Source · Select Committees · Public Accounts Committee
Recommendation 30
30
The NLEDS programme team is also changing the way it delivers technology to be more...
Conclusion
The NLEDS programme team is also changing the way it delivers technology to be more iterative. The November 2020 external programme review recommended an ‘agile’ approach in which technology is released gradually and changed in response to feedback. The Department’s view is that such an approach should help the programme develop technology to meet the needs of police forces.58 The Department stressed to us how much it wanted to be attuned to the police’s needs so that forces can do the best possible job on behalf of the public. It does not know the way that technology will change in five or ten years’ time, but needs to ensure that every solution and system can adapt for the future.59 The Department said it wanted to ensure that “whatever programmes we embark on, and whatever solutions we end up buying or building, we bake in the agility and flexibility to respond to future events, whether they are changes in the technological environment, changes in the relationship with policing, or any other requirements that come along.”60 52 Qq 14, 15 53 Q 18 54 Qq 69–70 55 Q 71 56 C&AG’s Report, para 1.11 57 Qq 9, 11 58 C&AG’s Report, para 3.19 59 Q 17 60 Q 79 The National Law Enforcement Data Programme 17 The former SRO for the NLEDS programme acknowledged that while there had been an appetite for ambitious new ways of doing things, such as agile working, the NLEDS team really did not have any experience in those things.61
Government Response
Not Addressed
HM Government
Not Addressed
3.1 The government agrees with the Committee’s recommendation. Target implementation date: June 2022 3.2 The department has worked closely with policing and made good progress in embedding the new partnership approach within the NLEDP. 3.3 The revised and simplified Engagement Model allows police to have a strong voice in programme decision making and product prioritisation. Significant progress has already been made and it is already leading to a more informed and collaborative relationship, which is aiding the delivery of LEDS. 3.4 Accountability for the successful delivery of the programme remains with the senior responsible owner (SRO) and ultimately the accounting officer for the Home Office. 3.5 The department will continue to closely monitor and evaluate the progress of embedding this Engagement Model. • The Product Centricity (PC) transformation Programme in PPPT is in the process of setting up and rolling out a Product Centricity Steering Committee. This will be made up of senior/influential members of both Home Office & Policing and the purpose will be to set strategic direction, review progress and make key decisions. One of the key areas will be reviewing progress and reflecting upon successes and learnings. • The PC Programme is also devising, and soon to roll out, a Product Maturity Assessment, – this will allow us to compare and contrast the implementation of the Engagement Model, identifying gaps, inconsistencies, and the routes to correcting these. • The department is also working closely with Policing to create a Product Owner Playbook, this will set standards and define ways of working for all Product Owners in their roles and ensure consistency of approach across all of NLEDP. 3.6 These represent the current thinking and work to monitor and evaluate the embedding of the Engagement Model. More detail will be provided in the April update.