The document discusses major incident and disaster response, including the Incident Command System (ICS) used to coordinate multi-agency emergency responses. ICS establishes a clear chain of command and modular organizational structure. A key aspect is the Incident Command Post, which is the on-site command center, and the Emergency Operations Center, which coordinates response on a wider scale from a centralized location. The document outlines the roles and responsibilities of first responders in major incidents and disasters, and how technology can enhance response efforts through mobile command vehicles and specialized equipment.
The document discusses the development and benefits of the National Incident Management System (NIMS), which standardized the command and control structure used across different emergency response agencies. It describes how NIMS was created based on lessons learned from major disasters where uncoordinated responses hampered effectiveness. NIMS incorporates the Incident Command System (ICS), which establishes clear leadership and roles through concepts like unified command. ICS allows the response structure to flexibly expand based on the size and needs of the incident. This modular system is designed to improve coordination and save lives.
The liability of Air Navigation Service Provider: some lessons from the Ueber...ALIAS Network
The document discusses the 2002 mid-air collision between a Tupolev 154M and a Boeing 757-200 near Überlingen, Germany. It outlines the causes identified in the investigation, the legal aspects including civil liability and criminal responsibility, and lessons learned. Key points include that communication and crisis management were initially mishandled, 8 employees were criminally prosecuted with suspended sentences, and internal measures were established including legal and psychological support for employees. Lessons highlighted ensuring preparedness for crises through basic rules and processes and accepting corporate responsibility without exposing individuals.
The document provides an overview of the Incident Command System (ICS) for responding to emergencies. It describes the basic features and management functions of ICS including command, operations, planning, logistics, and finance/administration. It also outlines steps for incident notification, situation analysis, developing an incident action plan, and transferring command responsibility.
The 2010 Conference on The Use of Force in Law Enforcement was held from January 25-27, 2010 in Arlington, VA. Over the three day conference, attendees learned how to: interpret legal ramifications and liabilities surrounding use of force; examine the appropriate role of lethal and non-lethal force options; and implement practices to improve officer safety. Presentations addressed challenges to use of force policy, liability in use of force situations, in-custody death investigations, and decreasing misconduct allegations. The conference provided law enforcement professionals with the latest knowledge on safely and legally applying proper use of force.
This document discusses the roles of leadership, credibility, communication, and collaboration in emergency response and planning. It emphasizes that leadership is crucial and involves gaining credibility through expertise, communicating clearly and concisely, and collaborating by building consensus. The document provides examples from the author's experiences responding to disasters like Hurricane Katrina, and stresses that occupational health professionals must anticipate, recognize, evaluate, and control hazards to protect response workers.
This document provides a historical overview of loss prevention and summarizes key loss prevention tools and strategies. It discusses the evolution of modern policing and loss prevention from 1800 BC laws to the modern roles of crime prevention officers and loss prevention officers. The core loss prevention tools are identified as risk analysis, planning, evaluation, research, and standards. Crime prevention strategies like CPTED focus on natural surveillance, access control, and barriers to reduce opportunities for crime. Risk management techniques include risk avoidance, transfer, abatement, and acceptance. Internal threats are addressed through controls, auditing, policies and physical security.
The document provides information about a three-day conference on the use of force in law enforcement to be held January 25-27, 2010 in Arlington, VA. Attendees will learn how to interpret legal standards regarding use of force, examine lethal and non-lethal force options, address challenges to use of force policies, and implement practices to improve officer safety. Speakers will discuss topics such as liability, force reporting, in-custody deaths after use of force, and misconduct allegations. On the third day, attendees can choose to participate in a post-conference workshop on defensive tactics for law enforcement survival.
The document discusses the development and benefits of the National Incident Management System (NIMS), which standardized the command and control structure used across different emergency response agencies. It describes how NIMS was created based on lessons learned from major disasters where uncoordinated responses hampered effectiveness. NIMS incorporates the Incident Command System (ICS), which establishes clear leadership and roles through concepts like unified command. ICS allows the response structure to flexibly expand based on the size and needs of the incident. This modular system is designed to improve coordination and save lives.
The liability of Air Navigation Service Provider: some lessons from the Ueber...ALIAS Network
The document discusses the 2002 mid-air collision between a Tupolev 154M and a Boeing 757-200 near Überlingen, Germany. It outlines the causes identified in the investigation, the legal aspects including civil liability and criminal responsibility, and lessons learned. Key points include that communication and crisis management were initially mishandled, 8 employees were criminally prosecuted with suspended sentences, and internal measures were established including legal and psychological support for employees. Lessons highlighted ensuring preparedness for crises through basic rules and processes and accepting corporate responsibility without exposing individuals.
The document provides an overview of the Incident Command System (ICS) for responding to emergencies. It describes the basic features and management functions of ICS including command, operations, planning, logistics, and finance/administration. It also outlines steps for incident notification, situation analysis, developing an incident action plan, and transferring command responsibility.
The 2010 Conference on The Use of Force in Law Enforcement was held from January 25-27, 2010 in Arlington, VA. Over the three day conference, attendees learned how to: interpret legal ramifications and liabilities surrounding use of force; examine the appropriate role of lethal and non-lethal force options; and implement practices to improve officer safety. Presentations addressed challenges to use of force policy, liability in use of force situations, in-custody death investigations, and decreasing misconduct allegations. The conference provided law enforcement professionals with the latest knowledge on safely and legally applying proper use of force.
This document discusses the roles of leadership, credibility, communication, and collaboration in emergency response and planning. It emphasizes that leadership is crucial and involves gaining credibility through expertise, communicating clearly and concisely, and collaborating by building consensus. The document provides examples from the author's experiences responding to disasters like Hurricane Katrina, and stresses that occupational health professionals must anticipate, recognize, evaluate, and control hazards to protect response workers.
This document provides a historical overview of loss prevention and summarizes key loss prevention tools and strategies. It discusses the evolution of modern policing and loss prevention from 1800 BC laws to the modern roles of crime prevention officers and loss prevention officers. The core loss prevention tools are identified as risk analysis, planning, evaluation, research, and standards. Crime prevention strategies like CPTED focus on natural surveillance, access control, and barriers to reduce opportunities for crime. Risk management techniques include risk avoidance, transfer, abatement, and acceptance. Internal threats are addressed through controls, auditing, policies and physical security.
The document provides information about a three-day conference on the use of force in law enforcement to be held January 25-27, 2010 in Arlington, VA. Attendees will learn how to interpret legal standards regarding use of force, examine lethal and non-lethal force options, address challenges to use of force policies, and implement practices to improve officer safety. Speakers will discuss topics such as liability, force reporting, in-custody deaths after use of force, and misconduct allegations. On the third day, attendees can choose to participate in a post-conference workshop on defensive tactics for law enforcement survival.
The document describes Thomson Reuters' management of major incidents through an Incident Control Centre (ICC). The ICC aims to coordinate recovery efforts, communicate with stakeholders, and minimize outage times. It follows defined processes involving an Incident Recovery Team addressing the technical issues, an Incident Management Group overseeing communication and resources, and a Management Team Meeting for escalation and customer updates. The ICC operates continuously and stands down only when service is fully restored and a root cause analysis is initiated.
The document discusses Major Incident Medical Management and Support (MIMMS), which is a training course that teaches a systematic approach for managing medical care during mass casualty incidents. It describes the DISASTER paradigm and MIMMS principles for command, safety, communication, assessment, triage, treatment, transport, and recovery. Key aspects covered include incident command structure, safety procedures, communication protocols, triage categories and methods, and priorities for treatment and transport to various hospitals based on patient needs.
Best Practices in Major Incident ManagementxMatters Inc
This report examines the challenges and best practices
for automating the communication process to resolve
major IT incidents as quickly and effectively as possible.
Top 10 incident manager interview questions and answerskingmin609
This document provides information and resources for preparing for an incident manager interview. It lists the top 10 interview questions for an incident manager role and provides detailed answers for each question. It also includes additional useful materials such as links to ebooks on common interview questions, secrets to winning job interviews, types of interview questions, and cover letter and resume samples. The resources are intended to help candidates understand what to expect in an incident manager interview and how to effectively prepare and respond.
This document provides answers to interview questions about computer networks. It begins by defining key concepts like data communication, simplex, half-duplex, and full-duplex transmission. It then discusses network topologies like star, bus, ring and mesh. Other topics covered include LAN, MAN, WAN definitions; TCP/IP and OSI models; network protocols; transmission media; error detection methods; switching; and wireless communication standards like Bluetooth. The document provides detailed explanations of computer network fundamentals.
Single Point of Contact (SPOC) - One Goal, One Journey to the Road to Success...ITSM Academy, Inc.
Presenter: Eddie Vidal, EJV Corporation
The road to success for organizational change is often met with roadblocks and detours, rarely following a straight, simple path. Changing long-standing processes and team members’ roles to reach the ultimate goal of Single Point of Contact (SPOC) is a challenging journey. In this session, attendees will learn how one organization with 35,000 customers made massive improvements through SPOC. Find out how to combine several services desks into one, cross utilize team members, lower your abandon rate, create scalability to support large projects, and more.
Using Models for Incident, Change, Problem and Request Fulfillment ManagementITSM Academy, Inc.
The document provides information about ITSM Academy, an accredited education provider that has trained tens of thousands in ITSM certifications and frameworks since 2003. It offers both public and private virtual and in-person training classes on topics including ITIL, ISO 20000, MOF and more. The academy also provides workshops, courseware licensing, and ITSM professional diplomas.
This document discusses key performance indicators (KPIs) for incident management in ITIL. It provides resources for KPIs, performance metrics, job skills, and objectives. These include a list of over 2400 KPIs, top performance appraisal forms, and performance appraisal methods. It also discusses how to create KPIs by defining objectives and key result areas, identifying tasks, and measuring results. Common mistakes like having too many KPIs are outlined. The document describes how to design effective KPIs and different types of KPIs such as leading, lagging, qualitative, and quantitative.
ITIL CSI: How to Get It Going with Little or No Budget - ITSM Academy WebinarITSM Academy, Inc.
Presented by Denis Esslinger, ITSM Evangelist
In the presentation we will discuss how to get CSI started and accepted into your cultural. We will learn tips and tricks for making small incremental improvements go a long way.
ITIL and Autotask: Incident & Problem ManagementAutotask
ITIL (Information Technology Infrastructure Library) is a globally recognized set of practices for IT Service Management that focuses on aligning IT services with the needs of businesses. How does ITIL affect the value you deliver to your customers? How can Autotask help you manage your services delivery according to ITIL principles? In this session, you will learn the key elements of the ITIL Service Lifecycle, and how they relate to your business and to your customers. We will also explore how you can more effectively perform Incident Management and Problem Management using Autotask.
[Presenters: Bernd Muller & Tom Osborn, Autotask]
The document summarizes an ITSM implementation project at an organization with 120 employees. The project formalized the incident management process, created documentation, implemented an automated service desk and incident tracking system, and trained staff. As a result, incident response improved, responsibilities were clarified, and customer satisfaction with IT services increased. Next steps include continuing to improve processes and implement additional ITIL components to further enhance IT service management.
1. The document provides descriptions for the key processes in Incident Management, Change Management, and Problem Management as configured in sample projects in the TechExcel ServiceWise ITSM solution.
2. Incident Management involves tracking issues reported by users, such as errors or lack of service, through different states as the issue is investigated and resolved.
3. Change Management involves reviewing, approving, and implementing changes to the IT environment through states like review, approval, scheduling and implementation.
4. Problem Management involves investigating underlying causes of incidents and determining root causes, with states for investigation, resolution, and closure of problems.
ITIL Incident Management aims to minimize disruption to the business by restoring service operation to agreed levels as quickly as possible. Incident Management is often the first process instigated when introducing the ITIL quality framework to a Service Desk, and it offers the most immediate and highly visible cost reduction and quality gains.
We struggled because of too many issues in the live products. They didn't allow project teams to make any forecasts or develop new features without interruptions. In the presentation I share the successful experience how we applied ITIL Problem and Incident Management processes, by talking only the best from them. It allowed to start fixing the problems that existed in our organization more effectively, while organization allowed to use different methodologies for different teams.
Cut the ITIL Anchor, Raise the ITIL Sail, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Matt Hooper
ITSM Evangelist, LANDESK Software
The idea that workers want to bring their own device is flawed. They don’t want to bring their own, they just don’t want to wait on IT to delivery antiquated solutions. Patience is not a business virtue in a world that expects a rapid pace of change. While ITIL helped manage fragile IT, stable infrastructure is now delivered through cloud and SaaS. However, this does not mean that ITSM has to slowly fall into irrelevance. This session explains how Lean ITSM and DevOps can accelerate business velocity. Join us to learn:
• How DevOps, continual deployment and other agile methods can improve governance.
• How to Transform your ITSM disciplines and systems into velocity engines instead of control systems.
• How to Identify the four challenges to enterprise agility and how ITSM can morph to meet the need.
ITIL Foundation V2 200 Sample QuestionsRoberto Pena
The Incident Manager's role in this situation would be to:
A. Escalate the incident to Problem Management.
B. Take over responsibility for resolving the incident from the solution team.
C. Review the incident record and solution approach so far.
D. All of the above.
Answer: D
46. Which of the following is NOT a key element of the Service Catalogue?
A. Service descriptions
B. Service level agreements
C. Service level requirements
D. Service pricing models
Answer: B
47. Which process is responsible for ensuring that sufficient capacity is available to meet agreed service levels?
A. Availability Management
This document provides an introduction to ITIL (Information Technology Infrastructure Library), which is a set of best practices for IT service management. ITIL aims to standardize IT service management across organizations. It covers the full lifecycle of IT services, including service strategy, design, transition, operation, and continual improvement. The document outlines the key components of ITIL, including service delivery, service support, configuration management, incident management, problem management, change management, release management, and financial management. It explains the purpose and processes involved in each component. The overall goal of ITIL is to help organizations effectively manage their IT infrastructure and deliver quality IT services.
The document describes Thomson Reuters' management of major incidents through an Incident Control Centre (ICC). The ICC aims to coordinate recovery efforts, communicate with stakeholders, and minimize outage times. It follows defined processes involving an Incident Recovery Team addressing the technical issues, an Incident Management Group overseeing communication and resources, and a Management Team Meeting for escalation and customer updates. The ICC operates continuously and stands down only when service is fully restored and a root cause analysis is initiated.
The document discusses Major Incident Medical Management and Support (MIMMS), which is a training course that teaches a systematic approach for managing medical care during mass casualty incidents. It describes the DISASTER paradigm and MIMMS principles for command, safety, communication, assessment, triage, treatment, transport, and recovery. Key aspects covered include incident command structure, safety procedures, communication protocols, triage categories and methods, and priorities for treatment and transport to various hospitals based on patient needs.
Best Practices in Major Incident ManagementxMatters Inc
This report examines the challenges and best practices
for automating the communication process to resolve
major IT incidents as quickly and effectively as possible.
Top 10 incident manager interview questions and answerskingmin609
This document provides information and resources for preparing for an incident manager interview. It lists the top 10 interview questions for an incident manager role and provides detailed answers for each question. It also includes additional useful materials such as links to ebooks on common interview questions, secrets to winning job interviews, types of interview questions, and cover letter and resume samples. The resources are intended to help candidates understand what to expect in an incident manager interview and how to effectively prepare and respond.
This document provides answers to interview questions about computer networks. It begins by defining key concepts like data communication, simplex, half-duplex, and full-duplex transmission. It then discusses network topologies like star, bus, ring and mesh. Other topics covered include LAN, MAN, WAN definitions; TCP/IP and OSI models; network protocols; transmission media; error detection methods; switching; and wireless communication standards like Bluetooth. The document provides detailed explanations of computer network fundamentals.
Single Point of Contact (SPOC) - One Goal, One Journey to the Road to Success...ITSM Academy, Inc.
Presenter: Eddie Vidal, EJV Corporation
The road to success for organizational change is often met with roadblocks and detours, rarely following a straight, simple path. Changing long-standing processes and team members’ roles to reach the ultimate goal of Single Point of Contact (SPOC) is a challenging journey. In this session, attendees will learn how one organization with 35,000 customers made massive improvements through SPOC. Find out how to combine several services desks into one, cross utilize team members, lower your abandon rate, create scalability to support large projects, and more.
Using Models for Incident, Change, Problem and Request Fulfillment ManagementITSM Academy, Inc.
The document provides information about ITSM Academy, an accredited education provider that has trained tens of thousands in ITSM certifications and frameworks since 2003. It offers both public and private virtual and in-person training classes on topics including ITIL, ISO 20000, MOF and more. The academy also provides workshops, courseware licensing, and ITSM professional diplomas.
This document discusses key performance indicators (KPIs) for incident management in ITIL. It provides resources for KPIs, performance metrics, job skills, and objectives. These include a list of over 2400 KPIs, top performance appraisal forms, and performance appraisal methods. It also discusses how to create KPIs by defining objectives and key result areas, identifying tasks, and measuring results. Common mistakes like having too many KPIs are outlined. The document describes how to design effective KPIs and different types of KPIs such as leading, lagging, qualitative, and quantitative.
ITIL CSI: How to Get It Going with Little or No Budget - ITSM Academy WebinarITSM Academy, Inc.
Presented by Denis Esslinger, ITSM Evangelist
In the presentation we will discuss how to get CSI started and accepted into your cultural. We will learn tips and tricks for making small incremental improvements go a long way.
ITIL and Autotask: Incident & Problem ManagementAutotask
ITIL (Information Technology Infrastructure Library) is a globally recognized set of practices for IT Service Management that focuses on aligning IT services with the needs of businesses. How does ITIL affect the value you deliver to your customers? How can Autotask help you manage your services delivery according to ITIL principles? In this session, you will learn the key elements of the ITIL Service Lifecycle, and how they relate to your business and to your customers. We will also explore how you can more effectively perform Incident Management and Problem Management using Autotask.
[Presenters: Bernd Muller & Tom Osborn, Autotask]
The document summarizes an ITSM implementation project at an organization with 120 employees. The project formalized the incident management process, created documentation, implemented an automated service desk and incident tracking system, and trained staff. As a result, incident response improved, responsibilities were clarified, and customer satisfaction with IT services increased. Next steps include continuing to improve processes and implement additional ITIL components to further enhance IT service management.
1. The document provides descriptions for the key processes in Incident Management, Change Management, and Problem Management as configured in sample projects in the TechExcel ServiceWise ITSM solution.
2. Incident Management involves tracking issues reported by users, such as errors or lack of service, through different states as the issue is investigated and resolved.
3. Change Management involves reviewing, approving, and implementing changes to the IT environment through states like review, approval, scheduling and implementation.
4. Problem Management involves investigating underlying causes of incidents and determining root causes, with states for investigation, resolution, and closure of problems.
ITIL Incident Management aims to minimize disruption to the business by restoring service operation to agreed levels as quickly as possible. Incident Management is often the first process instigated when introducing the ITIL quality framework to a Service Desk, and it offers the most immediate and highly visible cost reduction and quality gains.
We struggled because of too many issues in the live products. They didn't allow project teams to make any forecasts or develop new features without interruptions. In the presentation I share the successful experience how we applied ITIL Problem and Incident Management processes, by talking only the best from them. It allowed to start fixing the problems that existed in our organization more effectively, while organization allowed to use different methodologies for different teams.
Cut the ITIL Anchor, Raise the ITIL Sail, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Matt Hooper
ITSM Evangelist, LANDESK Software
The idea that workers want to bring their own device is flawed. They don’t want to bring their own, they just don’t want to wait on IT to delivery antiquated solutions. Patience is not a business virtue in a world that expects a rapid pace of change. While ITIL helped manage fragile IT, stable infrastructure is now delivered through cloud and SaaS. However, this does not mean that ITSM has to slowly fall into irrelevance. This session explains how Lean ITSM and DevOps can accelerate business velocity. Join us to learn:
• How DevOps, continual deployment and other agile methods can improve governance.
• How to Transform your ITSM disciplines and systems into velocity engines instead of control systems.
• How to Identify the four challenges to enterprise agility and how ITSM can morph to meet the need.
ITIL Foundation V2 200 Sample QuestionsRoberto Pena
The Incident Manager's role in this situation would be to:
A. Escalate the incident to Problem Management.
B. Take over responsibility for resolving the incident from the solution team.
C. Review the incident record and solution approach so far.
D. All of the above.
Answer: D
46. Which of the following is NOT a key element of the Service Catalogue?
A. Service descriptions
B. Service level agreements
C. Service level requirements
D. Service pricing models
Answer: B
47. Which process is responsible for ensuring that sufficient capacity is available to meet agreed service levels?
A. Availability Management
This document provides an introduction to ITIL (Information Technology Infrastructure Library), which is a set of best practices for IT service management. ITIL aims to standardize IT service management across organizations. It covers the full lifecycle of IT services, including service strategy, design, transition, operation, and continual improvement. The document outlines the key components of ITIL, including service delivery, service support, configuration management, incident management, problem management, change management, release management, and financial management. It explains the purpose and processes involved in each component. The overall goal of ITIL is to help organizations effectively manage their IT infrastructure and deliver quality IT services.
This document discusses crime analysis and its applications in community-oriented policing. Crime analysis involves understanding crime patterns through statistical analysis and crime mapping to identify problems and potential solutions. It helps police departments target areas with high crime rates or unusual increases in crime. Crime analysis also examines relationships between crimes in terms of time, location, offender characteristics, and causal factors to aid investigations of serial crimes and displacement. The core functions of law enforcement like prevention, investigation, and apprehension can be enhanced through crime analysis.
The companion PowerPoint for Chapter Nine (External Systems) for the book Police Technology. Currently used in over 100 colleges and universities; and, by police agencies around the globe
Safety Management Systems (SMS) and Decision MakingIHSTFAA
The document summarizes some key limitations of traditional safety programs:
1. Traditional safety programs are limited in their understanding of exactly what risks and threats create accidents, relying instead on "educated guesses" based on personal experiences.
2. They have no method of tracking safety implementations to measure return on investment and effectiveness.
3. They take a reactive approach rather than conducting analysis of the nature and prioritization of risks to proactively address safety issues.
The document discusses information exchange between criminal justice agencies and the importance of integration. It notes that currently agencies operate independently with different systems, making information sharing difficult. True integration would involve agencies sharing a single system with common standards for data entry, protocols, policies, software and hardware. This would allow information to be captured once and reused across agencies. The document also discusses challenges like organizational fragmentation and potential solutions like adopting web-based standards, agency partnerships, and economies of scale through regional systems.
This document discusses emerging and future technologies that may be applied in law enforcement. It explores techniques used by futurists to predict technological developments and various applications including emergency location systems, automatic collision notification, universal product coding, radio frequency chipping of goods, biometric identification, satellite surveillance, pursuit technologies using vehicle disabling chips, less-lethal weapons, mobile access to databases, and combinations of technologies. The goal is to understand how future technologies could impact policing.
here we discuss about disaster recovery plan, business continuity plan, using example of AT&T network disaster happened in 1990.
as well as we tried to capture some data packets from public WiFi using kali linux
Emergency Management Operation Of Emergency DepartmentRobin Anderson
The document discusses the emergency management operation of emergency departments and the incident command system. It explains that emergency management deals with managing community disaster response and recovery plans using proactive and coordinated approaches. It also describes how the incident command system establishes control and coordination during emergency responses to make management effective and efficient. It outlines the five mission areas and functional sections of the incident command system.
This document provides information on preparing for deployment in an emergency communication role. It discusses the importance of having "jump kits" ready with necessary equipment, supplies, and documentation. Key points covered include:
- Considering the range of scenarios one might encounter and tailoring kits appropriately
- Dividing kits into categories for deployments under and over 24 hours
- Including items like radios, antennas, batteries, personal gear, food, water, forms, maps, and contact information
- Pre-planning tasks like check-in procedures, operating locations, and escape routes.
- Pursuing additional training through organizations like FEMA and ARRC to be better prepared.
Program Management Maturity Model Of Honeywell Federal...Renee Jones
Honeywell employed Randy Landin from 1977-1979 and again from 1984-1988. Landin had previously been imprisoned from 1979-1984 for strangling his coworker to death. When rehired, Landin harassed and threatened another coworker, Kathleen Nesser. Nesser reported Landin's behavior to Honeywell, but they failed to take action. Landin later murdered Nesser. Her family sued Honeywell for negligence, arguing the company did not have adequate policies to address workplace violence. The case highlighted the need for employers to have zero tolerance policies and training on violence prevention.
This document discusses how risk managers can prepare for various catastrophic scenarios depicted in popular films by considering all potential hazards, establishing plans using FEMA guidelines, and ensuring important documentation and property details can be accessed remotely if needed. It emphasizes the importance of risk managers thinking through many scenarios to help reduce impacts and increase organizational stability.
A PowerPoint presentation on decision making in public policy. While the presentation focuses on criminal justice, it applies to all government fields.
DRONES THE NEW WEAPON OF CHOICE - ALSO FOR HACKERSReputelligence
My talk will be about drone threats in general and how you can assess drone based threats. I will show the comprehensive threat assessment methodology and the countermeasures you can take against the drone threat. The threat assessment is based on a catalog of about 140 items. Particularly interesting will be looking at the drone threats in relation to:
Planting payload at specific locations (i.e. hacking equipment transported to target location for instance)
Tampering communication equipment with the help of drones
Insider threat communicate with an insider with the help of a drone
Hacking the communication of a drone
Privacy violations
etc.
The Unmanned Aerial System Can Also Loiter At A Different...Tara Hardin
Here are some key factors that can affect the National Transportation Safety Board's (NTSB) investigations:
- Weather conditions - Severe weather like thunderstorms, high winds, low visibility etc. at the time of an accident can impact evidence collection and delay investigations.
- Complexity of accident - Crashes involving new technologies, multiple aircraft or injuries/fatalities take more time and resources to investigate fully.
- Cooperation of parties involved - The willingness of operators, manufacturers, air traffic control to share data, records and personnel for interviews can expedite or slow down investigations.
- Political/regulatory environment - Pressure from political entities or pending regulatory decisions relating to an accident can influence investigation timelines and findings
Similar to Major Incident and Disaster Response (20)
A PowerPoint presentation covering the main headings to use in a police report: Source of Activity, Observations, Arrest
Booking, Medical Treatment, Evidence, Suspect Statements, Witness Statements, Victim Statements, Evidence, Property Taken, Injuries, Use of Force, Supplemental Charges, Additional Information. For police, law enforcement and private security personnel.
The concept of YouTube for the Criminal Justice Educator is the provide instructors with dynamic access to supplemental material via video. Nearly 400 videos are categorized and descriptions provided. The links are live from this document. The videos are classified into the nineteen categories. There is some overlap between the categories. The category titles are linked from the Table of Contents. Thus, if you want to view films on Active Shooter, click on Active Shooter in the Table of Contents and you will be taken to that page.
Cops are constantly adapting their equipment to the environment. Our kit bags have grown larger and larger as we collected equipment to deal with the job. Our departments gives us the basics and as we face new situations we think about what we could have used as a tool to have made the task easier. Then, we go out and get that tool – for next time. Much of the commercially produced police equipment used by our peers today was developed “on the fly” by those who walked the beat before us. The concept of the cruiser as a mobile office was developed by those of us who worked long shifts and thought “What could be added to this car to make my job easier? Make me more comfortable? Help me to hunt down dangerous offenders?”
I use this PowerPoint presentation when working with my clients overseas. It helps to establish my point of view as well as open a conversation on the differences between their models of policing and the typical American experience.
A brief introduction to the federal court system. Excellent presentation for undergraduate introduction to criminal justice courses. Parts 2 through 4 to be uploaded soon.
The document discusses traditional methods of uniformed patrol such as random routine patrol, rapid response to 911 calls, and retroactive investigation of crimes. It summarizes a landmark study in Kansas City that found random patrols had no effect on crime rates, response times, or public perception of safety. The study challenged common assumptions that more police presence deters crime. Alternative patrol strategies are proposed such as directed patrol, split-force models, and differentiating emergency response levels.
The third in a series of PowerPoint presentation on public policy analysis and decision making. While focusing on criminal justice is applicable to all government fields. The material is geared toward an elective course in Master's Program, or upper division in related government courses.
A PowerPoint presentation on public policy analysis and decision making. The presentation focuses on criminal justice, but is applicable in all government fields. Lastly, this presentation is part one of three.
This document discusses concepts related to leadership and influence. It begins with definitions of leadership as the art of influencing human behavior toward organizational goals. It then explores various aspects of leadership such as it being an art, the range of influence, focusing on human behavior, and directing behavior toward goals. The document provides examples and analogies to poker to illustrate leadership concepts such as watching human behavior, leading by example, integrity, and innovation. It also discusses the importance of failure, communication, empowerment, vision, determination in the face of adversity, and life-long learning.
This chapter discusses networks and their importance for law enforcement agencies. It covers the basics of networks including client-server architecture, formal and informal networks, and why networks are useful for sharing resources across multiple locations. The chapter also discusses different types of network connections including digital and analog signals, modems, switches, routers, and remote switches. Network security is also mentioned as an important concept to understand.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
1. Copyright Protected 2005: Hi Tech Criminal Justice, Raymond E. Foster
Police TechnologyPolice Technology
Chapter SeventeenChapter Seventeen
Major IncidentMajor Incident
AndAnd
Disaster ResponseDisaster Response
2. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Learning ObjectivesLearning Objectives
Be familiar withBe familiar with Federal EmergencyFederal Emergency
Management Agency (FEMA)Management Agency (FEMA) andand
understandunderstand Incident Command SystemIncident Command System
(ICS)(ICS)
Understand how technology can enhanceUnderstand how technology can enhance
the different organizational missions,the different organizational missions,
goals, and objectives at a major incidentgoals, and objectives at a major incident
or disasteror disaster
3. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Understand the importance of anUnderstand the importance of an IncidentIncident
Command Post (ICP)Command Post (ICP)
Understand the typical configuration of anUnderstand the typical configuration of an
Emergency Operations Center (EOC)Emergency Operations Center (EOC)
Explore some of the technologies used inExplore some of the technologies used in
the response to major incidents andthe response to major incidents and
disastersdisasters
Learning ObjectivesLearning Objectives
4. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
IntroductionIntroduction
AA major incidentmajor incident is any incident where oneis any incident where one
police officer assumes the responsibility topolice officer assumes the responsibility to
direct the actions of two or more officers atdirect the actions of two or more officers at
the scene of an incidentthe scene of an incident
AA disasterdisaster is any unexpected occurrenceis any unexpected occurrence
that disrupts routine life in a community forthat disrupts routine life in a community for
more than twenty-four hours and causesmore than twenty-four hours and causes
life of life or property.life of life or property.
5. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Two types of disastersTwo types of disasters
NaturalNatural
A Geological eventA Geological event
(e.g., earthquake,(e.g., earthquake,
landslide, sinkhole)landslide, sinkhole)
Weather-relatedWeather-related
event (e.g.,event (e.g.,
Hurricane, flood, fire)Hurricane, flood, fire)
Photograph provided by Robert Eplett, California Governor’s Office of Emergency Services
6. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Two types of disastersTwo types of disasters
Human causedHuman caused
Aircraft crashAircraft crash
Chemical spillChemical spill
Traffic Collision (100-Traffic Collision (100-
car pile-ups)car pile-ups)
Major crime incidentMajor crime incident
(Hostage situations,(Hostage situations,
North Hwy shootout)North Hwy shootout)
Photograph provided by Robert Eplett, California Governor’s Office of Emergency Services
7. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
DisastersDisasters
The first step inThe first step in
returning to areturning to a
state of normalcystate of normalcy
is establishingis establishing
leadership overleadership over
the incident.the incident.Photograph provided by Robert Eplett, California Governor’s Office of Emergency Services
8. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Incident Command SystemIncident Command System
Consider ICS anConsider ICS an
organizationalorganizational
technology!technology!
Photograph provided by Robert Eplett, California Governor’s Office of Emergency Services
9. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Incident Command SystemIncident Command System
An organizational model for command,An organizational model for command,
control, and coordination of an agency’scontrol, and coordination of an agency’s
response to an unusual occurrence.response to an unusual occurrence.
Originally developed by firefighters toOriginally developed by firefighters to
coordinate multiple agency response to ancoordinate multiple agency response to an
emergencyemergency
Law enforcement do not have as manyLaw enforcement do not have as many
mutual aid experiences as the fire servicemutual aid experiences as the fire service
10. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Standardized EmergencyStandardized Emergency
Management System (SEMS)Management System (SEMS)
Requires state law enforcement toRequires state law enforcement to
use SEMS so they will be eligible foruse SEMS so they will be eligible for
state funding.state funding.
Encourages local agencies to useEncourages local agencies to use
SEMSSEMS
In 1994, FEMA adopted SEMSIn 1994, FEMA adopted SEMS
11. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
National Incident ManagementNational Incident Management
SystemSystem
After 9/11, one of the majorAfter 9/11, one of the major
recommendations of the 9/11 Commissionrecommendations of the 9/11 Commission
was the adoption of thewas the adoption of the National IncidentNational Incident
Management SystemManagement System
There was a clear difference between theThere was a clear difference between the
responses in New York (no adoption ofresponses in New York (no adoption of
ICS) and Washington, DC (where ICS hadICS) and Washington, DC (where ICS had
been adopted.been adopted.
New Information
Photograph provided by Robert Eplett, California Governor’s Office of Emergency Services
12. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
National Incident ManagementNational Incident Management
SystemSystem
NIMS is nearlyNIMS is nearly
identical to SEMS/ICSidentical to SEMS/ICS
NIMS is required forNIMS is required for
federal funding fromfederal funding from
the Department ofthe Department of
Homeland SecurityHomeland Security
The primary conceptThe primary concept
isis Unified CommandUnified Command Photograph provided by Robert Eplett, California Governor’s Office of Emergency Services
New Information
13. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Incident Command SystemIncident Command System
Incorporates 7Incorporates 7
basic emergencybasic emergency
managementmanagement
conceptsconcepts
Unified commandUnified command
Modular OrganizationModular Organization
Span of ControlSpan of Control
Common terminologyCommon terminology
Consolidated actionConsolidated action
plansplans
ComprehensiveComprehensive
resourceresource
ManagementManagement
CommunicationCommunication
InteroperabilityInteroperability
14. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
The modular organization of the ICS organizationalThe modular organization of the ICS organizational
structure has five primary components:structure has five primary components:
Incident
Commande
r
Planning
Section
Operations
Section
Logistics
Section
Finance/
Admin.
Section
Incident Command SystemIncident Command System
15. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
The Incident Commander should be theThe Incident Commander should be the mostmost
qualified person,qualified person, not merely the highest-rankingnot merely the highest-ranking
individual.individual.
TheThe first responderfirst responder is generally the Incidentis generally the Incident
Commander unless and until that responsibilityCommander unless and until that responsibility
is assumed by a more qualified person.is assumed by a more qualified person.
Incident Command SystemIncident Command System
16. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Situation EstimateSituation Estimate
Location of incidentLocation of incident
Perceived area involvedPerceived area involved
Type of incidentType of incident
Special hazardsSpecial hazards
Types of resources neededTypes of resources needed
Ingress and egress routesIngress and egress routes
17. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Incident Command PostIncident Command Post
Is the field office from which the incidentIs the field office from which the incident
commander operates (temporarycommander operates (temporary
headquarters)headquarters)
Must be close enough to the incident toMust be close enough to the incident to
manage itmanage it
Far enough away to not become part ofFar enough away to not become part of
the problemthe problem
18. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Incident
Commande
r
Planning
Section
Operations
Section
Logistics
Section
Finance/
Admin.
Section
Operations SectionOperations Section
Most First Responders
Work with the Operations
Section
19. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Is responsible for carrying out the actionIs responsible for carrying out the action
plans decided upon by the Incidentplans decided upon by the Incident
Commander.Commander.
Action plansAction plans identify objectives andidentify objectives and
strategies (written or oral)strategies (written or oral)
Operations can branch out (differentOperations can branch out (different
functions, locations, teams of workers)functions, locations, teams of workers)
Operations SectionOperations Section
20. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Incident Command PostIncident Command Post
TechnologyTechnology
The patrol vehicle isThe patrol vehicle is
fast become a mobilefast become a mobile
office.office.
Many policeMany police
department havedepartment have
taken passengertaken passenger
police cars andpolice cars and
outfitted them asoutfitted them as
mobile incidentmobile incident
command posts.command posts.
Photograph provided by 308 Systems
21. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Bigger ICPsBigger ICPs
Police cars - Trunk-Police cars - Trunk-
mounted platformsmounted platforms
work well for mostwork well for most
incidentsincidents
SUVs – larger, canSUVs – larger, can
carry more resourcescarry more resources
to the scene of anto the scene of an
incident.incident.
Photographs provided by Troy Products, Inc
Photographs provided by Troy Products, Inc
22. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Specialty VehicleSpecialty Vehicle
Can be a convertedCan be a converted
RV, bus, or tractorRV, bus, or tractor
trailer rig.trailer rig.
23. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Emergency Operation CentersEmergency Operation Centers
Can be thought of as a complexCan be thought of as a complex
dispatch center used for thedispatch center used for the
management and control of themanagement and control of the
disaster.disaster.
May be supplemented by multipleMay be supplemented by multiple
ICPs in the field.ICPs in the field.
24. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
EOC structure similar to ICSEOC structure similar to ICS
Director
Operations Planning Logistics Admin.
25. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Job of the EOC. . .Job of the EOC. . .
Coordinates all theCoordinates all the
activities within aactivities within a
jurisdiction on a widerjurisdiction on a wider
scale.scale.
Relieves some of theRelieves some of the
admin burden fromadmin burden from
the Incidentthe Incident
commanders.commanders.
Directs resourcesDirects resources
E O C
ICP1 ICP2
ICP3 ICP4
26. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
Technological ConsiderationsTechnological Considerations
for the First Responderfor the First Responder
Police officers dutiesPolice officers duties
as a major incident oras a major incident or
disaster include:disaster include:
DO NOT becomeDO NOT become
part of the problem!part of the problem!
Perimeter controlPerimeter control
Incident securityIncident security
Traffic controlTraffic control
Crowd controlCrowd control
Assisting evacuationAssisting evacuation
Preserving andPreserving and
collecting evidencecollecting evidence
Admin support to ICAdmin support to IC
27. Copyright Protected 2005: Hi Tech Criminal Justice, Raymo
What’s Not Included?What’s Not Included?
Robots used forRobots used for
disarming explosivedisarming explosive
devices anddevices and
searching dangeroussearching dangerous
areasareas
Specialized protectionSpecialized protection
equipmentequipment Photograph provided by Robert Eplett, California Governor’s Office of Emergency Services
28. Copyright Protected 2005: Hi Tech Criminal Justice, Raymond E. Foster
Police TechnologyPolice Technology
Go to theGo to the Student ResourcesStudent Resources page atpage at
www.hitechcj.comwww.hitechcj.com