ONE MET. Total Technology Technology that enables crime fighting, improves victim care and reduces the cost of operations

Transcription

1 ONE MET Total Technology Technology that enables crime fighting, improves victim care and reduces the cost of operations Metropolitan Police Service / ONE MET: Total Technology 1

2 Metropolitan Police Service / ONE MET: Total Technology 2

3 What we want to achieve for the MPS Digital Policing... We will transform our ICT estate to provide an enhanced and pre-eminent technology platform that supports our goal of becoming the first truly digital police force and that Introduction Over the next 3 to 4 years the Metropolitan Police Service (MPS) will undertake an unprecedented transformation in its use of technology. Citizens will be able to interact with us in a variety of new ways using fast and flexible online services 24 hours per day. Officers will be equipped with cutting edge technology, supporting them wherever they may be to provide a faster and more effective response to crime. The MPS has a scale and complexity that rivals many multi-national organisations, and this is reflected in the scale and complexity of our technology. The Total Technology programme is all encompassing. It considers not just the provision of technology, but also how we organise ourselves to procure technology and the governance and control frameworks to ensure that the public gain maximum value for money. The public make more than five million 999 and 101 calls per year into MPS control centres and report over 700,000 crimes to police. Consumer technology has transformed the way that the public interacts. Increasingly they expect more flexible ways of interacting with us, and to be able to exploit the benefits of Internet and mobile technologies. Our officers need new technologies to support activities such as call handling, investigations, intelligence services and offender management. The Total Technology programme is a fundamental contributor to the MPS One Met Strategy delivers substantial reduction in costs Reducing crime and supporting victims are key MPS priorities, set by the Mayor through consultation with Londoners. Reductions in the MPS budget together with increased performance expectations mean that we need to do more for less. The technology estate is complex. For example, the MPS Automated Number Plate Recognition (ANPR) systems receive approximately 38 million reads a day from our own and our partners systems. Maintaining this technology estate is a resource and time consuming task and technology obsolescence is a growing problem. A large proportion of funding and effort is required to maintain the effective operation of our equipment. This diverts resources from development and implementation of high quality services based upon modern technology. Furthermore, a large number of the MPS contracts for ICT expire over the next three years including the key contract with our outsourced providers. These issues provide focus for the Total Technology programme. They also provide the platform for a radical rethink of how we undertake the provision, support and maintenance of technology in the future. Total Policing TOTAL WAR ON CRIME TOTAL VICTIM CARE TOTAL PROFESSIONALISM TOTAL TECHNOLOGY Metropolitan Police Service / ONE MET: Total Technology 3

4 Why the need for change The Challenge The MPS is going through a significant programme of change (MetChange) whilst having to meet financial savings. This includes rationalisation of the property estate to support a citizen focused approach at a reduced cost. ICT is a key enabler of this change. The MPS needs to offer online channels so that citizens have more choice and flexibility in their interactions with the police service. The last ICT audit of the MPS recorded a portfolio of approximately 750 systems; these range from simple macro-enabled spreadsheets, through to complex investigation management applications. Policing relies on these systems to be available and effective, whilst maintaining alignment with changing legal and organisational imperatives. Analysis shows that over 80% of our investment in technology supports existing legacy systems, whilst less than 20% is invested in new, modern and agile solutions. The audit noted that there were over 400 projects either in progress or waiting to be progressed. This demand reflects the desire of the various MPS business groups to make best use of ICT to meet their specific business objectives. The basic principles of policing have not altered over the years, but the expectations upon the police service have Demands Upon Policing Have Changed Changes in demographics, politics, finances and national security have changed the way in which the MPS needs to deliver services. The public are consulted in the setting of our priorities and elected commissioners ensure that we have plans to deliver against these. The Mayor s Office for Policing and Crime (MOPAC) have defined priorities as follows: 20% decrease in crime 20% increase in public confidence. 20% decrease in costs (approximately 500 million) Reducing Crime and Increasing Mobility A core goal of the MPS is to reduce crime in London. This is coupled with the challenges of a reducing property estate and the delivery of the MetChange corporate programme, which will transform the way that the Met is organised and operates. Citizens need easier access to the MPS and more choice in how they interact with us. The Local Policing Model (LPM) is a key element of One Met and seeks to maintain contact with citizens at the heart of their communities. The expansion of on-line public access channels for citizens will also help them to help us in the fight against crime. Police officers and staff will need mobile technology. This will reduce travelling time to and from police buildings and increase time available for policing. Current technology in the MPS is not well suited to this on-line, mobile-centric vision. Many of the supporting systems were designed in the 1980s and 1990s. Metropolitan Police Service / ONE MET: Total Technology 4

5 Our Culture Needs to Change Existing technology in the MPS has evolved in response to varying demands from across MPS departments. The current MPS systems do not help police and staff to undertake common functions and serve the public in a standard and efficient way. The ICT function within the MPS has delivered existing systems in the role of an ICT supplier. Given the many challenges of the MOPAC 20:20:20, the ICT function needs to engage more closely as a strategic partner, helping the MPS to make the best use of technology in a more joinedup manner across the organisation. The revolution in consumer technologies and the move towards open government are driving police services to deliver to the citizen in new and innovative ways. With the accelerating pace of change, the MPS needs to become more agile and responsive to changing needs and to position itself to enable rapid ICT delivery. These changes are important in maintaining public confidence and ensuring the continued engagement of the public in the fight against crime. Budgets are Reducing The Comprehensive Spending Review (CSR) undertaken by the Government in 2010 identified savings that government departments must achieve. The MPS must deliver overall savings of 20%, which represents circa 500 million. The share of this for the technology function is a saving of 60 million by 2015/16. The MPS has many inefficient back office and labour intensive processes. In addition to the 60m of direct technology savings, it is expected that the technology change defined in this strategy will be a significant enabling factor in realising the overall MPS savings target. Increased Expectations of Technology The last decade has seen a huge increase in the adoption of technology by both industry and the public. Consumer technology is advancing at an unprecedented rate. The public have embraced this technology and now depend upon it for a wide range of social and business interactions. Increasingly they expect that they will be able to interact with the police in the same manner, from almost anywhere in the world. Modern technology enables our staff to operate more efficiently and effectively, and is also critical to meeting the demands of a technology-enabled society. Metropolitan Police Service / ONE MET: Total Technology 5

6 Our vision Cutting Crime - Increasing Confidence Increasing Mobility The public can more easily access and use Police Services Our officers and staff can more easily and responsively investigate crime and support victims with the aid of modern technology. Improving efficiency allows more time for operational policing Exploiting Information Policing outcomes will be improved by exploiting the breadth, depth and quality of information we hold. Officers will have modern tools to help them undertake research and analysis Changing the Culture Delivering as one Corporate information solutions and practices enable the delivery of services unhindered by our organisational structure. The MPS leverages and leads national solutions Supporting evidence based policing MPS officers will be guided by intelligent, context-aware ICT systems to follow best practice. Their mobile ICT will provide them with real time insights and intelligence Reducing Costs Making Best Use of Resources Solutions with improved planning capabilities and views on our resources will help us to make decisions regarding the best use of our people, assets and information Seeking industry standard and open source technology, we will drive down the total cost of ownership whilst maintaining the required levels of functionality Automating Transactions Officers will only have to enter data once, at the point of creation or an update, thus reducing administration, training and duplication MPS ICT Capability Professionals Supporting Evidence Based Deliver as One We will upgrade and rationalise our ICT capability. This will provide a flexible platform that supports organisational needs and future aspirations at a lower operating cost CHANGE THE CULTURE Increase Mobility CUT CRIME/INCREASE CONFIDENCE One Met Model Making best use of Resources REDUCE COSTS MPS ICT CAPABILITY Infrastructure, Applications and Operations Exploiting Information Automating Transactions Metropolitan Police Service / ONE MET: Total Technology 6

7 Achieving our vision We will deliver intuitive, agile technology solutions to mobilise our officers, transform the fight against crime, enhance victim support and maintain a professional policing service for London Achieving our vision requires a technology landscape that can evolve to support the demands of a modern police service. We must ensure our technology is agile and flexible, exploiting new and exciting trends that can bring the maximum business benefit at the most affordable cost. Solutions must be designed with mobility at the forefront to provide policing services that are of optimal convenience for the citizen. A key element of our approach will be to select common software components as the building blocks for our core policing ICT applications. For instance, the MPS has traditionally had a separate application for each policing purpose, and each application has its own search engine. Instead, there should be a standard search engine used across the suite of applications. This principle will be applied across our entire ICT estate. Through this, we aim to be at the forefront of innovation, making best use of our technical resources rather than building on outdated technology. The use of standardised and joined-up technology will promote efficient policing services. We will seek to reduce re-keying and duplication of data by having common and integrated data stores. Additionally, we will enable customers and citizens to pass information to us and access relevant information through technology. We will design our systems to be as accessible as possible across the communities that we serve. We will seek collaboration opportunities that support the One Met principles where they are beneficial to all parties, and where they offer the opportunity to deliver savings and increased value for money. To simplify our approach a number of strands of activity have been identified that make up the core of policing services. These are defined over the next three pages. Metropolitan Police Service / ONE MET: Total Technology 7

8 Public Access Mobility and Internet technologies are prevalent throughout industry and are central to both our future aspirations and the expectations of the public. Public access and online citizen services will be improved to support the changes prescribed in the One Met Model, making it easier and more intuitive for the citizen to engage with the MPS in line with the Government s digital strategy. We will: Enhance our website so that it is easier to find and make use of our services, including improvements for citizens with disabilities Introduce new services to facilitate citizen contact, such as request a call back and improved social media usage Introduce new on-line services to allow citizens to interact with us over the Internet, such as: on-line crime reporting on-line crime tracking uploading crime related digital images and video firearms licensing on-line payment of fees 24/7 policing and crime news reporting Mobile Solutions Mobilising our officers will enable them to spend more time with the public and less time in the office, thus supporting the goals of the One Met Model for high quality local policing services and building confidence with those we serve. Future ICT must adhere to design methodologies and standards that enable services to be delivered to the multiple range of current and future mobile devices, thereby reducing dependency on any particular solution. We will: Provide an MPS Apps store for officers to access publicly available applications Introduce electronic statements and mobile crime reporting, enabling crime numbers to be given to victims at the scene of a crime Capture evidential photographs digitally and investigate the potential adoption of body worn video solutions Support computer aided tasking, despatch, mapping and GPS routing on mobile devices Introduce mobility into custody suites for improved and more productive offender management and care Provide access to a range of information sources and forms on mobile devices, including guidance to support victim care Metropolitan Police Service / ONE MET: Total Technology 8

9 Core Policing Core policing systems support investigation management, intelligence and offender management. These form the core of the central and local policing services required under the One Met model. We will: Replace ageing core policing systems that are inflexible and expensive to operate with new technology Introduce modern digital technology in our custody and interview suites Provide the enabler for mobile solutions supporting victim care and improved officer working practices Better exploit our core policing information for intelligence purposes Seek collaboration opportunities with the criminal justice community to provide effective offender management and criminal justice Re-use case management services from core policing for forensics and other functions Information Management Information is duplicated in a number of systems across the MPS. Accuracy and relevance varies from system to system. The MPS receives increasing volumes of big data from sources such as Closed Circuit Television (CCTV) and Automated Number Plate Recognition (ANPR) cameras. There could be significant further increases from the adoption of body worn video camera equipment. Timely, relevant and accurate information is the enabler to professional and effective decision making. We will: Develop the MPS POLE (Persons, Objects, Location and Events) database - the core component to modern policing services Introduce big data analytic tools and standardised reports, as well as self-service facilities, directly available to MPS officers and staff as needed Help MPS officers to exploit intelligence by proactively pushing information and generating alerts on mobile devices Enhance our operational resource management technology to facilitate easier planning, allocation and management of resources Command and Control Services Command and Control provides the 999 and 101 telephone services for the citizen, enabling response and effective communications to operational staff as well as partners. It is critical to underpinning the principles of the One Met strategy. We will: Implement a new Command and Control solution that will provide flexibility and will support our commitment to the public, frontline officers and operational staff Provide a centralised digital asset management platform, for storage and retrieval of still and moving images, and audio data Integrate intelligence services to provide richer and bigger data sets for exploitation via analytics solutions Metropolitan Police Service / ONE MET: Total Technology 9

10 High Security Systems The MPS undertakes various functions that require the handling of highly sensitive information, including a number of national responsibilities. Where possible we will re-use technology from the mainstream systems. This will reduce the cost of ICT operations and allow officers and staff to use systems at different security levels without expensive retraining. Support Services The MPS is streamlining and standardising its support services. We will simplify our support service systems and introduce more self-service capability, which will make them more effective tools. This will be an important contributor to our savings targets. We will: Consolidate our Finance, HR, Procurement Services and Property Management systems into a single Enterprise Resource Planning platform, which enables end-to-end transactions and self-service Provide a more standardised platform, which aligns with the MPS intent to move towards shared services Infrastructure Our systems will need to be supported by a modern, agile, robust and scalable infrastructure. The use of industry standard technology will help us to provide modern policing services to the public at reduced cost. Infrastructure and network connectivity will be optimised to take account of the rationalisation of our property estate, with the implementation of public/private wireless technology where appropriate. We will: Introduce next-generation end user devices for fast access and effective use of our systems Complete investment in network upgrades to provide a responsive, modern and cost effective network Rationalise and make best use of our data centres Virtualise our hardware to reduce space requirements, save energy and improve system manageability Make use of cloud services where appropriate, to reduce costs and provide robust scalability Schedule the replacement of obsolete technology components and ensure the technology estate is as modern, agile, robust and future-proof as possible Metropolitan Police Service / ONE MET: Total Technology 10

11 Frameworks and Processes Introduction This strategy sets out a proposed programme of work at a point in time. Public priorities and demands on the MPS are likely to change over time, and it is important that the strategy and the delivery of our technology remain aligned with policing goals. Total Technology Governance The key governance body, which will oversee the delivery of the Total Technology programme and its modifications over time is the Technology Investment Board (TIB). The TIB will provide governance to support Total Technology deliverables and manage the long term investment in MPS ICT. The Technology Investment Board: Owns the Total Technology programme, ensuring it is kept up to date and has alignment with business priorities including those arising from the MPS change programme (MetChange) Agrees and defines new ICT programme/ project mandates and provides the programme vision for planned investment aligned to Total Technology Is responsible for monitoring and confirming completion of ICT investment delivery, including any benefits realisation Ensures Management Board is appraised of progress and organisational issues with regards to ICT Decisions taken by the TIB will be subject to further MPS governance and approvals, including Management Board and ultimately the Mayor s Office for Policing and Crime (MOPAC), as appropriate, depending upon the nature and scope of those decisions. Time will be allowed for this in strategy delivery plans. Keeping the Strategy Alive This strategy will require on-going review to ensure that it remains relevant and aligned to the changing priorities of our business and the needs of its communities. The strategy planning function will monitor emerging technologies, market changes and changing business requirements and seek opportunities for innovation. It will highlight possible impacts on the strategy. Formal reviews will be scheduled periodically or when there are significant changes in circumstances. Events and issues that may dictate changes in the strategic direction include: Decisions of the TIB, including those taken for tactical rather than strategic reasons Changing information needs or changes in the user environment, such as developments emerging from the MetChange programme Changes in technology opportunities and the MPS technology architecture Changes in the demand for ICT resources or changes to the ICT organisation and supplier arrangements Changes in other MPS strategies or developments in Government policy or funding Updates to the Strategy to reflect changes in direction may include any of the following, as appropriate: Options and key recommendations Revised master plan Revised supporting (rolling) plans Revised strategy document, if there has been a significant shift in direction. Any significant shift in the strategy will require resubmission to Management Board for ratification Metropolitan Police Service / ONE MET: Total Technology 11

12 A New Way of Working The MPS ICT organisation will need to change to deliver the strategy and align with the new MPS organisation (One Met). We will need to operate, think and act differently to meet the demands of the new environment which include an increasing number of suppliers, the commoditisation of services, lower spending settlements and the ongoing need to reduce costs. We will need to strengthen our ICT capabilities in a number of areas. These include Strategy and Innovation, Enterprise Architecture, Business Engagement Management, Portfolio Management and Commercial and Supplier Management. We will need to develop closer collaboration and co-operative partnership relationships with our customers and suppliers. Delivering on the strategy requires organisational and cultural changes within MPS ICT and for our customers. Key elements include: Enterprise Architecture Enables the business and the ICT function to understand the impact of change, highlight the potential for re-use, support strategic decision making and maximise the true value of our ICT capabilities in terms of both cost and benefit. Technology Council Is the steering group for technology lifecycle management (introduction, maintenance and retirement) of commercial and open-source software. This also includes (but is not limited to) infrastructure hardware, user devices and cloud services. Portfolio and Programme Management Maintains a day to day overview of the entire Technology programme. It manages programme risks and escalates when necessary, whilst also ensuring that prioritisation remains appropriate. Business Engagement The progress of ideas from inception to service delivery will be overseen by the Business Engagement function, which will act as a prime point of contact within MPS ICT and have responsibility to ensure changes align with the strategy. Metropolitan Police Service / ONE MET: Total Technology 12

13 Service Management Working with ICT Suppliers Technology services within the MPS are principally provided through the use of external suppliers. Many MPS ICT contracts will expire in the coming years including the key contract with our outsourced providers. Our strategy for the procurement of external services reflects lessons learned from our previous procurements, experiences of other public and private bodies and procurement trends within Government. Key drivers for our future supplier contracts include the following: Improved service performance/more flexibility/greater agility Speed to market, innovation and service standardisation Clearer supplier management and opportunity for improved service performance Greater opportunity for competition in the market place Control of cost, along with the identification and realisation of savings Faster development and deployment of new technology More efficient operation adaptive to market conditions Reduced contracting time through use of streamlined procurement frameworks, such as G-Cloud and Sprint 2 Network Comms (inc telephony) Data Centres and Hosting Limited Cross Tower Systems e.g Command and Control To achieve these goals, the MPS will adopt a layered structure for the delivery of services. At the top layer, suppliers working as service integrators will have overarching responsibility for groups of ICT services, referred to as service towers. The towers may be provided by different suppliers, but all are centrally managed throughout the implementation process. This is as illustrated above: Key benefits envisaged from the proposed approach are as follows: Simplification and de-duplication in the scope of contracts, leading to cash related releasing cost savings Business alignment Cost effectiveness End User Computing Re-use of standard products where possible Apps Co-operation and collaboration Flexibility and agility Transparency Future-proofing Metropolitan Police Service / ONE MET: Total Technology 13

14 When we will deliver this ICT CATEGORY Public Access Mobility YEAR 1 Website/Social Media Callback/Appointment App Store / e-statements Crime Reporting New Mobility Services YEAR 2 YEARS 3 & 4 On-line Services Crime Reporting and Tracking, e-commerce Vehicle Fit-Out Mobile Device Rollout Future Public Access Services (e.g additional forms, channels, third party collaboration) Ongoing release of Mobile Apps Maintain / Extend Mobile Device Usage Core Policing Information Management Command & Control Case Prep & Custody Management Replacement Intelligence Capture - iterations Crime Management - iterations Custody Imaging Digital Interview Recording Forensics - Case mgmt, Dig Asset mgmt, self service, Rollout POLE* Store-Crime and Intel Ongoing POLE* Development Search / Business Intelligence / Analytics - iterative development Digital Asset Mgmt Digital Assets Migration Met Tube MPS Intranet replacement Paper Scanning Scheduling and Rostering GIS Integrated Command and Control Radio Contract Changes Additional functionality / legacy replacement Operational Resource Planning and Deployment Replacement Radio / Communications Control Refresh High Security Systems High Security Systems Projects Exploit Core Policing architecture within High Security Systems Support Services Consolidate back office systems onto single Enterprise Resource Planning systems Continued rationalisation of Support Services Functionality Infrastructure Service Integrator Transformation Data Centre Rationalisation & Virtualisation Network Upgrades Next Gen User Devices and Mobile Access Data Centre, Hosting and Application Migration ICT Organisation Transform ICT Organisation and integrate into MetHQ ICT Suppliers Restructure ICT Supply Chain and procure new services Key: ICT Programme ICT Resourcing *POLE - Person, Object, Location, Event Metropolitan Police Service / ONE MET: Total Technology 14

15 Year 1 During the first year we will: Deliver an enhanced website and commence rollout of new on-line services that offer citizens new and more flexible ways to interact with us Initiate mobility services that can record crimes and take statements in the field, enabling our officers to provide crime reference numbers directly to victims of crime at the scene Modernise the imaging technology in custody suites to enhance our intelligence capabilities Commence development of a strategic Core Policing platform Upgrade the scheduling and rostering solution to meet essential requirements of the MetChange programme Undertake work to integrate more of the MPS intelligence systems to provide a source for future analytics, including: a POLE (Person, Object, Location and Event) data store to assist in core intelligence functions a Digital Asset Management platform for storing a variety of media sources (CCTV, body worn video, and digital interviews) Commence rationalisation towards a single Enterprise Resource Planning system Initiate the programme to drive down costs in infrastructure and rationalise data centre usage Transform the ICT organisation to support the Total Technology programme delivery Year 2 Building on the results of year 1 we will: Enable digital channels for greater citizen access to policing services in line with the government digital strategy Further develop our mobility functionality, providing access to other key Met Policing systems and information sources and complete mobility rollout across the MPS Deliver next generation end user devices that allow multiple channel access for officers and support rationalisation of our property estate Introduce modern digital recording technology in our interview suites to support victims and improve investigations Deliver modern and flexible core policing solutions on the new strategic platform Metropolitan Police Service / ONE MET: Total Technology 15

16 Enhance the POLE data store to support big data analytics and improve search and intelligence capabilities Implement new generation command and control systems, which will streamline and enhance our incident response capabilities Consolidate MPS back office systems onto one core platform, which will support the intended move to Shared Services Complete the procurements to transition ICT from the expiring outsourcing contract Years 3 and 4 Building further on the achievements of the first two years we will: Provide additional citizen services in line with changing needs and demands Expand and further enhance our policing ICT services. Activities will include, but are not limited to: Deliver specialist mobile apps enabling our officers to tap into specialised information to support policing activities Release iterative enhancements of crime and intelligence functionality in line with policing needs Enhance and enrich the POLE data store, search facilities and analytics solutions to create a richer intelligence model Complete implementation of a single upgraded Enterprise Resource Planning system Complete transition of legacy contracts to new contracts under the revised service integration model Outcomes for London An improved 999 system will allow officers to respond faster and with greater situational awareness Officers will use mobile devices to capture witness statements and evidential photographs for improved criminal justice outcomes Using on-line systems, victims will be able to report non-emergency crimes, provide video and photographic evidence and track crimes Police will use social media more effectively to inform and interact with the public The Met will use advanced data analysis tools to predictive crime trends and hot-spots Body-worn video will provide reassurance of police professionalism Officers will have a greater visible presence due to improved tools for mobile working Metropolitan Police Service / ONE MET: Total Technology 16

17 For enquiries relating to the Total Technology programme, please Metropolitan Police Service / ONE MET: Total Technology 17

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