The system was exposed to unnecessary risks and delays, finds auditors Grant Thornton’s report.
6 Where were the right checks and balances?
"In some instances, roles that should be delivered by separate individuals appear from the project reports to have been effectively combined and delivered by the same person. This weakened the ‘healthy tensions’ between these roles that need to exist to safeguard effective governance within the project."
7 Staff did not clarify what constituted a risk
"There was a lack of clarity over what constitutes an issue or a risk. This may have prevented issues from being identified as such and escalated into the wider organisation for resolution."
8 Reporting was "rose-tinted"
Reports on the project weren’t always representative of reality, and missed goals were underplayed. Financial reporting wasn’t granular enough, either, while there wasn’t much challenge or scrutiny of reports.
9 There were no gateway reviews
This led to less understanding of how the project was performing.
10 Cost control was "poor"
The true cost of the project wasn’t well-understood and didn’t include all the overheads. "This was partly because the Force did not maintain adequate time recording or other systems to accurately capture all attributable costs and record time spent by all individuals on the project," added the review.
Surrey Police say
Surrey Police’s Chief Constable, Lynne Owens, admitted it has been a "challenging episode" for the force, and it welcomed the report’s recommendations and findings.
She was also keen to point out that while the issue is a "matter of regret" for the police, the problems are not endemic and the force is continually improving.
She said: "Surrey Police has already made improvements since the handling of the SIREN project, as can be evidenced by the successful installation of Niche RMS which replaced SIREN as our new crime, case and custody ICT system."