake analysis and an economic assessment to test
justification and value for money. In doing so, we seek opportunities to 6. Digital Programme Board reviews project and approves expansion
collaborate on national frameworks and utilise local government ICT. into a core ICS deliverable.
3. With ICS Senior Management Support, approval is sought through the
Governance framework.
How We Listen
An inclusive quorum with
24/7 call centre representatives from
addressing all across PSNI and their
issues with all emergent digital needs
ICS services Talking,
observing &
ICS listening as Digital
Transform
Service we go about Programme Board
Projects
Centre our work
across NI
Working
Request for alongside change
Business Strategic
Service & Daily User leaders as new
Relationship Research
Mobile DB Engagement challenges and
Managers Projects
Portals ideas emerge,
bringing ICT
Appointed ICT
knowledge to
staff who hold
Online portals leverage further
specialist area Additional projects that
for requesting efficiencies
knowledge both develop new staff and
and maintain and reporting on develop ICS knowledge of
relations all ICT hardware new technology areas
19Keeping People Safe
Collaboration
ICS will work collaboratively with partner agencies, particularly in NI Public Sector
Northern Ireland, to identify information sharing opportunities and ICS has already collaborated on the provision of network services to the
efficiencies through shared ICT capacity and infrastructure. 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
Police partnership with Department of Finance Enterprise Shared Services
Information sharing with other UK police services and An Garda Síochána to drive down cost and improve quality of service where specific ICT
is already business-as-usual for ICS and our Police Service. We continue to build solutions have a requirement to be delivered externally to the core Police
on these partnerships and recommend collaborative National ICT systems Service infrastructure.
rather than insulated police systems. We will continue to engage with the
National Police Technology Council and the Police ICT Company to exploit Partner Agencies
any collaborative opportunities. ICS recognises that there is an increasing need to share information
quickly and securely with partner agencies such as Health, Probation
NI Criminal Justice and Education to enhance the protection of vulnerable persons in our
Nearly 10 years on, Northern Ireland remains a UK pioneer in terms of community. We will enhance our systems during the life of this Strategy
joined-up data sharing between criminal justice partners. Whilst England to facilitate exchanging information under agreed protocols with
and Wales look to introduce paperless case sharing, ICS will continue to support partner agencies.
Northern Ireland’s Causeway Programme alongside our partners
in the Public Prosecution Service, Northern Ireland Prison Service, We will provide and maintain Barracuda radio and radio network provision to all
Forensic Service of Northern Ireland and Northern Ireland Courts the emergency services and other public sector partners.
and Tribunals Service. Future network enhancements provide new opportunities for greater
public sector digital collaboration.
Recognising the growth in production of digital evidence we are already
engaged with these bodies to establish additional cost effective ways National Procurement and the Private Sector
of making this evidence available at the point of need, thereby speeding ICS will continue to work with other police and partner agencies to
up justice and improving our services to the community. leverage the benefits of collaborative ICT procurements driving down
cost and enhancing information sharing opportunities. We will continue
Education & Employment to collaborate with private sector organisations to further enhance
Leading the way for other Police Service branches, ICS works in partnership our service provision. We embrace the government mandate to select
with Queen’s University Belfast and University of Ulster as well suppliers with open data standards, an important component of our
as other UK universities in offering year-long ICT Student Placements. vision for greater integration.
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.
20Keeping People Safe
Our people
Our Culture
Culture 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
Different Technology
strengthen working relationships
over time with the aim of keeping
personnel turnover to a minimum.
Different Mindset
Teams are the best and most efficient
way to get things done. ICS teams
work together on all work related
Different Methods
projects and help each other where
necessary. This helps to eradicate
siloed approaches and develop
a collaborative working ethos.
21Keeping People Safe
Staff Training & Development Succession Planning
ICS’s skills portfolio remains as varied as the services offered and New staff will complement the ICS succession planning that is in place to
must be fit-for-purpose in a constantly evolving digital marketplace. manage natural staff attrition through movement, retirement and voluntary
exit. This includes continuing to seek permanent posts at all grades, ICT
ICS is committed to providing a best-in-class ICT service, which requires Apprentices at junior grades and ICT Student Placements. These posts
an agile and competent workforce. We will ensure our people have the help maintain our delivery capability and demonstrate investment
skills needed to flourish, with nobody left behind. We will support everyone in staff development for the short, medium and long term.
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.
22Keeping People Safe
Sustainability
ICS will continue to pioneer Sustainability is already a component
and prioritise the use of low of our procurement exercises.
energy sustainable technologies We seek suppliers that are
and integrate consideration of conscientious and innovative
sustainability into all our activities. in their approach to improving
sustainability both for them
ICS reduced its physical footprint and their clients.
in recent years with major
enhancements to our Data Centre. The successful implementation
This will continue with the planned of Secure Print has driven down
technology refresh, which is due in the consumption of paper to print
2017/18. Our refreshed Data Centre documents within the organisation.
will make more use of high density This drive will continue during this
computing platforms that will increase strategy period by introducing support
processing power whilst reducing for group working where officers and
power consumption. This should yield staff attend meetings with briefing
an anticipated power efficiency within papers available on their mobile
the Centre. devices.
All our new desktop PCs are Energy A further opportunity to reduce our
Star compliant with ultra-low power Police Service’s carbon footprint will
screens. Our planned desktop refresh come from the introduction of video
is ongoing and will ensure that conferencing via the desktop. Officers
the modern low power processors and staff will be able to convene a
(Skylake and Kaby Lake) will replace meeting via video to reduce the need
legacy desktop technology across the for travel to different sites to attend
province. in person. This will augment existing
video conferencing efficiencies within
The move to Microsoft Windows 10 the organisation.
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.
23Keeping People Safe
Information Security
The 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.
24Published 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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