THE POLICE DATA CHALLENGE Copyright Policing Insight/Cognyte 2023 She also highlighted the work undertaken between the NPCC and the College of Policing in developing the Intelligence Professionalisation Programme, which represents “an investment in intelligence professionalisation” that also recognises the “expert skills of analysts in the workplace”. “It’s also a good retention tool,” added CC Winward, “if we invest in people to gain an accredited qualification as an analyst… and absolutely it should be recognised in the same way that detective skills are for investigators.” Leadership literacy Supt Prescott-Mayling echoed some of CC Winward’s comments, arguing that an approach which combines recruiting the best candidates with upskilling existing staff, and introducing outside expertise where necessary, will be the most effective way forwards. However, that skills shortage is not only evident at operational level: “We need literacy among our senior leaders, as well as some extra skills,” he told Policing Insight. “Some of these skills can be taught, so we can upskill some of our analysts; some we may need to bring in, because there are companies that specialise in artificial intelligence. But you can’t just bring them in and expect them to give you the solution, because they may not understand the problem they’re trying to solve. “It’s the only way to do it effectively; upskill some staff, make the senior leaders literate in the problem, and get them working with people who do have the skills – particularly in data cleansing, data cleaning, and in machine learning or artificial intelligence.” That issue of digital, data and technology literacy among police leaders is again not just a UK one, as James Foubister, who works for New Zealand Police alongside Insp Carla Gilmore, explained: “Technology leadership is not a traditional skill held in policing. I think that’s part of the challenge – It’s not culturally been part of police for the last 150 years “I think in ages past, it was easy to devolve that decision making to somebody else, to say, ‘Look, I don’t want to deal with this, this is too techy, this is for somebody else’. Having an understanding of a human future with technology is going to take some real thought from leaders and managers. “We see managers and assistant commissioners grappling with these things, and leaning in, rather than going, ‘oh gosh, this is for the too hard basket’.” “It’s the only way to do it effectively; upskill some staff, make the senior leaders literate in the problem, and get them working with people who do have the skills – particularly in data cleansing, data cleaning, and in machine learning or artificial intelligence.” Supt Lewis Prescott-Mayling Thames Valley Police Thames Valley Supt Lewis Prescott-Mayling