Strategic approach to MetHR and data quality

Report: 8
Date: 19 May 2005
By: Commissioner

Summary

This report outlines the way MetHR data is used within the Metropolitan Police Service and further uses to which it is intended that it be put in the future. It describes concerns about the quality of MetHR data together with work that has recently been undertaken, or is currently in hand, to address these concerns. Looking to the future, the report also indicates how development of MetHR will be aligned with the Service Review and any future Human Resource Service Centre.

A. Recommendation

That members note the report.

B. Supporting information

MetHR data

1. MetHR data is used at corporate and business group level to support strategic decision making, performance management and the evaluation of relevant policy impacts. MetHR provides key reporting data for all statutory and corporate HR reports and returns. It is also used in local decision making and performance management, although in a devolved business environment it is not easy to state categorically the extent to which each Operational Command Unit (OCU) takes advantage of what MetHR offers.

2. As a result of the MetHR enhancement project, details of which have previously been reported to this Committee, some additional data will be available on MetHR, such as photographic images, information linking individuals to job roles, their manager/direct reports, eligibility for reform payments and competency framework roles. Together with additional functionality in respect of workforce planning, this information will further support management decisions and planning.

Key business drivers

3. In the future, the MPS intends to link MetHR with MetTime and the outsourced payroll. This will involve MetHR supplying information about MPS personnel in support of payroll and deployment processes, and the quality of that data will therefore be crucial in ensuring personnel are deployed and paid correctly.

4. Operational implementation of MetTime will commence from January 2006, with completion expected in December 2006. Data quality will be required to conform to agreed standards with designated OCUs according to this time schedule.

5. Work to link MetHR and MetTime is underway and will be complete by July 2005. Work to link MetHR and payroll is currently at an early stage of scoping and planning, and firm timescales have not yet been agreed. However, it is anticipated that an integrated payroll will be operated by April 2007.

Data quality concerns

6. The real quality of the data on MetHR is not quantifiable in absolute terms, although it is recognised that it is perceived as poor throughout the MPS. This issue is not confined to the MetHR system, or indeed to the MPS as an organisation. Members may be aware, for example, of the review of data management being carried out by Deputy Assistant Commissioner Richard Bryan (Chief of Staff) to enable compliance with the National Crime Reporting Standards (NCRS). Resolution of the wider data management issue within the MPS will require sponsorship from a senior level, education of our staff, clarification and reinforcement of management responsibilities, clearer accountability for non-compliance and an ongoing review of resources/priorities. All issues are being addressed.

A strategic approach to improving data quality

7. The MetHR team has now developed a co-ordinated approach to the development of accurate, up to date HR data across the organisation.

Strategic framework

• MetHR Data Compliance Strategy: This was published in August 2004 with the aim of both improving data quality and unequivocally stating where the responsibilities for the system and data maintenance exist within the MPS. Further information about this strategy can be found at Appendix 1.

Technical support/developments

• Missing training data has been migrated from the Personnel Management System onto MetHR.
• A dedicated data quality expert is employed within the MetHR Support Desk to deal with problems raised by users and to centrally run a variety of reports at regular intervals identifying potential data discrepancies. These discrepancy reports are distributed to Human Resource Units for MetHR records to be updated locally as required. The intention is to develop a set of data validation reports to be executed locally within OCU/BOCUs. The data quality expert will oversee this process to measure the extent of data validation activity across the MPS.

Resource/funding support

• During the latter part of 2004/05, HR Directorate made available funding for overtime or temporary resourcing within the above business groups for data cleansing activity. This work included the clearing of backlogs of any data to be keyed, updating of training/competency records and full data validation exercises.

Clarifying responsibility and monitoring

8. The Directorate is working specifically with Senior HR Managers to address data quality and data management issues within their business groups. This includes using these individuals as a conduit within their business groups for communication, clarifying responsibilities, ensuring the local checking of records, correctly positioning MetHR within their business area, addressing resourcing issues and competing priorities as well as championing the issues, requirements and benefits of data accuracy. MetHR has provided a prioritised schedule of data cleansing requirements to these business groups, to enable them to plan resourcing levels going forward to ensure necessary work can be completed to the required minimum standard.

9. Developing new data audit reports for local users in order that they can identify their own data quality issues. This will provide local HR Managers with additional tools to monitor the accuracy of their own data and identify areas requiring remedial attention. These reports will prioritise in the first instance requirements associated with MetTime, and will be delivered by mid May 2005. Consideration is currently being given to how these reports can best be presented to the business to support their effective use.

10. Re-launching and re-positioning MetHR with B/OCU Commanders and HR managers in order that individuals understand the importance of data accuracy and the links to other systems and where roles responsibilities and expectations are clarified. This is considered particularly important in order that senior management buy-in achieved throughout the MPS and data accuracy is recognised as a priority. This is expected to be a high profile briefing event as part of the Commissioner’s briefing to be held during May 2005.

Review of work organisation and resources

11. An independent consulting review has been commissioned to:

• Consider, assess and comment upon the HR staffing requirements necessary to support MetHR data management and maintenance needs, and to make recommendations relating to level, type and organisation of staffing resources as necessary.
• Consider and make recommendations regarding optimum organisation of work and working processes, within local operating units, based upon current staffing levels, and determine key standards and outcomes based upon any such re-organisation of work.
• Diagnose reasons for HR units failing to meet data management and maintenance requirements and to apprise risks, costs and benefits of any solutions.

12. This work, which will be completed by mid-May, is expected not only to inform the MPS of the immediate issues and possible solutions but how they can be managed and achieved in the long-term.

Corporate co-ordination of data quality work

13. In recognition of the pan-organisational nature of the data quality issue, the Directorate of Information (DoI) has established a data quality team to increase organisational awareness of the issue, provide specialist skills and a governance framework to help the MPS improve data quality, and to undertake specific data quality projects aimed at targeted systems. It is anticipated that by co-ordinating the MPS’ work at this level learning about common issues can be shared, whilst issues that are specific to particular types of MetHR data and the business processes from which they flow, clearly need to be managed within the HR function.

14. MetHR is working with the DoI Data Quality Team to analyse and profile the quality of MetHR data and identify specific areas for improvement. Their current focus is on the analysis of MetTime requirements. MetTime has identified 25 data items that are ‘business critical’ for the implementation, and current work supports the planning of targeted improvements on these fields. These improvements are being made either through bulk updates or through manual updates assisted by detailed information on where the shortfalls lie. The MetHR support desk, is liaising with local HR units and system maintenance suppliers to deliver these improvements as a matter of priority. Appendix 2 describes the validation status of each of the 25 ‘business critical’ items as at 20 April 2005. It is hoped that this will reassure Members that the quality of MetHR data is much higher than it is sometimes perceived or reported to be. Specific compliance issues are flagged at Appendix 2 and are being addressed.

15. The DoI Data Quality Team will remain engaged with the MetHR support desk to assist in identifying and analysing problem areas. Whilst the initial priority will be MetTime’s requirements, the work will extend to other areas of the system and the detailed analyses produced will be used to support the MetHR team’s other data improvement activities. The DoI team will remain focused on MetHR until the end of July. Its final deliverable, at the end of August, will be a sustainability report, which will identify measures that should be taken to sustain MetHR data quality improvement in the long term.

Preparing for future developments

16. The effectiveness and organisation of HR service delivery across the MPS will be considered as part of the Service Review.

17. In scoping the potential for, and appropriateness of, alternative service delivery models, the Directorate is working in partnership with Territorial Policing in reviewing the current organisation of HR services across four borough operational command units in the north west of the metropolis. The review will consider all HR activities, including the provision of expert advice and support through to the management and execution of transactional activities including maintenance of accurate and up to date HR data.

18. A proposal to cluster or streamline transactional processes into a shared service centre may emerge from this project. Phased implementation of any such proposal may commence towards the end of this year.

C. Race and equality impact

There are no race and equality implications arising directly from these matters. However, MetHR data is used extensively to monitor the MPS’ effectiveness in issues relating to equality, diversity and the MPS workforce. Inaccurate or incomplete data may therefore negatively impact the effectiveness of such monitoring, and work in hand to improve MetHR data quality will in turn improve the accuracy and effectiveness of this monitoring.

D. Financial implications

The HR costs associated with the matters described in this report are covered within existing budgets. The manual checking, validating and updating of records will give local HR units a significant opportunity cost, although annual checking of records is already part of the current duties.

E. Background papers

None

F. Contact details

Report author: Claire Appleby, Director of HR Services and Avril Cooper, T/Head of MetHR.

For more information contact:

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

Appendix 1

MetHR compliance strategy

This was modelled on the Association Chief Police Officers Police National Computer strategy, as similarities between the governance of the two systems could be drawn. In the case of PNC, governance rests with ACPO whilst the responsibility for updating and maintaining data quality of the system rests with individual forces. Within the MetHR compliance strategy the governance of the system was defined as follows:

The Director of Human Resources has governance for the MetHR system and the associated business processes that support the system; the Director of HR has governance for the data in its collective form, Operational Command Unit Commanders or Heads of Business Unit have governance for the individual records under their control.

The MetHR compliance strategy was endorsed by Sir Ian Blair in an accompanying letter sent to OCU Commanders and heads of business units in which he stated ‘that the success of the system and it’s ability to drive other Information Technology systems is being severely restricted by the accuracy and non-inputting of the required data. This situation is unacceptable and cannot continue.’ Sir Ian went on to say that ‘as an OCU Commander or head of business unit it is your responsibility that:

• ‘The accuracy of the data on the system is improved and maintained;
• ‘All data is updated in a timely fashion;
• ‘HR data is not kept in separate systems or spreadsheets.’

Despite this, it appears that data accuracy and maintenance remains a concern within the MPS.

To ensure compliance with the strategy a section on accountability and audit was included. This gives specific responsibilities to:

• HR Evaluation Unit, who as part of their core inspection monitor working practices, data quality protocols and compliance with MetHR business processes. Specific attention is given to system security, data accuracy, performance indicators and the remedial action taken to rectify identified anomalies. However, the HR Evaluation Unit have a rolling twelve-month programme of visits and it therefore takes a full year to inspect every unit. Furthermore, MetHR compliance is not their sole remit but is part of wider, but themed, review of local HR practice.
• Internal Audit, who should provide periodic risk based reviews of the systems in place locally and centrally and report to management on the adequacy and effectiveness of internal controls.
• Quality Assurance Office, who should monitor compliance and review any actions resulting from any areas of non-compliance.

The strategy clearly gives responsibility for the data quality and maintenance of individual records to local management and details the specific responsibilities of OCU Commanders or Heads of Business Units, HR Managers, MetHR users and individuals in relation to maintaining the system and the data in an accurate and timely fashion. These responsibilities are detailed in Annex A. Furthermore it provides the minimum level of performance indicators that are expected from local units.

Annex A

MetHR personal responsibilities

Borough Commanders/Heads of Business Unit

• To take ownership for MetHR at Borough/Unit level, ensuring resources and protocols are in place for the timely and accurate maintenance of an individuals MetHR record.
• To recognise, communicate and promote the potential and benefits of MetHR. To fully utilise all aspects of the system to inform management, operational and strategic decisions/deployments.
• To recognise the significance of MetHR’s management information potential and make best use of this powerful resource tool at both a corporate, strategic and local level.
• To ensure that a MetHR impact analysis is undertaken and factored into any business change imperative when Borough/Unit organisational changes are considered.

HR Managers

Take responsibility for MetHR by ensuring processes, procedures and resources are in place for the timely and accurate maintenance of MetHR data.

• Maintain a working knowledge of the functionality that MetHR offers to assist in determining how best to use MetHR and it’s reporting tool to improve the effective use of Borough resources, inform the decision making process. To also adequately monitor the system to ensure the HR Unit is properly maintaining and utilising the system.
• Recognise the importance of maintaining the Borough/Units data integrity, as it is increasing more visible at a corporate and strategic level.
• All HR Managers must attend, at least, a one-day MetHR familiarisation-training course.
• Set up systems within the HR Unit to monitor compliance with MetHR business processes and data entry requirements.
• Ensure a procedure is in place to manage the circulation of full record prints for checking at least annually, as part of the Personal Development Review process, by each employee on the Borough/Unit and ensure any changes and/or amendments are action on MetHR.
• Ensure all HR Unit staff are adequately trained on MetHR. Assess individual training needs and arrange remedial training, if required. No employee will be provided with a MetHR password or responsibility without first attending a training course. The use of ‘ghost users’ i.e. employees who use a colleagues password contravenes the Computer Misuse Act and as such must be dealt with under the Police Staff Misconduct Procedure.
• Establish processes within HR Unit to ensure regular data quality and integrity checks are undertaken, ensuring local quality exception/validation reports are run and any resulting anomalies corrected at the earliest opportunity.
• Ensure effective performance monitoring is in place for individual HR Unit staff and the HR unit as a whole
• Follow corporate policies, where in place
• Ensure effective processes are in place to amended MetHR in a timely and accurate manner, when an individual employees has notified the HR Unit of errors or changes to their MetHR record.
• Ensure a system is in place to make certain HR Unit staff regularly monitor the MetHR intranet site for updates and changes to the system.
• Ensure that a procedure is in place for a MetHR impact analysis to be undertaken and factored into any business change imperative prior to any Borough/Unit organisational changes being considered.
• Ensure that procedures are in place to ensure that sufficient notice is given to the MetHR Support Desk to effect organisation and position code changes.
• Adhere to MetHR General User Security Operating Procedures governing the security and use of MetHR. Ensure that procedures are in place within HR Units to safeguard the security and integrity of MetHR.
• Ensure that HR Unit staff are aware of all legislative requirements such as the Data Protection Act, Freedom of Information Act, Human Rights and Computer Misuse Act. Actively support and participate in the Corporate User Group.
• Ensure all OCU staff, especially within HR Unit, are aware of their responsibilities and the need to seek HR approval before keeping and disclosing any personnel records, which are not mentioned in the Personnel Manual/Contract.
• Maintain a locally held list of authorised Users within the Borough/Unit.

MetHR Users

• Take responsibility for changing inaccuracies and amendments on MetHR in a timely way.
• Adhere to MetHR General User Security Operating Procedures governing the security and use of MetHR.
• Consult and follow MetHR business processes. If in doubt, check the relevant work instruction relating to the process being carried out and then if this still does not resolve the issue log a call with the MetHR Support Desk via Atos Origin (formally SEMA) but business processes must be checked first.
• Provide Senior Management Team with HR Management Information on a regular and ad hoc basis, as required.
• All MetHR Users must be appropriately trained on MetHR before using the system. No employee will be provided with a MetHR password or responsibility without first attending a training course. The use of ‘ghost users’ i.e. employees who use a colleagues password contravenes the Computer Misuse Act and as such is a disciplinary offence. Remedial training is available, as required.
• All MetHR Users must be aware and understand the importance of maintaining data integrity and take responsibility for undertaking appropriate data quality checks.
• Ensure that any issues or faults with MetHR are raised with the MetHR Support Desk, through Atos Origin, in a timely way.
• All MetHR Users should be aware of the MetSec guidelines, the Computer Misuse Act and Data Protection as it applies to their role within the HR Unit and the use of MetHR.
• Ensure you are aware of your responsibilities and the need to seek HR approval before keeping and disclosing any personnel records, which are not mentioned in the Personnel Manual/Contract.
• Ensure full record prints are checked annually by each employee on the Borough/Unit and ensure any changes and/or amendments are action on MetHR.
• Regularly visit MetHR Intranet site to keep informed of MetHR news, changes and developments. Actively support and participate in MetHR Focus Groups.

Individuals

• Assist HR Unit and Corporate Data Units to maintain a high quality of HR information by ensuring that your MetHR employee record is complete and accurate.
• Ensure any changes or amendments to your MetHR record is notified to your HR Unit as soon as practicable. Especially in relation to training, competencies and skills updates.
• Ensure that you review your full record print on an annual basis, as part of your PDR process.
• Take responsibility for ensuring that your MetHR record remains accurate and complete.

Appendix 2

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