control rooms
“
Maintaining governance T
Richard Lambley visits the Swedish capital to see a large, modern police control room which is tightly integrated with the national TETRA network for public safety organizations
his is the main control room”, announces communications offi cer Conny Olofsson, surveying the ranks of desks and the big video wall in front of
us. “T is is the control room for Stockholm County.” In mid-morning, the quiet and calm atmosphere gives no
clue to the volume of police activity the operators routinely deal with. “T e peak time starts about 13:00”, Conny continues. “T en it reaches higher and higher and higher, and at about 19:00–20:00 we have a dip, and then it rises again. If it’s a Friday or Saturday night, then we are all on the top!” Not all of the desks are staff ed at present. But in 24 hours,
the 36 operator positions may handle some 3500 emergency telephone calls and around 3000 radio calls over Rakel, Sweden’s TETRA-based public safety network. Serving a population of 1½ million in the Swedish capital
and the surrounding area, this is one of 20 police control rooms nationwide, although some of them are expected to be merged in due course into a few larger centres, for improved effi ciency. “T e screens you see – currently they are looking at hockey
and traffi c!”, notes Janis Lövgren, system architect for the national control room project. “But if you have a chopper [helicopter] in there, you would have the camera from that. If there are specifi c incidents, you would put the map on one of the big screens or the whole screen, and you would indicate
Top: police command and control room for Stockholm County, one of the regional hubs connected to the national Rakel TETRA network. At busy times, up to 25 operators may be on duty. At the far side can be seen another control room which deals with non-emergency calls
Issue 6 2012 TE TRA TODAY “
think one of the successes in this has been that we’ve transformed the project group into becoming the maintenance and governance group, instead of doing it the normal way, where the project ends and all the resources and knowledge walk out to another project somewhere”, says Johan Ferngren. “When we put up the maintenance and governance structure around this, I insisted on keeping the team together. “We also took a glimpse at the
Keeping a team together I
future, the updates and upgrades and other kinds of challenges we were facing, so it was more natural to keep the team together – and that was a bit of a struggle, to get the organization to understand the reasons why. “But now we are in that situation
– and it gives us a more or less seamless process, taking us from projects and product development into a maintenance situation where we are actually delivering a service to the organization. It has been working out rather well. “There’s not so many of us so we
have to work as a team. Currently we are running several projects at the same time as we do service, support and maintenance.”
Johan Ferngren has led the TETRA project for RPS, Sweden’s National Police Board
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