For discussion FCR(96-97)53
on 19 July 1996
ITEM FOR FINANCE COMMITTEE
CAPITAL WORKS RESERVE FUND
HEAD 710 - COMPUTERISATION
Royal Hong Kong Police Force
Subhead A028YU Implementation of information technology strategy
Members are invited to approve an increase in commitment froom $289.77 million by $66 milllion to $355.77 million for the full implemetation of the Information Technology Strategy in the Royal Hong Kong Police Force.
The revised commitment of $289.77 million1 for the implementation of the Information Technology Strategy (the Strategy) in Royal Hong Kong Police Force is inadequate to cover the implementation of all application systems in the Strategy.
2. The Commissioner of Police (CP), with the support of the Secretary for Security and the Director of Information Technology Services (DITS), proposes to increase the revised commitment under Head 710 Computerisation Subhead A028YU from $289.77 million by $66 million to $355.77 million.
3. The main objective of the Strategy is to enable the Police to make use of modern information technology (IT) to maximise the utilisation of available resources and hence deliver speedy and quality service to the public. As a result, CP will be able to delete 569 posts upon full implementation of the Strategy.
4. The Strategy consists of five major application groups with 24 application systems connected by a Police Data Communication Network (PDCN). Since the approval of the Strategy in January 1993, we have completed seven systems. Development is continuing on a further nine systems, four of which will go live during this financial year. A summary of the progress to date is at Enclosure 1.
5. CP conducted a comprehensive review in late 1994. The findings indicated that the revised project estimate was likely to be insufficient for full implementation of the Strategy. CP has therefore taken a series of measures to contain costs. Having reviewed the position in early 1996, CP concluded that he needed an additional $66 million, including $6 million for a 10% contingency, in non-recurrent expenditure. The increase in cost is mainly due to -
(a) Technological advances
(i) PDCN
The original plan for the PDCN was to build on and extend the existing proprietary mainframe computer network of the Force. However, it lacked the flexibility and capacity for coping with high volume data transmission between the heterogeneous computer systems and the ever increasing terminal population. After consultation with DITS, CP decided to adopt an intelligent high capacity network which would enable access to different applications from individual desk top terminals in an effective manner. This requires an additional expenditure of $23.5 million on additional sophisticated hardware and software.
(ii) Computer terminals
The revised commitment for the Strategy only allowed for the use of dumb terminals and low-end personal computers to cope with 5% increase in computer processing needs and data storage requirements per annum. In the light of technological advances and the higher than expected increase in workload (9%), CP requires high-end personal computers and additional hardware and software at an extra cost of $4.3 million.
(b) Increase in site preparation cost
The Director of Architectural Services advised that building services costs have increased by some 27% between 1992 and 1995. The terminal population spreads over 170 sites territory-wide. Many of these sites, particularly the older police stations, do not have adequate space and power supply for the installation of the new equipment, nor ducting for a structured cabling system. The additional works for ducting, electrical and building services installations require additional expenditure of $12 million.
(c) Shortage of in-house system development staff resources
The Force over-estimated the in-house IT staff resources that it could release for developing the Strategy in the original project estimate. The high average vacancy rate of Analysts / Programmers in the Force (11% in the past three years) has further impeded the progress of system development. As a result, CP has to engage more contract staff for developing the Strategy and estimates that he needs $20.2 million for hire of contract staff.
6. When Members approved the capital funding for the Strategy in 1993, we estimated that the project would break even by 1999-2000 through saving of 569 posts. In the light of the progress to date and the programme for implementation of the rest of the Strategy, CP considers that the Force will be able to deliver the first batch of savings of 88 posts in this financial year and the remaining 481 posts in two phases by 1998-99. Taking into account the additional costs and the saving delivery schedule, we have updated the cost benefit analysis at Enclosure 2. This shows that the project will break even by 2002-03, three years later than the original plan.
7. CP estimates that full implementation of the Strategy will require an additional non-recurrent expenditure of $66 million. A breakdown of the revised and recommended estimates is as follows -
|
Revised estimate $'000
|
Recommended estimate $'000
|
Increase $'000
|
(a)
|
Hardware and software
|
|
(i) Network
|
17,990
|
41,490
|
23,500
|
|
(ii) Systems
|
231,170
|
235,470
|
4,300
|
(b)
|
Site preparation
|
16,630
|
28,630
|
12,000
|
(c)
|
System development services
|
3,880
|
24,080
|
20,200
|
(d)
|
Training
|
6,110
|
6,110
|
-
|
(e)
|
Conversion
|
380
|
380
|
-
|
(f)
|
Contingency
|
13,610
|
19,610
|
6,000
|
|
Total
|
289,770
|
355,770
|
66,000
|
8. As regards paragraph 7(a)(i), the increase of $23.5 million is to meet the additional costs of additional hardware and software for the PDCN.
9. As regards paragraph 7(a)(ii), the increase of $4.3 million is for the procurement of high-end computer terminals and additional hardware and software to allow the Force to take advantage of technological advances.
10. As regards paragraph 7(b), the increase of $12 million is due to additional works in cable routing, building services installations at user sites and building of the network infrastructure connecting all heterogeneous computer systems.
11. As regards paragraph 7(c), the increase of $20.2 million is for the hire of 320 man-month of contract staff for the design and development of the systems in the Strategy and to meet increase in rates of payment to contract staff over the years.
12. Subject to Members' approval of the additional commitment, we estimate that the cashflow will be as follows -
|
$'000
|
1997-98
|
35,370
|
1998-99
|
30,630
|
Total
|
66,000
|
13. This proposal will give rise to additional annual recurrent expenditure as follows -
|
1997-98 $'000
|
1998-99 $'000
|
1999-2000
and annually
thereafter
$'000
|
(a) Hardware and software maintenance
|
600
|
600
|
600
|
(b) Maintenance of network and rental of additional communication facilities
|
12,400
|
12,400
|
12,400
|
(c) Staff costs
|
12,601
|
12,601
|
11,260
|
Total
|
25,601
|
25,601
|
24,260
|
14. As regards paragraph 13(a), the expenditure includes the maintenance cost for the additional computer hardware and system software.
15. As regards paragraph 13(b), the expenditure covers additional maintenance cost of the network and rental of additional communication facilities in support of the PDCN.
16. As regards paragraph 13(c), the expenditure represents the costs of 18 additional staff that CP would require for system management and user training on a recurrent basis and three temporary additional staff for 1997-98 and 1998-99 for user training. In seeking Members' approval for funding of the original project, CP inadvertently omitted the requirements of additional posts for system management and training. Given that major systems, such as the Communal Information System and the Personnel Information Communal System, will affect the operation and administration of the Force as a whole, CP needs additional staff to manage the systems and organise training. CP also envisages that the demand for user training is particularly heavy in the initial period of commissioning and therefore requires temporary additional posts. Details of the additional posts are at Enclosure 3.
17. One alternative is to implement the Strategy according to the original plan. CP considers this alternative unacceptable as it would produce an out-dated computer system.
18. The other alternative is to drop the eight remaining systems. CP also considers this alternative unacceptable because without these systems, the Force and the public will not achieve the originally planned improvements such as shorter waiting time for reporting traffic accidents, more efficient processing of licences and speedier identification of suspects. A list of the expected benefits of these eight systems is at Enclosure 4.
19. On 29 January 1993, Members considered FCR(92-93)116 and approved a new commitment of $299.37 million for implementing the Police IT Strategy in full by 1997-98. The commitment was revised to $289.77 million for the reason set out in footnote (1).
20. Since then, the Force has realised the following benefits from the systems implemented so far -
- reduction in time for crime searches from one week to four minutes;
- maintenance of documents of the Criminal Intelligence Bureau on 13 compact disc instead of in strong rooms;
- production of bilingual printed charges in the same amount of time required for the production of printed charges in English only;
- availability of examinations results for new recruits in four hours instead of three days;
- speedy distribution of documents Force-wide in minutes via electronic mail; and
- saving of 88 posts in this financial year.
Security Branch
July 1996
1 -- The approved project estimate was $299.37 million which included contract staff for system development. In order to release in-house staff to develop new systems in the Strategy, we have deleted a sum of $9.6 million from the approved project estimate to offset the costs of contracting out the system support services for two existing systems. We have therefore reduced the project estimate from $2997.37 million by $9.6 million to $289.77 million.
Enclosure 1 to FCR(96-97)53
Application Group/Systems
|
Progress as at June 1996
|
(a) Formation Information Communal System (rename of Station Information Communal System)
|
At final development stage, target to roll out in October 1996.
|
(b) Regional Information Communal System
|
Now in feasibility study.
|
(c) Headquarters Information Communal System
|
Scheduled for feasibility study in late 1996. |
Application Group/Systems
|
Progress as at June 1996
|
(a) Computer Assisted Fingerprint Identification System Phase II
|
At implementation stage, target to roll out in October 1996.
|
(b) Commercial Crime Fraud Investigation
|
Went live in April 1994.
|
(c) Facial Identification
|
Not started yet.
|
(d) Photo Album
|
Not started yet.
|
(e) Replacement of Modus Operandi Search and Identification by Computer
|
Went live in July 1995.
|
(f) Extension of the Major Incident Investigation and Disaster Support System
|
Deleted as the maximum capacity of the existing system not yet reached.
|
(g) Records Management
|
System for Criminal Intelligence Bureau went live in February 1995; systems for Criminal Record Bureau and Narcotics Bureau not started yet. |
Application Group/Systems
|
Progress as at June 1996
|
(a) Traffic Operations and Management
|
Not started yet.
|
(b) Transport Management Information System (rename of Integrated Traffic Management Information System)
|
Scheduled for feasibility study in late 1996.
|
(c) Central Licensing and Registration
|
Systems for miscellaneous licences and registration not started yet; the minor system for societies notification went live in May 1996.
|
(d) Force Mapping
|
Not started yet. |
Application Group/Systems
|
Progress as at June 1996
|
(a) Personnel Information Communal System (PICS) (rename of Personnel and Training)
|
At user acceptance stage, target to roll out in August 1996.
|
(b) Accounting and Financial Management
|
Scheduled for feasibility study in September 1996.
|
(c) Allowance Processing
|
Not started yet; to be incorporated as part of Police Accounting System in Treasury.
|
(d) Leave Recording
|
At development stage, target to roll out in 1997. |
Application Group/Systems
|
Progress as at June 1996
|
(a) Police Training School
|
Went live in May 1995.
|
(b) Police Stores
|
Not started yet.
|
(c) Marine Police Launch Management
|
Implemented as part of Government Fleet Information System in Marine Department.
|
(d) Auxiliary Police Management
|
Incorporated as part of PICS; at user acceptance stage, target to roll out in August 1996.
|
(e) Security Wing
|
Went live in August 1995.
|
(f) Planning and Development
|
Went live in April 1996. |
Application Group/Systems
|
Progress as at June 1996
|
(a) Police Data Network
|
At implementation stage.
|
(b) Police E-mail Network
|
Went live in March 1996. |
Enclosure 2 to FCR(96-97)53
|
|
1993-94 $'000
|
1994-95 $'000
|
1995-96 $'000
|
1996-97 $'000
|
1997-98 $'000
|
1998-99 $'000
|
1999-2000 $'000
|
2000-01 $'000
|
2001-02 $'000
|
2002-03 $'000
|
2003-04 $'000
|
(a) Non-recurrent costs
|
(i) Capital account expenditure
(ii) In-house staff cost
|
|
1,340
12,150
|
11,960
31,520
|
34,570
43,120
|
180,630
39,840
|
96,640
17,150
|
30,630
0
|
0
0
|
0
0
|
0
0
|
0
0
|
0
0
|
(b) Recurrent costs
|
|
0
|
200
|
3,200
|
13,050
|
74,000
|
74,000
|
72,660
|
72,660
|
72,660
|
72,660
|
72,660
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(c) Total costs [(a) + (b)]
|
|
13,490
|
43,680
|
80,890
|
233,520
|
187,790
|
104,630
|
72,660
|
72,660
|
72,660
|
72,660
|
72,660
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(d) Realisable benefits
|
|
0
|
0
|
0
|
20,270
|
128,930
|
180,500
|
180,500
|
180,500
|
180,500
|
180,500
|
180,500
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(e) Net benefits [(d) - (c)]
|
|
(13,490)
|
(43,680)
|
(80,890)
|
(213,250)
|
(58,860)
|
75,870
|
107,840
|
107,840
|
107,840
|
107,840
|
107,840
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(f) Cumulative benefits
|
|
(13,490)
|
(57,170)
|
(138,060)
|
(351,310)
|
(410,170)
|
(334,300)
|
(226,460)
|
(118,620)
|
(10,780)
|
97,060
|
204,900
|
|
|
|
|
|
|
|
|
|
|
|
| |
Enclosure 3 to FCR(96-97)53
Posts permanently required -
(I)
|
System Management
|
|
|
|
|
(a)
|
Overall supervision
|
1 Superintendent of Police
|
(b)
|
Communal Information System
|
1 Chief Inspector of Police
|
|
|
3 Inspector of Police / Senior Inspector of Police
|
|
|
1 Clerical Officer I
|
|
|
1 Clerical Officer II
|
|
|
|
(c)
|
Personnel Information Communal System and Leave Recording
|
1 Inspector of Police / Senior Inspector of Police
1 Police Constable
|
|
|
1 Executive Officer II
|
|
|
1 Senior Clerical Officer
|
|
|
2 Clerical Officer II
|
|
|
|
(II)
|
User Training
|
4 Station Sergeant
|
|
|
1 Sergeant
|
|
Total
|
18 posts |
Posts required for 1997-98 and 1998-99 only -
User Training 3 Sergeant
For 1997-98 to 1998-99, the annual staff cost and notional annual mid-point salaries for 21 posts will be $12,601,000 and $6,980,000 respectively
For 1999-2000 and thereafter, the annual staff cost and notional annual mid-point salaries for 18 posts will be $11,260,000 and $6,244,000 respectively.
Enclosure 4 to FCR(96-97)53
System
|
Tentative development priority
|
Main consequential benefits
|
Traffic Operations and Management
|
1
|
improvements in service to the public through more efficient and simpler accidents reporting procedures
more efficient handling of bail and charging of offenders
easier analysis of traffic accidents and causation factors
simplified planning of road safety campaigns
more efficient administration of the management of road closures, etc. caused by road works
improvements in handling of vehicles towed by police
|
Records Management System
(Criminal Record Bureau and Narcotics Bureau)
|
2
|
better security and integrity of source documents
more accurate indexing of record
availability of duplicate copies of documents
savings in space and accommodation
speedy and more efficient retrieval
|
Police Stores
|
3
|
improvements in inventory control
reduction in stocking levels and space requirements with just-in-time deliveries
computerisation of various statistics
more efficient use of government funds
|
Facial Identification
Photo Album
|
4
5
| improvements in services to the public with distributed facilities
speeding up the preparation of facial drawings
potential for improvements in crime prevention through early identification of suspects
greater deterrent to crime activities
speedy updating of criminal photo albums
|
Central Licensing and Registration
|
6
|
improvements in and faster service to the public
reduction in the use of manual registers and index cards
automation of the compilation of statistical returns
|
Force Mapping
|
7
|
improvements in crime prevention
up-to-date street maps readily available
better planning of beat patrol and operations
prompt and accurate information in serious crime / internal security situations
|
Allowance Processing
|
8
|
elimination of manual calculation errors
substantial reduction in routine, repetitive and mundane administrative procedures
more effective monitoring of expenditure on allowance |
Last Updated on 2 December 1998