A request relating to the organisations internal plans and strategies around the following departments: Information Technology

Transcription

1 Freedom of Information Request Reference No: I note you seek access to the following information: A request relating to the organisations internal plans and strategies around the following departments: Information Technology a. IM&T, IS, ICT Strategy 2016 (Not Clinical Strategy) b. IM&T, IS, ICT Business/Departmental Plan 2017/18- Update/Version c. IM&T, IS, ICT Department Org Chart For the documents I have requested above I require the most recent 2018 version/update. If there re documents that have not yet been published, then please provide me with the relevant date of when these documents will be available. DECISION I have today decided to disclose the requested information, subject to some minor redactions. Some data has been withheld as it is exempt from disclosure and therefore this response serves as a Refusal Notice under Section 17 of the Freedom of Information Act 2000 (the Act). Section 21(1) - Information accessible to applicant by other means Section 31(1)(a)(b - Law enforcement Section 40(2)(3)(a)(i) - Personal information Section 21(1) - Information accessible to applicant by other means - Some of the information requested (the Digital Strategy) has been identified as being accessible via other means as it is already published. Where information is already in the public domain we are not required to re-publish the data; instead public authorities are required to direct you to the information, which we have done in this instance. This action is in accordance with section 21 of the Freedom of Information Act and this is why this aspect of the response serves as a section 17(1) notice. Section 31(1)(a)(b - Law enforcement - After weighing up the competing interests I have determined that the disclosure of the above information would not be in the public interest. I consider that the benefit that would result from the information being disclosed does not outweigh the considerations favouring non-disclosure. Although it is important that the MPS is open about the types of roles and teams we have employed, this can not be at the expense of our security and ability to perform our core policing functions. Furthermore, the majority of the information within these documents has been disclosed today, which demonstrates our openness whilst also

2 mitigating this underlying risk. Therefore, I believe the balance falls in favour of non disclosure of this additional information at this time. Section 40(2)(3)(a)(i) - Personal information - Information that would identify or could assist with the identification of individuals may be exempt from disclosure by virtue of Section 40(2) of the Act. However, in order for the exemption provided under Section 40(2) to be engaged disclosure of the requested information must satisfy either the first or second condition as defined by subsections 3 and 4. The relevant condition in this instance is the first condition. This applies when a principle of the Data Protection Act would be breached if the information was to be disclosed. The relevant principle here is "fair and lawful processing". In relation to names within documents, it raises some important points. For example, should releasing the names of individuals cause them harm by leaving them open to threats, this would not be considered fair. In addition, when considering individuals' reasonable expectations it suggests we consider key factors such as their level of seniority and responsibility and whether they have a public facing role where they represent the authority to the outside world. With regard to these points, and the names within these documents, I can confirm that the individuals within this directorate do not have public facing roles as such, and their interaction with the public is minimal. Furthermore, their names add little to the information within the documents, and the meaning of the documents is not changed with the names redacted. Considering these points, I believe it would be unfair to disclose the names of the individuals working within the directorate except for the Chief Information Officer, Angus McCallum, for the reasons detailed above. Therefore I have decided to redact the names of other MPS employees within the unit. Some of the information that you have requested contains the names of staff that do not work in public facing roles and as a result we believe it would be unfair to disclose these. In additional, some team names and role titles have been removed due to the fact that these alone may provide information that could be used to impact upon our digital security by disclosing information about technological priorities or initiatives. DISCLOSURE Question One - ICT Strategy I am pleased to inform you that the information requested is held by the MPS and is already in the public domain. The information can be accessed via the following:

3 I have had this confirmed that this is the most up to date version we have of our strategy. Question Two - Departmental Plan Please find attached the document entitled 'DP Objectives FOIA'. There are some redactions of names within this document. I have had this confirmed that this is the most up to date version we have of our Digital Policing Objectives. Question Three - Organisation Chart Please find attached the document entitled 'DP Org Charts - DP Board Sept 17'. Individuals' names have been redacted within this document, as have some team names. I have had this confirmed that this is the most up to date version we have of our Digital Policing Organisational Chart. I would like to take this opportunity to thank you for your interest in the Metropolitan Police Service. Information Rights Unit

4 Digital Policing Organisation Charts September 2017 V0.1 1

5 Content Office of the CIO Digital Policing Technology and Business Engagement Solution Delivery Org Chart 1 Solution Delivery Org Chart 2 Digital Policing ICF Service Delivery, Technical Digital Policing ICF Service Delivery, Assurance & Projects 2

6 Office of the CIO CIO Angus McCallum Broad Band 1 Senior Staff Officer Band B Staff Officer Band C Key Not yet confirmed in post/interim Post Filled Vacant 3

7 Technology & Business Engagement Team Director Technology & Business Engagement Darren Scates Broad Band 2 Director s Reports Vacant Interim Post filled Business Engagement Head of IT Strategy & Innovation Project Architects Head of Architecture SIAM BB3 Business Engagement ICT Strategy & Innovation ICT Strategy & Innovation EA TTMF Networks & Hosting TTMF Architect Database & Mid-ware Enterprise Architect APO/AMS (CAP) Senior Business Analyst 1 FTE - Business Engagement Planning & Performance Architect BWV Forensics Architect Mobility Architect C&C (CAP) Business Engagement Operations / Demand Band B Enterprise Architect Mobility - EUS Enterprise Architect Head of Secure Architecture Business Engagement Temp Recruitment 1 FTE Band C IT Capability & Capacity Band C Enterprise Architect Standards & Patterns Enterprise Architect Platform&Midware IM Business Engagement Temp Security Architect 1 FTE Enterprise Architect Network 1 FTE

8 Solution Delivery Org chart 1 PROTECT Director of Solution Delivery David Pitty Broad Band 2 See Solution Delivery Organisation Chart 2 Solution Delivery Portfolio & Performance Director Solution Delivery Supply Chain Performance Solution Delivery Standards, Controls & Assurance Solution Delivery Technology Integration Solution Delivery Portfolio Performance Analyst Solution Delivery Assurance Officer Key Post Filled 5

9 Solution Delivery Org Chart 2 Cluster 1 Cluster 2 Cluster 3 Delivery Director Delivery Director Delivery Director Delivery Senior Delivery Delivery Senior Delivery Temp Prom Delivery Senior 1 FTE Delivery Temp Prom Delivery Temp Prom Delivery Officer Delivery Delivery Officer 1 FTE Delivery Temp Prom Delivery Officer 1 FTE Key Post Filled Vacant Not yet confirmed in post/interim 6

10 DP ICF Service Delivery: Technical Not yet confirmed in post/interim Key Post filled Vacant Service Delivery Director Alex Blatchford Broad Band 2 Business Support Band C Director of Core Infrastructure Director of SIAM Director of Application and End User Services Head of Infrastructure s + Head of Data Centres & Hosting Head of Network Services User Support Team PS User Support Team Application Delivery Mgr Head of End User & Printing Services Services PC Application Delivery Mgr Application Delivery Mgr Technical Equipment Room Senior Core Infrastructure SEG Transformation & Ops Technical Analyst Application Delivery Application Delivery SEG Service Lead BT Lot Orphaned Lot Application Delivery Senior End User 7

11 NEW: DP ICF Service Delivery: Assurance/Projects Service Delivery Director Alex Blatchford Broad Band 2 Business Support Band C Director of Core Infrastructure Director of SIAM Director of Application and End User Services Head of Infrastructure s + Infrastructure Senior Delivery Head of Business Continuity Mgt Security Infrastructure Delivery Head of Service Assurance & Performance Head of Tactical Assurance Service Assurance Specialist Data Centre Exit Estates Service Assurance Specialist Service Assurance Specialist Post filled Vacant Key Not yet confirmed in post/interim Contractor. Externally Funded 8

12 Digital Policing Objectives for 2017/18 22 May

13 Introduction Introduction to the Digital Policing Objectives for Financial Year 2017/18 Together with the Met, Digital Policing is on a transformation journey towards the One Met Model and the 2020 Vision. In 2015/16 we implemented the Digital Policing Operating Model and laid the foundations for the future: A new Leadership Team and a permanent organisation Reconfigured Supply Chain for both Run and Change New formal Delivery Lifecycle and governance Full alignment with the One Met Model business programmes A new IT strategy We also began to deliver tangible new technologies into the hands of police officers, as well as progressing selection and development of the new policing applications: New devices and a modern office environment in New Scotland Yard New modern desktops, laptops and tablets being rolled out Initial pilot of the Body-work cameras Development of in-car terminals to replace MDTs Selection of the Core Policing system, to replace CRIS and many others. Our objectives for 2017/18 continue to build on this foundation to deliver the critical new technologies and improve the service to our customers, while at the same time maturing the new ways of working and meeting the considerable financial challenges that the whole Met is under. The Objectives will be cascaded through into individual objectives of all Digital Policing colleagues, so that everyone can be clear how their work contributes to the overall Digital Policing achievement. 2

14 DP Objectives for 2017/18 Digital Policing Vision To develop, deliver and operate a definitive portfolio of IT Services that support the MPS to make London the safest global city. Our 2017/18 Objectives Provide a Great Customer Experience Every Day Deliver Our OMM and Other Project Commitments to Enable MPS Objectives Run, Protect and Improve the Platforms for Digitised Policing We will ensure that the customer is central to all spheres of DP activity and that the customer interactions and our technology products and services are designed to provide a good experience. Our goal is to deliver all our committed projects and programmes to a high standard, i.e. to time, budget and quality. This year the project portfolio contains a number of important business deliveries (e.g. Mobility, BWV, Wi-Fi) and critical technical changes. The day to day service delivery is ultimately our top priority. We will focus on service levels and embedding continuous service improvement, while also ensuring the infrastructure is kept up to date. Adopt a Strategy-led Approach to Supporting the Goals of the Business Mature the Digital Policing Operating Model, Improving Efficiency and Value for Money Meet Our Financial Commitments for the London Taxpayer Safe, Skilled and Motivated People Having published the DP Strategy in 2016/17, we will now develop more detailed strategies, and standards to guide development, and roadmaps and plans to ensure strategically aligned future solutions. Having implemented the major organisational elements of the DP TOM, we will now ensure that these elements work well together and achieve the expected efficiencies. Together with the rest of the MPS, DP is facing considerable financial constraints and is expected to make savings in order to meet the 17/18 financial target.. The DP People Strategy is designed to ensure our people develop and maintain their skills and align to the MPS values. We will also refresh the safety culture and awareness across DP through new processes and training. 3

15 Sub-Objectives DP Objective The DP Objectives will be delivered through 28 Sub-Objectives Sub-Objective Lead Area Milestones Q1 Q2 Q3 Q4 Provide a Great Customer Experience every day Adopt a Strategy-Led Approach to Supporting the Goals of the Business Mature the Digital Policing Operating Model, Improving Efficiency and Value for Money Meet Our Financial Commitments for the London Taxpayer Deliver Our OMM and Other Project Commitments to Enable MPS Objectives Run, Protect and Improve the Platforms for Digitised Policing Safe, Skilled and Motivated People 1 Know our Customer BE/Technology P P 2 Improve our Customer's Experience Service Delivery P P P 3 Develop Roadmaps and Plans to Implement DP Strategy BE/Technology P P 4 Exploit Innovation Opportunities BE/Technology P 5 Ensure DP Works Internally and with other MPS Functions BE/Technology P 6 Evolve and Mature the Service Delivery Model Service Delivery P P P 7 Improve Quality of Service Delivery Service Delivery P P P 8 Complete Implementation of the Solution Delivery Model Solution Delivery P P 9 Improve Quality of Project Management Solution Delivery P P P 10 Deliver Agreed 17/18 Revenue Budget Commitment Service Delivery P P P P 11 Actively Manage Service Contracts Service Delivery P P 12 Mature Financial Management and Monitor Value for Money BE/Technology P P P 13 Effectively Plan for 18/19 BE/Technology P P 14 Roll Out Mobility Tablets and Laptops Solution Delivery P P 15 Roll Out Body Worn Video Solution Delivery P P 16 Begin Rollout of IVMA Solution Delivery P 17 Deliver ICCS Refresh Solution Delivery P 18 Award MIPS Contract Solution Delivery P 19 Deliver Forensics - Labnet Solution Delivery P 20 Begin Rollout of Corporate Wi-Fi Solution Delivery P 21 Complete DC Exit / Hosting Migration Service Delivery P 22 Meet all Project Delivery Commitments Solution Delivery P P P P 23 Run and Protect Services, to Meet Commitments & Expectations Service Delivery P P P P 24 Maintain Adequate Audit Status Service Delivery P 25 Ensure Ongoing Continuous Improvement Service Delivery P 26 Promote Culture of Safety Across the Organisation Service Delivery P P P P 27 Implement People Strategy and the New Working Environment BE/Technology P P 28 Improve Employee Satisfaction BE/Technology P 4

16 Appendix 2016/17 Objectives 5

17 Status of the 2016/17 Objectives DP Objectives for FY 16/17 Subsidiary Objectives for FY 16/17 Status of Objectives March 2017 Fully integrate DP into the One Met Model business change programmes in order to re-position DP as a business partner 1. Improve Business and IT alignment 2. Embed account management across DP for all customers BE/Tech BE /Tech 1 In place 2 In place 5. Deliver agreed revenue budget including identified savings 7. Reduce reliance on contractors 8. Rationalise the portfolio of applications Ser. Del BE/Tech Ser. Del 5. Major review conducted, parameters revised 7. Reduced; further reduction planned 8. Study completed. Next step OBC. Reduce our cost base by 10% through targeting unnecessary waste to release capacity and improve value for money 3. Implement the new Solution Delivery Model 4. Complete transition to new Service Delivery model 21. Complete transformation projects Sol. Del Ser. Del Ser. Del 3. Completed. 4. Completed 21. Hosting migration held up. New plan now under way. 6. Ensure effective governance and controls are in place BE/Tech 6. Completed 9. Apply innovation in technology design BE /Tech 9. Innovation forum initiated 22. Increase alignment to IT strategy and design standards BE /Tech 22. Strategy published; standards in progress. Deliver our commitments within the OMM Portfolio for FY 16/17 to enable progression towards the One Met Model 10. Deliver NSY Exit 11. Deliver an approved FBC for the ESN 12. Complete roll out of Body Worn Video 13. Deliver Public Services Network Project 14. Commence roll out of Mobile Devices / Tablets 15. Award MIPS contract Ser. Del Sol. Del Sol. Del Sol. Del Sol. Del Sol. Del 10. Completed on schedule. 11. In progress. ESN delayed by Home Office. 12. Started; further rollout in 17/ Depends on other changes. CJX extended to mitigate. 14. Started; further rollout in 17/ Procurement process In progress Maintain current service during transition to enable enhancements in FY 17/ Manage suppliers effectively to deliver agreed service v SLAs 18. Maintain current service during transformation Ser. Del Ser. Del 16. In progress. Performance needs improving. 18. Being achieved. Develop and enable our people to deliver the DP service in line with our values and behaviours 19. Use the PDR process to manage our staff effectively 20. Further professionalise our staff 23. Improve employee satisfaction Ser. Del Sol. Del BE /Tech 19. Achieved. 20. Plan being implemented 23. Achieved. 17. Improve customer satisfaction BE /Tech 17. tba Achieved in 16/17. In progress, continues to 17/18, no issues Issues encountered, revisited for 17/18 6