The Scottish Government

Project Name:

Common Performance Management Platform for the Police Service in Scotland

Current Stage

SRO: Chief Constable Patrick Shearer, Dumfries and Galloway Police, 01387 242201

Vision

PM: Chief Inspector Donald Logie, Lothian and Borders Police 07736937513

Project Commissioning

Project Initiation

DA Lead

Assets

Design

KM Lead

Construct

Implement

SE Lead Officer

Estimated Project Cost £9.6m

Operate

Estimated Start / End3/04/2006- 31/09/2010

What is the background to the project and the context in which it was established, what were the issues/drivers/opportunities which led to its inception- why?Background and context:

In the Police Service in Scotland, apart from national systems such as the Scottish Intelligence Database and the Scottish Criminal History System, Forces are supported by a wide selection of legacy systems which do not readily exchange information with each other. However, good performance management processes require accurate and up to date information if they are to run effectively and provide the information required. With recent changes in legislation and processes the need to provide more sensitive business processes in relation to performance management has become a priority. The police service in Scotland has always recognised the need to be effective and efficient.

Any attempt to achieve this through normal funding streams would inevitably mean a fragmented and drawn out implementation with a lack of standardisation. The Efficient Government Fund has provided an opportunity for the Police Service in Scotland to contribute towards the government's Efficient Government Agenda.

This will in turn provide a high level of efficiency savings. The system has been seen functioning in New York Police Department, USA, and Lower Saxony, Germany. With assistance from the Efficient Government Fund each Force and the SCDEA will be provided with a system, utilising existing proven technology, to operate their own Performance Management Framework, streamline national reporting and provide enhanced levels of consistency, transparency and accountability in the operation of their service.

The final element of this project will see engagement with criminal justice and community planning partners to look at performance across joint areas of responsibility

What are the aims/objectives/benefits & deliverables that the project is seeking to achieve, what improvements will there be as a result of this project - what?Objectives & Benefits -

To deliver an effective and efficient common performance management software platform °

To work towards joined up performance management between police, government, criminal justice and community planning partners °

To improve police national force and local performance management businesses processes °

To achieve increased effectiveness and efficiency by implementing effective performance management information and knowledge sharing °

The project is seeking to achieve the following savings

Approx £5,530,634 in actual efficiency savings per annum plus a significant reduction in process time savings.

Improvements / Benefits as a result of this project will be:

Greater efficiency and effectiveness; releasing police officers to front-line policing; reducing 80% of time spent by analysts/researchers obtaining data; allowing a cross system search of data held in the warehouse, including nominals.

Which organisations are involved in delivering the project, what are their roles and responsibilities, who is accountable? Who are the key stakeholders to whom the project is relevant?- who?Stakeholders and governance-

Governance: The Project Executive is Mr Patrick Shearer, Chief Constable of Dumfries and Galloway Constabulary. The project board is made up of senior police officers, legal, financial and technical experts and two Scottish Government representatives (David Signorini and Alastair Crerar). The Board is empowered to make decisions on behalf of ACPOS and its constituent forces. The Board meets every two calendar month during the implementation stages. The Board reports directly to the ACPOS Business Change Programme Board and also updates the ACPOS Performance Management Business Area and the Scottish Government-chaired Senior Strategic Steering Group. The Project is managed using PRINCE2.

Stakeholders: All eight Scottish Police forces, SPSA, Scottish Government, Local Authorities, Ambulance, Fire and Rescue Service and the Her Majesty's Inspectorate of Constabulary.

What specific progress has been achieved to date ? -Milestones met/achievements?Progress and Issues-

Have any issues arisen causing delays in the work plan? Is project delivery still on schedule?

Milestones:

Contract was signed with the supplier on November 27 2007 °

Phase 1 - Establish Infrastructure - to 19 June 2008 °

Phase 2 - Platform Solution Analysis - to 14 July 2008 °

Phase 3 - Deployment °

To complete iteration 1 °

To complete iteration 2 °

To complete iteration 3 °

To complete iteration 4 °

To complete iteration 5 °

To complete iteration 6 °

To complete iteration 7 °

To complete iteration 8 °

To complete iteration 9 and the Project (26 January 2010) °

Much work has been undertaken to fully scope the Project and gain the full support of all the Scottish Forces and SCDEA. Work commenced on the delivery of the Project in January 2008. This is substantially later than originally intended and this is due to the changing IT landscape, and to undertaking processes of due diligence.

A full Implementation plan is available if required.

What is the overall budget for the project and how is this to be released? What is the spend to date, is this as forecast?- how much?Budget-

The overall budget quoted in the original business case is £9.6m of which £5.37m is EGF funding.

The £5.37m is for capital costs alone and the supplier has contracted to deliver the solution within that budget.

The remainder of the cost (£4.23m) is being borne by ACPOS and SPSA to install, develop and maintain the solution.

The project has been slightly delayed due to a changing landscape which included the creation of both ACPOS Business Change Programme and the SPSA, however all of the hardware and software has now been purchased and the drawdown of the EGF award is now complete. Significant and sufficient legal constraints have been put in place contractually to ensure the supplier delivers a successful solution.

What are the main risks in terms of project management, stakeholder engagement and communications, delivery approach and benefits realisation? What can be done to mitigate against these risks?- what if?Risks-

Risks

Impact/Probability

Actions

Insufficient skilled business and ICT resources are available to the Project.

H/H

Negotiation between Project Executive and CC and SPSA. Communication with FLR's. Presentations to Force Executives. Involvement of Chair of UAG.
Revised Business Case with a realistic contingency element to be submitted to Project Board.

Project budget is exceeded

H/M

Gary Craig full member of Project Board continues to monitor project costs and achieve necessary increases in budget expenditure along Project Board and Programme Board guidance.
Revised Business Case with a realistic contingency element to be submitted to Project Board.

The extent of data requiring to be pushed exceeds resources available to the Project.

H/M

Effectively test the approach for each system and business area as we come across it.

Inability of Forces to agree on the types of information to be shared

M/M

Pursue a formal MOU between Forces.

There will be significant changes to the original specification as identified in ITQ.

M/M

Contract contains a robust change management process which has to be adhered to by both client and supplier. Requires significant sign off from client side and may have significant cost implications. Proactive monitoring of change requests against ITQ by Contract Manager.