TECHNOLOGY STRATEGIC PLAN 2009 August 6, 2009
STRATEGIC PLAN 2009
Objectives
Background: The three critical objectives identified in the first MCPD Technology Strategic Plan in 1997 were hardware and software related. They focused on building key infrastructure areas. These objectives were reached. MCPD has an excellent network system, communications capability, and data structure. MCPD has become a benchmark for other agencies around the nation. The 2002 Technology Strategic Plan 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 to the point where the systems are critical daily tools of law enforcement operations.
The success MCPD experienced in building a technical infrastructure opened paths to change and growth. In 2008 the strategic vision shifted to three new areas: Development, Transition, and Integration. For 2009 we retain these elements as building blocks to the future.
Development
The MCPD core technical infrastructure is sound. Personnel have sufficient desktop, mobile computers, wired networks and wireless networks. MCPD is capable of meeting department business needs. Stability and user confidence in the infrastructure has improved and led to increased requests for new applications to enhance law enforcement and administrative business processes. The strategic plan identifies needs and priorities for development of new applications and systems.
Transition
Technical transition is a key
objective for Montgomery County Government. MCPD is a major player in overall county
efforts.
Integration
The most critical technical challenge in the next few years is managing the integration of law enforcement hardware, software and data into easily accessed and used systems while maintaining effective security. Wireless communications is allowing personnel to take their office with them. MCPD’s vision looks to an integrated full mobile office for police officers in patrol vehicles. Senior managers require effective integrated mobile systems that provide both operational and administrative tools.
Vision
2009
To
lead in the development of new applications to support operational and
administrative functions and to facilitate transition to real-time information
based environment.
Police Executive Research Forum –
Law Enforcement Needs Assessment
MCPD is not unique. MCPD’s technical needs must be benchmarked against agencies technical needs around the nation. In January 2009, The Police Executive Research Forum published the results of a Law Enforcement Needs Assessment and Forum. MCPD participated with 29 other agencies in a two day executive forum to examine the state and direction of law enforcement technology. The results of the PERF study closely paralleled the previous MCPD Technology Strategic Plans and provide a control check against our current planning. Key areas in the PERF study:
Development and
enhancement of integrated data systems, including systems and equipment that
provide in-field access for officers.
Improving the
interagency interoperability of communications.
Implementing technologies
to improve suspect identification, including biometric technologies and mobile
fingerprint readers.
Camera surveillance,
ranging from individual cameras in patrol cars or on officers’ uniforms to
wireless networks of cameras providing live coverage of numerous areas of a
city simultaneously.
Evaluation research
to provide police with better evidence on which technologies are most valuable
and cost-effective for law enforcement uses.
The full report is available at:
Methodology
The short life cycle of technical systems leads to constant change. The challenge is to anticipate the coming change, plan for the best path and identify the resources required to facilitate the change. MCPD has embraced new technology in all aspects of department operations. Technical systems are now mission critical. Maintaining and advancing those technical systems requires strategic vision from all levels of department personnel. 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. Input for the development of this plan came from all levels of the department.
Technology & Business Issues
in the next 5 Years
In January 2009, Technology Division Staff and representatives from several other divisions met to identify technical and business changes in the next five years.
- Web based applications replaces client based
- RFID replaces barcode
- Voice over IP grows (Femtocells)
- Increased application demand for MDCs
- Increased e-learning
- Increased demand for data storage
- Increased use of satellite communications (regional/state)
- Consolidation of current systems and servers
- Increased demand for individual MDC configurations like tag readers
- Imbedded IP addresses in devices
- IP radios
- Virtualization for servers
- ERP impacts need for data bases and queries
- ERP challenges security
- Increased demand for web based citizen applications
- Faster PCs and increased bandwidth for applications and files
- Increased remote technical support
- Less resources and funding
- Streamline work flow
- Increased network and physical security
- Data and file backup become more critical
- Increased demand for voice and mobile data communications and applications
- Increased demand for wireless bandwidth
- Increased requirements for Green technologies and practices
- Increased police requirements for inter-agency and regional coordination
- Need to data mine more outside data bases
- Google like queries on department data and files
- Requirements to cross train technical skills
- Enhance GIS capabilities and data presentations
MCPD Technology
Survey – 2009
In April 2009 a department wide e-mail requested sworn and civilian personnel to participate in identifying technology needs for the department. They were asked to focus responses in three areas.
1. Given limited resources what would be a priority for MCPD in developing or fielding new technology to support your current duties?
2. If resources were not a restriction what technology applications or equipment would most improve MCPD operations in the next three to five years?
3. How could service and support of current computers and applications be improved?
Over 60 officers and civilians responded with their vision and concerns. The table below notes the issues and frequency that the issue was brought up by respondents.
|
Issue |
Officer |
Civilian |
Total |
|
Stable or
improved PW & EJS |
15 |
1 |
16 |
|
MILES
& CJIS Improvements |
11 |
1 |
12 |
|
Citation
DB – e-citation |
10 |
1 |
11 |
|
Disconnects
on MDCs |
8 |
|
8 |
|
MVA
Photos |
7 |
|
7 |
|
BB for
investigators |
6 |
1 |
7 |
|
Reliable
Mapping on MDC |
4 |
|
4 |
|
Mobile
AFIS |
4 |
|
4 |
|
Improved
querry on MDC |
4 |
|
4 |
|
Access to
USB Ports on MDCs - applications |
4 |
|
4 |
|
24/7 MDC
& Radio support |
4 |
|
4 |
|
Video of
Capture and Storage |
3 |
|
3 |
|
Increased
VPN |
3 |
|
3 |
|
Expanded
internet access on MDCs |
3 |
|
3 |
|
Access
pdf or reports from MDCs |
3 |
|
3 |
|
Improved
User Training |
2 |
1 |
3 |
|
New
classroom technology |
2 |
|
2 |
|
MDC for
ISB |
2 |
|
2 |
|
In-Car
video |
2 |
|
2 |
|
DVD
Burners |
2 |
|
2 |
|
Admin
Imaging |
1 |
1 |
2 |
It is
noted that the issues above are either current needs or current problems that
require solutions. These do not reflect
strategic vision but are critical items that must be addressed if a strategic
vision is to become a realistic plan and realistic programs.
Senior Staff Vision - Law Enforcement 2015
On June 1, 2009, twenty two senior officers and civilians from all three MCPD bureaus participated in a two hour focus group designed to force them to step away from current MCPD situations. They focused on the creation of a new police agency’s technology requirements for the year 2015. The scenario and procedure is attached for reference. Following idea development in focus groups the team consolidated their thoughts into eight core needs or visions.
Access to communications and data
Law enforcement personnel must have immediate and reliable access to communications and data both within and beyond their department. Police require one portable voice communications device with full interoperability and mobile data single sign on access and query capability to agency, state and national data sources.
Mobile Office
Police vehicles must become mobile offices with integrated computer systems, applications and radio systems. Operations of these systems require improved human interfaces including voice activation and heads up displays. Wireless broadband is required to support all communications within regional operations areas.
Supervisory Command Vehicles
Field supervisors must have vehicles with immediate command and control capabilities to enable on scene control of emerging situations. These capabilities should include extended communications for in building radio coverage, real-time GPS locations for responding units, mapping and building data. Waiting for a responding command bus is not a suitable option.
Change and synchronization of police and court processes
Technology advances in communications and data flow require improved flow between officers and court operations. Examples include electronic search warrants and notifications and coordinated case management and evidence control.
Improved processes within police department operations
Technology advances in report writing, case management, evidence control, image management and administrative operations require new policies and management procedures to enable full utilization of the technologies. Current departments must begin the change process prior to technical implementation and new departments must plan those processes from the beginning.
Implement strict needs and requirements assessments
Technical programs must be required to meet strict needs assessment prior to commitments and implementation within the department. Too many uncoordinated and individual technical efforts divert resources from planned and high priority requirements.
Senior leaders must be trained and involved
Senior department leaders must acquire technical training on new systems and be involved in the policy and procedures to successfully implement new applications and systems. Field personnel take their vision from the understanding and capabilities shown by leadership. Senior vision on technology and their willingness to implement business change is essential to successful technical implementation.
Seamless boundaries for law enforcement
By 2015 law enforcement will more often cross jurisdictional boundaries during daily activities. Task force operations and regional crime trends will drive greater requirements for data flow and interoperable communications. Technology already bridges jurisdictional lines. The national capital region is a leader in interagency communications and data flow. The technical systems involved in regional operations must become seamless in the departments communications and data plans.
Issues and Actions
A future plan is always built on a base of current issues. The methodology above identified a number of current issues that concerned MCPD personnel. It further identified anticipated technical and business change. The following identifies core issues for MCPD and actions needed to move toward the vision and needs identified above.
Short Term Issues
- Stability of CAD & Mobile Data
The last year has seen a period a relative stability for the CAD and Mobile Data systems. DTS has applied strict change management procedures which have lessoned the number of system failures. Disconnects from the Sprint data network have been reduced but not eliminated. In progress is a move to the Sprint Vision PCS network which is intended to improve connectivity.
- Improved Crime Analysis
The demand for Crime Analysis products has increased because of MCPD Command needs for accurate and current data and citizen requests for additional access to current crime data. The utilization of CrimeReports.com has provided automated access for citizens. Citizens can now report minor crime directly via web based crime reports. MCPD has received grant funding to implement a dashboard for internal department use. The dashboard will make real-time crime data and management data available to senior staff. The utilization of GIS data will enhance presentation of crime analysis.
- Integrated systems
MCPD units have increasing need for data access and exchange with other County agencies. The needs for links will continue to increase as the County builds the long term ERP solutions. Managing these connections and accounts will become more complex. Many of the applications cross AD security measures. The use of LDAP and other account management methods will need to be enhanced to insure greater availability and security.
Long Term Issues
- Public Safety
Broadband Network Opportunities
The national initiative for a combined commercial and public safety
broadband data network was placed on hold in the spring of 2008 when no vendor
submitted a successful bid to the FCC for the Block D frequencies. The 700 MHz voice project for Region 20 was
approved and will first be implemented in
MCPD Impact: MCPD will work closely with DTS and users on
the refinement of the county/state 700 MHz and broadband plans for the future. MCPD
will continue with commercial wireless as the prime provider of mobile
broadband service. Long range Public
Safety plans are for
- One virtual
network
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, share video, and forge communications links across multi-agency lines.
MCPD Impact: MCPD is already providing leadership in
regional data sharing through the LinX system and Pawn Data. Additional regional and federal data sharing
and fusion centers are being planned and the NCR Region Data Exchange Hub
offers network sharing opportunities.
DTS is examining options for improved single sign on and security
acceptance across networks. AFIS and facial recognition systems have been
installed between Prince Georges County, District of Columbia,
- Incorporate RFID Technologies into Law
Enforcement
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: RFID is a maturing technology that can be incorporated into inventory management throughout the department. As we implement ERP modules, MCPD will, where possible, make use of RFID and scanning capabilities in these modules.
- Multi-Function Portable Devices:
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. New applications will appear using mapping and GIS data display to enhance usability.
MCPD Impact: Today MCPD uses Blackberry technology for
administrative purposes. In 2007 we
tested a prototype
- State decisions on ABS, CJIS, and
standards
MCPD Impact: MCPD has quickly reacted to these long
awaited upgrades and current plans are in place or are being implemented to
incorporate these advances in MCPD systems.
Funding is needed to expand electronic citation to all patrol units. Additional training will be required for
department personnel on these systems. The state changes will open the door to
demands for expanded state applications for all
- Rebanding 800 MHz Radio System &
700 MHz Interoperability
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.
MCPD Impact: The county public safety agencies and DTS have developed a long range communications plan and acquired some grant funding to begin replacement of radios with P-25 equipment. Long range plans call for the upgrade of the county radio system to P-25 levels and compatibility with state 700 MHz plans for interoperability.
- Integrated
There is a demand to increased functionality in the patrol car environment. In-Car video, streaming video, mobile AFIS, electronic citations, printing, photo capture and transfer are available for integration in patrol vehicles. Offices also need mobile office functions including MS Office and Outlook features.
MCPD Impact: MCPD must work with DTS to guarantee the timely replacement and upgrade of mobile data computers. MCPD must identify funding and insure effective project management to develop and integrate these systems. Increased bandwidth must be available from Sprint WiMax or other sources. MCPD will work with all commercial wireless vendors to insure that MCPD is supplied the fastest, reliable and secure mobile networks in law enforcement.
- Video &
Digital Image Management:
A flood of digital images is impacting all public safety agencies. Image sources include in-car video, interviews, surveillance, crime scene, investigative and security. Many of these require evidentiary standards for their storage. All require storage space, indexing, transfer, purging, copying and some level of oversight.
MCPD Impact: In 2008 MCPD gained responsibility for the Montgomery County Security Division and over 790 security cameras. MCPD has in place recording equipment for interviews of suspects and witnesses. The IDMS system holds over 500,000 digital still images in secure storage. Plans call for implementation of in-car video as soon as funding allows. MCPD must implement a program to install a digital image management system to manage all these sources and provide secure storage. This system would have the capability to index, secure, archive and retrieve in several formats and codec’s. System storage capabilities, software engine and security will need to allow for the multitudes of sources and formats.
- Human Resource
Management and Reporting:
A current management of timesheets, schedules and personnel qualifications is a collection of manual, segmented databases and paperwork that has no uniformity or central record keeping. Scheduling of vacations, sick leave, special activities and court callbacks have been confusing and sometimes unfair process that relied on several non documented procedures. MCPD acquired Telestaff scheduling application and this together with the new county MC Times and ERP initiatives will help integrate a solution.
MCPD Impact: In 2010 Montgomery County Department of Finance will be accepting only electronic forms of timesheets from the MCTime application. MCPD will work with MCTime to insure proper integration of Telestaff with MCTime. Telestaff must be implemented and stabilized prior to cutover to MCTime in July 2010.
- Disaster Recovery
MCPD maintains servers hosting numerous law enforcement applications. The servers are in a small server room in Police Headquarters. The server room has dedicated HVAC but does not have sufficient dedicated emergency power to do more than safety bring the applications down if there was a power failure. Data is backed up daily but if there was a physical loss of server equipment MCPD would be without these applications until replacement equipment and communications were located and established.
MCPD Impact: In the last two years with RAFIS and evidence
applications and now with the coming of in-car video this situation is mission critical. MCPD will cost out a solution that rides the
DTS contract with Recovery Point in
Attachment 1
Focus Group Agenda
Law Enforcement 2015
Date: June 2015
Location:
Scenario: A new National Capital Region has been built in total secrecy. It has all of the best physical, transportation and technical infrastructure available in 2015 but is has no people or agencies in place. This new NCR will consist of an area of approximately 500 sq miles with a projected initial population of 1.3 million and includes all government and commercial support services.
You have been selected as a member of one of three teams to design the law enforcement technology for the primary first responder law enforcement agency in this jurisdiction. You are building from the ground up. You may use the best technology available in June 2015. Your recommendations must be practical but are not restricted by funding limitations. Ask your team the following questions:
What can we borrow from existing (2015) technology?
What new technology do we require?
What will be the impact of the use of this technology?
What priorities do you recommend?
You are not limited to these questions.
Team A: Patrol Function focus
Team B: Investigative Function focus
Team C: Management and Training focus
You may overlap into other teams focus as needed.
Chose a presenter and a recorder
30 minutes for discussion in your team and to develop recommendations
30 minutes – 10 minutes each team for presentation & questions
20 minutes for general discussion and priorities for Technology 2015.