MPS ICT Strategy 2010-17

Report: 13
Date: 23 September 2010
By: Director of Information on behalf of the Commissioner

Summary

The MPS ICT Strategy has been refreshed, replacing the strategy published in 2006. The refreshed strategy addresses the recommendations of the NPIA review of ICT Strategy presented to Resources and Productivity Committee in June 2010, and was approved by MPS Management Board on 28 July 2010.

A. Recommendations

That members

1. Support the MPS ICT Strategy 2010-17.

B. Supporting information

1. The MPS ICT Strategy has been refreshed, replacing the strategy published in 2006. The document, at Appendix 1 to this report, provides a high-level, long term view of how improvements to police procedures, enabled by information and technology, will support the present and future needs of the MPS. The refresh had begun prior to the National Policing Improvement Agency (NPIA) review of MPS ICT Strategy, as part of routine Directorate of Information (DoI) governance, but the recommendations have been addressed where appropriate by the strategy. The action plan to take forward the recommendations is at Appendix 2 to this report.

C. Other organisational & community implications

Equality and diversity impact

1. MPS policy on equality and diversity, along with other MPS requirements, will be “built in” to MPS business solutions through inclusion in the MPS Enterprise Architecture, as described in the strategy. The Equality Impact Assessment process will highlight any equality and diversity risks that may arise.

Consideration of MET Forward

2. The effective implementation of the MPS Information, Communication and Technology (ICT) Strategy 2010 – 2017 will help drive service improvements, better support operational policing and deliver value for money. The strategy helps deliver the strategic mission outlined in Met Forward and supports the delivery of all work strands including the Met Support strand and delivery of the information, systems and technology strand.

Financial implications

3. The speed of implementation of the ICT Strategy will be dependent on the capital and revenue available to the Service and the relative priority between ICT demands and other service demands on those resources. Progress on implementing specific projects and programmes will be subject to the Service’s normal decision making process and will be reflected in future business plans and budgets. Future business cases will reference the ICT Strategy and related products (for example, the ICT Roadmap) together with any benefits/savings agreed with the relevant business groups.

Legal implications

4. The ICT Strategy will assist the MPA in discharging its duties under s 6 of the Police Act 1996 in relation to the maintenance of an efficient and effective police force, and it may utilise powers under s111 of the Local Government Act 1972 which allows the Authority to do anything (whether or not involving the expenditure, borrowing or lending of money or the acquisition or disposal of any property or rights) which is calculated to facilitate, or is conducive or incidental to, the discharge of any of their functions.

5. Any proposed ICT contracts will be required to be let in accordance with the Public Contract Regulations 2006 and EU law, and in accordance with the Contract Regulations under Part F of the MPA’s Standing Orders. Any amended MPS ICT Strategy or commercial arrangement should be legally reviewed before implementation.

Environmental implications

6. The ICT sector has been identified by the European Community as a way of reducing the carbon footprint of other sectors. The implications are:-
• The Carbon Reduction Commitment (CRC) from next year implies more attention will need to be given to the potential environmental savings which are possible through better management of ICT.
• Investment priorities for ICT will need to include the potential for reducing our carbon footprint.

Risk implications

7. Risk implications of the ICT Strategy are contained within the three levels of the DoI risk management framework (Corporate, Business Group and Project / Service Unit). As with other aspects of the strategy it is proposed to use existing mechanisms for control rather than to create them anew.

8. At present the MPS is subject to extreme financial pressures and uncertainty. It must be recognised that delivery of the strategy will depend on continued access to necessary funding.

D. Background papers

None

E. Contact details

Report author(s): Tony Williams, Head of Strategy Co-Ordination, Directorate of Information, MPS

For more information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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