IQ Portfolio report

Report: 7
Date: 6 December 2007
By: the Director of Information on behalf of the Commissioner

Summary

This paper provides a summary of progress on the IQ Portfolio. The Portfolio is on track to continue to deliver benefits throughout 2007 and beyond.

A. Recommendations

That

members note this report as a record of progress on the IQ Portfolio.

B. Supporting information

Background

1. As more information is now being stored and accessed via computers it has become necessary to look into how information in the MPS is collected, stored and retrieved. Police Officers have had to learn to use many different systems and often have to enter the same data into more than one computer system or search through a number of different systems to find the information they need. The IQ portfolio is a group of projects designed to help the officers and MPS staff to input information accurately and consistently into these systems and also to make it easier to search a number of systems to get the data out.

Portfolio vision

2. The portfolio vision is to support a responsive 21st century police service, which optimises information to prevent crime, protect and inform citizens. What this means in practical terms is that officers will be able to sign onto one computer, enter information only once and be able to search for information from one screen on the computer. When policing, it is intended that officers will also be able to search for information from a hand held device giving them immediate access to the systems. This device will also enable officers to capture data at the scene, which will then be available to other officers much more quickly.

3. The projects involved will all improve one or more of the following:

• Quality of information
  Information accuracy is essential and many of the projects will help to ensure that the information held is as up to date and accurate as possible.
• Accessibility
  The information is only of real value if it is made readily available to officers when they need it and this will often mean when they are policing the community.
• Compliance
  There are many other agencies, policing organisations and other forces within the UK and overseas who hold information that must be available in a consistent format to these to ensure the most effective use of police effort in capturing offenders.
•  Efficiency
  All work carried out by officers and staff in the collection, management and sharing of information must be delivered in the most efficient possible manner.

4. The following are explanations of the project names:

Corporate Data Warehouse (CDW)

A computer warehouse that brings together information from a number of computer systems which allows officers to search and access persistent data.

Data Quality (DQ)

The level of accuracy of the data held. In this instance, how the information held is collected, stored and retrieved to make sure it is as accurate as possible.

Electronic Documents and Records Management (EDRM)

This is a computer based ‘library’ where documents and records can be stored and managed so that the most relevant information is available to officers when they need it.

Identity Access Management (IAM)

This project significantly improves the security for access to buildings and computer systems.

Management of Police Information (MoPI)

Part of the National Impact programme, this programme will work to ensure that information held by the police and some other agencies can be shared effectively across organisations and help to bring more offenders to justice.

Information on the Move (IotM)

This project is about providing officers with access to hand held computer systems and information wherever they are. With the portable devices, officers will be able to search computer systems for information and will also be able to update the information held in these systems according to the information the officer finds while they are policing.

Reducing Re-Keying (RRK)

In order to reduce the number of times an officer has to put the same data into computers, this project seeks to ensure that in many cases the data can be copied onto another system without retyping the data.

Single Sign On (SSO)

This project is about changing the computer systems so that officers only need to ‘login’ once to access all the systems that they need.

Vulnerable / non-Corporate Systems (VNCS)

This is to make sure that there are no computer systems, databases or forms which have been developed locally that do not have an adequate maintenance contract in place.

Official Journal of European Union (OJEU)

When the MPS is intending to spend money with suppliers over a certain value, the work must be advertised in the journal to allow all potential suppliers the opportunity to bid for that work.

5. Description of the projects:

Single sign on (SSO) – before the project

When an officer needed to access a system, a separate password would be required for each. This increased the time it would take to enter and access data.

Single sign on (SSO) – after the project

By March 2008, this project will have made 17 of the main systems available to any officer through using one login via the Aware application. For the officer this has already reduced the time it takes for them to sign on.

Data quality (DQ) – before the project

The MPS has a number of disparate systems. Increasingly there is a need to search these systems and because there is limited consistency in the formatting of information, a lot of time is then spent validating and cross checking the information.

Data quality (DQ) – after the project

The DQ project is establishing formats to be used for certain data e.g. date, time etc, and mandatory fields for certain key data e.g. sex, age, etc. To make these fields easier to populate many are being developed to have ‘drop down’ menus to improve the consistency of data. Additionally, there will be logic built into the systems so that for example, if an officer enters a case of GBH then the system will require an injury report to be completed. At the end of the project it will be easier for the officer to enter data, more accurate when it is retrieved and the information itself will be of better quality and more complete.

Reduced re-keying (RRK) – before the project

When entering data, often the officer will need to access multiple systems to ensure that the data is accessible to the correct groups of people and this will mean typing the same information in several times. This is time consuming and repetition often leads to errors in the data.

Reduced re-keying (RRK) – after the project

The RRK work has established the priority systems and relationships and is in the process of developing ‘cut and paste’ functionality so that the officer does not need to manually enter the data repetitively. Also, in some instances, the RRK team is developing the ability to auto fill data into another system at the touch of a button. This will be delivered at the officer’s request using a button on the screen of the form they are completing. This will reduce the time taken to complete data entry, improve the consistency and improve the completeness and quality of the information. For the officer this will mean less time typing into systems and much more accurate information coming out of them.

Corporate data warehouse (CDW) – before the project

Previously if intelligence were required a search would need to be carried out on each individual system. This would then need to be collated and validated taking a considerable amount of time.

Corporate data warehouse (CDW) – after the project

A CDW has been established which holds all data from the key systems and makes them available in a single search. Now, when gathering intelligence a single search will provide the full data set available. This means that the officer can get more information much more quickly and be more confident in the quality of the data. This is already in operation with in excess of 5,000 users and another 2,000 coming on line by the end of March 2008. This is already saving officer time.

Electronic data and records management (EDRM) – before the project

In many cases when a new application is implemented, the supplier’s Document and Records Management functionality has been applied. This means there is currently no single source to go to where documents can be accessed in the same way. This means that often, in order to obtain a full set of relevant documents, officers have to rely on knowing the people who have been involved. With regular movement of officers and staff between stations, boroughs and even to other forces, this is a high-risk approach.

Electronic data and records management (EDRM) – after the project

An EDRM system will enable collation, storage and retrieval of documents. This will improve the time it takes to collate the relevant documentation and improve the probability of having the complete information to hand. This will release officer time for policing duties.

Information on the move (IOM) – before the project

For most officers, there is limited information available to them outside of a police station or MPS building. This can lead to missed opportunities and potentially incorrect decision making.

Information on the move (IOM) – after the project

The IOM project is providing devices and communications that will improve available information at the scene, be this an alleged crime scene, a public order event or a major investigation. The programme devices will include e-mail on the move, laptops and Safeboot (a memory stick like device which will enable the officer to use any computer to access the appropriate systems). For larger events, three new Forward command vehicles have been refitted with updated technology and communications facilities. This means that officers will be able to send and retrieve information remotely as well as being briefed without having to return to a central briefing. This will improve the quality and availability of data as well as reducing vulnerability on major events. This will also improve the probability of bringing offenders to justice. Already many of these are in pilot or delivery phases and have noticeably improved the availability of information to officers.

Identity and access management (IAM) - before the project

For most officers and staff there are a number of different building access methods and some variation in computer access. Most have to carry more than one card to gain access to their place(s) of work. This results in vulnerability.

Identity and access management (IAM) - after the project

This project will provide an improved level of building security with processes to maintain the integrity of the access cards. Where there is still a risk, i.e. a card is lost the access rights can be removed remotely by computer. These cards will also be used to access computer systems. This will lead to greater security for police information and people. For the officer they will have one card to use when accessing buildings and computer systems.

Management of police information (MoPI) – before the project

Currently operations exist in silos both within and outside of the MPS. Information is not readily available and the sources of data are not obvious to officers. Additional effort is required in finding, linking and analysing data.

Management of police information (MoPI) – after the project

MoPI will not only address these issues within MPS and the interfaces to other forces but will also achieve compliance with Home office guidance. Information will be available to share across forces. To the officer this means that they will have access to information from across the UK and beyond. This will improve the probability of bringing persistent offenders to justice.

Vulnerable and non corporate systems – before the project

Throughout the organisation there are locally created computer systems, forms and databases that are not supported and maintained. These have the effect of making information difficult to share and analyse across boundaries and officers working across more than one area have to rework the data for a consolidated view. Also, there are corporate systems that are no longer supported and are therefore at risk.

Vulnerable and non corporate systems – after the project

This project will create corporate standards in terms of computer systems, forms and/or databases delivering a core standard applied throughout the organisation and ensure the appropriate maintenance contract is in place. For the officer there will be corporate standards, which will enable better use of the available information.

Internet/intranet – before the project

The current MPS website has experienced increased usage over recent years and is one of the first places citizens go to in terms of information and also for many to report less serious crimes. With a number of key events, this site has seen rapidly increasing usage and has failed completely over the past year. Trends indicate that by June/July 2008 this website could potentially fail altogether. This is one of the first points of contact for customers and with greater availability and better quality of information this work could reduce the number of customers who feel that they need to make a telephone call.

Internet/intranet – after the project

Currently, there are around 16 million non-999 calls per year that cost around £15 each. Local authority figures show that an improved Internet presence will deflect at a conservative estimate 2% of calls. This would show a reduction in call handling costs alone at £1.5m per annum. Other areas will also show reductions and the net benefit will be increased ability to handle calls thereby freeing officer time to spend in direct policing. For the officer this will release more time for policing.

Business Engagement

6. In order to ensure that the projects are delivering real benefits to the business, all projects within the Portfolio have a Senior Responsible Officer (SRO) who is a senior police officer/member of staff and who owns the project, ensures business needs will be met and benefits delivered. A number of these officers will be in attendance at the meeting.

Learning points from C3i

7. Communication and Change Management were key learning points for C3i and so each IQ project has completed a Stakeholder Mapping exercise, developed a Communications plan and Business Change plan. Delivery of these plans will ensure the required state of business readiness is achieved to fully realise the change.

Business Benefits

8. Some benefits are already being recognised, e.g. Single sign-on have realised a saving of officer time by eight minutes per computer login per officer. The Vulnerable and non-corporate systems project have realised £200,000 saved by avoiding duplication in procurement requirements. The DOI Benefits Delivery team continue to work closely both with the individual projects and with the Portfolio Management team. Each project has a benefits realisation plan, which will ensure the focus to avoid double counting of benefits and enable effective prioritisation of work within the portfolio.

Way forward

9. The remaining 3 or 4 months of this financial year will see many more deliverables achieved. IQ will not stop on 31 March 2008, and indeed has been recognised in the Met Modernisation Portfolio for 08/09. It will however be re-badged as ‘Improving Police Information’. This is consistent with the current aims of IQ.

Challenges

10. The challenge for IQ has been to undertake the proper analysis, go through all the necessary approvals and procurements and still be seen to deliver in year.

11. Business change will feature highly next year. The IQ portfolio instigated a survey and has analysed the attitudes held by MPS officers and staff pertaining to police information. The IQ portfolio has factored this into the communications and change plans to enable us to effect change outcomes.

C. Race and equality impact

All portfolio activities are compliant with the meaning and scope of all elements of the MPS Equalities Scheme and any act of Parliament or provision relating to discrimination in employment.

D. Financial implications

1. Each project of work is being or will be funded through the MPS approved and allocated capital and revenue funding process. Any new business case will be submitted in accordance with MPA and MPS financial processes, as appropriate.

2. The detailed forecast spends for the IQ Portfolio is included in the 7 year capital plan. The project forecasts have been included in the attached exempt appendix 1 as the details are commercially sensitive in that a number of contracts have yet to be awarded.

E. Background papers

None

F. Contact details

Report author: Kim Brown IQ Portfolio Manager, MPS

For more information contact:

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

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