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H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
H Capital Strategy, Asset management Plan and Prudential ...
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H Capital Strategy, Asset management Plan and Prudential ...

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  • 1. Nottinghamshire Police Authority report agenda item H Meeting Police Authority On 25 February 2009 JOINT REPORT OF THE CHIEF CONSTABLE AND THE TREASURER Author of the Report: Ann Williams – Director of Finance and Corporate Services – 0115 9672030 CAPITAL STRATEGY, ASSET MANAGEMENT PLAN AND PRUDENTIAL CODE INDICATORS 1. EXECUTIVE SUMMARY 1.1 This report DOES require the decision of Members. 1.2 The capital strategy and asset management plan forms an important part of the forward planning process. The capital strategy covers the Estate, information systems and major equipment. 1.3 Detailed business cases are drawn up for spending on each type of asset which are prioritised and scored alongside all other revenue spending proposals to assess their contribution to delivering Policing for You. In order to compare diverse properties the Estate management proposals are also ranked against each other taking into account a number of building specific factors such as energy efficiency. 1.4 The capital financing strategy shown in this report sets out the borrowing requirements resulting from the proposed programme and the CIPFA Prudential Code demonstrates that the revenue financing implications arising from the programme are prudent, affordable and sustainable. 1.5 The supporting asset management plans and strategies set out detailed objectives, priorities, performance standards and benchmarks for each type of asset. These are monitored through the Estates Management Board, the IT Family Board and individual IT project boards on which Members of the Authority sit. The Authority’s vehicles are provided through its PFI 1
  • 2. scheme and subject to separate but comparable scrutiny and monitoring arrangements. 1.6 The capital strategy is updated annually which provides flexibility to adapt to changing priorities and demands both from the Government and to support Policing For You. 2. EXAMINATION OF ALTERNATIVE OPTIONS 2.1 Not applicable 3. RECOMMENDATIONS a) that the four year capital programme set out in Appendix C be approved b) that the statement of Prudential Code indicators set out in Appendix D be approved 4. BACKGROUND 4.1 The capital strategy ensures that investment in infrastructure and equipment supports the priorities of the Policing Plan 2008-13 and delivery of Policing for You. Investment in new assets and systems is expensive both in capital value terms and annual revenue running costs and decisions on acquisition, replacement and improvement must compete with other demands for spending. 4.2 The capital strategy sets out the investment plans over a four year period because of the lead in time to procure and deliver new Estate and information technology requirements. The lead in times can become very protracted where this involves acquisition of a site for a new building. However, because of developing policing priorities and requirements both nationally as well as locally it is reviewed and updated annually. 4.3 The capital strategy proposals set out in this report result in additional investment of nearly £52.0 million by the end of 2012-13. This takes account of residual investment in schemes that have been delivered or are already in progress. 4.4 All major projects included in the capital programme have been subject to a rigorous assessment of the benefits they will deliver and how these contribute to supporting the Policing Plan 2008-13 priorities and delivery of Policing for You and increased public confidence as part of the Force’s strategic business planning processes which prioritise capital and revenue spending proposals side by side. 2
  • 3. 4.5 Planning, delivery and monitoring of the overall capital programme takes place in Strategic Budget group with more detailed management and monitoring arrangements for each type of asset through the Estate Management Board, the various IT Boards and the Officer Safety Group. The minutes of these meetings are considered at the Resources Panel and quarterly monitoring of expenditure takes place at the Performance Committee. 4.6 Following changes to the policy for minimum revenue provision reported to the Police Authority in June 2008, the arrangements for monitoring and reporting capital expenditure both internally and to the Police Authority have been strengthened during the course of 2008-09 to continually assess the impact of slippage on financing costs and the Medium Term Financial Plan. 5. ESTATE MANAGEMENT STRATEGY AND ASSET PLAN 5.1 The Estate Management proposals have been informed by the Strategic Property Review which takes place every three years and was last carried out in October 2007. All of the buildings owned or occupied by the Force were inspected and their suitability for todays policing requirements and delivery of Policing for You assessed. In particular the review highlighted the emerging importance of maximising opportunities for co-locating front line services in premises with partner agencies. 5.2 The review consists of a commentary on the Force’s accommodation requirements and how the current portfolio meets this. It contains a report on each individual building which is allocated a priority score (for replacement, improvement or extension) to assist with the development of the future Capital programme. 5.3 Between Strategic Property Reviews new requirements inevitably emerge and these are considered and prioritised initially by the Estates Management Board and then through the business investment process. 5.4 The Property Strategy 2007-10 sets out the basis for management of the Estate over the next three years. An interim review was carried out last year to align it with Policing for You. 5.5New schemes prioritised through the business investment process included in the capital programme for the first time for which expenditure is proposed in 2009-10 are as follows: Total Cost 2009-10 £m £m Central Police Station 4.0 1.0 Refurbishment of Front Counters 2.0 0.5 Northern Property Store 0.8 0.4 Upgrade to uninterrupted power supplies, generator and sub-station 0.5 0.5 3
  • 4. 5.6 Central Police Station was identified as the number one priority in the 2007 Strategic Property Review and provision for a major refurbishment and expansion, if this proves feasible, has been made pending ongoing discussions with partner agencies that also occupy the site. 5.7 The projects to upgrade front counters and create a Northern Property Store have been prioritized separately through the Policing for You investment process under flexibility and responsiveness. The front counter project will improve the environment and service for members of the public who attend police premises and improve signage both to the buildings and in the surrounding areas. The creation of the Northern Property Store will result in more efficient handling of lost and seized property and generate major productivity savings. Both schemes will make a contribution to increasing public confidence. 5.8 The projects to upgrade uninterruptible power supplies and generators result from a review of business continuity arrangements for critical operational systems. 5.9 The major committed schemes currently in progress are: • Replacement Arnold Police Station • Sherwood Lodge – refurbishment • Replacement Eastwood Police Station 5.10 The major new uncommitted schemes for which expenditure is planned in 2009-10 in the programme are: • Replacement Clifton Police station • Replacement Broxtowe Police Station • Replacement Retford Police Station • Replacement Beeston Police Station • Replacement Ollerton Police Station 5.11 A description of each of the uncommitted building schemes in the capital programme is shown in Appendix A. 6. INFORMATION STRATEGY 6.1 The information technology vision and how it enables Policing for You has been considered in detail at a Members Business Meeting. The Information, Communications and Technology Strategy for 2009-2012 that underpins the vision is attached as Appendix B. 4
  • 5. 6.2 The major new technology developments that support Policing for You include: • Technology for the customer service desk • Web-site development • Introduction of mobile crime recording 6.3 A description of each of the schemes in the information technology capital programme and a summary of their performance benefits is contained within the strategy document at Appendix B. 7. FINANCING AND AFFORDABILITY 7.1 The Prudential Code for Capital Finance requires the Police Authority to approve a three year capital programme but to align with the Medium Term Financial Plan an outline programme for a further year has been developed. 7.2 The proposed programme is summarised as follows and set out in detail in Appendix C. 2009-10 2010-11 2011-12 2012-13 £m £m £m £m Building Projects 14.106 17.219 8.729 1.957 Technology Projects 5.634 1.181 1.245 0.042 Equipment, etc. 1.290 0.190 0.190 0.190 21.030 18.590 10.164 2.189 7.3 The proposed financing of the overall programme is as follows: 2009-10 2010-11 2011-12 2012-13 £m £m £m £m Capital Programme 21.0 18.6 10.2 2.2 Net Estimated Slippage 7.0 (-) 6.5 (-) 4.0 (+) 8.0 (+) Financing Requirement 14.0 12.1 14.2 10.2 Met by: Capital Grant 2.4 2.4 2.4 2.4 Capital Receipts - - 0.2 0.6 External Borrowing 6.0 6.0 6.0 6.0 Internal Borrowing 5.6 3.7 5.6 1.2 5
  • 6. 7.4 The additional revenue implications of the proposed programme are as follows: 2009-10 2010-11 2011-12 2012-13 £m £m £m £m Financing Costs 0.5 1.6 0.7 0.3 Running Costs 0.2 0.2 0.6 0.2 7.5 The revenue impact of borrowing has been included in the revenue Budget for 2009-10 and in the Medium Term Financial Plan which are set out elsewhere on today’s agenda. 8. PRUDENTIAL CODE FOR CAPITAL FINANCE 8.1 The Authority has freedom over the size of the capital programme so long as it is prudent, affordable and sustainable. 8.2 In order to show that it is working within these criteria the Authority must approve, revise and monitor at least a basic range of prudential indicators covering the following three years. 8.3 The Local Government Act 2003 introduced the Prudential Framework for Local Authority Capital Investment (Prudential Code). The key objectives of the Prudential Code are: • That the capital investment plans of the Police Authority are affordable, prudent and sustainable • That treasury management decisions are taken in accordance with good professional practice • That local strategic planning, asset management and proper option appraisal are supported 8.4 To demonstrate that these objectives have been fulfilled, the Prudential Code details the indicators that must be set and monitored. It does not suggest indicative limits or ratios, as these are for the Authority to set itself. The indicators are designed to support and record local decision making and not to be comparative performance indicators. The indicators cannot be set or revised in isolation from each other, but should be considered together. 8.5 Through the Code, the Chief Financial Officer (Treasurer of the Police Authority) is responsible for ensuring that all matters required to be taken into account are reported to the decision making body for consideration. In considering its programme for capital investment, the Police Authority is required to have regard to: 6
  • 7. • Affordability (e.g. the implications for Council Tax) • Prudence and sustainability (e.g. the implications for external borrowing) • Value for money (e.g. option appraisal) • Stewardship of assets (e.g. asset management planning) • Service Objectives (e.g. the Policing Plan) • Practicality (e.g. the achievability of the Policing Plan) 8.6 In all cases it will be for Members to make the judgment between the constraints of affordability and the demands for capital investment. 8.7 Appendix D details the proposed Prudential Indicators, which are judged to meet the objectives of the Code. They represent capital investment plans that are affordable, prudent and sustainable. The Indicators themselves are split into two sections, Estimates and Limits. 9. INDICATORS BASED ON ESTIMATES 9.1 These indicators are based on expected outcomes and include four key indicators on the affordability of the capital plans, with particular regard to the impact on the Council Tax. • Ratio of financing costs to Net Revenue Stream This represents estimates of financing costs, including current commitments plus the effect of medium term plan projections in respect of the cost of borrowing. Appendix D shows that this indicator is expected to range from 1.4% to 2.4% over the next four years. • Incremental Impact of Capital investment decisions on the Council Tax This is a key measure of affordability and identifies the trend in the cost of proposed capital investment decisions and the impact on the Council Tax. Appendix D shows that this indicator is expected to range from £1.25 to £9.53 over the next four years in respect of the impact on the council tax. • Capital Expenditure This indicator reflects the future capital plans and ongoing commitments of the Authority and relates directly to the proposals outlined in the Medium Term Financial Plan. • Capital Financial Requirement (CFR) The CFR represents the Authority’s borrowing need. Simply the CFR is the total outstanding capital expenditure, which has not yet been paid for from either revenue or capital resources. Appendix D shows that the CFR is expected to rise from £41.627m in 2008-09 to £62.388m in 2012-13. 7
  • 8. 10. INDICATORS BASED ON LIMITS 10.1 These are the indicators based on limits, beyond which activities should not pass without management action. They include two key indicators of affordability and five of prudence. 10.2 Affordability Indicators • Authorised limit for external debt This indicator represents the limit beyond which borrowing is prohibited, and needs to be set and revised by Members. It reflects the level of borrowing which, whilst not desired, could be afforded in the short term, but is not sustainable in the longer term. It is the expected maximum borrowing need with some headroom for unexpected movements. This is the statutory limit determined under section 3 (1) of the Local Government Act 2003. Borrowing in excess of this limit would be ultra vires. • Operational Boundary for external debt This is based on the probable external debt during the course of the year; it is not a limit. Actual external debt could vary around this boundary for short periods during the year. It should act as a monitoring indicator to ensure the authorised limit is not breached. 10.3 Prudence Indicators • Net borrowing and CFR - the Prudential code includes this as a key indicator of prudence: “In order to ensure that over the medium term net borrowing will only be for a capital purpose, the authority should ensure that net external borrowing does not, except in the short-term, exceed the total of the Capital Financing Requirement in the preceding year plus the estimates of any additional Capital Financing Requirement for the Current and next two Financial Years.” The Treasurer confirms that no difficulties are envisaged for the current year. This opinion takes into account current commitments; existing plans and the Medium Term Financial Plan projections. • Upper limit for fixed rate interest exposure • Upper Limit for variable rate interest exposure The upper limits for interest rate exposure are set to accommodate a Treasury Management Strategy in which fixed rate borrowing and investment is used to reduce uncertainty surrounding future interest rate scenarios whilst retaining flexibility to achieve optimum performance through use of variable interest rates. 8
  • 9. The limits set are somewhat unlikely to accommodate the fluctuations experienced in the net position during the year. For example where new borrowing is taken at fixed rates, but invested temporarily at variable rates until funds are required, resulting in a net position that bears no relation to that expected at year end. • Upper and lower limits for the maturity structure of borrowing 2007-08 These are designed to avoid large concentrations of fixed rate debt that has the same maturity and structure and would therefore need to be replaced at the same time, therefore avoiding substantial refinancing risks. • Upper limits for principle sums invested for periods over 364 days This is set to minimise the exposure to the possibility of loss that might arise as a result of having to realise an investment before it makes final maturity. Currently the Police Authority, has no investments for over 364 days. This indicator is therefore set at nil until there is a need to review this position and policy. 11. TREASURY MANAGEMENT POLICY AND STRATEGY 11.1 The policy and strategy relating to Treasury Management activities are covered in a separate report on today’s agenda. 12. LEGAL IMPLICATIONS 12.1 The legal obligation of operating within the Prudential Code are set out in the report. 13. PERFORMANCE IMPLICATIONS 13.1 The capital strategy and effective Treasury Management enable delivery of Policing for You by focusing investment on areas that contribute to increasing public confidence. 14. POLICING PLAN PRORITIES THIS REPORT RELATES TO 14.1 The capital investment proposals in this report have been prioritised by reference to the final strategic aims under Policing for You set out in the Policing Plan 2008-2013. 15. COMMUNITY ENGAGEMENT ISSUES 15.1 The views of the community have been considered in proposing a number of schemes eg the front counter project. 9
  • 10. 16. CRIME AND DISORDER IMPLICATIONS 16.1 Not relevant. 10
  • 11. 17. DIVERSITY AND EQUALITY IMPLICATIONS 17.1 Not relevant. Julia Hodson C Radford Chief Constable Treasurer 18. BACKGROUND PAPERS AVAILABLE FOR INSPECTION 18.1 Cash flow statements and capital programme working papers. 11
  • 12. Schedule of Appendices A Description of Building Schemes in the Capital Programme B Information Technology Vision C Four Year Capital Programme Summary D Prudential Code Indicators 12
  • 13. APPENDIX A CAPITAL PROGRAMME – BUILDING SCHEMES Committed Schemes Replacement Arnold Police Station (2009/10) £2.55m The Arnold Police Station is a small, single storey building and there is significant pressure on space and lack of facilities within the building. An extension was previously considered but the site is very tight and the amount of additional floorspace/facilities which can be provided by an extension will not meet the Division’s requirements. Sherwood Lodge – Refurbishment (2009/10) £6.2m Sherwood Lodge was constructed in the 1970s and is now showing its age. Both the exterior and interior would benefit from a significant programme of refurbishment and this will extend the life of the building, provide an improved quality of accommodation and improve the external appearance which would enhance the public image of the Force. This budget also includes a provision to acquire an additional building as an annexe to the Force Headquarters, which will provide excellent Conference facilities, which are lacking at Sherwood Lodge and additional office accommodation. Replacement Eastwood Police Station (2009/10) £3.5m Eastwood Police Station is an old building of relatively poor quality and poorly laid out. It is proposed to replace this building with a new, purpose built Police Station suitable for 21st Century policing. Uncommitted Schemes Replacement Clifton Police Station (2009/10) £2.5m The existing Police Station is small, of poor quality and situated away from the centre of Clifton. The new building will provide much improved accommodation closer to the Town Centre enabling improved contact with the public. Replacement Broxtowe Police Station (2009/10) £3.4m The Broxtowe Police Station is a small, single storey building and there is significant pressure on space and lack of facilities within the building. An extension was previously considered but the site is very tight and the amount of additional floorspace/facilities which can be provided by an extension will not meet the Division’s requirements. 13
  • 14. Replacement Retford Police Station (2009/10) £4.0m Retford Police Station is a very old, rambling building, similar to the old Newark Police Station. It is proposed to replace this building with a new, purpose built Police Station suitable for 21st Century policing. Replacement Beeston Police Station (2009/10) £3.2m The Beeston Police Station is an attractive listed building, but internally its layout is far from ideal for modern policing needs. It is proposed to acquire a small town centre base for the LAC and to relocate the remainder of the functions currently housed within the Station to modern, flexible accommodation suitable for its purpose. This may be located on less valuable land outside of the town centre. The existing station would be sold and would part fund the proposal. Radford Road Police Station - Refurbishment (2009/10) £490k The Radford Road Police Station was built in the 1980s and is approaching the need for refurbishment in order to improve its condition and extend its useful life. Some alterations and refurbishments were undertaken in 2005/6 as part of the project to provide accommodation for the Homicide Unit and this second phase will bring the rest of the building up to the same standard. Replacement Ollerton Police Station (2009/10) £4.5m The Ollerton Police Station comprises two buildings dating back to around 1950. Both buildings are of poor quality and layout and there is pressure for space. It is proposed to replace the buildings with a new, purpose built Police Station suitable for 21st Century policing. Trowell Motorway Post Refurbishment (2009/10) £120k This building is single storey with prefabricated walls and a flat roof and is situated at Trowell Services near J26 of the M1. Whilst the accommodation is adequate, the condition is relatively poor and would benefit greatly from refurbishment to improve working conditions and extend the useful life of the building. Safer Neighbourhoods/Partnerships (2009/10) £150k This allocation is to support the extension of Neighbourhood Policing and Partnership bases and fund necessary capital building works at various locations around the Force area. Safer Detention (2009/10) £287k This allocation is to allow further works to be undertaken in Custody Suites to ensure the continued safety of the cells and ancillary accommodation for detainees. Works will be in accordance with guidance issued in the recent Home Office publication “Safer Detention and Handling of Prisoners”. Phase 1 has recently been completed. 14
  • 15. Phase 2 will principally be the extension and improvement of CCTV within custody suites. Security of Police Premises (2009/10) £450k This scheme will replace all of the current police locks and old swipecard access control systems with a new, sophisticated proximity reader access control system using smart card technology and offering greatly enhanced security controls. The system will also be designed to link with a future system to offer security access to Force IT systems. FHQ – New generator and sub-station (2009/10) £200k Following the receipt of a Consultant’s Report, it has been identified that the existing back up electricity generator (which is used in the event of a power failure) and sub- station are very close to the end of their useful life and will need to be replaced in 2009/10. Mansfield – new UPS (2009/10) £185k Following the replacement of the Uninterruptible Power Supply (UPS) at Sherwood Lodge in 2008/9, with a higher capacity, more resilient, system for business continuity purposes, a similar upgrade is planned at Mansfield in 2009/10. Carlton – new UPS (2009/10) £110k Following the replacement of the Uninterruptible Power Supply (UPS) at Sherwood Lodge in 2008/9, with a higher capacity, more resilient, system for business continuity purposes, a similar upgrade is planned at Carlton in 2009/10. Energy Initiatives (2009/10) £300k Following the development of an Energy Strategy, it is anticipated that a number of spend to save initiatives will be developed and implemented over the next two years in order to reduce energy consumption and CO2 emissions. Central – refurbishment (2009/10) £4.0m The Central Police Station was built in the 1930’s and is approaching the need for major refurbishment in order to improve its condition and extend its useful life. Final details of the proposed scheme are still being developed, but include for the possibility of some expansion if this proves to be feasible. Front Counter Project (2009/10) £2.5m A major scheme is being developed to improve the quality of the Front Counters in Police Stations and improve the experience of the public in visiting Police Stations. The scheme includes new open Counters with fast rising screens for security, a private 15
  • 16. consultation booth, where feasible, general refurbishment and the development of a corporate image and consistency between all of the Stations. Property Stores (2009/10) £800k This project involves the conversion of the ground floor of Phoenix House in Mansfield to form a Northern Property Store, similar to Tom Ball Hall in the City. It also includes the installation of a fire suppression system in the three principal Property Stores and the upgrade of 35 overnight Property Stores across the Force. Carlton - Refurbishment of ID Suite (2009/10) £244k The existing ID Suite is in need of major alterations, upgrade and refurbishment. The facilities within the building were designed some years ago and advancements in technology and current practice mean that the facilities and layout of the building are no longer fit for purpose. Air Conditioning - Block Allocation £350k over 4 years (from 2009/10) This Project will enable certain rooms where temperature readings have identified a major problem with excessive temperatures, to have comfort cooling installed to improve working conditions. The Meadows Police Station - Extension & Alterations (2009/10) £300k There is increasing pressure on space within the Meadows Police Station, exacerbated by the arrival of additional PCSOs. The proposal is to build an extension to the side and front of the police station, moving the public counter area forward to create more internal space and additional office space. Phoenix House - Security Improvements (2009/10) £120k This scheme has been put together to improve the external security at Phoenix House in Mansfield. It involves additional fencing and gates and swipe card security access to the grounds. Kirkby Police Station – Refurbishment (2011/12) £300k The Kirkby Police Station is a former house of brick and stone construction under a slate roof which was built in the mid 20th Century. It is approaching the need for refurbishment in order to improve its condition and extend its useful life. Harworth Police Station – Refurbishment (2011/12) £300k The Harworth Police Station is a former house of brick construction under a tiled roof which was built in the mid 20th Century. It is approaching the need for refurbishment in order to improve its condition and extend its useful life. 16
  • 17. Stables (FHQ) – refurbishment (2011/12) £100k The Stables for the Mounted Section are based at Sherwood Lodge. They are of timber construction under a shallow pitched, felt-covered roof. They are showing signs of age and are approaching the need for refurbishment in order to improve their condition and extend their useful life. Hucknall Police Station – External Refurbishment (2011/12) £165k Significant internal improvements and refurbishments have taken place at Hucknall Police Station over the last 5 years. However, the exterior of the building has not been touched and is in need of refurbishment including replacement windows. Mansfield – minor capital works (2012/13) £200k This provision has been made to enable alterations and improvements to be made to parts of Mansfield Police Station. The building has had no significant capital expenditure since it was constructed, but the use of parts of the building have changed. This scheme will enable efficient use to be made of the building. West Bridgford – former Cells refurbishment (2012/13) £100k The Custody Suite at West Bridgford Police Station has been closed for some years. However, due to the nature and construction of a Custody Suite, use of the space is limited to storage. Refurbishment will allow more beneficial and efficient use to be made of this space. Stapleford – refurbishment (2012/13) £250k The Stapleford Police Station is a detached building of brick construction under a part hipped and part flat roof, which was built in the 1930’s. It is approaching the need for refurbishment in order to improve its condition and extend its useful life. Kimberley – refurbishment (2012/13) £150k The Kimberley Contact Point is a detached building of brick construction under a shallow pitched, felt-covered roof, which was built in the early 1960’s. It is approaching the need for refurbishment in order to improve its condition and extend its useful life. 17
  • 18. APPENDIX B Information, Communications and Technology Strategy 2009 - 2012 Martin Hansen Director of Information January 2009 18
  • 19. Contents Introduction 3 Strategic Principles 5 Policing for You vision for Information Services 12 Investment plans 2009/10 – 2011/12 17 Key Future strategic issues 25 19
  • 20. Introduction This document sets out the strategy for the management of information and the associated technology for the financial years 2009/10 through to 2011/12. This strategy sets out the guiding principles for ICT within the force, a detailed programme for implementing the Policing-for-You vision and the relationship the strategy has to the Force Confidence Strategy. In order to utilise the forces information most effectively the force needs to have the following: - An Infrastructure capable of storing, processing, moving, capturing and displaying this information. This infrastructure consists of servers, wide area networks (WAN), Local Area Networks (LAN), Storage Area Networks (SAN), switches, routers, desktop clients, laptops and most recently BlackBerry mobile devices. - Information systems that are capable of collecting, transforming, reporting and storing information relating to operational (e.g. Crime Recording) and organisational (e.g. Financial) systems. - A compliance regime capable of securing access to information, checking the accuracy of information and compliance to accepted rules, providing controlled external access via FOI and Data protection and regular data cleanising (e.g. deduplication). These requirements are reflected in the structure of the departments within the overall Information Directorate. Overall Programme The main deliverables for the three-year period can be set out as follows: - Mobilising officers. This means developing systems and infrastructure to enable officers and staff to spend more time with the public and outside of stations. This will support the increase uniformed police presence and provide a better service to victims, both of which are key factors in increasing public confidence. - Reducing bureaucracy. This includes reducing much of the re-keying between systems and into different systems. This will also assist in increasing police presence and the overall improvement of services. - IMPACT. Arising out of the Bichard enquiry following the Soham murders the Impact programme will significantly increase the quality of operational information held and provide access to the new national Police National Database. This will contribute to the delivery of improved protective services. - Improving communication. Primarily this describes reducing the “communications gap” between officers and staff and the public. This will include the introduction of the Single-Non-Emergency number and the development of 20
  • 21. services based upon the website. These will support improvements in public confidence. - Digitisation. This includes the use of technology to hold, search and distribute information digitally including documents, sound recordings a video files. This will greatly improve the service provided to the public and to partners. The remainder of the document sets out a vision for the delivery of Information based services, the basic strategy for their development and operation, and then the more detailed plan for their implementation. 21
  • 22. Strategic Principles. In consultation with representatives from Divisions and Departments represented at the Information Forward Planning group and with reference to best police and industry best practice the following strategic principles are now being followed. These principles are applied with regard to the implementation of change, albeit for new capabilities or changes to existing capabilities. Strategic Principles - Business Systems To use shared software solutions The cost of developing software for the increasingly complex environment of policing is likely to become beyond the capacity of all forces to be able to afford. Therefore by using software that been written by either third party organisations, other forces, or, if ourselves, is shared between other forces this will keep the costs lower, widen the scope for improvements and share the “hidden” costs of testing new releases. To keep the number of separate Business Systems to a minimum. Keeping the number of different systems as low as possible is efficient because • Information that is shared can move within the systems rather than between systems. • Reference information (e.g. staff lists) need to be set-up and maintained only once. • Where events can require transactions to be used as part of several processes it needs only to be input once. • Training has to be given on only a few systems. • Security needs to be implemented a minimum number of times. Whilst not a specific policy the following groupings are recommended as having initial potential for unification into a smaller number of systems. • Command & Control & SICCS • Incident Management (Crime, Child Abuse and Domestic Violence, Intelligence, Custody.) • HR/DMS and Financials • Business Intelligence (PRMS, TOMI, NMIS) The implementation of this principle will lead ultimately to a reduction in the number of systems being run and the amount of centralised hardware to run it. To implement systems that can store all the information about an event in one system. Currently it is possible for information about an incident to become scattered across a wide range of systems and separate physical documents. This makes retrieving the information a slow and somewhat “hit and miss” process. The storage of this 22
  • 23. information on just few systems will also increase the quality of the data held and add to more effective records management. To implement systems that reduce the “distance” between the information collector/user and the system. This will enable more efficient, accurate and timely collection of data and will provide the ultimate users of data with information where they need it. The main such system is a Blackberry based mobile data system. However other systems, such as video conferencing and headcams also fit this criterion. To ensure that an appropriate strategy is adopted for the provision or replacement of a new Business System. The force has limited financial, system development, project management and training resources. It is essential therefore that these resources are put to the best use. The adoption of a methodology for the selection of the systems to be adopted and/or replaced is therefore a necessary component of this strategy. To implement information systems that provide the “right information at the right time to the right people in the right place” Systems, whether procured or developed need to be capable of providing the information to users in a format that is both relevant and understandable. The information provided needs to be tailored for the use of the end user and available to the user where they need it and when they need it, not just where it is easiest to provide. To develop systems and skills that can turn data into information Justification. Much data is produced by the core business systems but it is when this data is cross referenced and interpreted using business rules that meaningful information that can then be used to measure performance or direct tasking. (e.g. PRMS, TOMI) A Data warehouse will be use to store data externally from business applications. In using a data warehouse the force will be able to utilise a linked set of transactions and nominal records from a wide range of business systems in order to support a range of applications and developments. This will provide officers and staff with a clear view of the information we hold. To only develop niche applications when necessary. Wherever practicable the business systems strategy sets out that existing systems, either from commercial suppliers (COTS) or from other forces (POTS) should be used. Systems should be developed in-house where no such systems exist and the business benefit justifies the use of internal resources for the development and ongoing support of these systems. (e.g. BATS, Genie). Wherever possible these 23
  • 24. systems will be developed with a similar web based user interface, which will reduce the training requirements for future users. To reduce bureaucracy through the integration of systems Where data is needed across several systems then data integration processes will be used to move data seamlessly between systems (e.g. Memex IA extract routines). This will reduce the amount of re-keying and the bureaucracy involved. It will also increase data accuracy. 24
  • 25. Strategic principles – Technology Infrastructure To maintain a modern Technology base. By keeping the technology base modern and replacing aging equipment before it fails the force will be provided with a reliable and flexible infrastructure that is capable of absorbing change. This will also require periodic refresh of systems software, such as XP for Windows 2000, Oracle 11 for 10, etc. To deliver video, voice and data through a single, secure, high speed unified IP network. By utilising one network and the IP protocol the force will reduce the cost of providing its telecommunications infrastructure. By utilising the IP protocol it will enable the flow of data, voice and video simultaneously along the same links. Minimum connection speeds to be 2mb broadband, rising to a minimum of 10mb over 5 years. To utilise ITIL for service support & delivery. ITIL (Information Technology Implementation Library) is the industry-recognised method of delivering Infrastructure services in medium to large organisation. ITIL and was identified as part of the national ISS4PS strategy. In operating within ITIL the force will ensure that a suitable standard for the running of IT systems is maintained. To manage assets so as to minimise the Total Cost of Ownership (TCO). The initial price of equipment, software or a service is not the best indicator of it’s likely full cost in use, which maybe many times greater and influenced more by the cost of support than the cost of purchase or repair. It is therefore necessary to take a more strategic view of technology, especially with regards standardisation, so as to ensure the overall minimum cost. To provide user support through a Service desk. The ITIL framework identifies the Service desk as the main point of contact with the user for a wide variety of services ranging including Helpdesk, equipment ordering and change request. To utilise SAN technology for Data Storage. By utilising Storage Area Network technology, data can be separated from disks connected to the servers that the application runs on and put onto a general resource. This resource can then provide a more efficient and resilient platform. To provide resilient Business Continuity for critical systems. Certain systems, such as Airwave, telephony and Command & control need to have sufficient resilience so as to be able to provide a 24-hour response. Others, such as 25
  • 26. Holmes, CRMS, Intelligence and Custody need to have business continuity facilities in place as anything other than a short outage would have very serious implications for the force. To ensure that technology is suitable for policing. Policing requires services to be available 24/7 and suitable for use in operational environments. This requires ensuring that devices are rugged, networks are widely available and any portable equipment (radios, handhelds) have sufficient battery life to support a shift. To provide a targeted 24/7 service. Key systems are required either constantly or will only tolerate a short period of unavailability. This service however needs to be targeted to provide the most efficient use of resources. 26
  • 27. Strategic Principles for Data. Information focussed around nominals and locations. By putting the nominal and or location at the centre of the data warehouse and developing queries based on the “Prime Nominal” or address the force will be able to produce much more focussed information to support MOPI and operations. End-user access to information. Providing end-users with access to information they will be able to write their own queries and reports. This will greatly speed up their access to data and allow much greater scope to interpret this information. This will also include providing end users with the means of exchanging data with partners and other third parties. To adopt Common Standards across Different Business systems. In order to be able to trace nominals and interrelated events across systems a common method of coding the same information is required. This relates to the structure of names, reference numbers, addresses, crime codes and a long list of other items. These data items should, wherever is possible, conform to the national police corporate data model. Of specific note is the use of a common address gazetteer across all systems that utilise addresses. To link events together where there is a sharing of the same data items. If a nominal is involved in a number of different events then these events should be linked via a single entity. This will then allow access to these events to be analysed as a group rather than as separate occurrences. This will greatly aid the understanding of the causes of these events. To implement a suitable and robust process for the review, retention and deletion of data. Operational Data should only be retained for as long as we can justify it still has a viable policing purpose. This means that a certain times it needs to be reviewed and if necessary deleted from our systems. This process must follow the grading of information as set out in the recent MOPI guidance. To achieve accuracy at the point of capture. The longer inaccurate data is allowed to remain in systems the harder it is to find and the more damage it can do with respect to corrupting the information it is used to create. The cost of correcting this data likewise increases the longer it is in the systems. It is therefore more efficient to identify any errors at the point that the data enters the system rather than later on. To ensure that data is suitably graded with regard to security, access, retention, value, dissemination and ownership. 27
  • 28. Depending on its sensitivity data needs to be kept secure, needs to have access only by designated people, needs to be retained for a period relating to its relevance and needs to be graded with regards its value in terms of source and certainty. In addition the rules regarding its dissemination across the force, wider policing family and to partners needs also to be stated. Finally the owner of the data, that is the person that collected it, needs to be clearly and accurately held. To audit both the quality of data being input, and the access of information held. There needs to be an effective and trusted audit regime for data being input into the system and for the access of information within the system by officers and staff. To implement an effective security regime. The data that we hold needs to be protected in line with the GPMS (Govt. Protective Marking Scheme), the requirements of the IAMS (Information Access Management System) and force policies. At the same time it needs to be sufficiently pragmatic and flexible so as to take into account the environment in which officers and staff work, actual risks rather than theoretical risks and operational effectiveness. To provide information to the public and other third parties within the framework of the law. The Data Protection Act and the Freedom of Information act allow access to personal and non-personal data. Data provided under the requirements of these acts must be pertinent to the request and within the overall timescales. To ensure the use of data is within the MOPI Guidance. By ensuring that the use and quality of data fits within the MOPI guidance the force will ensure that it is fit to supply data to the PND and other national systems. Strategic Principles for Collaboration. To participate within the ISIS strategy and to encourage the implementation of systems at a Regional level or National level where appropriate. If systems would be of more value if implemented at and shared at a regional level or a national level then the force will encourage either the regional collaboration board or the NPIA to follow this advice. To enter into outsourcing and partnership arrangements where appropriate. If services can be better or more economically achieved by either outsourcing the function or entering into a partnership arrangement then the force will adopt such a strategy. 28
  • 29. To encourage the implementation of infrastructure at a Regional level or National level where appropriate. If infrastructure would be of more value if implemented at and shared at a regional level or a national level then the force will encourage either the regional collaboration board or the NPIA to follow this advice. To share information with partners. To support partnership working there needs to be a proactive regime of data sharing. This regime needs to support the other elements of this strategy combines with an effective and efficient process of data sharing protocols. To participate in partnerships to develop or support software. The development and ongoing support of software is a labour intensive process. Therefore in order to meet the forces requirements with new and innovative solutions the department will use external organisations to assist in the development and /or support of systems. 29
  • 30. The Policing-for-You Vision for Information Services. Policing-for-you set out a new vision for Nottinghamshire Police in mid-2007. This increased clarity of the business vision enabled the formation of a corresponding vision for Information and Technology. This vision was first set out to the force at a strategic business review in later 2007 and then presented to the Police Authority Performance Committee in early 2008. The vision was not rigidly time specific but was considered to be achievable by the end of 2012. This vision, with current progress towards achieving it shown underneath each section in italics. Interacting with the Public It is foreseen that the public will be able to communicate with the force and individual officers/staff by a wide range of communications media including telephone, text, email, Skype (or equivalent) or face-to-face. During 2008 a voicemail messaging service has now been implemented that will enable messages to be forwarded to officers via their telephones, desktop computers or BlackBerrys wherever they are. Communicating with the force will be simple and efficient so that the public will be able to deal with a wide range of issues within one transaction. The Customer Service desk has been designed and is will be implemented in 2009/10. This facility is based on a new version of the Command & Control system (Vision) and will enable the entry of both incident and crime details through one single screen. These details will then be made available to the officers attending the crime. The force will have an extensive presence on the Internet that will enable the public to access details of incidents or crimes they have reported, or to be able to provide intelligence or other information. Feedback and satisfaction surveys will be undertaken electronically and will enable the public to comment on their individual experiences of force service. The force Internet site has been updated to be able to show details of Neighbourhood teams and to provide online crime mapping. Future developments for 2009/10 and beyond will include online crime status monitoring and the facility for the public to subscribe to a range of newsletters and updates. Operational policing Mobile devices will provide operational officers with majority of their information access and data capture needs enabling them to spend up to 80% of their time away from stations. 1,500 Blackberry terminals have been supplied to “front-line” operational officers and PCSOs. These terminals are equipped with access to email, calendar, PNC, intelligence, daily briefings, voters’ register, previous incidents/crimes, warrants and Innkeeper. Developments during 2009/10 will include Crime recording direct from the BlackBerry, so eliminating the scanned forms, access to custody photographs (Video Witness), Stop/Searches and Duties via Outlook calendars. Initial results show that where the Blackberrys have been in use for some month, all officers/staff have 30
  • 31. been trained and the operational procedures based on the use of the technology are implemented the percentage of time spent out of stations has increased. The introduction of these additional facilities will continue to improve this figure. Processes will be “joined up” so as to eliminate the need for duplicated effort. New projects planned for 2009/10 will automate the flow of information from the duty management system into the command and control system and from the Command & control system into the Missing from Home system. Additional opportunities for the removal of duplicated effort will be investigated and improvements made. The location of vehicles and officers would be tracked for deployment and safety purposes through the use of AVLS and APLS. The replacement airwave radios, to be installed throughout the 2009/10 and 2010/11 will provide an APLS (Automatic Person Location System) whilst improved processes for the use of AVLS (Automatic Vehicle location system) will be investigated. Body worn video systems will record incidents and provide real time video back to control rooms. Funding for Body worn video was obtained from the Home Office in 2008 to provide for 50 sets of Equipment. Lack of suitable equipment has delayed the installation of this equipment but a new product recently released to the market has made a full rollout in 2009/10 likely. Fixed and in-vehicle ANPR sites will track offender vehicle movements. Fixed ANPR sites are now providing an increasing large amount of information back to the force, which is now a regularly used source of information for investigating incidents where vehicles have been used. Improved ANPR equipment, possibly linked to in-car computer facilities, will be installed form 2009/10 onwards. Internal meetings and those with other forces and partners will increasingly be held using video conferencing and whiteboard technology. Video conferencing facilities, including whiteboards, are now installed throughout the force and within some partner organisations, such as Nottinghamshire County Council. 31
  • 32. Records Management Systems based on very large disks will enable the digitisation and storage of documents, photos, voice recordings, interviews, video recordings and CCTV recordings. These will link to the incidents; crimes or people involved and will be accessible from any terminals within the force. This kind of system is now referred to as a “Digital Evidence system or store (DES)”. Such systems have been identified by the region and NPIA as a key piece of infrastructure for policing. Work will be undertaken during 2009/10 to identify the potential for national or regional collaboration. Data held within structured databases will be tightly controlled so as to ensure a high level of accuracy. This will be achieved through the online validation of data, a robust auditing regime and data quality reporting processes. The use of paper forms will be phased out in favour of the use of Blackberry terminals or computer-based input. Interactive validation techniques such as address checking will be applied wherever possible and automated validation and checking systems will identify errors. The first system to be equipped with this technology will be the crime system whereby crimes will be entered via the BlackBerry device and then checked by automated routines based on processes developed with existing crime management units. All records, be they structured or unstructured will be managed within the MOPI guidance and will be aligned, where appropriate, to a “Prime Nominal” which will link information relating to nominal across several systems together so as to ensure that all information known about someone is considered. A new Datastore or datawarehouse known as NODS (Nottinghamshire Operational Data Store) has been developed and is updated daily from the main operational systems including CRMS (Crime), Intelligence (Memex), Child abuse (CATS) and others. A new query system (PRIME) which uses specialist software to group nominals based on name, PNC number and date of birth has been developed. Management Information Management information will be delivered to mobile devices so that line managers and senior officers can keep informed whilst being out of the office. Recent developments by Business Objects with their software will enable the delivery of Management Information to BlackBerry devices. No actual work has yet been undertaken on this as yet. Mapping products which link demand and resource deployment will be used to identify how to make the best use of resources. This is still an area for future development. Enterprise Resource planning systems will enable the linking of operational and resource information to provide a clearer view of how well resources are used. 32
  • 33. This is still an area for development. Partners Partners organisations will have access to shared information through secure Extranets which are accessible via the force website. The Police Authority, whilst not a “partner” organisation now operating an Extranet facility via it’s website. This will serve as a template for future developments. Neighbourhood watch groups will also have access to their own areas with selected information provided automatically by the force. This is still an area for development. A new website strategy is being developed. Information Security To protect the information stored within confidential systems “two factor” security will be introduced. This will be either Smartcard or biometrics based. This will be delivered via the national IAMS project. The network will be capable of carrying “Confidential” documents and information The network can currently carry restricted information unless it is encrypted. The PND will require some parts of the network to be encrypted upto confidential level. This is planned for implementation on 2010/11. 33
  • 34. Investment Plans 2009/10 - 2011/12. To achieve the Policing for you vision, to provide an information and technology infrastructure to meet the strategic principles and to maintain a reliable infrastructure will require investment in both capital and revenue. This section sets out these investment plans for the next three years. All these plans have been submitted through the following force processes: - Submission to ICT Forward Planning group and acceptance/rejection on the basis of strategic fit with force vision and ICT strategic principles. - Submission of a detailed business case to the Best use of resources group - Review by Director of Information as to whether suitable for submission to SBG - Review by Chief Officer team - Approval by Strategic Budget Group. The investment plan set out here is the results of this process carried out in the years 2007/8 and 2008/9. Those projects considered in 2007/8 are now part of the force capital plan but are included here so as to give a full view of the investment strategy over the full period. Those project considered in 2008/9, although additional to the original strategy, should be considered as part of it. Previously approved Capital Plan. Capital Year Business Area Description Project Code Project Description 2008/9 2009/10 2010/11 2011/12 Grand Total Infrastructure Upgrades/Replacements Airwave coverage Uplift 8.001 £30,000 £30,000 £30,000 £90,000 8.020 Access & Identity £100,000 £100,000 8.050 Airwave Terminal replacement £1,500,000 £1,500,000 8.042a Airwave terminals additional £50,000 £50,000 £50,000 £150,000 8.042b Desktop replacements £390,600 £351,540 £316,386 £1,058,526 8.042c Server replacements £75,000 £75,000 £75,000 £225,000 8.042d Networks/Telephony £40,000 £40,000 £40,000 £120,000 8.042e Central Switches replacement £100,000 £100,000 8.042f Digital Senders £19,200 £19,200 8.042g Contingency £25,000 £25,000 £25,000 £75,000 7.F45 Information Assurance £300,000 £300,000 Infrastructure Upgrades/Replacements Total £300,000 £2,229,800 £571,540 £636,386 £3,737,726 National Impact programme 8.034 MOPI Software £150,000 £150,000 National Impact programme Total £150,000 £150,000 Operational Systems 8.023 FIND £58,000 £58,000 8.031 CJ Digital library £400,000 £400,000 8.041 Crime server upgrade £150,000 £150,000 8.044 Operational Systems Upgrades £70,000 £70,000 £70,000 £210,000 9.025 Compact to C&C £15,000 £15,000 8.026 Property Upgrade £120,000 £120,000 Operational Systems Total £520,000 £278,000 £85,000 £70,000 £953,000 Organisational Systems 8.024 HR system enhancements £102,000 £102,000 8.025 NMIS £15,000 £15,000 £30,000 8.032 Microsoft Office £250,000 £250,000 £250,000 £750,000 8.045 Organisational Systems Upgrades £50,000 £50,000 £50,000 £150,000 Organisational Systems Total £417,000 £300,000 £315,000 £1,032,000 Grand Total £970,000 £2,924,800 £956,540 £1,021,386 £5,872,726 34
  • 35. The chart above sets out the capital plan as agreed in 2008/9. This plan covered the following main themes: Airwave. Funding for a major replacement of the terminals purchased in 2002/3. These terminals are now five years old, are no longer covered by an extended warranty and are no capable of supporting the new Tetra2 standard. In addition the replacement terminals will be GPS (Global Positioning Satellite) enabled allowing them to be used to support an APLS (Automatic Person Location System). The rollout of these terminals will start in 2009 and will run through 2010. Additional funding is also required for equipment to support the use of Airwave in new buildings or increased coverage in new housing developments within the force area. Access & Identity. An estimated cost of £100k was put into the budget for expenditure from 2009/10 onwards to deliver the necessary access security for the implementation of the national PND database and associated systems. More on the PND will be described later. Replacements. Each year it is necessary to replace equipment on both a planned or as required basis. Planned replacement is necessary for servers, disk units and communications/telephony equipment. This is because these are often key parts of the infrastructure where a single outage can cause widespread disruption. The replacement of desktop and laptop computers is more ad-hoc once they are outside their warranty period. As a rule this equipment is replaced either once it fails outside this period or new software requires the installation of a faster machine. MOPI. Whilst £150k was put forward for the procurement of MOPI/RRD software in 2007/8 no suitable software actually came onto the market as expected and so the funding has remained unspent. It is likely that this will be used to support the development of such software in-house during the next 18 months, potentially through the use of external software contractors. Property. A budget of £120k was approved to deliver a wide range of improvements to the property system. These changes have yet to be implemented and the budget will be carried forward to 2009/10. This delay has been down to a number of factors including the later implementation of the CRMS/Property systems upgrade, which was completed in July 2008 and problems with the Tom Ball property store itself. FIND. This is a national Facial Identity system due for installation in 2009/10. Whilst mostly funded from the Home Office/NPIA a budget of £58k is required to provide local facilities. CJ Digital Library. Whilst £400k was assigned in 2008/9 for this project it was found that the technology available was not sufficiently well developed to enable implementation during the year. New technology is now becoming available and it is likely tat an implementation will be made during 2009/10 or 20101/11. Crime Server Upgrade. A budget of £150k has been put in place to enable the replacement of the existing CRMS server during 2009/10. This is a key system that needs to run on reliable and high-speed equipment. The existing server will become 35
  • 36. the business continuity fallback system and will be relocated into the business continuity suite in Mansfield. Systems Upgrades. Legislative changes and changes to operational processes may require changes to be made to operational systems such as CRMS or Memex or organisational systems such as Efinancials or Stores management. Not all of these changes can be foreseen, especially over a period of years. Therefore a contingency fund of £70k per year for operational systems and £50k per year for organisational systems has been agreed. NMIS. The NMIS system is one of the NSPIS set of systems installed across the police service. NMIS provides Management Information statistics and a link to the Home Office “data hub”. The NMIS system requires an annual capital expenditure of £15k to support improvements and this was has been agreed. Since this time however a review of the use of NMIS has been commissioned by the force which may lead to its withdrawal from use. HR Systems Upgrade. A major upgrade to the HR system for 2009/10 is in the capital plan. This was originally estimated as having a cost of £105k. Subsequently, and due to a number of issues including increased licensing costs and the need for additional equipment this cost has increased and so additional funding for 2009/10 has been budgeted (see later). Microsoft Upgrade. The force is currently running the Windows 2000 operating system with Office 2000 applications. Whilst still “fit for purpose” problems are emerging with regard to the use of new computers that do not support Windows 2000 or the newer file formats, often received from partners, which are not 100% compatible with Office 2000. A three-year upgrade programme of some £750k has been planned. Information Assurance Management. In addition to the above plan there is also £300k that has been carried forward since 2007/8 to deliver what was known as the Universal Security Architecture but is now known as Information Assurance. This project was originally instigated by PITO. It will now form part of the funding for the infrastructure to deliver the PND. Capital items removed from the agreed plan. Mobile Data. It was originally planned to spend £600k plus substantial revenue on the installation of upto 1,000 mobile data terminals during 2009/10 to 2010/11. The installation of 1,500 BlackBerrys paid for by the Home Office/NPIA has rendered this unnecessary. Custody/Case. £250k capital had been put aside for the replacement of the NSPIS custody system in 2010/11. This is now not likely to be required as initial feedback from the NPIA is that the cost of equipment replacement will be part of the overall annual revenue charge for NSPIS Cu/Ca. 36
  • 37. Additional Capital Items 2009/10 to 2011/12. The following chart shows the additional capital and revenue items that have been identified over the last year. Data Year Capital Revenue Total Capital Total Revenue Business Area Description Project Code Project Description 2009/10 2010/11 2009/10 2010/11 Customer Service Desk 9.005 Vision server £50,000 £10,000 £50,000 £10,000 9.006 SNEN £25,000 £25,000 £25,000 £25,000 9.011 Meridian Upgrade £125,000 £0 £125,000 £0 Customer Service Desk Total £200,000 £35,000 £200,000 £35,000 Infrastructure Upgrades/Replacements Laptop security 9.038 £64,000 £17,000 £64,000 £17,000 9.039 Video Conf. Support £0 £20,000 £0 £20,000 9.040 Data Domain £143,000 £19,000 £143,000 £19,000 9.041 Aircon. Upgrade £60,000 £3,000 £60,000 £3,000 9.043 Network boxes £55,000 £12,000 £55,000 £12,000 9.045 User admin. £0 £20,000 £0 £20,000 9.051 Oracle licences £48,000 £5,000 £48,000 £5,000 9.052 Oracle 11g £3,000 £10,000 £3,000 £10,000 9.053 Development Upgrades £6,000 £16,000 £6,000 £16,000 Infrastructure Upgrades/Replacements Total £379,000 £122,000 £379,000 £122,000 National Impact programme 9.021 Prison releases £25,000 £5,000 £25,000 £5,000 9.063 RRD Team £0 £0 £90,000 £67,000 £0 £157,000 9.067 MOPI Project officer £0 £28,000 £0 £28,000 National Impact programme Total £25,000 £0 £123,000 £67,000 £25,000 £190,000 Operational Systems 9.007 C&C link to DMS £25,000 £2,000 £25,000 £2,000 9.013 Mobile Data £10,000 £234,000 £10,000 £234,000 9.025 Compact to C&C £25,000 £0 £25,000 £0 9.027 ASBO Database £25,000 £5,000 £25,000 £5,000 9.030 CuCa £0 £145,000 £0 £145,000 9.056 Collaborator £10,000 £3,000 £10,000 £3,000 9.060 ANPR Upgrade £142,000 £5,000 £142,000 £5,000 Operational Systems Total £237,000 £394,000 £237,000 £394,000 Organisational Systems 9.032 Risk management Software £10,000 £7,000 £10,000 £7,000 9.035 HRMS Upgrade £95,000 £0 £95,000 £0 Organisational Systems Total £105,000 £7,000 £105,000 £7,000 Policing for You 9.065 ID Restructure £0 £37,000 £0 £37,000 9.071 Web development £30,000 £3,000 £30,000 £3,000 Policing for You Total £30,000 £40,000 £30,000 £40,000 Grand Total £976,000 £0 £721,000 £67,000 £976,000 £788,000 These projects/investments are described in detail as follows: Customer Service Desk. Additional expenditure for the delivery of the Customer Service desk is as follows: - Vision Server. The new Vision system, which replaces the Polis Command and Control system will require and upgrade to a new hardware platform. This will cost £50k capital with an extra £10k per annum revenue. - Single Non Emergency Number (SNEN). Originally planned for the launch of the two control rooms in 2001 but delayed first by the defunct 101 initiative and then by the issues with the 0845 service, this will now be launched with an 0300 number. This will cost £25k to implement and then £25k a year to support. - Meridian Upgrade. The addition of extra agents onto the control room dual- Meridian telephone system to run the Customer Service Desk will require the upgrade of the system to a new licence level at a cost of £125k. 37
  • 38. Additional Infrastructure Upgrades. The following additional Infrastructure upgrades have been identified as requiring implementation during 2009/10. Laptop security. The highly publicised loss of laptops from government departments has led to an instruction from the Cabinet Office requiring all laptops to now have the data held on them fully encrypted. To reduce the effect of this a review of laptop use will take place within the force and only those laptops that hold operational data or have access to operational systems will be upgraded. This will cost some £64k capital with an additional £17k per year revenue. Video Conference System. The Videoconference system was installed using Home office funding some three years ago. This funding paid for the capital cost and three years maintenance and support. This period is now at an end and so the force will need to pay £20k per year for the systems support and maintenance. Data Domain. The increased amount of data that the force is storing has increased demands on the backup storage system, known as the data domain, which is an entirely disk based system. To facilitate this data increase extra capacity will need to be installed at a cost of £143k capital and £19k per year revenue. Air-conditioning Upgrade. The FHQ computer room air conditioning unit has been identified as inadequate for the amount of equipment it needs to cool and so an upgrade to increase its capacity is required at a cost of £60k capital plus £3k per annum support. Network Acceleration Boxes. The installation of network accelerations technology at the end point of some of the slower lines will increase the throughput of the lines and therefore lessen the amount of time officers need to spend using computers in stations. The cost of this equipment is £55k capital and £12k per annum support. Oracle Upgrade. It is necessary to upgrade the Oracle database to a new version, 11g, in order to run new versions of supplier software and to continue to receive support from Oracle. In additional it is necessary to buy extra licences for recent starters so as to ensure that the force is compliant with its licence agreement with Oracle. The capital cost of this will be £51k capital and £26k annual revenue. The relatively high revenue to capital cost reflects the discount arrangements agreed by the OGC with Oracle. Development Environment Upgrades. To ensure that the force software development environment is at the current software release it is necessary to upgrade to a new licence level. This will cost £6k capital and a further £16k a year revenue. User Administration. An additional person to manage the user administration tasks associated with 4,500 users and complex access/security procedures is required. This will cost some £20k in 2009/10. 38
  • 39. IMPACT Programme The IMPACT programme has two main themes, MOPI and PND. It has been agreed that during 2009/10 the focus with be on delivering what is required to meet the forces obligations under MOPI and through this work increase the quality of data held within the force. The MOPI work therefore consists of: The setup of a Review Retention and Deletion team. This team will start to review the details held on the force systems with regard to nominals along the guidelines set out by the NPIA. This will include the use of the categorisation of nominals into the four categories ranging from 1, the most serious offenders through to 4, which is reserved for injured parties (IP) and witnesses. The retention rules will be applied but details of each nominal reviewed to ensure that no details are deleted unless it is appropriate to do so. Details of nominals will also be reviewed when new information about the nominal is entered which may require a “fresh look” at the nominals details. Three people are to be recruited into this team at an initial revenue cost of £90k for 2009/10. IMPACT Project officer. A project officer, who will also assist with both the MOPI and the PND project, will be recruited on a 2-year contract to provide the necessary research resources to support these projects and interpret the national requirements. This will cost £28k per year for a two-year period Crime Validation Unit. This unit will change its role from reading scanned crime reports and quality checking, crime updating, to managing the overall quality environment and the deduplication of nominal details. This will be brought about by: Introduction of automated quality checking systems. Currently being tested in ”C” Division this system is based on a prototype developed by operational officers and promises to eliminate 80% of crime input errors by identifying regular mistakes such as incorrect dates, missing fields etc. Introduction of Mobile Crime recording. The introduction of Crime recording via the BlackBerry device offers to improve the timeliness, accuracy and process of recording crime. Instead of the officers recording details on a scannable form they will record those details not known already via a “wizard” installed on their Blackberry. This “wizard” will be linked via the GPRS/Edge connection back to the central systems and so will be able to display to the officer information already known about the incident/crime and then enable the officer to record additional information relevant to the crime or its crime type. This will then enable the withdrawal of the scanning based system. Details of the cost of this will be described later. Prison Information. As part of the MOPI process it is necessary to be able to get a full view of he nominal. This can be greatly enhanced by being able to get information about current or past prison sentences. Access to the prison system will cost £25k capital to develop plus a further £5k per year support costs. 39
  • 40. Operational Systems Upgrades. Specific upgrades/improvements to operation systems scheduled for 2009/10 are as follows: DMS to Command & Control (Vision) link. This will enable the Duty management system (DMS) to update the Vision (Command & Control) system automatically with details of officers and their duties. This will then enable the control room to link officers to call signs much more efficiently than at present. Mobile Data. The Home Office funding of £2.1m has delivered 1,500 hand held BlackBerry terminals with access to both Office (email etc) and Operational Systems (PNC, Intelligence, Briefing etc) to front-line operational officers. Additional developments over the next financial year will provide access to Crime recording, Custody photographs and Stop & Search/Account. To facilitate this will cost an additional £10k capital. In addition it will be necessary to pay the support costs for the existing systems and two additional staff to manage the hardware and users “estate”. This will cost additional £234k revenue a year. Command & Control link to Compact (Missing from Home). An automated link from the Command & Control system to the Compact missing from Home system will significantly reduce the amount of information that officers are required to re-key from one system to the next. The cost will be £25k capital plus £5k per year revenue. Anti Social Behaviour Order (ASBO) Database. This is required by the CYRR department to manage the details of young offenders for the most part who have ASBOs. It is hoped that a joint procurement with other forces could enable a cost effective solution to be procured. A budget of £25k capital and £5k revenue will be required. Collaborator. In order to be able to move incident information across force boundaries it has been agreed within the East Midlands to buy licences for the Collaborator software. The cost to Nottinghamshire will be £10k capital plus £3k revenue per year. ANPR Upgrade. The ANPR equipment installed in cars across the force is now coming to the end of its operational life and so a project to replace this with more modern equipment is planned for 2009/10. This project will be combined with the mobile data (in car) project to help develop an in car solution which combines both ANPR and in-car computing within one system. A capital budget of £142k with £5k annual revenue is required. NSPIS Custody/Case Revenue costs. The full annual cost for the NSPIS Custody/Case system has been calculated by the NPIA as just under £600k per year. Whilst at the time of writing this report not confirmed the expectation is that these costs will be passed over to forces over a four year period, the amounts of full cost being set as 25%, 50%, 75% and 100%. This means that the cost for Nottinghamshire for 2009/10 will be £145k per year. The long-term strategy for this system is described under a separate section later. 40
  • 41. Organisational Systems. These are systems that are not related to a specific initiative (e.g. Policing for You) nor are they Operational Policing systems. The planned projects/expenditure relating to these systems are as follows: Risk Management. It has been agreed with Leicestershire Police to subscribe to access to their Risk Management system. The cost of this will be £10k capital plus £7k per year revenue. HRMS Upgrade. Whilst some costs were budgeted for 2009/10 to pay for the upgrade of the HRMS system it has since been discovered that the actual costs are higher than this as it has been necessary to pay for additional licences and hardware. Whilst more than planned these costs have been kept to a minimum by moving the system onto a Linux based platform. It is estimated that this has saved over £50k capital. Policing for you Projects. In order to continue to deliver the Policing for you vision two additional “work packages” are required as follows: Website development. A new web strategy is being developed that will enable the force to improve its communication to and with the public in a number of areas including: • Online Crime Reporting. • E-mail Marketing • Improved Neighbourhood Policing information, including Video Updates. Whilst the cost of this development is not fully costed a budget of £30k with an additional £3k revenue should be sufficient to cover this plus other developments. Data Services Restructure. Increased demand for FOI and Data Protection services by both media and individuals has increased the workload within the Information management section of this department. As a result there will be a relatively minor reorganisation plus the recruitment of additional member of staff. The cost of this will be £37k per year. 41
  • 42. Key Future Strategic issues. Police National Database. The Police National Database contract is due to be placed in March/April 2009 with delivery due a year later. For the Force to be able to make effective use of the PND it will need to undertake the following: - A full review of how the PND is to be used, both by analysts, intelligence officers and other major users and also by occasional users. - Implementation of those aspects of IAM that link to access to the PND by users. - Implementation of additional security across the force network where PND users are based so as to bring the security upto “confidential” level. The costs of undertaking this work are as yet unknown, the most expensive factor being the implementation of additional security across the network. Within the east Midlands region the first users of the PND will be based within the EMSOU and so will be located on the Leicestershire network. Any learning from this implementation will be made available to the other forces within the region. It is expected that the Information Assurance management budget should be able to deliver this though some additional funds may be sought in 2010/11 to complete this work. NSPIS Custody/Case. As mentioned earlier in this strategy the support costs of the existing Sungard Custody/Case system (known as NSPIS Cu/Ca) are being transferred to forces in a phased manner from 2009/10. The final annual cost for Nottinghamshire is likely to be around £600k a year. This is annual cost that is far in excess of what would be expected for similar systems such as CRMS (Crime) or Memex (Intelligence) that tend to have annual costs of around £100k. When looked at across the region the overall costs for all the forces will rise to £2.2m a year and in a recent review of the use of the system with Criminal Justice staff it was identified that whilst the Custody system was considered adequate (but not exceptional) the Case system was poorly regarded. In addition it was identified that a major technology upgrade will need to be implemented by the end of 2010/11, with the potential for significant disruption to services during the process. It has therefore been agreed that the region will look into what alternatives exist the use of the Sungard system and the options available to forces if they choose to switch supplier. The objective will be to have a replacement in place by the end of the 2010/11 financial year. Integration of Crime, Intelligence and Custody. In an ideal world the three main operational systems relating to the management of crime should be linked together so that: • The nominals linked to Crimes, intelligence and arrests are all one and the same. 42
  • 43. • The process issues relating to different sequences of events can be handled, for example where there is a crime, followed by an arrest, or when there is an arrest for which a crime needs to be entered. • Details of crimes can be cross-linked to the arrests relating to them. It is therefore seen as a long-term goal for the force to introduce a single system for the processing of crime, intelligence and custody information. Mobile Data Refresh. In 2011/12 it will be necessary to renew the contract for the Blackberry mobile devices. The cost of this is is difficult to estimate so far ahead given the very competitive nature of the telecommunications market. It is a reasonable estimate however that the cost of replacement Blackberry terminals will be around £100 each with a monthly rental of £5 - £10 each. No budget has been included in the capital plan for this at the present time as the likely cost is still very approximate. Integrated Demand Management Systems. The force control rooms, both North and South, use Airwave, Telephony and Command and Control systems. The control of Airwave and the telephony I provided via a SICCS system supplied by APD whilst the Command & Control system is provided by Fortek. It is a long-term objective, in line with the strategic principles, to integrate the SICCS and Command and Control systems into one single system. Telephony/Data Network Upgrade When the force invested in a new IT infrastructure in 2000 it decided to create a new wide area network (WAN) specifically for data traffic but leave the old network in place just for voice traffic, with the plan being that at some point in the future the voice traffic would be moved over to the data network and the old voice network shut down. Much of this work has taken place and so now the voice network is used only to link the main Seimens PABX telephone switches. With the advent of Voip (Voice over IP), IP telephony and the introduction of the force SNEN the time is right for the final migration. As part of this migration the force will also seek to replace the multiple PABXs and the control rooms based Meridian systems with an integrated solution, perhaps based on just two IP based switches. This should deliver substantial revenue savings. Work on the design of this will take place during 2009/10 with implementation in 2010/11. A full business case will need to be developed to justify the capital expenditure. People Development The Directorate of Information functions within the force are mostly staffed by Police staff, with a few police officers in specialist positions. The objective within the Directorate has been to develop people within these functions for the following reasons: • Staff turnover is kept to a low level. 43
  • 44. • Specialist knowledge is retained “in-house” • Staff are motivated as they see potential for promotion • Working relationships can be built up over a period of time. To facilitate these aims there is in place a “career grade” scheme which provides an opportunity for technical staff to progress from grades A1 through to P3 on the basis of merit, and again for project managers to progress from P2 through to M2 on the basis of merit and experience. With work that is going on within the Government IT organisation there is an opportunity to further develop this scheme in line with the SFIA (Skills Framework for the Information Age) model set out below. This has been developed specifically for ICT staff in conjunction with the BCS (British Computer Society). In addition to the development of professional skills it is also the intention that staff will develop the more generic skills and abilities that have relevance to their employment within the force. These generic skills will include achievement of the A1.1 National Occupational standards for Diversity. OneNet The potential for a joint Nottinghamshire Police, Nottinghamshire County Council, City Council and NHS PCT data network is being investigated under the leadership of the Accelerate Nottingham organisation, which is part of the Greater Nottinghamshire Partnership. The objective of this investigation is to identify what benefits might be delivered to the four organisations through the merging of current wide area networks to form a single network useable by all. This network has been given the name of “OneNet”. Outsourcing The potential for outsourcing is recognised within the strategic principles and is seen as a route to use where appropriate, especially where it is a new service that the force 44
  • 45. has not previously delivered or where there might be several forces looking to combine to deliver the same service. Care however needs to be taken in the current economic climate to ensure that any companies with which the force enters into outsource type arrangements are suitably sound and that arrangements are put into place to ensure that the force is not put into a vulnerable position should the company cease trading. ISIS. The ISIS programme, which is an NPIA initiative, sets out to: • Improved procurement nationally and locally by synchronising investment through the tripartite Operating Model. Improved ability to manage information systems and deliver new initiatives by reducing the complexity of the current infrastructure and systems landscape. • New services will be developed for frontline officers and citizens that will be faster to deliver, easier to access and are increasingly interoperable through the delivery of the new national infrastructure • Improved use of current resources by freeing up funds currently used to manage information systems and investing in new services and capabilities This is planned to be achieved through building on the current investment made throughout the police service over the last 10 years and using this base to converge forces into a much more homogenous systems architecture by 2015. One of the first actions for this will be the Champion/Challenger process whereby the police service, under the guidance of the NPIA will identify a number of solutions that are available for forces to use which are then “up for challenge” if forces wish to move away from them. Clearly there are many issues to resolve as to how and other processes will work in detail and in the context of the legal and procurement frameworks. 45
  • 46. APPENDIX C CAPITAL PROGRAMME 2009-10 TO 2012-13 Capital Payments Scheme Total Cost Expend. 09/10 10/11 11/12 12/13 Revenue of Project Prior to (£000) (£000) (£000) (£000) (£000) 2009-10 (£000) Building Projects Committed Schemes Schemes Largely Completed 14,343 14,022 321 Sherwood Lodge 6,213 217 3,051 1,880 940 125 3 Arnold Police Station 2,550 450 1,045 1,000 55 96 Eastwood Police Station 3,500 15 1,600 1,796 89 185 Sundry minor & emergency works 1,195 487 258 150 150 150 Uncommitted Schemes Clifton Police Station 2,508 8 640 1,800 60 0 85 Broxtowe Police Station 3,404 4 592 1,520 1,200 88 171 Retford Police Station 4,000 5 863 2,038 1,000 94 184 Beeston Replacement 3,200 550 1,300 1,272 78 108 Radford Road Police Station 535 45 475 15 7 Ollerton Police Station 4,500 400 2,500 1,488 112 178 Trowell Motorway Post 120 120 3 Safer Neighbourhoods/Partnerships 200 200 26 Safer Detention 700 413 287 1 Access to Premises 452 6 446 FHQ Generator & Sub-Station 200 200 1 Mansfield new UPS 185 185 1 Carlton new UPS 110 110 1 Energy Initiatives 300 150 150 Central refurbishment 4,000 1,000 2,000 1,000 0 Front Counter Project 2,000 500 500 500 500 Northern Property Store 800 350 450 Update ID Facilities 244 244 Air conditioning: block allocation 729 250 149 110 110 110 10 Meadows - extension 300 10 280 10 Phoenix House - security improvements 120 30 90 Kirkby - refurbishment 300 300 10 Harworth - refurbishment 300 300 5 Stables (FHQ) - refurbishment 100 100 Hucknall - external refurbishment 165 165 Mansfield - minor capital works 200 200 1 West B'ford - former cells refurbishment 100 100 3 Stapleford - refurbishment 250 250 6 Kimberley - refurbishment 150 150 6 IT Revenue Consequences 46 57,973 15,962 14,106 17,219 8,729 1,957 1137 46
  • 47. APPENDIX C CAPITAL PROGRAMME 2009-10 TO 2012-13 Scheme Total Cost Expend. 09/10 10/11 11/12 12/13 Revenue of Project Prior to (£000) (£000) (£000) (£000) (£000) 2009-10 (£000) Technology projects Airwave coverage uplift 126 51 15 30 30 Case/Custody 353 98 255 National management info system (NMIS) 312 259 23 15 15 Airwave Terminal replacement programme 1,600 1,500 50 50 Force infrastructure upgrades 1,870 175 447 592 656 Finance Systems 257 195 62 HRMS 641 557 84 Domestic Violence (CATS) 152 89 63 Friearms Training System 40 27 13 Stores system upgrade 10 0 10 FCD Crime system 107 75 32 Information Assurance Management 300 40 260 Property System Upgrade 120 50 70 Sundry operational systems upgrades 216 76 70 70 Telephony / Auto Attender 288 168 40 40 40 CJ Digital Technology 400 152 248 Public Service Desk - Cabling/IT 169 80 89 Management of police information (MOPI) 150 150 Microsoft Office 750 250 250 250 FIND (Facial Image) 58 58 Access & Identity (Smartcards) 100 100 Crime Server Replacement 150 150 Mobile Data further rollout 600 600 Optimisation Software. 79 79 7 Server Hardware for VISION 50 50 0 Single Non Emergency Number 25 25 5 C & C DMS Link 25 25 9 Meridian Upgrade 125 125 Prison Releases 25 25 5 Auto Trf COMPACT to C & C 25 25 ASBO Development 25 25 5 Risk Management Software 10 10 7 HRMS Upgrade 95 95 Laptop Encryption 190 64 42 42 42 3 Data Domain Upgrade 143 143 9 Upgrade Air-Con in Server Room 60 60 3 Network Acceleration Boxes 55 55 3 Oracle Licenses & Upgrade 51 51 5 Collaborator System 10 10 3 ANPR Capacity 326 142 92 92 5 Website Development 30 30 2 10117 2015 5634 1181 1245 42 71 47
  • 48. APPENDIX C CAPITAL PROGRAMME 2009-10 TO 2012-13 Scheme Total Cost Expend. 09/10 10/11 11/12 12/13 Revenue of Project Prior to (£000) (£000) (£000) (£000) (£000) 2009-10 (£000) Other Projects Committed Projects Body armour 900 300 300 100 100 100 SMART heavy vehicle tracking system 80 60 20 Safes & Ballistic Boxes 130 89 41 Vehicle Indicent Recorders 320 136 184 47 Non-driver slot vehicles 763 403 90 90 90 90 CCTV HD Recording 150 137 13 National Briefing Model 556 490 66 Bulk duplication equipment 116 67 49 Security of Sensitive Information 40 4 36 Alterations to Special Branch 14 4 10 Firearms Training 13 3 10 Availability of Silver Control Facilities 38 38 CBRN equipment 15 15 Command Platforms 165 165 Surveillance Vehicle 44 44 Analyst 10 10 Facial Imagers 110 110 CCTV Development 89 89 3552 1692 1290 190 190 190 47 Total Programme 74065 22092 21030 18590 10164 2189 1255 48
  • 49. APPENDIX D Police Authority Committee bnbnbn Prudential Indicators for 2008/2009 to 2012/13 2007/2008 2008/2009 Authority Out-turn Approved 2009/2010 2010/2011 2011/2012 2012/2013 @ 31 Mar '08 Indicator Estimate Estimate Estimate Estimate Section 1 - Indicators Based on Expected Outcomes Affordability: 1) Ratio of Financing Costs to Net Revenue Stream 0.8% 0.9% 1.4% 2.1% 2.4% 2.4% 2) Incremental Impact of Capital Investment Decisions - £1.11 £1.25 £6.34 £8.53 £9.53 3) Capital Expenditure £7.747m £10.721m £21.030m £18.590m £10.164m £2.189m 4) Capital Financing Requirement £31.371m £41.627m £52.081m £64.483m £67.728m £62.388m Section 2 - Indicators Based on Limits Affordability: 1) Actual External Debt £12.771m - £20.128m £23.957m £27.186m £29.815m 2) Authorised Limit for External Debt - £21.000m £23.000m £26.000m £30.000m £32.000m 3) Operational Boundary for External Debt - £19.000m £21.000m £24.000m £28.000m £30.000m Prudence: 1) Net Borrowing Requirement & CFR - £52.176m £67.728m - - - 2) Upper limit for fixed interest rate exposure Additional Local Indicator - Investment Only 73.89% 100.00% 100.00% 100.00% 100.00% 100.00% Additional Local Indicator - Borrowing Only 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 3) Upper limit for variable interest rate exposure Additional Local Indicator - Investment Only 26.11% 100.00% 100.00% 100.00% 100.00% 100.00% Additional Local Indicator - Borrowing Only 0.00% 50.00% 50.00% 50.00% 50.00% 50.00% 4) Upper & Lower limits for the maturity structure of Borrowing (Cumulative) Under 1 Year 7% U20% L5% U20% L5% U20% L5% U20% L5% U20% L5% 1 Year to 2 Years 7% U20% L5% U20% L5% U20% L5% U20% L5% U20% L5% 2 Years to 5 Years 20% U50% L20% U50% L20% U50% L20% U50% L20% U50% L20% 5 Years to 10 Years 28% U50% L25% U50% L25% U50% L25% U50% L25% U50% L25% Over 10 Years 38% U100% L10% U100% L10% U100% L10% U100% L10% U100% L10% 5) Upper limits for principal sums invested for periods over 364 days Maturing beyond 31/03/09 - - - - - - Maturing beyond 31/03/10 Maturing beyond 31/03/11 49

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