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Conheça um pouco mais de nossos serviços de BOMBEIRO INDUSTRIAL em www.resgate.com

Conheça um pouco mais de nossos serviços de BOMBEIRO INDUSTRIAL em www.resgate.com



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  • A publication of e.Re publica on e Republic May/June 2010 inside: Private-sector organizations in the EOC Destined for a life in emergency management FIRST LINE OF RESPONSE PLAGUED BY OUTDATED TECHNOLOGY, LACK OF STANDARDS 911: A NATIONAL Issue 3 — Vol. 5 PLIGHT?
  • From Incident Management to Incident Prevention A Case Study on the G20 Summit Response and Readiness In September 2009 the world came to Pittsburgh. Presidents, prime ministers, and other world leaders gathered to discuss global economic issues at the G-20 summit. UNPRECEDENTED COLLABORATION Throughout the G20 there was an unprecedented level of round-the-clock communication among security and emergency personnel. More than 900 additional users—many of whom had never used Knowledge Center before—were seamlessly integrated into the system. Knowledge Center allowed users to share more than 3,000 individual log entries across the operational theater. ‡ ‡ Interactive maps guided security personnel who were unfamiliar with the streets of a city that’s notoriously difficult to navigate. ‡ Security was on everyone’s mind. More than 130 public safety agencies were involved, including 30 federal organizations and 26 NGOs. Local law enforcement ballooned from 900 to 4,000 officers. If they were to succeed, they all needed to work together. The system met the federal agencies’ high standards for speed, reliability, security, and situational awareness. ‡ Such people never travel alone. They bring entourages, security personnel, the press corps, and—given the nature of this summit—the looming threat of violent protests and widespread property damage. Knowledge Center’s intuitive Web interface made it easy to learn. A straightforward, twosided sheet of instructions got them up to speed. Field personnel could enter or access critical information from any location. Most important, it gave all users a real-time common operating picture, allowing them to track reports, locations, events, and potential protests. Field personnel knew instantly where to focus their attention, enabling them to address incidents and “I think this type of rumblings before information sharing is they lurched out an example of how it of control. And they did. Much of the credit belongs to a region and city that were well prepared and ready to guard people and property—and to Knowledge Center™, an integrated incident management system that creates a virtual collaborative environment for emergency managers. Protests remained under control, as security and emergency personnel stayed well informed and prepared throughout the summit. should be.” — Lieutenant Zupanc Ohio Fusion Center “Access was given not only to all those in the MACC, but to the street level and field operations,” notes Commander Richard Timme, of the U.S. Coast Guard. “Instant communications were — Commander Timme, US Coast Guard possible via the logging of incidents, which included every aspect of the event including 911 calls. This type of ‘common operating picture’ is something that every response organization should strive for, particularly when faced with so many different agencies.” “The Knowledge Center’s ‘common operating picture’ is something that every response organization should strive for, particularly when faced with so many different agencies.” HISTORY OF SUCCESS The Knowledge Center Incident Management System already was in place long before the dignitaries’ private planes landed. It has served a 13-county region and the city of Pittsburgh for four years, and it had been put to the test with the 2006 All-Star Game, the 2007 U.S. Open Golf Tournament, and severe weather events that regularly occur in the region. The G-20, however, was far bigger than any past events, and once again Knowledge Center absorbed an influx of users. In the end, the city sustained about $50,000 worth of property damage, a mere fraction of the losses suffered by other cities that have hosted similar events. Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Experience Knowledge Center in action! Be part of our EOC @ 2010 National UASI Conference Join us June 21–24 in New Orleans—EOC Participants get a Free Shirt or Hat Sign up @ our website —Select “UASI Exercise” on Contact Form 3,000+ LOG ENTRIES /RJ ,G (YHQW ,G 'HVFULSWLRQ $FWLYLW 'DWH       *  +RPHVWHDG SG FXUUHQWO RQVFHQH  0$&& DW  ( :DWHUIURQW GU GLFNV VSRUWLQJ JRRGV
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  • ON THE COVER 16 Contents 911: A National Plight? Since 911 call-takers and technology are the first line of response when citizens have an emergency, it’s surprising how standards vary throughout the nation. Cover Photo by the New York City Police Department Photo Unit FEATURES 28 Working Together Since Katrina, the private sector has joined hands with the public sector during disasters. 44 High-Tech Port Protection Los Angeles port authorities bolster line of defense against terrorists with technology and a specialized canine. DEPARTMENTS 24 MAJOR PLAYER Spirit for Service Jacqueline McBride, disaster assistance employee, FEMA Region II. 54 INTEROPERABILITY Born From Necessity Tight funds and a need for interoperable radio communications inspire nearly 20 years of collaboration on a statewide network that continues to grow. 58 TECHNOLOGY AND TRENDS A Critical Link Amateur radio operators fill communication gaps and provide situational awareness to emergency managers during and after disasters. PHOTO COURTESY OF THE NEW YORK POLICE DEPARTMENT PHOTO UNIT 4 EM05_04.indd 4 4/30/10 9:15 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • ALERT THOUSANDS IN MINUTES WHEN IT MATTERS MOST. Whether you need to mobilize constituents, communicate weather-related closures or notify your community in an emergency, Blackboard Connect provides the professional-grade solution to quickly and reliably deliver your message, every time. Backed by our client care team and a worldclass infrastructure proven to deliver over 6 million messages in a 24-hour period, Blackboard Connect is relied upon by over 500 government entities to deliver their message when it matters most. blackboardconnect.com © 2010 Blackboard Inc. Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Group Publisher: Founding Publisher: VP Emergency Management/ Homeland Security: Publisher: Executive Editor: Contents EDITORIAL Editor: Associate Editor: Managing Editor: Assistant Editor: Features Editor: Chief Copy Editor: Copy Editor: Staff Writers: Don Pearson dpearson@govtech.com Tim Karney tkarney@govtech.com Martin Pastula mpastula@govtech.com Scott Fackert sfackert@govtech.com Steve Towns stowns@govtech.com Editorial Assistant: Jim McKay jmckay@govtech.com Elaine Pittman epittman@govtech.com Karen Stewartson kstewartson@govtech.com Matt Williams mwilliams@govtech.com Andy Opsahl aopsahl@govtech.com Miriam Jones mjones@govtech.com Sarah Rich srich@govtech.com Hilton Collins hcollins@govtech.com Corey McKenna cmckenna@govtech.com Russell Nichols rnichols@govtech.com Karen Wilkinson kwilkinson@govtech.com Courtney Hardy chardy@govtech.com DESIGN Creative Director: Senior Designer: Graphic Designer: Illustrator: Production Director: Production Manager: Kelly Martinelli kmartinelli@govtech.com Crystal Hopson chopson@govtech.com Michelle Hamm mhamm@govtech.com Tom McKeith tmckeith@govtech.com Stephan Widmaier swidm@govtech.com Joei Heart jheart@govtech.com PUBLISHING VP of Strategic Accounts: VP Bus. Development: Jon Fyffe jfyffe@govtech.com Tim Karney tkarney@govtech.com East Regional Sales Directors: East West, Central Leslie Hunter lhunter@govtech.com Shelley Ballard sballard@govtech.com Account Managers: Melissa Cano mcano@govtech.com Erin Gross egross@govtech.com Business Development Director: Glenn Swenson gswenson@govtech.com Bus. Dev. Managers: Lisa Doughty ldoughty@govtech.com John Enright jenright@govtech.com Pat Hoertling phoertling@govtech.com Kevin May kmay@govtech.com Regional Sales Administrators: Sabrina Shewmake sshewmake@govtech.com Christine Childs cchilds@govtech.com National Sales Administrator: Jennifer Valdez jvaldez@govtech.com Director of Marketing: Andrea Kleinbardt akleinbardt@govtech.com Dir. of Custom Events: Whitney Sweet wsweet@govtech.com Associate Dir. of Custom Events: Lana Herrera lherrera@govtech.com Custom Events Manager: Karin Morgan kmorgan@govtech.com Custom Events Coordinator: Tanya Noujaim tnoujaim@govtech.com Dir. of Custom Publications: Stacey Toles stoles@govtech.com Custom Publications Editor: Emily Montandon emontandon@govtech.com Custom Publications Writer: Jim Meyers jmeyers@govtech.com Director of Web Products and Services: Vikki Palazzari vpalazzari@govtech.com Web Services Manager: Peter Simek psimek@govtech.com Custom Web Products Manager: Michelle Mrotek mmrotek@govtech.com Web Advertising Manager: Julie Dedeaux jdedeaux@govtech.com Web Services/Project Coordinator: Adam Fowler afowler@govtech.com Subscription Coordinator: Gosia Colosimo subscriptions@govtech.com East West, Central PHOTO COURTESY OF THE LOS ANGELES SHERIFF’S DEPARTMENT REST OF THE BOOK 8 62 Letters/Calendar Products 10 64 Point of View Eric’s Corner: Simplifying the Message Selling Emergency Management 12 66 In the News CORPORATE CEO: Executive VP: Executive VP: CAO: CFO: VP of Events: Marketing Director: Chief Content Officer: Last Word Protecting the Public Against H1N1 Dennis McKenna dmckenna@govtech.com Don Pearson dpearson@govtech.com Cathilea Robinett crobinet@centerdigitalgov.com Lisa Bernard lbernard@govtech.com Paul Harney pharney@govtech.com Alan Cox acox@govtech.com Drew Noel dnoel@govtech.com Paul W. Taylor ptaylor@govtech.com Government Technology’s Emergency Management is published by e.Republic Inc. © 2010 by e.Republic Inc. All rights reserved. Opinions expressed by writers are not necessarily those of the publisher or editors. 14 Article submissions should be sent to the attention of the Managing Editor. Reprints of all articles in this issue and past issues are available (500 minimum). Please direct inquiries to the YGS Group: Attn. Mike Shober at (800) 290-5460 ext.129 or governmenttechnology@theygsgroup.com. EM Bulletin Subscription Information: Requests for subscriptions may be directed to subscription coordinator by phone or fax to the numbers below. You can also subscribe online at www.emergencymgmt.com. Canada Post Publication Mail Agreement 40048640, undeliverables 2-7496 Bath Road, Mississauga, Ontario L4T 1L2 100 Blue Ravine Road, Folsom, CA 95630 Phone: (916)932-1300 Fax: (916)932-1470 www.emergencymgmt.com 6 e The inside pages of this publication are printed on 80 percent de-inked recycled fiber. A publication of EM05_04.indd 6 4/28/10 10:31 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • For safety administrators, waiting is not an option. When it comes to public safety, getting the right resources to the right spot simply can’t wait. The BlackBerry Curve™ 8350i with Nextel Direct Connect and GPS tracking is here to help. Dispatchers can track resources and route employees to the jobsite, all with just the flick of a thumb or two. It’s getting easier to stay on top of things. All kinds of things. Only on the Now Network.™ 1-800-NEXTEL-9 sprint.com/nextel ® ® BlackBerry® Curve™ 8350i smartphone Direct Connect: Nextel and PowerSource devices operate on the Nextel National Network. Other Terms: “Fastest” claim based on initial call setup time. Coverage not available everywhere. The Nextel National Network reaches over 274 million people. ©2010 Sprint. Sprint and the logo are trademarks of Sprint. Research In Motion, the RIM logo, BlackBerry, the BlackBerry logo and SureType are registered with the U.S. Patent and Trademark Office and may be pending or registered in other countries—these and other marks of Research In Motion Limited are used with permission. Other marks are the property of their respective owners. Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Reader Feedback Enforce the Codes Comments in response to the online article Proposed Addressing Standard Could Boost Emergency Response, which covers how inaccurate addresses cause potentially fatal delays in emergency response, but a proposed standard could improve the situation. Read the article at: www.emergencymgmt.com/publicaddressing All of the computerized gizmos in the world don’t mean a thing until we enforce the existing codes requiring clearly visible address numbers on every structure. — J. Allen Twenty-five years ago the Champaign County, Ill., Fire Chiefs Association started a project that did away with rural route box number addressing. Now all addressing is a locatable address instead of “telling only the postal letter carrier where the mailbox is.” We converted about 10,000 addresses in our county, which is the size of Rhode Island. — Tom Harnsberger Hot Topic Cultivating Emergency Managers sparked many comments online, and here’s what one reader had to say about the impending shortage of emergency managers and how to groom the next generation. Join the conversation at: www.emergencymgmt .com/cultivating It is extremely difficult to break into the [emergency management] field. I have been trying g for almost three years now with no luck. Local l and state offices seem to be full of people who have been there for years and don’t plan to leave for even more years. There are few to no entry-level positions. It has become so concerning that I am thinking about going back to school for something else. I have learned one thing in this field: You cannot look for the job in your local areas, meaning you can’t wait for the job to come to you. You will have to go to the job and that means relocating. I am currently looking all over the country for positions but so far still no luck. — Tiffany Barnes Encouraged Comment in response to the interview with FEMA Administrator Craig Fugate titled Raising the Bar in the March/April issue, in which he discussed ethics, technology and the Haiti earthquake in a rare one-on-one interview. Read the interview at: www.emergencymgmt.com/fugate This interview was very insightful and encouraging! Craig Fugate is moving FEMA in the right direction. I do agree that the largest challenge is teaching, on a local level, key stakeholders and players how to “dance” together before disasters happen! — John Crabtree Your opinions matter to us. Send letters to the editor at editorial@govtech.com. Please list your telephone number for confirmation. Publication is solely at the discretion of the editors. Emergency Management reserves the right to edit submissions for length. Emergency Management Events 5-10 June 6-9 June NATIONAL EMERGENCY NUMBER ASSOCIATION 2010: 9-1-1 CONFERENCE & TRADE SHOW Indianapolis Indiana Convention Center Join public safety professionals, telecommunications specialists and government leaders for a week filled with opportunities to develop a keen understanding of the near- and long-term issues facing public safety and plan to leave with the skills necessary to tackle these challenges head on. 7-10 June 20TH WORLD CONFERENCE ONDISASTERMANAGEMENT Toronto, Ontario Metro Toronto Convention Centre The conference is an annual event for disaster management professionals, meeting delegate demand for a global perspective on current industry issues. www.wcdm.org www.nena.org/NENA2010 7-10 June 1-4 August FEMA ANNUAL EMERGENCY MANAGEMENT HIGHER EDUCATION CONFERENCE Emmitsburg, Md. Emergency Management Institute NATIONAL FIRE PROTECTION ASSOCIATION CONFERENCE AND EXPO Las Vegas Mandalay Bay Convention Center The program’s goal is to work with colleges and universities, emergency management professionals and stakeholder organizations to help create an emergency management system of sustained, replicable capability and disaster loss reduction through formal education, experiential learning, practice and experience. Meet executive decision-makers from all building types to get current with new developments in codes and standards, and find suppliers who can help you achieve safetyrelated objectives. www.nfpa.org 23-25 August ASSOCIATION OF PUBLICSAFETY COMMUNICATIONS OFFICIALS INTERNATIONAL ANNUAL CONFERENCE Houston George R. Brown Convention Center Executives, dispatchers and technicians involved in all aspects of public safety communications from law enforcement to public safety answering points to government agencies, gather here each year. 4TH ANNUAL HAZUS CONFERENCE Indianapolis Indiana Government Center South This event will promote HAZUS training and provide quick links to key resources that encourage the use of HAZUS to make our nation safer. www.hazus.net/2010 www.apco2010.org http://training.fema. gov/EMIWeb/edu/ Go to www.emergencymgmt.com/events to add your event to the calendar. 8 EM05_08.indd 8 4/28/10 10:41 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Windows®. Life without Walls™. Dell recommends Windows 7. Where rugged works. Where rugged works. Meet the rugged Dell™ Latitude™ E6400 XFR. T3 magazine called it one of the toughest gadgets on Earth and it’ll work in some of the toughest conditions on the planet. Whether that’s Alaska, Afghanistan, or anywhere in-between. If you need a computer that goes above and beyond the call of duty, visit Dell.com/meetruggedxfr or call 1-888-375-9853. Powered by Intel® Core™2 Duo Processor Intel, the Intel Logo, Intel Inside, Intel Core, and Core Inside are trademarks of Intel Corporation in the U.S. and other countries. Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Point of View Simplifying the Message There are 27 items on Ready.gov’s list of supplies to incorpo- as needed. This is one way of making the task of creating a rate into an emergency kit, divided by recommended supplies preparedness plan simple and interactive. (12) and additional items to consider (15). At the All-Hazards, The state also has a business disaster planning tool, which All-Stakeholders Summit on March 25 in Seattle, former after 10 to 15 minutes of entering information, provides steps FEMA Region VIII Administrator Garry Briese said the cost business owners can take to save time and money on disaster of these items can exceed $375 and many require replenish- preparedness. ment, like water and food. He said although many emergency Florida isn’t the only government that’s providing citi- managers take comfort in telling the public to purchase these zens with online, interactive disaster planning tools. Boston items, a community’s economic realities need to be consid- launched its Family Preparedness Planner online applica- ered when emergency supply lists are developed. tion (http://hubmaps.cityofboston.gov/evacuation_planning) Some emergency management departments are simplifying the process of creating preparedness plans for citizens. “I think we need to continue personal preparedness, abso- in 2009, which was built in-house by IT staff. Residents add lutely, but I want people to work on the top 10 things we want to the planner information like important locations, such as them to have,” Briese said. “I don’t care if they have plastic schools and workplaces, and contact information, and they wrap and duct tape. How do we simplify our message? We’re upload pictures of household members and pets. asking too much and sending mixed messages to the public.” “We really wanted to create something that would be easy to Some emergency management departments are simpli- use, interactive and quick for average citizens to be able to go fying the process of creating preparedness plans for citizens. and develop their own emergency preparedness plan for their Best Public Safety/Trade The Florida Division of Emergency Management’s Web site, family,” said Donald McGough, director of the Boston Mayor’s 2009 Maggie Award www.floridadisaster.org, has an online tool that lays out simple Office of Emergency Preparedness, after the tool went live. steps to create a family preparedness plan. It prompts resi- Residents can download the planner and save it on their dents to enter information about their family, home and pets personal computers or USB thumb drives, which keeps their to create a personalized plan, and then calculates the amount information private and easily accessible. of food and water needed based on the number of household These user-friendly online tools make the process of members. The Web site also has a user name and password creating disaster preparedness plans straightforward and setup so families can return and update their information streamlined — therefore simplifying the message. k Elaine Pittman Associate Editor Questions or comments? Please give us your input by contacting our editorial department at editorial@govtech.com, or visit our Web site at www.emergencymgmt.com. L E A D , F O L L O W O R G E T O U T O F T H E W AY. 10 EM05_10.indd 10 4/28/10 10:49 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • For the high-risk areas you need to protect every day, ADT® has proven homeland security solutions. 5 2 4 6 3 1 1. Government Square 2. Water Treatment Plant 3. University Campus 4. Port Authority 5. Mass Transit/Airport 6. High-crime Zone Security requirements at the city and county levels are more complex than ever. Which is why the resources of ADT Security Services can really help. Not because we’re the world’s largest electronic security company. But because ADT is helping regional and municipal governments like yours, every day, all across America with inter-operable solutions scaled and tailored to your needs. Effective security planning, technology and services for the many public decisions you face: homeland security, life safety, crime prevention, emergency preparedness and more. Our dedicated state and local government sales representatives can help you put together a customized plan for your city or county today. Call 1-866-748-9166 or visit ADT.com/gov to see ADT Homeland Security successes at work. Network Video Mass Notification Access Control Critical Condition Monitoring Schedule 84 Homeland Security SAFETY Act Certified and Designated for Electronic Security Services ADT state license numbers are available for review at www.ADT.com or by contacting 1-800-ADT-ASAP.® ©2010 ADT Security Services, Inc. All Rights Reserved. ADT, the ADT logo, ADT Always There and 1-800-ADT-ASAP are registered trademarks of ADT Services, AG, and are used under license. 73566_ADT_AD9-170.indd 1 12/4/09 5:01:04 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • In the News 6.5 7 .2 7.0 IT MIGHT SEEM as if 2010 is making its mark as the year of the devastating earthquake, but in reality there hasn’t been an increase in the magnitude or the number of temblors — the difference is that they’re occurring in heavily populated areas. The U.S. Geological Survey (USGS) is trying to set the record straight on its website: “Although it may seem that we are having more earthquakes, earthquakes of magnitude 7.0 or greater have remained fairly constant throughout this century and, according to our records, have actually seemed to decrease in recent years.” The USGS also attributed the perception of increased earthquakes to its ability to detect more earthquakes using new and more expansive technology. In 1931 there were 350 seismograph stations operating in the world, and now there are more than 4,000 stations that report data using computers and satellites. 6.3 8.8 The storm could have been handled better from an emergency management standpoint, according to Peter LaPorte, who headed emergency management for the district under former Mayor Anthony Williams. “I would have run it out of the emergency management agency,” he told The Washington Post. 6.9 7 .2 6.3 Jan. 3, 2010 Jan. 12 Feb. 27 Solomon Islands Magnitude 7.1 Port-au-Prince, Haiti Magnitude 7.0 Chile Magnitude 8.8 Photo courtesy of Chief Mass Commmunication Specialist James G. Pinsky/U.S. Navy Photo courtesy of Walter D. Mooney/ U.S. Geological Survey 12 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • 6.0 6 6.6 6.3 After the December 2009 snowstorm that hit Virginia, Maryland and Washington, D.C., was declared a disaster, Obama made Virginia eligible to recover some of the $49 million it requested for storm-related costs like snow removal. In February, the district’s government oversaw the snow-removal operation that included 700 employees, 265 snowplows and trucks, 82 plow routes and 190 cameras monitoring intersections and roads. The district housed about 500 snowplow drivers in hotels to ensure that they didn’t get snowed in at their homes, according to The Washington Post. 6.4 6.9 6.3 7.1 7 6.5 .7 April 4 April 6 April 11 April 13 Mexico Magnitude 7.2 Sumatra, Indonesia Magnitude 7.7 Spain Magnitude 6.3 China Magnitude 6.9 The snowstorm cut power to at least 300,000 homes as trees fell due to the snow’s weight cutting power lines. Blackouts also affected about 250,000 customers in Virginia, New Jersey and New York, according to The New York Times. Photo courtesy of GeoEye 13 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • EM Bulletin High-Definition Cameras Help California Assess Wildfires PHOTO COURTESY OF ANDREA BOOHER/FEMA IN THE LARGEST PROJECT OF ITS KIND in the United States, the U.S. Forest Service and the California Department of Forestry and Fire Protection (Cal Fire) are testing a program to spot and assess fires using high-definition cameras mounted atop sometimes unstaffed communications towers. The goal? “To size up a fire and be more effective in dispatching,” said Bob Patton, the El Dorado National Forest fire chief. Using the El Dorado National Forest as its pilot location, three cameras allow Cal Fire dispatchers in the Camino Interagency Command Center to view forest land, better aiding dispatch communications with firefighters. “We have lookouts with human beings, and a lot of time these lookouts do not have a lot of fire experience,” said Patton, adding the cameras act as a “second eye” in detection efforts. “We can use the tool to save money by not launching the aircraft, or by launching and keeping [destroyed] acreage down.” Read more at: www.emergencymgmt.com/firecamera MORE THAN 300 MILLION U.S. RESIDENTS trust that their addresses are accurate and emergency responders can find their houses when they dial 911. Yet fire chiefs, 911 coordinators and GIS professionals say the addressing system that’s the foundation of their jurisdictions’ call-routing systems contains potentially dangerous errors and the ordinances that define how addresses are displayed are insufficient or not enforced. To help remedy this problem, in late January, a group led by the Urban and Regional Information Systems Association and the National Emergency Number Association submitted a new addressing standard to promote uniformity in how addresses are assigned, stored and shared between city, county, state and federal government agencies as well as the private sector. Over the past five years, the group, formally known as the Address Standards Working Group, collected input for the United States Thoroughfare, Landmark and Postal Address Data Standard from more than 400 stakeholders on a public wiki, and the draft standards were posted and commented on by the community. In March, the Federal Geographic Data Committee Standards Working Group approved public review of the standard’s draft in order “to resolve address data modeling and geoprocessing and to create a comprehensive address data standard, thereby helping to make our national spatial data infrastructure truly national,” according to a statement. The committee is accepting comments through June 16. Read more at: www.emergencymgmt.com/publicaddressing 14 PHOTO COURTESY OF BRYAN DAHLBERG/FEMA Addressing Standard Could Boost Emergency Response EM05_14.indd 14 4/28/10 11:04 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • The suite of EDXL standards includes: • Common Alerting Protocol — provides the ability to exchange all-hazards emergency alerts, notifications and public warnings, which can be disseminated simultaneously over multiple devices and warning systems. • Distribution Element — provides a flexible message-distribution framework for data sharing in emergency information systems. Messages may be distributed by specific recipients, a geographic area or other codes such as agency type. • Hospital Availability Exchange — specifies a document format that allows communication of the hospital’s status, its services and resources, including bed capacity and availability, emergency department status and available service coverage. This assists hospital coordination and routing of patients to the right facilities for care during emergencies. • Resource Messaging — describes a suite of standard XML messages for data sharing among emergency and other information systems that deal with requesting and providing emergency equipment, supplies, people and teams. Capabilities include information sharing among emergency responder agencies for purposes such as providing alerts and warnings, requesting and tracking resources, and sharing situational awareness. The demonstration illustrated a method of information sharing with multiple vendor systems sharing information. Working with scenario details provided by the federal agencies, the interoperability demonstrations showcased how standards can be used for hazardous materials dispatch, Emergency Alert System notices, weather radio alerts and transportation of injured firefighters to appropriately equipped hospitals. PHOTO COURTESY OF JOCELYN AUGUSTINO/FEMA THE U.S. DEPARTMENT of Homeland Security (DHS), FEMA and the U.S. National Oceanic and Atmospheric Administration, teamed with Oasis — a nonprofit international consortium that drives the development, convergence and adoption of open standards — to demonstrate the interoperability of information-sharing products enabled by the new Emergency Data Exchange Language (EDXL) standards. Oasis members used a simulated emergency situation to showcase the response capabilities of products utilizing these standards and the value to the practitioner and ultimately the public. “The creation of the EDXL suite of standards is a breakthrough in standards development and capability,” said David Boyd, director of the DHS’ Command, Control and Interoperability (CCI) Division. “They will improve the capabilities and success of emergency responders daily, and CCI is proud to have participated on their development.” The demonstrations exhibited the suite of EDXL standards in alignment with the National Information Exchange Model Information Exchange Package Documentation. Open, nonproprietary and available at no cost, EDXL standards create a new approach to standards use and deployment. The standards make use of existing efforts and protocols, creating tools scalable from the local to the federal level. PHOTO COURTESY OF ANDREA BOOHER/FEMA Interoperability Demonstrations Showcase Emergency Data Exchange Language Standards Emergency Management 15 EM05_14.indd 15 4/28/10 11:05 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • 911: A 16 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • BY ELAINE PITTMAN | ASSOCIATE EDITOR R : ecordings of 911 calls gone awry have been played repeatedly by broadcast media and published verbatim by print media. Sometimes blamed on outdated technology, other times on the call-taker, these phone calls highlight two of the common problems associated with 911. Technology and call-taker standards and training vary by state and locality, where counties and cities, even those next to one another, sometimes have varying requirements. To make matters worse, the current fiscal environment, created the Professional Communications Human Resource Taskforce (PRO-CHRT) to identify human resource issues related to public safety communications professionals. PROCHRT wants to establish consistency nationwide for call-takers and is working to identify how training standards vary at the state level. “The overall goal for the task force is for public safety communicators and dispatchers to be recognized as a profession, to be taken seriously,” said Kimberly Burdick, a PRO-CHRT subchair. “The type of work that dispatchers do the same kind of training to be answering 911 calls,” he said. “It’s scary when you hear 911 calls being played on the news where a call went bad, and you hear fundamental things that if they had received proper training, possibly that call could have gone differently.” This could be implemented all the way down to how 911 calls are answered, Taylor added. If there were a systematic set of questions asked by call-takers nationwide, it would be easier to educate the public about what questions will be asked and why. A NATIONAL PLIGHT? SINCE 911 CALL-TAKERS AND TECHNOLOGY ARE THE FIRST LINE OF RESPONSE WHEN CITIZENS HAVE AN EMERGENCY, IT’S SURPRISING HOW STANDARDS VARY THROUGHOUT THE NATION. where governments at all levels are feeling pain, is forcing some states to raid surcharges collected to pay for new 911 technologies in order to fund other initiatives. Other states are stifled by companies that provide emergency call center equipment that doesn’t connect with other vendors, therefore impeding the move toward next-generation 911. From this two questions arise: Should 911 call-takers and technology be subject to national standards? And how can the nation get states to stop redirecting their 911 funds? Nationwide Recognition There are more than 6,180 public safety answering points (PSAPs) in the United States — the local centers that handle calls to 911. The call-takers and technology working in them are the first level of response when someone dials those crucial three numbers to report an emergency. Because of the varying standards for call-takers across state and local governments, it’s nearly impossible to identify a specific, allencompassing issue or problem, but there is a movement to identify best practices for the field. In April 2009, the Association of PublicSafety Communications Officials (APCO) is every bit as important as a nurse or doctor except that there just isn’t the professional recognition out there for dispatchers like there is for other professions.” Task force members sent a questionnaire to each state requesting information about its training, such as if the state has legislation that requires call-taker certification. “But there are many states that don’t have any requirements, and then there are states that have volunteer certification,” said Burdick, who is also the 911 communications manager for the Chouteau County (Mont.) Sheriff ’s Office. Standards can vary even more. North Carolina has a required certification model for calltakers who work under a sheriff, but those working in the realms of emergency management, fire or police aren’t included. “That’s one of the things that we want to change,” said Richard Taylor, executive director of the North Carolina 911 Board, who also said he’d like to see these issues addressed nationally. “One thing I would like to see is a certification process for all 911 call-takers that trains them, so whether they’re in Los Angeles, New York or Jones County, N.C., everybody has The variance in call-taker standards also has led some organizations, like APCO and the National Emergency Number Association (NENA), to support the creation of national requirements. “If you think about it, would you allow a police officer, firefighter or paramedic to function in the field without at least a minimum set of standardized training? You wouldn’t,” said Craig Whittington, NENA president and the 911 and special projects coordinator for Guilford Metro 911 in Greensboro, N.C. “Then why in the world would you let the first link in the most critical part of the system — the contact directly between the citizen and the field responder — not have the same training?” But it’s unclear who would enforce such standard. Ken Lowden, executive director of the Indiana Wireless Enhanced 911 Advisory Board, thinks that the federal government could identify broad, minimum standards or specify areas that require training, but that it should remain a local issue. “I’ve been in government an awfully long time and the one thing I don’t think government does — and I don’t care where you are in government — we don’t do a very good job in very large projects most of the time,” he said. Implementing Emergency Management 17 Designer Creative Dir. 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  • Job-Driven Standards a federal requirement in the nation’s 6,000-plus PSAPs would constitute a very large project. Lowden added that sometimes projects must be jump-started at the federal level, but it shouldn’t set the final mandates. Supporting Localities The standards for 911 call-takers and dispatchers vary throughout the nation, and some believe a federal standard should regulate their certification. state Emergency Communications Board’s purview, and it set requirements modeled after APCO’s public safety telecommunicator standards. Because training is a high priority for the board, it recently started a $2 million program to help districts pay for the training, said Lynn Questell, executive director of the board. The training includes at least 40 hours of supervised on-the-job training and 40 hours of public safety communications course work within the first six months of employment. “We feel it’s an extremely high priority and the board does not like to do unfunded mandates,” she said, “so the board dug deep and found some funding for dispatcher training. We’re really proud of that.” Not all states offer monetary support for calltaker training. Montana requires new employees to attend a 40-hour course at the law enforcement academy within the first 12 months of work. However, Burdick said, local agencies must foot the bill. She would like to see that developed into an 80-hour course, but added that training doesn’t usually end with the state-required course. Chouteau County’s training period is PHOTO COURTESY OF JASON PACK DHS/FEMA In 2005, Tennessee’s General Assembly put call-taker and dispatcher training under the The Association of Public-Safety Communications Officials (APCO) created Project 33 (P33) in the ’90s, when the industry lacked training standards for telecommunicators and public safety communications officers. Although many people refer to P33 as the standard for 911 call-takers, it encompasses the minimum training standards for all the positions that can be found in public safety communications, said Amanda Byrd, special projects manager for APCO. And the association is expanding its selection of communications training standards even further with its 2010 revision. “Because there are so many agencies out there that are consolidated or only do law enforcement dispatch or do 911 call taking and dispatch the fire but not law enforcement, the new version that’s coming out actually addresses a section for each of these functions,” Byrd said. “So depending on how the agency is set up, what kind of positions they have and if their officers are cross-trained, then they would need to meet the training requirements for the call-taker and then whatever services they provide. They configure it to their needs.” The deadline to have received P33 training certification for the 2007 standards was April 1, and going forward states and localities must comply with the 2010 standards. 640 hours and includes emergency medical dispatcher (EMD) certification — another aspect of 911 call-taking that varies by agency. EMD training certifies the call-taker or dispatcher to provide medical information and prearrival instructions over the phone before first responders arrive on the scene. “It’s not enough that a communicator knows CPR. Just knowing CPR doesn’t qualify you to give instructions,” Whittington said. “Being an EMD and knowing CPR is like champagne and water — totally different ends of the spectrum.” Taylor also said it should be a national standard for call-takers to receive training to give medical instructions over the phone, for example, to a woman in labor or even someone with a gunshot wound. “We need to have that capability globally across the United States and not just in those 911 centers that have the privilege of having a few extra dollars for that type of service,” he said. Raiding the 911 Coffers As with most government projects, funding is the main barrier to implementing new technologies for 911 call centers and PSAPs. Every state collects a monthly 911 surcharge from wireless and landline phone customers, which ranges from about 20 cents to $2.50, according to a NENA report. The money is collected to enhance 911 technologies at the PSAPs. However, the recession has led some states to raid their 911 coffers to fund other projects. “The unfortunate thing is there is really no firm stick that would ‘disincent’ a state from raiding its 911 funds,” said Brian Josef, director of regulatory affairs for CTIA-The Wireless Association. “While they may lose some federal funding [by raiding the coffers], often what we’ve seen is a state raiding the 911 fund is taking much more out of that fund than they end up losing in federal grants. So in these economic times, we understand the situation that states may be facing, but they’re robbing their constituents of effective 911 service.” When jurisdictions use money from their 911 fund for other initiatives, the federal government can withhold 911 funding. Some are making changes to their funds to try to avoid the penalty. According to Dispatch Magazine, a Wisconsin Legislature joint committee amended a bill to change the name of the surcharge from “911 fee” to the “police and fire protection fee” in June 2009 to avoid conflict with the federal legislation. New York changed the description of its surcharge from “911” to “public safety communications,” The Buffalo News reported, and it was raised from 70 cents to $1.20 in 2002. The surcharge generated about $600 million in 15 years, but only $84 million was distributed to municipalities that operate 911 centers, according to the newspaper. “We have states out there that are diverting tens of millions of dollars from 911 funds to go into other pots, such as buying vehicles, guns, uniforms and equipment for first responders,” said NENA’s Whittington. “The funds were created to fund 911 centers; we have 911 centers out there with woefully outdated equipment and even the ones with the best equipment need to be preparing for next-generation 911.” As of press time, NENA was preparing a letter for Congress asking for congressional intervention to stop states from diverting 911 18 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
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  • A (Bri History of 911 (Brief) February 1967 January 1968 Feb. 16, 1968 1972 1970s Oct. 26, 1999 President Lyndon Johnson’s Johnson’ Commission Enforcement on Law E Administration of and Adm Justice recommended a nationwide nationw single phone number numbe to reach police. AT&T designated 911 as its universal emergency number. Alabama Speaker of the House Rankin Fite made the first 911 call from the Haleyville City Hall to U.S. Rep. Tom Bevill at the city’s police station. The FCC recommended that 911 be implemented nationwide. Alameda County, Calif., tests the first pilot project for selective routing of 911 calls. The service was operational in July 1978. President Bill Clinton signed SB 800 designating 911 as the nationwide emergency telephone number. — Source: Dispatch Magazine Ever-Evolving Technology Workers at the 911 fire dispatch at the Emergency Operations Center in Pensacola, Fla., with former Homeland Security Director Tom Ridge. Commission on Law Enforcement and Administration of Justice recommended in 1967 that there should be a single number for people to call to reach police departments and that this number should eventually be used nationwide. In 1968, AT&T designated 911 as its universal emergency number, and the FCC recommended in 1972 that the number be used across the U.S. In 1974, the federal Law Enforcement Assistance Administration funded a program to test the cost and benefits of an enhanced 911 (E911) program in Alameda County, Calif., PHOTO COURTESY OF ANDREA BOOHER/FEMA The history of 911 is a long one, but to put it in perspective, President Lyndon Johnson’s which used selective routing — the capability to route a call to a specific PSAP. The proliferation of cell phones has created the need for new technologies in 911 centers because people assume that call-takers automatically know their phone number and location, which isn’t always true. As of December 2009, 285.6 million U.S. residents used cell phones and 22.7 percent of U.S. households were wireless only, meaning they lack a landline telephone, which for decades was the main way people called 911, according to the CTIA. PSAPs and wireless network carriers have been implementing E911 technology that will provide call-takers with the wireless caller’s phone number and estimated location. The Wireless Communications and Public Safety Act of 1999 required the implementation of E911, to be executed in two phases. Phase I required wireless carriers to provide the PSAP with the telephone number of the 911 caller and the location of the cell site or base station receiving the call. Phase II required the carriers to provide Automatic Location Identification, which identifies the address or geographic location of the calling device within 300 meters; this was to be completed by the end of 2005. Local call centers have upgraded or are in the process of upgrading their technology to use the data provided by E911. However, in February 2010 NENA found that about 10 percent of the nation’s PSAPs hadn’t installed the equipment to use that information. The issue once again comes back to funding: According to a U.S. General Accountability Office report, “Not all states have implemented a funding mechanism for wireless E911, and of those that have, some have redirected E911 funds to unrelated uses.” Consumer technology is pushing the evolution of 911 technology even further. Popular technologies like text messaging, photos and videos and the need to transfer calls and data between PSAPs has led to the need for nextgeneration 911, which will run off statewide 20 public safety IP networks. According to the U.S. Department of Transportation’s Research and Innovative Technology Administration, “The next-generation 911 initiative will establish the foundation for public emergency services in this wireless environment and enable an enhanced 911 system compatible with any communications device.” Many consider Indiana a leader in the nextgeneration 911 initiative. It has a statewide IP network that’s based on a redundant high-speed fiber network. “We have an IP network that is dedicated solely to 911,” Lowden said. “We have all the counties that we can connected to it and the ability to transfer both voice and data.” Indiana’s PSAPs have been connected to the IP network for about three years, except those that are served by AT&T. He said the AT&T counties aren’t connected because the company does a straight lease of PSAP equipment to the localities, which means it retains full control of the equipment and it refused the Indiana Wireless Enhanced 911 Advisory Board connectivity to its equipment. Counties that work with other vendors buy the equipment or do a lease PHOTO COURTESY OF ANDREA BOOHER/FEMA funds, he said. The CTIA, NENA and APCO come together when they hear that a governor might raid a state’s 911 fees. “In some cases we’ve been successful at getting them to back off, and I know that in Maryland the governor, after announcing intentions to raid, has not taken those funds,” Josef said. “But in other states, they need the money and really there’s nothing to sway them from that.” Designer Creative Dir. 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  • purchase on it, so they control any changes made to it. Lowden said calls can be transferred to the AT&T counties, but they must pass through the company’s router, which causes them to lose the digital advantage. “If there’s a Verizon county next door, they can’t transfer the call out of the AT&T network into a Verizon territory,” he said. “Once the call is inside the AT&T network it has to stay there.” This can impede public safety because additional information, like the caller’s location and phone number, won’t be transferred to a PSAP operating on another vendor’s equipment — just the person’s voice — therefore eliminating the benefits of E911. Indiana isn’t the only state to run into provider-related hurdles. “In North Carolina, we have three major telephone companies that are 911 service providers: CenturyLink, AT&T and Verizon,” Taylor said. “And just in the county that I’m sitting in right now, Wake County, all three of those companies operate. We cannot transfer voice and data from the centers in Wake County to another center because one operates under AT&T, one under CenturyLink and one under Verizon.” He said the companies lack interconnection agreements to exchange information, which is fundamental in next-generation 911. However, similar to the situation in Indiana, North Carolina has found AT&T to be the most challenging to work with, Taylor said. “Companies like AT&T will absolutely refuse to allow us to have those interconnections agreements,” he said. “In fact, they have gone through all kinds of lawsuits and not just in our state, but in other states, trying to keep other companies from being able to connect into their system.” “AT&T is committed to doing our part to make next-generation 911 available across the country,” said an AT&T spokesperson. “We work closely with public safety answering points to ensure that customers are provided with the most advanced and reliable emergency communications services. In addition, we continue to engage in the timely resolution of interconnection negotiations for the provision of competitive 911 service.” Regulations from the FCC would help alleviate this vendor-driven problem for sharing calls and data across PSAPs that operate on different systems. Lowden said national requirements about technology are nice to think about Developing Consistency The Association of Public-Safety Communications Officials created the Professional Communications Human Resource Taskforce (PRO-CHRT) to identify human resource issues that affect public safety communicators and dispatchers. Kimberly Burdick, a PRO-CHRT subchair, said states recognize 911 call-takers differently. In Montana they fall under the statute for public safety communications officers, but some states consider them to be first responders. “There’s a lot of deviation across the board and what we’re trying to do is get some consistency for all dispatchers in all states,” Burdick said. In Montana, she is the 911 communications manager for the Chouteau County Sheriff’s Office, and got involved in human resource issues when she and Susan Bomstad tried to get 20-year retirement legislation for dispatchers during the 2009 Legislature. The legislation didn’t pass, but their work will help the task force, which hopes to develop a wealth of information where states can go to find information on different initiatives. “We would like to compile information from all the states to have a clearinghouse where people from other states and agencies can say this is how they did it, this gives me a great idea and these are the steps that we’re going to take to pursue that type of legislation,” Burdick said. but he doesn’t think it would work from a practical standpoint. “I think 911 should be a local, interstate issue,” he said. It will be interesting to see how 911 standards and possibly federally mandated regulations change in the future. Taylor summed up the future of public safety communications this way: “911 is no longer local; even though response is local, the ability to access is no longer local and is very much global. And for everyone working on the 911 issue, whether you’ve been doing it for one year or 25 years, we have to come up with a totally new look at what we’re doing each and every day. … We’ve got to focus on the future and not on the past.” k Equip your team with InterActPocketCop™ and chalk one up for the good guys. InterActPocketCop™ and BlackBerry® are a handheld dynamic duo. InterActPocketCop™ affords first responders secure access to vital databases and dispatch call information so they can make accurate decisions when seconds count. By pairing with the BlackBerry Tour,™ your department can effectively expand connectivity across the board. This field-tested team is backed by the Verizon Wireless dedicated 24x7 Government Support. Look for affordable pricing on your favorite contracts. 1.800.779.2068 verizonwireless.com/gov Emergency Management 23 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • SOME PEOPLE FEEL THEY ARE PREDESTINED TO ACCOMPLISH CERTAIN GOALS IN LIFE. JACQUELINE McBRIDE SAYS IT’S HER CALLING TO WORK WITH COMMUNITIES DURING DISASTERS. SPIRIT FOR SERVICE BY EL AINE PIT TMAN | A SSOCIATE EDITOR J acqueline McBride’s life has been defined by disasters. When she was a baby, neck-high waters forced her father to carry her over his head while evacuating during a devastating flash flood. Then in May 1963 as a preteen, McBride lost her father, a commercial fisherman, to the Delaware Bay. 24 EM05_16.indd 24 4/30/10 9:33 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • PHOTO COURTE SY OF LARRY LERNER/FEMA PHOTO COU O COURTESY OF LA RRY LERNER/F EMA URTESY URTE S LERNER/F ER/FEMA CE Jacqueline McBride coordinated field personnel during the response to 9/11. Emergency Management 25 EM05_16.indd 25 4/28/10 11:27 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • PHOTO COURTESY OF JACQUELINE MCBRIDE Jacqueline McBride is a disaster assistance employee for FEMA Region II. In this photo she is with FEMA Region II Deputy Director Michael Moriarty. Fast-forward to the future: While working for FEMA as a liaison to faith- and community-based organizations during the response to hurricanes Katrina and Rita, McBride came to a realization. “When I was an infant with my father carrying me out and holding me above the water, it was sort of like a dedication to what my life would be,” she said. “Of course, I didn’t realize it at that age, but it wasn’t until then that I was given that epiphany — aha, wow! — to be blessed enough to come here with a purpose.” Her realization in 2005 came after more than 20 years of devotion to emergency management that began professionally in 1983 when she became the deputy director/coordinator of New Jersey’s Atlantic City Office of Emergency Management. That position didn’t exist in civil service at the time, however, so she didn’t get the typical benefits package of a public servant. But McBride urged that the job be elevated into the public sector, even if it meant reassigning the job to another candidate based on test scores. Her supervisor contacted the New Jersey Civil Service Commission, which created a test for the position. She ranked the highest out of the applicants and worked in the office for 15 years. That’s how McBride sees challenges — as opportunities to use her knowledge and skills. Her experience and grit served her well as acting deputy director/coordinator of the Atlantic County Office of Emergency Management and facilitated her selection in 1995 to join FEMA. McBride served in FEMA’s External Affairs and Individual Assistance cadres and is currently a disaster assistance employee (DAE) for FEMA Region II. “Without the women’s movement, the civil rights movement and social justice movement, a lot of us wouldn’t be at the place in time we are now in terms of the roles and positions we hold,” McBride said. “I stand on the shoulders of the people who have gone before me, and having parents who encouraged and demanded that we become educated and serve our community.” Diversifying Emergency Management McBride has been promoting diversity in the emergency management field since the ’80s. In 1984, the White House held a conference on women in fire services and emergency management, and she was in awe of the 100 or so women from across the country who convened to discuss issues related to their roles. The conference was one driver that pushed her to write a position paper to FEMA’s Office of Equal Rights 25 years ago. “My real purpose was to encourage recruitment and representation of women, persons with disabilities and, in particular, people of color as emergency managers,” she said. “And to make recommendations of how we could go about doing that with FEMA serving as the lead agency.” Included in her recommendations were that FEMA build a relationship with the nation’s historically black colleges and universities (HBCUs) and set up mentoring programs to encourage students to enter the emergency management field. Since submitting the letter, McBride said some of her recommendations have materialized. While responding to four consecutive storms on the Atlantic Coast in 2004, McBride met Vincent Brown, a senior program specialist in FEMA’s Risk Analysis Division and the FEMA liaison to the White House HBCU Initiative. After the storm season was over, Brown developed a project at FEMA headquarters to work with HBCUs and inform them about emergency management and mitigation. McBride joined the planning team and participated in the third workshop, which took place at Southern University. “That was another epiphany moment for me,” she said, “something that I had dreamed of and advocated for, and I was able to see it come to fruition.” In continuing her quest for knowledge, McBride worked toward a doctorate in public administration in 1987 — but she wanted more. There weren’t any degree programs in emergency management at the time, so she got her public administration doctorate with a specialization in emergency management. In 1990, McBride researched (by surveying members of the International Association of Emergency Managers) and completed the first emergency managers and leadership dissertation in the United States. “It focused on the leadership and the use of power that local emergency managers perceive that they have — and their roles in relationship to media, public officials, and administrative and litigation issues,” she said. Of a Mind to Serve Roles • Deputy director/coordinator of the Atlantic City Office of Emergency Management in New Jersey • Acting deputy director/coordinator of the Atlantic County Office of Emergency Management • Disaster assistance employee of FEMA’s Region II • Former president of the International Association of Emergency Managers Region II • Served on the FEMA National Credentialing Committee since 1999 • Instructor at the Center for Domestic Preparedness McBride has been involved in response efforts to large-scale disasters still fresh in the public’s mind. In 1998, she responded to Hurricane Georges in Puerto Rico, which killed 206 people and caused $6 billion in damages. In 2001, she was part of the response to 9/11, which was “an experience no one will ever forget.” Because there was no available transportation, McBride drove with a group to New York City from New Jersey, and as they arrived in the city, they were met by empty streets and highways. “I remember staying in north New Jersey overnight, and then the next day, driving and just saying, ‘Oh my God, oh my God, oh my God.’” She was FEMA’s deputy coordinator and the field communications chief who coordinated field personnel. 26 EM05_16.indd 26 4/28/10 11:35 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • H Hurricane Georges, P Puerto Rico 2001 2002 2003 2004 Super Typhoon S P Pongsona, Guam 2005 2006 2007 PHOTO COURTESY OF CALVIN TOLL TOLLESON/FEMA LESON/FEMA 2008 Hurricanes H Katrina and Rita K PHOTO COURTESY OF GREG HENSHALL/FEMA 2000 California Wildfires Ca PHOTO COURT ESY OF ROBERT KAUFMANN/FEMA COURTESY T 1999 9/11 9 PHOTO COURTESY OF ANDREA BOOHER/FEMA 1998 PHOTO COURT ESY OF DAVE GATLEY/FEMA COURTESY T 1997 PHOTO COURTESY OF MICHAEL RA PHAEL/FEMA RAPHAEL/FEMA PHOTO COURTESY OF BRI RODRIGUEZ/FEMA RODRIGUEZ/FEMA PHOTO COURTESY OF MICHAEL RIEGER/FEMA RIE EGER/FEMA M Midwest Floods Midwest Floods ds Hurricanes s ke Gustav and Ike Curriculum Vitae During Katrina in 2005, McBride worked as the lead of community relations at a shelter in Kentucky run by the state and the American Red Cross. “What was rewarding about that experience was helping those people remain calm and giving them a sense of hope that this soon will be over and they will be able to return home.” During the response, she took on any role necessary to help, whether that meant sweeping the floors or wheel chairing someone to the must have a pulse on their community — knowing where the diverse populations are located. Then they must start building relationships with community leaders and look beyond the mainstream organizations that likely have ties to national organizations. “We need to look at the grass-roots organizations because those persons from vulnerable populations do have barriers,” she said. “Some of it could be a disability in terms of preparing for, YOU DON’T HAVE TO BE THE LEAD, YOU DON’T HAVE TO BE SITTING BEHIND A DESK — SOMETIMES THE BEST SERVICE RENDERED IS WHEN YOU CAN WORK ONE-ON-ONE WITH PEOPLE TO GIVE THEM ENCOURAGEMENT AND HOPE. staging area to be transported home. “Just doing whatever needed to be done to make people’s lives comfortable away from home — that is what I call the servant attitude,” she said. “You don’t have to be the lead, you don’t have to be sitting behind a desk — sometimes the best service rendered is when you can work one-on-one with people to give them encouragement and hope.” When representatives from FEMA’s headquarters in Washington, D.C., descend on a disaster, they often work under the reign of DAEs, like McBride. “They’re the ones who make it happen out there,” Brown said, later adding, “She is maybe the most capable DAE I’ve ever come across.” Embrace Your Community McBride’s passion is to include faith- and community-based organizations in emergency management. She said emergency managers responding to, recovering from, and mitigating and preventing disasters.” McBride recommended setting up training programs to inform the organizations how they can work with community volunteers. Adding a state, local or county official who serves as a liaison between the faith- and communitybased organizations is another viable step. “Let’s look at Haiti: Your first responders are faith- and community-based organizations,” she said. “So it’s essential for us to educate, equip and empower these organizations so they can help the survivors in all phases of emergency management.” She’s also worked with United Way in various capacities through the years, most recently to bring the faith-based communities into Atlantic County’s Voluntary Organizations Active in Disaster (VOAD), said Fran Wise, director of community investment and partnerships for United Way of Atlantic County. Jacqueline McBride has held management and leadership positions during the response to the above large-scale disasters. “We have a strong VOAD that brings together a lot of different entities in the community,” Wise said. “Sometimes people would reach out to their church looking for assistance after a disaster, so it’s a really great resource.” Whether it’s in her everyday life or while working in the field, McBride said she wants to help develop the people around her. When working in a key position during disaster response, she tries to have someone else work her role for a day — allowing that person to get training during a disaster. And for people interested in getting involved in emergency management, McBride recommended they find a mentor. Seek out all available training and learn everything about the trade, like enrolling in a qualifying degree program. To work in the field also requires a spirit for service. McBride said there are situations that can cause a person’s heart to break, like loss of life or property, and people will look to the DAE for hope. Disaster response requires someone who is sincere and passionate. “We’re talking about people whose lives have been totally disrupted,” she said. “When you can walk up to someone and you can see and feel the pain from loss, whether it be of a loved one or all their personal possessions, and when you can take a tear or a frown and turn it into a smile, it’s all worth it.” Friends and family members frequently ask why she does this line of work. “It’s because it’s my calling; it is my calling.” k Emergency Management 27 EM05_16.indd 27 4/28/10 11:38 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Since Katrina, the private sector has joined hands with the public sector during disasters. W 28 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Working Together DAVID R ATHS | CON T RIBU TING W RIT E R PHOTO COURTESY OF WAL-MART T he October 2007 Southern California wildfires were a severe test of the state’s emergency management capabilities. While 1,500 homes were destroyed and more than 500,000 acres of land burned, almost half a million people were evacuated from their homes. The devastating fires were also a test of the state’s new emphasis on public-private partnerships in disaster response. As the fires began burning across Southern California on Oct. 20, Peter Ohtaki, executive director of the California Resiliency Alliance, and Jill Rulon, senior vice president of the California Grocers Association, made their way to the State Operations Center (SOC) in Sacramento, Calif., to serve as liaisons between the state emergency management team and their member business organizations. As representatives of the business community, Ohtaki and Rulon were given access to situation reports twice a day and distributed the highlights to partner business organizations and companies via e-mail. They also relayed requests for information from partners. Emergency Management 29 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • The California Emergency Management Agency has signed memorandums of understanding with organizations like the California Grocers Association, the California Utilities Emergency Association and Wal-Mart Stores Inc. PHOTO COURTESY OF WAL-MART “There was lots of media attention on Qualcomm Stadium, so many organizations just sent relief aid there, but actually there were many other shelters that needed aid directed to them,” Ohtaki said. “What went wrong during Katrina went right during those wildfires. People generously donating food and supplies were much better directed.” The Change After Katrina “One bank requested the evacuation areas by ZIP code so they could assess the impact on employees and customers to put mortgage payment forgiveness in place,” Ohtaki said. “So we were able to put that information together for them.” There were many questions about the impact on utilities in San Diego County, and representatives of the California Utilities Emergency Association also were in the SOC to share information on the power grid’s status. Rulon worked with suppliers to send food and 300,000 bottles of water to the shelters that needed them most. If 9/11 was a cruel awakening to the fact that the United States needed to beef up its domestic security, Hurricane Katrina was the watershed moment when people realized that emergency management officials couldn’t respond adequately to major disasters without better coordinating efforts with the private sector. And during Katrina, corporations such as Wal-Mart and other large retailers used their sophisticated logistics infrastructure to help communities bounce back. “Katrina was a wake-up call to governments that they couldn’t handle the response themselves,” said Lynne Kidder, senior vice president for public-private partnerships at the Business Executives for National Security (BENS). “There were a lot of ‘Aha!’ moments during Katrina — for nongovernmental organizations, private businesses and civic leadership.” By improving communications with government agencies, private utilities can speed the repair of power, water and other services. An association of grocers can access its network to provide food, water and other supplies to emergency responders and evacuation centers. Since 2002, BENS has been working to help establish partnerships between emergency management teams and businesspeople with an interest in the community’s resilience. It has established organizations in New Jersey, Georgia, Kansas, California, Iowa and Colorado. “Before Katrina, this was really a hard sell,” Kidder said. “The business people would say it wasn’t their job, and the government leaders would say they’ve got this under control. That all really changed after Katrina.” The drive to improve communications with the private sector has been under way in California for several years. Legislation that passed in 2005 directed government agencies to set up a voluntary program to integrate private businesses and nonprofit organizations into governmental disaster planning programs. In 2006, Gov. Arnold Schwarzenegger signed Executive Order S-04-06, which called on the California Emergency Management Agency (Cal EMA) to formally make the private sector part of the PHOTO COURTESY OF WAL-MART During the response to Hurricane Katrina, Wal-Mart provided trucks and drivers to support relief operations. 30 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
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  • Wal-Mart. With huge truckloads of supplies being sent to Qualcomm Stadium, Wal-Mart volunteered logistical staff to unload and distribute goods. “Wal-Mart is good at supply-chain issues,” said David Henry, the company’s emergency preparedness and planning manager. “We get the right product to the right place at the right time.” The company has an emergency management department with positions that mirror those in public-sector emergency management hierarchies. It also has a 40-seat Emergency Operations Center (EOC). “We have subject-matter experts focused on potential disruptions, such as interstate closures or snowstorms, every day,” Henry explained. “Our emergency management department is good at rallying those experts in transportation, logistics and store operations, and making sure they have up-to-date situational awareness to make decisions.” In 2008, the company played an active role in Texas during Hurricane Ike. In response to the storm, which damaged 79 stores and impacted more than 60,000 Wal-Mart employees, the state’s disaster response system. Cal EMA has signed memorandums of understanding with groups like the California Grocers Association, the California Utilities Emergency Association, Wal-Mart Stores Inc. and Target Corp. The effort has two main goals, said Tina Curry, assistant secretary of Cal EMA’s Planning, Protection and Preparedness Division. One is to help businesses that have a statewide presence get more situational awareness; the other is to improve resource sharing. Many statewide businesses have sophisticated infrastructure for dealing with disasters and a lot to offer, she said. “The name of the game is becoming more efficient and prompt at prioritizing which things are needed urgently and which can wait. That’s why we have developed a Business and Utilities Operations Center in our Emergency Operations Center,” Curry said. “Every disaster is different and a dynamic situation. We need that ongoing dialog.” Wal-Mart’s Role One private-sector player that contributed during the wildfire response was retail giant retailer donated $2.5 million in cash and merchandise, and provided trucks and drivers to support relief operations. Just as important, Henry said, was its effort to get stores reopened as quickly as possible to return communities to a sense of normalcy. “We had a map in our EOC of the southern part of Texas,” he said. “In the immediate aftermath of the storm, we gave the state GIS folks the location of all open stores in the state, and they plotted those along with the current points of emergency supply distribution. Anywhere they were within five miles of each other, they realized they could close a point of distribution. That’s the kind of coordination that can really help.” BENS Nurtures Partnerships Ohtaki’s group, the California Resiliency Alliance (CRA), started as the Bay Area BENS chapter and recently became a stand-alone nonprofit organization. A sister organization, the Homeland Security Advisory Council, plays a similar role in Southern California. FEMA/BARRY BAHLER Aidmatrix: A Matchmaking Portal 32 Perhaps one of the best and most successful examples of applying private-sector expertise and agility to disaster response is the Aidmatrix Foundation. Established in 2000 with technology created by supply chain management software company i2 Technologies, Aidmatrix uses a Web portal to conduct matchmaking between donors and relief organizations involving the tracking, warehousing, transportation and distribution of products and services. Aidmatrix, which has already been used in 20 major U.S. disasters, developed partnerships with FEMA and 46 states. For instance, during the Iowa flooding, a carpet manufacturer in California was going to dispose of some remnant material in a landfill, but then he realized he could offer to donate it through Iowa’s Aidmatrix portal. Habitat for Humanity responded online that it could use those remnants in its efforts to help house people. Representatives from UPS could see the donation made online and volunteer to donate the transportation costs. “This all occurs almost instantaneously,” said Scott McCallum, president and CEO of Aidmatrix and former governor of Wisconsin. The matchmaking activity ensures that supplies get to where they are most needed, he said. “One problem is that many of the things people try to offer in the immediate aftermath of a disaster are really secondary,” McCallum said. “The perfect example is that in response to Sept. 11, people sent warehouses’ worth of material that were not needed or used.” And huge numbers of people wanted to go to Haiti to help following the January earthquake, even though they didn’t have an affiliation or needed skill. “So the upside is how generous people can be,” he said, “but the downside is that no matter how well intentioned, they can sometimes be ineffective or get in the way.” Adding private-sector strategies to disaster management can benefit companies and those managing the disaster recovery. “We can apply this supply-chain technology used every day in the private sector,” he said. “We have the expertise and training to reconfigure it to each specific disaster in a short amount of time.” Designer Creative Dir. 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  • Approximately 50 companies and business organizations are CRA members. That may not sound like many, but some of those member organizations pull in leaders from multiple companies, such as the Bay Area Response Coalition, which is a coalition of leaders from the financial sector. Other CRA members include representatives from the Business Recovery Managers Association and the Association of Contingency Planners. “It is really a ‘network of networks’ approach,” Ohtaki said. BENS’ Kidder said building a selfsustaining partnership such as the CRA is a challenge. Some have been formed around a single event or an exercise, and then faded away once it was over. “We have learned they have to be built from the ground up. We can’t develop a single model, bring it in and impose it on a region, nor can the federal government,” she said, adding, “In order to become sustainable, it must be locally owned and managed and set its own priorities.” From Wal-Mart’s perspective, the information flow with these groups is improving, Henry said. In some states, such as Texas, the company works directly with state officials and has access to the EOC. In other states, it works through groups like the Florida Retail Federation or a BENS. Henry said Wal-Mart would like to see more uniformity in how these groups communicate with the public sector. “We see so many different models because we work in 50 states and see 50 different ways of doing it.” Kidder pointed to the Safeguard Iowa Partnership (SIP) as one of the most robust and administrator of the Iowa Homeland Security and Emergency Management Division. “And the businesses saw that if the community suffered, its employees couldn’t come back to work. So it was in the interest of both to get the whole community back up and running.” Miller said state officials were also driven by the recognition that 65 to 80 percent of critical infrastructure, whether in communications, banking or energy, is privately owned. “We need to understand their emergency response efforts,” he said, “and we need to share information more actively.” He said Haberl played a key role in the 2008 flood response. “She understood how we worked because she had a public health background, and she could translate that information to business groups. She could give us information from companies about what might be threatened by flooding and why it was important.” The SIP has teamed with the state to develop an online business resource registry for privatesector volunteer or for-hire assets, Haberl said. “Our biggest goal now is strategic planning about how best to deal with the upcoming flood season,” she added. “We are working on solidifying our communications approach to help mitigate the impact of a flood.” k David Raths is a Philadelphia-based writer for Government Technology, Public CIO and Emergency Management magazines. PHOTO COURTESY OF WAL-MART PHOTO COURTESY OF WAL-MART Wal-Mart has aided the response to large-scale disasters including Hurricane Ike in 2008. effective efforts in the country. “The business community in Iowa has really bought into it,” she said, “and that is the key to effectiveness and sustainability.” Jami Haberl, SIP’s executive director, said the organization had only been in existence a year when serious flooding hit Iowa in June 2008. During a flood, emergency officials are extremely busy and don’t have time to be fully engaged with businesses. Her presence in the EOC provides them “one-stop shopping” for private industry, she said. Besides coordinating the donations of bottled water and plastic sheeting for sandbagging, Haberl e-mailed SIP partners with regular updates from inside the EOC. “If they have to make a decision about evacuating an office building, they don’t have to rely on reports from the media,” she said. “Or if they have an issue, they can pick up the phone and call me.” She said during the floods, trucking companies got access to up-to-date information from the Department of Transportation about the best routes into and out of Cedar Rapids. “That is critical because one of our goals is to make sure there is still stuff on store shelves,” Haberl said. Iowa government officials were active partners in the development of SIP. “We began to see that if the businesses don’t survive, the community wouldn’t bounce back,” said David Miller, 34 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Emergency preparedness. Continuity of operations. Remote broadband Internet access. HUGHES has the solution. Hughes delivers comprehensive, fully managed solutions to government agencies. Are you ready for a crisis? When disaster strikes and terrestrial connections fail, HughesNet Emergency Solutions use broadband satellite technology to get missioncritical applications back online fast—keeping your emergency responders connected. Is your critical network truly path diverse? If your primary terrestrial network is damaged, government employees, decision-makers, and first responders may suddenly lose their communications advantage. Path-diverse satellite technology ensures consistent, reliable, and secure connectivity enabling your agency to meet its COOP, emergency response/recovery requirements, and more. Need to reach even the most remote locations? Hughes satellite broadband technology provides comprehensive network coverage throughout North America. Improve the security and reliability of your agency communications networks, even for remote locations, while increasing operational effectiveness and key citizen services. Hughes has the right solution for your government agency. Visit www.government.hughes.com or call 1.800.416.8679 to learn more. GOVERNMENT.HUG GOVERNMENT.HUGHES.COM © 2010 Hughes Network Systems, LLC. All rights reserved. HUGHES, HughesNet and CONNECT TO THE FUTURE are trademarks of Hughes Network Systems, LLC. Govt Tech Emer Mgmt Mag indd Govt_Tech_Emer_Mgmt_Mag.indd 1 2/25/10 6:00 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Education Directory Emergency Management and Homeland Security Certificate Programs Institution Contact Phone E-Mail American University of Puerto Rico Rosabel Vazquez (787) 620-1032 rosabel@aupr.edu Barton Community College Bill Nash (785) 238-8550 nashw@bartonccc.edu Blair College Don Collins (719) 574-1082 Bryman College San Jose North Alan Pruitt (408) 246-4171 California University of Pennsylvania Charles P. Nemeth (724) 597-7400 Center for Homeland Defense & Security Office for Domestic Preparedness Kevin Saupp Columbus State Community College Tracy Lamar-Nickoli (614) 287-2681 jthoma10@cscc.edu Columbus State Community College J.R. Thomas (614) 287-2681 jthoma10@cscc.edu Community College of Denver Public Security Management John Belcastro (303) 556-2485 john.belcastro@ccd.edu Corinthian Colleges Inc. Academic Affairs Daniel Byram (714) 427-3000 ext. 201 dbyram@cci.edu Cumberland County College Charles Kocher (856) 691-8600 ext. 277 cjprofkocher@aol.com Curry College Steve Belaief (617) 333-0500 sbelaief0902@curry.edu Delgado Community College Patrick Cote (504) 361-6246 pcote@dcc.edu Fairleigh Dickinson University Off-Campus Credit Program Ronald Calissi (202) 692-6520 calissi@fdu.edu George Washington University Greg Shaw (202) 991-6736 glshaw@gwu.edu Georgetown Public Policy Institute Virginia Anundsen (202) 687-2269 vla@georgetown.edu Georgetown Public Policy Institute Eugenia Pyntikova (202) 687-3422 ep72@georgetown.edu Indiana University School of Public & Environmental Affairs Kelly Brown (765) 455-9328 kelkebro@iuk.edu Iowa Central Community College Homeland Security Training Center Michael Burke (800) 362-2793 ext. 2226 burke@triton.iccc.cc.ia.us John Jay College of Criminal Justice Julie O’Brien (212) 237-8433 terrorism@jjay.cuny.edu Johns Hopkins University Steven David (410) 516-7530 sdavid@jhu.edu Johns Hopkins University Dorothea Wolfson (202) 452-1123 dorotheawolfson@jhu.edu Johns Hopkins University Paul H. Nitze School of Advanced International Studies Thomas Mahnken (202) 663-5947 tmahnken@jhu.edu Kaplan College Frank Desena (866) 523-34737 ext. 7457 fdesena@kaplancollege.edu nemeth@calu.edu kevin.saupp@dhs.gov Lakeland Community College Fire Science & Emergency Management Department Lee Silvi (440) 525-7252 lsilvi@lakelandcc.edu Lamar Institute of Technology Jim Doane (409) 880-8093 doanej@lit.edu Long Island University at Riverhead Homeland Security Management Institute Vincent Henry (631) 287-8010 vincent.henry@liu.edu Michigan State University School of Criminal Justice Phillip Schertzing (517) 432-3156 schertzi@msu.edu Missouri State University Bernard McCarthy (417) 836-6679 bernardmccarthy@missouristate.edu Northern Virginia Community College Linda Malami (703) 257-6634 lmalami@nvcc.edu Ohio Dominican University Renee Aitken (614) 251-4761 aitkenr@ohiodominican.edu Parks College Stuart Goldman (303) 745-6244 36 EM05_36.indd 36 4/28/10 11:54 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • UMUC EMERGENCY MANAGEMENT AN URGENT NEED. IMMEDIATE OPPORTUNITIES. Preventing and responding to disasters. Preparing for acts of terrorism. Government and private employers need thousands of managers with these critical skills. Be ready with a degree from University of Maryland University College (UMUC). You can earn your BS in emergency management. Or choose from an MS in technology management or an MS in management—each with a specialization in emergency management. disaster preparation and response plans for crisis management and disaster response monthly payment plan available Enroll now. Call 800-888-UMUC or visit umuc.edu/standup Copyright © 2010 University of Maryland University College Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Education Directory Emergency Management and Homeland Security Certificate Programs Institution Contact Phone Penn State Fayette’s Center for Community & Public Safety Ted Mellors (724) 430-4215 tam5@psu.edu Pikes Peak Community College Lonnie Inzer (719) 502-3195 lonnie.inzer@ppcc.edu Purdue University School of Industrial Engineering Dennis Engi (765) 496-7757 engi@ecn.purdue.edu Saint Louis University Institute of Biosecurity Larry Bommarito (314) 977-8135 bommarlg@slu.edu Southwestern College Kevin Farlow (316) 684-5335 kfarlow@sckans.edu Southwestern College Kelley Krahn (888) 684-5335 ext. 124 online@sckans.edu Southwestern College Mike Packard (316) 684-5335 mpackard@sckans.edu Southwest Tennessee Community College Business Department Tracy DeWitt (901) 833-8973 tdewitt@southwest.tn.edu Tulane University School of Continuing Studies Keith Amacker (504) 247-1662 kamacker@tulane.edu University of Central Florida Naim Kapucu (407) 823-6096 nkapucu@mail.ucf.edu University of Cincinnati/Clermont College Head Criminal Justice Program Ed Bridgeman (513) 732-5251 ed.bridgeman@uc.edu University of Colorado at Colorado Springs Debbie Sagen (719) 262-3357 dsagen@uccs.edu University of Denver Graduate School of International Studies David Goldfischer (303) 871-2564 dgoldfis@du.edu University of Findlay School of Environmental & Emergency Management Harold Huffman (419) 434-5814 huffman@findlay.edu (800) 888-UMUC enroll@umuc.edu University of Maryland University College E-Mail University of Massachusetts Lowell Kim Downey (978) 734-2143 University of Massachusetts Lowell David Hirschel (978) 934-4106 cfgradadvisor@student.uml.edu University of Massachusetts Lowell Cathy Kendrick (978) 934-2495 catherine_kendrick@uml.edu University of New Haven Thomas Johnson (203) 932-7260 tjohnson@newhaven.edu University of New Haven John Tippit (650) 787-9684 jtippit@earthlink.net University of South Florida Sally Szydlo (813) 974-3783 apex@eng.usf.edu University of Southern California Department of Industrial & Systems Engineering Evelyn Felina (213) 740-7549 efelina@usc.edu University of Tennessee Center for Homeland Security & Counterproliferation Macel Ely II (865) 740-1748 mely3@utk.edu Virginia Commonwealth University John Aughenbaugh (804) 828-8098 jmaughenbaug@vcu.edu For more information, please visit www.fema.gov. 38 EM05_36.indd 38 4/28/10 11:55 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Serve. Learn. Lead. AMU offers respected online degree programs designed for students who want to advance their career. Our Fire Science and Emergency and Disaster Management programs are among 76 online degree programs for those who wish to serve, learn and lead as an Emergency or Fire Services Manager. FoHE accredited/FESHE compliant. 2009 International Association of Emergency Managers (IAEM) recipient of: • Academic Recognition Award, Emergency & Disaster Mgmt. Program. • Student Council Chapter of the Year, APUS International Association of Emergency Managers Student Association (IEMSA). LEARN MORE AT www.amuonline.com OR CALL 877.777.9081 American Military University is a member institution of the regionally accredited American Public University System Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Education Directory Master’s Degree Programs Institution Program Contact Phone E-Mail Adelphi University Emergency Management Programs Richard Rotanze (516) 877-4572 rotanz@adelphi.edu Arkansas Tech University Emergency Administration and Management Ed Leachman (479) 964-0536 eleachman@atu.edu American Public University American Military University Emergency and Disaster Management Chris Reynolds (877) 777-9081 creynolds@apus.edu California State University Long Beach Professional Studies Department Anthony Argott (888) 999-9935 aargott@csulb.edu California University of Pennsylvania Master’s in Legal Studies in Homeland Security and Criminal Justice Charles P. Nemeth (724) 597-7400 nemeth@calu.edu Eastern Kentucky University Master of Science in Safety, Security & Emergency Management Elizabeth Ballou (859) 622-8325 elizabeth.ballou@eku.edu Eastern Michigan University Department of Interdisciplinary Technology Gerald Lawver (734) 487-3170 skip.lawver@emich.edu Elmira College Master of Science in Emergency Preparedness Angela Wood (607) 735-1825 awood@elmira.edu Florida Atlantic University Crisis & Emergency Management Master of Business Administration Program Mantha Mehallis (561) 297-0052 mehallis@fau.edu Florida State University Florida Public Affairs Center and the Center for Disaster Risk Policy Janet D. Dilling (850) 644-9961 jdilling@mailer.fsu.edu George Washington University Institute for Crisis, Disaster and Risk Management Gregory L. Shaw (202) 994-6736 glshaw@gwu.edu Georgia State University Master of Public Administration with a Concentration in Emergency Management William L. Waugh Jr. (404) 651-4592 wwaugh@gsu.edu Jacksonville State University Institute for Emergency Preparedness Barry Cox (800) 231-5291 bcox@jsucc.jsu.edu John Jay College, City University of New York Master’s Degree Concentration in Emergency Management Norman Groner (212) 237-8865 ngroner@jjay.cuny.edu Lynn University Master of Science in Administration/Specialization in Emergency Planning Ernest G. Vendrell (561) 237-7146 evendrell@lynn.edu Louisiana State University Disaster Science and Management John C. Pine (225) 578-1075 jpine@lsu.edu Loma Linda University Emergency Preparedness and Response Program Ehren Ngo (909) 558-8519 engo@llu.edu Massachusetts Maritime Academy Emergency Management and Facilities Management Alfred Towle (508) 830-5098 dce@maritime.edu Metropolitan College of New York Emergency & Disaster Management School of Public Affairs & Administration David Longshore (646) 243-7608 dlongshore@metropolitan.edu Millersville University of Pennsylvania Master’s Degree in Emergency Management Henry W. Fischer (717) 872-3568 hfischer@millersville.edu National University Master of Science in Homeland Security and Safety Engineering Dr. Shekar Viswanathan (858) 309-3416 sviswana@nu.edu New Jersey Institute of Technology Information Systems Department Michael Chumer (973) 596-5484 chumer@njit.edu New York Medical College, School of Public Health Graduate Certificate in Emergency Preparedness Michael Reilly (914) 594-4919 michael_reilly@nymc.edu North Dakota State University Master’s Degree in Emergency Management Daniel Klenow (701) 231-8925 daniel.klenow@ndsu.edu Northcentral University Graduate Degree Programs with Homeland Security Specialization Francisco C. Lopez (877) 756-0839 flopez@ncu.edu Norwich University Master of Science in Business Continuity Management, Online John Orlando (802) 485-2729 jorlando@norwich.edu 40 EM05_36.indd 40 4/28/10 11:55 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Building Collaborative Disaster Planning Processes Between UMUC HOMELAND SECURITY Hospitals and Emergency Management Real World. This free, first-of-its-kind training Degree programs with Real World relevance taught by accomplished practitioners for likeminded adult learners who work in the emergency management profession. addresses the importance of creating and maintaining collaborative relationships before a disaster occurs in your community, as well as how to effectively recover before the next disaster happens. For more information, visit FoHE accredited/FESHE compliant. http://tinyurl.com/AWR-205-W PROJECTED JOB GROWTH: 23% OVER THE NEXT DEC ADE. and http://tinyurl.com/acepcdp. 2009 International Association of Emergency Managers (IAEM) recipient of: For registration information, download the guide (PDF) at Global uncertainty is creating thousands of public and private sector jobs in homeland security. Be ready by enrolling in an undergraduate or graduate program in homeland security from University of Maryland University College (UMUC). UMUC’s unique curriculum goes beyond the hypothetical to provide practical, cutting-edge instruction. http://tinyurl.com/cdpguide. • Academic Recognition Award, Emergency & Disaster Mgmt. Program. For questions, contact: • Student Council Chapter of the Year, APUS’ International Association of Emergency Managers Student Association (IEMSA). Linda Becker, Coordinator American College of Emergency Physicians by professionals with real-world experience E-mail: lbecker@acep.org free monthly payment plan available Become a fan on Facebook! http://tinyurl.com/fbacepcdp Enroll now. Call 800-888-UMUC or visit umuc.edu/edge This program is supported by Cooperative Agreement Number 2007-GT-T7-K020, administered by the U.S. Department of Homeland Security/FEMA. Points of view or opinions in this program are those of the author(s) and do not represent the position or policies of the U.S. Copyright © 2010 University of Maryland University College amuonline.com | 877.777.9081 Department of Homeland Security/FEMA. Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Education Directory Master’s Degree Programs Institution Program Contact Phone E-Mail Olivet Nazarene University Master of Science in Nursing Degree: Emergency Preparedness Disaster Readiness Track Linda Davison (815) 939-5340 ldaviso@olivet.edu Park University Disaster and Emergency Management Concentration within the Master of Public Affairs Degree Laurie N. DiPadova-Stocks (816) 421-1125 ldipadovastocks@park.edu Saint Leo University Criminal Justice Rande Matteson (352) 588-8848 rande.matteson@saintleo.edu Saint Louis University Master of Science in Biosecurity and Disaster Preparedness Larry Bommarito (314) 977-8135 bommarlg@slu.edu Saint Xavier University Graduate Certificate in Disaster Preparedness and Management James C. Hagen (708) 802-6220 hagen@sxu.edu Texas A&M University Graduate Certificate in Environmental Hazard Management Michael K. Lindell (979) 862-3969 mlindell@archone.tamu.edu University of Chicago Master of Science in Threat and Response Management Marsha Hawk (773) 702-0460 mhawk@uchicago.edu University of Colorado at Denver Emergency Management and Homeland Security Lloyd Burton (303) 315-2482 lloyd.burton@cudenver.edu University of Connecticut Master of Professional Studies In Homeland Security Donna Lee Campbell (860) 486-0184 donna.campbell@uconn.edu University of Delaware Master of Environmental and Energy Policy and Ph.D. in Environmental and Energy Policy Young-Doo Wang (302) 831-8405 youngdoo@udel.edu University of Florida Master of Science in Fire and Emergency Services Barbara Klingensmith (352) 369-2800 klingensmithb@dfs.state.fl.us University of Maryland University College MS in management, specialization in emergency management MS in technology management, specialization in emergency management MS in information technology, specialization in homeland security MS in management, specialization in homeland security MS in technology, specialization in homeland security (800) 888-UMUC enroll@umuc.edu University of Nevada at Las Vegas Executive Master of Science in Crisis and Emergency Management Program Christine G. Springer (702) 895-4835 christine.springer@unlv.edu University of New Orleans Master of Public Administration with Hazard Policy Track John J. Kiefer (504) 280-6457 jkiefer@uno.edu University of North Carolina at Chapel Hill Master of Science in Disaster Management Jim Porto (919) 966-7354 jim_porto@unc.edu University of North Carolina at Charlotte Master of Public Administration with Emergency Management Concentration James W. Douglas (704) 687-4532 jwdougla@uncc.edu University of North Carolina at Pembroke Emergency Management Master of Public Administation Concentration Nicholas Giannatasio (910) 521-6531 nicholas.giannatasio@uncp.edu University of North Texas Master of Public Administration with Specialization in Emergency Administration and Planning Bob Bland (940) 565-2165 mpa@unt.edu University of Richmond Master of Disaster Science Degree, Online (Thesis Track) Leigh Anne Giblin (804) 287-6897 lgiblin@richmond.edu University of South Florida, College of Public Health Graduate Certificate in Disaster Management Wayne Westhoff (813) 974-6621 wwesthof@hsc.usf.edu University of Tennessee, Knoxville Emergency Management within Master’s Degree in Safety Susan M. Smith (865) 974-1108 smsmith@utk.edu University of Washington Bob Freitag (206) 818-1175 bfreitag@u.washington.edu Virginia Commonwealth University Master of Arts and Graduate Certificate in Homeland Security and Emergency Preparedness John Aughenbaugh (804) 828-8098 jmaughenbaug@vcu.edu Virginia Commonwealth University Graduate Certificate in Homeland Security and Emergency Preparedness Gregory L. Shaw (804) 827-0879 glshaw@vcu.edu Institute for Hazard Mitigation Planning and Research For more information, please visit www.fema.gov. 42 EM05_36.indd 42 4/28/10 3:13 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Now available!!! This free first-of-its-kind online training covers the development and maintenance of collaborative planning relationships, the sharing and tracking of information, patients, and resources, and examples of disaster preparedness and response via a large Building Collaborative Disaster Planning Processes Between Hospitals and Emergency Management scenario case study. Each of the four training modules is approximately one hour in length and features pre-filmed streaming video with synchronized transcript and slides. Additional materials are Photo credit: FEMA/Greg Henshall. available for download. Upon registration, each participant is placed into a state-specific virtual community to foster increased collaboration. This training is available nationwide with registration information at http://www.tinyurl.com/acep-cdp. There will be live Q&A sessions for each state, featuring a panel of subject matter experts from within each state who will address statespecific implementation of general ideas presented. For questions, contact Linda Becker at lbecker@acep.org. This program is supported by Cooperative Agreement Number 2007-GT-T7-K020, administered by the U.S. Department of Homeland Security/FEMA. Points of view or opinions in this program are those of the author(s) and do not represent the position or policies of the U.S. Department of Homeland Security/FEMA. SM “Protecting Our Homeland Protect Your Homeland. in the 21st Century” Become Certified in Homeland Security, CHS® today. The CHSSM program has earned its reputation as the premier group dedicated to providing certification, training, and continuing education to professionals across the nation who are committed to improving homeland security. We boast a total commitment to our country’s safety, an extraordinary knowledge base, and an in-place organizational structure that delivers the highest-quality certification and continuing education opportunities in homeland security. Join us today as we work together to protect what matters most—our families, communities, country, and way of life. ✯✯✯ GI BILL APPROVED! ✯✯✯ The American Board for Certification in Homeland Security, CHS ® Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • The Ocean Rescue II scans the hulls of ships entering the port complex and can detect traces of weapons of mass destruction. Photo courtesy of the Los Angeles Sheriff’s Department High-Tech Port Prot EM05_44v2.indd 44 4/28/10 12:16 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • O Los Angeles port n paper, it reads like a prop list for a high-budget, futuristic action thriller: a $3 million high-tech screening ship, a radiation-detecting helicopter and a badge-carrying Labrador retriever who can sniff out chemical and biological weapons. But this is no movie. At the Los Angeles-Long Beach port complex, these tactical tools are the latest in artillery aimed to prevent weapons of mass destruction (WMD) from infiltrating the critical infrastructure facility, where 40 percent of all U.S. imports enter the country. How critical is this port complex? Consider this: If an incident forced the port complex to close, it would cost the U.S. economy about $1 billion a day, said Jack Ewell, who oversees the port security project for the L.A. Sheriff ’s Department. “That would flat-out cripple the economy if all of these agencies weren’t working together to ensure the safety of that complex,” he said. “We want to stop anything that may be illicit before it gets in the port.” authorities bolster line of defense against terrorists with technology and a specialized canine. otection B Y RUSSELL NICHOLS, STAFF WRITER EM05_44v2.indd 45 45 4/28/10 12:19 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • With cutting-edge detection technology, officials said, this project has upgraded collaboration between participating agencies, such as the U.S. Coast Guard, local law enforcement, public safety and the port police, and has enhanced security at the nation’s busiest container port. “It’s a critical tool for us ensuring that we’re safe against the threat of terrorism,” said L.A. Port Police Chief Ron Boyd. “When it comes to detecting the threat, part of what you do is go out there and show the would-be attacker that you’re ready.” Tools of the Trade To prevent potential terrorist attacks, port officials launched the 55-foot screening vessel — the first of its kind in the world — armed “When it comes to detecting the threat, part of what you do is go out there and show the would-be attacker that you’re ready.” — Ron Boyd, chief, Los Angeles Port Police with the most advanced technology available. Called the Ocean Rescue II, the vessel can scan the hulls of ships entering the port complex, detect traces of WMD materials and transmit real-time data to land-based labs. The vessel also holds medical and disaster response equipment, an advanced sonar system that can detect threats in zero-visibility waters, and a rover that can dive to 3,000 feet. The detection process didn’t work this way in the past. Even with portable bomb-detection equipment, Ewell said, port authorities had no remote screening system, no chemical and biological detection tools, and couldn’t send real-time information back to the Sheriff ’s Department’s hazardous-materials detail headquarters. “Technology advances happen daily, and this equipment just did not exist years ago,” he said. “All of the agencies involved are constantly looking for what’s new. If you’re standing still, you’re going backward.” The combination of security resources really optimizes the effort, he added. The Eurocopter The Eurocopter AS350 B2 helicopter’s advanced radiation-detection pod lets authorities screen ships from above. Photo courtesy of the Los Angeles Sheriff’s Department 46 EM05_44v2.indd 46 4/28/10 1:06 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • The Homeland Security Management Institute of Long Island University –––––––––––––––––––––––––––––––––––––––––––– Designated by Act of Congress as a DHS Homeland Security Center of Excellence Designed and Delivered By Professionals, For Professionals Flexible online learning format designed to accommodate the unpredictable schedules of busy professionals Faculty of Senior Fellows are active homeland security professionals with doctoral degrees and other outstanding academic credentials Online Master of Science in Homeland Security Management The Homeland Security Management Institute offers an accredited, 36credit Master of Science degree in Homeland Security Management and a 15-credit graduate-level Advanced Certificate in Homeland Security Management, both delivered entirely online, with no in-residence component. Our rigorous curriculum focuses on the complexities of the homeland security enterprise, providing executives, managers and practitioners with exceptional professional education. Recognized as one of the nation’s top programs, we are an academic partner of the Naval Postgraduate School’s Center for Homeland Defense and Security in Monterey, CA. Our distinguished faculty of Senior Fellows and our renowned Board of Advisors include the nation’s leading homeland security experts. Full-time and part time study options are available for the online 15 credit Advanced Certificate and the 36 credit Master of Science degree. Students can complete either or both programs in a timely fashion. Scholarships and financial aid available for those who qualify. Apply today 631-287-8010 www.liu.edu/homeland Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • 2010 Port Funding The Port Security Grant Program saw a decrease of $100 million for fiscal 2010 from the U.S. Department of Homeland Security compared with 2009’s funds. The program received $288 million for the protection of critical port infrastructure from terrorism for fiscal 2010. According to FEMA, the “funds are primarily intended to assist ports in enhancing maritime domain awareness, enhancing risk management capabilities to prevent, detect, respond to and recover from attacks involving improvised explosive devices, chemical, biological, radiological, nuclear, explosive and other nonconventional weapons, as well as training and exercises.” AS350 B2 helicopter’s advanced radiationdetection pod, worth $220,000, lets authorities screen ships from above. But adoption doesn’t happen overnight. The technology, Boyd said, must be folded into each agency’s concept of operations. Not only that, but it must also be maintained, he said, otherwise it’s like having a Rolls-Royce in your driveway that doesn’t work and you’re still paying the car note and insurance. “It increases your responsibility,” he said. “Now that you’ve spent all this money, you must make sure you’re maintaining the detection equipment correctly. We must make sure that after we’ve gotten proficient, these things don’t break down and we suddenly have nowhere to go.” HAZMAT Dog Fights Terrorism At 19 months old, Johnny Ringo is a badgecarrying black Labrador retriever, and the latest — and furriest — counterterrorism fighter for the L.A. County Sheriff ’s Department’s Hazardous Materials Operations. And he’s unique with a nose keen enough to sniff out anthrax and other chemical and biological WMDs. Since joining the force in January 2010, Johnny Ringo has been sniffing his way around urban facilities for sweeps, planned events and big venues, such as the Rose Bowl and Golden Globe Awards. “It’s not hard to detect chemical and biological weapons once they’re dispersed,” said Detective Wayne Carpini, the dog’s handler. “He’s the only dog that can detect something before it goes off.” The dog was named after the notorious gunslinger of the Old West, known as “the King of the Cowboys.” But the happy-go-lucky canine aims to serve to protect: His ability makes him an invaluable asset to the L.A. Port complex. But this is all new territory for Johnny Ringo. Originally from Holland, he was brought to America by Work Dogs International, a Banning, Calif.-based company that raises and trains canine security assets. The specialized dog spent six weeks at a lab in Austin, Texas, where Carpini trained his nose to track scents and odors in chemical and biological agents related to WMDs. No other dog in the world does what he does, mainly because of the nature of the job. “One of the biggest concerns is if a dog smells anthrax, then the dog and handlers are dead,” 48 EM05_44v2.indd 48 4/30/10 9:24 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
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  • Johnny Ringo, a Labrador retriever, and Detective Wayne Carpini work as a team to detect chemical and biological weapons. Photo courtesy of Detective Wayne Carpini “It’s not hard to detect chemical and biological weapons once they’re dispersed. He’s the only dog that can detect something before it goes off.” — Wayne Carpini, detective, Los Angeles Sheriff ’s Department said Patrick Beltz, Work Dogs International’s chief instructor, who named the canine detective. “But dogs find heroin and cocaine daily and nobody overdoses.” But, Beltz predicts, more WMD-sniffing canines will come on the scene in the next few years as authorities realize the potential of a dog that can detect toxins at ports of call, airports and waterways — a skill that requires constant training. Carpini works to keep Johnny Ringo’s skills sharp. “Every day I come to work, I run him on scents and odors, search him long and search him short,” he said. When off duty, Johnny Ringo goes home with Carpini, who lives on a two-acre plot just outside of Los Angeles County. Unfortunately not enough people know about the dog yet, so his services haven’t been utilized as much as they could be. “I had people who watched the Super Bowl asking, ‘How come your dog’s not there?’” Carpini said. “I said ‘It’s not me. I don’t make this call.’” Los Angeles sheriff’s officers prepare Johnny Ringo for duty. Photo courtesy of Detective Wayne Carpini Many Agencies, One Mission The Los Angeles-Long Beach port complex is a Venn diagram of federal, state and local government jurisdictions. From the U.S. Coast Guard to local law enforcement and public safety departments, multiple agencies contribute to operations at the port. While new technology helps streamline the port security process, the first layer of defense is communication. “We all have our own turf and interests,” said Boyd, “but we take the time to meet with each other and iron things out to make sure we’re not stepping on toes.” The agencies have worked together for years, Ewell said, developing a comprehensive, layered approach to security — especially in the wake of the 9/11 attacks. The screening vessel was acquired by the Sheriff ’s Department, but this latest program came about as a joint effort, paid for by the U.S. Department of Homeland Security. “When you have everyone on the same page, the idea is that you can lessen the impact on maritime commerce and improve the ability to keep us safe by bringing resources together,” said Lt. j.g. Tyler Stutin, a spokesman for the U.S. Coast Guard. “It’s all about working together in this day and age more than ever.” k 50 EM05_44v2.indd 50 4/28/10 1:09 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
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  • Your One-Stop for Interoperable Best Practices & Support Constant communication in the field and instant access to critical data is vital to the safety and security of our communities. Crisis management and disaster response is complicated when incompatible systems and equipment limit communication capabilities. Key Highlights: * National Interoperability Survey Results * Public Safety Communication Case Studies of Sprint‘s * Video in Action Emergency Response Team Our NEW Resource Center offers a wealth of valuable best practices, research and tools to help improve your emergency dispatch integration and communication challenges. Visit our resource center today at: emergencymgmt.com/communications Sponsored by: MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © 2010 Motorola, Inc. All rights reserved. Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
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  • Interoperability Born From Necessity Tight funds and a need for interoperable radio communications inspire nearly 20 years of collaboration on a statewide network that continues to grow. By Merrill Douglas, Contributing Writer I A destroyed mobile home in Middendorf, S.C., is a result of tornado damage from Hurricane Frances in 2004. Founded in the early 1990s, South Carolina’s 800 MHz trunked network has grown into one of the nation’s largest statewide systems, providing interoperable communications during emergencies. PHOTO COURTESY OF MARVIN NAUMAN/FEMA F necessity is the mother of invention, it may also be the secret to the success of Palmetto 800 (PAL 800), South Carolina’s statewide emergency communications radio system. Founded in the early 1990s, the 800 MHz trunked network has grown into one of the nation’s largest statewide systems, providing interoperable communications for more than 450 state, county and municipal agencies. Today PAL 800 supports more than 25,000 voice radios, including some in North Carolina, and 1,400 mobile data devices. It operates largely on a pay-asyou-go basis. System officials are preparing to extend its reach into neighboring counties in Georgia. George Crouch, who has worked with the system since its start, said it has grown and thrived because necessity forced its owners to innovate. “There wasn’t a huge pot of money so we really had to be creative,” said Crouch, statewide interoperability coordinator for South Carolina’s Division of State Information Technology. The history of PAL 800 stretches back to 1989, when Hurricane Hugo ravaged parts of South Carolina. As first responders from other areas poured in to help, incompatible radio systems made it difficult to coordinate public safety efforts. State officials decided they needed a statewide system that would let first responders from throughout South Carolina talk to one another in times of need. But with an estimated price tag of $100 million, how to build such a network was a puzzle. “The state at the time just didn’t have the money to go out and fund a complete system,” Crouch said. While the state explored its options, Spartanburg County, S.C., was looking into building a trunked radio network of its own. Lack of funds posed an obstacle there too. Spartanburg County officials decided to forge a partnership with Scana Corp., a power company that owns electrical utilities in South Carolina, North Carolina and Georgia, and also wanted to expand its radio infrastructure. The utility and county agreed to join forces on a system they could both use, building out from Scana’s existing Motorola 800 MHz trunked radio network. Spartanburg County would provide the towers and generators for new antenna sites, and Scana would provide the radio frequency equipment and manage the network. User fees would finance operations. Between 1992 and 1995, the system expanded, somewhat informally, to include users from state government and other counties. Agencies signed their own agreements with Scana or operated with no contracts at all, said Crouch, who was Spartanburg County’s 911 communications director at the time. In 1995, South Carolina signed a contract of its own with the utility. “That’s where it kicked off and began to grow,” said Crouch, who soon came to work for the state. “And it’s been growing each year since.” Under the agreement with the state, Scana would provide and manage the network infrastructure. Public safety agencies would buy radios for their users and pay fees to help cover network operating costs. Each government entity paid a fee based on the geographic area it needed to cover with its radios. Chicken and Egg Although this arrangement worked well for several years, eventually Scana and its government users ran into a chicken-and-egg dilemma, said Tom Fletcher, deputy director for the Network Services and Disaster Recovery section of South Carolina’s Division of State Information Technology. To finance further expansion, Scana needed fresh revenues. But new users didn’t want to join until the network covered their jurisdictions. “We recognized that the system should be expanded to cover the entire state to be most effective for its customers,” said Scana spokesman Eric Boomhower. A statewide expansion would take more capital than Scana could provide. So in 2001, with the state’s blessing, Scana agreed to sell the network 54 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
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  • Interoperability Nevertheless, there are still some holdout ageninfrastructure to Motorola, which would operate cies in South Carolina that don’t enjoy interoperthe system and fund its expansion. South Carolina able communications at all. To help close the gap, also contributed some capital, Fletcher said. Today Motorola operates PAL 800 under contract Crouch and his team have given at least one PAL 800 radio to every police and fire department and to the state. An advisory committee, with members emergency medical service in the state. “So they at representing the state and local government agencies on the system, provides oversight and develops policies. User fees continue to fund the network’s operation. Scana is still a large user on the network. The utility provides some maintenance services and operates a phone center to field after-hours trouble calls, said Crouch. PAL 800 has since added nine other regional and local power utilities as members, he said. While Motorola invested in the network, the federal government started making dollars available to improve public safety communications after 9/11. “With the emphasis on homeland security, we started getting more and more grants to buy radios for local government,” Fletcher said. These also helped the statewide system grow. Along with growth, Motorola’s arrival spurred a technology upgrade for PAL 800. Among other things, the vendor installed a 64-port zone controller, which allowed both When first responders need to travel beyond their analog and digital communications. home area, South Carolina’s PAL 800 communications network makes it easy to roam to additional radio More recently, Motorola has been towers. It also extends beyond the state border to installing equipment that conforms to connect with neighboring jurisdictions. Project 25 (P25), the digital radio communications standard developed by the Asso- PHOTO COURTESY OF MARVIN NAUMAN/FEMA ciation of Public-Safety Communications Officials least have interoperability at the command-andInternational to promote interoperable communicontrol level,” he said. cations. The state now requires agencies to buy P25 The cost of replacing legacy systems is the greatest radios or units they can upgrade to that standard obstacle keeping some agencies from joining PAL in the future, Crouch said. “So while we still have 800, Crouch said. Also, some agency leaders may be quite a few of the older units out there, we’ve been reluctant to let someone else manage their commupreparing now for nine years for P25,” he said. nications technology. With the move to P25, users can buy radios “I think some people would argue that you don’t from manufacturers other than Motorola and have direct control over your system,” said Matthew remain interoperable. Littleton, deputy chief of operations at Anderson County, S.C., Emergency Services and a member of the PAL 800 advisory committee. “I see that as Switching Back and Forth an advantage.” Motorola takes care of all the details Not every local government in South Carolina of running the radio system, and when an agency has joined PAL 800. Seven counties still operate needs help with its radios, Motorola’s technicians their own networks. But since these all use Motorola are just a phone call away, he said. 800 MHz technology, their first responders can talk Collaboration on the statewide infrastructure to fee-paying users on the state system. “There are gives agencies a better network than many could another 20,000 users out there on private county systems that we have interoperability with that can afford to build on their own, Littleton said. For example, a single fire department might not be able switch back and forth between their systems and to install a second radio repeater site to take over if our system,” Crouch said. the primary one went down, he said. But the state system offers that kind of redundancy. Also, the statewide network eliminates territorial conflicts, Littleton said. Agencies don’t have to decide whether to allow another agency to access their radio channels. “By contract and by design, if you’re a customer on the PAL 800 system, you have to have access to the statewide mutual-aid channels.” When first responders need to travel beyond their home area, PAL 800 makes it easy to roam to additional radio towers, Littleton said. “Our Sheriff ’s Office chased a murder suspect three counties over, and because of the statewide network, we never lost contact between the dispatcher and the deputies who were in the chase.” In the old days, with agencies operating on a patchwork of different radio bands, this would have been impossible, he said. Border Crossing The reach of PAL 800 is extending beyond the state border as South Carolina makes connections with neighboring jurisdictions. “Every North Carolina Highway Patrol district office that touches South Carolina has our equipment in their highway patrol office, so they can talk to those regions that touch them,” Crouch said. “We are in the middle of doing that with Georgia on the other side.” Besides reaching out to neighbors, the state and Motorola also are in the midst of another project, a multiyear effort to move the radio system from one set of 800 MHz frequencies to another. This is part of the mandatory, nationwide rebanding effort that will separate all 800 MHz public safety radio channels from channels used by the Nextel wireless network. Rebanding poses a major challenge for South Carolina because it’s impossible to convert the entire state system at once. “We’re still pounding out how to do this transition and this frequency update without totally confusing all the public safety agencies for a year or so before everything’s completed,” Crouch said. Despite that and other struggles, PAL 800 continues to flourish, thanks to creativity sparked by necessity. Credit also is due to all the participants who collaborate so well on the network, Crouch said. “It has truly been a partnership between the vendors, the power utilities and public safety. That’s what’s made us successful.” k Merrill Douglas is a writer based in upstate New York. 56 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
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  • Technology and Trends A Critical Link Amateur radio operators fill communication gaps and provide situational awareness to emergency managers during and after disasters. By Corey McKenna, Staff Writer Links With Emergency Responders Volunteer radio operators assisting emergency personnel fall into two groups: Radio Amateur Civil Emergency Service (RACES) and Amateur Radio Emergency Service (ARES) members. Many people participate in both organizations, PHOTO COURTESY OF MASS COMMUNICATION SPECIALIST SEAMAN MANDY McLAURIN/U.S. NAVY I mmediately after the Jan. 12 earthquake in Haiti that killed 230,000 people, injured an estimated 300,000 more and destroyed much of Port-au-Prince, medical teams from the University of Miami Project Medishare program had sporadic communication with the United States and the nearby U.S. Naval Ship (USNS) Comfort’s Medical Treatment Facility — until teams of amateur/ ham radio operators arrived, that is. “They had already lost one satellite link. The other one was not reliable,” said Julio Ripoll, an architect for the University of Miami Medical School who coordinated amateur radio communications during the disaster. “So they were worried that they would not be able to communicate to Haiti from Miami in case they lost their other satellite link.” What was initially designed as a backup system soon handled all local emergency communications. Before Ripoll’s teams of radio operators arrived, the field hospital had very little communication directly with the USNS Comfort. “They would send an e-mail by using a BlackBerry,” Ripoll said, “and sometimes it would sit there for quite a while before someone saw it.” The amateur radio station became a critical communication link. “When we had patients who would come in and needed emergency surgery that we couldn’t handle, we called the Comfort,” he said, “and then we would coordinate either the helicopter medevac or [transport] a few times by speedboat if it was in the middle of the night.” That’s just one example of how amateur radio operators, who use various types of radio communications equipment for nonprofit purposes, can provide a valuable resource during a disaster. Members of the USS Wisconsin Radio Club chat with others throughout the world via Morse code onboard the retired battleship. but the main difference between the two is that ARES members provide emergency communications before an emergency has been officially declared, while RACES operators, which are registered with state and local governments, are activated after an emergency declaration. RACES members may operate from state emergency operations centers (EOCs). The American Radio Relay League (ARRL), a U.S. organization of amateur radio operators, has memorandums of understanding with numerous organizations, including FEMA, the American Red Cross, National Weather Service and the Association of Public-Safety Communications Officials International. As a result of those agreements, the ARRL trains with and works to develop these organizations’ amateur radio communications capacity. It also builds relationships with these organizations to collaborate during disasters. About 684,000 amateur radio operators are ARRL members. The best way for these ham operators to connect with local responders is to participate in their local Community Emergency Response Teams (CERT). “We may, in our case, probably connect with CERT, and so we’ll probably be linked up close with the fire department,” said Charlie Lum Kee, founder of the Virgin Valley Amateur Radio Club in Mesquite, Nev., and leader of the local CERT program. “We do have a little bit of a plan for our area as to where we would locate individuals [in an emergency].” Amateur radio operators can also get special license plates displaying their call signs, which identify them to emergency crews, getting them past roadblocks and into the affected area to provide communications assistance. In Oregon, about 1,800 RACES volunteers are authorized to work in state and county EOCs facilitating communication during disasters. For example, during the Great Coastal Gale of 2007 that knocked out communications to the state’s Columbia, Clatsop and Tillamook counties, ham 58 EM05_58.indd 58 4/30/10 9:20 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
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  • Technology and Trends PHOTO COURTESY OF MIKE MOORE/FEMA radio operators used a radio frequency messaging system called Winlink to transmit the counties’ requests for assistance to the state’s Office of Emergency Management. “Monday morning the governor came in and we were briefing and later on called amateur radio operators ‘angels’ because that was the only source of communication we had to the coast,” said Marshall McKillip, the Emergency Management Office’s communications officer. Following the storm, Oregon Gov. Ted Kulongoski funded improvements to the state’s amateur radio infrastructure with a $250,000 grant for Winlink systems in each of the state’s 36 county-level EOCs. “We bought the appropriate equipment and then organized the delivery, the set up, the training and everything with amateur radio resources,” McKillip said. “It was quite a task for the amateurs to take on, but they did a great job.” Assorted Roles Portable ham radio stations operate independent of infrastructure in disaster zones. formulating a response. “Let’s say up the street a nuclear facility has an issue, and we start losing power here. The ham operators would start reporting that because we would be the ones on the ground,” Palmer said. “Our job is to communicate that to public officials. Our mantra for that is, ‘Provide the right information to the right An emergency management team leader for the Biloxi (Miss.) Regional Hospital demonstrates how to use a ham radio. The hospital acquired the radios after Hurricane Katrina to improve communications for future storms. PHOTO COURTESY OF JENNIFER SMITS/FEMA Amateur radio operators can play a variety of roles that allow public safety officials to maximize their resources, including facilitating communications; providing emergency managers with on-scene situational awareness; and helping manage large-scale events, such as state fairs and marathons. Earlier this year as blizzards blanketed Delaware, RACES members manned ham radio stations at the Sussex County EOC, and 60 ARES members drove around the county’s 958 square miles reporting what they were seeing and confirming reports from the National Weather Service. “While [the police and emergency medical services] were moving around, they had better things to do than stop and measure the snow,” said Walt Palmer, public information officer for the ARRL in Delaware. “So that’s where amateur radio’s guys were coming in.” At one point during the storms, the county set up two shelters for approximately 70,000 residents, all of whom were without electricity, and deployed an amateur radio operator to the larger shelter to facilitate communication with the EOC. “We were able to get good information back from the shelter as to how many people were there, were they making out OK and that kind of thing,” said Sussex County EOC Director Joe Thomas. “We actually tried to get an operator in the second shelter, but we never did get to that point because of the snowstorm.” In the aftermath of a disaster, amateur radio operators are often the first to report what happened to emergency managers so they can start people at the right time so they can make the right decisions.’” Communities countrywide have signature large-scale events like state fairs, marathons and food festivals during which amateur radio operators can work with public safety personnel so the departments can maximize their resources. “Rather than use police or other county or state officers, ham radio operators will come together and we’ll get assigned to different points around, let’s say, a 26-mile race course,” Palmer said. “We’re there just to observe. If somebody has a problem, if a runner goes down or a bicycle falls apart or whatever, our guys are there and they’re able to report back so a proper response can be orchestrated to help that runner.” If Delmarva Peninsula — a popular resort area on the East Coast with a winter population of 700,000 that can swell to 4 million in the summer — needs to be evacuated, ham radio operators can monitor traffic or facilitate communications between shelters and EOCs. “While the Red Cross does a terrific job with the shelters, they’re there helping to prepare food and taking care of the residents of the shelter,” Palmer said. “They don’t always have the communication needs to get information back to the EOC — we have this many special needs people; we need more insulin because we have a problem here with a lot of diabetics. Amateur radio folks will be assigned to shelters to move that kind of traffic.” k 60 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
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  • Products Capturing the Scene Using cameras to track incidents is becoming more common as technology becomes smaller and more portable. Digital Ally Inc.’s FirstVu is a compact digital video/audio recorder and camera that’s designed to capture evidence hands-free. A clip system allows secure locking or quick transfer between locations, such as from the wearable uniform fastener to a vehicle’s windshield. Impact and weather resistant, the device uses solid-state memory that’s unaffected by violent motion. www.digitalallyinc.com Smart Talk Trace Detector The Mobile Communicator for BlackBerry turns smartphones into two-way radios by enabling users to “tune” their mobile device to a WAVE-supported radio channel. Twisted Pair Solutions developed the Radio-over-IP and WAVE group communications software to let BlackBerry users use push-to-talk radio communications. The communicator application uses WAVE Thin-Client technology to create new architecture for radio communications across cellular and Wi-Fi networks. The application allows smartphones to communicate regardless of the BlackBerry device or network on which they run. www.twistpair.com A dual-mode handheld trace detector, Morpho Detection’s MobileTrace expands the range of targeted explosives a user can identify in a single sample-enabling faster, more comprehensive security screening. MobileTrace gives users the option to swipe surfaces for a particle trace or analyze vapors using the detector’s nozzle. Data is shown on a 3.5-inch color screen, and the unit has a USB port for networking capabilities. www.morphodetection.com Training Software Avalias’ new scenario-based training software lets incident responders across multiple agencies create and coordinate disaster scenarios. The Avalanche TTX software allows time-based exercises with cross-agency interaction challenges that let participants measure the effectiveness of response strategies. It also records the exercise, which aids after-action reviews. The software can be installed on one computer to run tabletop discussion exercises or on multiple computers within the same firewall, allowing the installations to communicate. www.avalias.com 62 IMAGE ON LAPTOP COURTESY OF MORGALI PHOTOGRAPHY EM05_54.indd 62 4/28/10 1:12 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
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  • Eric’s Corner Selling Emergency Management W informational seminars and the like. Doing this will help When you look at job descriptions in emergency management, you find titles like program manager and director. The responsibilities might include disaster mitigation, preparedness, response and recovery. However, the unspoken job function that comes with every emergency management position is that of marketing. • Update your Web page with information on how people can Put more crudely, it means you must “sell emergency man- help with disaster relief efforts. Some emergency manage- agement” to a variety of people and organizations. The list ment organizations also use Facebook and Twitter to dis- is endless and there isn’t an element of your public or private seminate information. community that doesn’t need what emergency management has If you’re a part of a government organization, one of your cus- build trust. Without trust, the sale will never be made. • Think about timing and when it’s best to have a sale. The answer is when people are motivated to buy. When is that in emergency management? When there’s a disaster. Anytime there’s a catastrophe anywhere in the world is a good time to push your emergency management wares. to offer. tomer segments is your jurisdiction’s elected officials and senior You might be scratching your heads at this notion that you appointed policymakers. Your job is to make them look good all are a salesperson with a job of having people buy into emer- the time. Here are few tips for keeping them engaged: gency management so let’s start with the basics: • Keep them informed on incidents happening in their juris- • No one wants to be sold anything — they want to be buyers. diction and neighboring ones. People like to be in the loop, The good thing about being in your position is that people and you can build a strong relationship just by keeping them won’t immediately recognize that you’re selling something informed with an occasional phone call or e-mail. and they’re the potential buyer. That will remove a few barri- • Include them in every public event you have. If you’re having ers to making the sale. a disaster presentation in an elected official’s district, invite • Remember that you’re selling the benefits and not the features them to attend. Offer them an opportunity to give opening of emergency management. Think about trying to sell four- remarks and provide them with a few talking points to make wheel drive or air conditioning in a car. The wrong thing to it easy for them. do is talk about how it works, what it costs and how to operate • Include a quote in your news releases (coordinated of course) it. Instead, the idea is to describe what it can do for you. from the elected official on the topic you’re addressing. • Before you start selling emergency management, you must know what the buyer wants. You do this by first listening Eric Holdeman is the former director of the King County, Wash., Office of Emergency Management. His blog is located at www. disaster-zone.com. know the assignment editors and news directors for your local may take some time to build rapport with a particular indi- Eric Holdeman They provide free advertising by covering your messages. Get to and then working to build a relationship with the buyer. It by by Lastly in these circumstances, the media is often your friend. television and radio stations. vidual or organization. The key is maintaining contact. Add Happy selling — and sorry, there are no sales commissions. them to your e-mail lists for information on grant programs, 64 EM05_64.indd 64 4/28/10 1:21 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • ES A m S S , C um G I ego hs s / ty i r i n D om c u S a ri.c s Se d 0 — w.e an 01 w el , 2 w m –13 — Ho 10 ay R I ly o d Ju e r T st gi Re GIS—Providing You The Geographic Advantage ™ Delivering Actionable Information um m it it Transform Your Data into Actionable Information During a crisis, emergency managers receive data from numerous sources. The challenge is fusing this data into something that can be quickly understood and shared for effective decision support. ESRI’s geographic information system (GIS) technology provides you with the capability to quickly assimilate, analyze, and create actionable information. GIS aids emergency management by 4 Rapidly assessing impacts to critical infrastructure GIS is used to model the spread and intensity of a chemical spill. Real-time weather data is used to determine the plume’s spread, direction, and speed. 4 Determining evacuation needs including shelters and appropriate routing 4 Directing public safety resources 4 Analyzing intersection closure requirements 4 Modeling incidents and analyzing consequences 4 Displaying complex information in the form of maps and images 4 Providing dynamic situational awareness and a common operating picture 4 Supplying mobile situational awareness to remote field teams To learn more about GIS for public safety, find detailed case studies at www.esri.com/publicsafety. Mobile GIS applications wirelessly provide the current status of the situation, damage assessment, and incident progression to the emergency operations center or incident command post. 1-888-603-3204 info@esri.com Copyright © 2010 ESRI. All rights reserved. The ESRI globe logo, ESRI, ESRI—The GIS Company, ArcGIS Server, ArcGIS Explorer, The Geographic Advantage, www.esri.com, and @esri.com are trademarks, registered trademarks, or service marks of ESRI in the United States, the European Community, or certain other jurisdictions. Other companies and products mentioned herein may be trademarks or registered trademarks of their respective trademark owners. Photo courtesy of FEMA/Todd Swain. Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Last Word Protecting the Public Against H1N1 Approximately 57 million H1N1 cases occurred in the United States from April 2009 to Jan. 16, 2010, according to the Centers for Disease Control and Prevention. Did state and local health departments do a good job keeping the spread of H1N1 to a minimum this year? I’m sure this question will be debated for months to come. When an emergency manager asked me this question, I responded: “How do we do protecting the citizens from harm during tornadoes, floods, ice storms and other disasters?” In other words, it’s hard to monitor the effectiveness when it comes to inclement weather conditions and H1N1 mitigation efforts. It’s difficult to effectively measure how well we communicated our concerns to the public and if citizens did enough to protect themselves and their families. by Ed Kostiuk The following are the mesEd Kostiuk joined the Oklahoma State Department of Health’s sages we tried to convey to the public. The answers to these questions could go a long way to determine how well we combated H1N1 and if we’re out of the woods yet: • Did the unprecedented turnout for seasonal vaccine, completely exhausting our flu supplies, stop the spread of influenza? • Did our stay-at-home-when-sick, wash hands, cough-in-sleeve campaigns work? • Did the proactive steps taken by education and public health officials to close schools work? • Did faith-based organizations minimize certain influenza pathogens when their congregation stayed home or was it preventive measures taken at churches? • Did proactive steps to ensure minimum contamination during shelter operations work? • Did inclement weather during the Dec. 24, 2009, blizzard curtail transmission by causing family members not to gather for the holiday season? • Did our crisis communications provide citizens with enough information to let them make informed decisions to decrease transmission? All of these measures could or should have limited the spread of this year’s seasonal flu and H1N1. It’s hard to determine if we dodged the bullet or if we did an outstanding job amply warning the public, which allowed citizens to take preventive measures. Studies by Harvard and Yale universities show that public health officials were credible and proactive steps were taken during the H1N1 crisis. As more surveys and analysis are conducted, we’ll better know how we did against H1N1 and how we compare against a future wave. k Emergency Preparedness and Response Service in April 2003. 66 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Talkgroups Push-to-Talk Emergency Response SkyTerra Communications 10802 Parkridge Boulevard, Reston, VA 20191-4334 Tel: +1 703 390 2700 www.skyterra.com Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
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