ONE MET
Total
Technology
2014-17
Technology
that enables
cr ime
fighting, imp
roves vic tim
c a re
a n d re d u ce s
the cost of o
perations
Metropolitan Police Service / ONE MET: Total Technology
1
Metropolitan Police Service / ONE MET: Total Technology
2
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
delivers substantial reduction in costs”
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 2013-2017
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
T O TA L WA R O N C R I M E
T O TA L V I C T I M C A R E
T O TA L P R O F E S S I O N A L I S M
T O TA L T E C H N O LO G Y
Metropolitan Police Service / ONE MET: Total Technology
3
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
Our Culture Needs to Change
Budgets are Reducing
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 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 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.
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
Our vision
Cutting Crime Increasing Confidence
Reducing Costs
M a k in g B es t Us e o f R es o urces
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
I nc reas i n g M o bil it y
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
Seeking industry standard and open source
technology, we will drive down the total cost of
ownership whilst maintaining the required levels
of functionality
Auto m atin g Tra n s a c tio n s
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
D e live r i n g as o ne
Corporate information solutions and practices
enable the delivery of services unhindered by
our organisational structure. The MPS
leverages and leads national solutions
IME/INCR
T CR
EA
CU
SE
Ex
pl
o
C
tion
rma
nfo
ng
C
as
R
a ti
er
ne
E
m
l iv
O
C
EDU
to
De
Tra
n
s a c ti o n
s
One Met
Model
O
S u p p or tin
g
Profe Evide
ssio nc
na e B
ls
a
d
ENCE
FID
ON
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
se
I
ng
iti
Supp or t i n g ev idence ba sed
polic i n g
ase Mobility
Incre
S
Changing the Culture
MPS ICT Capability
ST
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
Officers will only have to enter data once, at
the point of creation or an update, thus
reducing administration, training and
duplication
THE CULTU
RE
NGE
A
CH
Expl o i t i n g I n fo r m atio n
Au
M a k in g b e st u se of
R e so u rc e s
MPS ICT CAPABILITY
Infrastructure, Applications and Operations
Metropolitan Police Service / ONE MET: Total Technology
6
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
Public Access
Mobile Solutions
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.
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.
We w i ll :
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
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 w il l :
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
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 w i ll :
Replace ageing core policing systems that are
inflexible and expensive to operate with new
technology
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
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 w i ll :
Develop the MPS POLE (Persons, Objects,
Location and Events) database - the core
component to modern policing services
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 w il l :
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
High Security Systems
Infrastructure
The MPS undertakes various functions that require
the handling of highly sensitive information,
including a number of national responsibilities.
Our systems will need to be supported by a modern,
agile, robust and scalable infrastructure.
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 w i ll :
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
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 w il l :
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
Frameworks and Processes
Introduction
Keeping the Strategy Alive
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.
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.
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.
Th e Te ch n o l o g y I nvest m ent B o ard:
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.
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
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:
E nter pr is e Arc h itec ture
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.
Tec h n o l o gy Co un c il
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.
Po r tfo l io a n d Pro gra m m e
M a n a gem ent
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.
Bu s i n e s s En g a g em ent
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
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.
Network
Data
Comms
Centres and
Hosting
(inc
telephony)
End User
Computing
Apps
Limited Cross Tower Systems
e.g Command and Control
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
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 ben efits env is a ged fro m the
pro po s ed a ppro a c h a re a s follows:
Simplification and de-duplication in the scope
of contracts, leading to cash related releasing
cost savings
Business alignment
Cost effectiveness
Re-use of standard products
where possible
Co-operation and collaboration
Flexibility and agility
T ransparency
Future-proofing
Metropolitan Police Service / ONE MET: Total Technology
13
When we will deliver this
ICT CATEGORY
YEAR 1
Website/Social Media
Public Access
YEAR 2
On-line Services
Crime Reporting and Tracking, e-Commerce
YEARS 3 & 4
Future Public Access Services
(e.g additional forms, channels, third party collaboration)
Callback/Appointment
App Store
Mobility
Ongoing release of Mobile Apps
New Mobility Services
e-Mail / e-Statements
Vehicle Fit-Out
Crime Reporting Mobile Device Rollout
Maintain / Extend Mobile Device Usage
Case Prep & Custody Management Replacement
Intelligence Capture - iterations
Core Policing
Additional functionality / legacy
replacement
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
Information
Management
Digital Asset Mgmt Digital Assets Migration Met Tube
MPS Intranet replacement
Paper Scanning
Scheduling and Rostering
GIS
Operational Resource Planning and
Deployment Replacement
Integrated Command and Control
Command &
Control
Radio Contract Changes
Radio / Communications Control Refresh
High Security
Systems
High Security Systems Projects
Support Services
Consolidate back office systems onto
single Enterprise Resource Planning
systems
Exploit Core Policing architecture
within High Security Systems
Continued rationalisation of Support
Services Functionality
Service Integrator Transformation
Data Centre Rationalisation & Virtualisation Data Centre, Hosting and Application Migration
Infrastructure
Network Upgrades
‘Next Gen’ User Devices and Mobile Access
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
Year 1
D u r in g t h e f i r st yea r we w il l :
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
Buil din g o n th e res ul ts o f year 1
we w il l :
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
Enhance the POLE data store to support ‘big
data’ analytics and improve search and
intelligence capabilities
„„ Complete implementation of a single
upgraded Enterprise Resource Planning
system
Implement new generation command and
control systems, which will streamline and
enhance our incident response capabilities
„„ Complete transition of legacy contracts to
new contracts under the revised service
integration model
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
Bu i ldi n g f u r t her o n the
ach i e ve me nt s o f the f ir st t wo
ye ars we wi ll :
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
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
For enquiries relating to the
Total Technology programme,
please email:
[email protected].
Metropolitan Police Service / ONE MET: Total Technology
17