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contents
•
introduction
•
planning environment and strategic drivers
•
six strategic themes
•
governance and measurement
•
appendices
– Policing London Plan 2009-12
– DoI contribution to Policing London Plan
– MPS critical activities
– Supporting best use of resources
and managing risk
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introduction
This plan sets out the Directorate of Information’s (DoI) strategic approach and themes for 2009-16. It details our objectives for the coming financial year and indicates how we will measure delivery and success. To inform the plan we have continued to examine the external environment, reviewed policing strategies with colleagues in the MPS, and asked our colleagues for their views on the service we provide.
This, combined with our knowledge of information processes and technology, has informed our strategic view of what needs to happen to help the Metropolitan Police Service manage today’s demands and prepare for the future.
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introduction
cont…
Who is the plan for?
The plan shows both DoI staff and MPS colleagues how the DoI will contribute to the Metropolitan Police Service over the next seven years. It also shows what is planned for delivery this financial year and how we will improve the internal capability of the Directorate to meet future challenges.
The plan helps us prioritise our work and improve our working practices, as well as providing a context for local plans. By directly linking personal objectives to strategic objectives we will stay focused on delivering against the organisation’s priorities.
The plan also provides our colleagues at the Metropolitan Police Authority with reassurance that we support MPS strategic outcomes and objectives, working together for a safer London, contributing to improving the service, and
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building on 2008/9 and moving forward
2008/9 – where we have come from
The 2008/9 Strategic Plan, our first step towards a more sophisticated planning process, defined the value the DoI adds to the MPS, tried to encompass everything we do to create a total picture of delivery and articulate a clearer link to MPS strategic outcomes and priorities.
Our aim in developing the plan was to give the DoI more structure to the way we planned and delivered our products and services, and as a first step, was reasonably successful. Last year’s
environment was extremely challenging; the plan was large and we delivered far more in comparison to previous years, however, in the long-term this is unsustainable. There remains a requirement to further refine our delivery capability by managing the requests coming into the DoI and developing our internal processes to establish greater efficiency in the way we meet these.
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building on 2008/9 and moving forward
cont…
Moving forward
Since April 2008 the environment has changed significantly. Money is tight. The MPS, this year and for the foreseeable future, does not have an abundance of capital resources to invest in programmes and projects. As a consequence there will be pressure to reduce our spending (capital and revenue budgets) and scrutiny of what we do spend will be
significantly greater.
Reflecting the financial situation, the DoI’s capital programme, agreed with the MPA and MPS for the next seven years, has been considerably reduced. However, the capital programme we must deliver in 2009-10 is still large and there is a lot we need to do.
What this means is that the DoI now have a real opportunity to focus on setting clear priorities and doing a smaller number of big things, well. More than at any other time it is vital we step up our focus on doing things differently, improving our internal delivery capability, and helping the MPS to re-use and maximise the capability and benefit from existing platforms.
With a new MPA Chair and Commissioner a key focus for the year will be on our delivery. In particular it will be essential we clearly demonstrate the value DoI adds to the MPS in supporting the delivery of the Policing London Plan, the
Commissioner’s five Ps – Presence, Performance, Productivity, Professionalism and Pride, the delivery of the Policing Pledge and overall how we contribute to increasing public confidence in the MPS.
Despite these changes within the wider environment the DoI’s vision and mission are still valid and underpin all our activity. The six strategic themes are also still relevant and will help us focus our activity on the right things.
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our vision
It is the DoI’s long-term vision to create a unified information infrastructure and single information portal through which all staff can retrieve relevant and role specific information. This will reduce the need to re-key information and enable information to be re-used throughout the policing process. Trusted information will flow quickly and accurately to the officers and staff who need it – wherever and whenever they need it.
Central to our vision of the future is the high quality delivery of integrated and efficient ICT services that directly support police operations, help manage key future events such as the Olympics and protect the resilience and responsiveness of the MPS.
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our mission
It is the DoI’s mission to lead, improve and deliver police information and technology. We set the strategy and policy on information management for the Metropolitan Police Service and decide what technology infrastructure is needed to ensure information meets the needs of the MPS and its partners. We will improve the MPS by introducing innovative technology solutions and building our own capability to deliver. We aim to deliver programmes and projects on time and in budget.
We will be a trusted partner. We add value to the MPS by providing a reliable information and technology infrastructure and accessible yet secure information and systems that help our MPS colleagues make faster and more informed policing decisions. We are responsive in our delivery of innovative information and technology products and services.
lead.
the strategy and policy
on information and
technology management
in the MPS, to achieve
MPS objectives
improve.
information management
and technology solutions
within the MPS in support
of all (B)OCUs and
Directorates
deliver.
products and services
to a consistently high
standard, on time and
to budget to support
MPS outcomes
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our strategic themes
To move towards our vision of the future the DoI is continuing to focus on its six strategic themes.
Three of the themes help to improve
the MPS:
• Improving policing information
• Developing the ICT platform for the future
• Delivering programmes and services
The remaining three themes help us to
improve our capability to deliver:
• Getting closer to our customers
• Building a high performance workforce
• Improving our efficiency and effectiveness
These strategic themes allow us to continue to meet current requirements and demands while proactively pursuing an improvement and productivity agenda.
Our commitment to the MPS
It is crucial, in this financially constrained environment, that the DoI demonstrate value in everything it does. A key element of this is prioritisation. More than ever we must ensure we are doing the right things rather than everything. We must be responsive to changes and improve our mechanisms for consultation so we can listen and respond, where feasible, in a disciplined way. We must be focused on providing an excellent service to MPS staff and officers and above all recognise that we can’t deliver in isolation. We must work together more effectively both internally within the DoI and with all our colleagues across the MPS and our partners and suppliers, to deliver improvements and attain higher levels of service.
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planning environment and strategic drivers
To inform the plan we
have scanned the
external environment
and have conducted
a review of policing
strategies with
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our planning environment
Policing London and the supporting activities that contribute to this are influenced and impacted by a complex network of organisations, statutory imperatives, government initiatives, national and international issues.
The planning and prioritisation of information and technology issues takes place within this environment and have been analysed to inform the development of the DoI Strategic Plan 2009-16.
What is evident from figure 1 (page 12) is that we operate in a very complicated environment. While the largest influence on DoI activity and resources comes from the MPS-wide objectives set out in the Policing London Plan (the closer the boxes are to the DoI Strategic Plan the greater the impact on our planning), there are numerous arrows pointing at us, influencing and impacting what we do. What we must strive to do is influence the national agenda, making the arrows two way, to ensure solutions proposed are suitable for the MPS.
On top of all these things we must also be mindful of the ‘in year imperatives’ which often materialise throughout the year and divert or disrupt existing plans and priorities
More detail on the biggest influences on our planning; Policing London Plan 2009-12, MPS Critical Activities,
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our planning environment
cont…
OCJR CJIT Policing Efficiency Strategy Gershon / Varney GLA London Plan Shared Services National Policing Plan NIM CJIT Convergence ISIS
London Government Statutory Imperatives
National Issues
DoI Strategic
Plan
HMIC Local Government Central Government Criminal Justice SectorHO Way Ahead Plan HO Science & Technology Strategy Casey Flanagan On the Record Climbie/Baby P Every Child Matters MoPI EU Prum Transformational Government Professionalising IT Magee
FOIA, DPA, HRA, RIPA, LBPR, PRA etc
Schengen Wassenaar Thomas / Walport Priorities/ funding/ environment Shared services Convergence Public E-Gov Multi-agency working Priorities/ standards/ PPAF/ APACS Resourc F e Planning ramework / CSA Other Functional Bodies Tfl, LDA, LFEPA Recommendations PURE
Legal & Policy Compliance National IA Stategy ACPO / ACPOS CSP National direction standards products Standards Products Requirements Performance Priorities APACs LAvAs ISS4PS
ACPO IMPA / NPIA etc
In-Year Imperatives Figure 1 Audits, Best Value, E&E Policing London Strategy Policing London 2009-12 Business Plan MPA ACPO TAM Berry/ Normington E-Borders Hannigan
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DoI strategic responsibilities
Main Drivers for MPS ICT Strategies
Some of the most significant drivers for the DoI and therefore the MPS are:
• ISS4PS, ISIS – both call on the police service to work together to adopt common standards, products and services.
• Bichard Recommendations 8-11 (Management of Police Information), Magee Review of Criminality
– these focus on improving the information lifecycle management across the Police Service, the public protection network and internationally, in areas such as information sharing, searching, retention and disposal through standardising processes and procedures and better ICT integration.
• Flanagan, Casey, Berry, Green Paper on Policing, Normington– these consider the efficiency and effectiveness of policing, looking at the bureaucratic and data burdens on police services and how this could be reduced by
standardising ICT, policy and process introducing greater mobility and re-using data.
• Home Office Science & Technology Strategy– provides an overarching framework for the
development of local plans about the use of science, technology and information systems in police forces.
• ACPO / ACPOS CSP – Information Systems Community Security Policy– details the strategy for the security of information processes throughout the Community and forms a framework for other subordinate policies.
• Hannigan, Thomas/Walport – considers data handling, data sharing and assurance issues.
• Prum, Schengen, Swedish Initiative– focuses on international sharing issues and procedures.
MPS ICT Strategies
Over the coming year existing MPS ICT strategies will be reviewed to ensure we have a fit for purpose, forward view of capability and delivery until 2016.
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how it fits together
Within our planning environment there are some activities, driven by the external factors that the DoI leads on for the MPS and champions internally. There are some activities, generally projects, programmes and services, where the MPS tell us what is important. The combination of these things defines DoI activity and how we contribute and add value to the MPS.
Interpretation and analysis of
external drivers for information
and technology in policing
MPS Outcomes
MPS Corporate Objectives
MPS Critical Activities
Implementation of Strategy and
Policy on Information and
Technology
MPS DRIVES THE DoI TO ACT
Delivery of Projects, Programmes
Services meeting MPS needs
DoI DRIVES THE MPS TO ACT
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how it fits together
cont…
These two broad areas of activity (Implementation of strategy and policy on Information and Technology; Delivery of Projects, Programmes and Services) are underpinned by and will be delivered in 2009-16 through six strategic themes. The themes not only directly contribute to MPS outcomes, but they also seek to improve DoI capability to deliver a high quality service in support of the front-line and other MPS colleagues.
Implementation of strategy and policy
on information and technology Delivery of projects, programmes and services meeting MPS needs
MPS Values & Together – Commissioner’s 5 Ps MPS outcomes, objectives and critical activities
DoI mission and vision Six strategic themes
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the shape of future activity
The activity to deliver this year’s capital programme is well defined and forms the basis for DoI’s project and
programme activities in 2009-10. While we have a seven year Capital Programme, as we move through 2012 towards 2016 the uncertainty about future activities and funding that will be available to support these, increases. Figure 2 demonstrates this, incorporating some examples of key milestones (please note: this is provides an indication and is by no way comprehensive) 2016 2009 2010 2011 2012 2013 2014 2015 Queen’s Diamond Jubilee MOPI Compliance C&C support arrangements expire General Election? Commissioner’s tenure completed Windows XP out of support Olympics
Uncertainty grows over funding and activities in response to major events, drives and milestones 3rd Generation
outsourcing Figure 2
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the shape of future activity
cont…
Our vision of the MPS as an information centric organisation is one element that remains constant despite the
uncertainty going forward into future years. To aid our planning and help us move towards realising our vision, the DoI is developing a roadmap for the future. This will not only map significant events, technology milestones and delivery imperatives we need work towards, but will also ensure we keep our vision in sight.
The activities for 2009-10 are very clear and are referenced, at a high-level, in the subsequent pages, under the strategic theme work packages. Work packages are a strategic and shared description of the activity and/or services being
provided by the DoI in support of a strategic theme.
Work packages have been derived from a whole picture of DoI activity. To understand where a particular DoI activity or project sits within a strategic theme or work package please refer to the DoI staff intranet site to see a recent version of the DoI authorised activity listing or alternatively talk to your line manager.
During the course of the year our activity within work packages will change. This will be managed at the highest level by DoI Group Directors with a view to ensuring we have the appropriate number of competent people working on the right things.
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six strategic themes
In 2009-16 the DoI will continue to focus on six strategic themes
to ensure the Directorate moves towards realising its vision.
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• Developing the Enterprise Architecture
• Expanding Infrastructure Capabilities
• Future Technology Research & Development
• Securing the Infrastructure
• Risk Mitigation
• Communities Engaged, Confident, Satisfied
• Disrupt Criminal Networks / Drugs
• Efficient & Effective use of Resources
• Enhance Counter Terrorism Capability / Capacity
• Make our Neighbourhoods Safer
• Policing Major Events / Olympics
• Reduce Serious Violence / Protect Young People
• Gold Service
• Silver Service
• Risk Mitigation
• Business Change
• Single Point of Access
• Information Sharing/Review, Retention & Disposal
• POLE Index
• Risk Mitigation
Developing the ICT Platform for the Future
Improving Policing Information
six strategic themes
Delivering Programmes and Services
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• Development Schemes
• Personal & Professional Development
• Personal Performance Management
• Recruitment & Retention
• Resource Management
• Environmental Management
• Environmental Scanning
• Finance & Procurement
• Inspection & Review
• Performance Management
• Policy Compliance
• Process & Governance
• Strategic Resourcing
• Strategy & Relationships
• Risk Mitigation
• Building Demand Management Capability
• Relationship Management
• Strategic Engagement
• Business Case Development
• Solution Identification & Evaluation
Building a High Performance Workforce
Getting Closer to our Customers
six strategic themes
cont…
Improving Our Efficiency and Effectiveness
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improving policing information
Information is the life-blood of policing, so it is vital the DoI ensure MPS information is trusted, accessible and usable. This will give officers and staff a more complete picture of witnesses, victims and offenders, and generally make it easier for them to do their jobs. Through a range of projects and programmes to achieve this aim, the DoI must also support the MPS to work towards achieving compliance with the Management of Police Information (MoPI) Guidance by December 2010.
improving policing information
1. Why is ‘Improving Policing Information’ important to the MPS?
Better quality information will mean better, faster decision-making, bringing more offenders to justice, reducing risk to officers and saving the organisation both time and money, which can then be re-invested into policing; making London safer.
2. How does this help the DoI to ‘Lead, Improve and Deliver Police Information and Technology’?
The DoI will lead improvements to MPS information management strategy, policy and process, achieving MoPI compliance whilst making it easier for officers and staff to do their jobs. Technology will also have an important part to play and DoI are ideally positioned to deliver both.
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improving policing information
cont…
3. What outcome are we working towards?
Trusted, accessible and usable information when and where officers and staff need it, to give a more complete picture.
4. How are we going to achieve this?
The 2009/10 work packages that will help us to improve policing information are:
• Business Change
• Single Point of Access
• Information Sharing / Review, Retention & Disposal
• POLE Index
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developing the ICT platform for the future
To improve information and technology in the MPS and to support policing needs both now and in the future the DoI must identify and apply appropriate new and emerging technologies and technology trends for the benefit of the MPS. This will ensure the DoI has a flexible ICT platform from which it can continually develop and respond to the changing needs of the MPS and get the best value from advances in technology.
1. Why is an ICT Platform for the future important to the MPS?
If we do not take advantage of new technologies and continuously improve the current ICT
platform the MPS will not realise the opportunities to advance. The organisation will also face a significant challenge to keep an ageing ICT platform robust and up-to-date. A simplified and standardised future for ICT in the MPS will ensure police officers and staff have the tools they need to get the job done and the DoI can be more flexible and responsive in meeting changing needs over time.
2. How does this help the DoI to ‘Lead, Improve and Deliver Police Information and Technology’?
An ICT Platform for the Future will give us the flexibility, agility and opportunity to respond better to the demands placed on the MPS. It will enable the Directorate to shape how ICT goes forward within the MPS and to articulate clearly to industry partners our vision, priorities,
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developing the ICT platform for the future
cont…
3. What outcome are we working towards?
A flexible and robust ICT platform which uses existing, new and emerging technologies to enable the continuous development and improvement of the ICT platform necessary to meet the MPS changing demands.
4. How are we going to achieve this?
The 2009/10 work packages that will help us to improve policing information are:
• Developing the Enterprise Architecture
• Expanding Infrastructure Capabilities
• Future Technology Research & Development
• Securing the Infrastructure
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delivering programmes and services
Ensuring police officers and staff as well as the public has 24/7/365 access to the relevant ICT systems and services, many of which are mission critical, and providing systems, equipment and the evidential analysis of high-tech electronic devices to directly support police operations, covert policing and intelligence gathering is the core business of the DoI. Alongside this core responsibility the DoI must help the MPS to meet new and emerging demands by developing and implementing an approved portfolio of programmes and projects.
1. Why is ‘Delivering Programmes and Services’ important to the MPS?
Delivering programmes and services is the core business of the DoI. Successful operational policing depends on reliable technology and communications systems and services, some of which are MPS mission critical.
Not only do we have to deliver essential services and directly support front-line policing, we also need to develop and deliver new systems and services to enhance the capability of the MPS.
2. How does this help the DoI to ‘Lead, Improve and Deliver Police Information and Technology’?
MPS colleagues and the public are most likely to come into contact with the DoI through the delivery of programmes and services.
By ensuring we get the basics right and deliver these core activities we fulfil the most important element of our mission.
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delivering programmes and services
cont…
3. What outcome are we working towards? There are two key outcomes we are working towards:
• More reliable, responsive and robust services and systems
• Delivery of new projects and programmes that are fit for purpose, provide the
expected benefit and are completed on time and within budget
4. How are we going to achieve this?
The 2009/10 work packages that will help us to improve policing information are:
Delivering Programmes
• Communities Engaged, Confident, Satisfied
• Disrupt Criminal Networks / Drugs
• Efficient & Effective use of Resources
• Enhance Counter Terrorism Capability / Capacity
• Make our Neighbourhoods Safer
• Policing Major Events / Olympics
• Reduce Serious Violence / Protect Young People
• Risk Mitigation
Delivering Services • Gold Service
• Silver Service
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getting closer to our customer
To improve the DoI's capability to deliver its objectives, it is essential to develop a greater understanding of both our internal and external customers requirements. By building closer, more strategic relationships we can engage with them to understand their priorities, challenges, drivers and processes. This will allow DoI to influence the systems, services and business change agenda, set realistic expectations, and deliver projects and services that make a real difference to the MPS.
1. Why is ‘Getting closer to our customer’ important to the MPS?
Police officers and staff will benefit from an improvement in service and more appropriate advice and support – saving time, effort and money on both sides.
Without knowing our ‘customer’ the DoI will struggle to explain what we can do and how it will help the MPS, in addition to delivering solutions and services that won’t exactly meet
requirements.
2. How does this help the DoI to ‘Lead, Improve and Deliver Police Information and Technology’?
Getting closer to our customer underpins all of the DoI’s work and is essential to ensuring we achieve mutually beneficial outcomes. A closer relationship with our colleagues across the MPS will also enable us to more effectively ‘lead’ on all technology and information issues.
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getting closer to our customer
cont…
3. What outcome are we working towards?
The 2009/10 work packages that will help us get closer to our customer are:
• Building Demand Management Capability
• Relationship Management
• Strategic Engagement
• Business Case Development
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building a high performance workforce
Our information and technology skills, experience and knowledge are the basis of the value the DoI adds to the MPS. The skills required by the DoI evolve and change over time, in line with the MPS delivery requirements. In order to provide the best possible service and improve DoI capability staff need to be retained, developed and where necessary recruited. It is these skills alongside such attributes as motivation, dedication and enthusiasm that create a high
performance workforce.
1. Why is ‘Building a High Performance Workforce’ important to the MPS?
To ensure the MPS get the best value from the DoI and that we deliver the technology and information systems and services required to a high standard, the DoI needs a skilled, agile and highly motivated workforce.
2. How does this help the DoI to ‘Lead, Improve and Deliver Police Information and Technology’?
To lead, improve and deliver the DoI need the right skills and experience, in the right place, at the right time. Without this the DoI will not deliver its mission.
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building a high performance workforce
cont…
3. What outcome are we working towards?
The DoI understands and monitors MPS needs and staff capability, to identify gaps and help address them.
4. How are we going to achieve this?
The 2009/10 work packages that will help us build a high performance workforce are:
• Development Schemes
• Personal & Professional Development
• Personal Performance Management
• Recruitment & Retention
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improving our efficiency and effectiveness
The DoI must deliver best value for the MPS. The DoI can do this through the effective management of suppliers, improved delivery of projects and programmes and the efficient use of resources, all of which ensure we keep tight control over costs. To improve the DoI delivery capability, the efficiency and effectiveness of our processes is key.
2. How does this help the DoI to ‘Lead, Improve and Deliver Police Information and Technology’?
The effective and efficient delivery of MPS systems, services and solutions are critical to delivering the DoI’s mission within the current budgetary pressures. These attributes are also essential to justify the DoI’s relationship as a trusted partner to MPS colleagues.
1. Why is ‘Efficiency and Effectiveness’ important to the MPS?
The DoI, by leading improvements to systems, services and solutions, will deliver the maximum benefit to the MPS by ensuring resources are used effectively. Best value is achieved through the management of suppliers and delivery of quality projects and programmes on time and to budget.
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improving our efficiency and effectiveness
cont…
3. What outcome are we working towards?
There are three key outcomes we are working to:
• Efficient and effective use of resources
• Delivery of cashable efficiencies year on year
• Improving service delivery continually without significant further investment
4. How are we going to achieve this?
The 2009/10 work packages within the Efficiency and Effectiveness theme are:
• Environmental Management
• Environmental Scanning
• Finance & Procurement
• Inspection & Review
• Performance Management
• Policy Compliance
• Process & Governance
• Strategic Resourcing
• Strategy & Relationships
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critical success factors
For each of the six strategic themes we have identified the critical success factors for this financial year:
Strategic theme Critical Success Factors Key Performance Indicator
(see page 35 on governance and performance)
Improving policing information
MPS / MPA Acceptance of Business Case and Blueprint Control Tower
Developing the ICT platform for the future
< 10% variance between estimates of timescales and costs / resources and outturns
Delivery of key milestones on or before deadlines
Control Tower
Delivering programmes and services
< 10% variance between estimates of timescales and costs / resources and outturns
Delivery of key milestones on or before deadlines
Key Performance Indicator / Corporate Health Indicator targets achieved or exceeded.
KPIs / CHIs not met have appropriate planned mitigations
Corporate Health Indicators (see page 43) Control Towers
Getting closer to our customers
Definition and acceptance of the role of relationship
management with MPS stakeholders and DoI Achievement of Gartner Relationship Management model Phase 1
Customer satisfaction (MPS perception research, complaint levels)
Building a high
performance workforce
Alignment of DoI personal work based objectives to MPS wide strategic objectives, critical services and implied goals
Staff engagement (staff survey)
Improving our efficiency and effectiveness
Agreement of an effective benchmarking strategy
Agreement of 2010/11 savings across DoI Business Group
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governance and measurement
Our approach to measuring the delivery
of the strategic themes/work packages.
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governance and measurement
Governance
The Director of Information, Ailsa Beaton has overall ownership of the DoI Strategic Plan 2009-16. The DoI Deputy Director, Patrick Phillips is responsible for the
management of the Plan and each Information Board member is responsible for delivery of activity within strategic themes.
The DoI have also produced a Business Group Business Plan for 2009-10 (a subset of the DoI strategic plan) which underpins the MPA/MPS Policing London Plan.
Measurement
The DoI is required to report monthly against the Business Group Business Plan. It is our aim to establish a way of tracking and reporting progress, through this framework, that minimises the onerous nature of reporting.
We will therefore use existing forms of measurement, where they already exist e.g. Using Planview to monitor the delivery of milestones in programmes, projects and sub-projects, using established KPIs (as set out in the table on page 33) to manage key services and we will establish new measures where they don’t currently exist.
Measures will be based on milestones and will be chosen by their relevance and alignment to MPS outcomes.
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appendices
Policing London Plan 2009-12
The Policing London Plan 2009-12, has the biggest impact on DoI priorities. The Plan details the MPS corporate objectives and rationale for those chosen and outlines what the MPS intend to do to deliver these objectives. We use the MPS outcomes and objectives to prioritise the projects and programmes to change and improve the MPS delivery capability and inform the activities progressed in 2009/10.
MPS Outcomes
• Convince communities we are on their side
• Reduce crime and catch criminals
• Be intolerant of violence
• Delivery security of our streets
MPS Corporate Objectives
Make our service more accessible and improve people’s experience of their contact with us, especially victims and witnesses
Make our neighbourhoods safer through local and city-wide problem solving and partnership
working to reduce crime, anti social behaviour and road casualties
Disrupt more networks and reduce the harm caused by drugs
Reduce serious violence and protect young people
Enhance our counter terrorism capability and capacity
Plan for and effectively police major events in London and prepare for the Olympics
Continuous Improvement Outcome:
The right service at the right price
Objective:
Lead and manage our Service to ensure the most efficient, effective and economic use of all the resources entrusted to us.
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appendices
cont…
DoI contribution to Policing London Plan
The DoI delivers information and technology solutions to enable MPS staff and officers to add operational value, perform their roles more efficiently and modernise policing delivery.
We directly support MPS corporate objectives through the delivery of projects, programmes and ICT services and will support the MPS corporate objectives, defined in the Policing London Plan 2009-12, by:
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appendices
cont…
Strategic Outcome Corporate Objective Business Group medium term priorities aligned to corporate objectives
Reduce Crime and catch criminals and be intolerant of violence
Make our neighbourhoods safer through local and city-wide problem solving and partnership working to reduce crime, anti-social behaviour and road casualties
Strategic lead: ACTP
Completion of ICT delivery to Safer Neighbourhood ward bases.
Delivery of ICT enablers for Reforming Criminal Justice Programme including Virtual Courts.
Enable partnership information sharing for community problem solving (Improving Policing Information).
Enable the passing and dissemination of intelligence across the MPS, increasing officer and staff satisfaction and MPS credibility by real-time connectivity and communication with partners and agencies.
Specify and implement the next generation of Command and Control service with capacity improvements and future-proofing.
Delivery of mobility solutions including PDAs to Safer Neighbourhood Teams and Mobile Data Terminals.
Reduce serious violence and protect young people Strategic lead: ACTP
To complete activity to ensure IPTs are effective in London by ensuring co-located CPS staff are able to use the ICT relevant to their role.
Complete implementation of forensic case management system.
Disrupt more criminal networks and reduce the harm caused by drugs Strategic lead: ACSC
Increase sources and user base for Corporate Data Warehouse.
Deliver services and improvements to criminal intelligence and technology capabilities.
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appendices
cont…
Strategic Outcome Corporate Objective Business Group medium term priorities aligned to corporate objectives
Deliver security of our streets
Enhance our counter-terrorism Capability and capacity
Strategic lead: ACSO
Continuation of Secure Infrastructure Programme (completion by 2012). Enable SO15 to increase its IT capability to match universal increases in IT
capability since the size and variety of media continues to increase together with IT sophistication.
Plan for, and effectively police, major events in London and prepare for the 2012 Olympics Strategic lead: ACCO
With the OSD develop, design, procure and deliver the additional ICT capability necessary to meet the MPS Olympic requirement.
To replace the MPS duties, shifts and overtime system before it becomes obsolete and unsupported by 31 Dec 2009 - continued availability of the MPS system for the management of duties / activities & events planning, shift pattern maintenance and rosters.
To provide a robust, modern IT system that can effectively support the complexity of response that modern day policing demands for major events.
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appendices
cont…
Strategic Outcome Corporate Objective Business Group medium term priorities aligned to corporate objectives
Convince communities we are on their side
Make our services more accessible and improve people’s experience of their contact with us Strategic lead: ACTP
Develop a performance framework that reflects the satisfaction of service users. Agree and manage the delivery of the DoI Citizen Focus Policing action plan. Agree and deliver ICT improvements enabling better MPS officer response and deployment.
Meet citizen needs for supply of information, complying with FOIA and DPA. Enhance internet / intranet capability including local publishing of content. Replace existing MPS telephone system through Real Time
Communications Programme.
Putting MPS information into geographical context through widespread application of corporate GIS.
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appendices
cont…
Strategic Outcome Corporate Objective Business Group medium term priorities aligned to corporate objectives
The right service at the right price
Lead and manage our Service to ensure the most efficient, effective and economic use of all the resources entrusted to us
Strategic lead: DoR
Negotiation of the next generation of outsourcing arrangements for ICT.
Improving Police Information (IPI) Programme – to deliver operational benefits whilst achieving MoPI compliance.
Improvements to ICT business continuity and resilience, including implementation of the new data centre strategy.
Develop SRO competency so that improved process change is delivered and benefits are realised.
Refine approvals processes in order to realise efficiencies in the turnaround of ICT programmes.
Provide the ICT Platform for the Future; meeting MPS needs, including – • Enhancements to the AWARE system
• Enterprise Resource Planning (ERP)
• Electronic Documents and Records Management (EDRM)
• Identity and Access Management (IAM) – updating building and system access and use of assets.
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MPS critical activities
While we can use MPS outcomes and corporate objectives to identify change priorities and new projects and
programmes, we also need to consider the ongoing services DoI provide and what is critical to the Met’s day-to-day operation. Those services identified by the MPS as critical to the running of the Service are:
• Receipt of 999 calls
• Command and Control
• Response to emergency calls
• Major incident response
• Crime investigation
• Management of Operational Information and intelligence
• Maintenance of public order
• Custody Management
• Security and protection
• Community policing
• Criminal case progression and management
• Communications and media handling
• Heath, safety and welfare of MPS staff
We use MPS critical activities to prioritise the services we provide to our MPS colleagues. Our prioritisation takes the form below:
Service levels
• Gold – essential service supporting critical MPS activity
• Silver – potential operations effectiveness improvement for critical MPS activity
• Bronze – potential efficiency (e.g. resource saving) for critical MPS activity
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MPS critical activities – MPS DoI responsibilities to meet MPS corporate health indicators
The MPS has identified the ongoing technology and information services that are most important to measure andreport on at a corporate level, to give a clear picture of the ‘health’ of the organisation. These corporate health indicators (CHI) are:
• Availability of ICT systems per month
• Airwave • CHS • CAD • CRIS • Crimint/Crimint plus • Custody • Holmes • SKY • Email • Intranet • PNC
• % of FoI requests responded to within the statutory time limit of 20 working days
• % of requests for information under the Data Protection Act fulfilled within 40 calendar days
• % of selected Operational Command Units achieving a data quality score of excellend or good for combined CRIS, Custody and STOPS data
These CHIs have been considered and incorporated in the DoI’s Strategic Plan for 2009-16 and are central to achieving our mission.
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Ensuring that the MPS delivers quality policing for London and operates in an ethical, effective and efficient way
Organisational Structure &
processes
Supporting best use of resources and managing risk
To determine how well the MPS manages its key resources MPS Corporate Health Indicators (CHIs) give a snapshot of the Met’s capacity and compliance with its corporate governance arrangements.
These CHIs sit alongside police performance to give a rounded picture of productivity.
In addition, as part of the annual assurance statement – the MPS way of managing corporate risk – the DoI leads on the response and mitigation of the corporate risks – ‘Failure to manage information effectively’ and ‘Ability to respond to technology development both legitimate and criminal’.
CHIs have been developed to support the ‘temple’ model of corporate governance. Indicators are set out in three areas, ‘the pillars’ of the model.
Reporting to & involving the MPA & Stakeholders Standards of behaviour
Founding Principles for all we do: Openess; Integrity; Accountability; Equality
