Federal Law Enforcement: Enhanced Intelligence and Faster Decisions by GovLoop

Federal Law Enforcement: Enhanced Intelligence and Faster Decisions A Step-by-Step Guide to Unifying Voice, Video and Data Technologies Across the Life Cycle

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Federal Law Enforcement: Enhanced Intelligence & Faster Decisions

INTRODUCTION This playbook, created by Motorola Solutions, a leader in mission critical voice, video, and data technologies, provides a step-by-step guide for federal law enforcement agencies to build and implement a modern operations platform. One that integrates intelligence from multiple sources and enables interoperable communications for greater collaboration in cross-agency operations. It identifies the practical questions and considerations you should take into account and suggests the skill sets your team should assemble.

The Opportunity for Voice and Video Convergence In any operating environment, the ability to distill information in real time and communicate clearly across multiple workflows is key to mission success. Government agencies have made strides enabling voice interoperability across teams, yet true interoperability requires more. True interoperability is about realizing entirely new ways of connecting critical resources that deliver unprecedented capabilities to transform federal law enforcement operations. And it’s about giving the command structure the tools to filter information, incorporate new information and assign it to the appropriate user. From crime reports to social media to surveillance cameras, data is proliferating rapidly. Its potential to connect and inform operating decisions makes it law enforcement’s greatest untapped resource. Yet without a flexible and secure platform to unify voice, video and other data formats, the data is just noise and agencies cannot effectively transform it into actionable intelligence. The technology does exist today to converge voice, video and data information onto a common platform, and to apply law enforcement-oriented analytics to produce greater intelligence and faster decisions. But the challenge for many government organizations is how to evolve enterprise and field infrastructure so that it scales and supports next-generation capabilities.

Step-by-Step Guide

The human capital challenge is how to structure, staff and train operation center personnel to support converged voice and mid-incident response capabilities. At each step of this process, you should consider the impact of modernization, whether through technology insertion, reorganization or other changes, on individuals’ roles – what training, skill sets and/or new hires will be needed, and whether to purchase or to use a services model (such as software-as-a-service).

INTEROPERABLE APPLICATIONS

INTELLIGENT EDGE MOBILE INTELLIGENCE

UNIFIED OPEN PLATFORM

DEVICES DESIGNED AROUND YOU

MISSION CRITICAL PERFORMANCE

COMPLEMENTARY NETWORKS

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THE BIG PICTURE

Convergence Across the Life Cycle This playbook also provides a framework within which to consider and overcome corresponding organizational challenges, such as new skills and training required, resulting process redundancies and culture shifts.

KEY CHALLENGES Working across traditional departmental silos â&#x20AC;&#x201C; for example, video and radio technologies are typically managed by completely different departments that seldom overlap.

Aligning convergence and modernization roadmaps with federal budget cycles. Your strategy should incorporate both shortterm investments that can be implemented quickly while supporting the progress of a longerterm roadmap.

Shifting from a compliance-based security approach to a risk-based approach that balances security, compliance and performance.

The playbook helps address these and other challenges, describes the four phases you will work through and offers associated questions to help guide you through the process.

LIFE CYCLE STAGES INCLUDE:

PLANNING

2 3 4

DESIGN

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IMPLEMENTATION MANAGEMENT

Federal Law Enforcement: Enhanced Intelligence & Faster Decisions

Steps to Convergence By using the Life Cycle model – planning, design, implementation, management – this playbook outlines the steps and considerations necessary to integrate voice and data analytics on a common platform. The Life Cycle model is an ongoing, iterative process that gets refined as teams move through and learn from each of the steps.

PLANNING STEP 2: Assess your current interoperability solution, policies and needs

STEP 3: Identify routine and emergency scenarios that can be enhanced via real-time voice, video and data intelligence

STEP 1: Articulate the mission need and identify the right organizational resources

MANAGEMENT

STEP 4: Determine what modernization efforts will be required to perform on a unified network and deliver new capabilities STEP 5: Identify any policies, procedures and compliance requirements your agency is governed by and responsible for managing

STEP 3: Undertake a new Planning phase based on lessons learned from working through the full life cycle

STEP 1: Based on the plan you’ve developed, identify your next critical platform investments

STEP 2: Evaluate performance of both the technology and the vendors against the roadmap

STEP 2: Evaluate vendors based on solutions that provide an open and secure unified network services platform

STEP 1: Assign responsibility to a team for keeping the unified platform updated with new releases and patches

STEP 3: Conduct a preliminary cyber threat assessment of the entire platform STEP 3: Build out and enhance current capabilities first, then implement new capabilities

STEP 2: Test different configurations of devices being connected through the platform

STEP 4: Evaluate vendors for the scope of managed services they provide across the platform’s lifecycle

DESIGN

STEP 1: Designate a project lead for implementation

IMPLEMENTATION

Step-by-Step Guide

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1 PLANNING Planning is the first and most essential phase in the Life Cycle. This is where you map out operations, personnel and infrastructure in order to identify the capabilities you have now, the capabilities you will need to attain and the gap between them. It is where you set priorities and lay out the timing for meeting them. Planning is not a one-time exercise. It is intended to help structure your thinking about the road ahead, but it is an ongoing exercise – decisions you make in later phases, such as design and implementation, will necessitate revising initial plans.

STEP 1: Articulate the mission need and identify the right organizational resources.

STEP 2: Assess your current interoperability solution, policies and needs.

The first thing you need is a cross-functional team in your agency to work through planning the path forward. It should not be so big that it’s unwieldy, but needs people who understand the entire law enforcement ecosystem – operations, communications and IT. Internally, bring together experts from communications, surveillance and operations to clarify mission priorities and align system designs to meet those priorities.

Identify the communications assets currently available and how or whether they are “in common” with collaborating agencies, that is, if they use the same kind of communications equipment and how similar their protocols are.

Since the objective is to be able to communicate and collaborate with one or more other law enforcement agencies, you want to invite counterparts with similar crossfunctional skill sets to participate. External work partners (including state and local law enforcement, fire, emergency responders and other federal agencies) can help identify existing collaboration policies, restrictions and gaps, and they can help assess whether the solution provides cross-agency collaboration capabilities.

PLANNING STEP 2 KEY QUESTIONS: What do you have, and how well does it work?

If agencies are using proprietary technologies, the team should assess whether they can be connected to other assets using intermediary technologies.

ɒɒ How well does your current interoperability solution support collaboration and information-sharing policies with partnering agencies? ɒɒ What are the strengths and gaps in those information-sharing policies? ɒɒ How is information operationalized across personnel on scene, and how difficult is it to establish a command structure across multiple agencies?

BE THE CHAMPION!

One message heard over and over again on successful projects is that someone stepped up to take charge. The cross-functional nature of converged communications means it doesn’t cleanly align to the charter of any one part of the organization. As such, it requires a champion – a person comfortable working across different units, someone who understands the priorities and cultures of these units and how to motivate them to move together in a common direction.

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Federal Law Enforcement: Enhanced Intelligence & Faster Decisions

STEP 3: Outline the daily and emergency operational scenarios that can be supported and enhanced through real-time voice, video and data intelligence.

MULTI-AGENCY RESPONSE

PLANNED EVENTS

PLANNING STEP 3 KEY TECH CONSIDERATIONS: What third-party data is needed to support operations during and after an event? COMMERCIAL DATA (OPEN /FEE) AERIAL VIDEO FEEDS

INFORMATION SERVICES (LN, TR, etc)

STOLEN VEHICLE RECORDS

PUBLIC RECORDS

FIXED CAMERAS

INSURANCE RECORDS

COURT RECORDS

911 CALLERS / INCIDENTS

HOLSTER SENSOR

BODY-WORN CAMERAS

AERIAL VIDEO

UAV VIDEO

FIXED CAMERAS

SENSORS

DASH CAMERAS

STATE AGENCY RECORDS

FIREARM RECORDS

INMATE RECORDS

GUNSHOT DETECTION

NATIONAL LAW ENF. (NLETS)

NATURAL DISASTER

Identify the tactical situations “at the edge,” which would be likely to exceed current capabilities, and create at least three use cases that identify where those shortcomings lie. After all, the motive in undertaking improvements is to address real-world problems your agency may encounter. And these use cases should include a lot of variety, whether it’s the number of agencies involved, an emergency situation, something that was long and drawn out – the greater the variety, the more gaps and challenges you will be identifying and finding solutions for. Think beyond voice in your interoperability assessment. Consider the kind of first-hand intelligence that needs to be operationalized across personnel. This is another area where the use cases can help identify types of intelligence and methods of delivery that should be addressed in the solution being developed. These use cases will change over time as capabilities are added and limitations addressed, but they also will help drive planning when it’s time to begin the Life Cycle again.

PLANNING STEP 3 KEY CONSIDERATIONS: What analytics tools are necessary to enable analysts to make faster decisions about the data they’ve gathered? ɒɒ How sensitive is the shared data and what controls must be put in place to secure it? ɒɒ What are the common services and applications across voice, video and data applications? Map these tools and capabilities across the joint command structure – how will this information be reliably delivered across personnel? How will a solution ensure network coverage and availability on scene?

PUBLIC / OPEN

LICENSE PLATE DEPARTMENT OF READ HISTORY MOTOR VEHICLES

SEX OFFENDERS

NATIONAL & GLOBAL

CITIZEN VIDEO PICS

SOCIAL MEDIA

NATIONAL CRIME INFO

FINGERPRINT DATABASE

FIXED CAMERAS

WEB

INTERCOUNTRY IDENTIFICATION (III)

LAW ENFORCEMENT ONLINE

PLANNING STEP 3 KEY QUESTIONS: What data is needed to support operations? ɒɒ What intelligence needs to be operationalized? ɒɒ How are you currently using geospatial intelligence, and can it be expanded? ɒɒ Are there proximity notifications, such as programmable alerts for a dispatcher to know when a device or vehicle enters a certain geographic area, exceeds a specified speed, etc.? ɒɒ How can you integrate an understanding of device and personnel status support, both daily and during emergency interagency missions? ɒɒ Do you need advanced text-messaging capabilities that support image distribution across a unified command, such as allowing operational leadership to send photos or texts instantly to groups across LMR and broadband?

ɒɒ Coverage extenders – body-worn, aerial, in-vehicle • Land mobile radio repeater systems • Private LMR/LTE ɒɒ Mission-critical, rugged and secure digital radios ɒɒ Rugged smartphones

Step-by-Step Guide

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Other Agencies

INTERNET Cellular Networks Operational Center RF COVERAGE

Reach Back, Situational Awareness, Operational Coordination

Tactical Radio

Tactical Operation Center RF COVERAGE

Tactical WAVE Node

Mobile, Lightweight, Location Agnostic, Interoperability, Range Extension

Private LTE Networks

STEP 4: Determine what modernization efforts will be required to perform on a unified network and deliver network capabilities the mission requires.

PLANNING STEP 4 CHECKLIST: Evaluate your voice (LMR) systems

Likely, modernizing your P25 land mobile radio (LMR) backbone is a logical first step to prepare for convergence and begin supporting next-generation capabilities immediately. LMR networks reach far across organizations and geographies, which means they already have an ideal organizational footprint – making LMR the most advantageous to leverage.

ɡɡ What operational capabilities must the system support today, or in the future?

Then, you must determine what needs can be met using existing collaboration infrastructure, even if the capabilities are not yet being utilized. This is another way LMR has a technological advantage, with superior reliability and a large distributed network. Many agencies already have systems (both hardware and software) that offer functionality beyond what they are currently using. It may be easier, less expensive, or both, to enable those capabilities than to acquire new technologies. From this review, you can identify what capabilities are still needed that cannot be met with existing infrastructure and will require new investment. This also is where you will begin to identify human resources and skill sets, in terms of what is available and what is needed, and begin thinking about whether they should be internal to the organization or available as a service. MotorolaSolutions.com/ConnectFederalTeams

ɡɡ Will the voice system now or ever need to support an enterprise model?

ɡɡ How will the voice system’s tunnels remain secure when connected to an open platform? What services are required to ensure the AES encryption across the life cycle of the infrastructure.

STEP 5: Identify any policies, procedures and compliance requirements your agency is governed by and responsible for managing. This includes security requirements and standards, such as the Federal Information Security Management Act (FISMA), National Institute of Standards and Technology (NIST) and Federal Risk and Authorization Management Program (FedRAMP) certification. Develop an information governance model that establishes the framework for role-based credentials to be set up. This is essential for identity management – who is allowed access to the overall network – and access control, determining who may use certain tools and data sets.

Federal Law Enforcement: Enhanced Intelligence & Faster Decisions

2 DESIGN In the design phase, map out prospective technology solutions against the priorities, needs and gaps identified in the planning phase. This includes researching prospective solutions, scheduling implementations, allocating budgets and human resources and assigning responsibilities for the next phase, implementation.

STEP 1: Based on the information developed during planning, identify your next critical platform investments. After going through planning, you’ll likely have a long list of needs. They have to be prioritized using a variety of criteria, but the first one has to be what is necessary to create the software platform that will drive capabilities. All other decisions flow from this. You will want a platform that is open-source; that way it can work with existing sensors and devices while building in the possibility of including new vendors in the future. Then identify how to integrate existing technology, organizational resources and budgets to support developing the platform. This may include activating unused features in the technology you already have, redesigning organizational functions so responsibilities are allocated and establishing a budget schedule so funds are available as the platform is built out. This may also require training for personnel, both technical staff and agents. Only after you have included all the productive capabilities already in-house do you then set priorities among the list of needs. From that you can identify the technology features that might further the implementation and adoption of the unified platform

STEP 2: Evaluate vendors based on solutions that provide an open and secure unified network services platform. This ensures that services, applications and user experience are streamlined for enhanced situational awareness and a more tightly coordinated response. 8

Step-by-Step Guide

The platform should be based on industry standards and leverage intelligent middleware to eliminate redundant traffic and network complexity. Appropriate intelligent middleware will streamline disparate device applications without burdening the network.

STEP 3: Security is a critical component of the platform. A network using software that connects to the internet creates a more complex, ongoing cybersecurity challenge that can’t be addressed by checking boxes on compliance forms. In response, regulatory oversight agencies such as the Office of Budget and Management are advocating shifting from formulaic compliance to a risk-based, continuous-monitoring approach. This risk-based approach allows agencies to better balance their security, compliance and network performance while employing up-to-date capabilities that meet mission needs. Conduct a preliminary threat assessment across the solution you are designing. This includes identifying the information and network components that are most critical, the security measures in place to protect them and whether additional security is needed for any of those elements.

PLANNING STEP 3 KEY CONSIDERATIONS Here are some resources for security guidance; these are updated regularly, they reflect federal thinking about what constitutes best practices and they set mandatory compliance requirements. The IT experts on your team should be familiar with most, if not all, of them. ɒɒ NIST 800-53 ɒɒ FISMA ɒɒ FedRAMP ɒɒ Criminal Justice Integration Strategy (CJIS)

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STEP 4: Evaluate vendors for the scope of services they provide, not just training and maintenance but mission-oriented services, such as network-performance monitoring. Use the list of needed positions and skill sets to identify which vendors have the capability to assist in meeting them. In evaluating prospective vendors, look for a company that not only meets baseline expectations but collaborates proactively on security. A proactive partner will identify vulnerabilities and flag attempted attacks on the system to agency leadership for broader investigation.

“As-a-service” contracts are familiar in many ways – they often set prices based on how much of the service is used, akin to the way utilities charge customers for the amount of electricity they use in a month. And they can represent both real savings and budgetary flexibility, because they draw on operating budgets rather than capital expenditure budgets. But the utility analogy only goes so far; pricing can be more complex, and service level agreements (SLAs) included in contracts can cover a wide range of variables and scenarios. Ask prospective vendors for examples of their SLAs with other government agencies, and to provide their definitions of commonly used terms.

Ask about “as-a-service” alternatives for both software and platforms that may provide pricing flexibility within budget constraints.

3 IMPLEMENTATION Now that there is a design and vendor selected, your attention turns to installing and testing the solution. There is a learning curve involved in installation, too – there will be factors you did not know about and complications you did not anticipate. This is where your vendor selection will prove valuable, helping the installation go as smoothly as possible and noting areas for possible improvement.

STEP 1: Designate a project lead responsible for directing installation, training, determining who else in both the command center and IT functions will receive training and coordinating with other agencies and personnel.

STEP 2: Test different configurations of devices being connected through the platform to determine access to

data, ability to share data, performance of the network with different demand levels, etc.

STEP 3: Roll out implementation based on building out and enhancing current capabilities first, then implementing new capabilities. Remember that change is hard, even when it is positive change.

LMR

LTE PRIORITY

MESSAGING

MAPPING

IDENTITY

GROUPS

LOCATION

CONTEXT

ADDRESS BK

SECURITY

VOICE

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Federal Law Enforcement: Enhanced Intelligence & Faster Decisions

4 MANAGEMENT Your platform is up and running, congratulations! Remember that it is just as important to pay attention to management of the system and maintenance of the platform.

STEP 1: Assign responsibility to a team for keeping the unified platform updated with new releases and patches.

STEP 3: Undertake a new planning phase based on lessons learned from working through the full life cycle.

While this may be an IT function – which also has responsibility for maintaining the currency of desktops, laptops and any other government-issued IT equipment – there may be shared responsibilities with the command center team.

The foundation will be different, because new technologies and capabilities are now in place, so this is not just updating the original plan – treat it as a brand-new exercise.

STEP 2: As the solution is implemented, evaluate performance of both the technology and the vendors against the roadmap developed in the planning phase. ɒɒ Have new priorities emerged? ɒɒ Have previously identified gaps been addressed? ɒɒ Are there new capabilities to be integrated? ɒɒ Look for new areas to be modernized or enhanced; are there manual processes that can be automated?

The End is the Beginning As technology changes accelerate, it is more important than ever to consider planning for new capabilities on an ongoing basis and implementing solutions that provide those capabilities while offering maximum flexibility for what comes next. The convergence of voice, video and data proves the adage about the whole being greater than the sum of its parts: Using these together, developing capabilities and actionable intelligence, empowers agencies to safely and effectively meet their mission of preserving, protecting and defending the citizens of our country.

Step=by-Step Guide

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ABOUT MOTOROLA SOLUTIONS

ABOUT GOVLOOP

Motorola Solutions is a global leader of mission-critical communications solutions and services for government and commercial customers. For over 85 years, Motorola has been an innovator of voice, video, and data technologies that have helped its customers to be their best in the moments that matter. You can find our solutions at work in a variety of industries including the military, federal government, law enforcement, fire, emergency medical service, transportation and logistics, education, healthcare, and energy.

GovLoop’s mission is to “connect government to improve government.” We aim to inspire public-sector professionals by serving as the knowledge network for government. GovLoop connects more than 250,000 members, fostering crossgovernment collaboration, solving common problems and advancing government careers. GovLoop is headquartered in Washington, D.C., with a team of dedicated professionals who share a commitment to connect and improve government.

Learn more at motorolasolutions.com.

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For more information about this report, please reach out to info@govloop.com.

Federal Law Enforcement: Enhanced Intelligence & Faster Decisions

1152 15th St. NW, Suite 800 Washington, DC 20005 (202) 407-7421 F: (202) 407-7501 www.govloop.com @govloop 12

Step-by-Step Guide

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