1. Law Enforcement IT: Challenges, Pitfalls and Lessons Learned Kelly J
Law Enforcement IT: Challenges, Pitfalls and Lessons Learned Kelly J. Harris, SEARCH (
Community Policing Keeps America Safe
National Community Policing Conference
July 17, 2002

2. SEARCH Private, non profit, funded by U.S. Department of Justice
Improving the administration of justice through the effective use of information and identification technologies
Not a vendor
Strategic planning and IT implementation
Primary focus: technical assistance and training to justice agencies
SEARCH, The National Consortium for Justice Information and Statistics

3. Today’s Agenda
Law enforcement IT has been experiencing massive growth in last several years, now more than ever due to homeland security and anti-terrorism initiatives
Define law enforcement IT
Talk about how it should work
Identify the pitfalls to successful implementation
Talk about success factors
Coming soon! COPS Resources
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4. Law Enforcement Information Technology (IT)
Information System:
A purposefully designed system that brings data, computers, procedures and people together in order to manage the information that is important to an organization’s mission.
Purpose of Review
Additionally, we have a diverse audience at this workshop, with many attendees representing their agency’s administration and other non-technical staff.
PAUSE
DEFINE Mobile Computing
SEARCH, The National Consortium for Justice Information and Statistics

5. Technology Definitions
What they say…
“If awarded, the grant will fund a new CAD and RMS system that will allow the department to migrate from existing MDT technology to MDCs in order to provide AFR capabilities. Additionally, we envision that new system will provide interfaces with the County’s JMS, AFIS and IJIS.”
During the next hour…
Address the key technology components of MD
Including the Following 4 Key Components:
Radio Infrastructure
MD Software
AFR Mobile Devices (Hardware)
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6. Technology Definitions
CAD: Computer-Aided Dispatch
RMS: Records Management System
MDC: Mobile Data Computer
MDT: Mobile Data Terminal
AFR: Automated Field Reporting
JMS: Jail Management System
AFIS: Automated Fingerprint Identification System
IJIS: Integrated Justice Information Systems
Purpose of Review
Additionally, we have a diverse audience at this workshop, with many attendees representing their agency’s administration and other non-technical staff.
PAUSE
DEFINE Mobile Computing
SEARCH, The National Consortium for Justice Information and Statistics

7. So What?
Why are we talking about this, writing books, training, providing technical assistance?
True or False:
Information technology implementation is as simple as purchasing an off-the-shelf product, plugging it in, conducting some training and its ready to “go live”…
SEARCH, The National Consortium for Justice Information and Statistics

8. What We Hear The system we bought doesn’t:
Work!
Do what we want it to do
Integrate with other systems in the agency
The sheriffs/officers/dispatchers hate the new system
We’ve been planning for more than a year and are no where near purchasing a system
The vendor _______ us:
Didn’t deliver a system
Didn’t meet their promises
We paid them, but we still don’t have a system
Our chief/sheriff didn’t support the project
We missed important deadlines
We can’t capture timesavings and show redeployment
SEARCH, The National Consortium for Justice Information and Statistics

9. Despite It All… Information is mission critical!
And technology makes information accessible, timely, can improve data quality and make important linkages between data elements (people, places, vehicles, locations, etc.)
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10. Information Technology – Why It’s Important to COP
Officers and dispatchers more efficient and effective in decisionmaking
Command staff better informed to enhance crime prevention and response strategies
Detectives better equipped to investigate crimes and accidents resulting in better case solving rates
Patrol officers can stay in the community
Public more informed through officers and web sites
Change in policing from reactive to proactive
SEARCH, The National Consortium for Justice Information and Statistics

11. How Information Technology Facilitates Business of Justice
A look at how the information and the technology supports incident response (looking in particular at CAD, RMS and Mobile Data Computing)
SEARCH, The National Consortium for Justice Information and Statistics

12. How it Works: It all starts with a crime…
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13. Calltaker Enters Info into CAD
The witness dials 911…
Bank Robbery!
466 Main Street
Calltaker Enters Info into CAD
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14. Calltaker Enters Info into CAD
The call is dispatched
CAD Display
GIS Display
BANK ROBBERY IN PROGRESS
466 MAIN STREET
RECOMMENDED RESPONSE:
2 UNITS IN AREA
DISPATCH?
Calltaker Enters Info into CAD
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15. From CAD to MDC to RMS RMS Receives CAD and MDC data and Stores It
CALL DATA
ADDRESS
TIMES
RESPONSE
REPORT
INFO
FINAL APPROVED REPORT
STORED
CAD sends call data to MDCs and RMS
SEARCH, The National Consortium for Justice Information and Statistics

16. Integrated Justice Information Systems
Law
Enforcement
DISTRICT ATTORNEY
COURTS
LOCAL
PROBATION
STATE
PAROLE
FEDERAL
PARENT ORGANIZATION
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17. So What? Technology planning and implementation is difficult!
Requires in-depth understanding of:
Agency business processes
User needs
Legal requirements
Procedural issues
Technology
Aligning each of these!
SEARCH, The National Consortium for Justice Information and Statistics

18. IT Is A Strategic Issue Multiple budget cycles to build
Multiple funding streams that must be leveraged
In regional and/or integrated justice efforts that involve multiple agencies and different disciplines
Independent agencies
Separate branches of government
Independent systems for collecting and maintaining data
SEARCH, The National Consortium for Justice Information and Statistics

19. Case Studies Agency “A” Agency “B” Agency “C”
“Bought the farm, needed a barn”
Agency “B”
“Technology overkill”
Agency “C”
“We will gladly pay you today, for a CAD/RMS tomorrow”
SEARCH, The National Consortium for Justice Information and Statistics

20. Is it Just A Law Enforcement Problem? NO!
The Standish Group surveyed hundreds of public and private organizations (of various sizes) regarding information technology initiatives
Purpose
Document success/failure rates
Determine best practices
Identify critical success factors
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21. Standish Group Findings
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22. Top Ten Critical Success Factors
User involvement
Executive management support
Clear statement of requirements
Proper planning
Realistic expectations
Interim project milestones
Competent staff
Ownership
Clear vision and objectives
Hard-working, focused staff
SEARCH, The National Consortium for Justice Information and Statistics

23. The 10 Elements of Strategic Planning
Governance
Human Resources
Scope
Time
Cost
Quality
Communications
Risk
Procurement
Integration
SEARCH, The National Consortium for Justice Information and Statistics

24. Pitfalls and the Top Ten List
Common pitfalls we see in law enforcement technology procurements
How they relate to the top ten
How you can avoid them
SEARCH, The National Consortium for Justice Information and Statistics

25. Pitfall #1: Failure to Establish a Governance Structure
10 Key
Strategic Planning
Components
Governance
Human Resources
Scope
Time
Cost
Quality
Communications
Risk
Procurement
Integration
For success you must:
Establish a formal governance structure
Employ a steering committee with executive participation
Create and use subgroups
Hire or assign a dedicated project manager
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26. Sample Governance Structure
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27. Pitfall #2: Failure to Assess Human Resources
10 Key
Strategic Planning
Components
Governance
Human Resources
Scope
Time
Cost
Quality
Communications
Risk
Procurement
Integration
For success you must:
Executive management support
User involvement
Invested and competent staff
Hard-working, focused staff
SEARCH, The National Consortium for Justice Information and Statistics

28. Pitfall #3: Failure to Define Parameters of the Project
10 Key
Strategic Planning
Components
Governance
Human Resources
Scope
Time
Cost
Quality
Communications
Risk
Procurement
Integration
For success you must:
Analyze needs
Set realistic, achievable expectations
Define scope with project team and vendor
Develop/execute change management process
SEARCH, The National Consortium for Justice Information and Statistics

29. Pitfall #4: Not Setting Realistic Timeframes
10 Key
Strategic Planning
Components
Governance
Human Resources
Scope
Time
Cost
Quality
Communications
Risk
Procurement
Integration
For success you must:
Prepare a realistic timeline
Identify resources within a Gantt chart
Identify measurable interim milestones
Develop/execute change management process
SEARCH, The National Consortium for Justice Information and Statistics

30. Pitfall #5 Failure to Prepare an Accurate and Realistic Budget
10 Key
Strategic Planning
Components
Governance
Human Resources
Scope
Time
Cost
Quality
Communications
Risk
Procurement
Integration
For success you must:
Prepare one-time/recurring cost estimates
Budget for all project-related costs
Develop and utilize detailed payment plans
Develop cost controls
70/30 RULE: Only 30 percent of the total cost of owning a computer system is the initial purchase of the hardware, software and peripherals. Seventy percent of the ownership cost goes to technical support, repairs, training and upgrades”
SEARCH, The National Consortium for Justice Information and Statistics

31. Pitfall #6: Failure to Understand and Develop Acceptance Testing
10 Key
Strategic Planning
Components
Governance
Human Resources
Scope
Time
Cost
Quality
Communications
Risk
Procurement
Integration
For success you must:
Clearly define requirements
Identify minimum acceptance criteria
Develop and execute acceptance test plan(s)
Functional: The testing that seeks to ensure that the vendor’s software is functioning as described in product literature and, possibly, in their response to the agency’s RFP[1]. Functional testing usually starts after users have been trained and the software is in a “live environment”. The duration of the test can range anywhere from 30 to 90 days, depending on the vendor’s willingness to agree to the agency’s terms during contract negotiations.
Reliability: Testing that seeks to determine the “up-time” of a vendor’s solution, typically this test focuses on hardware and involves the use of special software (i.e., WinRunner, LoadRunner) that simulates the volume of transactions that the vendor claims to be acceptable. Reliability tests can be performed at any time or place, although usually it is best to perform the test on-site after any software customizations have been made to ensure that the “as-built” software conforms with the vendor’s assertions regarding reliability. Reliability testing is often run over a period of five to seven days, with results being extrapolated to simulate a year.
Performance: This last test seeks to determine the speed of the combined hardware and software package during various transactions by using scripts that instruct a user to enter various commands and search routines while the time it takes to execute the command or search is recorded (either by a human with a stopwatch or with approved software). Performance testing is usually conducted late in the project, well after customization and interfaces have been built. [1] This is often a contract negotiation issue
SEARCH, The National Consortium for Justice Information and Statistics

32. Pitfall #7: Failure to Communicate at All Project Levels
10 Key
Strategic Planning
Components
Governance
Human Resources
Scope
Time
Cost
Quality
Communications
Risk
Procurement
Integration
For success you must:
Develop/utilize/update a communications plan
Include users in communicating project status
Analyze your performance
Regularly communicate with the project team
Develop a project website
SEARCH, The National Consortium for Justice Information and Statistics

33. Pitfall # 8: Failure to Conduct Risk Management
10 Key
Strategic Planning
Components
Governance
Human Resources
Scope
Time
Cost
Quality
Communications
Risk
Procurement
Integration
For success you must:
Identify potential project risks
Include contingency funds into project budget
Develop a risk management plan
SEARCH, The National Consortium for Justice Information and Statistics

34. Pitfall #9: Failure to Use Procurement Best Practices
10 Key
Strategic Planning
Components
Governance
Human Resources
Scope
Time
Cost
Quality
Communications
Risk
Procurement
Integration
For success you must:
Develop a detailed RFP
functional specifications
Conduct comprehensive selection process
Conduct detailed contract negotiations
Develop/maintain vendor action item list
SEARCH, The National Consortium for Justice Information and Statistics

35. Pitfall #10: Failure to Integrate Where Appropriate
10 Key
Strategic Planning
Components
Governance
Human Resources
Scope
Time
Cost
Quality
Communications
Risk
Procurement
Integration
For success you must:
Consider other IT efforts, and your ability to share data:
within the agency and
with external agencies
SEARCH, The National Consortium for Justice Information and Statistics

36. Process, Not a “Project”
SEARCH, The National Consortium for Justice Information and Statistics

37. Symptom Root Problem(s)
The system we bought doesn’t:
Work
Do what we want it to do
Integrate with other systems…
Lack of, or Insufficient Strategic/Project Planning
The officers/dispatcher hate the new system
Lack of User Involvement in System Planning & Procurement
We’ve been “planning” for more than a year and are nowhere near purchasing a system
Lack of Strong Project Management
The vendor ______ us :
Didn’t deliver a system
Didn’t meet their promises
We paid them, but still don’t have system
Lack of, or Insufficient Planning
Lack of, or Insufficient Research on Vendor & Product
Poor RFP Design
Lack of Contract Negotiation Skills (esp. for IT)
Our Chief Didn’t Support the Project
Failure to garner Executive Sponsorship from the Project’s Initiation
We Missed Important Deadlines
Poor Project Planning
Can’t capture timesavings and show redeployment
Failure to Plan for Redeployment
Failure to Take Advantage of COPS Office Resources
SEARCH, The National Consortium for Justice Information and Statistics

38. Resources 2002 COPS TA Conference Series
Law Enforcement Information Technology: Planning, Purchasing and Managing Your Technology Initiative
Law Enforcement Tech Guide: How to Plan, Buy and Use IT Successfully!
Technical Assistance
Video
SEARCH, The National Consortium for Justice Information and Statistics

39. 2002 COPS TA Conferences Conference Features:
How-to, training-oriented, complete with take-home tools
Information Technology and COP
Technology Challenges
Strategic Planning Strategies
Best Practices in Procurement and Contract Negotiations
Performance Measures and Benchmarking
Implementation Advice
Peer Networking
Keynote Sessions
Technology Breakouts
Redeployment and Timesavings
Lessons Learned
Video
SEARCH, The National Consortium for Justice Information and Statistics

40. Law Enforcement Tech Guide
Published by COPS
For administrators, project managers, line level and technical staff
First and only Guide of its kind that melds industry-wide best practices in planning, purchasing and implementation, uniquely tailored to the needs of law enforcement agencies
Based on “Dummies” Guides
Replete with tools, tips, checklists, how-tos and real-life examples.
Due in 2 months!
SEARCH, The National Consortium for Justice Information and Statistics

41. Law Enforcement IT: Challenges, Pitfalls and Lessons Learned Kelly J
Law Enforcement IT: Challenges, Pitfalls and Lessons Learned Kelly J. Harris, SEARCH (
Community Policing Keeps America Safe
National Community Policing Conference
July 17, 2002