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Report 12 of the 23 June 2005 meeting of the Finance Committee, and provides a statement of the MPS compliance with the national Information Systems Strategy for the Police Service (ISS4PS) – Version 3.0.

Warning: This is archived material and may be out of date. The Metropolitan Police Authority has been replaced by the Mayor's Office for Policing and Crime (MOPC).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.

MPS compliance with the national Information Systems Strategy for the Police Service (ISS4PS)

Report: 12
Date: 23 June 2005
By: Commissioner

Summary

This report provides a statement of the MPS compliance with the national Information Systems Strategy for the Police Service (ISS4PS) – Version 3.0.

The national information systems strategy is developed in the form of a policy framework. It contains 14 policies, which police authorities, and chief constables will be required to comply with, (although it has not yet been formally published).

At the time of reporting, the MPS complies with six policies fully, is working towards compliance with a further three, and is unable to assess it’s level of compliance with five of the policies either because they require further work from other agencies such as the Police Information Technology Organisation (PITO) and the Home Office or the policies are not yet developed to the point were it is possible to demonstrate compliance.

In general terms the MPS is well placed to comply with the ISS4PS in most areas. Two policies, concerning standardisation of business process, and the provision of a “standard level of policing” the UK, will need further work by policy makers before the MPS can assess the implementations.

A. Recommendation

That Members note this report and the MPS work within the policy framework where it is reasonable to do so and challenge these policies where compliance would be problematic.

B. Supporting information

1. The police service first developed a National Strategy for Police Information systems in the early 1990’s this was known as the National Strategy for Police Information Systems (NSPIS).

2. The Association of Chief Police Officers (ACPO) led an initiative with Tri -Partite partners in 2002 and 2003 to refresh this strategy in a piece of work known as the Valiant Programme. This gave rise to a new strategy – the Information Systems Strategy for the Police Service (ISS4PS). This report comments on the latest draft of that strategy – version 3.0.

3. Following Sir Michael Bichard’s enquiry and the end-to-end review of PITO it was agreed by the Tri – Partite partners that the ISS4PS should be refreshed. This progress report is made against the emerging refreshed version of the ISS4PS.

MPS Involvement

4. Before joining the MPS The Group Directorate of Information programmes (Richard Earland) led Programme Valiant, which gave rise to the original ISS4PS. He remains a member of the National Steering Group overseeing the latest Iteration of this work.

5. In addition, the Director of Information (Ailsa Beaton) as a member of both PITO Board and the ACPO Information Management Business Area (IMBA) has oversight of the development of this strategy.

What does the strategy state

6. The ISS4PS is a strategy, which includes a set of policies; a road map and an action plan for moving forward in a coordinated stepwise way across the police service. These policies and coordinated moves towards compliance with the ISS4PS aim to ensure that chief constables and police authorities are guided so that local Information Systems Strategies are consistent with it.

7. The 14 policies contained within the document are all grouped under following to the headings:

  1. Establishing the Foundations
  2. Delivering joined up services
  3. Focusing on People
  4. Making it Happen

8. Whilst developing a policy framework it is recognised that some of these policies are at an embryonic state and will require significantly further development. A list of policies is at Appendix 1.

MPS compliance

9. The MPS is fully compliant with six of the policies. A further three policies are assessed as being able to be complied with within twelve months. There are five policies which the MPS, at this stage, would be unable to state the degree of compliance (because the policy is not yet well enough developed) or because implementation of the policy would require Home Office or PITO action which is outside the remit of the MPA/MPS). An analysis of the extent to which the policies are complied with and explaining notes is shown in Appendix 2.

Issues of non-compliance

10. The policies the MPS cannot easily comply with are those which are written in very general terms and where the criteria for compliance are unclear. For example Policy number 10 States:

“The force will deploy common services for the public that will provide a consistent experience and level of service for all citizens, as far as possible, irrespective of location”.

It is unclear how such a policy can be implemented within the current governance arrangements or how compliance should be assessed.

Central customer

11. The latest version of the ISS4PS does not explicitly mention the central customer. This organisation has now been established. The MPS is developing full arrangements for engagement with the central customer to ensure sufficient influence is brought early in the life cycle for new National ICT projects and programmes and sufficient account is taken of the scale of the MPS and the particular challenges of implementation within this organisation.

C. Race and equality impact

As a national strategy, any Information and Communications Technology (ICT) solutions will be delivered by PITO according to the national User Group’s specification including needs of special groups. The MPS will raise its requirements regarding partially sighted, Health and Safety and wheel chair users. Contractor staff will be governed by the same rules and guidelines as permanent employees with respect to behaviour and the needs of special groups, and diversity. In this respect the ISS4PS does not cause concern for issues of compliance with the MPS Equality and diversity policies.

D. Financial implications

The ISS4PS does not stipulate any milestones for delivery of products and services, therefore so long as the MPS adopts a position of gradual convergence towards the policies, there are no specific funding issues identifies currently. To attempt to cost the implementation could result in double counting as each National project (NSPIS Case and Custody, Airwave, Impact et cetera) is costed on a project-by-project basis.

E. Background papers

  • ISS4PS version 3.0 (not yet issued)

F. Contact details

Report author: Richard Earland, Directorate of Information

For more information contact:

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

Appendix 1: List of policies

Establishing the Foundations

  1. Defining governance
    The Home Office, in conjunction with the tripartite partners, will define governance arrangements for police IT as part of police reform.
  2. Securing alignment across the forces
    Chief Constables, in partnership with their Police Authority, will ensure that local IS/ICT strategies are guided by ISS4PS and compliant with it.
  3. Making national programmes accountable
    Senior Responsible Owners for national programmes, in partnership with their Programme Board, will adopt ISS4PS and oversee compliance with it.
  4. Creating an assurance function
    The Home Office will establish an assurance function for police IS and ICT as part of police reform.

Delivering Joined Up Services

  1. Delivering national initiatives
    All national programmes will use a common programme management framework and approach that complies with the ISS4PS Guidelines for National Solutions and OGC Gateway Process.
  2. Engaging with industry
    The police service will establish a service-wide approach for engaging with industry and suppliers, approving products and procuring solutions.
  3. Sharing information
    The police service will create a joined-up service for information sharing across all forces and appropriate partner agencies.
  4. Managing information
    The police service will define common information management processes to ensure that information is created, reviewed, retained, deleted, owned and shared in a consistent way across forces.

Focussing on People

  1. Empowering police officers & staff
    All ICT-based initiatives, both national and local, will make full and detailed provision for the needs of police officers and staff in the professional fulfilment of their work.
  2. Deploying common services to citizens
    The forces will deploy common services for the public that provide a consistent experience and level of service for all citizens, as far as possible, irrespective of location.

Making it Happen

  1. Shaping the future of police IT
    The police service will harmonise policing business processes and champion the development of new solutions, making best use of local and national innovation.
  2. Adopting a common architecture
    The police service will adopt and migrate to a common technical architecture using common standards and products.
  3. Deploying corporate solutions
    Police forces will deploy corporate solutions except where the ISS4PS Criteria for Corporate Solutions allows local alternatives.
  4. Coordinating service management
    Police forces will adopt and implement a common approach to service management, based on the IT Infrastructure Library (ITIL) model.

Appendix 2: Compliance with the policies

1. Governance

Type of Policy
Tri-Partite Governance
HO/APA/ACPO maintained.
Compliance - now
G
Compliance - 12 Months
G

Notes

Governance for Police IM&T could be enhanced as the role of the National Police Improvement Agency (NPIA) emerges. The ISS4PS simply states “The Home Office, in conjunction with APA/APCO will define governance arrangements”.

2. Alignment

Type of Policy
Alignment of Strategies.
Compliance - now
G
Compliance - 12 Months
G

Notes

This policy requires Chief Constables and Police Authorities to align their strategies with ISS4PS – this has been achieved in the MPS. All existing strategies are ISS4PS compliant.

3. National Programmes

Type of Policy
Alignment of National Programmes with ISS4PS
Compliance - now
NA
Compliance - 12 Months
NA

Notes

This is only relevant where the Senior Responsible Officer (SRO) for a National Programme sits within the MPS (AC E.G. Ghaffur – Impact Programme). Many Programmes pre- date the ISS4PS – NSPIS Case and custody and re- alignment will take some time.

4. Assurance

Type of Policy
Home Office adopting an IS/IT Assurance role
Compliance - now
NA
Compliance - 12 Months
NA

Notes

This policy is linked to the review of PITO and creation of NPIA. It is unclear at this stage how such a policy will be implemented.

5. Delivery

Type of Policy
Quality Process for Project and Programme Management
Compliance - now
G
Compliance - 12 Months
G

Notes

The MPS uses appropriate standards and complies with this policy.

6. Engagement with Industry

Type of Policy
Process For Supplier Management
Compliance - now
A
Compliance - 12 Months
A

Notes

he MPS will continue to manage its relationships with industry and suppliers particularly those involved as strategic partners. The ISS4PS does not state how this policy will be implemented but implies all industry relationships will be managed at national level.

7. Sharing Information

Type of Policy
Target for Bichard Implementation
Compliance - now
A
Compliance - 12 Months
AG

Notes

The MPS is developing a statement of requirement and may not be in a position to comply with this policy in line with National Programme targets. As more realism comes into national targets then the MPS will move towards being able share information at an appropriate speed.

8. Managing Information

Type of Policy
Implementing Codes of Practice
Compliance - now
NA
Compliance - 12 Months
NA

Notes

The publication of codes of practice and targets for compliance will be necessary before the MPS can determine the extent to which this policy can be met. The creation of an MPS Information Management Strategy and Information Authority makes the MPS well placed to meet this requirement when specific targets emerge.

9. Empowering Staff

Type of Policy
HR Policy
Compliance - now
G
Compliance - 12 Months
G

Notes

This is a high level “aspirational” Policy which the MPS HR Strategy complies with.

10. Common Police Service and 11. Future of Policing

Type of Policy
Standard Business Process and level of Police Services whilst Making Best use of Innovation
Compliance - now
Unable to Assess
Compliance - 12 Months
Unable to Assess

Notes

These policies are dependant on a standardisation of business process and it is unclear how they can be implemented until an NPIA emerges. Where standardisation of process (National Crime Recording Standards – NCRS) is mandated the MPS will assess the implications on a case by case basis.

It is proposed that these policies be challenged by the MPA and MPS ACPO representative as it is unclear how they can be assessed for compliance or indeed how an Information System Strategy can be used for their implementation.

12. Common Architecture

Type of Policy
IT Design
Compliance - now
G
Compliance - 12 Months
G

Notes

The MPS technical and infrastructure systems architecture are already compliant with the ISS4PS. The way new systems are developed and implemented are also compliant. The MPS was used as a case study to develop this policy.

13. Corporate Solutions

Type of Policy
Taking National Products
Compliance - now
G
Compliance - 12 Months
G

Notes

Where it is appropriate National Solutions are adopted. Where it is not the MPS complies with the criteria which allows local alternatives.

14. Service Management

Type of Policy
Adoption of Industry Standards
Compliance - now
A
Compliance - 12 Months
G

Notes

The MPS will implement the required industry standards for support of existing Systems (ITIL) as part of it re-outsourcing to a core service provider. Many of the standards already exist but all will be implemented within 12 months.

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