Mobile Information Strategy

Report: 12
Date: 30 September 2004
By: Commissioner

Summary

This report outlines the MPS position in relation to the national mobile information strategy, specifically the ACPO Infinet Strategy, published in 2002.

A. Recommendation

That the current position in respect of the mobile information strategy be noted.

B. Supporting information

Background

1. This report outlines the Mobility Strategy developed by the MPS, in May 2004 (Appendix 1), and identifies the areas of commonality or divergence with the Infinet national mobile strategy. Areas covered in Appendix 1 include:

• Broad conclusions from the Mobile Access Platform (MAP) Proof of Concept (POC) – ten key learning points
• Current status of mobile devices in use within the MPS
• The MPS Mobility Vision
• The MPS Mobility Strategy
• MPS mobility activities 2004/5

MPS Mobility Strategy

2. The MPS strategy was developed following the successful completion of the MAP (Mobile Access Platform) Proof of Concept, run from November 2003 to April 2004 inclusive. Development of the strategy took account of the experience of the MAP trial, practical experiences of other forces and organisations’ use of mobile communications, and current and future mobile technology capabilities and service offerings. As a result of this work the following underlying principles were established:

• The MPS will launch to the organisation a series of ‘mobility enablers or products’ based upon business priorities
• The rollout of each enabler will be based upon demand rather than an enforced force-wide rollout
• ‘One size does not fit all’ in the mobility space. A managed selection of mobility enablers will therefore be available to users as they are best placed to choose the solution that fits their needs in terms of usage environment, information required, ergonomics etc.
• The MPS mobility enablers will extend the MPS Aware network into the hands of officers and staff across the MPS whatever their location
• Specific and quantifiable business benefits cannot be taken for granted as has been evident from the results obtained from the MAP Proof of Concept, summarised in Appendix 1. Therefore, business benefit needs to be worked through in detail to evaluate on the ‘cost to carry equation’.

Commonality of Infinet and MPS Mobility Strategy

3. The MPS’ Mobility Strategy is broadly in line with the vision and strategy presented within the Infinet report (ACPO National Strategy for Mobile Information, copied separately to members), and takes it forward to a practical implementation. Examples of this consistency include, but are not limited to, the following:

• The MPS Mobility Strategy takes the Infinet position developed in 2002, and moves it to realisation of the potential business benefits by quantifying the alternative use of an officer’s time, and to practical implementation within a force the size of the MPS
• MPS activities in mobility indicate that business benefits could include increases in effectiveness and efficiency, greater public reassurance, increased visibility of officers and provision of information to where it is needed most
• The MPS is considering all types of potential users across the service, which includes operational officers on the street as referred to in Infinet
• The MPS is assuming the use of commercially available PDA device types within the policing arena, rather than making the assumption that specialised devices necessarily have to be used
• A key MPS driver for mobile information is the potential to change the way we work
• We recognise and support the view that practical pilots are essential in evaluating the potentials of mobile data, and this is supported by the valuable MIS (Management Information System) data that we have assimilated from the MAP Proof of Concept
• The MPS Mobility Strategy is predicated on the view that a mobile information infrastructure must deliver information independent of the bearer service, terminal or back end application
• The list of ‘ideal’ requirements presented within the Infinet Strategy are echoed by the MPS, for example: simple, safe, secure job-role related use
• The MPS’ Mobility Strategy embraces Airwave and the development of our MDT (Mobile Data Terminal) vehicle based system, and sees these aspects as complementary as does Infinet
• We have identified aspects of usability from the MAP Proof of Concept that could inhibit universal use. This is similar to the way in which Infinet highlights size and weight concerns.

Areas of divergence between Infinet and MPS Mobility Strategy

4. The MPS’ Mobility Strategy begins to diverge from the view put forward within the Infinet report in two areas: the approach taken to technical implementation and the level of business case development that is still required. Examples are given below, together with the supporting rationale:

• Approach to technical implementation
  Infinet outlines an approach in which a mobility solution is seen as a new type of corporate solution or network. The MPS’ mobility solution will be an extension of our current corporate IT network, essentially extending AWARE out to the street or vehicle. Infinet was published in 2002 at a time when the mobile data market was in its infancy, particularly in the corporate sector. As the MPS’ Mobility Strategy has been developed during 2004, we have been able to take advantage of technological developments and to adopt an approach that is accepted across the IT/mobile data industry, where the use of corporate mobile data solutions is on the increase.
  
  The divergence above will affect the way in which the technical solution is designed. For example, the MPS will be looking to utilise existing gateways, data stores and security solutions where applicable, and to put in place solutions/enhancements which can be used across the entire user base whether mobile or not. This will deliver best value for money and consistency. This is different to Infinet’s approach using dedicated mobile gateway servers, data warehouses and security solutions.
• Business case development required
  Infinet presents a generic business case for handheld devices centred on the amount of officer time that can be saved through their use, and indicates that their potential to deliver benefits is proven. Given the key learning points presented in Appendix 1, the MPS believes that there is a great deal of further work that is required to develop the business case for handheld use. We will be seeking to do this as part of our activities during 2004/5 (Appendix 1).

5. The MPS is working closely with the ACPO team to feed these issues into the updating and review of the Infinet Strategy.

C. Race and equality impact

We will seek to introduce mobility capabilities into the MPS in a very similar manner to that which is used for current Information Technology equipment. It is therefore envisaged that the introduction will not introduce any additional race and equality implications. In addition, the Directorate of Information continues its commitment to bring the advantages of assistive IT technology into service to ensure the fullest compliance with the DDA (Disability Discrimination Act) is achieved.

D. Financial implications

All mobility activities summarised in Appendix 1 for the current financial year (2004/5), are expected to be financed from existing MPS budgets at this stage.

E. Background papers

Previous papers submitted to the MPA relating to this subject are listed below:

1. Infinet National Mobile Strategy
2. Report 7A, Progress in the Implementation of Recommendation 61 of the Stephen Lawrence Enquiry, EODB meeting 4/12/03
3. Report 7B, Progress in the Implementation of Recommendation 61, EODB meeting 20/5/04.

F. Contact details

Report author: Fiona Melhuish, Directorate of Information, DCC10(7-3)

For more information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

Appendix 1

Broad conclusions from the Mobile Access Platform (MAP) Proof of Concept (POC) – ten key learning points

The following list summarises the main conclusions from the MPS MAP Proof of Concept (November 2003 – April 2004)

1. Over the period of the trial, use of the PDA device to access Stop and Search, PNC and email has reduced, this is common to all applications
2. Similarly for the PDA, the number of officers using the devices to carry out functions has reduced over the same period
3. We have seen a marked difference in the average usage by officers in different teams and roles
4. The ruggedised laptop solution has been well received and has generated a higher average level of data transfer and therefore usage cost per month than the PDAsThere has been a less pronounced reduction in the use of the ruggedised laptop solution with initial indications pointing to a stable level of use on average
5. Linked with this the ruggedised laptop solution has been much more support intensive in terms of number of support calls
6. For both the ruggedised laptop solution and PDA, 2 of the 3 top call types were about security and the operating system
7. The top issue for the PDAs as reported by the support calls has been battery related
8. We have seen the PDA devices logged onto the network for a much longer period of time than we would have expected
9. The reviews of the project conducted by a number of groups have provided invaluable information which will help us to address the correct areas to focus upon moving forward.

Current status of mobile devices in use within the MPS

1. A set of mobile devices remain with a carefully selected group of ‘super users’ within the MPS, who have been selected to assist with the on-going mobility investigative activities. These are as follows:

• 10 handheld devices in Tower Hamlets, providing access to Stop and Search, PNC, email and the MPS Intranet
• 23 CF18 wireless laptop devices remain with users across the MPS
• 5 ‘super users’ have been identified within the Transport OCU, however these users do not currently have handheld devices.

2. All other devices that were part of the MAP Proof of Concept have been returned to the Directorate of Information.
3. All officers who have taken part in the Proof of Concept are part of our internal marketing communications action plan within the Directorate of Information.

The MPS Mobility Vision

The MPS Mobility Vision outlines the long-term position that the service is working towards in the mobile information arena, and will govern all activities we undertake in this area. The vision can be summarised by the following:

‘The Choice to Carry - Every officer/member of staff has the ABILITY to have a mobile device/access to data services’.

This statement means that every officer or member of police staff within the MPS who is empowered to make a decision regarding their own equipment use or that of a team, unit, command or department, will be given the opportunity to include mobility ‘enablers’ or products within their scope.

MPS Mobility Strategy

The central activity will be the development of individual business cases for mobility enablers, which will be fed with users requirements, business strategy and the outcomes from a small targeted list of activities which will be undertaken. It is these activities that will form the focus of the MPS mobility activities during the financial year 2004/5.

MPS mobility activities 2004/5

The following list summarises a list of activities that have been prioritised by the mobility business sponsor, Commander Broadhurst, and by the Directorate of Information Board:

1. Launch of the MPS’ first ‘mobility enabler’ - a wireless laptop solution aimed at police officers and police staff alike, enabling activities such as supervision, resourcing, planning and mobile working on the move.
2. Trial of a mobility solution in an operational environment – the wireless laptop solution has been trialled at the Notting Hill Carnival
3. Carrying out further testing with current Proof of Concept applications and developing associated business cases
4. Seeking to identify a set of business critical applications which would deliver on the cost to carry equation for handheld devices
5. Developing a technical approach to delivering mobile data that will cover infrastructure design, application development, content delivery, etc.
6. Interfacing to other key projects and aspects of mobility e.g. Airwave, MDT, 3G, satellite, WLAN, etc.
7. Working together as a core ‘product development focussed team’

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