AllHazards_F2

Mid-Atlantic All Hazards Forum 2005
Post-Conference Report

Contents
Preface
All Hazards Forum and Consortium Overview 3
2005 Strategic Advisory Committee 6
Participating states 7
Special thanks 8
2005 Forum 9
Session Summaries
1 Federal grants for state and local procurements 12
2 Strategies in evacuation planning 15
3 Media’s role in crisis communications 22
4 Emergency communications; interoperability 26
for voice and data
5 Port security and other maritime assessments 31
6 Staying open for business in times of hazard 37
7 U.S. DHS First Responders Card initiative 42
8 National Guard Adjutant Generals: Lessons
learned from Katrina 45
9 Regional transit security strategies 49
10 Strategies for critical infrastructure protection 52
11 Regional CIO perspectives roundtable 57
12 Business resources in time of crisis 61
13 Surge capacity in the health and medical fields 65
14 Implementing federal and state regionalism 68
15 Alerting the public through the use of technology 72
16Response and recovery from a biohazard event 76
17 Who’s in charge here? Incident chain of command 82
18 Best practices on implementing Citizen Corps 85
19 DHS Office of Domestic Preparedness strategic
program planning 89
About the Sponsors
Gold sponsors
AIG Business 108
Protection
Americom 108
Government Services
Ciber 108
CSC 108
HAZMED 108
Official wire sponsor
Business Wire 109
Founders
IBM 95
M/A-COM/Cisco
Systems, Inc. 96
Motorola 97
Oracle 98
Sun Microsystems 99
Eagles
Computer Associates 100
GE Security 101
Lucent Technologies 102
Allies
Anteon/CoreStreet 103
ARINC 104
Maryland Department 105
of Transportation
SMART and
Associates, LLP 106
State Farm Insurance 107
Resources
Contacts 110
Publications 110
Presentations 110
Web links 110

Mid-Atlantic All Hazards Forum 2005 Post-Conference Report
Preface Session Summaries About the Sponsors ResourcesPreface
3
All Hazards Forum and
Consortium Overview
2005 Strategic Advisory
Committee
Participating states
Special thanks
2005 Forum
Consortium Overview
In 2004, emergency preparedness officials from the
Mid-Atlantic region saw a need to create an event that
would cross organizational and institutional boundaries,
bringing a broad-based group of stakeholders in hazards
preparedness, response and recovery, and homeland
security together to exchange ideas and best practices,
develop lasting relationships and foster an ongoing
dialogue that would benefit all.
The state officials noticed that the stakeholders were
already attending conferences and meetings to discuss
these problems, but for the most part they were meeting
only with their peers: police chiefs were going to law
enforcement conferences, transportation officials were
going to transportation conferences, and so on. There was
no single place where communication was taking place
between these silos.
The idea of a conference for the Mid-Atlantic region (NC, VA,
WV, DC, MD, PA, DE, and NJ) was born. The first All-Hazards
Forum in 2004 was a great success, providing an opportunity
for government, industry and universities to meet face-to-
face. It drew 350 attendees from 19 states, and feedback was
very positive. The 2005 Forum built on that initial success,
with an overall attendance of 1,700, with more than 670
attendees representing 31 states and four foreign countries.
The Forum brings together four distinct constituencies,
each one of which has different capabilities and needs:
•Government–Government “owns” the problems
surrounding preparedness and homeland security, as
well as some of the funding to solve those problems...
but in today’s fast-paced world of technology, government
lacks the technical knowledge, at present, to match itself
to appropriate technologies.
•Private sector–The private sector creates solutions,
products and services that government needs in order to
solve its problems. Also, critical assets are often owned by
private companies, such as railroads, shipping companies
and utilities. Other companies with an interest in homeland
security and preparedness, such as financial institutions
and insurance providers, are also part of this group.
•Universities–The universities bring independent knowledge
and expertise to the equation, helping determine what
solutions are appropriate. Government may need solutions,
but doesn’t necessarily have the ability to clearly define
what those solutions may look like. Universities provide key
resources in the form of centers of excellence.
•Not-for-profits–These stakeholders play a key role in
recovery and relief efforts.

4
In addition to validating the basic idea of a cross-disciplinary
regional meeting, the first All Hazards Forum (AHF) spawned
an ongoing outreach effort in the form of a conference call
open to forum attendees that serves to help maintain contact
throughout the year, giving interested parties a chance to
hear about the latest best practices, new challenges and
ongoing needs. The conference calls typically have 60-100
attendees, and have proven very useful as a way to cross
organizational boundaries and foster communication and
collaboration within the Mid-Atlantic region.
One of the annual goals of the AHF is to help collect
information shared and distribute it across the U.S. to all
states in order to help improve overall knowledge and
coordination at the regional level. To accomplish this, the
All Hazards Forum Annual Report is published, which
summarizes the activities and lessons learned during the
conference. It is a practical document that clearly communi-
cates the issues and strategies in homeland security and
emergency management as well as best practices and les-
sons learned from real disasters. The AHF Annual Report
also serves as a working document for all stakeholders to
learn about the region’s issues, challenges, opportunities
and solutions.
The All Hazards Consortium
The All Hazards Consortium (AHC) is a 501c3 organization
that was conceived as an extension of the All Hazards
Forum, formed to support the ongoing interactions between
stakeholders, establish goals of the Forum, and provide
support to homeland security and emergency management
efforts. Led by a board of directors from both government
and private sectors, the AHC has the following goals:
•To create an appropriate environment for government,
industry, universities and nonprofits to come together to
discuss issues, share best practices/ideas/strategies, and
discuss plans to improve regional coordination between
all stakeholders.
•To help identify, clarify and prioritize state/local government
requirements for homeland security and emergency man-
agement initiatives.
•To provide education, training and certification services
through year-round activities.
•To provide a vehicle that could create multiple conferences
across the U.S. to meet the needs of other regions.
•To help stimulate regionally coordinated planning, programs
and procurements.
Consortium Overview
Committee
Special thanks
2005 Forum

5
Since its inception, the All Hazards Forum has been a
grass-roots effort, formed on an ad hoc basis and adapting
as needed to best serve the needs of its constituents. An
important initiative being undertaken by the Consortium is
the staging of regional forums and outreach programs in
other parts of the country modeled on the Mid-Atlantic All
Hazards Forum. Given the different challenges and resources
faced by different regions, a regional structure has been
chosen as the most suitable way to engage states outside
the Mid-Atlantic region. This would enable the All Hazards
Consortium to become a national voice for state-level home-
land security and emergency management collaboration.
The value of the Forum: Personal contact
One of the most important things that the Forum provides
is personal contact. “It all comes down to trust,” says John
Contestabile. “There’s just no substitute for meeting people
and talking to them. Once people get to know you and trust
you, the network of trusted individuals grows very quickly.
Humans trust other humans, not technology and processes.”
Consortium Overview
Committee
Special thanks
2005 Forum

6
2005 Strategic Advisory Committee
Bryan Beatty
North Carolina Department
of Crime Control and
Public Safety
John Contestabile
Maryland Department
of Transportation
Ed Curran
New Jersey Office of
Counter-Terrorism
John W. Droneburg
Maryland Emergency
Management Agency
Evalyn Fisher
Office of Pennsylvania
Emergency Management
George Foresman
Virginia Office of
the Governor
Kelly Kirwan
Motorola
Bud Mertz
Pennsylvania Office
of Homeland Security
Tom O’Reilly
New Jersey Office
of Attorney General
Dennis R. Schrader
Maryland Office of
Homeland Security
Clay B. Stamp
Maryland Institute for
Emergency Medical
Services
Tom Steele
Delaware Office of
Homeland Security Systems
James Turner
Delaware Office
of the Governor
Tom Vitale
Sun Microsystems
Ellis Kitchen
Maryland Department of
Budget and Management
Steve Kral
DC Department of Public
Safety and Justice
Tom Lockwood
Department of
Homeland Security
Jimmy Gianato
West Virginia
Division of Homeland
Security and
Davis Mitchell
Delaware Office of
Homeland Security
Christy Morris
WV Department of Military
Affairs and Public Safety to
West Virginia
Consortium Overview
Committee
Special thanks
2005 Forum

7
District of Columbia
Steve Krall
Administrator, Office
www.dc.gov
Delaware
James Turner
Director, Delaware
Administration Office of
the Governor
www.delaware.gov
Maryland
Dennis R. Schrader
Director, Maryland Office
www.maryland.gov
New Jersey
Sidney Caspersen
Director, Office of
Counterterrorism
www.state.nj.us
North Carolina
Bryan Beatty
Secretary, North Carolina
Department of Crime
Control and Public Safety
www.ncgov.com
Pennsylvania
Bud Mertz
Director, Pennsylvania
Office of Homeland Security
www.state.pa.us
Virginia
George Foresman
Assistant to the Governor
for Commonwealth
Preparedness, Virginia
Office of the Governor
www.virginia.gov
West Virginia
Jimmy Gianato
Director, West Virginia
Division of Homeland
Security and
www.wv.gov
Consortium Overview
Committee
Special thanks
2005 Forum

8
Special thanks to:
Governor Robert L. Ehrlich,
Jr. and the host state of
Maryland
Dennis R. Schrader
Director, Maryland
Governor’s Office of
Homeland Security and
AHF Strategic Advisory
Board Chair
John Contestabile
Director, Office of
Engineering, Procurement
and Emergency Services,
MD Department of
Transportation and
AHF Executive Program
Committee Chair
Tom Moran
Commercial Services
Network and AHF
Government/Industry
Liaison
Jim Herbert
Vice President,
E.J. Krause & Associates
and AHF Organizer
IBM is proud to sponsor the 2005 Mid-Atlantic All Hazards
Forum Report. We’ve had 75 years of hands-on experience
in the public sector–which includes Federal, State and
Local governments, education and healthcare customers.
Organizations operating in the public sector today face many
of the toughest issues common to any industry, and it is our
hope that this report provides some order and clarity to an
already challenging environment.
We would like to salute the organizers, participants and
attendees of this important forum as leaders in what we
hope will become a trend for every state in America to
broaden communication and cooperation between all
branches of government, private corporations and citizens
to help make America a safer place to work and live.
Consortium Overview
Committee
Special thanks
2005 Forum
Addy Kennedy
Program Manager
E.J. Krause & Associates
and AHF Organizer

9
“Public safety is priority one in the event
of a natural disaster or terror incident.
We’ll need across-the-board cooperation–
from Maryland’s health professionals, to
our law enforcement officers–to ensure
that every man, woman and child is out of
harm’s way. Forums of this nature are
essential to ensure that Maryland remains
on the front lines of constant vigilance and
continued cooperation.”
Governor Robert L. Ehrlich, Jr.
Closing remarks to the second annual All Hazards Forum
October 27, 2005
The second annual Mid-Atlantic All Hazards Forum was held
in Baltimore, Maryland, on October 25-28, 2005 and drew an
audience of 1,702.
Lessons learned from the first conference were applied
during the planning for this year’s event. The 2004 Forum
was focused on the All Hazard strategies and activities of
each individual state. This proved valuable, but it was deter-
mined that greater benefit could be realized if the sessions
were not broken out in this way. As a result, the 2005 Forum
and plenary sessions were oriented more toward pertinent
topics of interest to all, with greater interaction between
the participating states. Thus, attendees with a particular
interest could hear from experts representing a variety of
organizations in a single session.
The purpose of this post-conference report is to provide a
concise, useful summary of the conference, rather than an
exhaustive compendium. All of the panel discussions and
plenary sessions are covered, with insights that were pre-
sented during the course of the conference. For those who
wish additional information, there are links throughout the
document and a reference section designed to guide readers
to the relevant resources.
2005 Forum
Consortium Overview
Committee
Special thanks
2005 Forum
Continued

10
Common themes
The focus of the 2004 conference was on strategy and
planning...what would the states do in case of a disaster?
2005 has unfortunately provided a living laboratory for how
disasters unfold, and some hard lessons have been learned.
The leading theme that emerged was cooperation/
coordination, followed by interoperability and planning/
practice. A number of additional threads related to these
overarching themes also emerged.
Cooperation and coordination were severely lacking during
the response to Hurricane Katrina, with unfortunate results.
A great deal of interest was expressed during the confer-
ence in ways to help agencies at the local, state, regional
and federal levels work together in a robust, unified manner.
Relationships on every level within the public sector are
vital, but so are relationships forged with private industry
(the response of Wal-Mart to the Katrina disaster is a case
in point). A clear call for standard practices became evident,
while at the same time it was acknowledged that all disas-
ters are different and are first and foremost local events,
dealt with on a local level.
Interoperability was a topic that generated great interest,
from leadership roles (a clear chain of command) to cre-
dentialing standards to common definitions and terminology,
to communications technology and access to information.
The United States has so many different agencies that are
involved with first response that when a major disaster
such as 9/11 or Hurricane Katrina occurs which requires
multiple agencies to work together–often from across the
country–interoperability between agencies becomes a
critical concern. In the case of 9/11, this was dramatically
highlighted when the police and fire departments in the
same city were unable to talk to one another because of
incompatible radio systems.
Finally, many of the panelists highlighted the value of
simulations and live exercises as a way to validate planning
activity, expose weaknesses and develop best practices such
as the prepositioning of assets and relief supplies, or the
development of effective evacuation plans. Once again, the
unpredictable nature of disasters was acknowledged; not
every eventuality can be planned for.
Conclusion
This year’s Forum was held against the backdrop of a series
of events that are unprecedented in the nation’s history,
from overseas disasters that have put enormous stress on
fiscal and physical resources around the world, to the ongo-
ing threat of terrorism, to the largest natural disaster ever
to strike the United States. These events are horrific and
recovery efforts will take years and unimagined resources,
yet something positive has emerged from them: the critical
nature of cooperation has been made abundantly clear.
Cooperation not only between government agencies, but at
all levels...between the military, local, state and federal
agencies, law enforcement, local and national businesses,
government officials, industry, academia, the media and
the public at large.
Consortium Overview
Committee
Special thanks
2005 Forum overview

Preface About the Sponsors ResourcesSession Summaries
11
Session Summaries
1 Federal grants
for state and local
procurements
2 Strategies in
evacuation planning
3 Media’s role in crisis
communications
4 Emergency
communications
interoperability;
for voice and data
5 Port security and other
maritime assessments
6 Staying open for
business in times
of hazard
7 U.S. DHS First
Responders
Card initiative
8 National Guard
Adjutant Generals:
Lessons learned
from Katrina
9 Regional transit
security strategies
10 Strategies for
critical infrastructure
protection
11 Regional CIO
perspectives
roundtable
12 Business resources
in time of crisis
13 Surge capacity
in the health and
medical field
14 Implementing federal
and state regionalism
15 Alerting the public
through the use
of technology
16 Response and recovery
from a biohazard event
17 Who’s in charge
here? Incident chain
of command
18 Best practices
on implementing
Citizen Corps
19 DHS Office of Domestic
Preparedness strategic
program planning

12
1
Federal grants for state and
local procurements
Moderator
Merril Oliver
Deputy Director, Maryland
Governor’s Grants Office
Panelists
Nicholas W. Peake
Office for Domestic
Preparedness,
U.S. Department of
Homeland Security
Julian Gilman
ODP Grants Coordinator,
Virginia Department of
Steve Kral
Administrator for the Office
of Homeland Security, Office
of the Deputy Mayor for
Public Safety and Justice
Steve Talpas
Grants Coordinator,
New Jersey Department of
Law and Public Safety
Richard Riffe
Director of Corporate
Development and
Procurement, Montgomery
County Fire and Rescue
The purpose of this session was to discuss
the Office for Domestic Preparedness (OPD)
grant priorities, along with its procedures
for obtaining coordinated state and local
plans as part of the grant application proc-
ess. The session covered ways that states
are getting new grants, what they are doing
with the new funds, and how they are
turning grants into procurements. It also
showed ways governments are demonstrat-
ing that procurements and programs are
measurably improving the planning, readi-
ness, response and recovery capabilities
that make communities safer.
1 Federal grants for state
and local procurements
2 Strategies in
evacuation planning
3 Media’s role in
crisis communications
4 Emergency
communications;
interoperability for
voice and data
6 Staying open for business
in times of hazard
7 U.S. DHS First Responders
Card initiative
8 National Guard Adjutant
Generals: Lessons learned
from Katrina
9 Regional transit
security strategies
10 Strategies for critical
infrastructure protection
11 Regional CIO
perspectives roundtable
in time of crisis
13 Surge capacity in the
health and medical field
14 Implementing federal and
state regionalism
15 Alerting the public through
the use of technology
17 Who’s in charge here?
Incident chain of command
18 Best practices
on implementing
Citizen Corps
program planning
Continued

13
Broad ODP mandate
The OPD has a large, broad mandate to represent all aspects
of homeland security to state and local entities.
•Emphasis is swinging back from terrorism to all hazards.
•Although most grants were bundled together last year, this
year the OPD grants will be awarded separately.
•EMPG grants will be awarded soon.
•The State Homeland Security Program (SHSP) includes
grants to states, the Urban Areas Security Initiative
(UASI), the Law Enforcement Terrorism Prevention Program
(LETPP), the Citizen Corps Program, (CCP), and the
Metropolitan Medical Response System (MMRS).
•ODP is issuing a business plan template the states can use
to articulate their grant streams.
•Any questions should be channeled through the state SAA
and then to the Federal contact.
Focus on local governments
Because the State of Virginia believes that local governments
are best able to determine the needs of their people, it tar-
gets its grant program to that level.
•Each local government can apply for a grant or several can
apply together.
•Each local government can determine its own methodolo-
gies; however, the state reviews all spending plans at the
local level.
NCR challenges
Encompassing the District of Columbia, Maryland and
Virginia, the National Capitol Region is primarily challenged
with identifying funding gaps–and then finding the dollars to
fill those gaps. Right now it is administering US$175 million
in funding. For each local jurisdiction, NCR tries to deter-
mine the baseline state of its capabilities and then the
desired state of these capacities. To that end, it:
•Coordinates with government councils to determine needs
and how money should be spent.
•Works with regional hospital associations to define
capacities such as number of beds and surge capacities.
•Created regional working groups of first responders,
bringing all players together to understand their needs
and responsibilities.
•Moved from a day-to-day issue focus–for example on obesity
in children–to a terrorism and homeland security focus.
•Emphasizes project management to help ensure that funds
are spent in a timely manner.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

14
Doing business in New Jersey
Vendors wishing to do business with governments in
New Jersey are advised to work at the county level.
•Each county has an original equipment manufacturer (OEM)
structure in place, and that is who potential vendors
should contact.
•State and local governments have recently streamlined ways
to purchase items in a war-time environment; for example,
they can now use prime vendor contracts.
•Some counties are taking advantage of the GSA contracts.
•Vendors must register before they can do business with
governments in New Jersey.
The new 3R’s
From the county government point of view, the three key
issues are readiness, response and recovery. To cover these
areas effectively, governments need to:
•Communicate with the public to enhance its comfort and
confidence levels.
•Ensure that first responders–for example, IT workers,
truckers and the local health department–know where to go
and what to do. The general public needs to know how they
can help themselves.
•Prepare to meet basic human needs such as safety, shelter,
security and sustenance.
•Determine who will provide what services at what level.
•Share grant information with the public, including what can
and will be done with the money.
Best practices and recommendations
The two key themes of the session were how to facilitate the
funding of projects at both the state and local levels and also
how to improve the management of funded projects so they
actually benefit the public.
•Success happens when you get the money, manage it well
and complete the project within a two-year period.
•Since grants are not backdated, most of the work needs
to be done up front. Managers should know what they are
going to do with the money before they get it.
•Spending funding on equipment purchases is time-
consuming. When possible, it is useful to have a full-time
staff person to coordinate grants and funding.
Resources
Web site
State of Maryland, Governor’s Grants Office
www.gov.state.md.us/grants.html
Contact information
Addy Kennedy
ahf@ejkrause.com
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning

15
2
Strategies in evacuation planning
Moderator
Barbara Childs-Pair
Director, District of
Columbia Emergency
Management Association
Panelists
Dan Tangherlini
Director, District of
Columbia Department
of Transportation
Steve Mondul
Director of Security and
Emergency Management,
Virginia Department
of Transportation
Warren Lee
Director, Emergency
Management, New Hanover
County, North Carolina
The purpose of this session was to
outline the concerns surrounding evacua-
tion planning in the event of an emergency.
Two different cases were presented:
evacuation of a coastal (beach) area in
North Carolina, and evacuation of a major
city (Washington DC). The issues of road
closure, buy-in from stakeholders and
the public, communications, resource
allocation, appropriateness of measures
and public psychology were discussed.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

16
Different circumstances, different requirements
The two areas represented by the panelists are markedly
different. New Hanover County, North Carolina, is a seashore
area that hosts a large number of tourists during hurricane
season and is served by one major highway (Interstate 40),
in addition to local roads. New Hanover County is also the
location of the city of Wilmington.
Washington DC, by contrast, has a large population of
commuters in addition to a large resident population, a pub-
lic transit infrastructure, endemic traffic congestion and
multiple major highways including a ring road (the Beltway).
•Different areas are concerned with different kinds of events,
which affect the details of the evacuation plan.
–New Hanover County is primarily concerned with natural
disasters in the form of hurricanes.
–Washington does not require the same degree of weather
preparedness, but is more concerned with the issues that
are particular to a large urban area, and specifically, as the
nation’s capital, terrorism.
•Major cities must concern themselves with a large number
of pedestrians, users of public transit systems and traffic
in and out of the city.
•Rural/outlying areas are primarily concerned with
road traffic.
•Resort areas may have a significant number of visitors
who are not familiar with the area and secondary roads.
Significant tourist holidays such as Independence Day and
Labor Day can swell the population of the area by nearly
50 percent or more.
Advance warning and decision making
In the case of a natural disaster such as a hurricane, there is
time to make advance preparations for an evacuation. This is
a key element of evacuation planning. New Hanover County,
North Carolina, does the following:
•Trigger points (storm strength, estimated time and location
of landfall) are taken into account when deciding when to
activate various phases of the evacuation plan. Planners will
meet 72 to 96 hours prior to expected landfall.
•New Hanover County has a volunteer “Special Needs” task
force that evacuates those with special needs (the disabled,
those requiring special medical attention) in advance of the
general evacuation. Those with special needs are registered
as requiring this assistance. In New Hanover County, 650
people are registered, out of a population of approximately
173,000 permanent residents.
•Municipal employees are given specific “disaster jobs” that
are staffed redundantly to ensure coverage. These employ-
ees are sent home early to tend to the safety of their own
families so that they can return and focus on the evacuation.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

17
•Evacuation orders may be staged according to location
(low-lying areas first), type of shelter available in situ (mobile
homes first) and type of disaster (an entire city may not need
to be evacuated, only a localized area).
Road reversals and evacuation routes
The images of clogged highways in Texas during Hurricane
Rita brought home the importance of making the best use
of highway infrastructure in an evacuation scenario. Many
areas do, in fact, have plans to reverse traffic flow on inter-
state highways.
•The road closure plan should be reviewed periodically and
changed as needed.
•Current conditions (e.g., construction) should be monitored
and taken into account.
•Road reversals are a major undertaking, involving state DOT
and public works, state and local police, EMS and fire/rescue
personnel, as well as private resources such as tow vehicles
and buses. Access to the road must be controlled along the
entire reversed route: in the case of Hanover County, this is
100 miles of roadway. This raises issues of resource alloca-
tion, since these personnel must be diverted from other,
possibly more important duties to deal with the evacuation.
•Gathering the necessary assets requires approximately
12 hours in the case of New Hanover County.
•Reversal must happen during daylight hours for safety, and
must be completed at least two hours prior to the arrival of
tropical storm force winds to allow personnel time to secure
barricades and variable message signs.
•It is impractical and economically unsustainable to conduct
drills that actually involve road reversals. However, all other
aspects of the road reversal can and should be practiced,
such as prepositioning of needed assets along the route.
•Local residents may be familiar with side roads and alternate
routes, but visitors will tend to use only the major highways.
•The more congested an area, the more emergency routes
should be established to facilitate rapid evacuation. In the
case of Washington, there are more than 25 pre-planned
routes leading from downtown out to the Beltway.
•Pre-planned evacuation routes should be clearly marked
with distinctive, permanent signs.
•Variable message signs along evacuation routes are an
important supplement to permanent signage and can deliver
up-to-date, pertinent information to evacuees.
•In an urban area, many evacuees will be on foot (as was the
case on 9/11). An evacuation plan to accommodate these
people should be put in place so that they do not interfere
with traffic.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

18
Economic and social impact
An evacuation order carries with it severe economic
impact, not only in terms of lost commerce and direct costs
to the government, but also in secondary costs. Given the
unpredictable nature of disasters, balancing the safety of
the public against the cost of evacuation can be a signifi-
cant challenge.
•Hotels/motels may reimburse tourists, but only in the event
of a mandatory evacuation order. It is in the best interest of
these local businesses to avoid this unless absolutely neces-
sary. For this reason, New Hanover County rarely issues
mandatory evacuation orders.
•Vacation rental insurance rarely reimburses vacationers
in case of evacuation. This may influence their decision
to leave.
•Buildings designated as shelters (such as certain schools)
must be shut down.
•The economic impact of a full-scale evacuation drill,
including road reversals, can be in the millions, so these
drills are not conducted. Exercises that simulate evacuation
are used instead.
•Evacuations do not take place in a vacuum. Neighboring
areas are also impacted economically due to the influx of
evacuees. Governmental agencies and private industry from
these areas should be made part of the evacuation planning
process, and buy-in is critical. In the case of a major disaster
such as Hurricane Katrina, this “ripple effect” can extend
throughout the entire region and beyond.
Public reaction and psychology
A key issue surrounding any evacuation is actually getting
the public to leave when necessary. Many factors play into
this, including unexpected concerns. For example, there
were well-publicized stories of New Orleanians who refused
to abandon their pets, even though it put their own lives at
significant risk.
•Depending on state law, a “mandatory” evacuation order
may or may not be enforceable. In the case of New Hanover
County, North Carolina law does not permit forcible removal.
•Permanent residents of areas subject to frequent evacuation
(such as coastal areas) may become complacent and choose
to “ride it out” rather than evacuate.
•The date of the last major storm can have an effect on
willingness to leave. Category 4 and 5 hurricanes are rare
enough, and coastal communities growing fast enough, that
many residents may not remember how severe the weather
can get.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
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on implementing
Citizen Corps
program planning
Continued

19
•Officials must prevent people from returning to their homes
after the storm has passed until it’s been determined that
the area is truly safe. This can cause frustration on the part
of the populace and may influence them to choose not to
evacuate in the first place.
•Trust is absolutely critical. Without the trust of the public, the
evacuation plan will fail.
Transportation systems
In the case of rural areas, evacuation will take place primar-
ily along major highways, and transportation will be via bus
and private cars. But in a congested urban area, the type and
mode of transportation may be highly variable.
•In a typical city, tens of thousands of commuters drive to
work, while thousands of others rely on public transit and
do not have private cars available to them.
•Congested urban areas with extensive traffic signal networks
can reprogram those signals to facilitate faster evacuation
along established routes. (On July 4, 2005, Washington was
the first municipality in the country to actually test such a
measure; the test was successful.)
•Power loss may render the traffic signal grid inoperable.
Police may not be available to perform traffic duty. Backup
generators should be considered.
•Traffic congestion and gridlock will force many evacuees
to walk. A large increase in foot traffic should be considered
during evacuation planning. This was dramatically demon-
strated both on 9/11 and during the Northeast blackout.
•Coordination with neighboring constituencies and stake-
holders to manage the flow of traffic is essential to keeping
things flowing smoothly. Therefore, command and control
centers as well as robust communications links are vital.
•Some transportation systems, such as subways, may be
rendered partially or completely inoperable during an event
that requires evacuation. Therefore, contingency plans
should be put in place to provide gathering and transfer
points, e.g., bus staging areas.
•Workers in urban areas should bear in mind that they may
need to walk, and have appropriate footwear available.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

20
Shelters
Shelter can take many forms, from specially prepared
buildings to ad hoc uses of large structures (e.g., the
Superdome). In congested areas or localized evacuation
scenarios, staying put might be the best course of action.
•In areas prone to natural disaster, designated shelter (e.g.,
schools) should be appropriately reinforced and equipped
with emergency generators. New Hanover County has five
such specially reinforced school buildings located at the end
of its evacuation corridor.
•Plans for the use of large structures such as stadiums and
convention centers should be put in place.
•In congested areas and under certain circumstances,
evacuation may prove more dangerous than sheltering in
place. Communication with the public is critical in this case.
•It is important that the public be given some place to go.
They need to be made aware of the location of shelters.
Communications
Getting the word out to everyone in the event of an evacua-
tion is one of the more challenging tasks facing planners.
The most effective approach is to take multiple measures.
The Emergency Broadcast System is of course used, but
is not the only, nor even necessarily the best, way to inform
the public.
•The Internet and e-mail are being used, especially in large
cities, to inform the public. Washington has a program called
DC Alert that goes out to Internet and Blackberry users,
disseminating information about evacuation plans and
street conditions.
•Variable message signs along roadways are a very
effective means of directing drivers and spreading up-to-
date information.
•The media, in particular local radio and television stations,
is a very important partner in informing the public.
•Highway advisory radio is used, but limits on signal strength
limit its effectiveness.
•Accurate information is critical.
•Inevitably, there will be those who aren’t “plugged in” to the
media. It may be necessary to dispatch personnel to physi-
cally spread the word door-to-door.
•Public awareness campaigns and literature are important
preparatory measures, but getting the public to pay attention
when disaster is not looming is difficult.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

21
The key theme of the session was the need for a comprehen-
sive, multifaceted plan that deals with the particular issues
faced by the area in question. Different areas have different
needs. In addition, it was recognized that there is no such
thing as a single “standard” evacuation event. Every storm
and every crisis has its own character and challenges that
will dramatically affect the details of the actual evacuation.
•Communication and public trust are critical to the success
of an evacuation. Every available means should be used
to reach the public, not only during a crisis but as part
of preparation.
•All stakeholders, including neighboring areas, should
be made part of the process.
•Where possible (e.g., an approaching hurricane), advance
warning should be taken advantage of to get ahead of the
crisis. This should be part of the planning process.
•Ensure that personnel who are expected to perform
evacuation duties are allowed to see to the safety of their
own families. Redundantly staff positions to ensure coverage.
•Set up designated, properly prepared shelters, collection and
transfer points.
•Clearly mark evacuation routes.
•Anticipate and plan for the failure of transportation systems.
Install backup generators in key areas. Anticipate and plan
for a surge in pedestrian traffic.
•The economic impact of an evacuation can be severe and
should be taken into account when determining evacuation
order criteria.
Resources
Contact information
Addy Kennedy
ahf@ejkrause.com
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning

22
3
Media’s role in crisis communications
Moderator
Gary McLhinney
Maryland Transportation
Authority Police Chief,
Maryland Transportation
Authority
Panelists
Greg Shipley
Public Information Officer,
Maryland State Police
Mike Schuh
Television reporter, WJZ
Channel 13
Jo’Ellen Countee
DC Emergency
Management Association
Roger Shatzkin
New Jersey Office of
the Governor
The purpose of this session was to explore
the handling of the media during times of
crisis, to discuss the role of the PlO (Public
Information Officer) and to explore how
to best leverage the media’s capabilities
to inform the public.
A case study was used by Chief of Police
Gary McLhinney of the Maryland State
Police to illustrate the challenges pre-
sented by an interstate traffic disaster:
A tanker truck crash that took place in the
I-95/I-895 area on January 14, 2004, and
blocked this vital corridor for several hours.
Details of the accident are contained in
the PowerPoint presentation, The Media’s
Role in Crisis Communications, available
at www.allhazardsforum.org.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

23
Challenge
The incident occurred on an extremely cold evening. Because
of the magnitude of the explosion, there were multiple fatali-
ties, including the truck driver and passengers in cars. First
responders immediately sprayed foam to put out the fires;
however, the foam itself made it difficult for investigators to
quickly determine the number of victims. The bitterly cold
conditions also slowed this process.
The accident highlighted a number of operational and
interoperability challenges faced by law enforcement,
including those relevant to communicating with the media.
In particular:
•The accident site straddled two jurisdictions and involved
several responding agencies, not all of which could commu-
nicate with one another. Communications were erratic;
agencies were reduced to using runners to pass information.
•Cell phone lines jammed almost immediately due to the
large number of calls coming in from witnesses of the acci-
dent. This hampered officials’ ability to stay in touch with
the media outside the context of official briefings, and high-
lighted the need for alternative communications technology
such as satellite phones.
•Providing the press safe access to the site was also a
challenge due to the extent of the accident and its location.
The media’s point of view
During the session, reporter Mike Schuh (who covered the
incident) commented on the priorities of the media during
any incident:
•Pictures and immediate information (e.g., number of fatali-
ties), are what is needed, not necessarily access to the PlO.
•Access to the scene, or, if access is difficult as in this case,
a briefing area. The media will try to get access any way
they can.
•Staying informed of breaking events.
•Trust in the acting PlO or officials to accurately explain and
update events and information as they unfold.
Police PlO Greg Shipley echoed these concerns, highlighting
the need for media briefing points to be set up in optimal
locations that provide a good vantage point. He also pointed
out that the media will arrive on the scene very early...as
fast as first responders in many cases. Therefore, there is
a need to bring the PlO on the scene as quickly as possible.
The importance of relationship building
A key theme of the session was the importance of relation-
ship building between public information officials and the
media. Developing and maintaining an open and transparent
relationship with the local media is crucial–especially in
times of crisis when the credibility, or even the accountability,
of local officials may be in question. These relationships must
be developed and maintained before a crisis takes place.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

24
Other reasons to keep a strong relationship with the
local press:
•The national media often relies on the local media for
background information about an area and its officials.
•The national media may come and go as national
interest waxes and wanes, but the local media will remain
interested in the resolution of events and how it affects
their community.
•The local press can help staunch misinformation and
rumors that the national press might inadvertently spread
due to their lack of in-depth understanding of an area.
The role of the Public Information Officer
The primary duty of the police and other government
agencies is to protect the public; their secondary duty is
to inform. The goal of the PlO is to reinforce this idea, and
develop the trust and confidence of the media that he/she
will provide the information they need in a timely and
accurate manner. This is how a strong and credible rela-
tionship, developed before the emergency, pays off. In order
to facilitate open, transparent relationships with the media,
PIOs should:
•Get to know key reporters and editors.
•Be proactive with the press–gain their trust by giving them,
when possible, a “scoop.”
•Have a thorough working knowledge of the area; the local
government, agencies, officials and history.
•Involve the PIO in all command-level briefings.
•Involve PIOs in internal debates within agencies–keep them
fully informed at all times, and allow them to deal proactively
with the press and pass on appropriate information.
•Involve the media in “what if” exercises, to let the public
know that the agencies are prepared for an emergency when
one does occur.
Handling information during a crisis
When multiple agencies are involved (which is true of any
large-scale event) there will be multiple PIOs involved. It
is of the utmost importance to gather everyone together
and assign one PlO or government authority figure to be in
charge, as a single point of contact. It was suggested that
this be done in advance when possible. At a minimum, all
stakeholders should meet and agree on a hierarchy before
the media is to be engaged.
•Interoperability and coordination among agencies is critical;
the PlO in charge needs to know exactly what is happening
at all times.
•PIOs need strong back-office support (i.e., access to
information), especially during a crisis. When the media asks
questions, PlOs should be ready with facts and figures, such
as information on detours and off-scene activity. Therefore,
a mechanism for providing this sometimes critical informa-
tion to the public has to be put in place beforehand.
•PlOs should be provided only with relevant information.
•The natural urge to provide a lot of information right away
should be avoided. The PlO should not speak until there is a
story to tell, to eliminate the possibility of passing erroneous
information on to the media.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

25
•PlOs should have the cell phone numbers of executive
producers of both local and national media on hand, so they
can proactively reach out to them.
•PlOs and officials have a responsibility to reassure the
public. The media is one of the only conduits available for
accurate information. To that end, an authorized spokesper-
son should be placed in front of the camera, preferably one
who is trained to deal with the media.
•Elected officials should be kept away from the cameras.
•It is not possible to eliminate speculation and rumor, so it is
important to keep the media informed on a continuous basis,
with scheduled briefings taking place at (for example) half-
hour intervals.
•The media should be monitored for rumor and misinforma-
tion so that this issue can be directly and quickly addressed.
The key theme of the session was coordination and open
communication, keeping PIOs “in the loop” in order to maxi-
mize their effectiveness.
•Strong relationships with the media (especially local
media) should be built and maintained outside the context
of a crisis.
•Agencies should involve PIOs in briefings–not only during
crisis, but on an ongoing basis as a member of the team.
Eventually, the PlO will be in a position to help manage key
aspects of a crisis when one does occur.
•PIOs should also be part of preparedness exercises and
training, as should the media.
•PIOs must have strong back-office information support,
available on a moment’s notice.
•PIOs should be proactive and contact the media directly
(with editors’ and producers’ phone numbers on hand).
•Coordination between jurisdictions/agencies is critical.
•There should be one PlO in charge on-scene.
Resources
Publications
Jane’s Crisis Communications Handbook, by
Louie Fernandez and Martin Merzer. Copyright 2003,
Jane’s Information Group
Incident Communications Emergency Reference:
A Guide for Communications Professions–Department
Web link
Department of Homeland Security, National Incident
Management System
www.dhs.gov/interweb/assetlibrary/NIMS-90-web.pdf
Contact information
Addy Kennedy
ahf@ejkrause.com
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning

26
4
Emergency communications; interopera-
bility for voice and data
Moderator
John Contestabile
Director, Office of
Engineering, Procurement
and Emergency Services,
Maryland Department
of Transportation
Panelists
Tony Frater
Department of Homeland
Security, Office of
Interoperability and
Compatibility
William D. Ramsey, M.D.
West Virginia State EMS
Medical Director
Robert LeGrande
Deputy CTO for Wireless
Networks, HSMP
Development and Agency
Liaison, Office of Chief
Technology Officer,
DC Government
Mike Mahaffie
Delaware State GIS Director
Leigh Middleditch
CIO, Governor’s Office of
Executive Services, State
House, State of Maryland
William D. Ramsey, M.D.
West Virginia State EMS
Medical Director
Interoperability covers a wide spectrum
of concerns, including voice and data
communication as well as leveraging
information that has been made available
between agencies. It is at present a patch-
work with many gaps–each jurisdiction
has a different level of capability. There
is a continuum of interoperability, pro-
gressing from minimal interoperability to
an optimal level of interoperability. True
interoperability–coast to coast and border
to border–does not exist and will not for
some time. The ultimate goal is for first
responders to be able to go anywhere
and be able to communicate (voice, video
and data) with no restriction or compati-
bility issues.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

27
Key challenges
9/11 highlighted specific communications problems,
including the inability to talk in buildings, in subways, and
between different agencies (e.g., police and fire). This has
become a key focus of interoperability initiatives.
•Tony Frater from DHS identified five key challenges in the
area of interoperability:
–Incompatible/aging communications equipment
–Limited/fragmented funding and budget cycles
–Limited/fragmented planning and coordination
–Limited/fragmented radio spectrum standards
–Limited equipment standards
•Considerable progress has been made in these areas,
some by Federal agencies (e.g., FCC), as well as by
state governments.
•Broadband data and video are important for future appli-
cations, but current spectrum allocations do not enable the
deployment of these applications, e.g., 700 MHz for video
communications. Legislation will be required to move tele-
vision broadcasters out of this spectrum.
Building consensus–the human element
Interoperability has been difficult to achieve in large part
because past efforts have focused on technology problems
(e.g., the well-publicized difficulties experienced by first
responders on 9/11). There are other dimensions, most
notably people and process.
•Make sure that local agencies can voice their concerns and
needs...police, fire, public transportation, public health, etc.
Policy should be driven by practitioners at the local level
...those who actually use the solutions.
•A proactive effort that builds consensus and which has the
ultimate goal of creating a working interoperability infra-
structure has proven effective at the state level (Maryland).
•It can take a considerable length of time (in Maryland, 18
months) to arrive at a working solution that meets all needs.
•Actually creating solutions that span agencies and jurisdic-
tions requires institutionalization: an overarching group that
has authority to allocate funds and coordinate activities.
•The autonomy of individual agencies and jurisdictions should
not be sacrificed in the name of interoperability.
•Local situations differ.
2 Strategies in
evacuation planning
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4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

28
•Good interoperability solutions share five key elements, only
one of which is technological:
–Governance
–Standard operating procedures
–Common technology
–Training and exercises
–Using interoperable communications
•Interoperability is a multidimensional problem, involving
many jurisdictions, agencies, standards, technologies, radio
frequencies, applications, etc. It is a “Rubik’s Cube.”
•There must be willingness to share information and data.
Personal relationships are important.
Integrating technology platforms
Interoperability involves two key aspects: being able to
communicate by voice and being able to share data. The
underlying infrastructure that enables this to happen varies
by location and agency, but there are common resources
available that serve as a starting point for interoperability.
Much progress has been made in recent years.
•The DHS Office of Interoperability and Compatibility (OIC)
addresses issues relating to communications, equipment,
training and risk assessment. OIC focuses on standards,
R&D, testing and evaluation and technical assistance. It also
identifies, certifies and facilitates interoperability initiatives.
•The OIC has established a national program called SAFECOM
(see the Web link at the end of this section) that assists local
practitioners with interoperability projects.
•The FCC has set aside a number of communications
channels for interoperability (VHF tactical channel [VTAC],
UHF Tactical Channel [UTAC], National Public Safety
Planning Advisor Committee [NPSPAC]). In Maryland, tech-
nology is being put in place to enable all of these to be
accessed, across the state, and to bridge them to existing
communications networks (e.g., state police).
•Involvement at the state level is needed for effective
solutions as well as collaboration with federal agencies.
•Creating an ideal solution from scratch is impractical. Exist-
ing technology and standards are what there are to work with.
•Hybrid communications infrastructures are in use in some
areas. Washington has DC-NET, a fiber optic network that
carries all first responder communications and connects
to ten fixed transceiver sites in DC, along with mobile
repeaters. DC-NET carries both voice and broadband data,
providing enhanced capabilities. (This solution, which relies
on buried fiber optic cable, would not be appropriate for
flood-prone areas like New Orleans.)
•Plans are underway in the Capitol Region to design and
deploy a regional broadband wireless “network of networks”
using a data exchange hub, with deployment scheduled
to begin in June 2006. The design could become a viable
model for replication across the country, providing coast-
to-coast interoperability.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

29
•Data interoperability is a complex problem. Example:
Fairfax County, Virginia, has 600 applications it wants to
share within the National Capitol Region.
•GIS (geospatial data) is being used in many locations as
a common data platform, accessed using a variety of
applications such as incident management and mapping
software packages.
–Data must fit together seamlessly. Commercial demand for
GIS data has helped reduce or eliminate technical barriers
to data exchange and integration.
–A common, agreed-upon structure for data sharing must
be put in place. This can be highly structured or loose and
free-flowing, as long as there is consensus.
•Metadata (data about data: how and why it was created,
how it should be used, who has access, etc.) is an important
element of effective data sharing. Raw data is difficult to
integrate without metadata.
The key theme of the session was that interoperability,
while it relies on technological solutions, is not solely a
technological problem: people, process and consensus are
important elements.
•The SAFECOM program Web site (at the end of this
section) is an excellent resource for more information
on interoperability.
•Interoperability has been treated as everyone’s problem,
therefore it’s nobody’s problem...proactive leadership is
needed to gain traction.
•Consensus is critical to success of any interoperability
initiative; it is only partly a technological problem.
•Maintaining autonomy at the local level is important.
•Interoperability initiatives should take into account increased
future need for broadband data and video communications.
•The sharing of data is very important; commonality
and usefulness are vital. GIS is being used as a common
data platform.
•An interoperable infrastructure is not invulnerable. In
extreme circumstances (e.g., Katrina), the infrastructure
may be rendered inoperable. Satellite communications
should be considered as a contingency measure.
•Interoperability can be used to make response more
effective, e.g., sharing of information between criminal
justice, law enforcement and social services to improve
enforcement and coordination. Therefore partnerships
between stakeholders outside the first responder com-
munity are important.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

30
Resources
Web links
Department of Homeland Security SAFECOM program
www.safecomprogram.gov
Maryland State Interoperability Executive Committee
www.governor.maryland.gov/gohs/SIEC/index.htm
National States Geographic Information Council
www.nsgic.org
Federal Communications Commission
www.fcc.gov
Contact information
Addy Kennedy
ahf@ejkrause.com
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning

31
5
Port security and other
Moderator
Brooks Royster
Executive Director,
Maryland Port
Administration
Panelists
Steven Mondul
Director of Security and
Emergency Management,
Virginia Department
of Transportation
Capt. Kurt Springer
Commander,
United States Coast Guard
Sector Baltimore
Miles Lehmann
Partner, Cincinnatus
Consulting LLC
Some 95 percent of the goods consumed
by the United States pass through its ports.
A terrorist attack or natural disaster that
takes out a major port would have a
dramatic impact on the U.S. economy, and
by extension the world economy. Thus, the
security of the nation’s ports has been
under intense scrutiny since 9/11, and the
focus of security efforts has changed
dramatically in the years since then. This
session dealt with how the focus has
changed, the current status of security
efforts and some of the challenges, both
technological and procedural, that face
those concerned with port security.
2 Strategies in
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communications;
voice and data
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in time of crisis
state regionalism
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Continued

32
Shifting focus
Prior to 9/11, ports were insular, with little interaction
with the local community. The focus of port security was
inward, with the goal of controlling illegal immigration,
contraband and pilferage within the boundaries of the port.
Now, the focus is outward, with access to the port itself
becoming more of a priority. In addition, there is now a
strong focus on stopping a terrorist attack in the form of
a weapon of mass destruction.
•Post-9/11 measures include increased video surveillance,
fencing, physical access controls and enhanced detec-
tion technology.
•The new focus is a significant shift in outlook...not normal
to the purview of a port or cargo facility. The new interaction
between government, military and maritime constituencies
has in some ways been challenging.
–Different stakeholders bring with them different cultures,
and don’t always speak the “same language.” Consultants
have come out of the woodwork to help the maritime com-
munity work with government and military, etc.
–Many stakeholders are overly given to the use of acronyms
and obscure terminology. Using plain language can avoid
communication and productivity problems.
•A key challenge is the balance between security and
commerce. At one extreme is a bunker mentality that would
stifle commerce; at the other is a wide-open facility with
no security.
–Also important in the balance are the requirements
imposed by regulatory agencies.
–Enhanced port security costs a significant amount of
money. Most of this must come from the government: it
is difficult to raise user fees because doing so will put the
United States at a competitive disadvantage to countries
with less stringent standards and/or greater governmen-
tal funding.
•Integration of information and intelligence is very important
in the context of the total transportation infrastructure. This
includes not only ports, but also highway and rail assets.
–The goal should be a unified view of actionable information,
with access granted to those who can best use it.
–A “fusion” or centralized intelligence center should be put
in place. It should be a single physical location if possible,
or failing that a virtualized collection of resources.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

33
Planning and response requirements
A new issue in port security is response to a targeted attack,
and the planning associated with that response. While much
of the planning for this has been done post-9/11, significant
measures have been in place for years.
•Facilities, vessels and ports must have disaster response
plans in place, but not as a result of 9/11...as a result of the
1989 Exxon Valdez disaster. The enforcement apparatus put
in place at that time and the plans that were implemented
were used as a model for further measures post-9/11, lead-
ing up to the Maritime Security Act in November 2002.
–Approximately 4,000 facilities and 10,000 vessels
were impacted.
–Highly accelerated timetable for implementation.
–Some security plans for cruise ships were developed
subsequent to the 1985 Achille Lauro hijacking.
•The anticipated terrorist attack scenario is multiple efforts
against multiple targets. It may not be immediately apparent
which is the primary target, or if there is a primary target.
•Flexibility of response is important.
•In the past, ports looked to U.S. Customs and the
U.S. Coast Guard (USCG) exclusively. Now, local jurisdic-
tions are brought in and made part of the planning
process and exercises.
–Local responders will be first on the scene.
•All stakeholders need to be brought in (DoD, Homeland
Security, local, state, and regional jurisdictions, as well
as concerned private enterprise).
•Regular meetings are important to maintain momentum and
share information.
•Exercises are an iterative process, building on lessons
learned from the previous exercise.
•Jurisdictional boundaries and procedures are an issue in
response. Rules must be established for who is responsible
for what, at what stage.
–Exercises and actual events (Katrina) have shown that
local stakeholders want to institute their own policies and
procedures on the spot, which is not productive in the
midst of a crisis. This is because of a perceived slowness
or lack of response on the part of federal or state authori-
ties, and lack of clear communications between agencies
and governments.
•It is strongly recommended that all stakeholders take part
in the National Incident Management System (NIMS), which
establishes a clear chain of command.
–Future federal funding will be contingent on NIMS
participation.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

34
Current status of port security efforts
With the rapid passage and implementation of the Maritime
Security Act, port security activities ramped up considerably.
•USCG devotes 28 percent of its resources to maritime home-
land security.
–Compared to pre-9/11, USCG has a 25 percent increase in
personnel, and a 50 percent increase in patrol boats, doing
50 percent more patrols (figures are for the Port of
Baltimore).
•In Baltimore, 2,000 large commercial vessels arrive each
year (5-6 per day). Not all can be inspected.
–Vessels are targeted using a risk-based approach.
–Random inspections also conducted on vessels that do not
match the risk profile.
•There is a balance between security and use of resources.
•Patrols also serve to improve enforcement and detection
in other areas: health/safety, pollution watch, etc.
•USCG local commanders have considerable autonomy.
Needed procedures and technology
Panelist Miles Lehmann highlighted a number of short-
comings in the current system of security and outlined some
technologies that have the potential to prove useful in the
near future.
•The number of containers arriving in the United States varies
widely depending on who is providing the numbers.
•Standards are in place such as the International Ship and
Port Security Code (ISPS), but the U.S. is accepting stated
compliance at face value and not checking on it.
•Current scanner technology (Vehicle and Container
Inspection System [VACIS]) works to a degree, but cannot
detect WMD specifically.
–Future scanners based on molecular sensing technology
will be far more effective.
•Current procedure requires shipping manifests to be
available for review 24 hours before arrival, but there are
problems beyond our control.
–U.S. must take manifests at face value; it is not possible
to physically check every container.
–Controls at port of departure are often lax. Example:
Customs at port of departure inspects shipment, and
places a seal on the container, but the loading dock is con-
figured such that the container could not actually be closed
until the truck has traveled a mile. So the container is certi-
fied as sealed when it has not been.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

35
•The Maritime Security Act is audited annually, but not by
people with specific knowledge of what is happening in the
field. Audits do not match reality.
•Port access controls (e.g., physical checkpoints) are in place,
but are not being used correctly. People and loads are not
being uniformly checked at access points.
•Transportation Worker Identification Cards (TWIC) are
needed, but are not yet in place because existing technology
is not being leveraged.
–Biometrics are important and needed, but the entire
program is being held up waiting for workable technology.
–Monitoring of personnel in a facility via regular checks and
credentials that expire is needed.
Significant strides have been made in port security
since 9/11, but there is a great deal that must still be done.
Some of the themes of this session echoed themes brought
out in other sessions–the need for repeated readiness
exercises and better communication/cooperation between
stakeholders.
•Port security is no longer insular. It is outward-looking, and
must involve the local community (via outreach) and local
government/first responders.
•Sharing of information and cooperative planning
is important.
•Airtight security is not practical. There is a balance between
security and commerce, and tipping the balance slightly may
have a significant impact on the economy.
•Clear guidelines on chain of command and jurisdiction
need to be implemented. Participation in NIMS is
highly recommended.
•There are significant gaps in the system at the field level,
some of which are beyond our control.
–Customs procedures at overseas ports of departure may
be lax.
–Security measures that are in place (e.g., access controls)
are not uniformly employed, nor are rules uniformly
enforced.
•Improved detection technology is on the way.
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning
Continued

36
Resources
Web link
National Incident Management System
www.fema.gov/nims/
Contact information
Addy Kennedy
ahf@ejkrause.com
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning

37
6
Staying open for business
in times of hazard
The purpose of this session was to help
government understand what the private
sector is doing in the area of contingency
planning and to improve skills in this
area by cross-leveraging public and
private efforts.
Moderator
Teresa Chapman
State COOP Manager,
Maryland Emergency
Management Agency
Panelists
Charles Mahan
Vice President, Homeland
Security and Defense,
SAP Public Services, Inc.
Sheila Carpenter
Catastrophe
Section Manager,
State Farm Insurance
Jason Jackson
Director of Business
Continuity, Wal-Mart
Stores, Inc.
Continued
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning

38
Setting priorities
All three participants stated that their company’s first
concern in the event of a disaster was the safety of employ-
ees and their families. That may involve:
•Getting people out of the area in a safe and timely manner
•Or, if they are to stay in the area, helping them to secure
their homes.
It might also involve bringing in emergency response teams
from other areas to help in this effort, which then involves a
whole new set of challenges. Incoming support teams need:
•Water
•Food
•Places to sleep
After Katrina, local Wal-Mart managers in New Orleans
improvised by converting two unused facilities into dormito-
ries for men and women. However, that necessitated urgent
negotiations with the city about zoning issues.
Getting back to business
It takes extensive interaction with local and state govern-
ments to get many types of businesses back up and running.
Most government agencies will not let retailers open up
to the public without meeting a whole checklist of require-
ments, such as bottled water for food service operations.
Insurance companies need to know:
•Where the shelters are
•When people will be allowed back to look at their homes
•If and when they will be allowed to take personal property
from them
•Changes in building codes
In contrast, IT service companies such as SAP have secure
offsite data backup and employee work-at-home programs,
so they need:
•Less involvement with government agencies to get back
up and running
•Lists of key accounts and suppliers at the ready to help get
their customers back in business
Facilitating communication
Communication–both internal and external–is everything
in a disaster, and all three participants expressed an ongoing
need to facilitate it. The many hindrances to communication
during a disaster typically include:
•Lack of electricity
•Downed telephone lines and cell towers
•Clouds that limit satellite use
To help overcome these challenges, Wal-Mart actually placed
two people in the Texas Emergency Operation Center after
Katrina and before Rita.
Continued
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning

39
It’s important for companies to establish ongoing relation-
ships with key state and local personnel. However, there
is a fair amount of turnover in state and local personnel,
so efforts to establish formal liaisons between the specific
industries and government officials are especially helpful.
An example is the one set up for the insurance industry by
New York State following the World Trade Center disaster.
The ability to centrally collect and distribute data is
especially crucial in a disaster:
•Wal-Mart, for example, needed to track population shifts
following Katrina so that it could direct supplies to stores
serving the greatest number of people.
•IT companies like SAP can help enable organizations to
collect, integrate and distribute this type of data to groups
that need it, such as:
–First responders
–Local and state governments
–Salvation Army and Red Cross
–Medical community
Incorporating lessons learned into ongoing planning
The need for advanced planning and prioritization was
stressed by all three participants.
•To Charles Mahan it’s mostly about lists:
–Asset lists
–Employee lists
–Customer lists, etc.
He also stressed the importance of executive sponsorship in
making sure that lessons learned are actually incorporated
into the ongoing planning process.
•Jason Jackson emphasized the importance of sharing
lessons learned and best practices. As a global company,
Wal-Mart is able to take a practice developed in China or
Argentina, for example, and adapt it to the United States.
•Sheila Carpenter cited the lessons learned following
Hurricane Andrew regarding building materials and building
codes designed to make homes safer as another example.
Continued
2 Strategies in
evacuation planning
3 Media’s role in
4 Emergency
communications;
voice and data
in times of hazard
Card initiative
from Katrina
9 Regional transit
security strategies
11 Regional CIO
in time of crisis
state regionalism
18 Best practices
on implementing
Citizen Corps
program planning

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