Met Integrated Policing System (MiPS) Full Business Case

This Full Business Case recommends the procurement of a Commercial Off the Shelf integrated policing solution, to be known as the Met Integrated Policing Solution (MiPS) in line with the Police and Crime Plan 2017, which states:

“We will also invest in other systems to improve the MPS’ ability to investigate crime, through MiPS (Met Integrated Policing Solution), which will bring together information from Custody, Investigation, Intelligence and Prosecution, replacing a number of ageing existing systems. This will allow access and input of information through one interface and provide remote access for officers and staff, improving the quality of investigations and providing smart ways of working, irrespective of location or device”

The purpose of the MiPS project is to deliver an integrated core policing IT solution, which will enable the transformation of operational policing services within the Metropolitan Police Service by replacing standalone legacy applications and building on the investment already made in mobile devices.

This integrated IT policing solution will deliver a single, unified, operational policing system that manages joined-up information and end-to-end police business processes in relation to all Investigation, Intelligence, Custody and Prosecution (case) management.

The Met’s ambition to secure an integrated IT platform is entirely in step with the other 42 forces in England and Wales. The Met is currently one of only three regional forces not benefiting from an integrated IT platform.

The Deputy Mayor for Policing and Crime is recommended to approve

1. Award of contract to the Preferred Bidder as soon as practicable after the mandatory standstill period.

2. Delegation of responsibility to the MPS Commercial Director for contracts with other suppliers that are within the scope of this Full Business Case including award of Data Migration Services with a total contract value of £1.5m.

3. Capital funding of £106.737m from the approved Capital Plan for this project.

4. That the Capital Plan is re-profiled according to the spend profile in Table 12.

5. Revenue funding of £6.774m p.a. and one-off revenue of £500k as part of the Digital Policing Medium Term Financial Plan.

6. That the relevant Revenue budgets are amended accordingly as detailed in Table 14.

And to note:

7. That the MPS Commercial Director shall notify all bidders of the award decision having first informed MOPAC of the identity of the Preferred Bidder.

8. That capital funding of up to £2.968m across financial years 2022/23 to 2027/28 will be required from the Capital Programme in future years as the current programme only covers up to financial year 2021/22.

9. That the total projected revenue spend from 2018/19 to 2027/28 is £60.7m, a saving of £2.3m against the total costs (£63m) provided for in the Medium Term Financial Plan.

10. That the total cashable benefits of £81m, plus the cost savings of £2.3m are £21.7m less than the total savings (£105m - £15m a year from 2021/22) currently assumed in the MTFP. However, there are quantitative non-cashable benefits that are expected to be released through productivity gains as a result of new Target Operating Models. Delivery of cashable benefits for Intelligence & Investigation and productivity gain related benefits are the accountability of the SRO for Programme 4.

11. That the SRO for Programme 4 is accountable for delivering the indirect quantitative cashable benefits that this project enables associated with the delivery of Target Operating Models, and that commitment will be built into the Medium Term Financial Plan.

12. That the SRO for Programme 9, supported by Digital Policing, is responsible for delivering the benefits associated with decommissioning legacy systems, providing there are sufficient funds in the capital plan.

13. That the cost of borrowing capital is allowed for in the Medium Term Financial Plan.

14. That further assurance processes will be arranged as required to help ensure continuous validation of the activities to deliver a successful outcome and will be reported to PIB and IAB as appropriate.

1. Introduction and background

1.1. The Metropolitan Police Service currently operates numerous information technology applications that do not optimally support front-line policing. They are expensive to maintain, inefficient to use and do not enable officers and staff to deliver high quality criminal justice outcomes to the people of London. In the foreseeable future there is a possibility of system failure resulting in data quality and availability issues, impacting upon operational delivery. These dated applications are not able to adequately support vulnerable people, protect the interests of victims or manage risk. From April 2019, the national Home Office nominal database will no longer interface to the Metropolitan Police Service’s custody application; a replacement solution must therefore be deployed by that date to avoid operational impact.

2. Issues for consideration

2.1. In order for the Metropolitan Police Service to be able to deliver effective policing services to London, with rising demand and a reduced number of officers, the only option is for the organisation to transform and improve the way that information is shared and managed, bringing our information together and avoiding rekeying – MiPS will deliver this capability. MiPS is therefore a core component of the digital transformation that will radically change the way in which all staff and officers discharge their duties.

2.2. Benefits are wide ranging and have high impact. London’s communities will enjoy improved criminal justice outcomes; the Met’s officers and staff will be accessing digital capabilities that are at the forefront of police technology.

3. Financial Comments

3.1. The total cost to implement MiPS is £109.705m in capital.

3.2. Ongoing revenue costs for MiPS will be £6.774 which is part of the Digital Policing revenue budget.

4. Legal Comments

4.1. The Mayor’s Office for Policing and Crime (MOPAC) is a contracting authority as defined in the Public Contracts Regulations 2015 (the Regulations). All awards of public contracts for goods and/or services value at £181,302 or above must be procured in accordance with the Regulations.

5. Equality Comments

5.1. An Equalities Impact Assessment (EIA) was completed as part of the production of this business case to identify potential positive and negative equality impacts towards people who fall within the protected characteristics under the Equalities Act 2010. Access considerations were documented and taken into account. The Strategic Diversity & Inclusion Unit were consulted as part of this EIA and FBC.

6. Background/supporting papers

6.1. Report