Staffordshire Police - Control Room Transformation Programme
Staffordshire Police is undergoing a major transformation as part of its 2023-2025 policing plan. Key priorities include enhancing digital capabilities, strengthening workforce resilience, and modernising its technological infrastructure.
The Context:
Staffordshire Police is undergoing a major transformation as part of its 2023-2025 policing plan. Key priorities include enhancing digital capabilities, strengthening workforce resilience, and modernising its technological infrastructure. A central focus is establishing a secondary control room for business continuity and implementing a first-of-its-kind CRM to streamline operations. The force also aims to reduce single points of failure, improve asset management, and adopt emerging technologies.
The Ask:
IGS is leading a programme-as-a-service to achieve these objectives. This involves scoping, discovery, and delivering solutions for the secondary control room and enhancing digital services, while supporting the integration of Salesforce. The goal is to boost operational resilience and service capabilities through improved technology and processes.
Our Response:
The project is structured in two phases. The first phase, lasting 3-6 months, focuses on scoping, discovery, and assessment. During this period, IGS will evaluate the technological ecosystem, document current assets, identify challenges and opportunities, and create a strategic roadmap to inform decision-making. Simultaneously, IGS will support the implementation of the CRM.
The second phase is centered on delivery, transition, and handover, including the establishment of the secondary control room, staff training on new systems, and embedding updated processes. Agile methodology ensures flexibility, quick stakeholder buy-in, and incremental successes throughout the transformation.
Our impact:
This ongoing project will run until the end of 2025. The discovery phase has already driven strategic decisions, equipping Staffordshire Police to address operational challenges and optimise their technological infrastructure. The roadmap will guide long-term improvements, from setting up a resilient secondary control room to optimising digital services. Success will be measured by enhanced operational efficiency, improved service delivery, and the successful implementation of the CRM to support these goals.