Contents
Report 5 of the 15 October 2009 meeting of the Strategic and Operational Policing Committee, summarising Directorate of Information (DoI) performance.
Warning: This is archived material and may be out of date. The Metropolitan Police Authority has been replaced by the Mayor's Office for Policing and Crime (MOPC).
See the MOPC website for further information.
Directorate of Information thematic performance report
Report: 5
Date: 15 October 2009
By: Director of Information on behalf of the Commissioner
Summary
This report:
- summarises Directorate of Information (DoI) performance against its key business group targets and the MPS Information Communication and Technology Strategy 2006-9 highlighting shortfalls, corrective actions and financial implications;
- describes how DoI is developing its contribution to the single measure of performance (that of confidence in the police and local councils) and its role in delivering the Policing Pledge.
A. Recommendation
That members note the report
B. Supporting information
Introduction
1. The DoI leads, improves and delivers business critical information, communication and technology products and services for the MPS.
2. The breadth of our remit and our specialist expertise and capabilities ensure we are able to support the MPS in delivering a reliable and responsive service necessary for 21st century policing.
3. Our commitment to the MPS and to the citizens of London is to deliver programmes and projects on time and in budget; to be a trusted and responsive partner to the organisation and to strive for value in all that we do.
4. The DoI provides the Information, Communications and Technology (ICT) infrastructure to enable a 24 / 7 / 365 emergency service. The DoI’s expertise underpins the entire function of our world renowned Police service, from the moment we engage with the public, right through to successfully convicting a criminal. Our remit includes, supporting the MPS systems which allow us to perform an emergency service, delivering over 80 new projects a year to meet the future challenges and demands on the MPS, providing the communications infrastructure for the entire MPS (email, radio, telephony, internet / intranet) and supplying the technical expertise in the protection and detection of crime.
5. The DoI supports MPS front line delivery through provision of a variety of products and services. The following paragraphs demonstrate the value added by DoI to MPS, linked to the Commissioner’s '5Ps':
6. DoI supports MPS public engagement, supporting 'Presence', by:
- Supporting and maintaining the MPS website, Police Information Points (PiPs) and Safer Neighbourhood websites;
- Developing improved technologies to assist engagement with the public e.g. Operational Personal Digital Assistants (Op PDA), Mobile Data Terminals (MDT);
- Supporting the 999 emergency service with the systems and infrastructure to enable MPS to answer all calls in 10 seconds;
- Maintaining the 24x7x365 emergency systems Computer Aided Despatch (CAD) and Call Handling System (CHS);
- Enabling crime reporting on the Internet.
7. DoI supports front line performance, enabling ‘Productivity’, by:
- Supporting volume crime policing with technologies and services such as CCTV and its analysis, smart water and alarms;
- Enabling intelligence-led policing through provision of systems such as Crimint+;
- Supporting large scale events with robust and integrated communication systems such as the special operations rooms, video links and mobile devices;
- Delivering and maintaining our communication infrastructure including Airwave;
- Providing IT training to all officers and staff to ensure efficient and effective use of ICT systems;
- Defining and testing police physical protection equipment;
- Protection and detection technical expertise e.g. bomb/nuclear disposal, armoury and covert techniques.
8. DoI enables the bringing of criminals to justice, supporting ‘Professionalism and Pride’, by:
- Supporting systems that bring criminals to justice such as Crime Report Information System (CRiS), and NSPIS Case & Custody;
- Developing new methods to support more efficient convictions such as Virtual Courts and Focus court technologies;
- Providing leading edge forensic capabilities to solve crimes namely digital and electronic forensic services.
9. Many of our existing services and products enable the MPS to fulfil the Policing Pledge. These contributions are detailed in Appendix 1. In addition we are delivering specific products in support of the single measure of Confidence to enable an increase in Police presence. These products include the Automatic Personal Location System (APLS), Operational PDAs, replacement of MDT and provision of PiPs.
10. For the DoI, the Pledge means ensuring we deliver a first class service whether in support of front line operations or direct to the public. We do this by taking pride in providing a quality and professional service, responding to our customers and delivering when we say we will deliver.
Setting Our Objectives
11. The Directorate of Information (DoI) has strategic responsibility for the efficient and effective management of information and technology for the Metropolitan Police Service. An over-arching ICT strategy, an Information Management Strategy and a Technology Strategy describe how this responsibility is discharged. In general, the delivery of these strategies is concerned with capabilities which support the whole MPS; for example, delivery of information to mobile units; meeting capacity and availability needs, or the need for high standards of security.
12. Each year these requirements are combined with the demands of meeting specific policing objectives to form an agreed plan of delivery. This year and going forward this plan includes the needs of the Policing Pledge. The whole plan is described in the DoI Business Group Business Plan (Appendix 2 - Medium Term Objectives 2009-12). The services and projects which are most relevant and important to delivery of MPS policing objectives are detailed in the Policing London Plan.
Key Business Targets
13. Targets for the Directorate of Information (DoI) are defined within the MPA/MPS Policing London Plan for 2009-12. These targets together with their current performance status and corrective actions where necessary, are detailed in Appendix 3.
14. In line with the MPS Business Planning Methodology these targets are included within the DoI Business Group Business Plan and monthly status reporting has been established through the DoI Business Group Business Plan Monthly Management Report (MMR).
Mid Year Performance highlights
15. ICT service levels so far this year, have consistently upheld the 99% availability rating, meaning, front line officers and staff have had uninterrupted access to business critical systems. Critical ICT systems and services are defined as those which support 13 MPS business critical activities, as determined by MPS business continuity plans. These include Airwave, CAD, CRIS, CHS, Criminal Intelligence and Information System Plus (Crimint Plus), NSPIS Custody, MetHolmes, Police National Computer (PNC), Email and Intranet.
16. Data Quality across MPS core information systems have continued to improve this year. As part of our drive for continuous improvement, benchmarks for systems and BOCUs were reset to a higher standard for 2009/10. Last year saw 97% of BOCUs achieving good or excellent on three core MPS systems, this year six systems are now being measured and in the first six months of this year, on average, 47% of BOCUs are achieving ‘excellent’ or ‘good’. This statistic not only supports our legislative requirements but also our policing effectiveness.
17. The Digital & Electronic Forensic Services (DEFS) provides state of the art technology in extracting and analysing evidence from seized electronic material for investigating officers, providing a 24x7x365 service and accounting for all of the MPS’s digital forensic needs. This year the team has, on average, achieved 84% completion of work within the agreed turnaround time. The DEFS on average handles more than 12,000 requests for high-tech examinations and this is increasing 15% year on year. The growth and demand for this area of expertise is set to continue as the use of technology in both volume and serious crime increases.
18. The Freedom of Information (FOI) office has recently experienced unprecedented demands for FOI requests. In August, the office received the highest number of requests since its commencement in January 2005. Despite this challenge the service maintained a respectable rate of 69% completed within the timeframe required. Since April the FOI office has achieved an average of 75% of requests completed in the time required against a target of 90%.
DoI supporting Single Measure of Confidence
19. The APLS pilot went live end of July and has so far demonstrated the benefits it can deliver, particularly around officer safety. APLS is a system for personal identification to assist with officer locations which is aimed to enhance officer safety and officer deployment. So far the pilot has also provided the DoI and our partners with vital feedback and data that will ensure a robust and valuable solution is implemented within the MPS.
20. The Operational PDA pilot went live in August to a group of traffic officers to test the functionality of the device as well as the issuing of Fixed Penalty Notices (FPNs). User feedback has so far been extremely positive, particularly around the reliability of the solution. Expansion of the trial is necessary before an appropriate solution is deployed to enhance front line performance and achieve greater efficiencies and effectiveness for the MPS.
21. In conjunction with Safer Neighbourhoods, the DoI have developed and installed PiPs in support of the Commissioner’s Presence objective. The PiPs have been installed in four police stations and three shopping centres across London and aim to increase accessibility to MPS services. In the six weeks the pilot has been running, analysis has shown the PiPs have been readily used by the public and supported by the safer neighbourhood teams. Detailed research on the benefits and usage of the PiPs is scheduled for later this year.
DoI Performance Management
22. The Directorate of Information (DoI) measures its performance through Key Performance Indicators (KPIs) and Critical Health Indicators (CHIs) for services and key milestones in relation to project and programme activity.
23. KPIs measure service delivery levels and CHIs measure the level of compliance with corporate governance arrangements. The CHIs sit alongside KPIs to give a rounded picture of productivity. KPIs / CHIs measured on a monthly basis are:
- Availability of critical ICT systems and services;
- Timeliness of MPS responses to requests for information under the Data Protection and Freedom of Information Acts;
- MPS conformance to standards of data quality on key systems;
- Reported information security incidents.
24. Corporate Health Indicator status is reported quarterly to MPS Performance Board. Status of indicators for end of Quarter 1 2009-10 (June 2009) is detailed in Appendix 4.
25. All projects are reported on a monthly basis; progress of the most critical projects / programmes is tracked at high level in ‘control towers’. The control towers contain current data on project, finance, and benefit status. A ‘Project Update Summary’ for each project provides a high level treatment of risks, issues and corrective actions. Projects and programmes are managed through Project and Programme Boards which are chaired by a Senior Responsible Owner (SRO) in line with Office of Government Commerce (OGC) good practice. Where risks caused by delays to projects are identified the Project or Programme Board will agree appropriate action to ensure impact on the MPS is minimised.
26. Contracts for delivery of products and services are established in accordance with MPS / MPA policy and practice, and in line with EU regulations where appropriate, with the involvement of Procurement Services. Contracts are managed through regular meetings between appropriate DoI staff and suppliers. Delivery of products is managed in line with agreed specifications, delivery timescales and cost. Delivery of services is managed in accordance with agreed service levels and cost.
27. Management of delivery is based on the performance information detailed above and is cascaded from Information Board (DoI Senior Management Team) to staff through line management in accordance with relevant industry best practice including:
- IT Infrastructure Library (ITIL) Service Management;
- Office of Government Commerce (OGC) Managing Successful Programmes;
- OGC Prince 2 Project Management;
- BS EN ISO 9001:2008 Quality Management System Standard.
28. DoI has a continuous improvement initiative to improve service, improve productivity and reduce cost. This is directed by the Efficiency and Effectiveness Board whose focus is to ensure delivery of agreed savings targets, implementation of audit and inspection recommendations and delivery of agreed improvements to DoI processes.
29. Regular performance reporting is also provided to relevant MPS fora including Performance Board, 5Ps Oversight Board (previously Confidence and Pride Board) and MPS Presence Programme Board.
30. DoI only embarks on delivery of specific products and services where there are clear demonstrable business benefits and has developed a benefits management capability to ensure benefits realisation.
Opportunities and Issues
31. Skills - key to DoI delivery is its people and their skills. DoI has aligned its Professional Development Programme to the Cabinet Office’s Government IT Profession, which is itself aligned to the industry standard SFIA+ (Skills Framework for the Information Age); has introduced a graduate scheme; has introduced an apprenticeship scheme for engineers; and is represented on the board of e-skills, the Sector Skills Council for Business and Information Technology. Retention and recruitment of staff remains a problem, however, as MPS pay remains below industry levels.
32. Funding, prioritisation, MetForward, and support for front line - Availability of capital funding has dropped by approximately 60% on 2008/9 levels, with little prospect of easing, and this has reinforced the need for a keen focus on prioritisation. The resulting capital programme necessarily contains a significant element of infrastructure refresh simply to maintain critical service levels, reducing our scope to innovate and improve front-line efficiency.
33. Complexity of the compliance environment - services and solutions introduced to support policing need to meet a complex and growing body of legal and policy controls. To ensure these requirements are met in an efficient and effective manner a strategic approach is required.
34. National and London perspectives - the MPS operates in National and London contexts, and so does the Directorate of Information. There are opportunities to rationalise our business operations and harmonise delivery with both the National criminal justice sector (e.g. the National Policing Improvement Agency Information Systems Improvement Strategy (ISIS) Programme) and with London local government, including the GLA functional bodies. Most recently DoI has been asked to provide infrastructure solutions for ACPO TAM (Terrorism and Allied Matters) in recognition of its track record of delivery.
35. Establishment of a regular MPS /MPA IS/IT Forum - This report has provided an overview of the wide ranging and complex contribution made by DoI to the MPS and how progress of key activities is being measured and managed. As delivery is a continuous process, DoI would welcome a regular engagement to share how DoI delivery is shaped to meet changing external demands.
C. Race and equality impact
1. DoI is committed to diversity and finding ways to continually refine and improve our approach. The DoI Equality and Diversity Strategy 2009-12 sets out how we will achieve this.
2. Within the DoI, our role is twofold. Firstly, we support the overarching MPS Diversity and Equality Strategy by ensuring that we, as a Directorate, actively promote diversity and are a representative workforce. Currently 25% of the DoI strength is from black and minority ethnic people groups and 39% of the DoI strength is female.
3. Secondly, within our role in the delivery of Information, Communications and Technology (ICT), we play a vital part in ensuring technology is accessible for all through the provision of assistive technology. This assists our MPS colleagues in meeting the needs of the communities we serve and provides the necessary tools to support a diverse workforce.
4. An essential part of the DoI Equality and Diversity strategy is the action plan, which helps us to manage the delivery of our diversity responsibilities. The action plan ensures ownership of the activities and is supported at the highest level by Information Board
5. To promote Diversity in DoI we have a DoI Diversity Forum whose terms of reference are:
- To 'champion' and provide a focal point for diversity issues within the Directorate of Information;
- To act in an advisory capacity to the DoI Information Board in all matters relating to managing diversity;
- To monitor DoI compliance with the overarching MPS Diversity Strategy;
- To keep aware of any legislative change in diversity matters and to bring this to the attention of DoI Information Board members;
- To drive the DoI Diversity Action Plan across the directorate.
6. Equality Impact Assessments are produced for projects and programmes as part of the MPS approval process via MPS Assessment Panel, MPS Investment Board and MPA. This ensures that we deliver programmes, projects and systems that are useable and accessible by all recipients.
D. Financial implications
Funding for each delivery issue is managed through MPS and MPA governance with supporting business cases. Project and programme delivery is agreed through the construction of the annual Capital Programme. Funding for ongoing service delivery is agreed through the annual Medium Term Financial Plan (MTFP) budget process.
As at Period 4 (end of July 2009), the DoI revenue budget for 2009/10 is £214.2m with a forecast spend of £215.1m, and the capital budget for the main DoI programme is £99.6m with a forecast spend of £101.5m.
E. Legal implications
None given.
F. Background papers
- MPA and MPS Policing London Business Plan 2009-12
- DoI Business Group Business Plan 2009-10
- Information Communication and Technology (ICT) Strategy 2006 - 2009
- Information Management (IM) Strategy 2006 - 2011
- Technology Strategy 2004
- DoI Equality and Diversity Strategy 2009-12
G. Contact details
Report author: Bob King, Strategy, Performance and Demand Group, Directorate of Information
For information contact:
MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18
DoI Thematic Report - Acronym List
- ACPO
- Association of Chief Police Officers
- APLS
- Automatic Personal Location System
- BOCUs
- Borough Operational Command Units
- CAD
- Computer Aided Despatch
- CCTV
- Closed Circuit Television
- CHI
- Corporate Health Indicator
- CHS
- Contact Handling System
- Crimint+
- Criminal Intelligence and Information System Plus
- CRiS
- Crime Report Information System
- DEFS
- Digital and Electronic Forensic Services
- DoI
- Directorate of Information
- FPN
- Fixed Penalty Notices
- FOI
- Freedom of Information
- GLA
- Greater London Authority
- ICT
- Information Communication and Technology
- ISIS
- Information Systems Improvement Strategy
- IT
- Information Technology
- ITIL
- Information Technology Infrastructure Library
- KPI
- Key Performance Indicator
- MDT
- Mobile Data Terminals
- MetHolmes
- Metropolitan Police Service Home Office Large Major Enquiry System
- MMR
- Monthly Management Report
- MTFP
- Medium Term Financial Plan
- NPIA
- National Police Improvement Agency
- OGC
- Office of Government Commerce
- Op PDA
- Operational Personal Digital Assistants
- PIP
- Police Information Point
- PNC
- Police National Computer
- SFIA
- Skills For the Information Age
- SRO
- Senior Responsible Owner
- TAM
- Terrorism and Allied Matters
Appendix 1
Contributions from DoI in support of the Policing Pledge
| Promise | DoI Contribution |
|---|---|
| We will always treat you fairly with dignity and respect | Support technologies and processes that enable all members of the public to engage with us e.g. language line |
| We will work to keep your neighbourhoods safe from harm | Provision of CCTV capability to high crime areas to support Safer Neighbourhood policing |
| We will publicise details of your Safer Neighbourhood team | Delivery of state-of-the-art technology to assist in improved policing e.g. SN Police Information Point |
| We will respond to every message directed to your SN team with 24 hours | Provision of support for the entire MPS infrastructure technology e.g. email, telephone, internet/intranet |
| We aim to answer 999 calls in 10 seconds and non-emergency calls in 30 seconds | Provision of a 24/7/365 robust and resilient infrastructure for Central Communications Command (CCC) |
| We will respond immediately to emergencies | Provision of support for priority operational systems such as CAD, CHS, radio and MDT to operate an emergency response |
| When responding to vulnerable victims or witnesses we will aim to get to you within 60 minutes | Provision of support for the emergency and non-emergency numbers via CCC |
| We will make an appointment to see you at a time that is convenient | Provision of systems to enable a consistent and joined up exercise from phone call to appointment |
| We will attend public meetings to agree local crime and policing priorities and give updates relevant to your area | Production of performance information for B/OCUs including the Crime Mapping facility |
| We will keep victims of crime informed of progress of cases | Processes underpinned by DoI technology and support e.g. CRIS sends daily emails to the Victim Support Service |
| We will contact people who have been in a road traffic collision within 10 days | Development of technology and services that allow central collation of accident data |
Appendix 2
DOI medium term objectives 2009 – 12
| Strategic outcomes | Corporate objectives | Business group medium term priorities 2009/12, aligned to corporate objectives |
|---|---|---|
| Confidence | ||
| Convince communities we are on their side | Make our service more accessible and improve people’s experience of their contact with us, especially victims and witnesses d> | 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 | ||
| PuttiPutting MPS information into geographical context through widespread application of corporate GIS | ||
| Safety | ||
| Reduce crime and catch criminals | Make our neighbourhoods safer through local and city-wide problem solving and partnership working to reduce crime, ASB and road casualties | 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 the next generation of Command and Control service | ||
| Delivery of mobility solutions including PDAs to Safer Neighbourhood Teams and Mobile Data Terminals | ||
| Disrupt more criminal networks and reduce the harm caused by drugs | Transition Corporate Data Warehouse into 3rd line support | |
| Deliver services and improvements to criminal intelligence and technology capabilities | ||
| Be intolerant of violence | Reduce serious violence and protect young people | To coTo 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 |
| Implement IPI investigative case management strand | ||
| Complete implementation of forensic case management system | ||
| Deliver security of our streets | Enhance our counter terrorism capability and capacity | 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 | With the OSD develop, design, procure and deliver the additional ICT capability necessary to meet the MPS Olympic requirement. | |
| To provide a replacement for the MPS Duties Management System and to ensure continuity of service | ||
| To provide a robust, modern IT system that can effectively support the complexity of response that modern day policing demands for major events. | ||
| Continuous improvement | ||
| 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 | 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 | ||
| 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 | ||
| Presence, performance, productivity, professionalism, pride | ||
Appendix 3
Key targets - from Policing London Plan 2009-12
| Activity | Measure | Commentary | Status |
|---|---|---|---|
| 1. Completion of ICT delivery to all SN ward bases | To agreed timetable | Original baseline targets threatened due to slippage in leases being finalised by PSD | Green (happy) |
| 2. Deliver an operational PDA solution to all SN Ward PCs by end Q4 2009/10 (2 PCs per ward) | By end Q4 2009/10 | Project is running late due to delivery problems by the supplier. Management escalation to director level with the supplier has occurred and regular escalation meetings are being held to ensure that the project progresses and further delays are minimised. A preliminary delivery of the FPN functionality for traffic officers has been achieved and five officers in Alperton are currently successfully using the devices. The risk caused by late delivery means that there will be a delay in realisation of increased ‘presence’ due to officers not being able to enter data whilst patrolling. | Yellow (not happy) |
| 3. Business and technical readiness to implement Virtual Court into pilot by end Q1 2009/10 | By end Q1 2009/10 | Complete | Tick |
| 4. ( Evidential analysis of 90% of electronic exhibit submission completed within the requested turnaround time | 90% of electronic evidential analysis completed within the requested turnaround time. | August Performance 84% - Recorded performance levels do not reflect accurate position currently. Action is being taken to resolve errors on the records database and it is anticipated that accurate reporting will be in place by October. | Yellow (not happy) |
| 4. (ii)Forensic case management system – METAFOR – to be fully delivered and operational by end Q3 2010/11 | By end Q3 2010/11 | On Target | Green (happy) |
| 5. Delivery of resilience capability for secure infrastructure and initiation of roll-out of secure infrastructure to key CT areas | By end Q3 2009/10 | Complete | Tick |
| 6. Fully capture operational requirements for Olympics and Paralympics projects and produce business cases, subject to the necessary operational decisions being taken, by end Q2 2009/10 | By end Q2 2009/10 | Following Home Office funding approval and the authorisation on increased head-count RAG status is now Amber. Resources can now be made available to progress in the provision of business cases, project work and mapping of operational requirements across projects. Due to the lack of requirements to date however, a great deal of effort and management will be required to draw near to the required position at this time. The risk caused by the delay in obtaining funding approval is that there is now a tight timescale in which to gather requirements, order products and services and test them so that the required services are available to support policing operations for the Olympics. | Yellow (not happy) |
| 7. Automatic Personal Location System (APLS) roll-out and system operational in four Boroughs. | By end Q3 2009/10 | On Target | Green (happy) |
| 8. Complete the MetTime operational evaluation and pilot | By end Q4 2009/10 | Due to delay in installation of preproduction environment, Operational Evaluation will now be complete by end Q4 2009/10 and Pilot will now be complete by Q1 2010/11. The risk is minimal as the users have requested an incremental borough by borough implementation. The only risk is that benefits maybe marginally staggered as a result. | Yellow (not happy) |
| 9. Complete roll-out of the first live next generation MDT to an operational vehicle | By end Q2 2009/10 | Project has been impacted due to delays in delivery by the supplier. Senior management escalation has occurred to director level with Detica and Capgemini and regular meetings are being held to ensure progress and minimise delays. The risk caused by delays in delivery is that realisation of benefits from the additional functionality provided by the next generation MDT will be delayed. However the existing equipment can be used to provide existing service levels in the meantime. | Yellow (not happy) |
Appendix 4
Corporate health indicators - end of quarter 1 2009-10
| Corporate Health Headline Performance Indicators | Q1 2009/10 | Red, Amber or Green | Brief Commentary |
|---|---|---|---|
| % of FOI requests responded to within the statutory time limit of 20 working days | 69% 69% | Red | There has been an unprecedented demand of FOIA requested especially in May 2009, which had peaked at 393 FOIA requests received, the highest since its commencement in January 2005. In respect of requests responded to, the service maintained a healthy rate in quarter 1 of 292. Some require additional analysis through the use of the Public Interest Test extension in order to consider qualified exemptions. The current number of 9 appears to be too low given the current level of 'live' requests. Several failures of the MetRIC system this period has also impacted on performance due to the unavailability of the case management system. This issue along with longer term support is being actively progressed by DoI. |
| % of requests for information under the Data Protection Act fulfilled within 40 calendar days | 75% | R | This period’s statistics show a decrease in the performance of the Public Access Office in completing requests under the Data Protection Act. These statistics are on the back of the continued high/ above average demand for requests made through subject access and the Association of British Insurers agreement. Several failures of the MetRIC system this period has also impacted on performance due to the unavailability of the case management system. This issue along with longer term support is being actively progressed by DoI. On review of previous stats the closure of cases remains close to average however the demand for requests has increased significantly (including and confirmation that complexity has also expanded). This has consequently led to a build-up of cases and limitation on meeting the KPIs. |
| % of Boroughs achieving a data quality score of Excellent or Good for CRIS, Custody and STOPS data | 31% | Green | Baseline changed in April 2009 to support an agenda for continuous improvement and now CRIS, NSPIS Custody, STOPs, MERLIN and CAD applications data included. April percentage was 18%, May percentage was 28%, June percentage was 31%. Target is ‘Increasing percentage of selected OCUs achieving good or excellent each month against baseline (baseline subject to change) until 90% is reached’. |
| Availability of Airwave | 99.94% 99.94% | Green | Normal ICT Service Management techniques being applied to maintain service levels |
| Availability of CHS | 100% 100% | Green | Normal ICT Service Management techniques being applied to maintain service levels |
| Availability of CAD | 99.99% | Green | Normal ICT Service Management techniques being applied to maintain service levels |
| Availability of CRIS | 100% | Green | Normal ICT Service Management techniques being applied to maintain service levels |
| Availability of Crimint/Crimint Plus | N/A | N/A | Performance Information is not able to be measured until the Standard Operating Environment (SOE - XP Rollout) and Single Service View are in place - expected end of April 2010. Performance reporting expected from end of Q1 2010 |
| Availability of NSPIS Custody | 99.94% 99.94% | Green | Normal ICT Service Management techniques being applied to maintain service levels |
| Availability of MetHolmes | 99.55% | Green | Normal ICT Service Management techniques being applied to maintain service levels |
| Availability of Sky | 99.88% | Green | Normal ICT Service Management techniques being applied to maintain service levels |
| Availability of Email | N/A | N/A | Performance Information is not able to be measured until the Standard Operating Environment (SOE - XP Rollout) and Single Service View are in place - expected end of April 2010. Performance reporting expected from end of Q1 2010 |
| Availability of Intranet | N/A | N/A | Performance Information is not able to be measured until the Standard Operating Environment (SOE - XP Rollout) and Single Service View are in place - expected end of April 2010. Performance reporting expected from end of Q1 2010 |
| Availability of PNC | 99.99% 99.99% | Green | Normal ICT Service Management techniques being applied to maintain service levels |
| Number of Information Security Incidents reported | 37 | This indicator is a record of incidents and it is not appropriate to set a target. | |
| Number of Physical Security Incidents reported | 7 | This indicator is a record of incidents and it is not appropriate to set a target | |
| Number of Personnel Security Incidents reported | 36 | This indicator is a record of incidents and it is not appropriate to set a target |
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