DIGITAL SERVICES STRATEGY 2018 – 2025 Joint Digital Service Strategy: Introduction

Both and South Police have been working closely on an informal basis over the last few years on digital projects, the most noteworthy being the shared introduction of mobile data to both forces.

The establishment of a Joint Digital The technology ethos is that it will be Services Division (JDSD) to deliver a Joint intuitive, accessible, dependable and user Digital Service Strategy (JDSS) now gives focused. The user experience being at the both forces a real opportunity to develop centre of the decisions of our solution and implement new ways of working and design with proactive and customer delivering policing to our communities. satisfaction measurement and continuous The ongoing financial constraints on both improvement. organisations require increased This JDSS sets out the joint digital vision productivity and efficiency (doing more and its implications for both organisations. and better for the same or lower costs). The JDSD will pursue a single unified Therefore a key objective of this strategy programme of work (this is currently is to ensure we are able to have the right Programme Fusion) under the governance people, at the right place and time with the of the Joint Strategic Board, to ensure a right skills and tasking that ensures we coordinated commissioning of work deliver a policing service that gets it right streams in respect of digital policing. first time. Both forces will actively commit to The primary focus of this JDSS is to ensure convergence in respect of information we provide an effective digital policing technology architecture, systems and service for around 7,000 officers and staff processes that will also be compatible with and around 2 million members of the public the strategic agenda set by the All Wales across both Gwent and Collaboration Board and / or the National Police. This requires the development of Police Chief Council (NPCC). the best possible technology experience to our users, when accessing or delivering policing services. Both police services are committed to ensuring all of our people have the information technology they need to do their jobs at the point of need and that our communities are able to use a variety of digital channels to communicate with us, Matt Jukes Julian Williams report crime and carry out routine Chief Constable transactions.

2 Part One: Background

Role of Digital Policing ● Fixed, Flexible, Field - In support of Technology is now increasingly important the South Wales Police Estates for the delivery of policing services. Strategy we have completed phase 1 of the rollout of the fixed, flexible, field Ninety-three per cent of the UK population concept including the issue of 500 own or use a mobile phone (71 per cent laptops. being a smart phone) and 80 per cent of ● adults in the UK have access to broadband. Intranet and Internet - We have More of our customers expect digital deployed both new internet and channels that allow them to communicate intranet platforms. with us on a routine basis, they are ready to ● Facial Recognition - South Wales engage with us in new ways. Police are the first Force in the UK to Our approach will be to provide the best introduce Facial Recognition affordable technology to our workforce capabilities. with effective engagement with the Force ● Niche - Both Forces have collaborated Staff, Officers, businesses and the public. extensively with each other on the We will achieve this by adopting a set of continuing development of Niche, our well-defined ways of working, supported Police records management system by clear principles, standards and ● Control Works - South Wales Police behaviours. have introduced ControlWorks to their Achievements Police Contact Centre and Control The past two years have seen a radical Room to speed up the decision making transformation in both Force’s delivery of process for call handlers and improve Digital Policing. response times to incidents. ● ● Mobile Data - We have supplied mobile FIRMS - Both Forces have introduced data devices that have increased the and developed the bespoke FIRMS information available to officers, business system that integrates HR, allowed applications to be accessed Finance, Payroll, Training and Rota whilst on patrol and reduced the Management. amount of time they have needed to spend in police stations. ● Body Worn Video - We have introduced Body Worn Video cameras to all operational officers and established a Photoware\ Digital Evidence Management platform to securely store and manage evidential data (DEMs).

3 Part Two: Joint Digital Services Vision

To increase the productivity and efficiency of both forces by delivering high quality digitally enabled policing services that safeguard the citizens across Gwent and South Wales Police. In formulating the joint digital vision we principles of developing a digital have ensured alignment with the infrastructure and services on a Once for objectives of the National Policing Vision All basis and the 5 Rights objectives within 2025, the Digital Policing Portfolio and the the Productivity and Efficiency Strategy. NPCC’s Digital Foundation Capabilities This is illustrated in the diagram below. Plan, as well as the Forces’ agreed

POLICING VISION 2025 ● Make it easier for the police and public to communicate with each other ● Improve digital investigations and intelligence ● Transfer all information with the Criminal Justice System (CJS) digitally

5 RIGHTS ONCE FOR ALL ● Right person ● Single user experience for ● Right skills public and police ● Right training ● Interoperability ● Right technology ● Supports current ● collaboration Right time ● Enables future JOINT These provide: collaboration DIGITAL ● efficiency ● Process converge VISION ● operational effectiveness ● Data and analytics strategy ● value for money ● Digital intelligence sharing ● benefit realisation ● Best practice ● enable attainment of ● Common infrastructure force priorities

HMIC PEEL EFFICIENCY RECOMMENDATION NPCC FOUNDATION CAPABILITIES PLAN ● Prevention and ● Digital integration skills Safeguarding ● Robust data sharing ● Public engagement protocols ● Converged biometrics ● Improved inter-agency database working ● Mobile digitally enabled ● Joined up digital justice policing system DIGITAL POLICING PORTFOLIO ● 17 National Programmes

4 The Policing Vision 2025’s core digital objectives are to make it easier and more consistent for the public to make digital contact; to improve our use of digital intelligence and evidence and ensure we can transfer all material in a digital format to the criminal justice system. The Digital Policing Portfolio (DPP) is a national delivery organisation that supports the evolution of policing, enabling forces to respond and adapt to the increasingly digital world we live in. The DPP is 2. Digital Intelligence and Investigation responsible for delivering the Policing (DII) - enabling policing to protect the Vision 2025 by developing nationally public through preventing and consistent services and capabilities enabled detecting crime in a society that is by technology. The solutions developed will becoming increasingly digital by enable forces to meet the changing improving the knowledge and skills of demands of the public, more effectively frontline officers and staff to address prevent and investigate crime and better digital crime; ensuring the specialist handle digital evidence. capability to respond to cyber-crime; The services and capabilities that are being and by building and maintaining developed by the three key national capabilities in the fast moving digital programmes are: environment. 1. Digital Public Contact (DPC) - will 3. Digital First (DF) - integrating digitised provide a simple, well known and reliable policing into the reformed Criminal digital contact service between the Justice System, delivering the best public and the police that ensures the service to the public by providing all public are informed and digitally case file information and evidence, enabled. The DPC will allow for the including multimedia, relevant to a reporting and tracking online – helping to criminal prosecution, digitally captured, improve the police response and quality stored and secured once in a chain of of victim support. evidential integrity.

5 The NPCC’s Digital Foundation Capabilities 9. Advanced productivity services to Plan breaks down the Policing Vision’s establish a technology platform that requirement into 10 key deliverables: delivers productivity benefits (such as 1. Monitoring, response and remediation email and file-sharing), with simplicity of capability in relation to Cyber threats. access (single login) to networks and applications, enabling joint working and 2. Enhanced digital relationship with the digital engagement with the public. public, through a range of public- focused, user-friendly channels. 10. A digital justice system which enables evidence to be collated into a single 3. Improved mobile communication system digital case file and securely transferred between all emergency services, to all CJS partners. (including voice communication and data broadband) which allows more Both Forces have agreed on 5 ‘once for all’ flexible, capable and affordable principles for future development and communications than is currently delivery of services that will facilitate available. collaboration with other forces who share this vision and the new ways of working to 4. Technically converged biometrics ensure the sharing of best practice and database (instead of the current siloed avoid reinvention costs: capabilities) which provides enhanced biometrics capabilities. 1. Single user experience for the public and police providers. Each officer and 5. Mobile digitally-enabled policing, with staff member in both Forces will access officers and staff able to provide devices and systems in the same way increased productivity due to and have a single user experience. This simplification of policing/ business will be replicated for members of the processes that are supported by public that contact either Force, the technology. Therefore providing an look, feel and functionality of improved service to the public through interaction will be identical. efficiency savings. 2. Interoperability that is seamless for 6. The digital prevention and investigation officers and staff from either Force skills and capabilities set out in the anywhere in each Force’s area. The National Digital Intelligence and infrastructure will be developed to Investigation Target Model. enhance the work within joint units by 7. Technology which enables the effective enabling sharing of data on resources, management, access and sharing of demand, tasking visibility as well cross data with agencies and security border intelligence. partners to prevent, pursue, prepare 3. Enables Future wider collaboration and protect against traditional and through the adoption of the common emerging crime. systems processes and technology 8. Access to a cohesive, comprehensive developed within this strategy. The source of current, joined-up benefits driven collaboration between information, at the point of need, Gwent and South Wales Police has enabling the prevention of crime and shown that by adopting a single way of enhanced safeguarding of the public. working services can improve and costs

6 reduce and provided the technology This Joint Digital Services Strategy is infrastructure and architecture are critical to the success of the right first time open and best in class. - Productivity and Efficiency Strategy 4. Process convergence that will ensure which seeks to ensure: that both Forces review current ● The Right Person operating and response models with a ● At the Right Place and Time view to maximising the benefits offered by digital services and adopt and then ● Doing the Right tasks converge to the new processes, ● With Right Technology and devices, software and systems. Thus ● allowing greater process efficiency and Right Skills reductions in digital supply costs around The significant investment being made by procurement and development of both forces will have to deliver a more devices and systems. effective overall service to our communities 5. Joint Data and Analytics Strategy that in order to be sustainable. will improve intelligence and across The infographic below clearly identifies the forces and enable predictive number of interdependencies that are deployment to deter prevent crime. required to be addressed to realise the Digital Services Vision of high quality digitally enabled policing service that safeguard the citizen

Rewards Victim QA FRMB Satisfaction TRICK Academia MASH Representative Understanding Work Force Leadership COMPSTAT FX3 Hot Demand Mosaic Spots Visible 446 Collaboration FX3 Interoperability Fleet CPD Talent Volunteers Dynamic Strategy Management Tasking FX3

G E-Services PDR N Partnership Estate P I EO Strategy Strategy Values P K LE Ethics S E AC A PL

T

SKILLS RIGHT TECHNOLOGY

iR3 Facial Specialist Know How/ GRS Mobile Data Recognition Capabilities BWV/Digital Best Practice Training College of Predictive NICHE Evidence Control Works Firms Programme Policing Policing

7 1. Right Person - We will use the 4. Right Technology - which must adhere technology to better match the to the ethos that it will be intuitive, capabilities of the person to the role and accessible, dependable and user tasks to be undertaken, this will improve focused. The user experience being at resilience and well-being. the centre of the decisions of the 2. Right Place and Time - the Fully solution design with embedded Integrated Resource Management continuous improvement. System (FIRMS) with operational 5. Right Skills - through detailed analysis systems of command and control and of the cumulative data on incidents and records management (NICHE) will response we will be able to anticipate enable improved rostering and the greatest demand on our capabilities placement of resources ideally with and shape the training needs analysis to predicative capability to prevent and provide a highly skilled workforce to deter crime and anti-social behaviour. meet the diverse challenges that 3. Doing the Right Tasks - requires policing provides. allocating tasks dynamically throughout the day with intelligence and briefings Analytical at the point of need which will Active Listener significantly enhance a policing Creative Thinker response. Organisational Strategy & Listening & Planning Measuring Empathic Effectiveness

Informed, People & Coaching & Engaged & Cultural Facilitating Connected Curious Understanding Workforce

Influencing TechnologyTools, & Digital Messaging, Storytelling & Design Challenging

Collaborative Tenacious

8 Part Three: Digital Policing Principles & Standards

Principles ● Where appropriate, we will re-use We have defined a set of principles that will existing police, government or other guide the forward development of Digital available public sector common Policing. By adhering to these principles we platforms, such as those provided by the can ensure consistency in approach and Government Digital Service, the Home that technology is delivered to a common Office or the Police ICT Company. strategic direction. Standards ● Technology is implemented to Policing, Standards ensure that technology solutions Government and open industry are built on a solid basis of industry and standards, employing best practice. partner best practice and thereby assure ● We will select solutions and technologies that they are viable and fit for purpose. where a ‘healthy’ competitive market Adherence to standards enables simpler exists, where ‘choice’ and flexible integrations with our partners and assures solution options are readily available in that the security and resilience of solutions the market. is at the forefront of design activity. ● Changes to application and technology Our standards will be managed and monitored by SRS and South Wales landscape are only made in response to Police ICT: business needs except for cases of technical obsolescence. ● Infrastructure Standards, to assure ● We will assure continuity for enterprise resilience. operations. ● Information Standards, to improve ● Applications are intuitive and easy to information quality. use. Applications will be built with ● End-User Standards, to drive app ease ‘defence in depth’ employing different of use. security technologies and techniques. ● Security Standards, to assure protection ● We will work with partners from the of our assets. National Cyber Security Centre to ● National/Partner Standards, to facilitate continually improve security. integration. ● We will adopt a ‘cloud first’ principle. ● We will reduce the number of suppliers and consolidate solutions.

9 Part Four: The Transformation Journey

Reduced Demand Empowered Digital Public Demand Devices Engagement Analysis People

Collaboration Policing Productive Digital Model Evidence Partner Working Collaboration Case Management

Digital Policing Objectives Collaboration ● Fully integrate Digital Policing into the way ● We will take a team-based, multi-agency both Forces do business. approach to protect the most vulnerable ● Improve efficiency by targeting waste to people in our society. This will involve release capacity and improve value for partnering with emergency services, local money. authorities, charities and the third sector to ● Maintain services whilst being responsive ensure that the organisation best placed to respond to an issue is able to do so. to technological changes and digitally innovative with continuous improvements Empowered people to enable enhancements to the services ● We will create an inclusive and supportive provided to both Forces. culture, and get more ‘right first time’. ● Develop and enable our people to be ● Our leaders will focus more on building digitally aware, resourced, trained and team effectiveness to improve performance effective to deliver Digital Policing and less on oversight and checking. services. ● Officers and staff will be able to make Reduced Demand more decisions themselves, with greater Both Forces place prevention at the forefront emphasis on self-development and on of our policing strategies, with a focus on the job coaching to improve the reducing victimisation, offending and harm. capability of our people. ● We will transform how people contact us, Productive working making more use of digital channels in ● We will restructure frontline policing to order to improve the service we deliver, operate at greater scale, improving as well as better understanding and processes and reducing handovers to managing how demand flows through the increase productivity. organisation. ● We will become increasingly mobile, ● We will better manage internal demand, using technology to allow our people to as well as public demand, using new access information quickly, whenever technology to drive out unnecessary and wherever they need it. We will paperwork, reduce bureaucracy and empower officers to make quicker make it easier to interact with one another. decisions, closer to the frontline. 10 Part Five: What We Will Deliver; The Enabling Technologies

Enabling Technologies 4. And Durable Infrastructure. The technologies that will enable ◆ Operational system availability. transformation are divided into four themes: ◆ Incident and problem trends on 1. Digital Engagement; the estate. ◆ Delivering according to the ◆ Cost per user. programme plans, post-full A detailed list of work packages business case. emanating from these themes is provided ◆ Transactions achievable digitally. as Appendix one. ◆ Transactions carried out by the These infrastructure improvements will public digitally contribute to our drive to reduce unit costs 2. Digital Police; both in technology infrastructure and in estate. If we are to control our IT estate ◆ Delivering according to the plan. costs and ensure successful support and ◆ Rollout of digital devices to officers. delivery, we will need to prioritise these ◆ Reduction in administrative (back at requests. We will need to work with the base) hours. business to take hard decisions in this area 3. Information Driven Policing; ◆ Systems accessed for person searches. ◆ Compliance with the principles of management of police information.

11 Part Six: Leadership and Governance

Leadership ● We will regularly ask our users what they think, through surveys and face-to- The Joint Digital Services Division has a face events and respond to comments new permanent Senior Management team, and feedback in a timely and respectful which is committed to transforming the way manner. technology is delivered. It has set out some key principles: Governance ● All our people will have the opportunity The joint Digital Services Strategic Board to help shape the future of Digital will have responsibility for governance and Policing. oversight of the division’s programme and will be jointly chaired by an NPCC Chief ● We will set out a clear vision and key Officer from both Heddlu Gwent and South objectives, and ensure that we Wales Police. This will be supported by a communicate them to all staff. formal silver and bronze governance ● Our staff will feel valued and structure with representatives from both understand the importance of the work Forces, as well as ICT and SRS. they do, and how they contribute to the

success of both Forces. JOINT ● We will put the end user at the heart of GOVERNANCE our work, balancing the need for standardisation with the needs of STRATEGIC BOARD individual user groups. ● Frequency: Quarterly ● When building or procuring new ● Co-Chairs: DCC Gwent and DCC SWP technology, we will ensure that we have ● Members: CFO Gwent, CFO SWP, Digital a thorough understanding of user needs Services Superintendent and Programme and work with all stakeholders Manager throughout the technology lifecycle. ● Our projects will be reviewed for user PROGRAMME BOARD focus and we will ensure that our ● Frequency: Monthly products are intuitive, easy to use and reliable. ● Co-Chairs: CFO Gwent and CFO SWP ● Members: C/Supt. Corporate Services ● For external digital services, we will Gwent & SWP, Digital Services engage with members of the public so Superintendent and Programme Manager, that our services can be readily Head od SWP ICT, Head of SRS. accessed.

● We will establish a regular user forum PROJECT BOARDS where we will present plans and ● Frequency: Monthly showcase new technologies. ● Co-Chairs: Project Specific ● Members: Project Specific

12 The overall approach to the joint ● Clear security protocols and lines of governance of Digital Services is detailed in accountability the schematic. Day to day governance will ◆ SIRO be achieved by the Digital Services ◆ FISO Command Team who will have responsibility ◆ GDPR for the timely progression of the programme’s various work streams. ◆ FOI ◆ Disaster Prevention and Recovery Governance Principles ● True Partnership and influence Financial Management ● Commitment to converge systems and Cost information will be transparent and business processes easier to benchmark. We will: ● ● Outcomes focussed Annual prioritised Make it clear what our key budgetary work plan commitments are and ensure these are communicated to our stakeholders. ● Customer focussed ● Manage expenditure across Digital ● Clear deliverables properly resourced Policing and continue with cost and supported by both partners reduction and cost control as a key ● Realistic Timescales criterion for decision making. ● ● Agile and Responsive Continue to track and actively manager ● supplier contracts, working closely with Benefits Realisation and Value For SRS, South Wales Police ICT and Money indicators and measurement Procurement colleagues. ● Fair Contributions People and Structure ● Sustainable long term funding Underpinning the delivery of this strategy ● Programme management disciplines with: are the digital skills and capabilities of our ◆ Uncertainty and Issues Registers at people. Digital Policing delivers through its the core people and we need a clear people ◆ Clear direction and co-ordination strategy to help us attract, develop and ◆ Operational and strategic alignment retain the right people. The objectives of with both organisations change the people strategy are as follows: programmes ● To reduce the reliance on contractors. ● ◆ Clear escalation and resolution To support the IT professionalism of our pathways staff. ● ◆ Joint Teams working seamlessly To create a productive work environment that is recognised externally for the delivery of digital services that impact on our policing strategy.

13 We must focus on recruiting the right Reporting and Metrics people, aligned to the work at the right Monitoring will be based on three time. This involves ensuring that we have perspectives, as follows: the correct balance between generalist and specialist skill sets and experience within 1. How we are delivering technology with Digital Policing. We need to ensure that we reference to business and technology have the necessary skills to challenge our plans. suppliers to deliver the very best. 2. The progress that is being made in To achieve our strategic aims and respond achieving technology objectives. effectively to changes within Digital 3. The operational effectiveness of our Policing we must be committed to the technology solutions. continuous development of our people. We want to maximise the potential of staff, this Summary & Key Messages includes ensuring that they have the ● This strategy sets out the approach that opportunity and support to achieve their Digital Policing will take regarding career ambitions. We will adopt a broad technology. range of initiatives aimed at attracting, ● Information is the lifeblood of a modern developing and retaining staff. Here are police service. Digital Policing will make some key ones that have been identified: a significant investment in understanding ● Mentoring and Shadowing our information and using this ● Professional Training understanding to better capture, manage, utilise and distribute this information. ● Graduate Programme and ● Digital technology offers exciting Apprenticeships opportunities to help officers be more ● Professional Body Membership responsive, effective and efficient. We ● Working with Industry Experts will deploy new technologies as we ● Secondments and Loans identify the benefits that they can realise. Sourcing ● It is important our technology remains We will always look to use existing public right for our customers. To this end, we sector frameworks and will work with our will continually innovate and look to deploy new technologies that meet collaborative Procurement unit experts to specific business needs. leverage procurement expertise. We will ● use the government digital marketplace Both Forces continue to face financial and recognise its important role in public and budget constraints. Digital Policing sector technology procurement. Using will work within these constraints and these contractual frameworks we can work with operational colleagues to make key decisions on expenditure. benefit from cost savings achieved through Operational units will need to own and wider public sector buying power and drive these decisions, and support economies of scale. We should also be able Digital Policing to do more with the to reduce the duration of our procurements. resources available.

14 Taking the Strategy Forward ● This Strategy will be owned by the Joint Gwent Police and South Wales Police ● This Digital Service strategy will be Chief Officer’s Digital Policing Board and translated into an annual business plan managed on an ongoing basis by the for Digital Policing. Producing annual Digital Services Division team with the business plans allow us to communicate first full review in December 2018. Digital Policing’s long-term strategic aims whilst still being responsive to The development and transition work will change. The purpose of the business be challenging, but the end goal is plan is to deliver the concepts set out in important – great technology for our this Strategy. customers. The JDSU is full of talented and ● There will be strategy roadshows that dedicated professionals, who share a drive communicate the Strategy to a wider and determination to transform our digital audience and to our key stakeholders. services in line with the needs of the business. Over the last two years we have ● Key pieces of work will either become increased the pace of change, and we will projects or be assigned to teams to need to move even faster. We will deliver, conduct as part of business as usual. and keep delivering, the right new Owners will be appointed for work and there will be clear accountability for technology for our users and ensure that delivery. we establish sound principles to support the wider objectives of both Forces. ● Sub-strategies will be produced that fit together with the Digital Policing Strategy. They will cover emerging areas of Digital Strategy in more detail.

15 Appendix One: Enabling Technologies Work Packages

1. Digital Engagement ● We will select from the most appropriate operating systems capable of meeting To meet the public expectations to engage our needs for application functionality, with their service providers digitally and security and device management. when on the move and help us to be a more ● visible and accessible to facilitate the We will continue to deploy ANPR for building of community partnerships we will: vehicle identification. ● We will enable easier access to digital ● Provide the public with digital channels data sources, such as CCTV. This will and applications that are responsive to allow more effective prevention and their chosen device (desktop, tablet, response to crime mobile) and provide a mechanism to report non-emergency crime and ● We will harmonise Body Worn Video, information about service-wide and local supporting the direct capture of events. evidence and driving a greater degree of transparency and public confidence. ● Support online reporting as well as ‘live chat’ for more interactive situations. ● We will implement solutions that exploit a range of device sizes (e.g. mobiles, ● Provide platforms that allows our laptops, wearables). officers and staff to identify trending local issues and engage with the public ● We will take a layered approach to over social media. solutions; considering the applications, operating system, device size, device ● Provide the ability to digitally initiate management and support infrastructure and progress common, high-volume separately. transactions such as collision reports and firearms applications. ● We will enhance our deployment of facial recognition and other biometric 2. Digital Police technologies to ensure improved To help officers better serve the public we identification and tracking of people of must provide them with the tools they need, interest usable in the variety of situations in which ● The ‘digital officer’ will be better our officers operate. equipped to identify and pursue the most harmful criminals. ● We will ensure that solutions support the needs of all our officers and staff and 3. Information Driven Policing are tailored to their roles; Policing is fundamentally supported by the ◆ Fixed (specified location officers gathering, organising and presenting of and staff), information. Information Driven Policing ◆ Field (front line officers and staff) and accepts this and provides us with the ◆ Flexible (specialist officers and staff structures, techniques and tools to fully needing to work in operational and exploit the information that it gathers and office environments). generates.

16 ● We will share operational data with ● We will adopt public cloud offerings as blue-light partners to improve the part of our ‘Cloud First’ principle. Where effectiveness of response and operating we need specialised services, we will efficiency. utilise virtual private cloud, and similar ● We will introduce mechanisms to reliably technologies, to provide consolidated, retain, index and associate to the digital virtualised, commoditised infrastructure. assets generated through our activities ● We will, of course, only use public cloud (e.g. Body Worn Video) and that of the where we are sure we can meet our general public (e.g. video upload). obligations under the Data Protection ● As our information base improves, a Act and the General data Protection predictive analysis solution has the Regulation (coming into force in 2018), potential to compile intelligence and and where we are satisfied that the very identify crime patterns. best in commercial security is applied. ● We will understand and utilise new ● Our cloud approach will also allow us to technology and existing opportunities to more easily deliver applications via the improve our ability to gather Internet, opening up a range of intelligence. possibilities for remote and mobile ● We will work with criminal justice working partners to utilise digital means to improve efficiency, provide value for ● We will deploy Microsoft Office 365 money and enhance our effectiveness (with its support for mobile workers) as the core office productivity platform, 4. Durable Technology Infrastructure utilising Office, the Skype for Business To reduce the complexity of development instant messenger and video and service delivery, we need a standard, conferencing tool, and other tools for durable and secure technology collaboration. infrastructure. Our aim is to build a in ● We will provide corporate Wi-Fi at all infrastructure that is fit for at least the next main stations and offices, and will five years. We recognise technology is configure our devices (laptops and smart moving quickly, so we will deploy an phones) to automatically attach to this infrastructure that is designed around Wi-Fi when in proximity where we will be in the future rather than ● just where we are now and this will be We will provide guest Wi-Fi within driven by our Estates Strategies in both stations and offices, for use by permitted visitors, suppliers and partners. We will Forces. use Gov Wi-Fi 4, which will allow our ● We will provide scalable infrastructure visitors to use the same Wi-Fi that can flex to the demands of the authentication in a variety of public service, decreasing the time needed to sector buildings. deploy the infrastructure that supports the roll out of new services.

17 ● We will continue to deploy a docking ● As we increasingly exploit audio, video, and charging infrastructure to support still image and other complex content the use of Body Worn Video. This types (as well as data from digital maps infrastructure will recharge the devices and connected devices) we will while their content is downloaded and generally strengthen our infrastructure. retained within our digital asset system. Networks, both wired and wireless, will ● need greater capacity and resilience to We will put in new network links for our handle the very large amounts of data property estate. These links will be generated by these technologies and we modern and run at a higher capacity will need to design simple, integrated than our previous links by having more platforms that will allow us to retain and available bandwidth, we will allow key provide reliable access to this content. functionality to work more effectively, including Wi-Fi, internet traffic, video ● These infrastructure improvements will streaming, body worn video, uploads contribute to our drive to reduce unit and general application use. costs both in technology infrastructure ● and in estate. If we are to control our IT We commit to review our internet access estate costs and ensure successful policies and our officers and staff will be support and delivery, we will need to able to access the websites that they prioritise these requests. We will need to need to do their job work with the business to take hard decisions in this area

18 Notes:

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