The Police Force recognised that it needed to use innovative digital technology to transform the way it had been doing policing. The traditional approach - in operation for over 150 years - was in need of radical change, through the use of modern digital capabilities including cloud, social media, apps and mobility.
We formed a small team of creative thinkers from within the Police force, combining youth as well as experience, and added a number of digital experts with experience of cloud, apps and social media. We produced a set of story boards describing the expected changes to ways of working and the outlining how the new operating model would work. We turned the story boards into detailed technical roadmaps and delivery plans, along with a costed business case. We engaged agile development scrum teams to build the solutions, alongside the existing legacy development teams.
We delivered a six month pilot with 500 officers to test the proposal in real world conditions. The Police Officers were given iPad Minis to carry their duties (crime recording and statements) electronically and remotely.
As a result, the crime data was available instantly for other Officers; productivity was increased by 40% by avoiding the need to return to the Police Station; and the victim satisfaction was improved by 30%. The pilot proved the benefits of remote access, but also delivered additional benefits that had not been anticipated. The Officers were delighted with the ability to provide new functionality rapidly through the agile development process. Approval was given to be extend the approach to the whole of the Police Force.
Your Data Journey
The existing National Policing systems were reaching end of life and so there was an opportunity to provide a joined-up data environment for Policing and other Law Enforcement agencies.
We brought together the National Policing business area leads for intelligence, crime, and operational policing as well as other law enforcement agencies to determine the essential business services required to deliver the policing outcomes. We demonstrated that using joined-up National and Local policing data would provide opportunities to reduce harm, risk and threat situations and in particular address the safeguarding of vulnerable people. We provided an architectural model to deliver extensible datasets and functionality through open-source data platform solutions.
Time to deliver the proposed solution was faster than previously envisaged thanks to the architectural approach chosen. The reuse of components from other programmes reduced development costs. Reducing the reliance on propriety solutions and vendor lock-in would cut ongoing technology direct costs by 50%.
Our client is a global player in the fuel retail market for corporate fuel card holders operating across four continents. The client was keenly aware that there was an opportunity to drive additional margin if they could get at the value in historic and live transactional data.
We started with the analytical investigation into customer purchasing and loyalty behaviour. Our analysis involved working with complex, and often incomplete, customer transactional data from a 5-year period with several billion records. Key drivers behind customer purchasing were identified using k-means clustering for customer stratification, and techniques such as regression and non-linear trend analysis to predict behaviour.
We proposed an analytically-derived strategy for customer management, which allowed our client to prioritise their customer interactions based on key groups. Our recommendations were implemented in full by the client. This led to higher levels of customer retention, increased levels of customer spend and savings from deploying customer handling staff onto other activities.
We led a programme of knowledge transfer and mentoring to embed this way of working in the client team and we developed a suite of analytical tools and templates to allow future work to be undertaken. This upskilling enabled the client to increase their use of data to drive decision making and to do so with far greater confidence and technical skill than before.
Our client needed to enhance its global data protection control framework, processes and practices to meet ever more demanding requirements, country by country. In particular, more onerous regulatory standards applied to its growing database of online customers.
Our initial review revealed shortcomings in the original data protection framework relating to management, controls, process training and awareness. Short-term remediation was quickly delivered, followed by a strategic risk-based assessment with customer data lifecycle analysis at its centre.
Data Privacy controls were inserted into existing management structure and practices for minimum change, but maximum effectiveness. Third party supplier data protection was integrated. Regular in-depth audits on progress led to approval of the total approach and its implementation. We developed a global and local training and communications programme.
Our work resulted in a control framework capable of ensuring compliance worldwide, protecting the company’s reputation as well as customer data. The ongoing control framework is fit-for-purpose, tried and tested, replicable, and customisable locally to meet different in-country requirements. Our solution went on to be repeated by other organisations within the group, enabling them to reach similar levels of compliance through adoption of this approach.
Office of the CIO
Following many years of underinvestment in its technology function and a lack of strategic leadership, a regional Police Force was in need of a clear re-assessment of its business and IT strategy.
We undertook an evaluation of the current state, which included interviewing and holding workshops with all stakeholders in the Senior Policing team to understand their needs. We performed technical assessments of the IT landscape, taking into account applications, vendors and internal capabilities. We developed a comprehensive view of the impact of the proposed business strategy on the technology landscape and considered alternative solutions. We provided a detailed roadmap of the proposed application environment, and developed a business case analysis of the proposal including costs, benefits and milestone timing plan.
We achieved unanimous buy-in and alignment of the Technology team and the Senior Business team around the proposed IT strategy and the fully costed roadmap. Both the business and the technologists enjoyed the clarity of purpose, which led to less rework, greater collaboration and faster implementation of the proposed plan. Clear communication of common goals made stronger engagement easier throughout the organisation.
A Top 5 UK University had recognised gaps in the University’s Enterprise Architecture capability specifically in the area of Data Architecture. The University has a complex structure, comprising 23 schools, 3 colleges and 10 business partner functions. Whilst the University has a number of ‘Golden Systems’ (systems of truth where key data objects are mastered), there was a view that business processes did not prioritise architecture and data consistency. The University had paused the selection of a new Human Resources system, until it could be sure that the new system would not create further data inconsistencies.
We worked with the University’s technical business partner to identify and address the gap between the ‘As Is’ architecture and the ‘To Be’ architecture required to match the University’s business drivers and strategy. The project team quickly mapped the current systems and applications to help the University understand its existing IT landscape. From the mapping the team were able to identify gaps and duplication within the enterprise. We identified quick wins and recommended solutions aimed at reducing complexity and increasing controls around systems and data security. We developed a methodology to deliver a reduced IT estate through rationalisation of applications against a target application landscape. We defined a short and medium term strategy to implement the first phases of an architecture practice.
We presented our comprehensive report to the University’s Directors, recommending a pragmatic and achievable roadmap to deliver a self-sustaining Architecture Practice. A common vision of the future, shared by IT and Business, would ensure further alignment and integration between the teams.
Chaucer provided a flexible and cost efficient portfolio management solution, which has been invaluable in supporting our business to ensure investments are focused exactly where they are needed. They helped me implement processes and tools to give a true picture of the state of our portfolio of projects. I would strongly recommend them.
Strategy & Portfolio Director
Future Digital leaders will be those who have an intelligent and realistic strategy supported by clear and coherent ambition.
Charlie Sutton, Sales Director: Chaucer Digital
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