Governor Robert Bentley's quick response to devastating tornadoes in Alabama put the state on the road to recovery. The document discusses Bentley surveying tornado damage with his wife and his leadership in responding to the natural disaster. It also promotes Knowledge Center as an information sharing solution for emergency response organizations.
The document discusses several topics related to campus security and emergency management. It mentions that obtaining fiscal year 2008 funding is a top priority. It also discusses how virtual worlds can help prepare for real-world threats. One article focuses on overhauling Kennesaw State University's emergency management plan to improve communication and training. Another discusses using technology like Reverse 911 and WebEOC to help evacuate over 500,000 residents during wildfires in Southern California.
The document is an issue of the magazine "Emergency Management" from Summer 2007. The cover story discusses how critics say the U.S. is ill-prepared for a bioterrorism attack despite attention on natural disasters. Other articles explore how global warming will impact emergency managers, the growth of emergency management degree programs, and efforts to educate children displaced by Hurricane Katrina.
The document is an issue of the magazine Emergency Management from January/February 2012. The cover story discusses America's crumbling critical infrastructure and how it will challenge emergency managers for decades. Another article examines 2011, which may have been the costliest year for disasters in the U.S. with over 90 federally declared disasters. Additional articles explore topics such as redefining volunteerism through technology and social media, gaps in weather satellite coverage that could affect severe weather forecasting, and how increased security measures related to fighting terrorism have indirectly impacted the food supply.
This document discusses different types of crises including financial, technological, malevolence, natural, deception, and workplace violence. It provides examples for each type such as the Kingfisher Airlines financial crisis, the Exxon Valdez oil spill technological crisis, and the Tylenol murders malevolence crisis. The document also discusses crisis management and provides an example of Union Carbide's unsuccessful management of the Bhopal gas tragedy and Pepsi's successful handling of a 1993 tampering crisis through effective communication.
Social Crisis Management in the Oil & Gas IndustryLisaLinzz
The document provides an overview of social crisis management in the oil and gas industry. It discusses how social media has influenced crisis communication management and the need for oil and gas companies to engage stakeholders through social media during crises. Industry thought leaders note that while some companies are using platforms like Twitter and Facebook, adoption of social media for crisis communication has been slow. They stress the importance of establishing an online presence before a crisis occurs to build relationships and manage reputations. The challenges of executive apprehension about social media and legal/revenue concerns are also addressed.
You raise an excellent point. The autism spectrum disorder community is a large and growing special needs population that emergency planners must consider. Here are a few key things emergency managers can do:
- Work with organizations supporting the ASD community to understand their needs and challenges in an emergency. Develop response plans accordingly.
- During an evacuation, have protocols for safely securing and tracking individuals with ASD who may wander or have other behaviors. Train first responders.
- Provide clear, visual instructions and signage during emergencies. The unfamiliarity of an emergency situation could increase anxiety for those with ASD.
- Consider developing a registry of locations with ASD residents (group homes, schools etc.) to prioritize
This document discusses crisis communication and management. It provides information on:
- Defining a crisis as an unpredictable threat that requires urgent response and damages an organization.
- The importance of open and timely communication during a crisis to maintain credibility.
- Examples of poor communication during past crises like Three Mile Island and the sinking of the Russian submarine Kursk, which undermined trust.
- Best practices for crisis communication including contingency planning, designating spokespeople, providing accurate information to decision-makers, and considering apologies.
Crisis communications - Power Point presentationJanna Braun
The document discusses strategies for public relations in a crisis. It begins by summarizing the Hurricane Pam exercise that predicted the impacts of Hurricane Katrina. It then discusses the failure to implement recommendations from the exercise and the resulting public relations crisis after Katrina. The document outlines the anatomy of a crisis and stages of a crisis. It provides examples from the Challenger and Columbia space shuttle disasters. Finally, it discusses steps for crisis communication planning including risk assessment, developing a plan, response, and recovery.
The document discusses several topics related to campus security and emergency management. It mentions that obtaining fiscal year 2008 funding is a top priority. It also discusses how virtual worlds can help prepare for real-world threats. One article focuses on overhauling Kennesaw State University's emergency management plan to improve communication and training. Another discusses using technology like Reverse 911 and WebEOC to help evacuate over 500,000 residents during wildfires in Southern California.
The document is an issue of the magazine "Emergency Management" from Summer 2007. The cover story discusses how critics say the U.S. is ill-prepared for a bioterrorism attack despite attention on natural disasters. Other articles explore how global warming will impact emergency managers, the growth of emergency management degree programs, and efforts to educate children displaced by Hurricane Katrina.
The document is an issue of the magazine Emergency Management from January/February 2012. The cover story discusses America's crumbling critical infrastructure and how it will challenge emergency managers for decades. Another article examines 2011, which may have been the costliest year for disasters in the U.S. with over 90 federally declared disasters. Additional articles explore topics such as redefining volunteerism through technology and social media, gaps in weather satellite coverage that could affect severe weather forecasting, and how increased security measures related to fighting terrorism have indirectly impacted the food supply.
This document discusses different types of crises including financial, technological, malevolence, natural, deception, and workplace violence. It provides examples for each type such as the Kingfisher Airlines financial crisis, the Exxon Valdez oil spill technological crisis, and the Tylenol murders malevolence crisis. The document also discusses crisis management and provides an example of Union Carbide's unsuccessful management of the Bhopal gas tragedy and Pepsi's successful handling of a 1993 tampering crisis through effective communication.
Social Crisis Management in the Oil & Gas IndustryLisaLinzz
The document provides an overview of social crisis management in the oil and gas industry. It discusses how social media has influenced crisis communication management and the need for oil and gas companies to engage stakeholders through social media during crises. Industry thought leaders note that while some companies are using platforms like Twitter and Facebook, adoption of social media for crisis communication has been slow. They stress the importance of establishing an online presence before a crisis occurs to build relationships and manage reputations. The challenges of executive apprehension about social media and legal/revenue concerns are also addressed.
You raise an excellent point. The autism spectrum disorder community is a large and growing special needs population that emergency planners must consider. Here are a few key things emergency managers can do:
- Work with organizations supporting the ASD community to understand their needs and challenges in an emergency. Develop response plans accordingly.
- During an evacuation, have protocols for safely securing and tracking individuals with ASD who may wander or have other behaviors. Train first responders.
- Provide clear, visual instructions and signage during emergencies. The unfamiliarity of an emergency situation could increase anxiety for those with ASD.
- Consider developing a registry of locations with ASD residents (group homes, schools etc.) to prioritize
This document discusses crisis communication and management. It provides information on:
- Defining a crisis as an unpredictable threat that requires urgent response and damages an organization.
- The importance of open and timely communication during a crisis to maintain credibility.
- Examples of poor communication during past crises like Three Mile Island and the sinking of the Russian submarine Kursk, which undermined trust.
- Best practices for crisis communication including contingency planning, designating spokespeople, providing accurate information to decision-makers, and considering apologies.
Crisis communications - Power Point presentationJanna Braun
The document discusses strategies for public relations in a crisis. It begins by summarizing the Hurricane Pam exercise that predicted the impacts of Hurricane Katrina. It then discusses the failure to implement recommendations from the exercise and the resulting public relations crisis after Katrina. The document outlines the anatomy of a crisis and stages of a crisis. It provides examples from the Challenger and Columbia space shuttle disasters. Finally, it discusses steps for crisis communication planning including risk assessment, developing a plan, response, and recovery.
Este documento fornece respostas para perguntas frequentes sobre equipamentos de proteção individual, incluindo proteção respiratória, auditiva, para a pele, olhos e cabeça. Ele aborda tópicos como classificação de filtros, vida útil de cartuchos e filtros, diferenças entre respiradores e máscaras cirúrgicas, e requisitos para proteção contra agentes biológicos.
The document describes a case of a burn victim who was beaten, set on fire, and left on the side of a road. When EMS arrived, they found the man lying on the ground screaming in pain, with burned flesh and still smoking clothes. An initial assessment found burns on his hands, chest, and back, along with a head wound bleeding profusely and signs of shock. Nearby witnesses reported that a group of men had beaten and kicked the victim before setting him on fire.
Clinical Engineering
• Biotechnology Lab Technician
• Boat Building
• Broadcasting/Audio/Video Production
• Carpentry
• Civil Engineering
• CNC Machinist
List of Programs
Bates Technical College offers more than 50
career education programs leading to associate degrees, certificates and journey-level
certifications. Programs include:
BATES TECHNICAL COLLEGE
2
CHAPTER
• ABOUT BATES TECHNICAL COLLEGE
Frequently Asked Questions
Career Education Registration
What are the admission requirements?
How do I register for career education
classes?
There are no admission requirements for
This catalog summarizes firefighting equipment available from Heiman Fire including:
1) A wide range of equipment organized by category such as lights/sirens, clothing, pumps, hoses, ladders and more with page numbers listed.
2) Contact information for questions, orders and location of sales offices.
3) Details of a Thunderstorm slide-in unit including standard features like a Honda engine, booster reel, valves and tank specifications.
4) Highlights of other products available including wildland gear, drip torches, fire shelters and more.
This document summarizes the catalog of Jones & Bartlett Learning, a publisher of educational programs and services. It outlines their commitment to enriching traditional and non-traditional education through authoritative content and engaging technology. Their account specialists work to match titles and packages to unique curriculums. The catalog emphasizes their superior customer service and gold star service, with quick response times and a team focused approach. It provides information on ordering methods and availability of examination copies for instructors. The quality content from Jones & Bartlett is said to empower educators to enhance standards and improve learning outcomes.
This document lists the names and ranks of students who passed the 2015 unique baccalaureate exam in social sciences in Guinea. The top student was Benjamin Junior Tonguino Koumba Diawara with a score of 10,862 points. It then lists the next 387 students who passed the exam, providing their name, exam center, score, and origin or high school. All students received a mention of "bien" (good) or "abien" (very good).
Este manual proporciona instrucciones sobre el uso y mantenimiento de trajes de protección química Trellchem NEO. Describe los componentes del traje como la cremallera, guantes y calzado, así como accesorios opcionales. También incluye advertencias de seguridad, instrucciones para ponerse y quitarse el traje, almacenamiento, inspección, pruebas y mantenimiento. El manual está destinado a personal especializado y capacitado en el uso de equipos de protección química.
This issue of Emergency Management magazine focuses on lessons learned from evacuations, protecting critical infrastructure, and alerting the public during emergencies using new technologies. It provides expert perspectives on executing evacuation orders, guarding the nation's infrastructure, and using mobile alerts to reach large numbers of people. The issue also examines neighborhood-level disaster preparedness programs and simulation software that aggregates data to give emergency managers a comprehensive view of a situation.
The document appears to be from an emergency management magazine that discusses various topics related to emergency response such as homeland security funding, women in emergency management careers, the Japan nuclear crisis, tornado outbreaks, campus security partnerships with IT, and using technology to improve first responder safety. It includes articles, editorials, profiles of emergency management professionals, and advertisements for emergency response technology and services.
The document is an issue of the magazine Emergency Management. It includes articles on various topics related to emergency management such as a severe weather system that impacted the Midwest, the relationship between fusion centers and emergency operations centers, issues around command structures during incidents, and advances in next-generation 911 systems. It also includes information about the magazine such as contributor biographies and details about sections within the issue.
The document is a magazine about emergency management. The front cover features an article about security measures in Las Vegas. The inside pages include articles on critical infrastructure protection, emergency response coordination with railroads, and continuity of operations planning. There are also regular sections on public-private partnerships, technology trends, disaster preparedness, and major industry figures. The publication provides information on topical issues to emergency management professionals.
This document contains an issue of Emergency Management magazine from September/October 2009. The cover story discusses how inmates can assist in disaster response efforts. Additional articles explore topics such as using Wi-Fi networks to protect communities from chemical weapons, collaboration in Rhode Island's emergency operations center, and improvements to an emergency communications center in Virginia. Brief summaries of additional articles are provided on pandemic planning, information sharing through the National Information Exchange Model, and regional evacuation planning in Atlanta.
This document contains an issue of the Emergency Management magazine from November/December 2009. The main stories discussed include:
- The rise in deadly wildfires around the world and how communities are having to rethink their fire strategies.
- The importance of long-term recovery efforts after disasters and how they often do not receive enough attention compared to response and short-term recovery.
- An example of improved disaster planning and coordination from Santa Barbara County, California through partnerships with local organizations.
- The challenges states and localities will face in quickly spending federal stimulus money designated for emergency management purposes.
Disaster Planning What Organizations Need To Know To Protect Their TechTechSoup
This online seminar was recorded and can be accessed by clicking on the link to the right. You'll also see a link to the PowerPoint presentation. Additional questions will be answered in the Technology Planning Forum.
Crisis Communication Planning And Management Powerpoint Presentation SlidesSlideTeam
Get our Crisis Communication Planning And Management PowerPoint Presentation Slides to encapsulate crisis management and communication plan. The key objectives of your crisis plan can be effectively discussed by using our readily available crisis management plan PowerPoint slide deck. Discuss the types and levels of crisis management with the help of these PPT layouts. Details about the crisis directory, risk assessment, crisis inventory, crisis communication control center, etc can be easily provided using our readily available PPT presentation. Take the assistance of this crisis communication strategy’s PPT visual, to highlight the communication plan for notifying the public along with a key message. The presentation allows you to depict crisis communication policy, crisis management steps, and evaluation form for post-crisis. Provide reliable information to avoid rumors and backlash with our content-ready PPT slideshow. Thus, Incorporate our professionally designed crisis communication planning PowerPoint presentation to communicate information about crises to the public. https://bit.ly/3i6kgQc
V mware business trend brief - crash insurance - protect your business with...VMware_EMEA
1) Natural disasters and outages cost businesses billions annually. Virtualization allows businesses to run multiple operating systems and applications on a single machine, increasing efficiency. It also enables easy copying of "virtual machines" for offsite backup and fast disaster recovery.
2) With virtualization, applications and data can be restored in hours versus days for tape-based systems. Backup copies of virtual machines are fully maintained for quick failover.
3) Adopting a virtualization solution with a solid recovery plan can help businesses survive disasters by restoring systems within hours instead of closing due to extended outages.
This magazine issue focuses on strategy and leadership in critical times. It features articles on the Mennonite Disaster Service and their decades of experience rebuilding communities after disasters, protecting the president at presidential inaugurations, and ways to reduce bureaucratic red tape and smarter emergency management spending. Other articles discuss being prepared for active shooter situations, the use of tablet devices by emergency managers, and hiring consultants. The issue also includes department sections on training and education, public safety and security, disaster preparedness, and product spotlights.
2Cloud computing threats One of the biggest challenges informa.docxlorainedeserre
2
Cloud computing threats
One of the biggest challenges information security leaders have is being able to effectively communicate the value of their team’s efforts across the organization .Here the ability to accurately report on their organization’s state of security and communicate the benefits of a proactive security effort in a language the rest of the organization can understand. This session will draw from the experience of seasoned CISOs with proven track records in enabling core business objectives by influencing key stakeholders in the organization. These risk and information security leaders will share their advice on how to effectively create and demonstrate security’s value. The security function is often seen as doing security for its own sake, rather than for the benefit of the business, and so misses the point of security entirely which is about managing risk to acceptable levels.
The security function all too often acts in a condescending manner thinking it knows what is best for the business when in fact it is just one of the various functions in which they have the organizations for business decisions. Business executives are far more interested in what is happening with information security than ever, thanks to a plethora of high-profile, very visible breaches and security incidents.
In recent years the level of attention paid to cybersecurity issues by organizations has skyrocketed. Cyber risk is now a board-level concern, and IT security budgets have risen accordingly. Despite the increased attention, it is not clear whether firms have become more sophisticated in how they manage cyber risks. Historically, most firms have made cybersecurity investment decisions by adhering to industry best practices, without necessarily developing a detailed understanding of their overall cyber risk first. Risk management is predicated on risk quantification, and many researchers have attempted to quantify cyber risks using quantitative metrics such as return on investment.
Components
Transportation management centers (TMCs)
Ramp metering
Incident management
Motorist assistance systems
Communications systems
Radio communications
Changeable message signs (CMSs)
1
Transportation management centers
Organization
Combine traffic operations personnel with law enforcement
and dispatch
Locally, joint Caltrans-CHP operation
Functions
Traffic surveillance
Incident management
Data collection
Other FMS functions (e. g. ramp metering, CCTV systems, I-
15 Express Lanes Operation)
2
The San Diego Regional Transportation Management Center
(CHP Border Communications Center)
QUESTION: WHY DO WE NEED TMC?
ANSWER: TRAFFIC
CHP/Caltrans Joint Operation
The CHP is responsible for state highway incident
management and law enforcement, and Caltrans, for
the operation and management of the state highway
system.
Both departments remain permanent and equal
partners in each TM ...
Tervo Systems is a technology solutions provider for small businesses located in Clermont, Florida. They offer enterprise-class solutions such as internet security, email and collaboration tools, phone systems, cloud backup, and eDiscovery. Their goal is to treat clients as fellow business owners rather than tech support cases. They provide products, services, and consulting including WordPress development, web hosting, network support, and Microsoft Office 365.
Best Practices for Proactive Disaster Recovery and Business ContinuityReadWrite
1) The document discusses best practices for disaster recovery and business continuity planning. It provides an example of how OSI Restaurant Partners implemented a successful DR plan with Qwest that allowed them to recover from a potential power outage within 3 hours instead of being down for 8 hours.
2) The document outlines the importance of disaster recovery and business continuity planning to maintain operations despite natural disasters, outages, or security incidents. It discusses common threats that businesses face and the need for proactive rather than reactive planning.
3) The document recommends adopting standards like the National Fire Protection Association 1600 for establishing specifications around critical functions, application recovery plans, data center failover, and testing DR plans. Cross-functional support and educating leadership on
Este documento fornece respostas para perguntas frequentes sobre equipamentos de proteção individual, incluindo proteção respiratória, auditiva, para a pele, olhos e cabeça. Ele aborda tópicos como classificação de filtros, vida útil de cartuchos e filtros, diferenças entre respiradores e máscaras cirúrgicas, e requisitos para proteção contra agentes biológicos.
The document describes a case of a burn victim who was beaten, set on fire, and left on the side of a road. When EMS arrived, they found the man lying on the ground screaming in pain, with burned flesh and still smoking clothes. An initial assessment found burns on his hands, chest, and back, along with a head wound bleeding profusely and signs of shock. Nearby witnesses reported that a group of men had beaten and kicked the victim before setting him on fire.
Clinical Engineering
• Biotechnology Lab Technician
• Boat Building
• Broadcasting/Audio/Video Production
• Carpentry
• Civil Engineering
• CNC Machinist
List of Programs
Bates Technical College offers more than 50
career education programs leading to associate degrees, certificates and journey-level
certifications. Programs include:
BATES TECHNICAL COLLEGE
2
CHAPTER
• ABOUT BATES TECHNICAL COLLEGE
Frequently Asked Questions
Career Education Registration
What are the admission requirements?
How do I register for career education
classes?
There are no admission requirements for
This catalog summarizes firefighting equipment available from Heiman Fire including:
1) A wide range of equipment organized by category such as lights/sirens, clothing, pumps, hoses, ladders and more with page numbers listed.
2) Contact information for questions, orders and location of sales offices.
3) Details of a Thunderstorm slide-in unit including standard features like a Honda engine, booster reel, valves and tank specifications.
4) Highlights of other products available including wildland gear, drip torches, fire shelters and more.
This document summarizes the catalog of Jones & Bartlett Learning, a publisher of educational programs and services. It outlines their commitment to enriching traditional and non-traditional education through authoritative content and engaging technology. Their account specialists work to match titles and packages to unique curriculums. The catalog emphasizes their superior customer service and gold star service, with quick response times and a team focused approach. It provides information on ordering methods and availability of examination copies for instructors. The quality content from Jones & Bartlett is said to empower educators to enhance standards and improve learning outcomes.
This document lists the names and ranks of students who passed the 2015 unique baccalaureate exam in social sciences in Guinea. The top student was Benjamin Junior Tonguino Koumba Diawara with a score of 10,862 points. It then lists the next 387 students who passed the exam, providing their name, exam center, score, and origin or high school. All students received a mention of "bien" (good) or "abien" (very good).
Este manual proporciona instrucciones sobre el uso y mantenimiento de trajes de protección química Trellchem NEO. Describe los componentes del traje como la cremallera, guantes y calzado, así como accesorios opcionales. También incluye advertencias de seguridad, instrucciones para ponerse y quitarse el traje, almacenamiento, inspección, pruebas y mantenimiento. El manual está destinado a personal especializado y capacitado en el uso de equipos de protección química.
This issue of Emergency Management magazine focuses on lessons learned from evacuations, protecting critical infrastructure, and alerting the public during emergencies using new technologies. It provides expert perspectives on executing evacuation orders, guarding the nation's infrastructure, and using mobile alerts to reach large numbers of people. The issue also examines neighborhood-level disaster preparedness programs and simulation software that aggregates data to give emergency managers a comprehensive view of a situation.
The document appears to be from an emergency management magazine that discusses various topics related to emergency response such as homeland security funding, women in emergency management careers, the Japan nuclear crisis, tornado outbreaks, campus security partnerships with IT, and using technology to improve first responder safety. It includes articles, editorials, profiles of emergency management professionals, and advertisements for emergency response technology and services.
The document is an issue of the magazine Emergency Management. It includes articles on various topics related to emergency management such as a severe weather system that impacted the Midwest, the relationship between fusion centers and emergency operations centers, issues around command structures during incidents, and advances in next-generation 911 systems. It also includes information about the magazine such as contributor biographies and details about sections within the issue.
The document is a magazine about emergency management. The front cover features an article about security measures in Las Vegas. The inside pages include articles on critical infrastructure protection, emergency response coordination with railroads, and continuity of operations planning. There are also regular sections on public-private partnerships, technology trends, disaster preparedness, and major industry figures. The publication provides information on topical issues to emergency management professionals.
This document contains an issue of Emergency Management magazine from September/October 2009. The cover story discusses how inmates can assist in disaster response efforts. Additional articles explore topics such as using Wi-Fi networks to protect communities from chemical weapons, collaboration in Rhode Island's emergency operations center, and improvements to an emergency communications center in Virginia. Brief summaries of additional articles are provided on pandemic planning, information sharing through the National Information Exchange Model, and regional evacuation planning in Atlanta.
This document contains an issue of the Emergency Management magazine from November/December 2009. The main stories discussed include:
- The rise in deadly wildfires around the world and how communities are having to rethink their fire strategies.
- The importance of long-term recovery efforts after disasters and how they often do not receive enough attention compared to response and short-term recovery.
- An example of improved disaster planning and coordination from Santa Barbara County, California through partnerships with local organizations.
- The challenges states and localities will face in quickly spending federal stimulus money designated for emergency management purposes.
Disaster Planning What Organizations Need To Know To Protect Their TechTechSoup
This online seminar was recorded and can be accessed by clicking on the link to the right. You'll also see a link to the PowerPoint presentation. Additional questions will be answered in the Technology Planning Forum.
Crisis Communication Planning And Management Powerpoint Presentation SlidesSlideTeam
Get our Crisis Communication Planning And Management PowerPoint Presentation Slides to encapsulate crisis management and communication plan. The key objectives of your crisis plan can be effectively discussed by using our readily available crisis management plan PowerPoint slide deck. Discuss the types and levels of crisis management with the help of these PPT layouts. Details about the crisis directory, risk assessment, crisis inventory, crisis communication control center, etc can be easily provided using our readily available PPT presentation. Take the assistance of this crisis communication strategy’s PPT visual, to highlight the communication plan for notifying the public along with a key message. The presentation allows you to depict crisis communication policy, crisis management steps, and evaluation form for post-crisis. Provide reliable information to avoid rumors and backlash with our content-ready PPT slideshow. Thus, Incorporate our professionally designed crisis communication planning PowerPoint presentation to communicate information about crises to the public. https://bit.ly/3i6kgQc
V mware business trend brief - crash insurance - protect your business with...VMware_EMEA
1) Natural disasters and outages cost businesses billions annually. Virtualization allows businesses to run multiple operating systems and applications on a single machine, increasing efficiency. It also enables easy copying of "virtual machines" for offsite backup and fast disaster recovery.
2) With virtualization, applications and data can be restored in hours versus days for tape-based systems. Backup copies of virtual machines are fully maintained for quick failover.
3) Adopting a virtualization solution with a solid recovery plan can help businesses survive disasters by restoring systems within hours instead of closing due to extended outages.
This magazine issue focuses on strategy and leadership in critical times. It features articles on the Mennonite Disaster Service and their decades of experience rebuilding communities after disasters, protecting the president at presidential inaugurations, and ways to reduce bureaucratic red tape and smarter emergency management spending. Other articles discuss being prepared for active shooter situations, the use of tablet devices by emergency managers, and hiring consultants. The issue also includes department sections on training and education, public safety and security, disaster preparedness, and product spotlights.
2Cloud computing threats One of the biggest challenges informa.docxlorainedeserre
2
Cloud computing threats
One of the biggest challenges information security leaders have is being able to effectively communicate the value of their team’s efforts across the organization .Here the ability to accurately report on their organization’s state of security and communicate the benefits of a proactive security effort in a language the rest of the organization can understand. This session will draw from the experience of seasoned CISOs with proven track records in enabling core business objectives by influencing key stakeholders in the organization. These risk and information security leaders will share their advice on how to effectively create and demonstrate security’s value. The security function is often seen as doing security for its own sake, rather than for the benefit of the business, and so misses the point of security entirely which is about managing risk to acceptable levels.
The security function all too often acts in a condescending manner thinking it knows what is best for the business when in fact it is just one of the various functions in which they have the organizations for business decisions. Business executives are far more interested in what is happening with information security than ever, thanks to a plethora of high-profile, very visible breaches and security incidents.
In recent years the level of attention paid to cybersecurity issues by organizations has skyrocketed. Cyber risk is now a board-level concern, and IT security budgets have risen accordingly. Despite the increased attention, it is not clear whether firms have become more sophisticated in how they manage cyber risks. Historically, most firms have made cybersecurity investment decisions by adhering to industry best practices, without necessarily developing a detailed understanding of their overall cyber risk first. Risk management is predicated on risk quantification, and many researchers have attempted to quantify cyber risks using quantitative metrics such as return on investment.
Components
Transportation management centers (TMCs)
Ramp metering
Incident management
Motorist assistance systems
Communications systems
Radio communications
Changeable message signs (CMSs)
1
Transportation management centers
Organization
Combine traffic operations personnel with law enforcement
and dispatch
Locally, joint Caltrans-CHP operation
Functions
Traffic surveillance
Incident management
Data collection
Other FMS functions (e. g. ramp metering, CCTV systems, I-
15 Express Lanes Operation)
2
The San Diego Regional Transportation Management Center
(CHP Border Communications Center)
QUESTION: WHY DO WE NEED TMC?
ANSWER: TRAFFIC
CHP/Caltrans Joint Operation
The CHP is responsible for state highway incident
management and law enforcement, and Caltrans, for
the operation and management of the state highway
system.
Both departments remain permanent and equal
partners in each TM ...
Tervo Systems is a technology solutions provider for small businesses located in Clermont, Florida. They offer enterprise-class solutions such as internet security, email and collaboration tools, phone systems, cloud backup, and eDiscovery. Their goal is to treat clients as fellow business owners rather than tech support cases. They provide products, services, and consulting including WordPress development, web hosting, network support, and Microsoft Office 365.
Best Practices for Proactive Disaster Recovery and Business ContinuityReadWrite
1) The document discusses best practices for disaster recovery and business continuity planning. It provides an example of how OSI Restaurant Partners implemented a successful DR plan with Qwest that allowed them to recover from a potential power outage within 3 hours instead of being down for 8 hours.
2) The document outlines the importance of disaster recovery and business continuity planning to maintain operations despite natural disasters, outages, or security incidents. It discusses common threats that businesses face and the need for proactive rather than reactive planning.
3) The document recommends adopting standards like the National Fire Protection Association 1600 for establishing specifications around critical functions, application recovery plans, data center failover, and testing DR plans. Cross-functional support and educating leadership on
CriticalArc - Business without boundaries emeaChris Keane
Providing a duty of care and ensuring your employees are safe when they are travelling is a major challenge for organisations. CriticalArc's SafeZone is a proven solution being used across the globe. SafeZone is designed as an enterprise solution which provides a comprehensive system to manage health and safety and risk of personnel across the organisation.
Cyber security professionals and students please join us at the National Cyber Summit Job Fair to meet employers, network with other cleared professionals, and have your resume professionally reviewed by Still Serving Veterans. A security clearance is not required. The Job Seeker Handbook contains a listing of all employers and the positions they will be seeking to fill at the Cyber Job Fair. If you are a cyber security cleared professional please pre-register at: https://clearedjobs.net/job-fair/fair/70/. If you are a non-cleared cyber security professional or student please pre-register at: https://cybersecjobs.com/job-fair/fair/61/. The NCS Cyber Job Fair is free and registration is separate from the National Cyber Summit.
This document summarizes a conference on enhancing cyber security for critical infrastructure. The conference will discuss best practices for protecting process controls and critical infrastructure from cyber threats. Speakers will include representatives from the Department of Homeland Security, NERC, NIST, and various utilities. Sessions will address topics such as creating secure architectures through collaboration, scenario planning, risk assessment, and leveraging new technologies for security upgrades. Interactive workshops will allow attendees to engage with issues around control system security, configuration management, risk assessment, and critical asset identification. The goal is to help utilities protect their systems from cyber threats.
Find ways to prevent Disaster from knocking on your company door! Make sure your plan is in place as we anticipate a weekend storm - sales@telehouse.com
The document discusses disaster planning and business continuity lessons learned from WWL-TV's experience during Hurricane Katrina in New Orleans. It outlines the complex relationships and interactions that must be managed during a crisis. It details the challenges of transportation, power, fuel, communications, security, and public safety during such events. It emphasizes the importance of pre-event planning, including establishing a hard transmitter site, fuel storage, secure transportation, and pre-deploying robust communications and security resources. With proper planning and by effectively managing risk, WWL-TV was able to continue broadcasting throughout the storm and gain new opportunities.
CLOUD-BASED BACKUP AND DISASTER RECOVERY. MANAGE. PROTECT. RECOVERNexon Asia Pacific
This document discusses cloud-based backup and disaster recovery solutions from Nexon. It outlines the risks businesses face if they are not properly prepared with a strong backup and recovery plan, such as data loss, loss of productivity, and financial loss. Nexon offers backup as a service to securely back up data to cloud storage. It also offers disaster recovery as a service to help businesses develop strategies to resume vital functions in the event of a disaster and minimize disruption.
This document provides user information and technical specifications for the Trellchem NEO chemical protective suit. It outlines important safety considerations for proper use of the suit, including limitations, recommended storage practices, inspection procedures, donning and doffing instructions, maintenance, and suit component descriptions. The document also includes appendices with approvals data and permeation test results for chemicals.
Nbr 13714 sistema de hidrantes e mangotinhos e acessóriosSantiago Resgate
1. O documento é uma norma técnica brasileira que estabelece requisitos para sistemas de hidrantes e mangotinhos para combate a incêndio.
2. A norma define termos técnicos, especifica requisitos gerais e específicos para os sistemas, e inclui anexos sobre reservatórios, bombas de incêndio, aceitação e manutenção dos sistemas.
3. A norma substitui uma versão anterior e tem validade a partir de 29 de fevereiro de 2000.
This document provides an overview of M&T Fire and Safety, a company that sells fire and rescue equipment. It lists various vendors and products offered, including apparatus, equipment, pumps, hoses, breathing apparatus, tools, clothing and more. Contact information is provided for key staff members involved in sales, service, accounting and equipment repair.
The National Academy of Emergency Dispatch is the leading standard-setting and certification body for emergency dispatch worldwide, with over 53,500 certified members in 42 countries. It was established in 1988 and has volunteer experts who serve on 15 boards to perform standard-setting functions. The origins of emergency medical dispatch date back over 30 years to the first medical dispatch protocol and training course. The Academy organizes its standard-setting and certification functions through various boards, councils, and committees. It sets certification and training standards for emergency dispatchers in medical, fire, and police and also accredits dispatch centers that meet high standards.
Este manual técnico aborda os procedimentos de resgate rodoviário e fornece diretrizes para o atendimento a vítimas de acidentes de trânsito. O documento discute tópicos como a mecânica dos acidentes, os recursos de resgate, técnicas de acesso, suporte básico de vida, desencarceramento, remoção e transporte de vítimas, segurança nas operações e situações especiais de resgate. O objetivo é aprimorar as técnicas de resgate e padronizar os procedimentos para reduzir
The Justice Institute of British Columbia's Fire & Safety Division provides education and training programs for firefighters across Canada. In this 2011 report:
- Enrollment in JIBC fire programs increased 11% to over 5,000 students, with training delivered in 116 BC communities. The Bachelor of Fire & Safety Studies enrolled 132 students and saw 10 graduates.
- New programs were introduced, including an online Hazardous Materials Awareness course and a Fire Prevention Officer Certificate. Partnerships with local fire departments expanded accessible training opportunities.
- Student success was promoted through opportunities like international service trips and regional weekend training sessions held across BC. A total of 535 students participated in regional weekends.
The AMSafe-3 IV administration set allows EMS providers to quickly select different drop settings without interrupting patient care. It combines three IV sets into one compact device, reducing inventory and space needs. The set is available in several configurations and lengths to meet various patient care needs. For more information or a demonstration, contact an Account Manager or call the phone number listed.
The document describes the Philips HeartStart FR3 automated external defibrillator, which is designed to make lifesaving faster, easier, and better during sudden cardiac arrests. It has a rugged design and is reliable, helping emergency medical providers during the critical time of an SCA response. The FR3 is also considered the leading professional-grade AED among major manufacturers.
The document provides information on several products for EMS providers. It describes the King Vision video laryngoscope, which allows for visualization of the airway during intubations. It is lightweight, portable, and durable for use in EMS. The document also describes the LMA Unique self-pressurizing mask, which prevents overinflation of the laryngeal mask and reduces risks of tissue damage during ventilation. It provides information on how to contact account managers or the company for more details on these or other products.
This document is the October 2012 issue of the Journal of Emergency Medical Services (JEMS). It contains several articles on topics related to EMS, including a salary survey of EMS workers, innovations in ambulance design, and lessons learned in preventing hypothermia in the field. It also includes various regular sections and columns that provide news, case studies, product reviews, and other information for EMS professionals.
This issue of the Journal of Emergency Medical Services from September 2012 contains several articles related to cardiac arrest and resuscitation. The cover story discusses how feedback and team performance impact survival from cardiac arrest. Additional articles provide guidance on safe use of adenosine, dealing with thoracic injuries, enhancing EMS education, and current goals and challenges in cardiac arrest. Brief summaries of additional departments and columns are also included.
This document is the August 2012 issue of the Journal of Emergency Medical Services (JEMS). The cover article summarizes an article titled "Primum Non Nocere: Why EMS should be timely, thorough and cautious in implementing new approaches to patient care." Additional articles discuss topics such as community health partnerships, cardiac arrest survival rates, ambulance media portrayals, anaphylaxis treatment, and EMS costs. The issue also contains regular sections on leadership, education, products and industry news.
This document provides an overview of the July 2012 issue of the Journal of Emergency Medical Services (JEMS). It includes articles on rethinking EMS delivery models, lessons learned from responding to a Navy jet crash, improving accuracy of nursing home response requests, and drowning as a leading cause of injury death. Additionally, it lists various regular sections and columns that are included in the issue such as news, leadership perspectives, product reviews, and more.
This 3-sentence summary provides the high-level information about the contents of the June 2012 issue of the Journal of Emergency Medical Services (JEMS):
The issue featured articles on comprehensive safety programs in EMS, innovative new products showcased at an EMS conference, and the importance of rapid treatment for stroke patients, with one article profiling how stroke affected one family. It also included regular departments on education, news, operations tips, research findings, and product reviews.
This document is the May 2012 issue of the Journal of Emergency Medical Services (JEMS). It contains several articles about law enforcement officers providing initial medical care at emergency scenes before EMS arrives. The cover story discusses how a sheriff's deputy in Arizona demonstrated the value of early medical treatment by law enforcement, especially in active shooter situations. Other articles describe how training law enforcement in medical response can help save lives, a local EMS training program for law enforcement, and managing multiple patients at once. The issue also contains regular sections about EMS news, leadership, case studies and research.
Este documento describe un curso de 10 días de duración sobre búsqueda y rescate urbano internacional ofrecido por el Servicio de Extensión de Ingeniería de Texas. El curso enseña destrezas y conocimientos necesarios para realizar operaciones de rescate en situaciones de desastre a través de módulos de instrucción y un ejercicio final en la Ciudad Desastre. Está dirigido a agencias responsables de responder a emergencias locales o nacionales ubicadas fuera de Estados Unidos.
The document is a buyer's guide from Fire Safety USA for firefighting, EMS, and rescue gear and accessories. It includes pricing and product details for various items like wildland fire boots starting at $198.95, structural fire boots from $265-319, EMS/wildland boots for $177.95, and hip boots for $145. The guide provides an index of gear, a brief description and product number for each item, and contact information for the company.
Este curso proporciona la capacitación requerida para técnicos en materiales peligrosos según la norma NFPA 472. El curso, dictado por el Departamento de Bomberos de Houston, TX, busca desarrollar las habilidades necesarias para la identificación, control y disposición de materiales peligrosos, a través de conferencias, simulaciones y prácticas. El programa dura 80 horas e incluye alojamiento, alimentación, equipo de protección y certificación.
This document is the January 2009 issue of Fire Engineering magazine. It contains articles on topics relevant to the fire service such as green construction, firefighting challenges in converted mills, preplanning buildings, and the use of capnography in patient assessment. It also includes department sections that cover training, technology, apparatus deliveries, products and events. The issue aims to keep fire service professionals up to date on important issues and provide continuing education.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
1. A publication of e.Repu
publication e Republic
November/December 2011
Issue 6 — Vol. 6
Governor’s quick response
puts Alabama on road to
recovery after tornadoes
EM11_cover.indd 2
Gov. Robert Bentley and his wife,
Dianne, survey the damage.
11/14/11 10:01 AM
2. Knowledge is Power.
Knowledge Center™ is Fusion.
Use Knowledge Center™ to promote a virtual collaborative environment
to facilitate cooperation and provide instant access to information—anytime, anywhere.
Common Operating Picture (COP)
Interoperability
Fusion Center
Situational Awareness
Incident Management Software Solutions
Fully-functional, out-of-the-box, no training required.
Incident Management System
Hospital Incident Management System
Fusion System
Incident Command System (ICS)
Hospital Incident Command System (HICS)
Optimized intelligence sharing
Critical Infrastructure/Key Resources (CI/KR)
Hazard Vulnerability Assessment (HVA)
Secure, tiered access control
Situation Reporting (SITREP)
Patient/Triage tracking
Dynamic, configurable reporting
Geographic Information Systems (GIS)
Hospital Available Beds (HAvBED)
Interoperable with CADs
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
3. “The
Knowledge Center’s ‘common operating
picture’ is something that every response
organization should strive for.”
— Commander Timme, US Coast Guard
“I
think this type of information sharing
is an example of how it should be.”
— Lieutenant Zupanc, Ohio Fusion Center
Don’t just report.
Communicate.
Call us: 412.635.3322
www.knowledge-center.com
Incident Management Software Solutions
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
4. ON THE COVER
Contents
16
Rising to
the Challenge
Alabama Gov. Robert Bentley
discusses the state’s response
to devastating tornadoes.
FEATURES
Cover photo AP Images
24
Training Gone Awry?
Is today’s antiterrorism training keeping
up with the diverging threat?
30
Disruption
Management
Health-care organizations expand their
emergency management focus.
DEPARTMENTS
40
DISASTER RECOVERY
Digging Out
Parts of New England and New Jersey
are on the long road to recovery after
Hurricane Irene.
42
PUBLIC SAFETY AND SECURITY
Models to Emulate
Higher education institutions can learn
crisis management strategies from
federal models.
46
TRAINING AND EDUCATION
ADAM DuBROWA/FEMA
Colorado’s Unique
Radio Standards
A statewide set of standards and a
shared language was 10 years in
the making.
4
EM11_04.indd 4
11/8/11 2:40 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
5. 24/7 RELIABILITY
WITHOUT THE
24/7 ANXIETY.
EMC® VNXe3100™
Disasters. Natural, technological or
human. It doesn’t matter. The network
needs to stay up and running. With best-
managing shared storage VNXe™
in-class vendors, dedicated account
of storage with EMC® Unisphere™
managers and highly trained solution
streamlined operations
architects, we’ll help you create a plan
with the right products and services
to fit your needs and budget. The
IBM System x3650 M3 Rack-mount
Server
peace of mind is just an added bonus.
All you have to do is call or click.
Quad-Core Intel ® Xeon ®
800.767.4239 | CDWG.com/continuity
McAfee® Enterprise Mobility
Management
support for mobile devices
security functionality
®
®
™
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
6. Contents
Group Publisher:
Founding Publisher:
VP Emergency Management/
Homeland Security:
Don Pearson dpearson@govtech.com
Tim Karney tkarney@govtech.com
Martin Pastula mpastula@govtech.com
Publisher:
Scott Fackert sfackert@govtech.com
Executive Editor:
Steve Towns stowns@govtech.com
(916) 932-1497
(916) 765-1875
EDITORIAL
Editor:
Associate Editor:
Managing Editor:
Chief Copy Editor:
Contributing Editor:
Staff Writers:
NASA/CARNEGIE MELLON UNIVERSITY
Editorial Assistant:
Jim McKay jmckay@govtech.com
Elaine Pittman epittman@govtech.com
Karen Stewartson kstewartson@govtech.com
Miriam Jones mjones@govtech.com
Jessica B. Mulholland jmulholland@govtech.com
Hilton Collins hcollins@govtech.com
Corey McKenna cmckenna@govtech.com
Natalie August naugust@govtech.com
DESIGN
Creative Director:
Art Director:
Senior Designer:
Illustrator:
Production Director:
Production Manager:
Kelly Martinelli kmartinelli@govtech.com
Michelle Hamm mhamm@govtech.com
Crystal Hopson chopson@govtech.com
Tom McKeith tmckeith@govtech.com
Stephan Widmaier swidm@govtech.com
Joei Heart jheart@govtech.com
PUBLISHING
VP of Strategic Accounts:
Regional Sales Directors:
East
West, Central
Jon Fyffe jfyffe@govtech.com
Leslie Hunter lhunter@govtech.com
Shelley Ballard sballard@govtech.com
Account Managers:
DEPARTMENTS CONTINUED
Melissa Sellers msellers@govtech.com
Erin Gross egross@govtech.com
Business Development Director: Glenn Swenson gswenson@govtech.com
Bus. Dev. Managers:
John Enright jenright@govtech.com
Kevin May kmay@govtech.com
Regional Sales Administrator:
Christine Childs cchilds@govtech.com
National Sales Administrator:
Jennifer Valdez jvaldez@govtech.com
Director of Marketing:
Andrea Kleinbardt akleinbardt@govtech.com
Sr. Dir. of Custom Events:
Whitney Sweet wsweet@govtech.com
Dir. of Custom Events:
Lana Herrera lherrera@govtech.com
Custom Events Managers:
Tanya Noujaim tnoujaim@govtech.com
Gina Fabrocini gfabrocini@govtech.com
Custom Events Coordinator:
Megan Turco mturco@govtech.com
Custom Events Admin.:
Sharon Remeiro sremeiro@govtech.com
Sr. Custom Media Writer:
Jim Meyers jmeyers@govtech.com
Custom Media Writer:
Noelle Knell nknell@govtech.com
Custom Media Proj. Asst.:
Courtney Hardy chardy@govtech.com
Dir. of Web Products and Svcs.: Zach Presnall zpresnall@govtech.com
Custom Web Products Manager: Michelle Mrotek mmrotek@govtech.com
Web Advertising Manager:
Julie Dedeaux jdedeaux@govtech.com
Web Services/Project Manager:
Adam Fowler afowler@govtech.com
Subscription Coordinator:
Eenie Yang subscriptions@govtech.com
East
50
12
TECHNOLOGY AND TRENDS
In the News
West, Central
Fighting Fire With Data
A partnership seeks to aid wildfire fighting with
real-time information while operating from a
next-generation emergency operations center.
14
52
62
DISASTER PREPAREDNESS
Product Spotlight
EM Bulletin
Preparing for Repopulation
64
Lessons learned from repopulating Louisiana
parishes after Katrina lead to the creating of
comprehensive re-entry plans.
Eric’s Corner
CORPORATE
CEO:
Executive VP:
Executive VP:
CAO:
CFO:
VP of Events:
Chief Marketing Officer:
Chief Content Officer:
The Changing Face of Disasters
66
REST OF THE BOOK
Last Word
8
The Power of Push Partners
Letters/Calendar
Dennis McKenna dmckenna@govtech.com
Don Pearson dpearson@govtech.com
Cathilea Robinett crobinet@centerdigitalgov.com
Lisa Bernard lbernard@govtech.com
Paul Harney pharney@govtech.com
Alan Cox acox@govtech.com
Margaret Mohr mmohr@govtech.com
Paul W. Taylor ptaylor@govtech.com
Emergency Management (ISSN# 2156-2490) is published bi-monthly by e.Republic Inc,
100 Blue Ravine Road, Folsom, CA 95630. Application to mail at Periodicals Postage
Pending at Folsom, Calif. and additional offices. POSTMASTER: Send address changes
to: Emergency Management, 100 Blue Ravine Road, Folsom, CA 95630. Copyright
2011 by e.Republic, Inc. All Rights Reserved. Opinions expressed by writers are not
necessarily those of the publisher or editors.
10
Point of View
Article submissions should be sent to the attention of the Managing Editor.
Reprints of all articles in this issue and past issues are available (500 minimum).
Please direct inquiries for reprints and licensing to Wright’s Media: (877) 652-5295,
sales@wrightsmedia.com.
The Cost of Neglecting Infrastructure
Subscription Information: Requests for subscriptions may be directed to subscription
coordinator by phone or fax to the numbers below. You can also subscribe online at
www.emergencymgmt.com.
100 Blue Ravine Road, Folsom, CA 95630
Phone: (916)932-1300 Fax: (916)932-1470
www.emergencymgmt.com
6
e
The inside pages of this publication are printed
on 80 percent de-inked recycled fiber.
A publication of
EM11_04.indd 6
11/11/11 11:45 AM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
7. Law Enforcement
& Security
Firefighting
Protection
Emergency Response
& Recovery
Information
Technology
Solutions That Save
Time, Money, and Lives.
Ensuring citizen safety and supporting critical business operations are important even during tough economic
times. At GSA we offer direct access to a wide range of quality local and global contractors offering products and
services at pre-negotiated ceiling prices. Our online tools and customer support specialists are available and ready
to help you respond quickly to your state and local needs. GSA helps you generate efficiencies and savings for the
American people.
To learn more, call 703-605-9155 or visit www.gsa.gov/stateandlocal.
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
8. Reader Feedback
BY EL AINE PIT TMAN | A SSOCIATE EDITOR
An Evolving
Profession
Some of the pre-eminent women in emergency management share
how they got into the field and how it’s changing (for the better).
Nancy Ward surveys
storm damage in
Kentucky as FEMA’s acting
adminstrator in 2009.
Emergency Management 17
The September/October article An Evolving Profession featured some pre-eminent women in emergency management and how they got into the field.
“We do, indeed, have some excellent women
currently in the emergency management field. I
can attest to the fact that with my 25 years in the
military, I’ve learned much from them. Resulting in
enhancing my skills and making me a more viable
and effective emergency manager. There needs to
be a continued effort to promote emergency management as a true profession. Furthermore, it’s
refreshing to see our higher education institutes
establishing emergency management programs for
students who have a desire to pursue this field.”
—Tim
“I agree with the commentators that this is a
great article, but please also know that emergency
managers are not strictly in the public sector. As
a health-care emergency management consultant, my colleagues and I also represent thousands
of private-sector emergency managers who are
equally committed to enhancing professional standards for all.”
—Nora
The article When the Sky Turned Black in the
September/October issue about what caused the
outbreak of tornadoes earlier this year stirred up
some comments at www.emergencymgmt.com.
“I’ve been an emergency management professional for decades, and although the newly available science behind what drives severe weather is
certainly interesting, it doesn’t matter unless people
take the warnings seriously. We have to do a better job in our schools, our chambers of commerce,
and our communities in general of educating people about severe weather (specifically) and about
emergency preparedness in general.”
— Jim
“More than anything else, this article revealed that
we have better predicting and tracking technology
than in the past. Really, what we need to work on
is warnings and response issues. Just like the fires
in Southern California, no one took them very seriously until a majority of the population was exposed
to their effects. This year, our population is much
better prepared than in past years, mainly because
they all saw and felt the effects of some horrendous
fires over the past decade. Follow up the immediate
response with education and training of the public
while they can still see the effects of the tornadoes
from this year, and they will better prepare for
future incidents.”
— John
“Emergency management (the entirety of) is
going to have to become a better partner with the
NWS [National Weather Service] both in the detection of and a trusted source to say severe weather
is not occurring, in order to cut down on the
extremely high false alarm rate NWS has with its
warnings, which are jading the public’s response.”
—David
Your opinions matter to us. Send letters to the editor
at editorial@govtech.com. Publication is solely at the
discretion of the editors. Emergency Management
reserves the right to edit submissions for length.
Emergency Management Events
30-1 Nov./Dec.
1 December
6 December
17-19 January
INDUSTRIAL FIRE,
SAFETY & SECURITY
San Antonio, Texas
PUBLIC SAFETY
TECHNOLOGY SUMMIT
Sacramento, Calif.
ALL-HAZARDS/ALLSTAKEHOLDERS SUMMIT
Miami
Learn about best
practices for all types
of incidents from
industry leaders and
technical experts.
Timely, thoughtprovoking summits for
local law enforcement
leaders and industry
specialists to inform
and exchange their
expertise around bestof-breed technologies
and emerging solutions
that help prevent and
control crime.
The All-Hazards/
All-Stakeholders
Summit will address
man-made and natural
hazards — fires, floods,
earthquakes, terror
events — facing the
Miami area and address
best practices in
preparing for and mitigating these crises.
www.emergencymgmt
.com/events
Contact: Liese Brunner
at 800/940-6039 ext.
1355 for registration
information, and Scott
Fackert at 916/9321416 for sponsorship
information.
www.ifssevent.com
6-8 February
INTERNATIONAL
DISASTER CONFERENCE
AND EXPOSITION
New Orleans
The conference will
bring together emergency management,
homeland security
and disaster industry
professionals from the
public and private sectors around the world.
www.international
disasterconference
.com
NATIONAL SECURITY
TECHNOLOGY EXPO
San Diego
The conference
promotes international
innovation and technology to protect U.S.
maritime, airport and
land borders in the fight
against international
terrorism and criminal
activity.
www.nstexpo.com
www.emergencymgmt
.com/events
8
EM11_08.indd 8
11/11/11 11:43 AM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
10. Point of View
The Cost of Neglecting
Infrastructure
By Jim McKay | Editor
I
In this issue’s Eric’s Corner, The Changing Face of Disasters,
Eric Holdeman writes about the long-range forecast for
emergency management. He notes that a warming climate
may already be causing flooding in some places and drought
in others, and that climate change could lead to rising sea
levels and real damage to communities bordering oceans.
The report stressed that the failing infrastructure can’t
support a thriving economy. It’s clear that the “patch and
pray” mentality will lead to more disasters. Investments must
be made sooner or later, and investing too little now means
ultimately paying a higher price in our economy. Bad roads,
according to a 2011 ASCE report, cost $27 billion a year in
lost time and efficiency — and also resulted in lives lost.
During a recent conversation with Bryan Koon, Florida’s
Whether or not that happens, populations are moving
director of emergency management, he said we ignore aging
toward high-risk areas. This means “mega-cities” are
infrastructure at our peril, “knowing that it continues to be
springing up everywhere, which will lead to more “mega”
more and more susceptible to the hazards we face.” We could
disasters. Holdeman correctly points to the critical problem
all but eliminate the mitigation phase of emergency manage-
of America’s aging — and I’ll add decaying — infrastructure,
ment over time, he said — if we address the issue.
saying we have a “fix on failure” mentality.
“If we decided as a nation to do it, we could take miti-
You can read the rest of Eric’s Corner for more insight
gation out of the cycle of emergency management because
about the future, how social media factors in and more, but
we could design all our building standards to be resistant
I wanted to jump in on the issue of critical infrastructure.
to hazards that could impact them,” Koon said. “We could
Holdeman’s right. We do have a fix on failure mentality,
and that will cost us greatly. Remember when in 2007, the
that infrastructure would be good to go. We’d spend years —
and injuring 145? After that incident, Kent Harries, a
dozens, hundreds — cleaning up all the old stuff, but reach
University of Pittsburgh engineering professor, told me,
a point where mitigation is no longer part of the emergency
“We will see more bridge collapses.”
2009, 2010 and 2011
Maggie Awards
against those types of hazards, and from a certain point, all
I-35W bridge collapsed in Minneapolis, killing 13 people
Best Public Safety/Trade
design our infrastructure, maintain our infrastructure
management cycle.”
Reports on the state of the nation’s infrastructure suggest
In the current political and economic climate, the idea of
why. In 2009, the American Society of Civil Engineers
investing in infrastructure might seem too costly. The alter-
(ASCE) issued a report grading the condition of 15 infra-
native, however, will be even more costly. k
structure entities in the country. Bridges, which fared better
than roads, got a C. Roads, along with drinking water, waste-
Note: For more on critical infrastructure protection, check out
water systems and levees, got a D-. Dams received a D.
our special section in the upcoming January issue.
2010 and 2011 Magazine
of the Year Top 3 Finalist
Less Than $2 Million Division
Questions or comments? Please give us your input by contacting our editorial department
at editorial@govtech.com, or visit our website at www.emergencymgmt.com.
L E A D , F O L L O W O R G E T O U T O F T H E W AY.
10
EM11_10.indd 10
11/11/11 11:40 AM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
11. nc
lia
mp
o
fficial Seal of C
e
L
oo
kf
or
The
O
The Key to What You Need
TCPN helps you get the exact products and services you need from
the vendors you want, all while meeting state procurement laws.
Along with our contracts for office supplies and facilities TCPN has
awarded vendors that offer solutions for energy, technology, and
transportation.
So when you need something fast or want to choose your vendor,
take a look at our list of TCPN Official Contract Holders...they’re all
competitively bid and bid law compliant. See what the purchasing
power of governmental entities working together nationwide can do
for you and your budget!
Key in www.TCPN.org today!
®
www.TCPN.org
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
12. In the News
2011 has been a costly year for natural disasters. In the last 31 years, the
United States has experienced 110 weather- and climate-related disasters in
which the costs and damages reached or exceeded $1 billion. And as of October,
10 of those disasters occurred this year and caused more than $45 billion in
damages. Here’s a look at 2011’s billion-dollar disasters.
SOURCE: NATIONAL CLIMATIC DATA CENTER
9 BILLION
9 BILLION
$
$
SOUTHERN PLAINS/SOUTHWEST
DROUGHT, HEAT WAVE AND WILDFIRES
SOUTHEAST/OHIO VALLEY/MIDWEST
TORNADOES
Spring-Summer
April 25-30
Arizona, Arkansas, Kansas,
Louisiana, New Mexico,
Oklahoma and Texas
Alabama, Arkansas, Georgia,
Illinois, Kentucky, Louisiana,
Mississippi, Missouri, Ohio,
Oklahoma, Tennessee,
Texas and Virginia
8 BILLION
$
MIDWEST/SOUTHEAST TORNADOES
7 BILLION
$
May 22-27
Arkansas, Georgia, Illinois,
Indiana, Kansas, Kentucky,
Minnesota, Missouri, Ohio,
Oklahoma, Pennsylvania,
Tennessee, Texas, Virginia
and Wisconsin
HURRICANE IRENE
Aug. 20-29
Connecticut, Maryland,
Massachusetts, New Jersey,
New York, North Carolina, Rhode
Island, Vermont and Virginia
2-4 BILLION
$
MISSISSIPPI RIVER FLOODING
Spring-Summer
SHUTTERSTOCK.COM/TFOXFOTO
Arkansas, Louisiana, Mississippi,
Missouri and Tennessee
12
EM11_12.indd 12
11/11/11 11:39 AM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
13. 2.8BILLION 2.2 BILLION
2 BILLION
$
$
2 BILLION 1.8BILLION
$
$
MIDWEST/SOUTHEAST TORNADOES
MIDWEST/SOUTHEAST TORNADOES
UPPER MIDWEST FLOODING
April 14-16
Summer
GROUNDHOG DAY BLIZZARD
Alabama, Arkansas, Georgia,
Mississippi, North Carolina,
Oklahoma, Pennsylvania,
South Carolina, Texas
and Virginia
Iowa, Kansas, Missouri,
Montana, Nebraska, North Dakota
and South Dakota
Jan. 29-Feb. 3
$
SOUTHEAST/MIDWEST TORNADOES
April 4-5
Georgia, Illinois, Iowa, Kansas,
Kentucky, Missouri, North Carolina,
South Carolina, Tennessee
and Wisconsin
April 8-11
North Carolina, South Carolina,
Tennessee, Alabama, Texas,
Oklahoma, Kansas, Iowa
and Wisconsin
Central, eastern and
northeastern states
13
EM11_12.indd 13
11/10/11 3:13 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
14. EM Bulletin
MICHIGAN will develop a cybercommand center and “cyberdefense response teams” as
part of a plan to heighten the state’s profile in the computer security industry. The Michigan
Cyber-Command Center will be directed by the state police from within the state’s Emergency
Operations Center. The cybercommand center will be staffed by “a select group of skilled public and private professionals who are highly trained in emergency response to cyberevents,”
according to a document outlining the proposal. After a security threat, the command center
will restore computer systems and minimize damage. Rapid response teams will be deployed
to establish secure networks and help develop training standards. The cybercommand
will build on the existing Michigan Intelligence Operations Center, which will continue
handling threat detection and monitoring.
Promote Your Efforts!
1/3
77%
of Americans feel that public
safety is not a priority in their community.
of Americans feel that additional
community resources/communications
will have an effective impact on increasing
public safety awareness.
Emergency App
TEN YEARS AFTER 9/11, officials say local
governments are taking a more active role in
security for large-scale events, sharing information with private, state and federal partners, and
leveraging more shared resources to respond to
disasters. Given that progress, officials see the
need to expand the types of resources available
through mutual aid agreements and how to
communicate with the public about emergencies
and preparedness.
A project is under way to identify, in checklist
form, the areas in a community that would need
assessment in order to gauge preparedness. In
September, the Community Resilience System
Initiative selected seven communities to pilot a
Web-based tool that helps communities assess
their ability to withstand a major disaster.
“It is a huge challenge measuring preparedness or prevention efforts in just about any area,
because you’re trying to prove the negative,” said
Ron Carlee, chief operating officer of the International City/County Management Association,
in a press call to discuss emergency management
and preparedness at the local government level.
THE GEORGIA EMERGENCY MANAGEMENT Agency/Homeland Security (GEMA) and
the state’s Department of Public Health launched an app called READY GEORGIA, which lets
users create a profile that includes information like emergency contact phone numbers, an outof-town meeting place, and work and school details. The app provides real-time hazard and
weather alerts, and allows Georgians to track what emergency supplies they have on hand.
The profile creation and disaster plan features are meant to increase preparedness before a
disaster. But in the event of an emergency, the app uses geolocation technology, which determines a user’s location, to provide the location of open shelters and show the flow of traffic on
evacuation maps.
GEMA spokeswoman Lisa Janak said all data feeds are automatically updated except for
information from the Georgia Department of Public Health, which must be manually created.
The Ready Georgia app works with iPhone, iPad and Android devices. Janak said the
$30,000 cost to create the app for the Apple and Android platforms was paid for by a grant
from the Centers for Disease Control and Prevention.
Alerts: Real-time weather
and hazard alerts for resident’s
location.
Local: Disaster history, stream
gauges and maps geolocated
to the user’s position.
Plan: Create or update a Ready
Profile with personalized emergency contacts and plan.
Checklist: Citizens can update
their emergency supply lists.
READY.GA.GOV/MOBILEAPP
SHUTTERSTOCK
SOURCE: FEDERAL SIGNAL’S 2011 ANNUAL PUBLIC
SAFETY SURVEY
Gauging Preparedness
Threats: Info on how to
prepare and what to do during
specific threats.
14
SHUTTERSTOCK
Cybercommand
EM11_14.indd 14
11/8/11 2:49 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
16. Alabama Gov. Robert Bentley immediately toured the
devastated areas of the state reassuring its citizens.
By J i m Mc Kay a nd Ma r ty Pas tu la
On April 27, Robert Bentley’s
100th day in office as governor
of Alabama, more than 50
tornadoes slammed the state,
killing 243 people, severely
damaging or destroying more
than 15,000 homes and causing
property damage estimated at
between $2 billion and $5 billion.
It was the deadliest tornado day
since the 1925 Tri-State tornadoes and one of the costliest
natural disasters in history.
Bentley earned praise for his
leadership and decisive nature
in response to the storms.
Emergency Management
magazine sat down with Bentley
in August to discuss the state’s
response to the tornadoes and
the ongoing recovery efforts.
16
RISING TO THE
CHALLEN
EM11_16.indd 16
11/8/11 1:40 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
17. ENGE
Emergency Management 17
EM11_16.indd 17
JAMIE MARTIN/ALABAMA GOVERNOR’S OFFICE
E
11/8/11 1:40 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
18. COVER STORY
ADAM DUBROWA/FEMA
How are the people of Alabama doing?
Bentley assured locals that the state would
pick up the costs of recovery for the first
30 days.
The people are doing really well. We had
unprecedented cooperation between the locals,
state and federal government. Everybody
stepped up and took a leadership role, and
because of that, things have gone very well.
When we saw this coming, we knew
it was going to be bad, and we immediately declared a state of emergency the
morning when the first tornado hit.
By that afternoon when all of the tornadoes
hit, I knew we were going to have security
problems so I immediately called out our
National Guard. And that really calmed things
down in areas where there was no security.
We [also] challenged our local officials,
our local Emergency Management Agency
people, to take a leadership role, and they really
stepped up. We had our volunteer organizations, and of course, we had our normal good
volunteer people: churches — the Baptists were
tremendous, the Seventh-day Adventists — the
Red Cross and Salvation Army. We had all of
those people early on.
I told FEMA that the governor is in charge
of a disaster. They sent out about 20,000 letters
[to citizens whose houses were damaged
or destroyed], but the first sentence said,
“Your FEMA claim has been rejected.” But
if you read the letter completely, it said, “It
may be rejected because you have insurance, or you have not done this or that.”
I read some of those letters and they were
very insensitive to people who were hurting.
I told [FEMA Federal Coordinating Officer]
Mike Byrne that I didn’t want any more of
those letters sent out to people in Alabama.
They put together what they call a “tiger team”
and it took them two to three weeks, but they
redesigned all of the letters and brought them
to me to approve them. Hopefully that will
help people in the next emergency because
they made them more sensitive to people
who are going through difficult times.
Is there anything you would
change in dealing with FEMA?
I really think that if a governor will take
a leadership role, FEMA will do what they
like to do and that is come in and assist. They
have cookie-cutter-type approaches to things,
but I can’t say anything but good things
about FEMA. We asked for an emergency
declaration and they gave that to us.
One obstacle I saw is [that] the locals
were somewhat frozen because they were
worried about paying their 25 percent
because they don’t have any money either.
The federal government was going to pay
75 percent and the local agencies had to
pay part of the 25 percent, but they didn’t
know how much of that 25 percent [the
state] was going to make them pay.
I told the locals to quit worrying about
it for 30 days, that the state would pick up
the total amount. We didn’t have the money,
but that got them moving. We just removed
that obstacle so they would get started.
We also encouraged them to use the Army
Corps of Engineers. The corps is obviously
more expensive, but they do everything and
they also know all the rules and regulations.
We asked the president and the [U.S.]
Department of Homeland Security if they
would pick up 90 percent and let us pick
up 10 percent, and they agreed to that.
When you reach a certain level retroactively,
they pick that up anyway, but obviously
we had not reached that level in Alabama.
Right now it would be $607 million.
Twice I asked them to do that. The first
time they did it for 30 days and the second
time they did it from July 12th to the 15th. I
asked them to extend it and knew they weren’t
going to extend it any further. But basically
everything I asked them to do they did and
so I cannot be critical of FEMA. I think that
they have done an excellent job in Alabama.
How do you facilitate the recovery of the
business community?
The [U.S. Small Business Administration] came in and set up in every area to
help with small business loans. We also
did some things to facilitate that with
some of our manufacturing jobs. For
instance, up at Hackleburg, where an EF5
tornado totally destroyed the town, we
worked with the Wrangler plant there to
not only save the 150 jobs in that small
town, but because of the incentives and
the package that we put together, we talked
them into expanding to 200 jobs. That was
one industry that we felt we had to save
because if we did not save Wrangler, then
Hackleburg would have disappeared.
18
EM11_16.indd 18
11/11/11 11:54 AM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
19. JAMIE MARTIN/ALABAMA GOVERNOR’S OFFICE
EM11_16.indd 19
11/8/11 1:41 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
20. The rebuilding effort in Alabama began almost
immediately and could create 50,000 temporary jobs to
help with a 9.9 percent unemployment rate in the state.
JAMIE MARTIN/ALABAMA GOVERNOR’S OFFICE
JAMIE MARTIN/ALABAMA GOVERNOR’S OFFICE
Talk about the benefits and drawbacks
of social media during the disaster.
Tuscaloosa had 1,000 businesses that were
destroyed and 7,500 jobs were lost. But many
of those have already started reopening and
after their long-term plan for the city takes
place, then those will be rebuilt and most of
them had insurance. We did see a spike in
our unemployment [in July], and I expect
it to a go a little higher [in September].
It has been estimated that we will have
about 50,000, at least temporary, jobs because
of this rebuilding effort, and if that takes
place it will bring our unemployment rate —
which is at 9.9 percent — down to probably
7 percent. A lot of those are temporary jobs,
but longtime permanent jobs will increase
because there is stimulation in the economy
with all the rebuilding taking place.
Do you feel that the warning systems were
adequate?
No, I don’t think they were. I don’t think
that the warning systems work really well
because I don’t think people pay any attention to them. I don’t want to spend a lot of
money on sirens and warning systems. People
get immune to those things to the point
that they just don’t pay attention to them.
Is there anything that you’d do differently in terms of the response
or trying to notify people?
No, I think that we did a good job as far
as the notification. Honestly I thought that
we would have 2,000 people dead, not 250.
The warning systems — not the sirens but
TV and radio — did a great job, and people
were very tuned in with what was going on
that day, or it would have been a lot worse.
What advice do you have for other
governors concerning their role in
emergency management?
In terms of the citizens and more than 1,500
homes lost, are residents getting the help
they need, both the insured and uninsured?
RUTH KENNEDY/FEMA
This was the first major disaster [in Alabama]
where social media played a huge role, not
only with volunteers but also donations. We
talked about how that is a good thing and a
bad thing. Somebody could tweet that they
need diapers at the shelter on 15th Street and
then all of a sudden 20 trucks show up with
100 cases of diapers and they only needed 10.
I think that they are. The second or third
day I had all the major insurance CEOs come
to my office down here. I told them, “You have
to be responsive to your policy holders, and
you have to do everything you can to make
sure they get the money they deserve or the
money they have in their policy. And you have
to try to get them back into some housing.”
FEMA has been very good about
providing not only money for temporary
places to live, but also some temporary
housing. We didn’t have to use a lot of
the trailers that we thought we would.
First of all, everything is local so you challenge your local leaders to take a leadership
role. Also, as far as leadership is concerned,
you have to act decisively and quickly.
One of the most important things I did
was call in 3,000 National Guard troops and
put them all over the state; because [of that] I
am positive that the crime rate went down.
Does Alabama have a disaster relief fund?
And what do you think about that concept?
We do not as a state have a disaster relief
fund, but as a governor I have a disaster relief
fund. Right now we are in the long-term
recovery mode. We already had in place what
we need under ADECA [Alabama Department
20
EM11_16.indd 20
11/11/11 2:09 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
22. COVER STORY
JAMIE MARTIN/ALABAMA GOVERNOR’S OFFICE
of Economic and Community Affairs], which
is part of our government where all the CDBG
[Community Development Block Grants] flow
through and all the other federal grants flow
through that. I put ADECA as the lead agency.
Under the governor’s faith-based initiative
group, I have what is called the Governor’s
Emergency Relief Fund. It is run by United
Way — I don’t personally run it, but I can
make suggestions about where the money
goes — people can donate to it and we have
raised about $5 million. That is going to be
long term, we are going to use part of it to help
save Wrangler in Hackleburg — that was part
of the money that I promised that company to
help them with their capital improvements.
Is this event going to define your
governorship?
I think that we have already been defined.
I think most people think that we have
been doing a decent job — at least our
approval ratings show that. It defines you,
and you will be remembered by that.
How did Virtual Alabama help?
Through that GIS platform, we can tell where
the most damage is done. We were able to do a
quick damage assessment off the partial information from Virtual Alabama. They used that to
help expedite the declarations without going out
and physically doing the damage assessments. k
More than 1,500 homes were lost and 1,000 businesses destroyed during the April tornadoes. FEMA
provided funding and temporary housing for those needing a place to stay.
NOAA Finds Lessons From Joplin
The National Oceanic and Atmospheric Administration (NOAA) released a report on lessons
learned from the Joplin, Mo., tornado tragedy in May, when 159 people died and more than
1,000 were injured.
A NOAA assessment team was sent to Joplin after the tornado to examine the warning and
forecast services provided and warning communications, community preparedness and the
public’s response to tornado warnings.
The team interviewed more than 100 Joplin residents and found that response to warnings
is complex and involves many variables, such as risk perception, overall credibility of warnings
and warning communications. The team came up with the following recommendations:
✓ Improve warning communications to convey a sense of urgency for extreme events.
This will compel people to take immediate life-saving action.
✓ Collaborate with partners who communicate weather warnings to develop GPS-based
warning communications, including the use of text messaging, smartphone apps, mobile
communications technologies, in addition to upgrades to the Emergency Alert System and
NOAA Weather Radio.
✓ Collaborate more throughout the weather enterprise to ensure that weather warning
messages — sent via television, radio, NOAA Weather Radio and local warning systems such as
sirens — are consistent to reduce confusion and stress the seriousness of the threat.
✓ Continue to increase community preparedness.
NOAA will implement the recommendation as early as possible. The tornado was the single
deadliest tornado in history since record-keeping began in 1950. The EF5 tornado was a mile
wide and traveled 22 miles on the ground.
Source: NOAA
22
EM11_16.indd 22
11/11/11 2:10 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
24. ROBERT EPLETT, CALIFORNIA EMERGENCY MANAGEMENT AGENCY
Training
Gone Awry?
24
EM11_24.indd 24
11/8/11 1:32 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
25. BY J IM Mc K AY
Is today’s antiterrorism training keeping up
with the diverging threat?
T
Though Walid Shoebat’s message to about 300 South Dakota police officers that all Islamic organizations in America are the enemy
and that Islam and terrorism are inseparable may be an extreme case, there is growing concern about the antiterrorism training
being delivered to law enforcement and other first responders around the country.
Shoebat, who was hired by the South Dakota Department of Homeland Security to speak to law enforcement officers, claims to
be a former terrorist who converted to Christianity and offers, via his foundation, what he says is an inside view of what a terrorist
looks like. He says to look for a mark on the forehead of fundamentalist Muslims — but no facial hair. After years of praying with
their heads to the ground, they obtain a mark on their forehead. “A Muslim with a mark on his forehead but no beard is up to no
good,” said Keith Davies, Shoebat’s business partner.
Emergency Management 25
EM11_24.indd 25
11/8/11 1:33 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
26. HOW WE GOT HERE
Several years after 9/11, urgency was placed
on training state and local law enforcement
ROBERT EPLETT, CALIFORNIA EMERGENCY MANAGEMENT AGENCY
Shoebat’s credentials have been doubted.
He’s described as an opportunist who,
after the flood of homeland security grant
money that followed 9/11, emerged from
the woodwork as a “terrorist expert.”
In 2010, the Columbus, Ohio, Police
Department hired a retired FBI agent to teach
a two-day antiterrorism training course,
but the course was stopped after the first
day because the trainer provided “incorrect,
blanket statements” about who might be
involved in terrorism, the department said.
Army Lt. Col. Reid Sawyer, who heads the
Combating Terrorism Center at West Point,
recently expressed concern to National Public
Radio that many individuals are speaking
with authority that comes without merit, and
they’re giving state and local law enforcement
false impressions about the terror threat. His
colleague Bill Braniff, director of the center’s
practitioner education, said it is happening
“fairly consistently” around the nation.
Everyone acknowledges the growing
threat from the homegrown, radicalized
terrorist, but the training being provided
worries some people. In a letter to U.S. DHS
Secretary Janet Napolitano and U.S. Attorney
General Eric Holder, Senate Homeland
Security and Governmental Affairs Committee Chairman Joe Lieberman, I-Conn., and
Ranking Member Susan Collins, R-Maine,
asked for assurance that federal funds for
antiterrorism training are not being wasted
on programs that could undermine the
effort to deter homegrown terrorism.
Since Osama bin Laden was killed in May,
19 Americans have been arrested for terrorist activities (as of early October). Al-Qaida
is a splintered group and is, along with other
groups, inspiring homegrown attacks on
Americans. For example, the five Muslim
men from Alexandria, Va., arrested in 2009
for plotting to kill Americans showed no
signs of radicalization. They reportedly
became acquainted with an al-Qaida operative through social networking websites.
It’s this splintered effect that makes it
difficult for law enforcement to find these
individuals.
officers on homeland security and antiterrorism, and the feds flooded states with money
to make it happen. Since 2006, the DHS
has spent almost $40 million on antiterrorism training, according to reports.
The DHS responded to Lieberman’s letter by
saying the department has “robust standards to
ensure that counterterrorism training funded
by DHS is taught by qualified instructors and
based on the latest intelligence and most effective policing techniques.” To receive funds,
the DHS said, counterterrorism programs
must meet course certification guidelines
reviewed by an independent, third-party panel.
Matt Mayer, visiting fellow at the Heritage
Foundation, said there are “tons and tons of
courses” available, many of which are “too
thin, too awareness oriented, not technical
enough or just not effective.” Mayer, who was
a senior official at the DHS under secretaries
Tom Ridge and Michael Chertoff, said, “We
had worked to try to create a very basic core
template from awareness through technical
levels that would allow the training to happen.
My sense is that it kind of got away from us.”
What happened was that every entity
wanted to have a training program approved
to please its constituents, Mayer said, and
this created a cornucopia of courses
without a focus on standards or topics that
would get high-risk areas up to speed.
The strategy for most law enforcement agencies, he said, is to educate officers on the basics of Islamic-inspired
terrorism — but that’s not enough.
“We need to start digging a whole lot
deeper on [suspicious activity reports]
training to make sure we’re not sending a
whole lot of data that’s not meaningful and
throwing more hay on a haystack, making it harder to find the needle,” Mayer
said. “We’ve taken the broad brush stroke
rather than a surgeon’s scalpel approach.”
A DHS spokesman said the department
isn’t a standard-setting organization and can’t
control who a state agency hires to speak
about terrorism, but added that there’s an
effort under way to streamline the process
of approving courses. And agencies can’t
use DHS grants to fund training courses
that the department hasn’t approved.
ADOPT THE MISSION
A culture change among law enforcement
is necessary if the nation is serious about
combating homegrown terrorism, Mayer said.
The law enforcement community, except in
Los Angeles and New York, he said, is still
26
EM11_24.indd 26
11/11/11 11:55 AM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
27. Law enforcement officers everywhere have the difficult job of sniffing out potential terrorists from
increasingly diverse sources. California law enforcement, like those pictured here, are training with
prison officials to keep tabs on terror groups recruiting in the state’s prisons and jails.
value. There’s nothing we can do about it.”
He added that the government needs to
ensure the efficient use of resources, “but it
must be careful not to inadvertently undermine training, education and standardization,
which are critical components in building
an effective homeland security enterprise.”
James Ayre, assistant secretary for training
and exercises at the California Emergency
Management Agency, said there are “hundreds” of courses available to California law
enforcement and first responders. They’re
developed in California, approved by the DHS
and designed to focus on prevention and protection to avert, deter and minimize attacks.
“At any given time, there are things that
are more important to look for,” Ayre said. “If
you connect the intelligence world to threats
to training, obviously there is a lag time. We
ROBERT EPLETT, CALIFORNIA EMERGENCY MANAGEMENT AGENCY
mired in a culture of “aggressive enforcement” and is reluctant to change, which
inhibits the ability to combat terror threats.
Part of the reason for that is that law
enforcement has always looked at terrorism as
a federal government priority, and as federal
funding to states dries up, that will continue to
be a challenge.
“Law enforcement really needs to adopt
this national security mission and understand that they are the tip of the spear,”
Mayer said. “And in some cases, they’re
going to be the ones that detect and prevent bad things from happening.”
Law enforcement agencies should go
beyond the See Something, Say Something
campaign, Mayer said, and learn the structure
of al-Qaida, how it works, its typical modes
of operation, the triggers of terrorist activity,
as well as the laws surrounding civil liberties and how not to violate those. “Not just,
‘There’s a guy taking a picture of a bridge,’ but
trying to understand a little bit more about the
sophisticated elements of what they’re doing
that aren’t going to be that obvious. It’s one of
the key things we need to think through.”
Mayer said whether the nation is focusing too much on Islamists will be the “great
question.” But for now, the focal point should
be on the homegrown radicalized threat
and the continued threat from al-Qaida.
Continued training and refreshing law enforcement on the latest intelligence is important, Mayer said, even if
the training is via distance learning.
Rick Nelson, senior fellow and director of
Homeland Security and Counterterrorism
Program at the Center for Strategic and International Studies, also expressed concern about
the homegrown terrorist, whether the person is
an al-Qaida affiliate or an angry white supremacist. But he wonders about putting law enforcement in an information-gathering mode.
“Law enforcement at any level faces a
difficult challenge when it comes to terrorism and extremism,” Nelson said, “because
on the one hand these officials, who are
relied upon to protect our civil liberties and
civil rights, are at the same time supposed
to ensure that acts of violence don’t occur.”
It’s one thing to know that a person has
become radicalized, but it’s difficult to know
when that person will cross the line from
radicalization to violence, Nelson said. “The
law enforcement community at the federal,
state and local levels has the impossible task
of trying to figure out when an individual
moves from rhetoric to violent action.”
Nelson said if it’s determined that law
enforcement officers should become information-gathering entities, then the public should
expect them to push the edges of civil liberties,
and Americans will have to assume more risk.
“That’s OK, if we realize what we’re accepting.”
The New York City Police Department
(NYPD) is recognized as one of the most
innovative in the area of proactive law
enforcement, but isn’t part of the national
fusion center effort and, critics say, has not
been subjected to the same privacy and civil
liberties policy requirements when obtaining
federal funding. The NYPD has also come
under fire from certain groups for what they
see as overaggressive surveillance methods.
Though there are approved courses from the
DHS, training remains largely the responsibility of locals. “That’s the way the nation is
built,” Nelson said. “It’s up to the state and local
governments what experts they want to bring
in. One community might see an individual
as someone they want to learn from and another might determine that individual has no
Emergency Management 27
EM11_24.indd 27
11/8/11 1:34 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
28. ROBERT EPLETT, CALIFORNIA EMERGENCY MANAGEMENT AGENCY
Law enforcment
must take continued
education to stay
abreast of the
evolving terror
threats.
build courses in the state, then it goes to the
feds and then it is not done for quite a while.”
Ayre said he knows that not all of the
courses taken by California law enforcement
agencies are approved by the feds because
the grant money comes in different forms.
And he said the state is using standards
and tactics to address the appropriateness
of certain training, such as focusing on a
religion. “It is human nature that if someone
has that sort of mindset, then there could
be a risk, but one would hope through all
of the other training our police get that
they will see it as such and write it off and
see that there is personal opinion there.”
A couple of California’s courses are given
in conjunction with the correctional system where al-Qaida and other groups are
established and recruiting lone wolves.
THE RECRUITMENT
The radicalization of inmates first
became visible to prison officials in 2005,
said Lt. Arnel Bona from the California
Department of Corrections and Rehabilitation Office of Correctional Safety.
“It’s actually pretty widespread.”
The prison gangs include al-Qaida,
Hezbollah, the Muslim Brotherhood,
white supremacists and others. Bona said
radicalization doesn’t lead to terrorism,
but those exhibiting attributes associated
with violent extremists are reported
and monitored by the correctional
system and the federal government.
“We report it if there are indicators
that we feel need to be reported to the
FBI or the homeland security community,” Bona said. “We look at the criminal predicate that led us to the suspicion
and report it to the fusion center.”
The Inmate Basic Awareness Class, which
covers how to identify radicalized individuals, is offered to some state, local and federal law enforcement officers and even some
firefighters and emergency managers. The
intermediate course is being rolled out now
and covers monitoring these individuals.
“We train correctional staff and law
enforcement on the indicators and warnings
of radicalization that may lead to terrorism,”
Bona said. “Oftentimes it’s just a tattoo, and
if it’s a significant tattoo — like al-Qaida,
Muslim Brotherhood, Hezbollah or ‘Death to
America’ — it’s reported to the fusion center.”
Also, embedded in each of California’s 33 prisons is a terrorism liaison
officer who shares information with law
enforcement outside the prison. Once
a prisoner who has been identified as
radicalized is released, he is monitored by
parole agents and, it is hoped, the FBI.
But the biggest threats may come from
social networking sites and the extremists’ websites, where law enforcement needs
to play offense, said Mike Walker, senior
consultant for the Center for Homeland
Defense and Security at the Naval Postgraduate School, at the National Emergency
Management Association Conference in
October. “It’s not good enough to play defense
and disrupt plots,” he said. “We need to go
on the offensive and stop recruitment.”
Nelson called this his biggest concern
and said whatever is being done to stop
recruiting on these sites isn’t nearly enough.
“We have individuals making policy who
have not necessarily grown up at being what I would call a ‘digital native,’” he
said. “Our policies, by nature, are evolving
much more slowly than technology is.” k
28
EM11_24.indd 28
11/8/11 1:34 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
29. Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
30. DISR UPT ION
MAN A
ELISSA JUN/FEMA
S COT T W. R E A M | CON TRIBU TING W RIT E R
30
EM11_32.indd 30
11/10/11 9:07 AM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
31. HEALTH-CARE ORGANIZATIONS EXPAND
THEIR EMERGENCY MANAGEMENT FOCUS.
A GEMENT
HEALTH-CARE INSTITUTIONS COULD
BE ONE INCIDENT AWAY FROM CLOSING
THEIR DOORS.
31
EM11_32.indd 31
11/11/11 11:43 AM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
32. important patient-care protocols, which in
some cases can be the patient’s last hope.”
More health-care institutions across the
country are investing the resources required to
design, launch and sustain an integrated continuity of operations program. Jim Paturas, director
of emergency preparedness at the Yale New Haven
Health System (YNHHS) in Connecticut, has
overseen the system’s program and placed significant emphasis on departmental recovery. “We
realized that while hospitals have historically done
a good job preparing for responding to a community-based disaster event, we had not done a good
job preparing for the eventuality that we could be
the site of the disaster and would need to recover
as quickly and efficiently as possible.”
terms of the effort it would take to start and
sustain an enterprisewide budgeting process if
none existed,” said Linda Reissman, emergency
manager at the Memorial Sloan-Kettering
Cancer Center in New York City. “We summarized it in the following way: Organize an expert
central team, provide basic training and develop
a toolkit to help every manager develop his or
her first budget,” Reissman said. “Once the first
budget is developed, it is easy to maintain if:
• Senior management communicates the
importance of this initiative and addresses
managers who are slow to participate.
• Manager’s variable compensation is tied to
successful participation in the program.
• We develop policy, procedure and a permanent governance function to support the
ongoing budget process and train staff for
continuous improvement.”
THE BUSINESS CASE
Why should hospital and medical executives
care about implementing clinical and business
recovery now? There are many competing
demands for their attention and for use of the
institution’s limited resources. Why should
departmental recovery planning attract special
attention now?
For many health-care organizations, these
are essential questions that remain unanswered
or at least unarticulated. To implement an
integrated continuity of operations program
that places responsibility in the hands of each
clinical and business manager requires a significant time investment in process infrastructure.
“When we engaged our executives in this
discussion, it really helped when we put it in
FACTORS FOR SUCCESS
ELISSA JUN/FEMA
Hospitals, their advocacy groups and other
government organizations play a central role
in disaster response and have created disaster
plans that address the mitigation, preparedness
and response phases of the disaster management cycle. But organizations also face the challenges of planning for recovery and continuity
of operations. A range of disruptions can occur
and health-care organizations need an approach
that prioritizes essential services, identifies
threats to those services and develops strategies
to ensure that essential services are sustained.
In traditional emergency management terms,
the phases of disaster management often are
expressed as mitigation, preparedness, response
and recovery. The response and recovery phases
traditionally focus on actions taken to save lives
and property during an emergency, and actions
taken to return to normal or near-normal
conditions, respectively.
With the advancement of technology even
more deeply ingrained in the delivery of
health-care services, health-care organizations are expanding their focus from disaster
management to a broader focus on disruption
management — meaning the disruption of
critical clinical and administrative functions
and services caused by an interruption of one
or more of their critical dependencies.
“At the heart of our mission is research-driven
patient care for our cancer patients,” said Terry
Cooper, director of business continuity planning for the University of Texas MD Anderson
Cancer Center. “We cannot afford to interrupt
32
At MD Anderson, Cooper has had significant success engaging management and implementing a sustainable program.
“A number of factors have contributed to our
success, but two factors stand above the rest,”
Cooper said.
First, MD Anderson assembled a Business Continuity Planning Executive Steering
Committee as a multidisciplinary committee
representing all of the institution’s mission
areas. The committee helped drive the business continuity program across the institution.
“Second, we developed two versions to our
business continuity plan,” Cooper said. “One
version [full plan] is the classic business continuity plan, driven off the results of the business
impact analysis and development of contingency procedures.”
Cooper said the full plan is used in missioncritical areas. “The other business continuity plan
is called a ‘bridge plan’ and is primarily a contingency plan for daily operations,” he added. “The
bridge plan is used primarily in administrative
support areas. With this dual-choice approach,
we gained significant respect and credibility with
our management team, showing our sensitivity
to their needs and time availability.”
At YNHHS, Paturas and his team saw
executive support grow as they demonstrated
tangible results from a pilot deployment. “Many
of the processes needed for departmental
recovery were already in place but never written
EM11_32.indd 32
11/11/11 11:40 AM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
33. Population: 2.5 million, give or take
Museums: Span 57 acres
Waterways: Link to global shipping market
Mass Transit: 1.65 million riders per day
Highways: 7 major interstates
Stadium Capacity: 60,000 (more if the Packers are in town)
Sleep much?
Your team allegiance doesn’t matter. As a member of a UASI area you know that emergency response and
resource accountability are not a game. Federal mandates and NIMS-compliant safety standards must be
followed. Mutual aid from surrounding counties and states needs to be validated and mobilized seamlessly
within minutes. Incident data must be shared off-scene via the Web.
As the No. 1 provider of tracking solutions and field-based incident management tools in the United States,
Salamander Technologies has set the standard with a network of 5,000 interoperable agencies. Are you one?
Scan to read how
Salamander played a
role in Super Bowl XLII.
www.salamandertechnologies.com
877.430.5171
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
34. down,” Paturas said. “In addition, most departments never realized the ‘downstream’ effect
the loss of their service had on another area or
department. This emphasized the need to have
departmental plans in place that were coordinated with other departments.”
A health-care-centric definition of “integrated continuity of operations” based on
the Business Continuity Maturity Model, Virtual Corp.’s globally recognized standard for
integrated business continuity program assessment, is as follows:
EMERGENCY MANAGER’S ROLE
SHUTTERSTOCK
THE BUSINESS CONTINUIT Y MATURIT Y MODEL
• TECHNOLOGY RECOVERY: Advanced planning and preparations that ensure the ability
to recover and restore critical assets, including IT delivery systems, voice and data
networks, and business applications within defined recovery time objectives.
For many emergency managers, their role and
responsibilities are already fully consuming and
the thought of getting involved in supporting
additional planning is nearly inconceivable for
a variety of reasons, including limited financial
and staff resources, executive disinterest and
competing initiatives.
“I got involved from the beginning,” Reissman
said. “There was no one else to lead this effort.
And I knew this was the direction we needed to
go as an institution to make sure critical patient
services were always there when needed. As
a result of the early successes, I have been able
to hire a full-time staff person to now oversee
and grow our recently launched departmental
recovery planning program.”
MD Anderson now has defined processes
and procedures to handle operational or business disruptions beyond the information in
emergency operations plans, Cooper said. In
addition, his business continuity team works
closely with MD Anderson’s separate emergency
management department. They share common
practices and use the same automated planning
tool — as does their IT disaster recovery team.
Whether tasked to lead, follow or support the
initiative, the way ahead seems clear. Health-care
institutions, regulators and other stakeholder
communities are embracing departmental
recovery planning for various reasons.
“Business continuity is essential in every
institution,” Cooper said. “Many times, the
institution is unaware that it could be one incident away from an event that could close its
doors permanently.”
At YNHHS, Paturas has seen similar growth
in the interest and support for departmental
recovery planning. “It has allowed us to develop
and test plans that help ensure that we have
response and recovery plans in place to remain
resilient and serve the community.” k
Scott W. Ream is the president of Virtual Corp., a business
continuity consulting and software company.
• INCIDENT MANAGEMENT: Advanced planning and preparations that ensure health
and safety, limit environmental impacts and protect company assets. This includes
emergency response, crisis management and emergency operations.
• CLINICAL AND BUSINESS RECOVERY: Advanced planning and preparations that
ensure continuity of critical clinical and business functions in the event of a
disruption or emergency. This includes the identification of impacts to the clinical
and business environments, implementation of viable risk mitigation and recovery
strategies, and the development of clinical and business recovery plans.
• SECURITY MANAGEMENT: Physical security, cyber-security, information security
and any other activities associated with protecting targeted information, personnel
and resources.
BUSINESS CONTINUIT Y CHALLENGES
Launching and sustaining a business continuity function requires implementation
of a sustainable business process. To select the right individuals to serve as members
of a central business continuity function, you need to understand the challenges to be
faced throughout implementation. The following is a summary of the more significant
challenges that can be expected while designing and launching a sustainable business
continuity program:
• UNDERSTANDING: Ensure that executives understand key business continuity
concepts and principles. This helps in setting the scope and realistic expectations
for the business continuity program.
• COOPERATION AND COMMITMENT: Not everyone willingly cooperates in committing
personnel, time and other resources into the business continuity program.
• ACCOUNTABILITY: The success of the business continuity program should be tied to
local management’s performance reviews and variable compensation, if possible.
• IMPORTANCE AND PRIORITY: Local management must continuously stress the
seriousness and importance of the business continuity program to the personnel
involved.
• TIMING: Be sensitive to other priority initiatives already under way or that may be
implemented in the same time frame.
• INTERFERENCE: Executives who haven’t bought into executing the business
continuity program may create interference in the program command chain.
• STAFFING: Either staff to meet the business continuity program plan or plan the work
within the business continuity staffing limitations. If you can only support building one
new business continuity plan per year, focus on critical, high-visibility clinical services.
• COMMUNICATION: Communicate business continuity program status and issues
frequently and in different modalities. Never assume that everyone is reading your
e-mail. Create a business continuity website, newsletter and other creative means
of getting the message out.
34
EM11_32.indd 34
11/10/11 8:43 AM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
35. A moment of truth
deserves a solution you can rely on.
Master your narrowband migration with GSA.
Be prepared. The January 1, 2013 deadline to convert your land mobile radio functionality to narrowband
technology is fast approaching. To meet the mandated change, turn to GSA and let us help you with the
expertise and solutions you need to migrate confidently. Through GSA’s IT Schedule 70, we can connect
you to pre-vetted contractors across town and around the globe, who can assess your needs, offer options,
ease your transition and meet your unique budget requirements.
For more information, call our dedicated State and Local representative at 703-605-9155 or visit us online at
www.gsa.gov/narrowbanding2.
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
36. Teamwork of Tomorrow
Replacing legacy communications systems
cuts costs and eases collaboration.
ADVERTISEMENT
Sprint_CaseStudy4pg.indd 2
10/19/11 4:29 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
37. T
he strain that the current economic crisis is putting on
governments is well documented. But a bright spot
in budget discussions for some agencies has been
recent technical innovations that introduce new efficiencies and, in fact, make a positive impact on the bottom line.
A recent survey by the Center for Digital Government
reveals that county organizations across the country are
saving money and improving services with new technologies.
And the solutions being considered at the county level are
appealing to all levels of government.
“Governments are consolidating and sharing services
to cut down on costs and leveraging new technologies like
virtualization and unified communications to capture critical
savings,” said Digital Communities Director Todd Sander.
Consolidation is a top-of-mind priority for public-sector
decision-makers, as evidenced by federal government
data center consolidation efforts, as well as server, application and staff consolidation initiatives going on across the
country. Many government entities are also setting aside
traditional silo-oriented structures in favor of more streamlined joint ventures in order to share administration and
infrastructure costs. Outsourcing maintenance and operations of certain systems to outside vendors is widespread
too, proving to be a viable alternative to handling these
responsibilities in-house.
way of enabling service delivery for their modern work force.
Agencies also benefit from deferring system maintenance
to outside vendors, reducing demands on in-house staff to
maintain these systems.
Sprint Brings Mobility Expertise to UC Market
Communications service provider Sprint is implementing
its own unified UC network. Reaping the same benefits as
public agencies embarking on this path, Sprint is realizing
significant cost savings, reducing maintenance needs and
improving collaboration among employees.
“When we talk about convergence at Sprint, we generally
mean the coming together of wireline and wireless,” said Bill
White, Vice President of Federal Programs at Sprint. “Unified
communications could really transform the way governments
communicate with citizens.”
Many large public organizations are accustomed to
separate technology infrastructures from one department to
the next. But these fragmented systems can inhibit effective
collaboration. For example, employees at a main government
office may use a different IM system than those at certain satellite offices, preventing this type of real-time communication
among the agency’s employees.
Unified communications brings real-time exchanges
together with more latent communications, like e-mail and
“Unified communications could really transform the way governments
communicate with citizens.” — Bill White, Vice President, Federal Programs, Sprint
Converging on Unified Communications
One key focus that many public agencies identify for the
coming year is unified communications (UC), which direct
communications to a user’s most appropriate application or device at any given time. Unified communications
allow organizations to integrate real-time communications,
like instant messaging and video chat, with non-real-time
communications, such as e-mail and voicemail, providing
a consistent experience for the user regardless of device or
media type.
A major driver for unified communications is the growing
mobility of the work force, at all levels of government. Being
away from the office no longer means sacrificing productivity. Whether in the field, working from home or traveling
halfway across the world, employees can now have the same
communications capabilities as someone working in the
office. Unified communications enables the real-time redirection of voice, video, text and e-mail to the recipient’s most
accessible device at the time.
Governments see unified communications as an opportunity for significant cost savings, as well as a more efficient
voicemail. This consistency across all communications
avenues simplifies shared initiatives, speeds decision-making
and ultimately enhances service to the community.
Hosted and On-Premise Options Available
Hosted UC solutions eliminate the need for a large upfront
capital investment as well as ongoing maintenance expenses.
Users enjoy scalability and can deploy the solution very
quickly. Sprint’s hosted solutions offer a simple, predictable
per-seat pricing model so agencies know how to budget their
communications resources.
Public agencies generally prefer a hosted option for its
quick deployment, no-surprises pricing and the ability to
direct internal staff time toward strategic initiatives rather
than system upkeep. Energy savings are also significant
with a hosted solution because systems aren’t maintained
on site.
On-premise solutions often make sense for larger organizations with more complex requirements. A service provider
installs and manages the equipment at the various sites,
according to specialized needs.
ADVERTISEMENT
Sprint_CaseStudy4pg.indd 3
10/19/11 4:30 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE
38. Uniquely positioned in the convergence marketplace,
the Sprint 4G network, supported by 3G backup, enables
it to extend its advanced mobile features to the UC platform.
While some providers offer mobility features to UC customers,
advanced features require app downloads. Sprint’s more
robust feature set, however, is inherent in the service, available right out of the box.
Important in disaster recovery and continuity of government
discussions, Sprint can also extend all desk phone features to
mobile phones, so even if the phone system goes down, calls
will still come in to mobile phones. UC users enjoy streamlined
communications with internal and external colleagues, with a
single phone number that rings at a desk phone or a mobile
phone, depending on the employee’s location.
Network
Vision
Today
Unified networks, spectrums
support any protocol/purpose
Multiple technologies operate
on the Sprint network:
• 4G
• 3G
• Sprint® Direct Connect®
Three networks, with distinct
technology and spectrums
Envisioning an Improved Network
Another communication innovation on the horizon
from Sprint is a large-scale network transformation,
dubbed “Network Vision.” This next-generation wireless
network is expected to significantly enhance signal
strength and reach, while reducing energy needs
using software-based Internet protocol systems.
Key changes
> Network consolidation and spectrum integration:
Currently three different networks — 4G, 3G and
push-to-talk/iDEN — each use distinct technologies
and spectrums; Network Vision unifies all three
networks and spectrums with multimodal equipment
to support any protocol and purpose.
>
Technology enhancement: This one-of-a-kind
network combines multiple existing spectrum bands
into single bands, allowing maximum flexibility to
leverage the optimum frequency for current needs.
Key expected benefits
Enhanced coverage: Dramatic coverage improvements
mean consistent, quality coverage across all towers,
and seamless transitions from outdoors to indoors.
>
>
Positioned for the future: Existing devices perform better
and new, universal devices will automatically access
the network through the strongest available signal.
>
Environmental benefits: New towers use less space
and less power, reducing energy consumption and
carbon footprint.
>
Radio users: Push-to-talk customers will also enjoy
significantly improved coverage, indoors and out,
along with major increases in system capacity and
network availability.
ADVERTISEMENT
Sprint_CaseStudy4pg.indd 4
10/19/11 4:31 PM
Designer
Creative Dir.
Editorial
100 Blue Ravine Road
Folsom, CA 95630
Prepress
Other
OK to go
916-932-1300
����
�������
������
�����
������������������������� ������������������������� ������������������������� �������������������������
�
PAGE