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Developing a road map for the future
During the BAPCO panel super session a panel of experts talked about maximising the benefits provided by integrated information and communications technology (ICT). Here we present summaries of two of those presentations.
Ian Readhead, Deputy Chief Constable, Hampshire Constabulary and Chair, ACPO IMBA Communication Portfolio. Deputy Chief Readhead’s presentation centred on how technology impacts on the services and objectives of the police force and how it impacts on its individuals – in terms of efficiency and effectiveness. “Efficiency is doing things right. Effectiveness is doing the right thing.”
Deputy Chief Readhead outlined that he was leading the Programme Board which had responsibility for locating £50m for mobile data devices. This was as a result of the PM's announcement that he had “committed £50m” with the challenge deploying at least 10,000 mobile computing devices to the frontline.
A further complexity came when realisation dawned that the PM had a short deadline in mind. Not by the end of the next financial year as initially understood, but 12 months from the pronouncement. “He said that in September. We are now managing a solution that will deliver a leading edge technology and will clearly add significant business advantage, which can be measured and validated.”
That is just one of the challenges. Interoperability between 43 police forces, in the context of 11 newly-formed regional trusts and a fire service undergoing change is another.
“Everybody wants your information. But how do you protect those systems through fiscal and technology processes? These are significant challenges and they don’t necessarily fit comfortably together.”
E-call also looms in the horizon, and Deputy Chief Readhead pointed out the UK’s needs are different to Europe’s. “I don’t want emergency services' control rooms to receive tens of thousands of that kind of automated message. We believe the best solution is to have calls validated through a third party call notifying service. At present this is operated by BT and Cable & Wireless. ”
Data protection – or data loss – is of course high on the agenda. “We have to think about how we share data with partner agencies. This will become more difficult in because of the security classification that exists."
Instances of cultural resistance and deliberate abuse of technology have already been encountered within the police, he pointed out. “When Hampshire went live with Airwave every member of staff was given a handset. It became clear after 12 months that a high number had not switched their radios on either because they did not have an operational requirement to do so or alternatively because they used a mobile phone. In certain operational circumstances this could have led to significant confusion as mobile phone calls are clearly communication structures outside of the monitoring capability of our control rooms. In armed situations this could become exceptionally problematical."
Hayden Newton, CE of England Ambulance NHS Trust and Ambulance Service Network
Hayden Newton’s presentation focused on the resilience of the new structure of England’s 11 ambulance Trusts. “The beauty of 11 Trusts is that we all work together and talk together, with a number of national working groups supporting ambulance Trusts in providing improved services to patients. The vision is to have a virtual link from service to service. Not just information sharing but also being able to call take and dispatch ambulances from anywhere in the event of a major incident.”
The East of England Ambulance Trust have introduced one of the first virtual CAD systems; “An excellent product so far that is now rolling out to other locations within the East of England.”
The ambulance service in England has one of the most stringent response times in the world – 75 per cent of calls 999 calls to be responded to in eight minutes from the time the call hits the telephone switch in the 999 centre. “On average we have six and a half minutes from receipt of the call until we arrive at the scene of the incident.” To keep hitting these standards a good communications package must be in place to stand the test of time, and that includes business continuity plans.
“I often see in organisations that these plans have not been stress tested. My advice is think about testing them and don’t take them at face value otherwise they won’t do what you want them to do when you need them most. Business continuity plans have to be owned by everyone.”
Hayden Newton gave an example of how external resources such as the media can be helpful when dealing with a major incident. “We use the media very well, to send out messages about not calling if you do not need a 999 response. The media is very responsive and will help, but you have to be very clear of what the message is you want to put out.”
He concluded with reiterating the challenge of delivering efficient communication networks in large organisations. “Be clear on who is responsible and clear about who is accountable for what – but remember that resilience and business continuity is for everyone to own. There is also a fine balance between investment, delivery and resilience – this is a balance we are all trying to achieve.”
