Sir Michael Barber, Chair, The Strategic Review of Policing in England and Wales says:

John Tawell

On the evening of January 1st, 1845, a man named John Tawell boarded the 19:42 service from Slough to London. He was fleeing the scene of a murder, and as his train eased away from the platform, he must have thought he had got away with it. In another location, he might have. Slough, however, was equipped with telegraph, then state-of-the-art in communications technology. A pursuing witness gave a clear description to the police and officers were able to send a message along the wire to Paddington. Tawell was followed through the capital’s streets and apprehended. Later prosecuted, he became the first man ever to be arrested through the use of technology. (3)

The use of technology for policing

Technology is no less relevant to police work today. Revolutionising both frontline and backoffice procedures through the adoption of such innovations as Artificial Intelligence (AI), Robotic Process Automation (RPA), Machine Learning (ML) and cloud computing. However, many forces have only scratched the surface. For many reasons, both real and perceived, the potential of digitalisation is not yet fully realised.

Though there is a genuine desire for improvement, some forces have experienced problems with interoperability. Integration with legacy technology has been a source of difficulty, with some systems unable to work across platforms. Formerly known as the Met Integrated Policing Solution (MiPs), the CONNECT programme designed to enable connectivity between the Metropolitan Police Service’s disparate systems has been subject to several delays and cost increases. (4)

The challenges with not having proper systems

The country’s largest force has 17 different systems which are unable to connect with each other, such as communications and control, crime reporting, missing persons etc. This leads to duplication in data-inputting, placing a drain on officers’ valuable time. Problems such as this are replicated at forces throughout the country. Speaking at a TechUK event, Phil Baxter, ERP Programme Director at Avon and Somerset Police highlighted some of the difficulties, saying, “There are duplicate processes. There’s repetitive data entry…” “…Even a question as simple as ‘How many people do we have working where and who’s paying for them?’ throws up a handful of answers when there should be just one. In fact, a recent task force had to be established to determine how many people we had working for us, and where.” (5)

The lack of a national standard data model has led to issues with cross-force collaboration and where multi-force solutions have been put in place, the goals being pursued have not always been mutually agreed. Decisions are often made without a full understanding of the desired outcome. Substantial investments have been made into projects that have failed to deliver, further bolstering resistance to change.

The National Policing Digital Strategy (7) states: "Policing does not operate in a vacuum and cannot stand still in the increasingly digital world we work and live in. The challenges and opportunities that digital disruption presents to policing are rapidly becoming defining issues for the service. We must move now and move quickly.”

Always connected culture

According to Chief Superintendent Simon Ovens, DL FCMI, Head of Traffic and Transport Policing at the Met, speed of rollout can present difficulties. By the time solutions are implemented, they are often out of date and in need of upgrades. There are also training implications. Unlike the armed forces, whose members spend much of their time training, police officers must be taken off duty to learn how to work with new systems. Ease of use is a vital consideration. Policing is going through a rapid period of change.

The demands placed on the force of today are a world apart from those of just a generation ago. Our “always connected” culture has given rise to a different type of crime. Forty per cent of crime is now fraud (8), much of which is “Policing does not operate in a vacuum and cannot stand still in the increasingly digital world we work and live in. The challenges and opportunities that digital disruption presents to policing are rapidly becoming defining issues for the service. We must move now and move quickly.*” National Policing Digital Strategy online.

Significant rise in cybercrime

Figures from the National Cyber Security Centre show a significant rise in cybercrime (9), which is often investigated at the force level. Wider social problems are also a distraction, with the police often having to step in to fill gaps for other agencies. Dealing with the consequences of mental health issues, for example, takes up a lot of time, and officers often spend hours of their shifts waiting in hospitals.

Another shocking statistic is the three million investigation hours a year that is spent following up on missing person inquiries (10) – the equivalent of policing the North Yorkshire Constabulary area for a year. With such clear evidence of the need for effective time management, the necessity for force-wide resource planning is made apparent.

Policing by consent ethos

The response to these shifting responsibilities necessitates a reduction in community policing. Consequently, detection rates are low. In the year to March 2022, just 5.6% of offences resulted in a charge and/or summons. (11) In something of a vicious circle, this lack of visibility may be contributing to falling public confidence (12), a vital cornerstone of the “policing by consent” ethos so essential to the British force. Police leaders understand the problems well.

Increasing caseloads must be tackled with fewer resources. Though Home Office statistics in early 2023 showed an annual uplift of 2.3% in officer numbers (13), the increase required significant attendant work to ensure new applicants were properly vetted and onboarded. Resource management is an onerous task for all forces.

The public face of policing

The challenges extend beyond the front line, the public face of policing. For any law enforcement agency, back office or support processes are an equally essential component in providing an effective service. Specialist investigations, intelligence and analysis, communications and scientific/technical staff face many of the same pressures, as do those working in business and management functions: finance and services, HR and ICT. They, too, must react to accelerating societal change, a constantly evolving legislative environment and the accumulation of greater quantities of data than the legacy IT estate was ever designed to handle.

Data is being gathered at a growing rate. Every interaction with the public creates a record, as do staff movements, financial transactions and all manner of everyday business activities. Over time, each force has built its own internal system of records. The IT infrastructure is often outdated, with limitations in terms of interoperability, capacity and usability. In addition to these, access to information held on national databases and those of partner agencies such as the health and care services is often required.

The power of data for police forces

While this has presented a burden traditionally, for a digitally mature service this vast store of data becomes the fuel to power new technologies, enabling forces to meet the challenge of changing demand. By unlocking the hidden power of data, and enabling cross-silo access which has previously presented a barrier to collaboration, forces are able to streamline their processes. Properly managed, data helps meet the myriad sophisticated demands placed on every modern police force, increasing efficiency and helping inform strategic decision-making.

The Government is very clear in its ambitions to pursue digitalisation across the whole of the public sector. In the far-reaching Cabinet Office Report, Organising for Digital Delivery (14), the systemic frailties present in obsolete IT infrastructure were highlighted. The cost of maintaining the public sector IT estate is immense, with the report estimating a figure of between £13 and £22 billion for the five years to 2025.

Central Digital and Data Office (CDDO) Policy Paper

Paul Willmott, Executive Chair, Central Digital and Data Office says:

“Digital and data are the essential building blocks of all successful organisations. It’s only possible to make effective decisions, meet customer needs and respond to new challenges and opportunities when you have modern technology, real-time access to high-quality data, a cadre of skilled digital talent and the right conditions for innovation to thrive.” (17)

Economic conditions

As the economy continues to suffer the fallout of inflationary pressures, worldwide energy supply issues and the effects of war on the European continent, the public sector is facing a need to find further efficiencies. Announced by the Chancellor of the Exchequer, a savings and efficiency review will “target increased efficiency, Reprioritise spending away from lower-value programmes, and review the effectiveness of public bodies.” (18)

In England and Wales, responsibility for policing falls to the Home Office, in Scotland and Northern Ireland, the respective Government and Assembly. The police are not immune to the review’s aims.

Across the whole of the UK, forces must remain effective even under straitened economic conditions.

Why ERP platform is a need for police forces

Though the challenges facing police forces are great, they also present opportunity. ERP platforms, such as Microsoft Dynamics 365, provide a robust framework in which multiple disparate systems can operate. Deploying an ERP platform should no longer be viewed as a technological Big Bang, necessitating large investments with wholesale changes to the existing IT infrastructure. Agile and efficient, a modern ERP system works with the existing technology, evolving iteratively to meet the changing needs of an organisation.

By building connections throughout the entire organisation and beyond, partner agencies can be included where a requirement is present, such as a need for data sharing between police and social services or health and care providers.

ERP provides access to previously siloed data to enable greater collaboration between teams, meeting the rapidly changing requirements highlighted earlier, and delivering efficiencies throughout the entire organisation.

How do we harness the power of digital, data and technology to better protect the communities we serve? (19)

In contrast to earlier iterations, the latest innovations ensure that today’s ERP solutions are interoperable with existing technology, working efficiently alongside current infrastructure. Modern ERP solutions are easily deployable and scalable, meeting the shifting operational needs of today’s police services.

In contrast to earlier iterations, the latest innovations ensure that today’s ERP solutions are interoperable with existing technology, working efficiently alongside current infrastructure.

Modern ERP solutions are easily deployable and scalable, meeting the shifting operational needs of today’s police services. Allowing a seamless flow of data throughout the organisation, ERP links multiple systems on one platform, ensuring all needs are met and helping deliver an agile, efficient response across preexisting divisions.

Joined-up services are enabled, streamlining provision and allowing more effective deployment of resources. Staff are freed up to concentrate on higher-value tasks, both in terms of operational significance and – crucially – public perception, with officers able to become more visible and provide improved frontline services across communities.

Finance and accounting

A modern police force is comparable to a large business in terms of the need to manage complex finances. To remain effective, the flow of funds must be managed and tracked, enabling informed planning and ensuring service provision remains in place. ERP solutions help streamline accounting processes, integrating data to provide a real-time, all-round vision of the force's financial position. By centralising operations around a single platform, spending can be carefully controlled and cost efficiencies facilitated. Duplication is eliminated and human error minimised.

Human Resource Management

Resourcing is a cumbersome task in policing, with a definite need for automation. The Metropolitan Police currently outsources the Human Capital Management process as part of a wider business support services contract (20) but the need to manage staff places a heavy demand on all forces. A modern ERP solution can accomplish many traditional HR tasks, from recruitment, payroll and staff absence management to onboarding and career development.

Connecting databases, the centralised platform enables cross-silo access to information to provide a single viewpoint. Staff data can be instantly accessed. Employee performance can be monitored and tracked, helping to identify training needs and intelligently plan deployments. Vetting procedures are simplified and can be handled expeditiously.

Purchasing and Supply Chain Management

As with any other public sector organisation, careful supply chain management is a critical requirement for the police.

An ERP system allows every department access to the same information in real-time. All relevant data is readily available, avoiding the need for duplication of entry and minimising the chance of error.

The procurement process is accelerated, improving productivity and freeing staff to concentrate on more value-added tasks. Once again, integrating data visibility is enhanced, efficiency improved and the potential for automation created.

Citizen Engagement Management

In the National Policing Digital Strategy, the need to provide citizens with greater access to services was acknowledged.

“We will deliver seamless, digitally enabled experiences. The public will have more choice in how they engage with us, using channels, media or devices most relevant to them. We will be able to connect citizen interactions, information and data across departments, and across forces to build a more credible and richer intelligence picture, all whilst maintaining public trust by ethically acquiring, exploiting and sharing their data.” (21)

ERP can help deliver this ambition. A single, centralised platform can offer immediate access to data through a multiplicity of devices from almost anywhere. For frontline officers, the time taken to record information and access to all appropriate databases will be reduced, duplication and the potential for error will be minimised while members of the public will have the ability to contact the police swiftly and accurately when needed.

How can HSO support you?

As a Microsoft Solutions Partner, HSO has built a first-class reputation for delivering business transformation programmes over more than 35 years. Using the full power of Microsoft’s technology, HSO works with organisations to develop systems that connect and communicate to improve operational efficiency. By choosing HSO, organisations have access to the very latest Microsoft technology, tailored to fit their exact requirements while minimising ongoing costs.

Why is D365 is a need for police forces

Microsoft Dynamics 365 is uniquely able to meet the changing needs of the modern British police. Implemented at a scale and pace to suit organisational requirements, it works alongside the existing IT estate to enable seamless data sharing, promoting collaboration throughout the entire organisation.

The platform can be deployed iteratively, enabling proof-of-concept trial without the need for wholesale replacement of legacy systems until the time is right.

ERP Platform

By enabling the integration of data, Microsoft Dynamics 365 ERP opens up a world of possibility in policing. No longer restricted by data silos, process automation can be implemented across numerous back-office functions, giving time back to the workforce. More effective data analysis is enabled, helping to build a comprehensive
intelligence picture. Staff can be deployed more effectively, placing officers where they are needed when they are needed. From the back office to the frontline, a process of continuous improvement is embedded, delivering operational benefits throughout the organisation.

Implemented at a scale appropriate to organisational needs and budgets, ERP has the power to deliver both quick wins and wider strategic benefits. Once again, policing stands on the cusp of a technological revolution. The potential for organisational change is huge.

With the right digital partner by their side, police forces throughout the UK can meet the challenge of the changing nature of crime, put more officers back on the beat, increase prosecution rates and, ultimately, provide a service in which the public can be rightly confident.