Digital Policing – Some of the key challenges and shaping the debate


daily use because that is the reality of the legacy environment and the nature of delivering a vital public service. The key to change is understand- ing the data and business processes that currently exist and avoiding a cottage industry approach to the acquisition of new technology which will only perpetuate past mistakes and make the challenge of digital transformation harder to attain. Leidos’s expertise is in systems inte- gration within an increasingly cloud- based technology stack, enabling policing to move towards a model whereby all data can be surfaced and presented to officers as and when they need it. It is only through expert engineering and integration that we can maximise the value from legacy systems, allowing us to move towards a more affordable and ‘fit-for-risk’ future where technology can be utilised to adapt rapidly to organisational change. l


One of the key challenges that could impact on the adoption of new technology is the lack of clear guidance or codes of practice outlining appropriate use of how police forces govern the use of automation tools, which includes artificial intelligence (AI), machine learning and the internet of things (IoT). More consideration needs to be given to creating such a framework to ensure that the police do not lose the trust of the public through clear direction on why, how and when data will be used to support crime prevention. Indeed, some police forces have set up ethics panels to consider the impact of new technology on stakeholders and local regula- tions. We are fortunate that policing in the UK is governed by ‘consent’. In practice, consent is a bit like the technologies that are increasingly shaping the digital world around us. It grows and evolves over time but requires continual checks and balances to ensure it is still fit for purpose and can be trusted to do the job. We have seen this become a live issue with the advent of technologies such as artificial in- telligence which, if underpinned by the right ethical and moral frame- work - and are fully accepted by the public - can be leveraged to great and potentially transforma- tive effect in 21st century policing.


But we are yet to have that conversation with the public and there are no clear guidelines as to how AI will influence police decision-making in practice. If the benefits of AI-assisted policing can be effectively communicated to our law-makers, and public and media concerns managed, AI will undoubtedly disrupt the way policing is practised, for the


also a ‘digital beat’, and processes need to adapt to ensure policing has a strong presence both online as well as on the street. The digital revolution is not


The ‘beat’ is changing; there is no longer just a physical beat, but also a ‘digital beat’, and processes need to adapt to ensure policing has a strong presence both online as well as on the street.


better. Contingent on data sci- ence becoming the norm, police officers will need training in how to interpret and analyse that data effectively and there will need to be transparency and education on how the police use technology and peoples’ data in support of their goals. Indeed, a UK-wide regula- tory framework may be required to standardise understandings and to ensure, among other consequenc- es, that algorithms, for instance, don’t introduce bias. There is a fine line between valid monitoring, citizen protection and the right to privacy. Regulation, good ‘checks and balances’ and education will ensure continued public support for policing but importantly allow the police to prevent crime and protect the public.


The ‘beat’ is changing; there is no longer just a physical beat, but


just happening around police of- ficers, it’s happening with them. Most young people who will join forces up and down the country in response to the latest government recruitment drive will be digital natives, and expect to join a tech- enabled workforce. The require- ment for new skills will continue to grow as we see the gradual adoption of smart networks within our cities and towns, powered by 5G and data.


There is a need for continual investment in new technology to keep up with the pace of change and everyone – from force com- mander to civilian call handlers - will need to become data literate. That means a solid understand- ing of how technology is impacting the world we live in is required at the very highest level of policing. If force commanders can develop that holistic view of their organisa- tions, then the architecture which houses the people, processes, information, systems and devices will naturally follow. If we can move the needle even


slightly on what is a broad agenda of public service reform, then we will end up not only with a more effective means of protecting the public and policing the world as it is, and how it is likely to develop in the future, but we will end up with an experience that is transparent, engenders trust and commands public support in much the same way as envisioned by Sir Robert Peel all those many years ago. l


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