Giles Herdale's Presentation at Digital Leaders Conference 2015
•Télécharger en tant que PPTX, PDF•
1 j'aime•1,341 vues
9 December 2015, Microsoft, Central London
Recommandé
Recommandé
Contenu connexe
En vedette
Plus de Digital Leaders
Plus de Digital Leaders (20)
Dernier
Dernier (20)
Giles Herdale's Presentation at Digital Leaders Conference 2015
- 1. BUILDING A DIGITAL POLICE SERVICE Policing capabilities for a digital age Giles Herdale Head of digital intelligence and investigation strategy giles.herdale@essex.pnn.police.uk 07795 224248 @gilesherdale
- 3. Stalking Bullying Fraud Sexual Offenders Indecent images of children Cyber dependent crimes e.g. hacking, malware, DDoS Anti-socialbehaviour CyberTerrorism Digital is impacting the police response across the full spectrum NOW HMIC – “it is no longer appropriate, even if it ever were, for the police service to consider the investigation of digital crime to be the preserve of those with specialist knowledge”
- 4. Challenges for law enforcement Capability Skills Encryption Jurisdiction Distributed networks Scale
- 5. Digital intelligence and investigation National Policing Lead for Digital Investigation and Intelligence (DII) Social Media Engagement Cybercrime & CT Cyber Data Communications Group (CD) Online CSE Intelligence Portfolio Digital Forensics Fraud & Economic Crime Regulation of Investigatory Powers (RIPA) Digital First Home Office Collaboration & Partnerships People Digital Exploitation Ways of Working Digital Sources National Policing Lead for Digital Investigation and Intelligence (DII) • Threat Assessment on Digital Crime • Independent Digital Ethics Panel • New Skills Pathway • Force and Regional Digital Capability – a new operating model • Development of Committee for Digital Research & Industrial Co-operation (CDRIC) • Co-ordination of Existing Programmes (NDES, CCD, & DII) e.g. digital exploitation
- 6. Digital transformation of policing Public contact Digital intelligence & investigation Digital first Visibility & accessibility: - Public are living more of their lives online Responsiveness: - Gather information about victims, offenders & locations - Use analytics to help make decisions where resources are targeted - Mobile access to put officers at centre Capability and capacity to address the range of challenges: - from volume to sophisticated - 4Ps approach - Common approach to CT, OC, mainstream policing National, regional, local coherence to capability deployment & exploitation Digital evidence strategy: - Capture, store and share - Ensure accessible, readable & has long term integrity - seamless interface between policing and the CJS - Underpinned by common standards, business processes & benefits realisation Aligned governance to support prioritisation and resourcing decisions Common programme management approach to support NPCC portfolio oversight Ethics and consent underpin the digital policing contract
- 7. Building a new public contract • Post Snowdon need to rebuild trust and transparency • Updated legal framework – Investigatory Powers Bill • New independent digital ethics panel ‘The principle of policing by consent is applied by the police to the digital world, where it refers to the use of techniques that command general acceptance. I was told that just as the public would not accept the existence of physical no-go zones in towns and cities, so they expect the police to have the capacity, in appropriate cases and when duly authorised, to trace any kind of communication.’ David Anderson QC review ‘A Question of Trust’ (April 2015)
- 8. Digital transformation: • The key leadership challenge for public services • Pace of change will increase • Equipping our staff and organisations to be agile • Picking right partners • How to win public and political confidence – values endure • Ethics, Proportionality, Transparency Our ability to respond to technology determines capabilities – which determines effectiveness – and determines legitimacy
Notes de l'éditeur
- Recognise remarkable work done across different national police business areas challenge been treating digital as 11 specialisms → NOW TIME Need to get us to same place: - where are we? Capabilities/confidence – where need to be? - How do we get there? Highlight need for: Governance Vision Structures that support vital change/get ball rolling Give victims a voice Consistency ------------------------------ Change will go to heart of policing model ----------------------------------- Will need investment/political will/co-ordination & commitment
- Still a largely analogue service policing a digital world: - teenagers more vulnerable in bedrooms than on street – trolling/grooming/ASB - drugs markets moved online - digital identity as important as physical Our contact with public based on phone rather than online: - new concepts of public space ‘internet not a thing but a place’ - victims - Keith Bristow ‘would it be OK to have a house on a street where we knew a child was being abused but did nothing to stop it? So why is it OK on the internet?’ - no longer digital world and ‘real world’ - combined Compartmentalised the internet as a specialist domain World of increasing saturation but increasing sophistication: encryption/cloud tech/data storage Need to make this core to our policing model – what does neighbourhood policing on the internet look like? What does community engagement or force control rooms look like? What is visible patrol online? How do we shape our services? Scale of collaboration different
- Digital revolution affects all crime types and police investigations Digital footprint – evidence trail left behind by digital devices – be it computers, smartphones, cameras, cars – making all crime scenes potential digital crime scenes Internet facilitated – old crimes committed in new ways – from use of online marketplaces as drugs markets or stolen goods, through harassment, bullying and stalking on social media Cyber-enabled – crimes transformed in scale as a result of internet such as fraud, IIOC, extremist recruitment Cyber-dependent – crimes against networks involving Trojans, malware, viruses, botnets, denial of service Activity nationally is skewed towards this ‘cyber’ activity. As far as public are concerned any crime with a digital element needs a police response NEED TO BETTER UNDERSTAND THE THREAT AND DESCRIBE POLICING RESPONSE – not just specialist but core
- Need to make whole more than the sum of the parts Nationally we have got our act together within DII so that we are looking across the spectrum of capabilities to ensure that CT, NCA, ROCUs and forces are looking at coherent view of their requirements. We have created the Capabilities Management Group bringing together all the national policing interests behind a joined up transformation programme. CMG already has commissioned a framework for force capabilities being piloted by College of Policing, a skills roadmap for DII and bringing together disparate threat assessments into a national picture., and we are working to harness innovation fund activity to support pilots regionally and at force level with robust evaluation of benefits. Really exciting developments about harnessing the innovation power of industry and the research potential of academia with practical experience of law enforcement through CDRIC. We are working to link up Simon Cole’s work on public contact and Giles York’s on digital first to ensure that we have whole lifecycle view of digital. When you combine these with DII you see the transformational effect of digital across not just policing but partner agency activity. We operate in an environment that is increasingly digitised – BWV being just one example – and the volume of evidence that is available to us that we are not making use of simply staggering and will grow dramatically. So the challenge is as much cultural as technical, breaking down silos and seeing this as core business rather than something esoteric. Underpinning this must be ethics and public consent – the independent digital ethics panel is an important step forward to ensure that we have the debate and scrutiny about how far we should go.
- NEED TO RECOGNISE SCALE OF CHALLENGE – CLEAR THAT DIGITAL CAPBILITIES MEANS BUILDING MAINSTREAM AND SPECIALIST SUPPORT TOGETHER IN INTEGRATED PROGRAMME Summary This is absolutely a leadership challenge for us as chief officers Digital is a game changer for the service AND society Challenges as much cultural as technical or operational Our values are critical to guiding us through this age of change and uncertainty We will be judged on how well and quickly we can adapt to the changing world AND ensure ethics, consistency and confidence underpin our work