Change never stops, that’s why we’re giving forces the tools to help them transform
How will Forces be supported to continue their transformation work?
“Within the NEP, we are keen for Forces to recognise that we are a transformation programme, not an IT update. And whilst there are clearly aspects which aim to improve technology and processes, our purpose is primarily to facilitate Forces in making this change themselves. That’s why we’ve put such a strong focus on Business Change support.
To help support Forces, we’ve provided a business change toolkit during their engagement with the programme. This toolkit not only gives Forces the things they need to help support them in achieving their transformation, but will also provide a framework on how to successfully drive future change.
There are a range of business change support tools within this kit, including:
- stakeholder mapping and management approaches and templates
- benefits mapping approaches and templates
- use case approach guidance.
As Forces will be very aware from their journey so far, this list is not exhaustive. This toolkit spans the entirety of a Force’s transformation, starting at pre-engagement all the way through to final analysis and reporting of the achieved benefits.
Stakeholder mapping and management approaches, and the templates provided will enable Forces to accurately assess and engage with key people and groups inside and outside of their organisations at the right times, and in the right way.
Benefits mapping and templates will support Forces going forward by providing a simple, pragmatic method for planning, managing and reporting benefits from use cases. The use case and user pilot approaches, as well as associated tools and templates also provide a framework for future transformation as to how Forces can deliver specific benefits to target audiences.
Throughout the Business Change process, a wealth of information and process templates have been created and developed by the NEP and Forces alike. Should Forces want any clarity on how these tools can be used within the NEP or for future transformation programmes, your Force’s Business Change SPoC would be happy to walk your team through it. Just chat to them whenever you want.”
You’ve talked in the past about the ‘evergreen’ nature of the technology solution. How will this handled?
“Key to the success of any major transformation is simplicity. Indeed, transformations can often suffer at the hands of high levels of required maintenance and management, especially where resource constraints are pertinent.
NEP Design Architects have produced Blueprint designs and subsequent refreshes in consideration of this. Our objective has been to deliver systems and processes that are ‘hands off’, requiring infrequent maintenance. This can be seen in our adoption of Windows 10 and Office 365.
Office Proplus, Windows 10 and the System Centre Configuration Manager (SCCM) update model have been refreshed to provide alignment for the management of releases. This change will make planning and managing updates for both Office and Windows easier for a Force.
There will be a reduced number of updates from Microsoft. Microsoft will reduce the Office 365 ProPlus update cadence from three to two times a year, with semi-annual feature updates to W10 and Office 365 ProPlus targeted for March and September. Microsoft are also providing an increased period of support for these semi-annual updates: from 12 to 18 months (starting from first release) so Force IT professionals can choose to update once or twice a year.
The NEP Architecture team recognises the ‘evergreen’ nature of Windows 10, Office 365 and everything within these solutions. Crucially these aspects will be continuously monitored by the National Management Centre (NMC), with any issues being reported to Forces as and when they arise.
This consistency in monitoring and updates on a national level will allow Forces to take on built out use cases involving Windows 10 and Office 365 with confidence much further down the line.”
Collaboration and building communities of trust are hugely important for policing. How will this be achieved?
“We are working with 43 Forces, all operating with different challenges, different strategic objectives, and crucially different IT estates. Successful adoption and close alignment to the NEP designs by all Forces will allow for better, seamless collaboration and sharing.
Take the ‘Joiner, Mover, Leaver’ process as an example. Officers or staff who are joining, moving to or leaving a Force will have their occupational life cycle and identity managed by our IAM (Identity Access Management) service using the Azure Active Directory (AD) and SailPoint IdentityNow solutions.
These cloud-based governance solutions will be synchronized across Forces, allowing officers and staff to seamlessly and securely access the appropriate systems they need, wherever they may be.
Additionally, as we move closer towards a consistent standard of IT estate across all Forces, those who are receiving ‘movers’ can have confidence that these new additions to the team will have experience operating with the wide variety of systems policing uses, so there’s less time required in training and knowledge transfer.
Of course, it’s important to note that equal alignment to designs brings the substantial benefits of risk mitigation: If two Forces are working together on a project, teams can collaborate within the NEP systems and processes with the assurance that they are not exposing themselves to any unknown risks.”
The ‘Use Case’ approach to change is building valuable knowledge and examples. How will this be used and the work continued?
“As touched on previously, adoption of a national design set brings about efficiencies and assurances in a number of different areas long after the NEP’s programme mandate has finished. Key to this is the use case approach.
The use-case approach was adopted to allow Forces to reap benefits early in the programme, and to build a catalogue of experiences across different Forces, facilitating knowledge sharing and best practice adoption. Some of the more significant benefits to be had from the programme relate to the introduction of further use cases beyond the Business Pilot. These include, but are not limited to, sharing and ease of access to information, as well as collaboration between Forces and their partners.
Indeed, Forces have already begun working on previously built out use cases, demonstrating how this process can be set in motion. As the use case catalogue continues to be developed and built out by Forces around the country, opportunities to save time on analysis and implementation will grow.
With initial Forces providing a template for use cases, others are able to use these ‘off the shelf’, which will greatly reduce their implementation time.”
So, finally, who do we call when the NEP team team aren’t around anymore?
“Unfortunately, as is the nature of national publicly funded programmes, the NEP can’t remain a permanent function of support.
As the programme matures and more Forces reach the point of Business Pilot, support and collaboration will come from the community of colleagues across Forces who have already undertaken their transformation, rather than from a central programme team.
With that in mind, the NEP’s work is a long way from over. Indeed, the end of 2019 has seen an acceleration in delivery, and our Business Change and Technical teams are spending lots of time with Forces around the country helping to deliver the transformation that will give them safer and better ways of working.
We’ll continue to keep Forces up to date, both in person and through these communications as our work progresses. And if you or your teams have any questions in the meantime, your SPoCs and Delivery Managers are always available to help. Just give them a call.”