Em mag nov11
Upcoming SlideShare
Loading in...5
×
 

Em mag nov11

on

  • 361 views

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

Statistics

Views

Total Views
361
Views on SlideShare
361
Embed Views
0

Actions

Likes
0
Downloads
1
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Em mag nov11 Em mag nov11 Document Transcript

  • A publication of e.Repu publication e Republic November/December 2011 Issue 6 — Vol. 6 Governor’s quick response puts Alabama on road to recovery after tornadoes EM11_cover.indd 2 Gov. Robert Bentley and his wife, Dianne, survey the damage. 11/14/11 10:01 AM
  • Knowledge is Power. Knowledge Center™ is Fusion. Use Knowledge Center™ to promote a virtual collaborative environment to facilitate cooperation and provide instant access to information—anytime, anywhere. Common Operating Picture (COP) Interoperability Fusion Center Situational Awareness Incident Management Software Solutions Fully-functional, out-of-the-box, no training required. Incident Management System Hospital Incident Management System Fusion System Incident Command System (ICS) Hospital Incident Command System (HICS) Optimized intelligence sharing Critical Infrastructure/Key Resources (CI/KR) Hazard Vulnerability Assessment (HVA) Secure, tiered access control Situation Reporting (SITREP) Patient/Triage tracking Dynamic, configurable reporting Geographic Information Systems (GIS) Hospital Available Beds (HAvBED) Interoperable with CADs Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • “The Knowledge Center’s ‘common operating picture’ is something that every response organization should strive for.” — Commander Timme, US Coast Guard “I think this type of information sharing is an example of how it should be.” — Lieutenant Zupanc, Ohio Fusion Center Don’t just report. Communicate. Call us: 412.635.3322 www.knowledge-center.com Incident Management Software Solutions Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • ON THE COVER Contents 16 Rising to the Challenge Alabama Gov. Robert Bentley discusses the state’s response to devastating tornadoes. FEATURES Cover photo AP Images 24 Training Gone Awry? Is today’s antiterrorism training keeping up with the diverging threat? 30 Disruption Management Health-care organizations expand their emergency management focus. DEPARTMENTS 40 DISASTER RECOVERY Digging Out Parts of New England and New Jersey are on the long road to recovery after Hurricane Irene. 42 PUBLIC SAFETY AND SECURITY Models to Emulate Higher education institutions can learn crisis management strategies from federal models. 46 TRAINING AND EDUCATION ADAM DuBROWA/FEMA Colorado’s Unique Radio Standards A statewide set of standards and a shared language was 10 years in the making. 4 EM11_04.indd 4 11/8/11 2:40 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • 24/7 RELIABILITY WITHOUT THE 24/7 ANXIETY. EMC® VNXe3100™ Disasters. Natural, technological or human. It doesn’t matter. The network needs to stay up and running. With best- managing shared storage VNXe™ in-class vendors, dedicated account of storage with EMC® Unisphere™ managers and highly trained solution streamlined operations architects, we’ll help you create a plan with the right products and services to fit your needs and budget. The IBM System x3650 M3 Rack-mount Server peace of mind is just an added bonus. All you have to do is call or click. Quad-Core Intel ® Xeon ® 800.767.4239 | CDWG.com/continuity McAfee® Enterprise Mobility Management support for mobile devices security functionality ® ® ™ Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Contents Group Publisher: Founding Publisher: VP Emergency Management/ Homeland Security: Don Pearson dpearson@govtech.com Tim Karney tkarney@govtech.com Martin Pastula mpastula@govtech.com Publisher: Scott Fackert sfackert@govtech.com Executive Editor: Steve Towns stowns@govtech.com (916) 932-1497 (916) 765-1875 EDITORIAL Editor: Associate Editor: Managing Editor: Chief Copy Editor: Contributing Editor: Staff Writers: NASA/CARNEGIE MELLON UNIVERSITY Editorial Assistant: Jim McKay jmckay@govtech.com Elaine Pittman epittman@govtech.com Karen Stewartson kstewartson@govtech.com Miriam Jones mjones@govtech.com Jessica B. Mulholland jmulholland@govtech.com Hilton Collins hcollins@govtech.com Corey McKenna cmckenna@govtech.com Natalie August naugust@govtech.com DESIGN Creative Director: Art Director: Senior Designer: Illustrator: Production Director: Production Manager: Kelly Martinelli kmartinelli@govtech.com Michelle Hamm mhamm@govtech.com Crystal Hopson chopson@govtech.com Tom McKeith tmckeith@govtech.com Stephan Widmaier swidm@govtech.com Joei Heart jheart@govtech.com PUBLISHING VP of Strategic Accounts: Regional Sales Directors: East West, Central Jon Fyffe jfyffe@govtech.com Leslie Hunter lhunter@govtech.com Shelley Ballard sballard@govtech.com Account Managers: DEPARTMENTS CONTINUED Melissa Sellers msellers@govtech.com Erin Gross egross@govtech.com Business Development Director: Glenn Swenson gswenson@govtech.com Bus. Dev. Managers: John Enright jenright@govtech.com Kevin May kmay@govtech.com Regional Sales Administrator: Christine Childs cchilds@govtech.com National Sales Administrator: Jennifer Valdez jvaldez@govtech.com Director of Marketing: Andrea Kleinbardt akleinbardt@govtech.com Sr. Dir. of Custom Events: Whitney Sweet wsweet@govtech.com Dir. of Custom Events: Lana Herrera lherrera@govtech.com Custom Events Managers: Tanya Noujaim tnoujaim@govtech.com Gina Fabrocini gfabrocini@govtech.com Custom Events Coordinator: Megan Turco mturco@govtech.com Custom Events Admin.: Sharon Remeiro sremeiro@govtech.com Sr. Custom Media Writer: Jim Meyers jmeyers@govtech.com Custom Media Writer: Noelle Knell nknell@govtech.com Custom Media Proj. Asst.: Courtney Hardy chardy@govtech.com Dir. of Web Products and Svcs.: Zach Presnall zpresnall@govtech.com Custom Web Products Manager: Michelle Mrotek mmrotek@govtech.com Web Advertising Manager: Julie Dedeaux jdedeaux@govtech.com Web Services/Project Manager: Adam Fowler afowler@govtech.com Subscription Coordinator: Eenie Yang subscriptions@govtech.com East 50 12 TECHNOLOGY AND TRENDS In the News West, Central Fighting Fire With Data A partnership seeks to aid wildfire fighting with real-time information while operating from a next-generation emergency operations center. 14 52 62 DISASTER PREPAREDNESS Product Spotlight EM Bulletin Preparing for Repopulation 64 Lessons learned from repopulating Louisiana parishes after Katrina lead to the creating of comprehensive re-entry plans. Eric’s Corner CORPORATE CEO: Executive VP: Executive VP: CAO: CFO: VP of Events: Chief Marketing Officer: Chief Content Officer: The Changing Face of Disasters 66 REST OF THE BOOK Last Word 8 The Power of Push Partners Letters/Calendar 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 Margaret Mohr mmohr@govtech.com Paul W. Taylor ptaylor@govtech.com Emergency Management (ISSN# 2156-2490) is published bi-monthly by e.Republic Inc, 100 Blue Ravine Road, Folsom, CA 95630. Application to mail at Periodicals Postage Pending at Folsom, Calif. and additional offices. POSTMASTER: Send address changes to: Emergency Management, 100 Blue Ravine Road, Folsom, CA 95630. Copyright 2011 by e.Republic, Inc. All Rights Reserved. Opinions expressed by writers are not necessarily those of the publisher or editors. 10 Point of View 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 for reprints and licensing to Wright’s Media: (877) 652-5295, sales@wrightsmedia.com. The Cost of Neglecting Infrastructure 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. 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 EM11_04.indd 6 11/11/11 11:45 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Law Enforcement & Security Firefighting Protection Emergency Response & Recovery Information Technology Solutions That Save Time, Money, and Lives. Ensuring citizen safety and supporting critical business operations are important even during tough economic times. At GSA we offer direct access to a wide range of quality local and global contractors offering products and services at pre-negotiated ceiling prices. Our online tools and customer support specialists are available and ready to help you respond quickly to your state and local needs. GSA helps you generate efficiencies and savings for the American people. To learn more, call 703-605-9155 or visit www.gsa.gov/stateandlocal. Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Reader Feedback BY EL AINE PIT TMAN | A SSOCIATE EDITOR An Evolving Profession Some of the pre-eminent women in emergency management share how they got into the field and how it’s changing (for the better). Nancy Ward surveys storm damage in Kentucky as FEMA’s acting adminstrator in 2009. Emergency Management 17 The September/October article An Evolving Profession featured some pre-eminent women in emergency management and how they got into the field. “We do, indeed, have some excellent women currently in the emergency management field. I can attest to the fact that with my 25 years in the military, I’ve learned much from them. Resulting in enhancing my skills and making me a more viable and effective emergency manager. There needs to be a continued effort to promote emergency management as a true profession. Furthermore, it’s refreshing to see our higher education institutes establishing emergency management programs for students who have a desire to pursue this field.” —Tim “I agree with the commentators that this is a great article, but please also know that emergency managers are not strictly in the public sector. As a health-care emergency management consultant, my colleagues and I also represent thousands of private-sector emergency managers who are equally committed to enhancing professional standards for all.” —Nora The article When the Sky Turned Black in the September/October issue about what caused the outbreak of tornadoes earlier this year stirred up some comments at www.emergencymgmt.com. “I’ve been an emergency management professional for decades, and although the newly available science behind what drives severe weather is certainly interesting, it doesn’t matter unless people take the warnings seriously. We have to do a better job in our schools, our chambers of commerce, and our communities in general of educating people about severe weather (specifically) and about emergency preparedness in general.” — Jim “More than anything else, this article revealed that we have better predicting and tracking technology than in the past. Really, what we need to work on is warnings and response issues. Just like the fires in Southern California, no one took them very seriously until a majority of the population was exposed to their effects. This year, our population is much better prepared than in past years, mainly because they all saw and felt the effects of some horrendous fires over the past decade. Follow up the immediate response with education and training of the public while they can still see the effects of the tornadoes from this year, and they will better prepare for future incidents.” — John “Emergency management (the entirety of) is going to have to become a better partner with the NWS [National Weather Service] both in the detection of and a trusted source to say severe weather is not occurring, in order to cut down on the extremely high false alarm rate NWS has with its warnings, which are jading the public’s response.” —David Your opinions matter to us. Send letters to the editor at editorial@govtech.com. Publication is solely at the discretion of the editors. Emergency Management reserves the right to edit submissions for length. Emergency Management Events 30-1 Nov./Dec. 1 December 6 December 17-19 January INDUSTRIAL FIRE, SAFETY & SECURITY San Antonio, Texas PUBLIC SAFETY TECHNOLOGY SUMMIT Sacramento, Calif. ALL-HAZARDS/ALLSTAKEHOLDERS SUMMIT Miami Learn about best practices for all types of incidents from industry leaders and technical experts. Timely, thoughtprovoking summits for local law enforcement leaders and industry specialists to inform and exchange their expertise around bestof-breed technologies and emerging solutions that help prevent and control crime. The All-Hazards/ All-Stakeholders Summit will address man-made and natural hazards — fires, floods, earthquakes, terror events — facing the Miami area and address best practices in preparing for and mitigating these crises. www.emergencymgmt .com/events Contact: Liese Brunner at 800/940-6039 ext. 1355 for registration information, and Scott Fackert at 916/9321416 for sponsorship information. www.ifssevent.com 6-8 February INTERNATIONAL DISASTER CONFERENCE AND EXPOSITION New Orleans The conference will bring together emergency management, homeland security and disaster industry professionals from the public and private sectors around the world. www.international disasterconference .com NATIONAL SECURITY TECHNOLOGY EXPO San Diego The conference promotes international innovation and technology to protect U.S. maritime, airport and land borders in the fight against international terrorism and criminal activity. www.nstexpo.com www.emergencymgmt .com/events 8 EM11_08.indd 8 11/11/11 11:43 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • In here, the unforeseen doesn’t have the upper hand. WHEN DISASTER STRIKES, COMMUNICATION BECOMES THE FIRST LINE OF DEFENSE FOR EMERGENCY SERVICES. With AT&T solutions, critical communication streams are kept up and running. Field personnel can share vital data with Emergency Operation Centers, FEMA, other first responders and hospitals in real-time. Lifesaving decisions are made faster, response times improved and help is routed quickly to the areas where it’s needed most. It’s a network of possibilities. Helping communities prepare for the unpredictable today. To learn more, visit att.com/publicsafety © 2011 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Point of View The Cost of Neglecting Infrastructure By Jim McKay | Editor I In this issue’s Eric’s Corner, The Changing Face of Disasters, Eric Holdeman writes about the long-range forecast for emergency management. He notes that a warming climate may already be causing flooding in some places and drought in others, and that climate change could lead to rising sea levels and real damage to communities bordering oceans. The report stressed that the failing infrastructure can’t support a thriving economy. It’s clear that the “patch and pray” mentality will lead to more disasters. Investments must be made sooner or later, and investing too little now means ultimately paying a higher price in our economy. Bad roads, according to a 2011 ASCE report, cost $27 billion a year in lost time and efficiency — and also resulted in lives lost. During a recent conversation with Bryan Koon, Florida’s Whether or not that happens, populations are moving director of emergency management, he said we ignore aging toward high-risk areas. This means “mega-cities” are infrastructure at our peril, “knowing that it continues to be springing up everywhere, which will lead to more “mega” more and more susceptible to the hazards we face.” We could disasters. Holdeman correctly points to the critical problem all but eliminate the mitigation phase of emergency manage- of America’s aging — and I’ll add decaying — infrastructure, ment over time, he said — if we address the issue. saying we have a “fix on failure” mentality. “If we decided as a nation to do it, we could take miti- You can read the rest of Eric’s Corner for more insight gation out of the cycle of emergency management because about the future, how social media factors in and more, but we could design all our building standards to be resistant I wanted to jump in on the issue of critical infrastructure. to hazards that could impact them,” Koon said. “We could Holdeman’s right. We do have a fix on failure mentality, and that will cost us greatly. Remember when in 2007, the that infrastructure would be good to go. We’d spend years — and injuring 145? After that incident, Kent Harries, a dozens, hundreds — cleaning up all the old stuff, but reach University of Pittsburgh engineering professor, told me, a point where mitigation is no longer part of the emergency “We will see more bridge collapses.” 2009, 2010 and 2011 Maggie Awards against those types of hazards, and from a certain point, all I-35W bridge collapsed in Minneapolis, killing 13 people Best Public Safety/Trade design our infrastructure, maintain our infrastructure management cycle.” Reports on the state of the nation’s infrastructure suggest In the current political and economic climate, the idea of why. In 2009, the American Society of Civil Engineers investing in infrastructure might seem too costly. The alter- (ASCE) issued a report grading the condition of 15 infra- native, however, will be even more costly. k structure entities in the country. Bridges, which fared better than roads, got a C. Roads, along with drinking water, waste- Note: For more on critical infrastructure protection, check out water systems and levees, got a D-. Dams received a D. our special section in the upcoming January issue. 2010 and 2011 Magazine of the Year Top 3 Finalist Less Than $2 Million Division Questions or comments? Please give us your input by contacting our editorial department at editorial@govtech.com, or visit our website 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 EM11_10.indd 10 11/11/11 11:40 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • nc lia mp o fficial Seal of C e L oo kf or The O The Key to What You Need TCPN helps you get the exact products and services you need from the vendors you want, all while meeting state procurement laws. Along with our contracts for office supplies and facilities TCPN has awarded vendors that offer solutions for energy, technology, and transportation. So when you need something fast or want to choose your vendor, take a look at our list of TCPN Official Contract Holders...they’re all competitively bid and bid law compliant. See what the purchasing power of governmental entities working together nationwide can do for you and your budget! Key in www.TCPN.org today! ® www.TCPN.org Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • In the News 2011 has been a costly year for natural disasters. In the last 31 years, the United States has experienced 110 weather- and climate-related disasters in which the costs and damages reached or exceeded $1 billion. And as of October, 10 of those disasters occurred this year and caused more than $45 billion in damages. Here’s a look at 2011’s billion-dollar disasters. SOURCE: NATIONAL CLIMATIC DATA CENTER 9 BILLION 9 BILLION $ $ SOUTHERN PLAINS/SOUTHWEST DROUGHT, HEAT WAVE AND WILDFIRES SOUTHEAST/OHIO VALLEY/MIDWEST TORNADOES Spring-Summer April 25-30 Arizona, Arkansas, Kansas, Louisiana, New Mexico, Oklahoma and Texas Alabama, Arkansas, Georgia, Illinois, Kentucky, Louisiana, Mississippi, Missouri, Ohio, Oklahoma, Tennessee, Texas and Virginia 8 BILLION $ MIDWEST/SOUTHEAST TORNADOES 7 BILLION $ May 22-27 Arkansas, Georgia, Illinois, Indiana, Kansas, Kentucky, Minnesota, Missouri, Ohio, Oklahoma, Pennsylvania, Tennessee, Texas, Virginia and Wisconsin HURRICANE IRENE Aug. 20-29 Connecticut, Maryland, Massachusetts, New Jersey, New York, North Carolina, Rhode Island, Vermont and Virginia 2-4 BILLION $ MISSISSIPPI RIVER FLOODING Spring-Summer SHUTTERSTOCK.COM/TFOXFOTO Arkansas, Louisiana, Mississippi, Missouri and Tennessee 12 EM11_12.indd 12 11/11/11 11:39 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • 2.8BILLION 2.2 BILLION 2 BILLION $ $ 2 BILLION 1.8BILLION $ $ MIDWEST/SOUTHEAST TORNADOES MIDWEST/SOUTHEAST TORNADOES UPPER MIDWEST FLOODING April 14-16 Summer GROUNDHOG DAY BLIZZARD Alabama, Arkansas, Georgia, Mississippi, North Carolina, Oklahoma, Pennsylvania, South Carolina, Texas and Virginia Iowa, Kansas, Missouri, Montana, Nebraska, North Dakota and South Dakota Jan. 29-Feb. 3 $ SOUTHEAST/MIDWEST TORNADOES April 4-5 Georgia, Illinois, Iowa, Kansas, Kentucky, Missouri, North Carolina, South Carolina, Tennessee and Wisconsin April 8-11 North Carolina, South Carolina, Tennessee, Alabama, Texas, Oklahoma, Kansas, Iowa and Wisconsin Central, eastern and northeastern states 13 EM11_12.indd 13 11/10/11 3:13 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • EM Bulletin MICHIGAN will develop a cybercommand center and “cyberdefense response teams” as part of a plan to heighten the state’s profile in the computer security industry. The Michigan Cyber-Command Center will be directed by the state police from within the state’s Emergency Operations Center. The cybercommand center will be staffed by “a select group of skilled public and private professionals who are highly trained in emergency response to cyberevents,” according to a document outlining the proposal. After a security threat, the command center will restore computer systems and minimize damage. Rapid response teams will be deployed to establish secure networks and help develop training standards. The cybercommand will build on the existing Michigan Intelligence Operations Center, which will continue handling threat detection and monitoring. Promote Your Efforts! 1/3 77% of Americans feel that public safety is not a priority in their community. of Americans feel that additional community resources/communications will have an effective impact on increasing public safety awareness. Emergency App TEN YEARS AFTER 9/11, officials say local governments are taking a more active role in security for large-scale events, sharing information with private, state and federal partners, and leveraging more shared resources to respond to disasters. Given that progress, officials see the need to expand the types of resources available through mutual aid agreements and how to communicate with the public about emergencies and preparedness. A project is under way to identify, in checklist form, the areas in a community that would need assessment in order to gauge preparedness. In September, the Community Resilience System Initiative selected seven communities to pilot a Web-based tool that helps communities assess their ability to withstand a major disaster. “It is a huge challenge measuring preparedness or prevention efforts in just about any area, because you’re trying to prove the negative,” said Ron Carlee, chief operating officer of the International City/County Management Association, in a press call to discuss emergency management and preparedness at the local government level. THE GEORGIA EMERGENCY MANAGEMENT Agency/Homeland Security (GEMA) and the state’s Department of Public Health launched an app called READY GEORGIA, which lets users create a profile that includes information like emergency contact phone numbers, an outof-town meeting place, and work and school details. The app provides real-time hazard and weather alerts, and allows Georgians to track what emergency supplies they have on hand. The profile creation and disaster plan features are meant to increase preparedness before a disaster. But in the event of an emergency, the app uses geolocation technology, which determines a user’s location, to provide the location of open shelters and show the flow of traffic on evacuation maps. GEMA spokeswoman Lisa Janak said all data feeds are automatically updated except for information from the Georgia Department of Public Health, which must be manually created. The Ready Georgia app works with iPhone, iPad and Android devices. Janak said the $30,000 cost to create the app for the Apple and Android platforms was paid for by a grant from the Centers for Disease Control and Prevention. Alerts: Real-time weather and hazard alerts for resident’s location. Local: Disaster history, stream gauges and maps geolocated to the user’s position. Plan: Create or update a Ready Profile with personalized emergency contacts and plan. Checklist: Citizens can update their emergency supply lists. READY.GA.GOV/MOBILEAPP SHUTTERSTOCK SOURCE: FEDERAL SIGNAL’S 2011 ANNUAL PUBLIC SAFETY SURVEY Gauging Preparedness Threats: Info on how to prepare and what to do during specific threats. 14 SHUTTERSTOCK Cybercommand EM11_14.indd 14 11/8/11 2:49 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Know the Situation In an emergency, you need to understand what’s happening now and what could happen next in order to make the best decisions. Esri® Technology provides you with comprehensive situational awareness and actionable intelligence when you need it most. Learn more at esri.com/emmag Copyright © 2011 Esri. All rights reserved. Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Alabama Gov. Robert Bentley immediately toured the devastated areas of the state reassuring its citizens. By J i m Mc Kay a nd Ma r ty Pas tu la On April 27, Robert Bentley’s 100th day in office as governor of Alabama, more than 50 tornadoes slammed the state, killing 243 people, severely damaging or destroying more than 15,000 homes and causing property damage estimated at between $2 billion and $5 billion. It was the deadliest tornado day since the 1925 Tri-State tornadoes and one of the costliest natural disasters in history. Bentley earned praise for his leadership and decisive nature in response to the storms. Emergency Management magazine sat down with Bentley in August to discuss the state’s response to the tornadoes and the ongoing recovery efforts. 16 RISING TO THE CHALLEN EM11_16.indd 16 11/8/11 1:40 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • ENGE Emergency Management 17 EM11_16.indd 17 JAMIE MARTIN/ALABAMA GOVERNOR’S OFFICE E 11/8/11 1:40 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • COVER STORY ADAM DUBROWA/FEMA How are the people of Alabama doing? Bentley assured locals that the state would pick up the costs of recovery for the first 30 days. The people are doing really well. We had unprecedented cooperation between the locals, state and federal government. Everybody stepped up and took a leadership role, and because of that, things have gone very well. When we saw this coming, we knew it was going to be bad, and we immediately declared a state of emergency the morning when the first tornado hit. By that afternoon when all of the tornadoes hit, I knew we were going to have security problems so I immediately called out our National Guard. And that really calmed things down in areas where there was no security. We [also] challenged our local officials, our local Emergency Management Agency people, to take a leadership role, and they really stepped up. We had our volunteer organizations, and of course, we had our normal good volunteer people: churches — the Baptists were tremendous, the Seventh-day Adventists — the Red Cross and Salvation Army. We had all of those people early on. I told FEMA that the governor is in charge of a disaster. They sent out about 20,000 letters [to citizens whose houses were damaged or destroyed], but the first sentence said, “Your FEMA claim has been rejected.” But if you read the letter completely, it said, “It may be rejected because you have insurance, or you have not done this or that.” I read some of those letters and they were very insensitive to people who were hurting. I told [FEMA Federal Coordinating Officer] Mike Byrne that I didn’t want any more of those letters sent out to people in Alabama. They put together what they call a “tiger team” and it took them two to three weeks, but they redesigned all of the letters and brought them to me to approve them. Hopefully that will help people in the next emergency because they made them more sensitive to people who are going through difficult times. Is there anything you would change in dealing with FEMA? I really think that if a governor will take a leadership role, FEMA will do what they like to do and that is come in and assist. They have cookie-cutter-type approaches to things, but I can’t say anything but good things about FEMA. We asked for an emergency declaration and they gave that to us. One obstacle I saw is [that] the locals were somewhat frozen because they were worried about paying their 25 percent because they don’t have any money either. The federal government was going to pay 75 percent and the local agencies had to pay part of the 25 percent, but they didn’t know how much of that 25 percent [the state] was going to make them pay. I told the locals to quit worrying about it for 30 days, that the state would pick up the total amount. We didn’t have the money, but that got them moving. We just removed that obstacle so they would get started. We also encouraged them to use the Army Corps of Engineers. The corps is obviously more expensive, but they do everything and they also know all the rules and regulations. We asked the president and the [U.S.] Department of Homeland Security if they would pick up 90 percent and let us pick up 10 percent, and they agreed to that. When you reach a certain level retroactively, they pick that up anyway, but obviously we had not reached that level in Alabama. Right now it would be $607 million. Twice I asked them to do that. The first time they did it for 30 days and the second time they did it from July 12th to the 15th. I asked them to extend it and knew they weren’t going to extend it any further. But basically everything I asked them to do they did and so I cannot be critical of FEMA. I think that they have done an excellent job in Alabama. How do you facilitate the recovery of the business community? The [U.S. Small Business Administration] came in and set up in every area to help with small business loans. We also did some things to facilitate that with some of our manufacturing jobs. For instance, up at Hackleburg, where an EF5 tornado totally destroyed the town, we worked with the Wrangler plant there to not only save the 150 jobs in that small town, but because of the incentives and the package that we put together, we talked them into expanding to 200 jobs. That was one industry that we felt we had to save because if we did not save Wrangler, then Hackleburg would have disappeared. 18 EM11_16.indd 18 11/11/11 11:54 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • JAMIE MARTIN/ALABAMA GOVERNOR’S OFFICE EM11_16.indd 19 11/8/11 1:41 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • The rebuilding effort in Alabama began almost immediately and could create 50,000 temporary jobs to help with a 9.9 percent unemployment rate in the state. JAMIE MARTIN/ALABAMA GOVERNOR’S OFFICE JAMIE MARTIN/ALABAMA GOVERNOR’S OFFICE Talk about the benefits and drawbacks of social media during the disaster. Tuscaloosa had 1,000 businesses that were destroyed and 7,500 jobs were lost. But many of those have already started reopening and after their long-term plan for the city takes place, then those will be rebuilt and most of them had insurance. We did see a spike in our unemployment [in July], and I expect it to a go a little higher [in September]. It has been estimated that we will have about 50,000, at least temporary, jobs because of this rebuilding effort, and if that takes place it will bring our unemployment rate — which is at 9.9 percent — down to probably 7 percent. A lot of those are temporary jobs, but longtime permanent jobs will increase because there is stimulation in the economy with all the rebuilding taking place. Do you feel that the warning systems were adequate? No, I don’t think they were. I don’t think that the warning systems work really well because I don’t think people pay any attention to them. I don’t want to spend a lot of money on sirens and warning systems. People get immune to those things to the point that they just don’t pay attention to them. Is there anything that you’d do differently in terms of the response or trying to notify people? No, I think that we did a good job as far as the notification. Honestly I thought that we would have 2,000 people dead, not 250. The warning systems — not the sirens but TV and radio — did a great job, and people were very tuned in with what was going on that day, or it would have been a lot worse. What advice do you have for other governors concerning their role in emergency management? In terms of the citizens and more than 1,500 homes lost, are residents getting the help they need, both the insured and uninsured? RUTH KENNEDY/FEMA This was the first major disaster [in Alabama] where social media played a huge role, not only with volunteers but also donations. We talked about how that is a good thing and a bad thing. Somebody could tweet that they need diapers at the shelter on 15th Street and then all of a sudden 20 trucks show up with 100 cases of diapers and they only needed 10. I think that they are. The second or third day I had all the major insurance CEOs come to my office down here. I told them, “You have to be responsive to your policy holders, and you have to do everything you can to make sure they get the money they deserve or the money they have in their policy. And you have to try to get them back into some housing.” FEMA has been very good about providing not only money for temporary places to live, but also some temporary housing. We didn’t have to use a lot of the trailers that we thought we would. First of all, everything is local so you challenge your local leaders to take a leadership role. Also, as far as leadership is concerned, you have to act decisively and quickly. One of the most important things I did was call in 3,000 National Guard troops and put them all over the state; because [of that] I am positive that the crime rate went down. Does Alabama have a disaster relief fund? And what do you think about that concept? We do not as a state have a disaster relief fund, but as a governor I have a disaster relief fund. Right now we are in the long-term recovery mode. We already had in place what we need under ADECA [Alabama Department 20 EM11_16.indd 20 11/11/11 2:09 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Introducing Sprint Direct Connect. Help keep the public safe with the next generation in push-to-talk. People’s safety is your responsibility, and you need the tools to take command. Offering an improved data experience, the next-generation network lets you achieve interoperability. Utilize new dispatch capabilities, share pictures and videos, and instantly relay instructions with the push of a button. And now with an Unlimited data plan, you can text, chirp and call any mobile as much as you want. All while on the Sprint network. Never worry about the meter running again. Kyocera DuraMax™ Mil spec 810G durable $ 69. 99 Unlimited data, text, chirp and per month calling to any mobile with a Business AdvantageSM Messaging and Data plan. sprint.com/sprintdirectconnect 8-SPRINT-BIZ (877-746-8249) Sprint ranks t on “Highest Satisfaction with erience the Purchase Experience Service among Full-Service Wireless Providers in a Tie.” —J.D. Power and Associates ssociates es For J.D. Power and Associates award ower.com information, visit jdpower.com Get it all while on the Sprint network. Requires a two-year Agreement per line. Other monthly charges apply—see below.** **Monthly charges exclude taxes, Sprint Surcharges (incl. USF charge of up to 15.3% [varies quarterly], Administrative Charge [up to $1.99/line/mo.], Regulatory Charge [$0.40/line/mo.] and state/local fees by area [approx. 5–20%]). Sprint Surcharges are not taxes or gov’t.-required charges and are subject to change. Details: sprint.com/taxesandfees. Sprint received the highest numerical score in a tie among full-service wireless providers in the proprietary J.D. Power and Associates 2011 U.S. Full-Service Wireless Purchase Experience StudySM Vol. 2. The study is based on responses from 9,190 consumers measuring 4 full-service wireless providers, and measures opinions of consumers who purchased a wireless product or service within the last 6 months. The proprietary study results are based on experiences and perceptions of consumers surveyed January–June 2011. Your experiences may vary. Visit jdpower.com. Phone requires a new-line activation (or an eligible upgrade) and a two-year Agreement. GPS reliability varies by environment. International services are not included. Sprint Business Advantage Messaging and Data Plan: Offer ends 1/7/12. Talk Plan: Additional Anytime Min.: $0.25/min. Nights: Mon.–Thurs. 7pm–7am; Weekends: Fri. 7pm–Mon. 7am. Partial min. charged as full min. Any Mobile, Anytime: Applies when directly dialing/receiving standard voice calls between domestic wireless numbers as determined when the call is placed using independent third-party and Sprint databases. Standard roaming rates/restrictions apply. Only available with select Sprint plans and while on the Nationwide Sprint or Nextel National Networks (excludes calls to voicemail, 411 and other indirect methods). Voice/Data Usage Limitation: Sprint reserves the right, without notice, to deny, terminate, modify, disconnect or suspend service if off-network usage in a month exceeds (1) voice: 800 min. or a majority of min.; or (2) data: 300 megabytes or a majority of kilobytes. Prohibited network use rules apply. See in-store materials or sprint.com/termsandconditions for specific prohibited uses. Messaging: Includes text, picture and video for domestic messages sent or received. International messages sent or received from the U.S. are $0.20/msg., and from outside the U.S. are $0.50/msg. SMS voice messages may incur an additional data charge of $0.03/KB. Data: Premium content/downloads (games, ringers, songs, certain channels, etc.) are additional charge. Texts to third parties to participate in promotions or other may result in additional charges. Sprint Radio includes access to select radio channels and song downloads (cost varies). Sprint TV® includes select channels. Direct Connect: Nextel and PowerSource devices operate on the Nextel National Network. Sprint devices operate within certain EV-DO Rev. A coverage areas on the Sprint 3G Network. Group Connect (21 max. participants) currently operates between parties on the same push-to-talk network platform. International Direct Connect is not included. ©2011 Sprint. All rights reserved. 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
  • COVER STORY JAMIE MARTIN/ALABAMA GOVERNOR’S OFFICE of Economic and Community Affairs], which is part of our government where all the CDBG [Community Development Block Grants] flow through and all the other federal grants flow through that. I put ADECA as the lead agency. Under the governor’s faith-based initiative group, I have what is called the Governor’s Emergency Relief Fund. It is run by United Way — I don’t personally run it, but I can make suggestions about where the money goes — people can donate to it and we have raised about $5 million. That is going to be long term, we are going to use part of it to help save Wrangler in Hackleburg — that was part of the money that I promised that company to help them with their capital improvements. Is this event going to define your governorship? I think that we have already been defined. I think most people think that we have been doing a decent job — at least our approval ratings show that. It defines you, and you will be remembered by that. How did Virtual Alabama help? Through that GIS platform, we can tell where the most damage is done. We were able to do a quick damage assessment off the partial information from Virtual Alabama. They used that to help expedite the declarations without going out and physically doing the damage assessments. k More than 1,500 homes were lost and 1,000 businesses destroyed during the April tornadoes. FEMA provided funding and temporary housing for those needing a place to stay. NOAA Finds Lessons From Joplin The National Oceanic and Atmospheric Administration (NOAA) released a report on lessons learned from the Joplin, Mo., tornado tragedy in May, when 159 people died and more than 1,000 were injured. A NOAA assessment team was sent to Joplin after the tornado to examine the warning and forecast services provided and warning communications, community preparedness and the public’s response to tornado warnings. The team interviewed more than 100 Joplin residents and found that response to warnings is complex and involves many variables, such as risk perception, overall credibility of warnings and warning communications. The team came up with the following recommendations: ✓ Improve warning communications to convey a sense of urgency for extreme events. This will compel people to take immediate life-saving action. ✓ Collaborate with partners who communicate weather warnings to develop GPS-based warning communications, including the use of text messaging, smartphone apps, mobile communications technologies, in addition to upgrades to the Emergency Alert System and NOAA Weather Radio. ✓ Collaborate more throughout the weather enterprise to ensure that weather warning messages — sent via television, radio, NOAA Weather Radio and local warning systems such as sirens — are consistent to reduce confusion and stress the seriousness of the threat. ✓ Continue to increase community preparedness. NOAA will implement the recommendation as early as possible. The tornado was the single deadliest tornado in history since record-keeping began in 1950. The EF5 tornado was a mile wide and traveled 22 miles on the ground. Source: NOAA 22 EM11_16.indd 22 11/11/11 2:10 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • CRISIS MANAGEMENT CAN’T WAIT. Copyright: Daniel Taeger - Fotolia.com INTERGRAPH® EMERGENCY RESPONSE SOLUTIONS ARE READY. Terrorist attacks. Tornadoes. Earthquakes. Floods. Emergencies such as these require immediate, coordinated action by police, fire, EMS, military, and aid organizations. Intergraph®’s public safety and security solutions provide command staff and associated task forces with comprehensive information for the preparation, coordination, communication, documentation, and analysis of planned or unplanned major events. Our comprehensive information and strategic, split-second decision support gives you faster emergency response during major events and disasters, saving lives and protecting property. Find out how Intergraph software protects 1 in 12 people in the world. www.intergraph.com/publicsafety/crisis Scan this code with your smartphone for more information. ©2011 Intergraph Corporation. All rights reserved. Intergraph and the Intergraph logo are registered trademarks of Intergraph Corporation or its subsidiaries in the United States and in other countries. Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • ROBERT EPLETT, CALIFORNIA EMERGENCY MANAGEMENT AGENCY Training Gone Awry? 24 EM11_24.indd 24 11/8/11 1:32 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • BY J IM Mc K AY Is today’s antiterrorism training keeping up with the diverging threat? T Though Walid Shoebat’s message to about 300 South Dakota police officers that all Islamic organizations in America are the enemy and that Islam and terrorism are inseparable may be an extreme case, there is growing concern about the antiterrorism training being delivered to law enforcement and other first responders around the country. Shoebat, who was hired by the South Dakota Department of Homeland Security to speak to law enforcement officers, claims to be a former terrorist who converted to Christianity and offers, via his foundation, what he says is an inside view of what a terrorist looks like. He says to look for a mark on the forehead of fundamentalist Muslims — but no facial hair. After years of praying with their heads to the ground, they obtain a mark on their forehead. “A Muslim with a mark on his forehead but no beard is up to no good,” said Keith Davies, Shoebat’s business partner. Emergency Management 25 EM11_24.indd 25 11/8/11 1:33 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • HOW WE GOT HERE Several years after 9/11, urgency was placed on training state and local law enforcement ROBERT EPLETT, CALIFORNIA EMERGENCY MANAGEMENT AGENCY Shoebat’s credentials have been doubted. He’s described as an opportunist who, after the flood of homeland security grant money that followed 9/11, emerged from the woodwork as a “terrorist expert.” In 2010, the Columbus, Ohio, Police Department hired a retired FBI agent to teach a two-day antiterrorism training course, but the course was stopped after the first day because the trainer provided “incorrect, blanket statements” about who might be involved in terrorism, the department said. Army Lt. Col. Reid Sawyer, who heads the Combating Terrorism Center at West Point, recently expressed concern to National Public Radio that many individuals are speaking with authority that comes without merit, and they’re giving state and local law enforcement false impressions about the terror threat. His colleague Bill Braniff, director of the center’s practitioner education, said it is happening “fairly consistently” around the nation. Everyone acknowledges the growing threat from the homegrown, radicalized terrorist, but the training being provided worries some people. In a letter to U.S. DHS Secretary Janet Napolitano and U.S. Attorney General Eric Holder, Senate Homeland Security and Governmental Affairs Committee Chairman Joe Lieberman, I-Conn., and Ranking Member Susan Collins, R-Maine, asked for assurance that federal funds for antiterrorism training are not being wasted on programs that could undermine the effort to deter homegrown terrorism. Since Osama bin Laden was killed in May, 19 Americans have been arrested for terrorist activities (as of early October). Al-Qaida is a splintered group and is, along with other groups, inspiring homegrown attacks on Americans. For example, the five Muslim men from Alexandria, Va., arrested in 2009 for plotting to kill Americans showed no signs of radicalization. They reportedly became acquainted with an al-Qaida operative through social networking websites. It’s this splintered effect that makes it difficult for law enforcement to find these individuals. officers on homeland security and antiterrorism, and the feds flooded states with money to make it happen. Since 2006, the DHS has spent almost $40 million on antiterrorism training, according to reports. The DHS responded to Lieberman’s letter by saying the department has “robust standards to ensure that counterterrorism training funded by DHS is taught by qualified instructors and based on the latest intelligence and most effective policing techniques.” To receive funds, the DHS said, counterterrorism programs must meet course certification guidelines reviewed by an independent, third-party panel. Matt Mayer, visiting fellow at the Heritage Foundation, said there are “tons and tons of courses” available, many of which are “too thin, too awareness oriented, not technical enough or just not effective.” Mayer, who was a senior official at the DHS under secretaries Tom Ridge and Michael Chertoff, said, “We had worked to try to create a very basic core template from awareness through technical levels that would allow the training to happen. My sense is that it kind of got away from us.” What happened was that every entity wanted to have a training program approved to please its constituents, Mayer said, and this created a cornucopia of courses without a focus on standards or topics that would get high-risk areas up to speed. The strategy for most law enforcement agencies, he said, is to educate officers on the basics of Islamic-inspired terrorism — but that’s not enough. “We need to start digging a whole lot deeper on [suspicious activity reports] training to make sure we’re not sending a whole lot of data that’s not meaningful and throwing more hay on a haystack, making it harder to find the needle,” Mayer said. “We’ve taken the broad brush stroke rather than a surgeon’s scalpel approach.” A DHS spokesman said the department isn’t a standard-setting organization and can’t control who a state agency hires to speak about terrorism, but added that there’s an effort under way to streamline the process of approving courses. And agencies can’t use DHS grants to fund training courses that the department hasn’t approved. ADOPT THE MISSION A culture change among law enforcement is necessary if the nation is serious about combating homegrown terrorism, Mayer said. The law enforcement community, except in Los Angeles and New York, he said, is still 26 EM11_24.indd 26 11/11/11 11:55 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Law enforcement officers everywhere have the difficult job of sniffing out potential terrorists from increasingly diverse sources. California law enforcement, like those pictured here, are training with prison officials to keep tabs on terror groups recruiting in the state’s prisons and jails. value. There’s nothing we can do about it.” He added that the government needs to ensure the efficient use of resources, “but it must be careful not to inadvertently undermine training, education and standardization, which are critical components in building an effective homeland security enterprise.” James Ayre, assistant secretary for training and exercises at the California Emergency Management Agency, said there are “hundreds” of courses available to California law enforcement and first responders. They’re developed in California, approved by the DHS and designed to focus on prevention and protection to avert, deter and minimize attacks. “At any given time, there are things that are more important to look for,” Ayre said. “If you connect the intelligence world to threats to training, obviously there is a lag time. We ROBERT EPLETT, CALIFORNIA EMERGENCY MANAGEMENT AGENCY mired in a culture of “aggressive enforcement” and is reluctant to change, which inhibits the ability to combat terror threats. Part of the reason for that is that law enforcement has always looked at terrorism as a federal government priority, and as federal funding to states dries up, that will continue to be a challenge. “Law enforcement really needs to adopt this national security mission and understand that they are the tip of the spear,” Mayer said. “And in some cases, they’re going to be the ones that detect and prevent bad things from happening.” Law enforcement agencies should go beyond the See Something, Say Something campaign, Mayer said, and learn the structure of al-Qaida, how it works, its typical modes of operation, the triggers of terrorist activity, as well as the laws surrounding civil liberties and how not to violate those. “Not just, ‘There’s a guy taking a picture of a bridge,’ but trying to understand a little bit more about the sophisticated elements of what they’re doing that aren’t going to be that obvious. It’s one of the key things we need to think through.” Mayer said whether the nation is focusing too much on Islamists will be the “great question.” But for now, the focal point should be on the homegrown radicalized threat and the continued threat from al-Qaida. Continued training and refreshing law enforcement on the latest intelligence is important, Mayer said, even if the training is via distance learning. Rick Nelson, senior fellow and director of Homeland Security and Counterterrorism Program at the Center for Strategic and International Studies, also expressed concern about the homegrown terrorist, whether the person is an al-Qaida affiliate or an angry white supremacist. But he wonders about putting law enforcement in an information-gathering mode. “Law enforcement at any level faces a difficult challenge when it comes to terrorism and extremism,” Nelson said, “because on the one hand these officials, who are relied upon to protect our civil liberties and civil rights, are at the same time supposed to ensure that acts of violence don’t occur.” It’s one thing to know that a person has become radicalized, but it’s difficult to know when that person will cross the line from radicalization to violence, Nelson said. “The law enforcement community at the federal, state and local levels has the impossible task of trying to figure out when an individual moves from rhetoric to violent action.” Nelson said if it’s determined that law enforcement officers should become information-gathering entities, then the public should expect them to push the edges of civil liberties, and Americans will have to assume more risk. “That’s OK, if we realize what we’re accepting.” The New York City Police Department (NYPD) is recognized as one of the most innovative in the area of proactive law enforcement, but isn’t part of the national fusion center effort and, critics say, has not been subjected to the same privacy and civil liberties policy requirements when obtaining federal funding. The NYPD has also come under fire from certain groups for what they see as overaggressive surveillance methods. Though there are approved courses from the DHS, training remains largely the responsibility of locals. “That’s the way the nation is built,” Nelson said. “It’s up to the state and local governments what experts they want to bring in. One community might see an individual as someone they want to learn from and another might determine that individual has no Emergency Management 27 EM11_24.indd 27 11/8/11 1:34 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • ROBERT EPLETT, CALIFORNIA EMERGENCY MANAGEMENT AGENCY Law enforcment must take continued education to stay abreast of the evolving terror threats. build courses in the state, then it goes to the feds and then it is not done for quite a while.” Ayre said he knows that not all of the courses taken by California law enforcement agencies are approved by the feds because the grant money comes in different forms. And he said the state is using standards and tactics to address the appropriateness of certain training, such as focusing on a religion. “It is human nature that if someone has that sort of mindset, then there could be a risk, but one would hope through all of the other training our police get that they will see it as such and write it off and see that there is personal opinion there.” A couple of California’s courses are given in conjunction with the correctional system where al-Qaida and other groups are established and recruiting lone wolves. THE RECRUITMENT The radicalization of inmates first became visible to prison officials in 2005, said Lt. Arnel Bona from the California Department of Corrections and Rehabilitation Office of Correctional Safety. “It’s actually pretty widespread.” The prison gangs include al-Qaida, Hezbollah, the Muslim Brotherhood, white supremacists and others. Bona said radicalization doesn’t lead to terrorism, but those exhibiting attributes associated with violent extremists are reported and monitored by the correctional system and the federal government. “We report it if there are indicators that we feel need to be reported to the FBI or the homeland security community,” Bona said. “We look at the criminal predicate that led us to the suspicion and report it to the fusion center.” The Inmate Basic Awareness Class, which covers how to identify radicalized individuals, is offered to some state, local and federal law enforcement officers and even some firefighters and emergency managers. The intermediate course is being rolled out now and covers monitoring these individuals. “We train correctional staff and law enforcement on the indicators and warnings of radicalization that may lead to terrorism,” Bona said. “Oftentimes it’s just a tattoo, and if it’s a significant tattoo — like al-Qaida, Muslim Brotherhood, Hezbollah or ‘Death to America’ — it’s reported to the fusion center.” Also, embedded in each of California’s 33 prisons is a terrorism liaison officer who shares information with law enforcement outside the prison. Once a prisoner who has been identified as radicalized is released, he is monitored by parole agents and, it is hoped, the FBI. But the biggest threats may come from social networking sites and the extremists’ websites, where law enforcement needs to play offense, said Mike Walker, senior consultant for the Center for Homeland Defense and Security at the Naval Postgraduate School, at the National Emergency Management Association Conference in October. “It’s not good enough to play defense and disrupt plots,” he said. “We need to go on the offensive and stop recruitment.” Nelson called this his biggest concern and said whatever is being done to stop recruiting on these sites isn’t nearly enough. “We have individuals making policy who have not necessarily grown up at being what I would call a ‘digital native,’” he said. “Our policies, by nature, are evolving much more slowly than technology is.” k 28 EM11_24.indd 28 11/8/11 1:34 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • DISR UPT ION MAN A ELISSA JUN/FEMA S COT T W. R E A M | CON TRIBU TING W RIT E R 30 EM11_32.indd 30 11/10/11 9:07 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • HEALTH-CARE ORGANIZATIONS EXPAND THEIR EMERGENCY MANAGEMENT FOCUS. A GEMENT HEALTH-CARE INSTITUTIONS COULD BE ONE INCIDENT AWAY FROM CLOSING THEIR DOORS. 31 EM11_32.indd 31 11/11/11 11:43 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • important patient-care protocols, which in some cases can be the patient’s last hope.” More health-care institutions across the country are investing the resources required to design, launch and sustain an integrated continuity of operations program. Jim Paturas, director of emergency preparedness at the Yale New Haven Health System (YNHHS) in Connecticut, has overseen the system’s program and placed significant emphasis on departmental recovery. “We realized that while hospitals have historically done a good job preparing for responding to a community-based disaster event, we had not done a good job preparing for the eventuality that we could be the site of the disaster and would need to recover as quickly and efficiently as possible.” terms of the effort it would take to start and sustain an enterprisewide budgeting process if none existed,” said Linda Reissman, emergency manager at the Memorial Sloan-Kettering Cancer Center in New York City. “We summarized it in the following way: Organize an expert central team, provide basic training and develop a toolkit to help every manager develop his or her first budget,” Reissman said. “Once the first budget is developed, it is easy to maintain if: • Senior management communicates the importance of this initiative and addresses managers who are slow to participate. • Manager’s variable compensation is tied to successful participation in the program. • We develop policy, procedure and a permanent governance function to support the ongoing budget process and train staff for continuous improvement.” THE BUSINESS CASE Why should hospital and medical executives care about implementing clinical and business recovery now? There are many competing demands for their attention and for use of the institution’s limited resources. Why should departmental recovery planning attract special attention now? For many health-care organizations, these are essential questions that remain unanswered or at least unarticulated. To implement an integrated continuity of operations program that places responsibility in the hands of each clinical and business manager requires a significant time investment in process infrastructure. “When we engaged our executives in this discussion, it really helped when we put it in FACTORS FOR SUCCESS ELISSA JUN/FEMA Hospitals, their advocacy groups and other government organizations play a central role in disaster response and have created disaster plans that address the mitigation, preparedness and response phases of the disaster management cycle. But organizations also face the challenges of planning for recovery and continuity of operations. A range of disruptions can occur and health-care organizations need an approach that prioritizes essential services, identifies threats to those services and develops strategies to ensure that essential services are sustained. In traditional emergency management terms, the phases of disaster management often are expressed as mitigation, preparedness, response and recovery. The response and recovery phases traditionally focus on actions taken to save lives and property during an emergency, and actions taken to return to normal or near-normal conditions, respectively. With the advancement of technology even more deeply ingrained in the delivery of health-care services, health-care organizations are expanding their focus from disaster management to a broader focus on disruption management — meaning the disruption of critical clinical and administrative functions and services caused by an interruption of one or more of their critical dependencies. “At the heart of our mission is research-driven patient care for our cancer patients,” said Terry Cooper, director of business continuity planning for the University of Texas MD Anderson Cancer Center. “We cannot afford to interrupt 32 At MD Anderson, Cooper has had significant success engaging management and implementing a sustainable program. “A number of factors have contributed to our success, but two factors stand above the rest,” Cooper said. First, MD Anderson assembled a Business Continuity Planning Executive Steering Committee as a multidisciplinary committee representing all of the institution’s mission areas. The committee helped drive the business continuity program across the institution. “Second, we developed two versions to our business continuity plan,” Cooper said. “One version [full plan] is the classic business continuity plan, driven off the results of the business impact analysis and development of contingency procedures.” Cooper said the full plan is used in missioncritical areas. “The other business continuity plan is called a ‘bridge plan’ and is primarily a contingency plan for daily operations,” he added. “The bridge plan is used primarily in administrative support areas. With this dual-choice approach, we gained significant respect and credibility with our management team, showing our sensitivity to their needs and time availability.” At YNHHS, Paturas and his team saw executive support grow as they demonstrated tangible results from a pilot deployment. “Many of the processes needed for departmental recovery were already in place but never written EM11_32.indd 32 11/11/11 11:40 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Population: 2.5 million, give or take Museums: Span 57 acres Waterways: Link to global shipping market Mass Transit: 1.65 million riders per day Highways: 7 major interstates Stadium Capacity: 60,000 (more if the Packers are in town) Sleep much? Your team allegiance doesn’t matter. As a member of a UASI area you know that emergency response and resource accountability are not a game. Federal mandates and NIMS-compliant safety standards must be followed. Mutual aid from surrounding counties and states needs to be validated and mobilized seamlessly within minutes. Incident data must be shared off-scene via the Web. As the No. 1 provider of tracking solutions and field-based incident management tools in the United States, Salamander Technologies has set the standard with a network of 5,000 interoperable agencies. Are you one? Scan to read how Salamander played a role in Super Bowl XLII. www.salamandertechnologies.com 877.430.5171 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • down,” Paturas said. “In addition, most departments never realized the ‘downstream’ effect the loss of their service had on another area or department. This emphasized the need to have departmental plans in place that were coordinated with other departments.” A health-care-centric definition of “integrated continuity of operations” based on the Business Continuity Maturity Model, Virtual Corp.’s globally recognized standard for integrated business continuity program assessment, is as follows: EMERGENCY MANAGER’S ROLE SHUTTERSTOCK THE BUSINESS CONTINUIT Y MATURIT Y MODEL • TECHNOLOGY RECOVERY: Advanced planning and preparations that ensure the ability to recover and restore critical assets, including IT delivery systems, voice and data networks, and business applications within defined recovery time objectives. For many emergency managers, their role and responsibilities are already fully consuming and the thought of getting involved in supporting additional planning is nearly inconceivable for a variety of reasons, including limited financial and staff resources, executive disinterest and competing initiatives. “I got involved from the beginning,” Reissman said. “There was no one else to lead this effort. And I knew this was the direction we needed to go as an institution to make sure critical patient services were always there when needed. As a result of the early successes, I have been able to hire a full-time staff person to now oversee and grow our recently launched departmental recovery planning program.” MD Anderson now has defined processes and procedures to handle operational or business disruptions beyond the information in emergency operations plans, Cooper said. In addition, his business continuity team works closely with MD Anderson’s separate emergency management department. They share common practices and use the same automated planning tool — as does their IT disaster recovery team. Whether tasked to lead, follow or support the initiative, the way ahead seems clear. Health-care institutions, regulators and other stakeholder communities are embracing departmental recovery planning for various reasons. “Business continuity is essential in every institution,” Cooper said. “Many times, the institution is unaware that it could be one incident away from an event that could close its doors permanently.” At YNHHS, Paturas has seen similar growth in the interest and support for departmental recovery planning. “It has allowed us to develop and test plans that help ensure that we have response and recovery plans in place to remain resilient and serve the community.” k Scott W. Ream is the president of Virtual Corp., a business continuity consulting and software company. • INCIDENT MANAGEMENT: Advanced planning and preparations that ensure health and safety, limit environmental impacts and protect company assets. This includes emergency response, crisis management and emergency operations. • CLINICAL AND BUSINESS RECOVERY: Advanced planning and preparations that ensure continuity of critical clinical and business functions in the event of a disruption or emergency. This includes the identification of impacts to the clinical and business environments, implementation of viable risk mitigation and recovery strategies, and the development of clinical and business recovery plans. • SECURITY MANAGEMENT: Physical security, cyber-security, information security and any other activities associated with protecting targeted information, personnel and resources. BUSINESS CONTINUIT Y CHALLENGES Launching and sustaining a business continuity function requires implementation of a sustainable business process. To select the right individuals to serve as members of a central business continuity function, you need to understand the challenges to be faced throughout implementation. The following is a summary of the more significant challenges that can be expected while designing and launching a sustainable business continuity program: • UNDERSTANDING: Ensure that executives understand key business continuity concepts and principles. This helps in setting the scope and realistic expectations for the business continuity program. • COOPERATION AND COMMITMENT: Not everyone willingly cooperates in committing personnel, time and other resources into the business continuity program. • ACCOUNTABILITY: The success of the business continuity program should be tied to local management’s performance reviews and variable compensation, if possible. • IMPORTANCE AND PRIORITY: Local management must continuously stress the seriousness and importance of the business continuity program to the personnel involved. • TIMING: Be sensitive to other priority initiatives already under way or that may be implemented in the same time frame. • INTERFERENCE: Executives who haven’t bought into executing the business continuity program may create interference in the program command chain. • STAFFING: Either staff to meet the business continuity program plan or plan the work within the business continuity staffing limitations. If you can only support building one new business continuity plan per year, focus on critical, high-visibility clinical services. • COMMUNICATION: Communicate business continuity program status and issues frequently and in different modalities. Never assume that everyone is reading your e-mail. Create a business continuity website, newsletter and other creative means of getting the message out. 34 EM11_32.indd 34 11/10/11 8:43 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • A moment of truth deserves a solution you can rely on. Master your narrowband migration with GSA. Be prepared. The January 1, 2013 deadline to convert your land mobile radio functionality to narrowband technology is fast approaching. To meet the mandated change, turn to GSA and let us help you with the expertise and solutions you need to migrate confidently. Through GSA’s IT Schedule 70, we can connect you to pre-vetted contractors across town and around the globe, who can assess your needs, offer options, ease your transition and meet your unique budget requirements. For more information, call our dedicated State and Local representative at 703-605-9155 or visit us online at www.gsa.gov/narrowbanding2. Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Teamwork of Tomorrow Replacing legacy communications systems cuts costs and eases collaboration. ADVERTISEMENT Sprint_CaseStudy4pg.indd 2 10/19/11 4:29 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • T he strain that the current economic crisis is putting on governments is well documented. But a bright spot in budget discussions for some agencies has been recent technical innovations that introduce new efficiencies and, in fact, make a positive impact on the bottom line. A recent survey by the Center for Digital Government reveals that county organizations across the country are saving money and improving services with new technologies. And the solutions being considered at the county level are appealing to all levels of government. “Governments are consolidating and sharing services to cut down on costs and leveraging new technologies like virtualization and unified communications to capture critical savings,” said Digital Communities Director Todd Sander. Consolidation is a top-of-mind priority for public-sector decision-makers, as evidenced by federal government data center consolidation efforts, as well as server, application and staff consolidation initiatives going on across the country. Many government entities are also setting aside traditional silo-oriented structures in favor of more streamlined joint ventures in order to share administration and infrastructure costs. Outsourcing maintenance and operations of certain systems to outside vendors is widespread too, proving to be a viable alternative to handling these responsibilities in-house. way of enabling service delivery for their modern work force. Agencies also benefit from deferring system maintenance to outside vendors, reducing demands on in-house staff to maintain these systems. Sprint Brings Mobility Expertise to UC Market Communications service provider Sprint is implementing its own unified UC network. Reaping the same benefits as public agencies embarking on this path, Sprint is realizing significant cost savings, reducing maintenance needs and improving collaboration among employees. “When we talk about convergence at Sprint, we generally mean the coming together of wireline and wireless,” said Bill White, Vice President of Federal Programs at Sprint. “Unified communications could really transform the way governments communicate with citizens.” Many large public organizations are accustomed to separate technology infrastructures from one department to the next. But these fragmented systems can inhibit effective collaboration. For example, employees at a main government office may use a different IM system than those at certain satellite offices, preventing this type of real-time communication among the agency’s employees. Unified communications brings real-time exchanges together with more latent communications, like e-mail and “Unified communications could really transform the way governments communicate with citizens.” — Bill White, Vice President, Federal Programs, Sprint Converging on Unified Communications One key focus that many public agencies identify for the coming year is unified communications (UC), which direct communications to a user’s most appropriate application or device at any given time. Unified communications allow organizations to integrate real-time communications, like instant messaging and video chat, with non-real-time communications, such as e-mail and voicemail, providing a consistent experience for the user regardless of device or media type. A major driver for unified communications is the growing mobility of the work force, at all levels of government. Being away from the office no longer means sacrificing productivity. Whether in the field, working from home or traveling halfway across the world, employees can now have the same communications capabilities as someone working in the office. Unified communications enables the real-time redirection of voice, video, text and e-mail to the recipient’s most accessible device at the time. Governments see unified communications as an opportunity for significant cost savings, as well as a more efficient voicemail. This consistency across all communications avenues simplifies shared initiatives, speeds decision-making and ultimately enhances service to the community. Hosted and On-Premise Options Available Hosted UC solutions eliminate the need for a large upfront capital investment as well as ongoing maintenance expenses. Users enjoy scalability and can deploy the solution very quickly. Sprint’s hosted solutions offer a simple, predictable per-seat pricing model so agencies know how to budget their communications resources. Public agencies generally prefer a hosted option for its quick deployment, no-surprises pricing and the ability to direct internal staff time toward strategic initiatives rather than system upkeep. Energy savings are also significant with a hosted solution because systems aren’t maintained on site. On-premise solutions often make sense for larger organizations with more complex requirements. A service provider installs and manages the equipment at the various sites, according to specialized needs. ADVERTISEMENT Sprint_CaseStudy4pg.indd 3 10/19/11 4:30 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Uniquely positioned in the convergence marketplace, the Sprint 4G network, supported by 3G backup, enables it to extend its advanced mobile features to the UC platform. While some providers offer mobility features to UC customers, advanced features require app downloads. Sprint’s more robust feature set, however, is inherent in the service, available right out of the box. Important in disaster recovery and continuity of government discussions, Sprint can also extend all desk phone features to mobile phones, so even if the phone system goes down, calls will still come in to mobile phones. UC users enjoy streamlined communications with internal and external colleagues, with a single phone number that rings at a desk phone or a mobile phone, depending on the employee’s location. Network Vision Today Unified networks, spectrums support any protocol/purpose Multiple technologies operate on the Sprint network: • 4G • 3G • Sprint® Direct Connect® Three networks, with distinct technology and spectrums Envisioning an Improved Network Another communication innovation on the horizon from Sprint is a large-scale network transformation, dubbed “Network Vision.” This next-generation wireless network is expected to significantly enhance signal strength and reach, while reducing energy needs using software-based Internet protocol systems. Key changes > Network consolidation and spectrum integration: Currently three different networks — 4G, 3G and push-to-talk/iDEN — each use distinct technologies and spectrums; Network Vision unifies all three networks and spectrums with multimodal equipment to support any protocol and purpose. > Technology enhancement: This one-of-a-kind network combines multiple existing spectrum bands into single bands, allowing maximum flexibility to leverage the optimum frequency for current needs. Key expected benefits Enhanced coverage: Dramatic coverage improvements mean consistent, quality coverage across all towers, and seamless transitions from outdoors to indoors. > > Positioned for the future: Existing devices perform better and new, universal devices will automatically access the network through the strongest available signal. > Environmental benefits: New towers use less space and less power, reducing energy consumption and carbon footprint. > Radio users: Push-to-talk customers will also enjoy significantly improved coverage, indoors and out, along with major increases in system capacity and network availability. ADVERTISEMENT Sprint_CaseStudy4pg.indd 4 10/19/11 4:31 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Case Study Sprinting Toward Convergence S print’s credentials in mobility are well known. When it comes to unified communications, however, the company’s own implementation also demonstrates its leadership in the convergence space. Like many public agencies and large companies, Sprint’s phone system consisted of a large in-house switching system, connected by a series of local exchange carriers. Sprint needed a better solution to support its geographically diverse and increasingly mobile U.S. work force, which is 40,000 strong. The new converged communications system offers considerable cost savings and adds numerous capabilities, optimizing opportunities for collaboration. At the core of Sprint’s UC system is its global multi-protocol label switching (MPLS) system. Sprint’s award-winning MPLS lets it prioritize voice and video traffic ahead of Web surfing, e-mail and data storage, making the most of available bandwidth according to current system needs. The MPLS system works in tandem with virtual session initiation protocol (SIP) trunking, which allows users to engage in enterprise, whether they’re working at home, traveling internationally or out in the field,” said Josh Morton, Vice President of IT Enterprise Services at Sprint. “Unified communications is what enables us to work this way.” Staff support needs have changed dramatically with the UC implementation. Previously the company had 30 voice engineers across the country who were responsible for maintaining the company’s phone system. Today, a staff of 22 manages not only the voice environment, but location. Sprint reports that employee adoption of the new solutions is happening much more quickly than expected. “Some employees were definitely apprehensive about switching to UC because they were comfortable with our old system,” Morton explained. “We thought adoption might be a slow process, but in fact it happened very quickly. Employees appreciate the ability to work anywhere with an Internet connection and collaborate so easily with other team members.” “The presence capabilities and the ability to do video and instant messaging make all of our employees really feel connected to the enterprise, whether they’re working at home, traveling internationally or out in the field.” — Josh Morton, vice president, IT Enterprise Services, Sprint these diverse types of communications from almost anywhere. SIP trunking is also highly scalable and eliminates the physical maintenance and local provider contracts that come with local PBX equipment. “We wanted to do more than just a voice replacement. The presence capabilities and the ability to do video and instant messaging make all of our employees really feel connected to the also e-mail, video conferencing, instant messaging and presence technologies. Unified communications allow the current support model to be centralized as well. Many Sprint campuses now utilize open, flexible seating. Because people are no longer tied to a specific workstation, they open their laptop in an available area and get to work. The same productivity level is available regardless of their Like public-sector groups interested in convergence, cost was another motivating factor in Sprint’s decision to unify its communications. Operating expenses alone have been reduced by several million dollars per year, and additional savings have been realized in many other areas as well. All told, Sprint expects a complete return on its UC investment in just 15 months. For additional information, visit www.sprint.com/convergence ADVERTISEMENT This e.Republic custom publication is sponsored by Sprint. © 2011 e.Republic Inc. All rights reserved. Printed in the U.S.A. Sprint_CaseStudy4pg.indd 5 10/19/11 4:32 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • ANGELA DREXEL/FEMA Disaster Recovery By Jim McKay | Editor roads and bridges impassable, leaving three towns as virtual islands. The Mohawk River near Schenectady was near what officials called a 500-year flood. New Jersey also had a rainy summer and couldn’t hold all the rain from Irene. Eleven people lost their lives. FEMA had granted assistance to 76,000 individuals to the tune of more than $130 million at press time. Emergency Operations Center Lost What was called the worst flooding in Vermont in 80 years washed away hundreds of roads and bridges. Digging Out Parts of New England and New Jersey are on the long road to recovery after Hurricane Irene. D ire warnings preceded Hurricane Irene and although some areas “dodged the bullet,” severe rains hammered parts of the East Coast, hitting areas unaccustomed to such storm activity. Though the hurricane didn’t hit New York City as hard as some predicted, Irene did not spare Vermont, New Jersey and upstate New York. An already waterlogged Vermont collected more than 10 inches of rain during the storm, leading to five deaths (one person was still missing as of press time) and roads — 260 of them — and bridges were literally washed away. It was called the worst flooding in 80 years. In upstate New York, up to 13 inches of rain threatened major dams and rendered hundreds of A snowy winter (up to 200 inches in some locations) produced floods in March and May in Vermont so the soil was still wet when Irene hit. The National Weather Service in Vermont had warned prior to the storm that the area was facing floods compared to the worst on record. Andy Nash, a meteorologist with the National Weather Service in Vermont, wondered if residents had a hard time imagining a flood of this magnitude, according to a Washington Post report. “Do people really understand what Mother Nature is capable of?” he asked. “They predicted a large amount of rain and folks were prepared,” said Mike O’Neil, Vermont’s director of emergency management. “We did suffer loss of life, but it certainly could have been much greater if folks weren’t really aware of what was coming.” O’Neil said that as of mid-September, the damage was estimated at $37 million but that number was expected to rise. His emergency management staff was still in a FEMA joint field office after having lost the state’s main Emergency Operations Center (EOC) and its backup facility during the storm. The EOC was nearing completion of a renovation when the storm hit. “There was one phase left that would have stopped us from losing the EOC, but the construction wasn’t finished. Timing is everything,” O’Neil said. He said the temporary backup facility was flooded to the ceiling. As for the main EOC, the first floor was the one part of the building where reconstruction hadn’t been completed and that threatened the computer system. “The decision was made to shut down the computer system to save the data.” The recovery effort in Vermont will be long. “We’re trying to make sure we get an accurate assessment of what the work ahead looks like,” 40 EM11_40.indd 40 11/8/11 2:20 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • WENDELL DAVIS/FEMA One of the many bridges in Vermont wiped out by the heavy flooding. Many Vermont residents were stranded after Irene. New Jersey already had an unprecedented amount of rain before Hurricane Irene hit. TOM PIOPPO/FEMA assessment of what the work ahead looks like,” O’Neil said. “Our No. 1 goal is to make sure everybody who needs housing gets housing before the cold weather sets in and get as much of the infrastructure back in place as possible.” Long-Term Recovery In New Jersey, Mary Goepfert, public information officer for the state’s Office of Emergency Management, said residents were mostly prepared. “During our evacuation planning we had done some behavioral studies where people indicated they would leave if asked — and they did,” she said. But that amount of rain was unprecedented. Goepfert said in addition to a rainy August, the week prior to Irene, a heavy rain saturated the ground even more. “The areas that flooded had experienced flooding before but we also had some ANGELA DREXEL/FEMA areas that either had not had flooding in a number of years or they had built systems to withstand flooding, and even those systems got overcome by the sheer volume of water.” Although people evacuated when asked to, some weren’t equipped with essentials when entering shelters. “The one thing I would do is have people be more prepared for the conditions when they get to a shelter,” Goepfert said. In the two weeks following the storm, Medical Reserve Corps and Community Emergency Response Team volunteers put in nearly 42,000 hours helping with recovery, but the challenge is large and will continue for some time, said Goepfert. “We’re still working on long-term recovery needs and that also is a situation that is new to us in some respects. We have to prepare people to be prepared for a long-term recovery situation.” k Emergency Management 41 EM11_40.indd 41 11/10/11 11:47 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Public Safety and Security FLICKR/JAY8085 The University of South Carolina examined its emergency preparedness and response plans after the 2007 Virginia Tech shooting. Models to Emulate Higher education institutions can learn crisis management strategies from federal models. By Lauren R. Bosselait | Contributing Writer T he shooting rampage that took 32 lives at Virginia Polytechnic Institute and State University on April 16, 2007, is considered the deadliest (at peacetime) by a single gunman in U.S. history. The incident prompted universities nationally to examine their ability to respond to such a catastrophe. After the shooting, a panel appointed by Virginia’s then-Gov. Tim Kaine assembled to review the incident. The panel reviewed the way the Virginia Tech administration handled the events leading up to the shooting, communication during the early part of the day and various details surrounding the event. The panel also examined gun control laws, gaps in mental health-care services and privacy laws. As a result of the scrutiny faced by the state and Virginia Tech and its administrators, numerous policies and practices have been reviewed and amended since the shooting. This article focuses on FEMA and the DHS’ National Response Framework (NRF) as models of crisis management when responding to tragedy in higher education. The NRF defines the principles, roles and structures that organize how the nation responds to a disaster. It also describes how communities, tribes, states, the federal government, private sector and nongovernmental partners work together to coordinate national response. The NRF describes specific authorities and best practices for managing incidents and builds upon the National Incident Management System, which provides a template for managing incidents. After the Virginia Tech shootings, the most significant changes at three large public research institutions examined for this article — the University of Pittsburgh (Pitt), James Madison 42 EM11_42.indd 42 11/8/11 2:33 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Earn Your Degree in Crisis and Disaster Management Courses include: Emergency Preparedness and Response Organization and Technology of Information Systems Hazardous Materials Emergency Response Disaster Management Technology Disaster Health Management Weapons of Mass Destruction and Terrorism Human Resource Management Community Disaster Mitigation and Recovery Management Information Systems www.EvergladesUniversity.edu 100% online degree programs are available through the Boca Raton Main Campus Students take one class at a time for more focused learning Small classes with individualized attention 888.235.8418 Boca Raton Campus (Main Campus) Orlando Campus (Branch Campus) 5002 T-REX Avenue, Suite #100, Boca Raton, FL 33431 866.314.4540 887 East Altamonte Drive, Altamonte Springs, FL 32701 Financial aid is available for those who qualify 888.785.8689 Sarasota Campus (Branch Campus) 6001 Lake Osprey Drive, Suite #110, Sarasota, FL 34240 NEXT GENERATION Free warning tools* CAP ALERT SYSTEM Geo-Targeted SMS (P.L.A.N) Provide mass broadcasting, alerting locals and visitors with no user subscription and no per-message costs. SCALABLE | FLEXIBLE | EFFICIENT | INTEGRATED | MANAGED Centralized Activation Portal Provides a master activation software that controls all warning technologies Radio, TV and Cable Broadcast (E.A.S) CAP Based Alert Server IPAWS-OPEN Compliant Use the new IPAWS CAP features without changes to the existing systems. All Hazard Weather Alert Radio (N.O.A.A) Gain instant access to broadcast alerts over the weather radio. CONTACT US TODAY FOR A FREE CONSULTATION 1.925.228.2152 x120 General Public Feed Place alerts on the official Department of Homeland Security’s national public feed. * Free for local, territorial, tribal, state, or federal governmental organizations of the United States. MANAGED MASS NOTIFICATION Em ail M ,S Em er S ge y nc Al er tS te ys One message can activate all or part of the warning tools Alert and Warn via Network, Telephone or Push Button t t t er A er er Al S s/P Al Al b RS e o e p en u W Ge ir on prS ph m Po oo to ele p td T A to SOu sk RS De m b Ca le TV St f af No t ca ifi tio n NO AA W ea th R er ad E io lec tro ni c gn Si In ag do e P or ub lic d Ad re ss o Tw a Tr v -W r ele R ay In fo ad rm io io at n a Tr m ns itt er RD S/ RB DS Al er t Cu sto m De vic es 837 Arnold Drive, Suite 600, Martinez, CA 94553 www.AlertingSolutions.com | info@AlertingSolutions.com ad.indd 43 11/11/11 8:13 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Public Safety and Security University (JMU) and the University of South Carolina (USC) — happened in the preparedness and response phases. Although mitigation and recovery are just as important to emergency management, most of the resources at Pitt, JMU and USC have focused on preparedness and response. Always Thinking Long Term At Pitt, an emergency preparedness website was created to disseminate information in the quickest way possible. The website includes an active threat incident community response checklist that the campus community is to be familiar with in case of an emergency. Long-term risk management is not new to JMU. There has always been internal communication between the police department, student affairs and the academic departments. Immediately after the Virginia Tech tragedy, the Division of Student Affairs at JMU had a desktop brochure printed for all staff that includes information about  Safety Measures Taken at Three Schools After the Virginia Tech Shootings Staff at James Madison have a brochure that includes emergency response and notification information as well as a brief summary of the comprehensive safety plan. Every officer at the University ce of South Carolina is trained Ca s on active s shooter response. esponse. emergency response and emergency notification as well as a brief summary of the comprehensive safety plan. Another change following the Virginia Tech shootings was the creation of the Behavioral Assessment Team, which strives to minimize risk to the community and plans for long-term activities. Two other key forms of mitigation at JMU are institutional insurance and university lawyers — resources used to protect the university from lawsuits and long-term damages. At the University of Pittsburgh, Unive aredness an emergen preparedness emergency website was created to dissemid nate information in the quickest informa way possible. possibl USC has several measures in place to alleviate potential harm to students, staff and faculty. Examples of these measures include educating faculty and staff on active shooter response and the Behavioral Intervention Team. The increased awareness and use of the intervention team is also a long-term activity aimed to reduce the number of potentially at-risk students. The intervention team published a folder with emergency contact information, the team’s purpose and how to report troubling student behavior. 44 EM11_42.indd 44 11/10/11 9:31 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Enroll now. Updating Communication To facilitate effective emergency response, Pitt has increased training for first responders, creating and revising emergency plans, updating communication plans, ensuring there’s a stocked command center, completing tabletop exercises and purchasing an emergency notification system. The police department requires all of its officers to complete active shooter training, whereas in the past only select officers were trained. Pitt also revised its emergency response guidelines in March 2009 and continually posts updates on its emergency preparedness site. In addition, the Division of Student Affairs created a communication center that would be activated during a campuswide emergency.  Following the Virginia Tech shootings, JMU planned and allocated sufficient resources to prepare for an emergency through a text- and voice-messaging system, updating the siren and horn system on campus, and training building coordinators more effectively. The police department facilitated effective preparedness by training the building coordinators on active shooter scenarios and the comprehensive safety plan. The police department also sent several officers to specialized schools to learn enhanced techniques for addressing active shooter scenarios. The police department conducts routine training and practical exercises both on campus and in cooperation with surrounding jurisdictions to respond regionally. Prior to the tragedy at Virginia Tech, USC already had an appropriate emergency management plan and an emergency notification system had been funded and ordered. Now every police officer is trained on active shooter response and tabletop exercises have been completed with constituents from the campus community. Similarly training has been implemented for the emergency management team, which comprises 45 members from campus and is arranged according to the Incident Command System, a component of National Incident Management System — a model established as a result of the Virginia Tech shootings. The First Responders Some overlap exists within the preparedness and response phases of Pitt’s emergency management. Response refers to what happens immediately before, during and after a tragedy. Over the last two years, practices that Pitt developed include emergency voicemails, text messages and alerts on the website. If there were an active shooter crisis at JMU, the campus police would be the first responders and the assessment team would assemble and decide what information must be shared and who needs to be contacted. Another example of a response used at JMU following the Virginia Tech shooting is the emergency telephone protocol via the Emergency Response and Recovery Team, a committee that consists of a representative from each division (Student Affairs, Academic Affairs, etc.). If an emergency is identified, representatives in each department are contacted using the phone calling tree system until everyone is notified. Lastly the Emergency Response and Recovery Team will assemble to assess the emergency and determine what additional contact to make, establish communication channels and keep all parties informed. In an active shooter situation, the first responders at USC are the campus police. Within seconds of an emergency, a police officer will be dispatched to the scene. At the scene, law enforcement will assemble an incident command post and take the lead from an identified incident commander. An emergency operations center will be established in a secure location to support the individuals at the scene. Law enforcement will make the necessary decisions and then as needed call upon different functional units of the Incident Command System. USC is developing response plans, training individuals on the Incident Command System and developing recovery plans. Other emergencies like the pandemic flu, however, have caused the university to create continuity of operations plans, which force departments to identify the principle nature of the department’s operations, the succession of leadership, communication systems, mitigation strategies, critical functions, processes, staffing and emergency access to information and systems. The Executive Policy Group — which includes the university president, secretary to the Board of Trustees, general counsel and all of the university vice presidents — would convene after a tragic event and begin an after-action report to identify areas for improvement, as well as obtaining lessons learned information from participants about all phases of the emergency management framework. k HOMELAND SECURITY COUNTER THREATS AT EVERY LEVEL. TAKE YOUR CAREER TO THE NEXT ONE. From the nation’s capital to our own communities, the threats to national security are never-ending. Both public and private employers need people trained to combat these threats. University of Maryland University College (UMUC) can help prepare you to seize your opportunity with our undergraduate and graduate degree programs focusing on homeland security. Consider it our way of promoting personal success and public safety. of Academic Excellence in Information Assurance Education by the NSA and DHS available, plus financial aid for those who qualify 800-888-UMUC umuc.edu/edge Lauren R. Bosselait is the coordinator for residential curricular initiatives at the University of South Carolina. Copyright © 2011 University of Maryland University College 45 EM11_42.indd 45 11/8/11 2:34 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Training and Education Colorado’s Unique Radio Standards A statewide set of standards and a shared language was 10 years in the making. By Colin Wood | Contributing Writer BRYAN DAHLBERG/FEMA T en years in the making, Colorado’s vision of perfecting communication between public safety agencies will finally begin. The Governor’s Office of Information Technology (OIT) announced in October a new program offering free radio training to law enforcement and other first responders. The program will allow agencies statewide to communicate more effectively with one another. The Colorado Interoperability Training Program will focus on teaching a set of standards that will give a diverse group of professionals a better understanding of radio equipment and a shared language to be used during emergencies and for day-to-day communications. Other states have implemented similar programs on smaller scales, but Colorado’s statewide effort might be the most ambitious yet. As technology becomes increasingly ubiquitous, the need for education becomes critical, said Dara Hessee, chief of staff with the OIT. “This [training program] is really the first of its kind in the U.S.,” Hessee said. With funding from the U.S. Department of Homeland Security’s Interoperable Emergency Communications Grant Program, the OIT will work with the Statewide Interoperability Executive Council (SIEC) to meet the program’s target of filling gaps in knowledge. Officials said the training program was prompted, in part, by incidences of communication breakdowns because some public safety workers didn’t sufficiently understand the capabilities of the mobile or portable equipment. In other cases, the responders didn’t have adequate knowledge about the communication systems used by neighboring jurisdictions. In a press release from the OIT, Dan Qualman, chief of the South Metro Fire Rescue Authority and chairman of the SIEC, emphasized the need for programs like this one: “Looking at incidents that have occurred in Colorado, we realized that at times communications failed because of “This project provides a standard approach to training our agencies and ensures we are all on the same page when it comes to public safety communications.” — Dan Qualman, chief, South Metro Fire Rescue Authority insufficient training for our first responders. This project provides a standard approach to training our agencies and ensures we are all on the same page when it comes to public safety communications.” Statewide Interoperability Coordinator Clint Goldenstein said training has begun and delivering the program to local agencies has been successful thus far. The program began with the training of 300 trainers who now travel around Colorado to spread the information. Training covers everything from basic radio use to advanced operation of specific radio equipment. Three training modules include topics such as incident escalation, the National Emergency Communications Plan, signal encryption and radio caches. 46 EM11_46.indd 46 11/8/11 2:09 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • N O VA S O U T H E A S T E R N U N I V E R S I T Y LOCAL SERVICE | GLOBAL IMPACT DOCTORAL PROGRAMS ■ ■ Criminal Justice Ph.D. Conflict Analysis and Resolution* Ph.D. MASTER’S DEGREE PROGRAMS ■ ■ ■ ■ ■ ■ Conflict Analysis and Resolution* M.S. Criminal Justice M.S. National Security Affairs M.S. Child Protection M.H.S. General Psychology M.S. Counseling M.S. *Residential Component Exclusively Online Graduate Studies For more information, contact us at 800-541-6682, ext. 27563 (ask me), or at (954) 262-7563; email gradschool@nova.edu; or visit us online at www.nova.edu/protect. Division of Applied Interdisciplinary Studies 3301 College Avenue Fort Lauderdale, Florida 33314-7796 Nova Southeastern University is accredited by the Commission on Colleges of the Southern Association of Colleges and Schools (1866 Southern Lane, Decatur, Georgia 30033-4097, Telephone number: 404-679-4501) to award associate’s, bachelor’s, master’s, educational specialist, and doctoral degrees. ■ Nova Southeastern University admits students of any race, color, sexual orientation, and national or ethnic origin. 05-042-11MCS Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Training and Education Agencies will have the option for either online or in-person training, which can typically be completed in several hours, but can be expanded or shrunk to meet an agency’s needs. In addition to the standard courses, additional agency-specific training also is available. Making the program accessible, convenient and customizable was important, Goldenstein said. “We’re trying to bring the training to them,” he said. The agency-specific training provides illustrated workbooks that outline the radio equipment, and the policies and procedures required by a given agency and its neighboring counties. Retraining existing employees is a large part of the program, but standardizing how new employees in the state are trained may prove to have an even more permanent impact. Not every first responder will be trained within the next year, Goldenstein said, but this is the first step in creating a new standard for communication in Colorado. SIGN ME UP! Content for the Colorado Interoperability Training Program is funded by the U.S. DHS’ Interoperable Emergency Communications Grant Program, which means all materials can be used, reproduced or published to meet the needs of other agency programs in Colorado or any other state. Online modules are accessible through www.co.train.org. Alternatively students from other states that use their own Training Finder Real-time Affiliate Integrated Network (TRAIN) programs can visit their www.train.org website to access Colorado’s program. Colorado’s Statewide Interoperability Executive Council recommends choosing “North Central” as the hazard region, if prompted. Designing the Program The Colorado Interoperability Training Program has gained attention because it is large and streamlined — not because it’s the first time personnel have learned to use radios. To develop the program, the OIT first met with several Colorado counties that already offered radio training to their first responders. Larimer County, which has been doing radio training for about seven years, was one of the counties the state looked to for guidance. Larimer After logging on, students can choose from: Module 1: Radio 101 (course ID 1021323); Module 2: Interoperability Basics (course ID 1027248); or Module 3: Colorado Interoperability (course ID 1027249). The course is launched from the “Registration” tab. Online courses are also available on DVD, by request to the Statewide Interoperability Executive Council. THE GEORGE WASHINGTON UNIVERSITY IN ARLINGTON, VA Master of Professional Studies in the field of Security and Safety Leadership County’s radio systems administrator, David Rowe, emphasized the importance of training. “I was a Marine for 26 years and training was very important for us,” Rowe said. “Deputies have training for cars and for guns, but not radios. We were getting calls from deputies all the time that they just didn’t understand how the radio worked. We knew training would be very important.” Larimer County developed a simple, one-hour training program, Rowe said. Colorado’s new program is much more detailed and typically takes six to eight hours to complete, not including agency-specific training. Larimer County recently adopted the statewide program. The reaction people usually have to the training is “headaches,” Rowe said. “It’s a lot of information, but they really need to understand it. They just didn’t understand what their radios were capable of.” In the absence of proper training, a culture of rumors and misinformation began to rule behavior. “Deputies are very superstitious about their equipment,” Rowe said. In one instance, a deputy was convinced that the county’s radio system was broken because he couldn’t radio across the entire county using repeated channels. What that deputy didn’t know was that Larimer County uses a voting and repeating system that repeats calls using the single most appropriate radio tower for the situation, not all seven in the county. For years, Rowe said, there was a rumor circulating that the county’s radios were faulty, but the truth was that no one had been trained properly. k Be mentored by experts in homeland security policy, law enforcement cooperation, public safety leadership, emergency management, and cyber security issues. Choose your area of focus: Strategic Cyber Security Enforcement Fundamentals of Strategic Security Earn credentials quickly by completing a master’s degree in approximately 16 months. Develop your leadership expertise through customized research and learning experiences. 703.248.2800 | www.nearyou.gwu.edu/ssl Colin Wood is a contributing writer who also writes for Government Technology magazine. 48 37022 THE GEORGE WASHINGTON UNIVERSITY IS AN EQUAL OPPORTUNITY/ AFFIRMATIVE ACTION INSTITUTION CERTIFIED TO OPERATE IN VA BY SCHEV. EM11_46.indd 48 11/8/11 2:47 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Revolutionize the way you collect and manage your critical data. ZOLL has everything you need to successfully run your fire rescue operations. The RescueNet suite of software is a fully integrated data management system that gathers and centralizes information and links the entire pre-incident chain of events. RescueNet solutions include: Dispatch for fire and Pre-hospital information sharing ePCR - enterprise hosted iPad and iPhone billing Crew scheduling Resource planning ire department management Incident command Performance measurements Driver safety and behavior modification Now the most popular ePCR solution is available on iPad and iPhone. DOWNLOAD IT TODAY! www.zolldata.com/epcrformobiledevices Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Technology and Trends Fighting Fire With Data A partnership seeks to aid wildfire fighting with real-time information while operating from a next-generation emergency operations center. NASA By Elaine Pittman | Associate Editor NASA flies aircraft over fires to collect information, like hot spot locations, to provide real-time information to incident commanders on a Web-based map. W hen it comes to combating wildfires, getting the right information to the right people in a timely manner is of utmost importance. Time not only is money — it also can provide the ability to save lives and structures like houses. For the 2011 wildfire season, NASA and Carnegie Mellon University’s Silicon Valley Campus teamed up to test new approaches to managing and obtaining information about these disasters using aircraft and a next-generation emergency operations center (EOC). The NASA Wildfire Research and Applications Partnership (WRAP) program has been working since 2003 to support research goals and develop new technologies, including using unmanned aircraft to obtain fire surveillance information and get that data to decision-makers in near real time. Information that once took one to two hours to get to fire commanders, now takes just 10 to 15 minutes, said Steve Wegener, a senior research scientist working for the Bay Area Environmental Research Institute, which works in conjunction with the NASA Ames Research Center in Moffett Field, Calif. The idea behind using unmanned aircraft for damage assessments and information gathering during and after an emergency isn’t new, but it’s constantly improving as researchers understand what’s needed most by decision-makers working in the field. And for Carnegie Mellon, this project was a chance to support NASA’s project and test its nextgeneration EOC, which Art Botterell, a research scientist with the university’s Disaster Management Initiative, also calls the “continuity and contingency management lab.” Flying Over Fires By involving first responders and decisionmakers in the project, WRAP representatives have used manned and unmanned aircraft to collect important information about a wildfire and present it in a user-friendly way. In the event of a wildfire in California, Wegener will create a flight plan for the aircraft to pass above the fires and collect information and imagery that can be viewed using Google Earth. The information essentially is sent to responders as a geolocated JPEG that is draped over the map, said Botterell. Decision-makers can use the map’s terrain feature and look at the fire from different angles to see how they are draped over the topography. “You can see the sides of the canyon that the fires are going up,” Botterell said. The aircraft use a multispectral scanner and the data is calibrated before the plane lands, allowing information to be relayed quickly about aspects like hot spots. “It’s very easy to say, ‘Well the whole mountain is on fire,’ but that doesn’t really let you do anything,” Wegener said. “It’s frequently been the case in firefighting that you didn’t really know where the hot spots were until you got maps at the morning briefing that were generated overnight based on surveys done the previous afternoon.” Reducing the amount of time it takes for the delivery of information is especially vital when wildfires are near populated areas. And those are the fires that many emergency managers are most interested in learning more about — the ones that can potentially impact the public. However, the fires that approach populated areas have proved to be barriers to the use of flying unmanned aircraft to obtain information. Wegener said the Federal Aviation Administration has been reluctant to allow unmanned aircraft to fly over populated areas, so in many cases the WRAP program can’t get the information it’s after. To circumvent this issue, Wegener said WRAP has migrated to using manned B200 aircraft that are similar to what the U.S. Forest Service uses. To emulate the use of unmanned aircraft, the B200 follows a strict flight plan. 50 EM11_50.indd 50 11/8/11 2:01 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • CARNEGIE MELLON UNIVERSITY When it comes to the data, user feedback has changed how it’s shown in Google Earth. For example, data layers are shown in a tree structure and different layers have been moved up higher in the chain as people request it. And those who want to see the raw data, like intelligence officers, also have that resource by loading the geolocated JPEG into his or her analysis software. Redefining the EOC Carnegie Mellon is supporting WRAP by providing the program’s representatives with a workspace and a presentation space that are part of the Disaster Management Initiative’s next-generation EOC, which Botterell called “not your traditional bomb shelter environment.” The EOC is made up of communications vans that are parked in a circle, and one goal is for it to run solely on solar power. Acting as mission control for the WRAP testing, the university will test different aspects of the next-gen EOC, including how well the floor plans and internal communications processes work. Carnegie Mellon University’s Silicon Valley Campus gives NASA researchers a workspace in its next-generation emergency operations center. According to Carnegie Mellon, research around the EOC also includes utilizating user-configurable common operating systems and developing a tactical file system for interagency collaboration. As the university and WRAP work together on the project, they both have one thing deeply ingrained: including users in developing and understanding how the tools could change emergency management. Carnegie Mellon could redefine the idea of what an EOC is, and WRAP seeks to provide fire commanders and decision-makers with the information they need as quickly as possible. k 51 Enroll now by calling (702) 895-2640. http://sepa.unlv.edu/programs/ecem EM11_50.indd 51 11/11/11 11:53 AM text for UNLV ad in EM Sept.indd 1 9/24/09 12:15:37 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Disaster Preparedness Preparing for Repopulation Lessons learned from repopulating Louisiana parishes after Katrina lead to the creation of comprehensive re-entry plans. MARVIN NAUMAN/FEMA By Elaine Pittman | Associate Editor New Orleans and other Louisiana parishes developed re-entry plans that bring businesses and services back first in preparation for citizens. M ore than 1 million people were evacuated from Louisiana in preparation for the imminent wrath of Hurricane Katrina in 2005. Of those evacuees, more than 330,000 were from Jefferson Parish, which includes many of New Orleans’ suburbs and saw about 75 percent of its population flee from the storm. But after the hurricane passed and the government began assessing damage, hundreds of thousands of residents wanted to re-enter the area to see how their homes and businesses fared. After Hurricane Katrina, however, communities weren’t ready for an influx of residents. Aspects critical to supporting the population, like utilities, food supplies, fuel distributors and financial institutions, needed to be restored. Cherreen Gegenheimer, the business and economic development liaison for Jefferson Parish, said within a week of Katrina’s devastation, parish officials discussed how to re-establish businesses in the community. “The ultimate goal, of course, is to bring your entire population back in as soon as living conditions are sustainable,” Gegenheimer said, “but if you can’t do that immediately, how are you going to get the right people back in and when?” The government developed an on-the-fly plan, she said, because no one had considered the possibility of evacuating everyone in the community and then repopulating the parish. But as a mix of first responders, residents, contractors, and business owners and representatives tried to return to the area, highways were filled with stand-still traffic. Two locations in Baton Rouge were staffed by a contractor that issued paper credentials, which allowed business representatives re-entering the area to travel as needed to re-establish the business or service. Law enforcement verified that people in the parish post-Katrina were allowed to be there, since it wasn’t safe for residents to return. The makeshift plan got Jefferson Parish through Katrina’s aftermath, but it also illustrated the importance of preparing for repopulation following large-scale disasters that require a mass evacuation. “In the months after Katrina, especially by early ’06, businesses were coming to us saying, ‘We have caught our breath, our feet are back on the ground, but every year there is hurricane season. What’s going to be different next time?’” Gegenheimer said. One thing businesses requested was a codified plan — something set up in advance that could be implemented following a mass evacuation. Jefferson Parish rolled out a draft plan for the 2006 hurricane season, which runs June through November, in which it tracked the area’s businesses in an Excel spreadsheet. But that didn’t prove to be comprehensive enough. “Our 2000 census had us at about 455,000 people and probably 30,000 businesses — and you can’t do that in Excel,” Gegenheimer said. In summer 2006, Jefferson Parish contacted the New Orleans’ Urban Areas Security Initiative (UASI) to gauge its interest in developing a regional plan. Many of the parish’s emergency response service providers also have contracts with surrounding parishes, so it made sense to have a regional initiative. The areas’ plans aren’t identical, but they do share the ideology of returning critical functions and businesses based on order of importance. “Anyone who had worked in the immediate aftermath of Katrina saw a confused set of complex circumstances on the ground without any kind of guidance to direct people and the appropriate response,” said Col. Robert Williams, program manager of New Orleans’ UASI. “More importantly was how to get the needed services back into the city in a sequenced way that would increase safety and sustain life support in an orderly fashion.” 52 EM11_52.indd 52 11/11/11 11:43 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • 47 Of Everything And Everything In Its Place Organize What a mess! Cars in the shop, trucks in storage, equipment everywhere. PR*VIDE is a proven asset and inventory tracking management system for public safety that lets you know at a glance where to find your stuff, especially in a crisis. 1 41 36 39 16 9 30 33 31 32 Share 37 34 35 43 42 44 38 45 46 47 18 2 20 21 People out in the field can track equipment they need to get their jobs done. No specialized training or dedicated devices needed, just a web browser. Manage 22 23 24 10 29 7 25 4 26 27 6 14 15 29 5 17 11 28 PR*VIDE is so easy to set up and use, you can move from mess to managed in only a couple of weeks. PR*VIDE is powered out of the box by world-class technology designed for stability and speed of deployment. 12 13 8 Extend 19 40 3 Need to add more users? PR*VIDE can scale up to thousands of users. Even across agencies. Control Budgets are only getting tighter. Stay in control of your department’s assets without breaking the bank to do it. “Get Smarter” by visiting... Provista.com/public_safety today for a solution brief and a free product demo. Let’s get started! IAEM Conference, November 11-18 in Las Vegas (booth 210 hosted by IBM) PR VIDE Pro provista.com 510-794-1885 Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Disaster Preparedness Phases of Re-Entry Jefferson Parish created a tiered re-entry plan composed of three levels. The system first allows primary infrastructure and major utility companies, as well as predesignated government staff and contractors, back into the area (tier one); next are assessment teams representing major companies and employers (tier two); and last is the return of business owners and designated employees whose businesses are vital to the return of citizens and the parish’s economy (tier three). The parish enlisted an IT contractor to develop a software program that aligned with the tier-based re-entry process. The final product is the JumpStart Jefferson Business Continuity System — a website where businesses can register their information, are assigned to a tier that’s correlated to how important the business is to preparing the community for citizens, and receive an authorization placard for their vehicle to re-enter the community. New Orleans’ Re-Entry Tiers Tier one — Response support includes providers of critical services to the government and public agencies including: primary critical infrastructure and major utility companies and their predesignated subcontractors; government contractors and their subcontractors; and predesignated damage recovery assessment teams from businesses. Tier two — Recovery support comprises core assessment teams of major employees or businesses deemed essential for the future return of residents or the parish’s economic vitality. Tier three — Repopulation support includes essential retail businesses and their employees that are required for the future return of citizens. For example, accountants, appliance sales and service, banking, churches, construction services, insurance, retail groceries and transportation. Source: New Orleans Post-Disaster Phased Re-Entry Plan vehicles’ dashboards for those managing the re-entry route to see. The placards are printed on tamperproof paper with unique designs and large letters that are color-coded according to its tier, Williams said, but individual employees re-entering aren’t issued placards. “Everybody in the vehicle must have an ID that links them to the placard that the business was issued, so that we can make sure everyone is playing fair,” he said. Although placards allow people to re-enter the disaster area, they Regional placards like this let law enforcement officials identify those who are authorized to re-enter an area following a mass evacuation. are only allowed to access locations that are necessary to their work. “Tiers one and two don’t provide Businesses and industries apply for tier two or access to your place of residence,” Gegenheimer three classification, but those who believe they said. “This is strictly to your place of business and in and around the parish to take care of what should re-enter first ask to be placed in tier one. your business is. In terms of use, the businesses Also, the program automatically recognizes and have agreed that they take full responsibility for sends certain industry applications, like hospitals and other critical infrastructure, to a parish admin- sustaining the employees they bring in.” Working together, New Orleans, Jefferson istrator to be reviewed for inclusion in tier one. Parish and other nearby areas offer regional Following a mass evacuation, when officials are placards that allow individuals with legitimate ready for a tier to return, it’s announced through business needs in other parishes to travel back e-mails, government Web portals and the media. The placards are visibly displayed on incoming and forth. Law enforcement in the disaster area can easily identify regional placards, because they have an “R” after the tier number, according to Gegenheimer. Testing the Plan In 2008, Jefferson Parish tested the re-entry plan after the evacuation of its coastal communities in preparation for Hurricane Gustav. Following the storm, the parish president called for tier one re-entry, and critical businesses and functions were brought back into the area using the placard system. Within 24 hours the president called for everyone to re-enter, Gegenheimer said, but “the people who had to use it were extremely pleased.” The re-entry plan has received positive feedback so far, and there are plans to make it more comprehensive in the future. Currently there’s no way to track which businesses and functions actually re-enter the area, but Williams said New Orleans is considering adding a drive-through point with a card reader that would scan a credential and track those who enter the disaster area. Most importantly, Gegenheimer said, is the ability to get people back into the area quickly with as little congestion on the main roads as possible. k For governments interested in learning more about the re-entry plan and the Web-based system, Cherreen Gegenheimer can be e-mailed at cgegenheimer@jeffparish.net. 54 EM11_52.indd 54 11/8/11 2:16 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • $10,000 DOG THE NAME: Big. Beautiful. Kind. Doesn’t mind working overtime. BACK: TAIL: Buddy HEART: Unbreakable. Wags incessantly, particularly when searching for survivors. EYES: Very expressive. Can look very sad, or very happy. Trained to interpret non-verbal directions. NOSE: BARK: Expressive. Urgent. And the most beautiful sound in the world if you’re caught beneath the rubble. Trained to ignore all scents but that of a live human being. EARS: Listens to every word you say. Understands and obeys dozens of verbal commands. Wishes he could understand everything. PAWS: Photo by Deborah Samuel from PUP, published by Chronicle Books www.chroniclebooks.com Photo by Deborah Samuel from PUP, published by Chronicle Books www.chroniclebooks.com Tough, but still get sore sometimes. Can climb ladders and virtually walk tightropes. THE NATIONAL DISASTER SEARCH DOG FOUNDATION® Strengthening disaster response in America by teaming rescued dogs with firefighters to save lives. To donate, call (888) 459-4376 or visit www.SearchDogFoundation.org BE PART OF THE SEARCH® Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • “LIVES DEPEND ON MY LEADERSHIP. AMU teaches what I use in the field.” Shannondor Marquez | Graduate, School of Public Safety & Health AMU is proud of our graduates’ success. A retired Sr. Chief Petty Officer, Shannondor combines education with 28 years of experience to help lead emergency operations at Naval Medical Center Portsmouth. Like 40% of our graduates, Shannondor chose AMU to pursue his master’s based on academic quality and the caliber of its faculty. Learn More at www.PublicSafetyatAMU.com/EM What’s This? AMU-QR.com Art & Humanities | Business | Education | Management | Public Safety & Health | Science & Technology | Security & Global Studies Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Education Directory Homeland Security Bachelor’s Degree Programs Institution Program Contact Phone E-Mail American Public University BA Homeland Security Dr. Chris Reynolds 877-755-2787 creynolds@apus.edu Capella University BS Public Safety- Emergency Management Charles M. Tiffin 612-977-4120 charles.tiffin@capella.edu Central Pennsylvania College BS Homeland Security Management Samuel W. Morgan 717-728-2247 samuelmorgan@centralpenn.edu Colorado Technical University BS Criminal Justice- Homeland Security/Emergency Management Richard Holloway 224-293-5848 rholloway@ctuonline.edu Corinthian Colleges Bachelor’s in Homeland Security Daniel Byram 714-427-3000 x201 dbyram@cci.edu Eastern Kentucky University BS Homeland Security Dr. Kay Scarborough 859-622-1464 kscarbocop@aol.com Herzing College BS Homeland Security and Public Safety Mary Beth Robbins 205-916-2800 maryb@bhm.herzing.edu National University BS Domestic Security Management Chandrika Kelso 858-642-8433 sviswana@nu.edu Savannah State University BA Homeland Security and Emergency Management Emily Bentley Southwestern College BS Security Management Kara Norris Thomas Edison State College BS Homeland Security and Emergency Management Office of Admissions 888-442-8372 info@tesc.edu Tiffin University BS Criminal Justice-Homeland Security Allen Smith 419-488-3395 smithra@tiffin.edu Tulane University Bachelor’s in Homeland Security Keith Amacker 504-247-1662 kamacker@tulane.edu University of Alaska, Fairbanks Bachelor’s of Emergency Management Cameron Carlson 907-474-6537 cdcarlson@alaska.edu University of Maryland University College BS Homeland Security Stephen S. Carter 240-684-2875 sscarter@umuc.edu Vincennes University BS Homeland Security and Public Safety Louis J. Caprino 812-888-6830 LCaprino@vinu.edu Virginia Commonwealth University BA Homeland Security and Emergency Preparedness Dr. William Newmann 804-828-8038 wnewmann@vcu.edu bentleye@savstate.edu 888-684-5335 kara.norris@sckans.edu Homeland Security Programs Bachelor-Level Concentrations Institution Program Contact Phone E-Mail American Intercontinental University BS Criminal Justice-Homeland Security/Crisis Management John Campbell 224-293-5684 jcampbell@aiuniv.edu Austin Peay State College BS Criminal Justice-Homeland Security for Law Enforcement Thomas R. O’Connor 931-221-1477 oconnort@apsu.edu Drexel University Certificate or Minor in Emergency Management Alan Dorfman 215-895-0948 bad37@drexel.edu East Carolina University Minor in Security Studies Dr. Rick Kilroy 252-328-2349 kilroy@mail.ecu.edu Embry-Riddle Aeronautical University BS Homeland Security-Homeland/Cyber-Security James D. Ramsay 386-226-7153 James.Ramsay@erau.edu Excelsior College BS Criminal Justice-Homeland Security John J. Greene 518-464-8669 jgreene@excelsior.edu Empire State College Center BS Homeland Security, Emergency Management or Fire Services Jim Savitt 518-587-2100 x2410 Jim.Savitt@esc.edu Grantham University BS Criminal Justice-Homeland Security 816-448-3681 Indian River State College BS Organizational Management-Public Safety & Homeland Security Stephen Huntsberger 772-462-7945 shuntsbe@irsc.edu Jacksonville State University BS Emergency Management with minor in Homeland Security Dr. Barry Cox 256-782-5926 bcox@jsu.edu Louisiana State University BA Liberal Arts-Disaster Science and Management John C. Pine 225-578-1075 jpine@lsu.edu Gary Sutter sutterg@grantham.edu Emergency Management 57 EM11_57.indd 57 11/7/11 9:52 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Enroll now. standup According to U.S. News & World Report, emergency management is one of the 50 best careers of 2011 with excellent long-term growth prospects. A degree from University of Maryland University College (UMUC) can help you become part of this exciting field. You can earn a BS in emergency management, as well as an MS in technology management, an MS in management or an MS in international management—each with a specialization in emergency management. Whether you want to work in government or private industry, consider it career preparedness. preparedness and response plans Copyright © 2011 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 Homeland Security Programs Bachelor-Level Concentrations (cont.) Institution Program Contact Phone E-Mail Mountain State University BS Criminal Justice-Homeland Security Michael J. Kane 304-929-1308 mkane@mountainstate.edu Northeastern State University BS Criminal Justice-Homeland Security James Hall 918-449-6551 halljb@nsuok.edu SUNY- Maritime College Minor in Transportation Security Admissions 718-409-7341 conted@sunymaritime.edu Ohio State University International Studies-Security & Intelligence Specialization Karlene S. Foster 614-292-9657 foster.24@osu.edu University of Central Florida Minor in Emergency Management & Homeland Security Dr. Claire Knox 407-823-2604 cknox@mail.ucf.edu Contact Phone E-Mail Homeland Security Doctoral Programs Institution Program Capella University Doctor of Philosophy-Public Safety w/Emergency Management Charles Tiffin 612-977-4120 Charles.Tiffin@Capella.edu Colorado Technical University Doctor of Management-Homeland Security Richard Holloway 224-293-5848 rholloway@ctuonline.edu Northcentral University Doctor of Philosophy-Business Administration w/Homeland Security Francisco C. Lopez 850-304-3745 flopez@ncu.edu Saint Louis University Doctor in Biosecurity and Disaster Preparedness 314-977-8135 bommarlg@slu.edu Walden University PhD Public Policy & Admin.-Homeland Security Policy & Coordination Enrollment Adviser 866-492-5336 info@waldenu.edu Full Page Ad Larry Bommarito Homeland Security Master’s Programs Institution Program Contact Phone E-Mail American Public University MA Homeland Security Dr. Chris Reynolds 877-755-2787 creynolds@apus.edu Arkansas Tech University MS Emergency Management and Homeland Security Ed Leachman 479-964-0536 eleachman@atu.edu Bellevue University MS Security Management Therese Michels 402-557-7116 Therese.Michels@beelevue.edu Capella University MS Public Safety with Specialization in Emergency Mgmt Charles Tiffin 612-977-4120 Charles.Tiffin@Capella.edu Colorado Technical University MS Management-Homeland Security Richard Holloway 224-293-5848 rholloway@ctuonline.edu Eastern Kentucky University MS Safety, Security and Emergency Management Thomas D. Schneid 859-622-2382 Tom.schneid@eku.edu George Mason University M Public Administration EM & Homeland Security Paul Posner 703-993-3957 pposner@gmu.edu Johns Hopkins University MA in Government with Homeland Security Emphasis Dorothea I. Wolfson 202-452-1123 dorotheawolfson@jhu.edu Long Island University MS Homeland Security Management Vincent E. Henry 631-287-8010 Vincent.Henry@liu.edu National University MS Homeland Security and Safety Engineering Dr. Shedar Viswanathan 858-642-8416 sviswana@nu.edu Northcentral University MBA Homeland Security Francisco C. Lopez 850-304-3745 flopez@ncu.edu Penn State University-Online Master of Homeland Security in Public Health Preparedness Robert Cherry 717-531-6066 rcherry@psu.edu Rochester Institute of Technology MS: Counterterrorism, WMD Threat Assessment & Defense or cyber-security Maureen Valentine 585-475-7318 emermgmt@mail.rit.edu Saint Louis University MS Biosecurity and Disaster Preparedness Larry Bommarito 314-977-8135 bommarlg@slu.edu San Diego State University MS Homeland Security Dr. Eric Frost 619-594-4041 frost@sciences.sdsu.edu Emergency Management 59 EM11_57.indd 59 11/7/11 9:57 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • B AC H E LO R O F S C I E N C E O R MASTER OF SCIENCE IN Legal Studies 1 0 0 % O N L I N E DEGREE • LAW & PUBLIC POLICY TRACK • HOMELAND SECURITY TRACK • CRIMINAL JUSTICE TRACK The 100% online curriculum provides students with a strong foundation in criminal, family, real estate, administrative and business law. It also includes a set of competencies in legal research and writing, litigation, estates and trusts, bankruptcy, ethics and constitutional law. Cal U’s web-based format allows students the opportunity to pursue their interests in a variety of legal topics, preparing them for a host of different career options. To learn more about the 100% online BS and MS in Legal Studies: Law & Public Policy, Homeland Security and Criminal Justice tracks, and other unique online opportunities, visit Cal U’s website at www.calu.edu/go or call 724-597-7400. #1 University in the country for online degree programs.* *www.guidetoonlineschools.com California University of Pennsylvania Building Character. Building Careers. www.calu.edu/go A proud member of the Pennsylvania State System of Higher Education. CALU GLOBAL ONLINE Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Education Directory Homeland Security Master’s Programs (cont.) Institution Program Contact Phone E-Mail Southwestern College Professional Studies MS Security Administration Kara Norris 888-684-5335 kara.norris@sckans.edu Tulane University MPS Homeland Security Keith Amacker 504-247-1662 kamacker@tulane.edu University of Connecticut MPS Homeland Security Leadership Donna Lee Campbell 860-486-0184 donna.campbell@uconn.edu University of Denver Certificate in Homeland Security David Goldfischer 303-871-2564 dgoldfis@du.edu University of Denver, University College Master’s in Security Mgmt w/speciality options and grad certificates Ronald D. Carter 303-871-3491 Ronald.Carter@du.edu University of Maryland MS Homeland Security Dr. Irmak Renda-Tanali 240-684-2435 irenda-tanali@umuc.edu University of Nevada, Las Vegas MS Crisis and Emergency Management Christine Gibbs Springer 702-895-4835 Christine.springer@unlv.edu University of New Haven MS National Security Dr. Thomas A. Johnson203-932-7260 tjohnson@newhaven.edu University of Southern California MS System Safety and Security Evelyn Felina 213-740-7549 efelina@usc.edu University of Washington Master’s in Strategic Planning for Critical Infrastructures Hilda Blanco 206-543-4190 mspci@u.washington.edu Upper Iowa University Master of Public Administration w/ Homeland Security emphasis Sarah Harman 515-369-7777 harmans@uiu.edu Virginia Commonwealth University MA Homeland Security and Emergency Preparedness John Aughenbaugh 804-828-8098 jmaughenbaug@vcu.edu Walden University MPA Homeland Security Policy Enrollment Advising 866-492-5336 info@waldenu.edu Wilmington University MS Homeland Security Joseph Aviola 302-295-1165 Joseph.p.aviola@wilmu.edu Phone E-Mail Homeland Security Master’s Certificate Programs Institution Program Contact California University of Pennsylvania Master’s in Legal studies with Homeland Security track Dr. Charles P. Nemeth 724-597-7400 nemeth@calu.edu Drexel University Graduate Certificate in Homeland Security Management Brandon Alan Dorfman 215-895-0948 bad37@drexel.edu Fairleigh Dickinson University MS Homeland Security Paulette Laubsch 201-692-6523 plaubsch@fdu.edu IUPUI Graduate Certificate in Homeland Security and Emergency Mgmt Thomas Stucky 317-274-3462 tstucky@iupui.edu Long Island University Graduate Certificate in Emergency Management Vincent E. Henry 631-287-8010 Vincent.Henry@liu.edu Missouri State University Graduate Certificate in Homeland Security Dr. Bernard McCarthy 417-836-6679 bernardmccarthy@missouristate.edu Northcentral University MBA Homeland Security Francisco C. Lopez 850-304-3745 flopez@ncu.edu Pennsylvania State Univ. World Campus Graduate Certificate in Public Health Preparedness: Bioterrorism & Disaster Traci D. Piazza 814-867-4536 tdp10@psu.edu Rutgers University Graduate Cert in Transportation Mgmt: Vulnerability, Risk & Security Judith Auer Shaw 732-932-5475 judy.shaw@rutgers.edu University of Central Florida Graduate Certificate in Emergency Mgmt and Homeland Security Dr. Claire Knox 407-823-2604 cknox@mail.ucf.edu University of Massachusetts, Boston Graduate Certificate in Global Post-Disaster Studies 617-287-7116 Adenrele.Awotona@umb.edu Adenrele Awotona For more information, please visit www.fema.gov. Emergency Management 61 EM11_57.indd 61 11/7/11 9:53 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Product Spotlight Wireless Tools Elektrobit Corp. (EB), a developer of embedded technology solutions for automotive and wireless industries, released three new products. The EB Tactical Wireless IP Network is a stand-alone military/authority wireless broadband network that can be deployed in any location. It enables the formation of an independent IP network and is compatible with existing infrastructure. The EB Wideband COMINT Sensor is a high-performance wideband sensor that enables system integrators to build distributed future-proof communications intelligence systems. The EB Counter RCIED Platform helps original equipment manufacturers and defense system integrators offer defense authorities intelligent jamming solutions for the prevention of radio-controlled improvised explosive device threats. www.elektrobit.com Rugged Communications C4i successfully completed Mil-Std-810 Altitude qualification testing for its Radio Interface Unit (RIU). The assessment mimics the effects of a high-altitude setting and simulates extreme cold weather. C4i’s RIU can be implemented as part of a public safety radio gateway at an unmanned, remote radio site on a mountaintop, and operate without failing. The RIU connects to the radio system and converts voice signals from the radios into IP for transport across the network. C4i’s ultra-rugged hardware ensures that the signal will get through regardless of the conditions. www.c4i.com Microwave R di Radio i U.S. DEPARTMENT OF HOMELAND SECURITY The Trailblazer 5.9 by Carlson Wireless is a point-to-point solution, ideal for backhauling two-way radio communications or dedicated short-range communications projects. The 5.9 offers a blend of video, telemetry, Ethernet, voice and data. This heightens efficiency when reporting road closures, issuing traffic alerts and emergency warnings for short-range vehicles, two-way radio backhaul, leaded line replacement and Ethernet transport. The 5.9 GHz frequency band offers a full 70 megahertz of spectrum allocated by the FCC for intelligent transportation systems. www.carlsonwireless.com Secure Solution For security management of critical things, Raytheon’s Clear View security solutions use industry-unique sensor management, correlation and target tracking for high confidence in detections. Clear View security solutions use an open architecture and industry standard interfaces to interconnect various sensors and support systems enabling rapid situational awareness and threat assessment. Data can be integrated from existing systems to create one common operating picture — whether protecting a small facility with a laptop-based system or monitoring a thousand-mile border from a command and control center. www.raytheon.com 62 EM11_62.indd 62 11/10/11 3:15 PM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • When the unimaginable becomes reality— Be prepared with Butterworth-Heinemann Introduction to International Disaster Management, 2nd By Damon P Coppola . February 2011 | ISBN: 978-1-85617-959-1 | 678 pp | USD $79.95 | GBP £48.99 | EUR €57.95 | AUD $99.95 Full coverage of the complex issues surrounding hazard risk reduction and the preparedness for, response to, and recovery from international disasters! Introduction to International Disaster Management, Second Edition continues to serve as the sole comprehensive overview of global emergency management. This edition contains updated information on disaster trends as well as on management structures and advancements around the world. Coppola includes changes that reflect the dual theme of the book: universal principles of global emergency management practice and advances in the field worldwide, and lessons from disasters and other watershed events that have occurred since the first edition was published. This text includes new case studies and updated disaster, risk, and vulnerability data, as well as insightful discussions of recent national and international initiatives, and of progress towards improving non-governmental organization (NGO) and private sector cooperation and professionalism. • Data, discussions, and outcomes for recent major and catastrophic disasters • Added material on hazards, catastrophic risk management, mitigation, and disaster myths Damon P Coppola is a Systems Engineer, and a . Senior Associate with Bullock and Haddow LLC, a disaster management consulting firm. He has extensive experience in disaster preparedness and planning through his work with the World Bank Group; The Institute for Crisis, Disaster, and Risk Management; the US Army Corps of Engineers; and the Federal Emergency Management Agency, among others. • Expanded sections on public disaster preparedness and disaster recovery best practices • Commentary on the latest research in disaster management and policy studies Also available from Butterworth-Heinemann Introduction to Emergency Management, 4th By George Haddow, Jane Bullock and Damon P Coppola . Sept. 2010 | ISBN: 978-1-85617-959-1 | 424 pp. US 59.95 | GBP 36.99 | EUR 42.95 | AUD 74.95 The latest principles of emergency management, explained, analyzed, and illustrated with case studies! • Introduces the latest methods for empowering disaster survivors, including the use of social networking technologies and communitybased initiatives • Adds material on risk management, mitigation, myths that affect behavior during crises, and post-disaster evaluation of the response Use code EM2011 at elsevierdirect.com/security to Save 25%* off when ordering any print version of ButterworthHeinemann Security titles! Also available for direct purchase through your favorite online retailer. *Discount code does not apply to external websites or electronic versions. Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Eric’s Corner The Changing Face of Disasters By Eric Holdeman o say we’re in a dynamic time in history is an understatement. But there’s also the social media counterpoint. Extensive commer- There are fundamental social changes occurring rapidly every- cial media coverage of disasters means more information is on social where — and disasters are changing too. media channels, and people want to be involved in response and T A warming climate may be causing drought in some areas and flooding in others, but only time will tell if we are on the brink of recovery efforts. I attribute this directly to social media’s and citizens’ ability to self-organize into virtual and physical teams. real change via sea level rise and an increase in damage to coun- Governments have a tremendous opportunity to leverage this tries that border oceans. We can argue the cause all we want, but citizen knowledge and interest by directing people’s efforts and in the world of emergency management, our role is clear: prepare incorporating them into disaster response and recovery efforts. The for these changes. question is, however, are emergency managers and first responders I attribute the greatest change in the impact of disasters to the increase in the world’s population and where people live, which ready to accept the help and incorporate civilian volunteer efforts into disaster response? is primarily in densely populated cities. Mega-cities are springing up everywhere, and our population is expected to have another burst of growth in cities. Urbanization is good when you’re trying to maximize urban transit systems, but packing people into urban areas increases a disaster’s impacts. The existing infrastructure in our cities is aging quickly. Water, sewer, road and bridge systems don’t last forever, and we’ve long deferred the maintenance and replacement of these systems. We have a “fix on failure” mentality, which increases the financial impact of disasters. More communication is needed about the extent of governmental capabilities, as is a new emphasis on mitigation and disaster preparedness that includes the American people. The American mindset is one that’s very comfortable living with risk. We continue to flock to areas that are at high Disasters are becoming more frequent and significant — several risk for disasters. The movement to our nation’s coasts puts people disasters that cost more than $1 billion occurred in 2011. Govern- and property in the greatest danger from hurricanes and catastrophic ment resources are being reduced while people’s expectations are earthquakes. increasing, and there’s a mismatch between what citizens want and I’m also seeing America’s thinking evolve into what I call the “shake what government can reasonably deliver. More communication is and bake” mentality of disaster response. We now have several genera- needed about the extent of governmental capabilities, as is a new tions of Americans who’ve grown up in the microwave world, and they emphasis on mitigation and disaster preparedness that includes the expect immediate solutions tailored to their needs. Their patience for American people in the equation. And social media must be part of the time it takes for the logistics tail to catch up with no-notice events the solution, not the problem. k can be measured in hours, not days or weeks. One manifestation of this is that people expect to access government help via social media. Eric Holdeman is the former director of the King County, Wash., Office of Emergency Management. His blog is located at www.disaster-zone.com. 64 EM11_64.indd 64 11/11/11 11:41 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • “Very informative, third time coming!” All Sergeant, MBTA Police Department “Well done, excellent group! Vendors were extremely relevant.” Hazards/ Stakeholders S U M MIT S 2012 Director, Broward County Emergency Management Seattle / March 21 San Francisco / April 10 Los Angeles / October 4 Chicago / June 5 New Orleans / October 16 Philadelphia / June 7 Nashville / October 18 Dallas / June 21 Miami / December 4 Boston / August 9 “Great presentations! Got more out of this than 3 days at a recent tradeshow!!” Denver / September 20 Washington, DC / May 10 Project Director, EDEN Homeland Security Phoenix / September 18 New York City / May 8 “The speakers were great. But, the ability to make new contacts was the best.” San Diego / August 16 Houston / December 6 Director, West Palm Beach Emergency Management “Good practical advice that can be immediately implemented.” Rail Security Inspector, Boston TSA “Very interesting information, lots of networking.” to 16 Cities in 2012! Disaster Assistance Manager, FEMA Region III “I am impressed with the number of instances where Emergency Management has directly impacted real world events at various levels.” Attendees rave about their Summit experience — fast-paced, best-practice focused on disaster preparedness and response, and rich with opportunities to build new interagency contacts and learn from industry experts. Assistant Director, Arizona Division of Emergency Management Located in the heart of your region, registration is complimentary to the public sector! “Great information and networking!” Learn about registration and sponsorship at: Battalion Chief, Cordelia Fire District emergencymgmt.com/2012summits Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Last Word The Power of Push Partners By Cristin Corcoran PORTLAND METROPOLITAN REGION “Push partners” exercised their strategy in Portland, Ore., to be proactive with medicine distribution. T he first models for mass dispensing of medications during a crisis used a “pull” strategy, such as community members traveling to a large point of dispensing like a local gym. Used alone, pull strategies put an unreasonable burden on public health resources and may have raised barriers for the public to access care. That’s why the Portland, Ore., Metropolitan Region turned its attention to “push” strategies — distributing medication by asking community partners to give it to their staff and families. The Push Partner Registry was developed to quickly dispense emergency medication in the 48 hours following a major public health emergency. The partners in the Portland Metropolitan Region include: • Large employers — Private and public organizations with large numbers of employees on centrally located campuses. They currently reach 19,215 people with 70,000 pending enrollment. • Vulnerable population service providers — Organizations that help people who cannot (such as residents of long-term care facilities), are unlikely to (the homeless) or should not (jails) attend public health medication distribution sites. This group serves employees and their families plus clients in their care and reaches 107,482 people with 50,000 pending enrollment. • Planned responders — Organizations with a written or implied role in emergency plans (i.e., first responders and critical infrastructure agencies). This group reaches 36,297 people with 1,650 pending enrollment. In a three-day, full-scale exercise in June, 26 push partner sites in five Oregon and three southwest Washington counties simultaneously activated their mass dispensing plans in coordination with federal, state and local governments. Oregon’s Public Health Division exercised its close partnerships with the Oregon Department of Transportation and State Police in receiving and distributing the Centers for Disease Control and Prevention/Division of Strategic National Stockpile exercise training package (simulated emergency medical assets). Once allocated, medical assets were delivered to local warehouses where push partners picked up the “medication,” which was actually playing cards donated by a local casino and repurposed for the exercise. The objective of the exercise was to test how well the program operated under the adverse simulated conditions of an intentional release of aerosolized anthrax. Such a release would probably be discovered late in the window for effective treatment or prophylaxis. The delay in discovery would mean that traditional disease investigation techniques would be inadequate to determine exposure and that the region’s entire population, more than 2 million people, would need antibiotics immediately. The strengths listed by participants in the post-exercise evaluation survey were flexibility, organization, communication and cooperation among the players. The exercise provided important information to improve its design, execution and emergency response plans. After the exercise, many push partners reported feeling confident that their agency could successfully dispense medication to clients and employees during an actual emergency — a critical piece for the Cities Readiness Initiative Region. The next step is to understand what agencies can contribute. An emergency management office can offer significant assistance with logistics. Large employers, vulnerable population service providers and planned responders can learn more about becoming a push partner and become a spokesperson to their peers. k Cristin Corcoran is the Portland Metropolitan Regional Push Partner program coordinator. 66 EM11_66.indd 66 11/11/11 11:40 AM Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE
  • Critical Infrastructure, Critical Communications. Trust Harris. Critical infrastructure makes our world possible – communications, transportation and utility networks support our daily lives and our national security. With decades of experience in mission critical communications, Harris provides communications networks and radios that answer the call when and where you need them. Harris radios not only meet and exceed military-standards for ruggedness, they are compact, easy to use and proven through decades of reliable performance. For secure voice communications and situational awareness solutions in response to elevated threat levels, you can trust Harris. We’ve got you covered. pspc.harris.com Designer Creative Dir. Editorial 100 Blue Ravine Road Folsom, CA 95630 Prepress Other OK to go 916-932-1300 ���� ������� ������ ����� ������������������������� ������������������������� ������������������������� ������������������������� � PAGE