The three critical objectives identified in the first Technology Strategic Plan in1997 were hardware and software related. They focused on building key infrastructure areas that had been neglected for many years. These objectives have been reached. MCPD has an excellent network system, communications capability, and data structure. It has become a benchmark for other agencies around the nation. In the 2002 Technology Strategic Plan we highlighted three new objectives: Partnerships, Growth, and Utilization. We are now firm partners with state, regional and county agencies in data sharing, GIS, communications and planning. We have built out infrastructure in desktop, mobile and law enforcement applications. MCPD has grown in utilization of existing systems and in the functional value of the applications for our daily mission.
In 2007 we focus on our future by continuing to enhance utilization of existing technologies and applications while expanding the applications and tools within the current structure and set our horizons to the significant changes coming in data availability and sharing; wireless communications and merging applications in devices.
Utilization
The MCPD Technology Division will provide leadership and program support to expand department utilization of data and technology. We will strive to achieve new and improved professional management and business processes within the department. The Technology Division will expand technical training for department personnel and improve return on investment for the existing technical systems.
Expansion
Building on an existing technical system base MCPD has opportunities to expand law enforcement applications. MCPD has identified in-car video, electronic citations, new data sharing opportunities as directions to add to existing mobile data and network structures. Expansion requires both planning and prioritization to identify resources and develop the applications.
Horizons
The rapid pace of technical change requires vision to be able to identify and prepare for opportunities. MCPD has clearly noted anticipated changes in communications technology available to public safety. The emergence of the 700 MHz bandwidth and federal programs to provide public safety with broadband interoperability will provide capability to field new applications. The merging of cell phone, radio and computer into smaller more adaptable devices will provide lighter and more versatile equipment choices.
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Information technology evolves quickly. Change is constant and change makes long term planning difficult. The culture of any police department focuses on the immediate term issues. Planning forces a look beyond the present. MCPD users are aware of technology and are now dependent on technology to perform operational functions. Effective long term strategic planning is therefore critical.
The methodology employed in this strategic plan examines the anticipated changes in the mission and organization of the department, as well as the anticipated changes in expanding technology. This plan also examines the role of the department in the technical data web that connects it to other county, state, and national agencies. It allows us to blend both tactical (short-term) and strategic (longer-term) technology and business issues in a continuous planning and implementation cycle.
The commercial market continues explosive growth of wireless voice and data options. Public Safety now has opportunities for mobile bandwidth to support application options ranging from GPS, mapping, open source data, internet, video and an increasing number of devices that provide multiple functions. Public Safety broadband networks are planned as part of the 700 MHz auction announced in August 2007 by the FCC. The plan calls for sharing commercial technologies and merging functionality. The NCR Wireless Broadband Initiative will establish a national benchmark.
MCPD Impact: Current commercial broadband is very successful for MCPD but is costly. A public safety broadband network offers potential for coverage and throughput and reduced costs. Montgomery County is participating in regional planning. MCPD will continue with commercial wireless as the prime provider of mobile broadband service.
There is a tremendous demand for data sharing across different networks. The capability to use trusted systems and biometrics for authentication is expanding rapidly. In the near future law enforcement will be able to capture data, video, and communications links across multi-agency lines.
MCPD Impact: MCPD is already providing leadership in regional data sharing. through the LinX system and COG. Additional regional and federal data sharing and fusion centers are being planned and the COG region Data Exchange Hub offers network sharing opportunities.
In the near future Radio Frequency Identification (RFID) will be built into devices such as radios, computer equipment, vehicles or stick on tags. Led by the commercial retail world these tags will enable the tracking and inventory control of multiple devices or individuals.
MCPD Impact: Accountability and control of expensive equipment and or weapons and potential support for investigation and recovery of stolen property. MCPD needs to maintain knowledge of the standards for reading and tracking RFID.
Mobile data access is now a business standard. Smaller handheld devices now incorporate phone, internet, text, GPS, and computer functions. The principle limitations are cost, screen size, and interface with user inputs. Administrative and operational law enforcement functions for these handheld devices are increasing.
MCPD Impact: This technology is largely available in business markets. MCPD fielded non-wireless PDAs for traffic stop data collection and tested wireless PDAs for command and control. Today we use Blackberry technology for administrative purposes. In 2007 we will field a prototype PDA with CAD and MILES/NCIC capability. We will continue to test handheld wireless device capabilities and applications.
In 2006 and 2007, Maryland announced specific plans for infrastructure improvements to public safety systems. When Maryland establishes standards and acts on these systems there will be a significant impact on local requirements for connectivity, data design, and support systems.
MCPD Impact: MCPD and other Montgomery County Criminal Justice agencies are participants in state planning and implementation. MILES/NCIC changes in application, encryption and token assignment will be completed in 2007. State Automated Booking System changes in later 2007 or 2008 will cause changes in equipment and procedures in the booking and charging process. Changes to state fielding of electronic citations will require MCPD to purchase readers and printers for patrol vehicles and integration with our mobile data system.
Federal mandates to reband the 800 MHz public safety spectrum for voice and data are underway and will be completed within the next one to five years. Montgomery County will be in the first wave. Additional changes in 700 MHz frequency allocation for interoperability were announce in August 2007. Our operations and equipment will be impacted. Delays in the process are occurring. Additional costs will be absorbed by the county.
MCPD Impact: DTS Radio Engineer sits on regional planning teams. MCPD will have to replace 80% of our current portable and mobile radios over the next three to five years at a cost of $30M. MCPD will require funding and staff support for this change.
Operations of the CAD system cannot be sustained without reaching a level of system stability for both ECC operators and field users. Stability must include mobile field reporting and RMS operations.
The current CAD and RMS require potentially costly upgrades. They rely on Oracle 8i data base and Oracle no longer supports 8i. Full replacement of CAD/RMS to web based solutions may be technical and cost benefit alternatives.
RMS, CAD and GIS data is now available to MCPD. MCPD must automate reporting and presentation of data for internal management and external communications with citizens.
MCPD must address outstanding issues of support and administrative data needs. Examples include evidence, digital images, and administrative work flow. These systems must be integrated and must be able to share data.
Information systems are now critical to the daily mission of the department. Users must have equipment and networks that are reliable, and are maintained and repaired quickly. Users must also be trained on full use of the systems.
The 2007 Technology Strategic Planning process included three efforts to gather ideas, document needs and establish a level of priority.
The results of this three step process were not surprising and largely reflected the same themes and priorities developed in previous planning groups.
The 2007 priorities.