Digital Strategy 2017-18 - College of Policing · Digital Strategy 2017-18 1. Putting the user...

Digital Strategy 2017-181. Putting the user first

1. Delivering user friendly national services We will deliver services that are digital first and foremost, derived from user stories to capture the evidence from those in policing. We will engage with users to:

• Gather requirements throughout the development process

• Inform the online experience with regards to usability and functionality

• Monitor, manage and report on progress

• Understand and challenge local barriers to access

• Continually gather evidence for further improvements

We will do this by:• Working with colleagues to continue to

develop an e�ective user community enabling us to learn from the experts within policing

• Developing services in an iterative transparent manner to meet the needs of our users

• Capturing user evidence within our products, integrating social networking into engagement events, giving us synchronous feedback mechanisms

• Making some digital services accessible to other stakeholders and the public including evidence of what works in policing

• Endeavouring to understand members working lives, to be empathetic towards their day to day pressures, and supportive of individual career aspirations

2. Improving the membership o�erTo ensure the continuous development of online membership services we will:

• Work with the Membership Team to develop the membership system to meet the requirements of its users by providing technical service management support

• Design and procure products and services that meet the requirements of the Membership Strategy and Product Roadmap

• Work with colleagues across the College to ensure digital platforms align with the strategic vision for membership to the College

• Advise on the technical compatibility of services and quality assure creative and functional design

3. Delivering ‘My College’The vision for the College is to deliver a personalised online service to our members – ‘My College’ – o�ering products that are attractive and accessible via easy to use interfaces. We aim to do this by introducing Identity and Access Management (IAM). This will allow us to:• Customise each online experience by job

type, career aspirations and continuous professional development requirements.

• Understand our audience segmentation to inform our strategy and to provide the most helpful information directly to the individual member

This will take some time and will evolve iteratively as it involves making important decisions on the future of some existing national systems.

We are committed to a value for money approach including establishing robust business and user requirements before procuring, configuring or developing any new systems to complement the existing architecture. We will ensure close liaison with Internal IT services to ensure any re-configurations or additions can be e�ectively delivered to members and responsibly maintained by College sta�.

4. Encouraging peer to peer learningPeer to peer learning is an area we have not been able to focus on, mainly due to inconsistent College and force IT infrastructure. We are keen to work with College Information Services to inform the internal IT infrastructure required to be able to support synchronous learning online including webinars, virtual classrooms and e-conferences.

Our products and services will:

• encourage the increase of user-generated content utilising the considerable specialist expertise across the law enforcement community and in particular the growing membership

• continue to develop the ‘Copper Tube’ feature on College Learn allowing learners to contribute to discussion threads linked to user-generated instructional video content.

We will be working with colleagues to develop the concept of ‘College Knowledge’ – an online challenge where o�cers and sta� answer questions and solve problems tailor made to their own career aspirations. Answers will be tracked online and can be converted into credits contributing directly to a relevant qualification as part of a member’s continuous professional development.

5. Working with usersThe user is our focus for future development and to make our services accessible to the widest audience we intend to deploy content to personally owned devices as well as corporate hardware. We are fortunate to have the unique opportunity to work closely with our growing membership and their range of skills, policing knowledge and experience. We aim to give maximum benefit to those in policing by:

• Delivering personalised services that help police o�cers and sta� anytime and anywhere

• Reducing the abstraction of police o�cers and sta� from operational duties

• Including users at project initiation and throughout our development process

• Streamlining process and reducing bureaucracy

• Delivering e�ciency savings and value for money

If business priorities, resources or budget mean we cannot deliver a digital solution in a timely fashion we will be in a position to give best advice, manage the supplier or to o�er ongoing consultation.

Foreword

The College sets standards for policing and supports the professional development of individuals in policing. This strategy describes a vision for the next three years for the delivery of high quality digital learning products and services that support the College’s business plan.

It is anticipated that those who regularly engage with the college will do so via digital channels. To meet this need the College follows the recommendations of the Government Digital Service (GDS) to ensure we are ‘digital by default’ in the design, development and delivery of our products and services.

The College is fully committed to digital transformation and inclusion, ensuring it is central to the way we interface with users, overcoming any barriers together to improve our service to policing.

Digitally delivered services are an enabler, a function that connects business areas, and often the first point of contact with the College for those in policing. A successful digital strategy is key to the transformation of the College, and its engagement with members, to meet the ever-changing needs of the policing profession.

Digital ServicesThe College has a dedicated Digital Services team which works across the business to support the corporate objectives – Knowledge, Education, Standards, and Building the College – by pledging to:

• Improve our online learning platform by providing a better user experience

• Deliver a range of innovative digital national products that engage, educate and support policing

• Continue to review and maintain College products and services ensuring they reflect the needs of the policing community

We will:• Deliver personalised services that help police

o�cers and sta� do their job and enhance their professional development

• Provide valuable knowledge, learning and standards accessible anytime and anywhere

• Manage existing online services, ensuring platforms and products are e�ectively maintained

• Reduce the abstraction of police o�cers and sta� from operational duties

• Learn from best practice in forces, other relevant agencies and digital pioneers in business

• Welcome views on our work from those in, and connected with, law enforcement to ensure we are delivering to the requirements of the profession

• Take considered risk where there is opportunity to further develop the profession

• Help to streamline internal business processes

• Deliver e�ciency savings and value for money

• Enable sustainable revenue streams to improve College services for policing

Our Members and StakeholdersMembers are at the heart of our thinking. They want to access self-directed learning and useful information at their own convenience, anytime and anywhere. E�ective digital engagement is key to their continuous professional development so, to make our services fully accessible, we intend to engage with individuals via both personal and corporate devices.

We will also continue to deliver structured learning to meet national and force training requirements. We will consider quality over quantity in our new learning development, retiring legacy courses which are no longer valid or used.

The general public and other stakeholders will also be able to access useful evidence-based policing information online. Digital products will be designed around the needs of our users through the application of instructional, creative and technical skills in equal measure.

ChallengesWe have taken a phased pragmatic approach to our digital strategy on the understanding that internal resourcing and financial restrictions will need to be considered at all times. We are also aware that we face external challenges in delivering centralised digital solutions via variable IT infrastructures across 50 organisations; and to a profession with an ingrained culture of resistance to online learning.

So this strategy is ambitious, but it is attainable. Its success requires buy-in from the College Executive and the business, some short term investment for long term gain, and support from the policing community.

Over the next three years we will learn more about ourselves and our users, no doubt prompting adjustments in our thinking along the way, but always encouraging us to evolve and support the profession to meet the growing challenges in modern day policing. Therefore this strategy will be reviewed and updated where necessary on an annual basis.

Mark OsborneChief Digital O�cer, January 2017

Digital by DefaultDigital services that are so convenient that all those who can use them will choose to do so whilst those who can’t are not excluded.

1. Putting the user first



































Foreword

The College sets standards for policing and supports the professional development of individuals in policing. This strategy describes a vision for the next three years for the delivery of high quality digital learning products and services that support the College’s business plan.

It is anticipated that those who regularly engage with the college will do so via digital channels. To meet this need the College follows the recommendations of the Government Digital Service (GDS) to ensure we are ‘digital by default’ in the design, development and delivery of our products and services.

The College is fully committed to digital transformation and inclusion, ensuring it is central to the way we interface with users, overcoming any barriers together to improve our service to policing.

Digitally delivered services are an enabler, a function that connects business areas, and often the first point of contact with the College for those in policing. A successful digital strategy is key to the transformation of the College, and its engagement with members, to meet the ever-changing needs of the policing profession.

Digital ServicesThe College has a dedicated Digital Services team which works across the business to support the corporate objectives – Knowledge, Education, Standards, and Building the College – by pledging to:

• Improve our online learning platform by providing a better user experience

• Deliver a range of innovative digital national products that engage, educate and support policing

• Continue to review and maintain College products and services ensuring they reflect the needs of the policing community

We will:• Deliver personalised services that help police

o�cers and sta� do their job and enhance their professional development

• Provide valuable knowledge, learning and standards accessible anytime and anywhere

• Manage existing online services, ensuring platforms and products are e�ectively maintained

• Reduce the abstraction of police o�cers and sta� from operational duties

• Learn from best practice in forces, other relevant agencies and digital pioneers in business

• Welcome views on our work from those in, and connected with, law enforcement to ensure we are delivering to the requirements of the profession

• Take considered risk where there is opportunity to further develop the profession

• Help to streamline internal business processes

• Deliver e�ciency savings and value for money

• Enable sustainable revenue streams to improve College services for policing

Our Members and StakeholdersMembers are at the heart of our thinking. They want to access self-directed learning and useful information at their own convenience, anytime and anywhere. E�ective digital engagement is key to their continuous professional development so, to make our services fully accessible, we intend to engage with individuals via both personal and corporate devices.

We will also continue to deliver structured learning to meet national and force training requirements. We will consider quality over quantity in our new learning development, retiring legacy courses which are no longer valid or used.

The general public and other stakeholders will also be able to access useful evidence-based policing information online. Digital products will be designed around the needs of our users through the application of instructional, creative and technical skills in equal measure.

ChallengesWe have taken a phased pragmatic approach to our digital strategy on the understanding that internal resourcing and financial restrictions will need to be considered at all times. We are also aware that we face external challenges in delivering centralised digital solutions via variable IT infrastructures across 50 organisations; and to a profession with an ingrained culture of resistance to online learning.

So this strategy is ambitious, but it is attainable. Its success requires buy-in from the College Executive and the business, some short term investment for long term gain, and support from the policing community.

Over the next three years we will learn more about ourselves and our users, no doubt prompting adjustments in our thinking along the way, but always encouraging us to evolve and support the profession to meet the growing challenges in modern day policing. Therefore this strategy will be reviewed and updated where necessary on an annual basis.

Mark OsborneChief Digital O�cer, January 2017

Vision Statement“We will put the user first in the design and delivery of high quality products and services that are digital by default to meet the needs of the policing profession and its members.”







































































Measuring Success

• Capturing and acting on feedback from users to improve our products

• Monitoring and reporting on usage statistics including dwell time and repeat visits

• Providing evidence of user engagement in the continuous development of our products

2. Improving our service

1 Integrating national systemsWe will work with colleagues to scope Identity and Access Management (IAM) requirements to enable individuals to access information relevant to them across multiple systems.

At the core of our digital o�ering the Managed Learning Environment (MLE) and the Membership system both utilise the MLE user dataset of 330,000 people across policing. While this o�ers instant access to all those in the 43 Home O�ce forces it prohibits access to other forces and agencies. We will:

• Focus our initial work on the development of College Learn and the Membership platform

• Deliver an IAM solution to initially enable the College to provide access to the Membership system to non MLE users

• Ensure a membership option can be o�ered to organisations a�liated to law enforcement in the UK and globally

• Gather requirements for online collaboration as we consider the future of POLKA from members, stakeholders, partners, colleagues and the general public

• Initiate the social media functionality available in the Membership system and working with colleagues to establish document and knowledge sharing requirements via SharePoint

• Contribute to a POLKA communications plan

• Migrate a more concise version of Authorised Professional Practice (APP) to a College platform, potentially SharePoint

• Contribute to a knowledge platform via SharePoint allowing secure document sharing for specialist groups

• Assist in the scoping of a national policing Knowledge Sharing Network - a work stream of the Policing Transformation Reform Board

In addition the Digital Services teams are involved in advising or developing new digital products and services to support the upcoming Education Qualification Framework, the new Role Profiles and a national Barred List. We also expect to support projects such as Leadership Review Recommendations, National Careers and e-Recruitment.

2. Providing security accreditation and data managementOur specialist security and database sta� ensure:

• A robust approach to the integrity of the systems and the associated personal and management information

• All of our national systems are fully accredited by National Policing Information Risk Management Team (NPIRMT)

• Completion of Risk Management Accreditation Document Sets (RMADS) to pass an additional annual IT Health Check

• Collaboration with system owners to help them meet the new General Data Protection Regulation (GDPR) around the use of personal data across all College national systems

3. Reporting data and analytics We will:

• Deliver meaningful data to allow colleagues to identify what is working in their business area and where improvements are needed

• Provide regular reports on usage and trends giving the business the opportunity to plan and forecast future developments for the benefits of members

4. Providing service management and maintenance We will:

• Publish and work to our own Digital Service Standard (see Annex A)

• Ensure a robust approach to the integrity of the systems and the associated personal and management information

• Work to national IT Infrastructure Library (ITIL) standards in our service management processes including problem, incident, change, and release management

• Ensure national systems are continuously improved and monitored by a dedicated experienced team

• Follow maintenance cycles ensuring priority products are up to date and relevant

• Respond quickly to Independent Policing Complaints Commission (IPCC) enquiries to provide immediate training records on those individuals under investigation

5. Challenging and overcoming barriersWe have many years’ experience working directly with users and also with HR, IT and Learning and Development units across policing. We will continue to work with those in policing to:

• Challenge cultural, technical and financial barriers to the delivery of digital solutions

• Facilitate meetings, events and broadcasts to demonstrate the benefits, share success stories and connect relevant people

6. Improving interoperability We propose to implement an internet facing open learning environment. This gives us an opportunity to:

• Provide low cost interoperable online training for the emergency services across the Police, Fire and Ambulance services, available in a single location including JESIP, MAGIC, Emergency Procedures and Leadership products

• Deliver national training to support the new Emergency Services Network (ESN) – the upcoming mobile communications programme to support blue light services

• Standardise this important learning and allow collaboration across users from all three services via discussion threads linked to training videos

Digital by DefaultDigital services that are so convenient that all those who can use them will choose to do so whilst those who can’t are not excluded.




































2. Improving our service

1 Integrating national systemsWe will work with colleagues to scope Identity and Access Management (IAM) requirements to enable individuals to access information relevant to them across multiple systems.

At the core of our digital o�ering the Managed Learning Environment (MLE) and the Membership system both utilise the MLE user dataset of 330,000 people across policing. While this o�ers instant access to all those in the 43 Home O�ce forces it prohibits access to other forces and agencies. We will:

• Focus our initial work on the development of College Learn and the Membership platform

• Deliver an IAM solution to initially enable the College to provide access to the Membership system to non MLE users

• Ensure a membership option can be o�ered to organisations a�liated to law enforcement in the UK and globally

• Gather requirements for online collaboration as we consider the future of POLKA from members, stakeholders, partners, colleagues and the general public

• Initiate the social media functionality available in the Membership system and working with colleagues to establish document and knowledge sharing requirements via SharePoint

• Contribute to a POLKA communications plan

• Migrate a more concise version of Authorised Professional Practice (APP) to a College platform, potentially SharePoint

• Contribute to a knowledge platform via SharePoint allowing secure document sharing for specialist groups

• Assist in the scoping of a national policing Knowledge Sharing Network - a work stream of the Policing Transformation Reform Board

In addition the Digital Services teams are involved in advising or developing new digital products and services to support the upcoming Education Qualification Framework, the new Role Profiles and a national Barred List. We also expect to support projects such as Leadership Review Recommendations, National Careers and e-Recruitment.

2. Providing security accreditation and data managementOur specialist security and database sta� ensure:

• A robust approach to the integrity of the systems and the associated personal and management information

• All of our national systems are fully accredited by National Policing Information Risk Management Team (NPIRMT)

• Completion of Risk Management Accreditation Document Sets (RMADS) to pass an additional annual IT Health Check

• Collaboration with system owners to help them meet the new General Data Protection Regulation (GDPR) around the use of personal data across all College national systems

3. Reporting data and analytics We will:

• Deliver meaningful data to allow colleagues to identify what is working in their business area and where improvements are needed

• Provide regular reports on usage and trends giving the business the opportunity to plan and forecast future developments for the benefits of members

4. Providing service management and maintenance We will:

• Publish and work to our own Digital Service Standard (see Annex A)

• Ensure a robust approach to the integrity of the systems and the associated personal and management information

• Work to national IT Infrastructure Library (ITIL) standards in our service management processes including problem, incident, change, and release management

• Ensure national systems are continuously improved and monitored by a dedicated experienced team

• Follow maintenance cycles ensuring priority products are up to date and relevant

• Respond quickly to Independent Policing Complaints Commission (IPCC) enquiries to provide immediate training records on those individuals under investigation

5. Challenging and overcoming barriersWe have many years’ experience working directly with users and also with HR, IT and Learning and Development units across policing. We will continue to work with those in policing to:

• Challenge cultural, technical and financial barriers to the delivery of digital solutions

• Facilitate meetings, events and broadcasts to demonstrate the benefits, share success stories and connect relevant people

6. Improving interoperability We propose to implement an internet facing open learning environment. This gives us an opportunity to:

• Provide low cost interoperable online training for the emergency services across the Police, Fire and Ambulance services, available in a single location including JESIP, MAGIC, Emergency Procedures and Leadership products

• Deliver national training to support the new Emergency Services Network (ESN) – the upcoming mobile communications programme to support blue light services

• Standardise this important learning and allow collaboration across users from all three services via discussion threads linked to training videos

Vision Statement“We will put the user first in the design and delivery of high quality products and services that are digital by default to meet the needs of the policing profession and its members.”




































Credit: jf01350https://creativecommons.org/licenses/by/4.0/

Measuring Success

• Meeting the schedule of agreed deliverables (see Annex B)

• Ensuring unplanned outage of services does not exceed 2%

• Ensuring national services have no security breaches

JanApplicable bail period start date

Arranges for suspect or legal representative to be informed of decision.

Authorises 28 days applicable bail period beginning day after arrest.

2




































3. Delivering innovation

1. Delivering digital learningThe existing Managed Learning Environment (MLE) is the most successful online learning service in global law enforcement. It has 330,000 registered users and delivers over 2.7m content completions a year equating to over £170m worth of traditional classroom training at an ROI of 85:1.

However feedback from users has identified some negative usability issues so one of the corporate College objectives is to ‘improve our learning o�er online’. To meet this we are delivering a new national learning management system to policing called ‘College Learn’ which:

• Is accessible via desktop and mobile devices

• Is available via Internet and the Policing Public Service Network

• Is developed with o�cers and sta� and o�ers a strong user experience

• O�ers a modern interface to College approved national learning materials and the national Police Curriculum

• Provides administration tools including tracking, recording and reporting

• Features a personalised training dashboard clearly showing progress and learning pathways

• Has a feedback feature which gives learners the opportunity to rate and comment on each new area and signposts areas for improvement

• O�ers more choice to learners with knowledge, information, educational material and learning standards featured in innovative learning design across multiple media

• Presents new products on the system as ‘learning building blocks’ allowing the user to move through a programme in a way that matches their own learning style

There is also a reluctance from o�cers and sta� to engage with traditional lengthy ‘click Next’ e-learning so we have moved away from delivering linear courses. The new suite of products we deliver includes web pages, games, instructional videos, scenarios, animations, infographics and online assessments. This allows learners to choose how, as well as when and where, they want to learn.

The existing MLE will continue to be delivered in parallel to College Learn until such time an appropriate migration of content has been achieved. A comprehensive communications plan will accompany this transition.

2. Scoping the future of learning design and deliveryWe have strong links with academia and policing in mixed reality learning delivery which blends virtual reality (VR) with interactions with objects in the real world. This type of learning:

• Immerses the user in a realistic virtual environment

• Is increasingly popular in military training

• Is popular with our learners as evidenced at our national digital learning event

• Lends itself to the development of cost e�ective proof of concepts

3. Encouraging innovation Research and development is a vital cog in our thinking and processes. Our continuous improvement in innovative ways of delivering learning allows police o�cers and sta� to experience the impact of making decisions, good and bad, in a safe online environment. We will:

• Be seen as the leader in the delivery of quality learning and development services to the profession

• Further develop the most successful policing online learning system in the world

• Continue to improve our digital product design and development

• Implement a new development ‘engine’ allowing the design team to create high quality interactive user friendly web content quicker than ever before

• Meet growing demand for film-making which has seen us distribute quality scenarios online

• Develop our gaming experience to create games for our users who value this innovative approach

• Develop our interactive video delivery including ‘branching’ and ‘hot spot’ solutions

• Make room in our day to day working to accommodate a ‘think tank’ ideal where sta� are encouraged to spend time researching new technologies and methodologies

• Develop our ideas as a proof of concept in the first instance

• Base development on user requirements and new developments in the market

• Deliver products that are cost e�ective and align to our Business Plan

• Consult with leading experts in law enforcement, academia and the private sector to ensure our team are working to the most up to date standards

• Be seen as a leader and innovator for the business and policing

We will also be exploring the merits of the College supporting its own app store, but we are aware of the increasing trend away from mobile apps. We will consider mobile apps of course but there is a significant move towards delivering notifications to engage the user into accessing content on responsive web pages. Notifications:

• Give an individual direct access to selected web content, often via the lock screen on a device

• Allow content to be delivered that is of personal and current interest

• Distribution across a number of internet locations

• Bypass the need for a host of separate apps

• Do not require a user to update an apps this will be done at source by the content supplier

As connectivity and bandwidth improves, digital pioneers are investing more time and e�ort in making their responsive web content the very best it can be, accessible via a multitude of web browsers, social networks and messaging applications.

Although not a new concept voice recognition and associated devices are seen as an increasingly important area. As well as accessibility assistance for users the technology o�ers potential for information exchange between training cohorts or for the College to engage with others to enhance the evidence base.

We will be considering new and emerging technologies as we weigh up the best approach for the College to take regarding learning design and we will propose recommendations to the business and policing.

1 2

3. Encouraging innovation Research and development is a vital cog in our thinking and processes. Our continuous improvement in innovative ways of delivering learning allows police o�cers and sta� to experience the impact of making decisions, good and bad, in a safe online environment. We will:

• Be seen as the leader in the delivery of quality learning and development services to the profession

• Further develop the most successful policing online learning system in the world

• Continue to improve our digital product design and development

• Implement a new development ‘engine’ allowing the design team to create high quality interactive user friendly web content quicker than ever before

• Meet growing demand for film-making which has seen us distribute quality scenarios online

• Develop our gaming experience to create games for our users who value this innovative approach

• Develop our interactive video delivery including ‘branching’ and ‘hot spot’ solutions

• Make room in our day to day working to accommodate a ‘think tank’ ideal where sta� are encouraged to spend time researching new technologies and methodologies

• Develop our ideas as a proof of concept in the first instance

• Base development on user requirements and new developments in the market

• Deliver products that are cost e�ective and align to our Business Plan

• Consult with leading experts in law enforcement, academia and the private sector to ensure our team are working to the most up to date standards

• Be seen as a leader and innovator for the business and policing

We will also be exploring the merits of the College supporting its own app store, but we are aware of the increasing trend away from mobile apps. We will consider mobile apps of course but there is a significant move towards delivering notifications to engage the user into accessing content on responsive web pages. Notifications:

• Give an individual direct access to selected web content, often via the lock screen on a device

• Allow content to be delivered that is of personal and current interest

• Distribution across a number of internet locations

• Bypass the need for a host of separate apps

• Do not require a user to update an apps this will be done at source by the content supplier

As connectivity and bandwidth improves, digital pioneers are investing more time and e�ort in making their responsive web content the very best it can be, accessible via a multitude of web browsers, social networks and messaging applications.

Although not a new concept voice recognition and associated devices are seen as an increasingly important area. As well as accessibility assistance for users the technology o�ers potential for information exchange between training cohorts or for the College to engage with others to enhance the evidence base.

We will be considering new and emerging technologies as we weigh up the best approach for the College to take regarding learning design and we will propose recommendations to the business and policing.

Measuring Success

• Delivering new features to College Learn that improve the service for users

• Providing evidence of continuous research and development into new technologies and methodologies that will benefit those in policing

H

POLICE

4. Providing opportunities

1. Encouraging digital adoption The increased use of digital solutions in policing is key to our success. We will work with forces to:

• Encourage them to integrate digital learning products into their training programmes

• Facilitate and attend events where we promote good quality succinct learning solutions

• Encourage good implementation supported locally with a protective learning policy

• Ensure the user is put first and abstraction from operational duties is kept to the minimum

We have overseen an upturn in digital adoption across the College as more colleagues commission us to provide products and services to support their business areas. We will support colleagues by:

• Introducing our own Digital Service Standards (see Annex A) which outline both our promise to the business and the joint responsibilities in processes that deliver to the expected quality

• Providing evidence of the benefits of a digital solution to colleagues

• Prioritising commissions to meet the Business Plan and growing demand

• Ensuring e�ective recruitment, retention and development of our multi-skilled team

2. Promoting the College We will work with colleagues in Marketing and Communications to support their marketing strategy. We will:

• Provide resource, skills and knowledge to equip the College with innovative modern digital marketing products including social media

• O�er our service management capability to technically support the College website, Intranet and any future digital initiatives

• Promote the College through the output of Digital Services products

• Encourage colleagues to move away from physically delivering printed material to o�er documents online to be printed at source by the consumer

• Explore alternative digital solutions to documents including web pages, animations, videos and infographics

3. Providing ‘commercial o� the shelf’ products and servicesWe are keen to engage with quality products that already exist and equally aware of the number of policing apps that advocate out of date or incorrect policies. We will:

• Provide opportunities for members to access useful third party digital products and services where they meet business requirements and our digital service standards

• Publish quality assurance criteria for suppliers

• Give those in policing assurances that the third party solutions provide benefit and value for money

Fairness

Ethics Committees Leadership

Wellbeing Code of Ethics

4. Developing commercial opportunities Digital services create opportunities to generate meaningful income. Licensing agreements are already in place for non-Home o�ce Forces to access online learning. We will:

• Work with business colleagues to support the College Commercial Strategy

• Aim to o�er licensing to other government agencies and international law enforcement organisations via College Learn

• O�er low cost, quick win ways to leverage additional revenue streams with minimum skew to other College business

• Create attractive business models for non-policing agencies and international law enforcement organisations including providing access to specific content for relevant customers

• Ensure any new revenue streams will in turn contribute to the ongoing improvement of College services for members

Out of scope

It is not within our remit to manage, standardise or deliver large national IT operational or transactional solutions for policing or specific forces. As the professional body we will align our thinking to the national policing digital strategies making useful contributions including a vision for digital knowledge and learning in policing.

Although we are not responsible for the College IT infrastructure, network or hardware, we expect to influence decision-making with colleagues in Information Services. This will particularly apply to the adoption of digital solutions by colleagues, the hosting of national platforms and exploring Cloud solutions, and the modernisation of College classrooms to accommodate digital media.

Measuring Success

• Providing evidence of increased digital adoption across the College department by department

• Attending regular meetings with College teams and facilitating events with those in policing

• Providing our licensed services to non-Home O�ce forces o�ering new revenue streams ultimately to improve our services for those in Home O�ce forces

1.

Understanding user needs

Annex A: College of Policing Digital Service Standards 1.0

2.

Do ongoing user research

3.

Have a multidisciplinary team

4.

Use agile methods

5.

Iterate & improve frequently

6.

Evaluate tools and systems

7.

Obtain system security and data privacy approval

8.

Manage the ongoing service

9.

Test the end-to-end service

10.

Make a plan for being o�ine

11.

Make sure users succeed first time

12.

Encourage everyone to use the digital service

13.

Collect performance data

14.

Identify performance indicators

15.

Test with the College Executive

Annex B: Glossary

Term

Agile Development

Authorised Professional Practice (APP)

App Store

Assisted Digital

Bring Your Own Device (BYOD)

College Knowledge

College Learn

Copper Tube

Corporately-owned personally-enabled (COPE)

Digital

Digital Service

Digital by Default

Meaning

Agile software development is a group of software development methods in which requirements and solutions evolve through self-organising, cross-functional teams.

Authorised by the College of Policing as the o�cial source of professional practice on policing.

An online resource allowing access to apps or applications that can be downloaded to a mobile device.

Assistance and support to those who cannot access digital products and services.

A business model or policy where an organisation allows individuals to use their own mobile devices to access some corporate information.

A proposed compendium of challenges accessible online giving members the opportunity to answer questions which merits points that contribute directly to meeting particular qualifications.

The new user friendly managed learning environment for policing accessible via mobile devices.

Functionality within the MLE which allows users to upload videos with an accompanying discussion thread.

A business model or policy in which an organisation provides its employees with mobile devices and allows the employees to use them as if they were personally-owned.

Internet-enabled products and services accessed via desktop, laptop, tablet, and mobile device. The content may also be available o�ine via mobile apps or kiosks.

A service that has been automated and is designed with and for the customer.

Digital services that are so convenient that all those who can use them will choose to do so while those who can’t are not excluded.

Annex B: Glossary

Term

Digital Learning

Emergency Services Network (ESN)

Enterprise Content Management System. (ECMS)

E-Learning

Enterprise Search

General Data Protection Regulation (GDPR)

Government Digital Service (GDS)

Identity and access management (IAM)

Informal Learning

Meaning

Formal or informal learning via digital products and services. These include websites, virtual man-aged learning environments, web conferencing platforms, social networks and blogs delivering videos, mobile apps, traditional e-learning courseware, virtual reality environments, social networks and printable documents.

The next generation communication system for the three emergency services (police, fire and Ambulance) and other public safety users.

Enterprise Content Management is a formalised means of organising and storing an organisation's documents, and other content, that relate to the organisation's processes. The term encompasses strategies, methods, and tools used throughout the lifecycle of the content. An example of an ECMS is Microsoft SharePoint.

Electronic learning where the user generally follows a linear path through a prescribed course answering knowledge checks tracked by a Learning Management System (LMS).

The practice of making content from multiple sources, such as databases and intranets, searchable to a defined audience.

A regulation by which the European Parliament, the Council of the European Union and the Euro-pean Commission intend to strengthen and unify data protection for all individuals within the European Union.

Helps government make digital services and information simpler, clearer and faster. GDS put users' needs before the needs of government.

The security discipline that enables the right individuals’ online access to the right resources at the right times for the right reasons. Facilitates Single Sign-On (SSO).

Learning via participation or knowledge creation, in contrast with the traditional view of teach-er-centred learning via knowledge acquisition. In an online environment this often involves user collaboration via social networks.

Annex B: Glossary

Term

Information Technology Infrastructure Library (ITIL)

Joint Emergency Services Interoperability Programme (JESIP)

Multi-Agency Gold Incident Command (MAGIC)

Massive Open Online Courses (MOOC)

Mobile Device Management (MDM)

National Policing Information Risk Management Team (NPIRMT)

Non HO Learn

Risk Management Accreditation Document Set (RMADS)

Virtual Reality (VR)

Meaning

A set of detailed practices for IT service management that focuses on aligning IT services with the needs of business.

A programme improving the way the Police, Fire & Rescue and Ambulance services work together when responding to major multi-agency incidents.

Training aimed at category one responders from the 'blue light' services and partner agencies who would normally perform strategic (Gold) command for their organisation during a major incident/civil emergency.

An online course aimed at unlimited participation and open access via the web.

The administration of mobile devices, usually implemented with the use of a third party product that has management features for particular vendors.

Provides advice and accreditation services, in support of the national information risk policy and must be involved in the accreditation of national IT systems in policing.

An internet version of College Learn open to non UK policing organisations.

A formal analysis that demonstrates that a system delivers appropriate levels of information assurance.

A technology that uses VR headsets, sometimes in combination with physical spaces or multi-projected environments, to generate realistic images, sounds and other sensations that simulate a user's physical presence in a virtual or imaginary environment.

© College of Policing Limited (2018). All rights reserved.

Digital Strategy 2017-18 - College of Policing · Digital Strategy 2017-18 1. Putting the user...

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