Operational readiness and assessment of operational risk

Report: 6
Date: 12 November 2004
By: Commissioner

Summary

This report provides a summary of progress on the C3i/Airwave Programme moving to live operation for Metcall Initial Phase Day (MIPD).

A. Recommendations

That Members note the Strategy Group decision (14 October) to move to live operations from Lambeth on 16 November 2004 subject to operational position .

B. Supporting information

1. The C3i Programme is now in a position to offer the first phase of operational service to the Central Communication Command (CCC) for live operations 0230 hrs 16 November 2004. As part of the handover assurance required to make the decision to enter service an operational assessment for MIPD combined with a view of the operational risk has been prepared. This assessment has been used to determine the level of readiness and hence the fitness for purpose of the delivered service. To ensure that the risk assessment meets the needs of the corporate MPS, the C3i Programme has aligned all its operational assessment criteria to the corporate risk management framework.

2. The operational risk framework consists of an assurance management review chart that reflects the status of the eight core delivery areas within the programme; these are detailed below.

3. An operational readiness team has been set-up, which meets regularly to determine progress made This group assesses progress against a clear set of delivery checkpoints and provides a statement on the residual risk assessed against the non-compliance of any component part . It is this statement that informs the overall risk statement for MIPD.

Current status

4. Over the past three months an independent Readiness Team has carried out a weekly assessment. The output from this assessment has been used to focus the necessary priority for the progress that is required to deliver MIPD. All the material presented is based on an evidential approach and will therefore not necessarily reflect the subjective assessments made by individual delivery groups or project teams. The most recent assessments have provided the necessary confidence that the subjective assessment of readiness and the evidence assessments are now aligned. The eight core areas of assessment are detailed as follows:

1. Business continuity
   For MIPD the level of resilience is provided in the first instance from a robust building that has diverse services and the ability to support operations from a separate set of business continuity seats within the same environment. The existing ‘Buddy Borough and Partner Borough’ schemes provide the next level of business continuity as an interim while the CCC Borough Staff in Lambeth are migrated to the Alternate Control Room (ACR). The ACRs are then used maintain the service until operational centre is restored. To support this there a number of business continuity plans that provide the necessary services such as Emergency Management Processes, Transfer of Critical Processes, Excess Demand, and Staff loss/shortages.
2. Business transition
   It is this element of work that has provided the General Support and Operational Monitor standard operating procedures to enable a more corporate approach to be adopted. This stream of work has provided the level of assurance to demonstrate the working of the IBO and TIB as a complete service. In addition, the detailed planning of the required activity to ensure successful transfer of service has been planned within this stream. Close relationships have been established and will be maintained between CCC, TP, IBO and TIB, and the C3i Programme to provide the right level of support through the first week of operations from Lambeth.
3. Business change
   This stream provides the necessary support to Borough and CCC staff to ensure that the changes expected from the revised way of working are embedded and at a suitable level of maturity to enable the business change. The MPS staff impacted by this change have been managed effectively through one-to-one coaching sessions and briefings to ensure that they know the full extent of the change and what is expected from Borough, CCC and programme staff. It is this stream that has managed the stakeholder and Borough engagement. Business change started with the introduction of Mobile data and the business and cultural change required to sustain the Operational change continues in earnest from 16 November 2004.
4. Security
   The elements of security monitored for readiness have included physical and technological aspects. The systems being introduced are being accredited, the people to be deployed are cleared and the physical security of the environments has been assured. The changes required to make the service robust in terms of security have been implemented and will continue to be refined.
5. Buildings
   The three centres are Platinum status buildings with service contracts in place with Amey. We have a level of resilience in these buildings that provides the necessary confidence to enable our GS and OM operations to move from Borough in a controlled and managed manner over the next two years.
6. Test assurance
   The level of confidence from the delivered technology for MIPD has been assured through a joint integration and test team which has not only looked at the technology but has also assured the end-to-end business processes. It was essential to confirm that the business will be able to operate effectively and to ensure that the business continuity plans actually work. This has been provided from a combination of supplier testing, business walk through and as necessary, assurance assessments from subject matter experts for areas that cannot be physically tested. Specific core scenarios have been run including the transfer of the 999 services for Southwark from BT to Lambeth instead of NSY. All appropriate risk management has been applied before entering any changes into live service through the approved routes.
7. People and training
   Staff required to support Metcall, IBO and TIB are in place for MIPD. Training has been provided and assessed as sufficient to enable the new CCC staff to operate effectively. There are experts on call within Lambeth to help as required and to de-risk the actual operation of the complete end-to-end business. IBO for Southwark has been operating live (24/7) for two months. The staffing plans and profiles have been introduced and CCC is now managing them as part of normal business. As much support is being provided from the local trainers as required to support MIPD. Federations and Trade Unions have been involved throughout the assessment for MIPD Readiness.
8. Support
   The support for the service is now in place. Two helpdesks will be operating: one for the building support and one for all other support requirements for the service through a single helpdesk. The DoI has introduced a single helpdesk function to ensure that CCC service is providing the best response that can be afforded. As the centres grow so will the service and the outsourced contract is due to be implemented in the third quarter next year.

5. Many pre-emptive reputation risk assessments are being conducted to limit the risk to CCC and the MPS. This work is directed by the nature of the overall operational risk assessment and other events being managed within the core Programme.

Capability provided for MIPD

6. The capability being provided for MIPD will consist of the following. The General support capability will be enabled by key technology comprising the new Call Routing System (CRS) and upgraded CAD. The capability provided for Southwark service is as follows:

1. Handle emergency and non-emergency calls.
2. Search and retrieve critical police information.
3. Record, log, store and retrieve telephony information for evidential purposes.
4. Interrelate with IBO (via CAD, Metradio, Telephony, MDT and Metduties) and TIB (Metcall GS interface to be managed via CAD and Monitored by IBO overnight).
5. Interface from Telephone Operator Centre (TOC) via Telephony.
6. Provide continued service in the event of disruption.
7. Provide police assistance to other emergency services.

7. The Operational Monitor capability will be enabled by key technology comprising the CRS, upgraded CAD, MDT, and Interim Radio Solution. The capability provided for Southwark service is as follows:

1. Communicate with borough deployable resources.
2. Assign and despatch borough deployable resources (directed despatch).
3. Monitor, coordinate and support operational resources.
4. Record, log, store and retrieve radio information for evidential purposes.
5. Interrelate with IBO (via CAD, Metradio, Telephony, MDT and Metduties) and TIB (Metcall GS interface to be managed via CAD and Monitored by IBO overnight)
6. Provide continued service in the event of disruption.
7. Request and monitor CCTV images.

8. Given that the core areas identified in this brief provide the level of assurance necessary to deliver a level of confidence to demonstrate that the core service elements are being managed and will be in place for 16 November 2004. The recommendation made by the C3i Strategy Group is that the MPS moves to CCC, Lambeth, for live operations 16 November for Southwark.

C. Race and equality impact

All Equality and Diversity implications have been included in the assessments for the move to live operation on MIPD 16 November 2004.

D. Financial implications

There are no financial implication in the move to Live operation on MIPD 16 November 2004.

E. Background papers

None

F. Contact details

Report author: Mike Aston C3i Programme Director

For more information contact:

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

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