Emergency Management Magazine May 2009

Home , Notify NYC, The Daily News (Texas)

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May/June 2009 Other Editorial Designer 44/30/09 1:30:02PM / 3 0 / 0 9

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0 Issue 3 — Vol. 4

P OK togo P Creative Dir M repress . GIS—Providing You the Geographic Advantage™ Delivering Actionable Information

Transform Your Data into Actionable Information

During a crisis, emergency managers receive data from numerous sources. The challenge is fusing this data into something that can be quickly understood and shared for effective decision support.

ESRI’s GIS technology provides you with the capability to quickly assimilate, analyze, and create actionable information.

GIS aids emergency management by 4 Rapidly assessing impacts to critical infrastructure 4 Determining evacuation needs including shelters and appropriate routing 4 Directing public safety resources 4 Modeling incidents and analyzing consequences 4 Providing dynamic situational awareness and a common operating picture GIS is used to model the spread and intensity of a chemical spill. 4 Supplying mobile situational awareness to remote field teams Real-time weather data is used to determine the plume’s spread, direction, and speed.

Discover more public safety case studies at www.esri.com/publicsafety.

Copyright © 2009 ESRI. All rights reserved. The ESRI globe logo, ESRI, ESRI—The GIS Company, The Geographic Advantage, and www.esri.com, are trademarks, registered trademarks, or service marks of ESRI in the United States, the European Community, or certain other jurisdictions. Other companies and products mentioned herein may be trademarks or registered trademarks of their respective trademark owners. Photo courtesy of FEMA/Todd Swain.

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Editorial Prepress �� PAGE �� Other OK to go Indiana Department of Homeland Security Implements Advanced Response System Case Study

Large-scale emergencies—floods, earth- A Common Operating Picture quakes, hurricanes, wildfires, terror- Using Web-Based GIS Services ist attacks—are multifaceted events The enterprise disaster response system that impact tens of thousands of lives. provides several functions. First, it can be Response to these major incidents involves used for mitigation, with state agencies multiple agencies. The key to a successful identifying high-risk populations, infra- response—to get people, equipment, and structure, natural resources, and other supplies where they are needed as quickly assets. Second, it can provide instant as possible—is establishing a communi- response capabilities. When a disaster cation network that provides a complete strikes, real-time situational awareness picture of what’s happening in real time. The Executive View service can consume disparate data sources. This can be achieved. Using GIS, command- It also requires bringing together all neces- service was tailored for use during response to and recovery from ers can make quick decisions on where past floods. sary parties, from private entities to city, to send law enforcement, fire personnel, county, and federal agencies, to share emergency medical services staff, and information and resources and work in other responders. They can instantly see an effective, integrated fashion. available resources, prioritize activities, The Indiana Department of Homeland and monitor events in real time. This capa- Security (IDHS) embarked on an ambitious bility also helps with long-term recovery. campaign that provides just such a commu- A major component of the system comes nication network based on server, desktop, from Indiana University partners, who are and Web geographic information system already using GIS and related technolo- (GIS) technologies. It provides a two-way gies to publish IndianaMap, a singular, stream of information flow among local, statewide geospatial resource for Indiana A screen shot from the Emergency Operations Center depicts a quick county, state, and federal agencies that is that includes a wide variety of information assessment of total possible damages. The extents of the affected vital to disaster response. area are shown in red. in a format accessible to both expert GIS “We wanted to leverage resources already users and the general public. The strat- in place with other state agencies and in egy of working with universities allows the universities across the state,” says IDHS to leverage the databases and tools Roger Koelpin, GIS/critical infrastructure these academic institutions use in their planner, IDHS. “We are able to work with individual GIS work. It also provides a those partners as resources for our internal decentralized information network that disaster recovery strategy and continuity of can supply data and applications should operations planning. Ultimately, we hope state government information systems be to turn this into a viable process for bot- disrupted or become inaccessible. tom-up reporting of data to meet federal

data calls and keep our federal partners Parcel information is brought into the map with the damages informed as part of our routine, authorita- overlaid to determine property damage. tive, common operating picture.”

ESRI—Th e GIS Com pa ny™

www.esri.com/publicsafety

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Editorial Prepress �� PAGE �� Other OK to go ON THE COVER 24 Pending Th reat Swine ﬂ u outbreak underscores Contents the need for universities to actively prepare for a global emergency.

FEATURES 30 Stimulating Public Safety Grants will beneﬁ t public safety but come with caveats in some cases.

36 Boston’s Buddy System Local government, businesses and nonproﬁ ts should lean on each other.

40 Tapping the Nonprofi ts Nonproﬁ ts allow government agencies to bypass their formal procurement processes.

46 Choices to Make Interoperability can take many forms but what is mission-critical? 4

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Editorial Prepress �� PAGE �� Other OK to go Dell recommends Windows Vista® Business. 100% FASTER THAN TOUGHBOOK WHEN YOUR SYSTEM PERFORMANCE IS UP TO 100% FASTER THAN THE COMPETITION, THE COMPETITION’S NOT SO TOUGH ANYMORE

DELL™ LATITUDE™ E6400 XFR with QUADCOOL™ THERMAL MANAGEMENT SYSTEM vs PANASONIC TOUGHBOOK CF-30

ALSO FEATURES:

BALLISTIC ARMOR™ PROTECTION SYSTEM Dell’s exclusive chassis is over 2x the strength of magnesium-alloy-based material, withstanding drops of up to four feet.

PRIMOSEAL™ TECHNOLOGY Exceptional performance in hazardous locations, providing the highest combined Ingress Protection (IP65) of any laptop in its class.

CALL 1-866-401-0144 OR VISIT DELL.COM/NewXFR TO LEARN MORE DETAILS AND EQUIP YOUR AGENCY WITH THE NEW DELL LATITUDE E6400 XFR

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Editorial Prepress �� PAGE �� Other OK to go Group Publisher: Don Pearson [email protected] Founding Publisher: Tim Karney [email protected] VP Emergency Management/ Contents Homeland Security: Martin Pastula [email protected] Publisher: Scott Fackert [email protected] Executive Editor: Steve Towns [email protected]

EDITORIAL Editor: Jim McKay [email protected] Associate Editor: Elaine Rundle [email protected] Managing Editor: Karen Stewartson [email protected] Assistant Editor: Matt Williams [email protected] Features Editor: Andy Opsahl [email protected] Chief Copy Editor: Miriam Jones [email protected] Staff Writer: Hilton Collins [email protected] Editorial Assistant: Cortney Towns [email protected]

DESIGN Creative Director: Kelly Martinelli [email protected] Senior Designer: Crystal Hopson [email protected] Graphic Designers: Michelle Hamm [email protected] REST OF THE BOOK Joe Colombo [email protected] Illustrator: Tom McKeith [email protected] Production Director: Stephan Widmaier [email protected] 8 42 Production Manager: Joei Heart [email protected] Contributors Education Directory PUBLISHING VP of Strategic Accounts: Jon Fyffe [email protected] VP Bus. Development: Tim Karney [email protected] East 10 Regional Sales Directors: East Leslie Hunter [email protected] Point of View 60 West, Central Shelley Ballard [email protected] Walking the Preparedness Talk Account Managers: Products East Melissa Cano [email protected] West, Central Erin Hux [email protected] Business Development Director: Glenn Swenson [email protected] 12 Bus. Dev. Managers: John Enright [email protected] Lisa Doughty [email protected] In the News 64 Kevin May [email protected] Eric’s Corner: Regional Sales Administrators: Sabrina Shewmake [email protected] Christine Childs [email protected] The New Emergency National Sales Administrator: Jennifer Valdez [email protected] 14 Management Professional Director of Marketing: Andrea Kleinbardt [email protected] EM Bulletin Dir. of Custom Events: Whitney Sweet [email protected] Associate Dir. of Custom Events: Lana Herrera [email protected] Custom Events Coordinator: Karin Morgan [email protected] 66 Dir. of Custom Publications: Stacey Toles [email protected] 16 Custom Publications Last Word Writer: Jim Meyers [email protected] Director of Web Eye on the News Perspective on the ‘Death Map’ Products and Services: Vikki Palazzari [email protected] Texas newspaper kept printing Web Services Manager: Peter Simek [email protected] despite Hurricane Ike’s wrath. Custom Web Products Manager: Michelle Mrotek [email protected] Web Advertising Manager: Julie Dedeaux [email protected] Web Services/Project Coordinator: Adam Fowler [email protected] 20 Subscription Coordinator: Gosia Colosimo [email protected] CORPORATE Major Player CEO: Dennis McKenna [email protected] Joseph Bruno, New York City Ofﬁ ce Executive VP: Don Pearson [email protected] of Emergency Management Commissioner Executive VP: Cathilea Robinett [email protected] CAO: Lisa Bernard [email protected] CFO: Paul Harney [email protected] VP of Events: Alan Cox [email protected] ONLINE EXCLUSIVES Marketing Director: Drew Noel [email protected]

Government Technology’s Emergency Management is published by e.Republic Inc. www.emergencymgmt.com © 2009 by e.Republic Inc. All rights reserved. Opinions expressed by writers are not necessarily those of the publisher or editors.

Article submissions should be sent to the attention of the Managing Editor. Do You Need a 311 Contact Center? Protecting Essential Records Reprints of all articles in this issue and past issues are available (500 minimum). Please direct inquiries to the YGS Group: Attn. Erik Eberz at (800) 290-5460 ext.150 A 311 contact-center model has emerged as a proven During an Emergency or [email protected]. Subscription Information: Requests for subscriptions may be directed to subscription standard for municipal communications in numerous Understanding the concept of essential records helps coordinator by phone or fax to the numbers below. You can also subscribe online at cities throughout the world. There are many reasons why emergency managers protect their own essential records www.emergencymgmt.com. Canada Post Publication Mail Agreement 40048640, undeliverables 2-7496 a 311 contact center is a critical component in the efﬁ cient as well as any such records they may encounter during a Bath Road, Mississauga, Ontario L4T 1L2 delivery of effective e-government. response and recovery effort. 100 Blue Ravine Road, Folsom, CA 95630 Phone: (916)932-1300 Fax: (916)932-1470 www.emergencymgmt.com The inside pages of this publication are printed 6 e on 80 percent de-inked recycled fiber. A publication of

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Editorial Prepress �� PAGE �� Other OK to go Mission Critical?

ESS is the only shelter system available with the innovative Quicklock secure cargo system

Mission Ready 24/7.

SAIC introduces the Expandable Shelter System (ESS): modular, expandable, deployable and multi-functional. ESS allows you to tailor the system to meet your application. ESS is ideal for C4I, forensic labs, disaster response, MASH units, berthing, field kitchens and more. Basically, it is limited only by the imagination.

For detailed information go to www.saic.com and type “ESS” in the search field, or call Patrick Cameron at 757.962.8139

Energy | Environment | National Security | Health | Critical Infrastructure

© 2008 Science Applications International Corporation. All rights reserved. SAIC and the SAIC logo are registered trademarks of Science Applications International Corporation in the United States and/or other countries.

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Editorial Prepress �� PAGE �� Other OK to go Contributors

Ann Patton Bob Galvin Contributing Writer Contributing Writer

Patton is a hazard Galvin is a Portland, mitigation writer for the Ore.-based writer who Federal Emergency covers interoperability Management Agency. issues and trends and technology tied to the public safety fi eld. Adam Stone Contributing Writer Stone is a journalist based in Maryland who covers business and technology. He’s a regular contributor to Government Elaine Rundle David Raths Technology and Emergency Associate Editor Contributing Writer Management magazines. Rundle is also a staff Raths is a Philadelphia- writer and copy editor based writer for for Government Government Technology, Technology magazine. Public CIO and She previously worked Emergency Management as a copy editor for the magazines. Fort Collins Coloradoan.

Roderick Fraser Contributing Writer Fraser has served as the 37th commissioner of the Boston Fire Department since 2006. He served for more than 20 Jim McKay Editor years in the U.S. Navy and was commanding offi cer of the USS McKay also is the justice and Underwood during Operation public safety editor of Government Iraqi Freedom. Technology magazine. He has spent more than a decade as a writer, editor and contributing writer for publications, including Th e Fresno (Calif.) Bee, Th e Vacaville (Calif.) Reporter and Th e Ring magazine.

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Editorial Prepress �� PAGE �� Other OK to go S:8.25”

For the high-risk areas you need to protect every day, ADT® has proven homeland security solutions.

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Call 1-866-748-9166 or visit ADT.com/gov to see ADT Homeland Security successes at work.

Network Video Mass Notification Access Control Critical Condition Monitoring

Schedule 84 Homeland Security SAFETY Act Certiﬁ ed and Designated for Electronic Security Services ADT state license numbers are available for review at www.ADT.com or by contacting 1-800-ADT-ASAP.® ©2009 ADT Security Services, Inc. All Rights Reserved. ADT, the ADT logo, ADT Always There and 1-800-ADT-ASAP are registered trademarks of ADT Services, AG, and are used under license.

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Editorial Prepress �� PAGE �� Other OK to go Point of View Walking the Preparedness Talk

In 1988, a moderate earthquake shook the San Francisco Bay motivate preparedness activity: Th reat (i.e., consequence + Area — an unremarkable occurrence for most, a poignant event probability) = Response (i.e., eff ectiveness + capability). for me. A tall, solid-oak bookcase nearly toppled onto a “fort” Th reat must balance Response in the message. Th e threat’s made of chairs and blankets my two nephews had constructed at consequences and the likelihood of those consequences occurring the bookcase’s base. Th ey went home about 30 minutes prior to the inform the message’s why (i.e.,“Why do you want me to do this?”). temblor, but their fortress remained. Were it not for the ground- Th is threat must match the response (i.e.,“OK, I get the why. Now swells of that quake literally catching the plunging bookcase and what should I do about it?”). Too much threat will scare people. thrusting it back against the wall, and had those two little guys still Too much response will overwhelm people. Too little threat been in there playing, it would have been catastrophic. doesn’t compel action. But the right amount of response will show Th e next Saturday, we went to the hardware store and found precisely how the recommended action reduces or eliminates the L-brackets, lag bolts and stud fi nders. threat’s stated consequences.

My job at the time of this quake was to motivate the community to secure its bookcases, and I hadn’t even persuaded myself to do so.

We got home and I announced that I would be the one to do Th e tipping point for a preparedness action ultimately hinges this task. I started by fi nding the stud, then drilling a hole … and on whether or not the person accepts that she or he can actually no stud. I tried again — no stud. Seven holes later, I found the stud. do the recommended response. Th is is where most preparedness We were renters at the time. When we moved, we easily repaired messages fall woefully short. the wall with toothpaste (I now recommend spackle) and received A staple of many preparedness campaigns is a comprehensive all of our deposit back. checklist of activities to complete. A checklist simply doesn’t build My job at the time of this quake was to motivate the community my confi dence to go to the hardware store, fi nd the right stuff , spend Best Public Safety/Trade to secure its bookcases, and I hadn’t even persuaded myself to do the requisite $1.50, return home, fi nd a wall stud, drill a hole and 2009 Maggie Award so. Th at motivated me to help others with this easy task, and also expend the necessary fi ve minutes attaching the brackets and bolts. to learn what behavioral research has to teach about constructing My most persuasive message is my own preparedness story. messages that motivate action. Here’s what I’ve learned: I explain the details of the threat and response. I use my experi- 1. If you don’t walk the walk, you cannot eff ectively talk the talk. ence to answer the questions, and people walk out the door feeling You won’t persuade people to take your message to heart and do enabled, empowered and motivated. something if you don’t follow your own advice. Your message Remember, the passion that persuades stems from walking the will lack emotion and passion, which are critical elements in any preparedness talk. k persuasive endeavor. 2. A poignant story is an invaluable teaching aid. Many have reported back to me — sometimes years later — that my stories motivated them to stop procrastinating and take action. 3. Peer-reviewed research has demonstrated the value of adhering LuAn Johnson is the public education program manager of the to the following formula when constructing a message to Washington State Emergency Management Department.

LuAn Johnson

Questions or comments? Please give us your input by contacting our editorial department at [email protected], or visit our Web site at www.emergencymgmt.com.

10 LEAD, FOLLOW OR GET OUT OF THE WAY.

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Editorial Prepress �� PAGE �� Other OK to go When everyone is on shaky ground, you can’t afford to be swayed. In an emergency, you’ve got to get the right people to the right place, right now, and miscommunication is not an option. Nextel’s GPS tracking lets dispatchers know the exact locations of ﬁ reﬁ ghters, police and EMTs, so when an emergency arises, they can respond immediately without communication slipping through the cracks.

Nextel Direct Connect.® Only on the Now Network.™ To see Nextel Direct Connect in action, go to sprint.com/nextel

THE FASTEST NATIONAL PUSH-TO-TALK NETWORK. 1-800-NEXTEL-91-800-NEXTEL-9 Connecting the world’s largest push-to-talk community.

“Fastest” claim based on initial call setup time. GPS: Requires GPS and Java-enabled phone. Environment may limit GPS location info. Coverage not available everywhere. Nextel National Network reaches over 274 million people. ©2009 Sprint. Sprint and the logo are trademarks of Sprint. MOTOROLA and the Stylized M Logo are registered in the U.S. Patent and Trademark Of ce. Other marks are the property of their respective owners.

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Editorial Prepress �� PAGE �� Other OK to go In the News Alaska’s Mount Redoubt erupted continuously during the end of March and into April, spewing ash nearly 65,000 feet in the air, according to the U.S. Geological Survey (USGS). Trace amounts of ash were found up to 106 miles away in Anchorage. The ash, which consisted of tiny rock fragments with jagged edges, threatened national and international aviation as it entered the North Paciﬁ c ﬂ ight path between North America and Asia. The USGS said Redoubt is one of the nation’s most threatening volcanoes, and is monitored 24 hours a day by scientists at the Alaska Volcano Observatory. k Volcano Observatory/U.S. Geological Survey Geological Observatory/U.S. Volcano Photo provided by Game McGimsey and the Alaska the and McGimsey Game by provided Photo

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Editorial Prepress �� PAGE �� Other OK to go Slopes covered in ash surround Mount Redoubt on March 31. Volcano Observatory / U.S. Geological Survey Geological / U.S. Observatory Volcano Photo provided by Chris Waythomas and the Alaska the and Waythomas Chris by provided Photo o Observatory/U.S. Geological Survey Geological o Observatory/U.S.

The eruptions ﬂ ooded the Drift River Valley with ejected volcanic material called tephra deposits. Photo provided by Game McGimsey and the Alaska Volcan Alaska the and McGimsey Game by provided Photo

13 The snow in Diamond Ridge, Alaska, is barely visible under the ash. Bettini Lois of courtesy Image

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Editorial Prepress �� PAGE �� Other OK to go EM Bulletin

3.5 Million Sandbags Aid Fargo, N.D., Flooding IN LATE MARCH, heavy rains and above-freezing temperatures contributed to the Red River’s fl ooding in Fargo, N.D. Th e river crested at 40.82 feet on March 28, breaking its 112-year-old record of 40.1 feet. According to CNN, the river is usually around 14 feet deep during that time of the year and it’s considered to be fl ooded when it reaches 18 feet deep. Emergency crews erected dikes when the water level reached 30 feet and used HESCO Concertainers — 4x3x15- foot cubes made of fabric and fi lled with sand — to protect structures. Citizens turned out in droves to fi ll sandbags beginning on March 23, and it was estimated that 3.5 million sandbags were fi lled throughout the emergency. Although there was not a citywide evacuation, authorities evacuated vulnerable populations, like the elderly, and people living near retaining dikes were asked to leave voluntarily. IMAGE PROVIDED BY ANDREA BOOHER/FEMA PROVIDED BY IMAGE

CDW-G Launches Mass Notiﬁ cation Web Site

CDW GOVERNMENT launched its Mass Notifi cation Toolkit, a Web site that provides practical guidance on implementation, marketing and sign-up challenges associated with the deployment of mass notifi cation systems. Th e Mass Notifi cation Toolkit builds on CDW-G’s 2008 study Th is Is a Test — Th is Is Only a Test: Updating America’s Emergency Alert Infrastructure. Th at study found that one-third of U.S. residents have no knowledge of or experience with their local emergency notifi cation program. Th e study also identifi ed a deep divide between how Americans communicate and how local governments disseminate information. Th ough the number of wireless subscribers in America is at an all-time high and 1 billion text messages are sent by citizens daily, local governments still relay information largely via television and radio, which requires electricity that might not be available during an emergency. Th e new Web site, www.cdwg.com/massnotifi cation, provides guidelines on establishing an eff ective mass notifi cation system such as: • who must be involved in system development; • what a mass notifi cation system IT infrastructure looks like; • how to craft eff ective mass notifi cation messages; and • how to increase constituent participation in mass notifi cation systems.

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Editorial Prepress �� PAGE �� Other OK to go CDP Course Covers EPAREDNESS Chemical, Biological Agents FEMA’S CENTER for Domestic Preparedness (CDP) offers a hands-on, three-day course that addresses the effects of chemical and biological agents, including radiation and explosive injuries. Th e Weapons of Mass Destruction Emergency Medical Services (EMS) course is one of several

PHOTO COURTESY DOMESTIC CENTER FOR PR OF courses that relate to health care and emergency response and is pertinent to emergency medical technicians, paramedics, emergency room nurses, medical emergency planners and law enforcement offi cers. “Anytime a medical responder — or any responder with medical skills — initiates contact with a potential casualty in the fi eld, they place themselves at the mercy of a terrorist or accidental hazardous environment,” said EMS course manager John Skinner. “Th e fact that hazardous situations can be harmful if responded to improperly, which makes responders the victims, is important.” Each class can accommodate 40 responders, and successful completion of the training includes 2.4 continuing education units. For more information, visit the CDP at https://cdp.dhs.gov or call 866/213-9553.

APCO Shares Security Secrets With Saudi Arabia University

IN APRIL, the Association of Public-Safety Communications Offi cials (APCO) International extended its training arm to help secure King Abdullah University of Science and Technology (KAUST), being built as an international, graduate-level research university dedicated to inspiring a new age of scientifi c achievement in the kingdom. APCO will provide an all-inclusive training program for communications personnel in the university’s new communications center. Th e training began in April and continues for three months. Th e program will be conducted by APCO Institute Adjunct Instructor Mark Boudreaux, director of Terrebonne 911 District in Louisiana. KAUST will staff a 20-person communication center and use all APCO training programs and soft ware. “Th e ultimate goal is to respect the rights and protect the safety of all students, staff , residents and visitors of their campus,” said APCO International President Chris Fischer in a press release. “We are happy to support this eff ort by ensuring KAUST communications personnel are fully trained, self-suffi cient and prepared to successfully handle fi re, EMS or police-related emergency calls. PHOTO COURTESY OF WWW.KAUST.EDU.SA WWW.KAUST.EDU.SA OF COURTESY PHOTO Th e campus occupies almost 14 square miles on the Red Sea and sits approximately 50 miles north of Saudi Arabia’s second largest city, Jeddah. Emergency Management 15

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Editorial Prepress �� PAGE �� Other OK to go Lessons Learned

by Ann Patton Eye on the News Texas newspaper kept printing despite Hurricane Ike’s wrath.

Th e Galveston County (Texas) Daily News has written countless stories about the challenges and heroes of Hurricane Ike. But there’s one story journalists for the paper have refused to write: their own. During Ike, Th e News staff lost almost everything but its grit. Even when the storm was at its worst, the paper didn’t miss an edition. “It’s all a blur,” Building Superinten- dent Brett Baker said about operations throughout Ike and its aft ermath on Galveston Island. When the eye passed over the newspaper building at 2 a.m. on Sept. 13, 2008, workers who were staying there overnight rushed outside and boarded up cracked windows in preparation for the second half of the storm. Th e worst was yet to The extent of the damage of Hurricane Ike is shown in the picture as workers clear debris in Galveston, Texas. Photo by Greg Henshall / FEMA come. It brought 110-mph winds and a 12- foot storm surge. Th e building’s roof covering, power, generator, satellite phones When the newspaper was ready for de- the Web, the newspaper reached evacuees, and nearly all technology were lost. But livery, fi nding readers proved nearly im- extended families and news media. the staff never stopped. possible. Delivery personnel went where “Our readership on the Web was enormous “We were operating, at one point, pret- they thought people might be, dropping and continues to be very high,” Taylor said. ty much just on my cell phone,” recalled bundles at emergency centers and hotels. In some cases, faraway Internet users Editor Heber Taylor. “We had to improvise “People would see our trucks and fl ag relayed information back to those living in and overcome.” them down,” Taylor said, “and I don’t know the impacted area. “It was amazing to me Rain came in around the windows. Th e how many people told me they hiked to how people in New York would see some- waterproof covering blew off the roof. Th e the points of delivery just to fi nd out what thing on our Web site and pass it along to surge came quickly, fl ooded the carpet and was happening. Th ink about it: Th ere was somebody in Biloxi (Miss.) or New Orleans then subsided just as quickly. Th e genera- no cable, no CNN, no local news stations. who somehow, maybe aft er 20 tries, would tor failed when natural gas service was cut Th is was the way they got information, get a call in to Galveston and tell people off . Before the storm was over, some Daily and information is critical. there was a curfew. And those people would News staff ers lost everything. “Some people picking up the paper were go tell their neighbors,” Taylor said. “We were working around the clock,” astonished to fi nd out that the city had a “It was critically important to get out ac- Taylor said. “Our reporters were operat- curfew. People in the emergency com- curate information,” he said. “Th ere were all ing out of emergency management centers mand center and people in other states kinds of horribly inaccurate rumors crop- in Galveston and League City.” Reporters knew there was a curfew, but the people ping up. Th ere was a pernicious rumor that fi led stories using whatever technology living on the island had no way of knowing Ball High School burned to the ground, and they could muster, including cell phones, other than picking up the newspaper.” the rumor would not die. When the phones laptops and air cards. Th e newspaper did work, I got angry calls from people ac- exported copy editing to the mainland Internet Distributes Information cusing us of hiding the truth. Of course, one and printed through sister newspapers, Th e Daily News turned to the Web, post- thing you can do is report what is there, as starting with the Herald-Zeitung in New ing stories as soon as they were written and well as what didn’t happen. Th ere is tremen- Braunfels, Texas. then assembling them for print. Th rough dous value in that.” 16 T fr

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Editorial Prepress �� PAGE �� Other OK to go What kept the news staff going was dedication to their readers and, as Taylor said, dedication to the craft . Perhaps it’s not surprising that it would take more than Hurricane Ike to stop this paper and its 20-member staff . Th e old- est newspaper in Texas, Th e Daily News has been publishing since 1842, through epi- demics, wildfi res, the Civil War and major hurricanes in 1900, 1915, 1963 and 1983. Th e newspaper’s building was damaged while it was under construction during Hurricane Carla in 1961, so it was built strong enough to withstand hurricanes.

Preparing for the Worst Baker calls the structure one of the safest buildings in Galveston. Th e newspaper’s plant is a hulking concrete fort with a 14- inch-thick concrete fl oor, 9-inch-thick concrete walls and a concrete roof. Th e windows are rated for up to 160-mph winds and further protected with internal Photo by Robert Kaufmann/FEMA fi lm. Th e building is behind the seawall, elevated and anchored on 30-foot-deep toilets,” Baker said. “We got plywood and concrete piers. screws. We brought in drinking water, food Core Elements of a Business Preparedness and business-continuity and a grill so we could cook our food.” Continuity Plan planning also contributed to the newspa- Th e emergency plan included provisions Several survival systems used by The per’s ability to keep publishing. for exporting printing and copy editing to Galveston County Daily News are integral to When Hurricane Ike entered the Gulf of the mainland if needed, which it was. Ex- continuity of operations plans, which could be Mexico, the news team, according to plan, porting the copy electronically turned out useful for any business. began preparation in earnest. “We fi lled 55- to be a major challenge, but the staff found To ensure business continuity, employ the gallon drums with water so we could fl ush ways to make it work. following survival plans: • Identify your risks and take aggressive hazard-mitigation actions to make your building and site safe. Secure your roof, windows and doors. If you’re in an area at high risk of ﬂ ooding, elevate or ﬂ oodproof, if at all possible. • At a minimum, plan to elevate or move what’s most important, possibly including evacuation of personnel. • Identify the things that must be done for your business to continue. Plan where and how you will continue, even if you have to leave your present site. • Identify your communications needs and the best ways to meet them. • Be redundant. Back up records. Plan for the potential failure of essential elements of your system and alternate ways to operate if your power fails, your computers crash, your suppliers abandon you or your customers disappear. 17 This photo is an example of how roads in Galveston, Texas, were damaged by Hurricane Ike as the ground eroded under the pavement from the storm surge. Robert Kaufmann/FEMA

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Editorial Prepress �� PAGE �� Other OK to go Lessons Learned

cheaply,” he said. “Corrugated steel. Th ey business, Taylor said. Th e newspaper now can’t handle this wind. Th ey rip apart.” He relies more on cell phones, air cards and the hopes to look into shutters or coverings Internet. “We’re using the Web much more,” for the windows and wants to have them Taylor said. “We’re still operating as we did resealed to prevent leaks. during the emergency — posting informa- “Have a written plan,” Taylor said. “Re- tion as we get it. We’re posting these stories view it every year before the season. Also, in real time on our Web site, then at the end have an annual review of technology. De- of the day we pull together a print edition.” cide what you can use and what you can Th e editor also said hazard mitigation, aff ord. And if you live on the Gulf Coast, disaster preparation and emergency plan- I would seriously ask what you can’t aff ord ning will play a larger role in future news not to have. Th e solutions that actually operations. worked for us are not that expensive: air “Th e reward is that we were here when cards and cell phones.” people needed us,” Taylor said. “If we Taylor recommends redundant systems. hadn’t been in a strong, elevated building “One of the most important provisions you — if we hadn’t had that written plan — we can build in to any plan is the provision for simply would have failed when people failure. Th ink about what you will do if most needed us. We’ll plan better for the something fails, even something you think next time, but we did have that plan, and is going to be 100-percent reliable. You it allowed us to keep functioning when have to be very fl exible as things develop.” things went wrong.” k Th e lessons learned from Hurricane Ike have changed the way the newspaper does The Galveston County Daily News never missed an edition during or after Hurricane Ike, despite losing its roof covering, power, generators and nearly all its technological capabilities. Its success was due to having an elevated concrete building, News Through Text and Twitter preparedness planning, ingenuity and fi erce determination to keep information fl owing. Image provided by: The Galveston County Daily News Leigh Jones was one of The Galveston County Daily News reporters who had to resort to unconventional means to cover Hurricane Ike. Th e newspaper had installed a natu- When most communications channels were down, Jones text messaged the news from ral gas generator as an emergency power her cell phone. She sent short, 140-character bulletins, called tweets, to Twitter, a social- source. “We assumed it would be 100- networking Web site that works over multiple networks and devices. percent reliable,” said Taylor. “We certainly didn’t plan on losing natural gas service.” Some of the tweets Jones posted included: But at the height of the storm and for days 5:44 p.m. Sept.12 — People are calling for help now but no one can get to them. aft er, natural gas service was disrupted for The water is really coming up fast now. the entire island. 7:55 a.m. Sept.13 — Crews pulling people from high water. “We certainly never planned on our 8:30 a.m. Sept.13 — Entire row of houses on fi re. Nothing crews can do. satellite phones failing,” Taylor said. “For 8:42 a.m. Sept.13 — Structures from the beach are now on the street. a while, we were operating on the backup emergency power supplies for computers, In another city, a reporter who had traveled with evacuees to cover their story was able and we used them to charge cell phones to access the Twitter site and convert the bulletins for The Daily News to post online in real too.” In time, workers added small gaso- time. Soon other media discovered the bulletins and used the Twitter text for regional and line generators. national coverage. “So that’s how we got out information as quickly as possible,” Jones said. Plan for Failure As time went on, the staff was able to use computers, but only sparingly. “Usually just What advice does the newspaper staff one of our cell phones (in the media pool) would work, because everybody had different give to others who fi nd themselves in a carriers.” Jones said. “We would swap phones around and dictate our stories from the phone similar situation? that worked to someone who had a computer to type them out. We didn’t have time to write Baker recommends investing in a strong, them down. It was amazing.” elevated building and protecting the integ- As the drama unfolded, Jones had her own personal disaster. Hurricane Ike fl ooded her rity of the windows and other openings. home 8 feet deep. She lost everything, but never missed a deadline. “Th ese newer buildings are being built too 18

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Editorial Prepress �� PAGE �� Other OK to go 0O%VUZ 0O#MBDL#FSSZ

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Editorial Prepress �� PAGE �� Other OK to go Major Player Joseph Bruno Commissioner, New York City Ofﬁ ce of Emergency Management

Joseph Bruno was appointed commissioner of the New York City Ofﬁ ce of Emergency Management (OEM) What effects have the stimulus package had on in March 2004, and has since overseen the city’s adoption of the Citywide Incident Management System; the your jurisdictional plans? growth of Ready New York, the city’s preparedness campaign; and helped create Notify NYC, an emergency Th e stimulus package in New York is going to notiﬁ cation system for city residents. be used mainly on infrastructure — rebuilding Emergency Management magazine asked him about the city’s plans for stimulus money, as well as public- private partnerships, community outreach programs and more. bridges. Th ere are six basic projects and about 12 additional projects. Bridges are big, there’s some roadway stuff and also a little bit of work on the ferry terminal. One of the projects is to work on the resiliency of the Brooklyn Bridge in diff erent portions of its infrastructure, some of which I don’t really want to go into detail about: resiliency for ordinary incidents, but also for hazards like hurricanes and other things that might come in. It’s important to us that the more we put into infrastructure, the more it will be able to withstand emergencies that occur here. Maintaining transportation networks and routes, which is part of what they’re doing, helps us also. It cuts back on the number of emergencies.

Were these projects in the works before the stimulus package? Some were in the works and some were defi - nitely on hold because of the economy, so we were able to fi re them up. Th e projects were ready to go within a reasonable amount of time. So I think they all were planned, but they certainly all weren’t ongoing. Th e stimulus package has helped because it has allowed six major projects and about 12 additional projects to move forward.

More than a dozen private-sector groups operate alongside you in the city’s Emergency Operations Center (EOC). What are these groups? We’re probably one of the few cities that have such a strong relationship with the private sector and really incorporate it into our EOC. Th ey sit there with the mayor and whoever else is going to be there, and they are observing and learning. We have, for example, private universities. We E OF EMERGENCY MANAGEMENT have the Hotel Association of New York City, which covers an enormous number of hotels, hospitalities and institutions. We have the Real Estate Board, which is the ownership of the major real estate in New York — a very large and infl uential group. Next are the fi nancial and banking institutions. Th e Securities Industry and Financial Markets Association, Wall Street and the Food Industry Alliance of New York State are others. PHOTO COURTESY OF THE NEW YORK CITY OFFIC Th e city is fi lled with restaurants, and a lot of by Jim McKay

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Editorial Prepress �� PAGE �� Other OK to go things occur that could aff ect lots of restaurants, so [the New York State Restaurant As- sociation] sits in the EOC. Th e New York City Business Improvement District [participates]. Th ey are the areas of the city, like Grand Central, Times Square, Downtown Brooklyn, part of Coney Island, and all of Midtown and Lower Manhattan that have been designated as business improvement districts — there are now more than 100 of them. Th ey’re in Queens, the Bronx and all these areas where industry has continued to grow, business has become more consolidated and it’s a distinct area. Th e good part about them is they give us great access to small businesses when something bad happens.

And you have a direct line to them, it’s quick and they’re right there? Th ey’re right in the room with us. We open whenever there is a major emergency for the private sector. [It’s] an open conference line where people can come on the line, and individual companies can seek advice and information about where we are at certain levels if they haven’t gotten it from their association. We also have CorpNet, which is a paging system that we put out from OEM to the private sector. Th ey have to be legitimate businesses [to get it]; they have to register at the level that allows us to feel “We have lots of different ethnicities in New York City — maybe 130 that the information will go up and down for different languages — so we reach out to the ethnic media.” the organization. We provide them day-to-day situational awareness of what’s happening in disabilities or pets. We produced this in sev- we will start putting information on our pre- New York City. Virtually everything I get on eral diff erent languages, in many cases, up to paredness and what we think people have to my paging device, they get. 14. We do public-service campaigns. We have know to be safe in this city. videos, audiotapes and Web content that we You’re practicing that daily, so when will pass out to agencies and entities that want Talk more about community outreach something happens it’s “old hat?” to put it on their Web site. We have a speak- and the various ways you accomplish it. Th at’s right. Every one of those groups that ers’ bureau, and we do presentations — in the Th e other thing we’re doing during I mentioned has designated staff . We’ve trained last year, we did more than 250 presentations emergencies, or even before them, is we them how to use our soft ware in the EOC, and to large and small groups. We have a school reach out to the ethnic media. We have lots of they know how to use the systems we use, program going on now where we are educat- diff erent ethnicities in New York City — where we are and when they have to come in. ing schoolchildren during and aft er school; maybe 130 diff erent languages — so we reach We have a call-down program to make sure corporate partnerships; a high-def DVD [is out to the ethnic media. We know that is we deploy them back to the EOC. It’s a very emerging in] many of the learning programs where many people get their information. We organized approach with a lot of training. we have for people who we want to talk to also reach out not only to the more established about preparedness. We have distributed more media, but also independent news outlets. We To what degree do you include social media than 6 million guides since 2003. bring them in on a regular basis to instruct them before, during and after events? We are now moving to where the on what we’re doing, give them information Pre-event we have the Ready New York pro- young population is, or lots of people are: and get contacts. During emergencies, we work gram, which provides guides. Th ese are house- Twitter, Facebook and LinkedIn. We are open- with the Mayor’s Offi ce and are responsible hold guides, all the way down to people with ing up our own page on these sites, where for coordinating the media outreach for

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Editorial Prepress �� PAGE �� Other OK to go Major Player

City agencies — very large, robust agencies — a game plan to follow. It sets forth who’s in charge and the structure that we follow, which is the national structure; it’s changed a bit because New York City is somewhat unique. We know who’s in command, who directs what work and all the agencies that should be there, and we assure that they are there. Important on the equipment side or the facility side is a backup EOC. We need to have a backup EOC. We have a hot-site backup EOC in NYC now, so I could walk there and what’s on my desk right now is on my desk there. We have an EOC there ready to go — as big as or bigger than what we have in New York City — and that is very important. Perhaps I should also mention mobile assets. For example, we have lots of GIS capabilities, and we have a mobile asset that we can bring into the fi eld and do it on the fl y.

If you had a magic wand for funding, what would you spend it on? I would spend it on postdisaster housing build-out. I think we’d like to see FEMA step up, create a menu of options for postdisaster housing across the country — from rural to dense populations, like New York. We would like to see prototypes built across the board “I would have FEMA enter into a contract with New York City and we would and store a whole bunch of them for the fed- help them build that capability not only for us, but for the whole country.” eral government to make available in diff erent parts of the country. For example, [make some the city. One message comes out of City will allow us to draw a circle [around an area] that] are hurricane-proof because you know Hall’s press offi ce. and notify everyone within the circle. they’re going to need postdisaster housing. We coordinate all of the public informa- Postmedia, one thing we do that’s an inter- I would have FEMA enter into a contract tion offi cers of the agencies involved that have esting program is incident-based distribution with New York City and we would help them input into a message. Th at’s our job. During of material. When an incident occurs — a very build that capability not only for us, but for the a large-scale emergency, we will manage the signifi cant emergency — we will go out and whole country. city’s Joint Information Center. We will bring distribute our guides to the community. We We suggested to the federal government all the entities into OEM, and have all the press know that community has been traumatized that a major thing they could do with the offi cers work it through with the mayor and by the incident, and we think it’s a good time stimulus package is take a look at postdisaster his press offi ce, and the mayor will oft en go to get them some information about prepared- housing, the needs that we recognize down in on-air to give the message we’ve created. ness, [aft er they say], “Th is thing really scared all the hurricane-prone areas and try to foster Notify New York City is a notifi cation the hell out of me. How do I deal with this if it a capability in the U.S. and maybe in indus- program. It’s in the pilot stage in four commu- happens again?” Th at’s a good time to put out tries that are currently hurting — a capability nities. Very shortly, it will go out to a citywide the information. to gear up in the event postdisaster housing is pilot and then full-blown, and people will needed. I don’t know that the stimulus pack- be able to register for it. What is your most important piece age overall in the U.S. is really approaching We’re going to use many diff erent methods of equipment or solution? that problem, but we do think that would be to get to as many people as we can and be as Th e biggest solution we have is the Citywide an area that could be very fruitful. k specifi c as we can in how we get information Incident Management System under which out — like using cell towers and GIS, which we manage emergencies. It gives New York

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Editorial Prepress �� PAGE �� Other OK to go MASTER OF PROFESSIONAL STUDIES IN HOMELAND SECURITY LEADERSHIP

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Developing Strategic Leaders in Homeland Security

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Editorial Prepress �� PAGE �� Other OK to go Swine ﬂ u outbreak underscores the need for universities to actively prepare for a global emergency. PENDING THREAT Th ree historic pandemic fl us have changed the way the world views the rapid, global spreading of disease: the Spanish fl u that killed between 40 million and 50 million people in 1918; the Asian fl u that killed approximately 2 million people in 1957; and the 1968 Hong Kong fl u that killed an estimated 1 million people. Although there hasn’t been a pandemic in more than 40 years, the current swine fl u outbreak — which has infected 1,516 people worldwide and killed 30 as of press time — has emphasized the need to prepare for such an event. On April 25, the World Health Organization deemed the swine fl u an international public health emergency, and the United States declared a national public health emergency. Colleges and universities are in a unique position when planning for a pandemic. Many students are housed in residence halls, and therefore are provided shelter and food. Should dormitories be closed during a pandemic? Should infected students be quarantined? Should campuses be closed? Th ese are important, diffi cult questions put to campus emergency managers.

BY ELAINE RUNDLE » ASSOCIATE EDITOR

Emergency Management 25

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Editorial Prepress �� PAGE �� Other OK to go “ONE OF OUR MAIN RECOMMENDATIONS TO PUBLIC OFFICIALS WOULD BE TO fl u pandemic. Th e letter asked each school, college SERIOUSLY CONSIDER THE POTENTIAL SOCIAL IMPACT OF CLOSING SCHOOLS or unit within the university to create pandemic VERSUS EDUCATING THE PUBLIC AND CONVINCING THEM TO STAY HOME WHILE plans. Lucus provided a template that included identifying the chain of command, determining THEY ARE SICK.” how communications would continue during an — Pinar Keskinocak, associate professor, School of Industrial and Systems Engineering, Georgia Tech emergency, and recognizing critical functions that would have to be maintained and the level When the deadly H5N1 strain of bird fl u California at Davis. “I think the H5N1 scare we of staffi ng they would require. Lucus wanted the — which had a total of 120 outbreaks in 2006 all had about three years ago brought it more units to understand their critical functions that and 2007 — found the media’s spotlight, into the consciousness. People recognize it as a could be delayed one week, one month and more campus emergency managers suddenly focused hazard that they really need to think about and than one month. on pandemic plans for their organizations. address for themselves.” Lucus also touched on a critical issue caused Although many knew a pandemic could be immi- In April 2006, the UC Davis provost issued a by pandemics: excessive absenteeism. “Th e issues nent, other emergency topics, like preventing “charge letter” that discussed the threat of a bird that excessive absenteeism bring to a campus campus violence and creating emergency-notifi cation systems, kept it on the back burner. Th ree years later, offi cials are still planning The last pandemic was more than 40 years ago, but killed an for pandemics and new technologies are aiding estimated 1 million people. the process. Campus emergency managers are creating pandemic plans to deal with their unique position LOOMING ISSUE of keeping students safe and Th e spotlight on bird fl u brought increased operations running. knowledge about the dangers of pandemics and the understanding that it’s a real, imminent threat. “I have been in this business for almost 20 years, and I remember 15 years ago sitting in meetings and trying to talk to people about the danger of having a pandemic and people couldn’t grasp it — they just couldn’t see it,” said Valerie Lucus, emergency manager of the University of 26

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Editorial Prepress �� PAGE �� Other OK to go emergency are diff erent because it’s not like your buildings are fl ooded and you can’t go in them anymore,” she explained. “It’s that you don’t have enough people around to keep the systems and processes going.” Robert Lang, the assistant vice president of strategic security and safety for Georgia’s Kennesaw State University, said it’s important for every pandemic plan to identify essential support functions like human resources, facilities, the health clinic, payroll and the campus police department. “Th ose people are going to have to come up with not only plans as to how they would support the university when people don’t show up, but how they are going to actually maintain adequate Researchers at Georgia levels of support internally,” he said. Tech’s School of Industrial Identifying critical roles is easy enough, but and Systems Engineering cross-training workers to take on those responsi- developed a simulation model to track a pandemic’s spread bilities is the challenge. Lang said people mistak- geographically and across time. enly think they can just step into the role, but he This map is an example of the said they must be aware of certifi cation require- visual the model creates. ments and be prepared to fully do that job in addition to their own. “I THINK THE H5N1 SCARE WE ALL HAD ABOUT THREE YEARS AGO BROUGHT IT Offi cials also must realize that they become MORE INTO THE CONSCIOUSNESS. PEOPLE RECOGNIZE IT AS A HAZARD THAT THEY fi rst responders in a full-blown pandemic because the university’s and city’s health and REALLY NEED TO THINK ABOUT AND ADDRESS FOR THEMSELVES.” medical staff also will be aff ected. “Staffi ng and — Valerie Lucus, emergency manager, University of California at Davis being able to get support is something that’s going to be very tough to get,” Lang said. “Th at’s forget about the importance of keeping them keep up-to-date and it collects information in why your internal procedures are going to have updated. Lucus said that has changed within a more consistent way. We can pull the infor- to try to support as much as you can without the UC system of campuses because of the mation out and it’s sorted.” UC Ready is being relying on outside entities.” addition of UC Ready, a Web-based business used by the UC system’s 10 campuses and fi ve continuity tool developed by the University medical centers. THE TROUBLE WITH TEMPLATES of California at Berkeley that aids the disaster Lang said keeping the plans current is a chal- Once the templates for an organization’s planning. “Since it’s online, you only have to go lenge. “It’s tough getting a handle on putting it all pandemic plan are completed, people tend to in and do it once,” Lucus said. “Th en it’s easy to together and fi nalizing,” he said. “And then once you have your full plan in place, the dynamics of maintaining accuracies is another eff ort you have to work on.” New technologies may aid planning for pandemics and the information that’s available when creating tools like templates. Researchers in Georgia Tech’s School of Industrial and Systems Engineering (ISyE) created a model that simulates the spread of a pandemic geographically and across time. Julie Swann, a developer and ISyE associate professor, said the model was created as part of a university initiative to study humanitarian logistics in health and other crises, and to use the skills professors teach in areas that have a public impact. “Our reasons for participating in the research were to have a public impact, and this is one of Emergency Management 27

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Editorial Prepress �� PAGE �� Other OK to go Community Mitigation at a Glance the areas that we saw where some real help was Community mitigation regarding a pandemic ﬂ u is the actions that communities and federal, state and local needed,” Swann said. governments take to reduce the pandemic’s effects. As part of that initiative, researchers met with Actions that can slow a pandemic’s spread include: offi cials from the Metropolitan Atlanta Chapter ✔ asking sick people to stay home and away from of the American Red Cross as well as the Centers others; for Disease Control and Prevention to discuss diff erent challenges in the public health arena, ✔ asking household members of a sick person also to stay home; including a pandemic. Pinar Keskinocak, another developer and ✔ dismissing children from school; ISyE associate professor, described the model: ✔ closing child-care facilities; and “Th is is a large-scale simulation model, and we essentially simulate each person in a popula- ✔ limiting direct contact between people. tion according to age groups and social groups Other protective measures include: — such as households, school groups, work groups and community interaction. Taking all of ✔ hand washing; these factors into account, the simulation model ✔ covering coughs and sneezes; mimics the way the disease will spread both geographically and across time.” ✔ wearing face masks and respirators; and Th e developers feed information into the ✔ using anti viral drugs and vaccines. model from the U.S. Census Bureau. Th ey — PandemicFlu.gov used the public data source so the model could be replicated. Th e model has two forms: simulation and could be used by the Red Cross to calculate how tial social impact of closing schools versus optimization. Keskinocak said the simulation to plan for food distribution. Th e model shows educating the public and convincing them to model gives a visual view of the disease, and the where the best place would be to open facilities, stay home while they are sick.” optimization model is used to help make deci- like food banks, and how to allocate resources Swann added that a major challenge of sions. For example, the optimization model over time. school closures is the time frame of a pandemic. Th at’s because the disease will persist at some Purdue University virologist TO CLOSE OR NOT TO CLOSE level in the population for months. “Whether Suresh Mittal works on a new vaccine for pathogenic bird College offi cials also face the diffi cult deci- it is a university or elementary, middle or high ﬂ u, H5N1. sion of closing the university or keeping it school, closure would be diffi cult because the open. Keskinocak said the simulation model pandemic’s peak period may be for a couple was used to test the eff ects of school closures. of months, but there would be a signifi cant However, their data came from the Georgia number of people infected for several months. Board of Education — an agency that oversees We look at the course of a year in our planning elementary, middle and high schools — so it period,” she said.

“WITH VOLUNTARY QUARANTINE, WE FOUND THAT IT CAN SIGNIFICANTLY REDUCE THE SPREAD OF THE DISEASE AND IS SOMETIMES MORE EFFECTIVE THAN SCHOOL CLOSURES.” — Pinar Keskinocak, associate professor, School of Industrial and Systems Engineering, Georgia Tech

ON. PHOTO BY TOM CAMPBELL was not specifi cally tailored for a university Lucus of UC Davis said you can’t really close setting. Nevertheless, the researchers tested a campus because it’s like a city. Th e univer- the eff ects of school closures versus a voluntary sity would suspend classes, which in eff ect is quarantine. asking the students to go home. Suspending “With voluntary quarantine, we found that classes would also halt many of the university’s it can signifi cantly reduce the spread of the normal business operations, making it func- disease and is sometimes more eff ective than tion with less staff and faculty. “We would still school closures,” Keskinocak said. “One of be operating, but we would be operating with our main recommendations to public offi cials only the people who need to be here to keep

SOURCE: PURDUE AGRICULTURAL COMMUNICATI would be to seriously consider the poten- the facility running,” she said.

28 Continued on p.56

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Editorial Prepress �� PAGE �� Other OK to go Grants will benefit public safety but come with caveats in some cases.

BY DAVID RATHS Stimulating Public Safety A replacement for the 50-year-old main fi re station building in Janesville, Wis., has been on the city’s capital improvement project list since 2002, but the city hasn’t been able to fund construction. Th at may change with the passage of the American Recovery and Reinvestment Act (ARRA) of 2009, which contains $210 million in grants for fi re station construction (with no single grant to exceed $15 million). “Our building is near the end of its life,” said Larry J. Grorud, Janesville’s fi re chief and president of the International Association of Fire Chiefs (IAFC). “It still has the original heating system. Th e city has grown, but the building has not. So we plan to apply for that funding. Th e stimulus could be very helpful to us.”

Emergency Management 31

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Editorial Prepress �� PAGE �� Other OK to go Breakdown of Where U.S. Department of Justice Funds Will Land:

St. Elizabeths/DHS Headquarters Consolidation: agency is receiving guidance from two sources: • $650 million the U.S. Justice Department’s Bureau of Justice ($200 million to DHS; $450 million to U.S. Assistance and the offi ce of Wisconsin Gov. Jim General Services Administration (GSA) Doyle. “We are getting a clear message from U.S. Customs and Border Protection (CBP): both that they expect us to use this funding • $720 million for construction at land ports of for job creation or retention,” said Steingraber, entry ($300 million GSA; $420 million CBP) whose offi ce oversees policy development and • $100 million for nonintrusive inspection grant administration in criminal justice, juvenile technology justice and homeland security grant programs. • $100 million for border technology on the Departments can create new positions or Southwest border retain at-risk positions, or they can spend the • $60 million for tactical communications equipment and radios The U.S. Department of Justice announced funding for additional programs: U.S. Immigration and Customs Enforcement (ICE): • $20 million for ICE automation modernization and tactical communications $50 million is available through the American Recovery and Reinvestment Act of 2009 for Internet Crimes Against Children (ICAC) program initiatives, administered by the Transportation Security Administration: department’s Offi ce of Justice Programs’ (OJP) Offi ce of Juvenile Justice and Delinquency • $1 billion for explosives detection systems Prevention. Eligible applicants may access the ICAC funding solicitations and and checkpoint screening equipment deadline information at www.ojp.gov/recovery. U.S. Coast Guard: OJP’s Offi ce for Victims of Crime will oversee $47.5 million designated in the act. In addition, • $142 million for Alteration of Bridges program $5 million will be directed to discretionary grant projects through the awards made under • $98 million for construction, which may the National Field-Generated Training, Technical Assistance and Demonstration Projects include the following: competitive grant solicitation. • shore facilities and aids to navigation facilities Across the country, police, fi re and port funding on technology and infrastructure in • vessel repair/acquisition (includes security offi cials were pleasantly surprised ways that create jobs, said Steingraber, who is high-endurance cutter, national- by the scope of funding ARRA allocated for also president of the National Criminal Justice security cutter) public safety. Th e lion’s share will fl ow through Association. Federal Emergency Management Agency (FEMA): the U.S. Department of Justice’s Edward Th e level of urgency concerning funding for • $100 million for Emergency Food Byrne Memorial Justice Assistance Grants positions and infrastructure varies by commu- and Shelter Program (JAG) — $2.25 billion — and the Community nity. Where state funding is driven mainly by • $150 million for transit and rail security grants Oriented Policing Services (COPS) program income and sales tax, public safety agencies • $150 million for port security grants, doesn’t — $1 billion — but hundreds of millions also are already experiencing shortfalls and layoff s. require a nonfederal match will be funneled through U.S. Department of Local agencies funded primarily through prop- • $210 million for Assistance to Firefi ghter Homeland Security (DHS) agencies that assist erty taxes may not have seen cuts yet. But Stein- grants for fi rehouse construction; the port, public transportation, railroad security graber said most municipal agencies are facing maximum grant is $15 million and fi refi ghting organizations. Funding for budget constraints. “We have seen agencies • $5 million expansion in authority for FEMA emergency operations centers was struck from hold off on discretionary spending on capital Community Disaster Loans the bill before passage. improvements and on information technology • Requires the establishment of an arbitration Now regional agency offi cials are working to infrastructure,” he said. panel to resolve Katrina/Rita public understand how the funding will be disbursed Th e JAG money will be allocated using assistance disputes and what to emphasize in competitive grant formulas involving population and violent- • Requires FEMA to accept additional public- applications. Many are turning to state and crime statistics. Basically 40 percent of the assistance applications for hurricanes national organizations, like the IAFC for infor- money that goes to each state is awarded Katrina and Rita disputes mation on funding breakdowns and grant directly to city and county entities, as long as • All nonfederal matching requirements deadlines. Th e fact that the money will be chan- that formula allocates a jurisdiction at least for Staffi ng for Adequate Fire and Emergency neled through existing programs, like JAG, $10,000. For areas too small to qualify for that Response grants waived for fi scal year should expedite the process because recipients amount, the money goes back to the state to 2009-2010 are familiar with those programs’ guidelines. distribute in subgrants to those communities. David Steingraber, executive director of the Th e Bureau of Justice Assistance Web site has DHS Offi ce of Inspector General: Wisconsin Offi ce of Justice Assistance, said his more information about JAG grants, including • $5 million to conduct related oversight 32 and audits

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Editorial Prepress �� PAGE �� Other OK to go Local agencies can track both state and federal sources of funding on each state’s recovery Web page. Here, as an example, is New Jersey’s: www.recovery.nj.gov/grant.

a breakdown of available funding by region: www.ojp.usdoj.gov/BJA/recoveryJAG/recovery allocations.html. State and local agencies are busy prioritizing projects for competitive grant proposals. Maine, for example, will likely propose spending on IT projects to link courts, prisons, prosecu- tors and police agencies’ databases, according to Department of Public Safety Commissioner Anne Jordan in a Portland Press Herald/Maine Sunday Telegram article in March. For police departments in areas hit hard by the recession, COPS grants are extremely important, said Margaret Stark, a public safety grant 37 percent more money than the possibility is that they could withdraw their consultant for Xenonics Holdings, a Carlsbad, approximately $400 million awarded for application from the last round and reapply. Calif.-based digital surveillance systems maker. fi scal 2009 by the DHS. “Every day I talk to people in departments that Ports will likely apply for grants to fund Short-Term vs. Long-Term Planning are laying off offi cers. Flint, Mich., had to lay off security cameras, lighting and other protec- As pleased as they are about federal aid, 40 offi cers,” she said. “So the stimulus funding tive equipment and infrastructure, as well as some local agencies are concerned about will allow those departments to rehire offi cers interoperable communications devices, inter- using stimulus money to create jobs they’ll and avoid further layoff s. Despite the overall agency coordination and implementation have trouble funding in the long term. For increase in funding,” she added, “the process expenses associated with the new Transporta- instance, the COPS grants come with strings isn’t going to be any less competitive, so it’s still tion Worker Identifi cation Credential, such as attached. Th ey pay the salary and benefi ts of an important that agencies get good at writing installing biometric card readers. entry-level offi cer for three years, but the local grants or seek outside help. With the fi nal DHS grant guidelines expected department must commit to paying for at least in June, administration offi cials clearly want the fourth year. Other Grant Opportunities port offi cials to think creatively about construc- Even facing that uncertainty, Steingraber tries Besides the huge JAG and COPS funding tion projects that will create jobs and improve to keep in mind that the grants will generate programs, public safety agencies can look else- security systems, said Aaron Ellis, communi- breadwinning jobs for three years. “We don’t where for grant funding: cations director of the American Association have a crystal ball to know what the economy is • Approximately $9 billion of the State of Port Authorities. “For instance, they may going to be doing in three years. We’re all hoping Fiscal Stabilization Fund is designated have purchased boats for security purposes but the economy has improved and departments will for state governors to fund public safety, have trouble using them because they need to have the funding to retain those employees.” education and other government services. do dock repairs,” he said. “Traditionally they Th e same conundrum applies to grants to hire • States and municipalities will compete for couldn’t use port security grants for those new fi refi ghters. ARRA waives the local match the $150 million in railroad and public- purposes, but now they may be able to.” required by the SAFER (Staffi ng for Adequate transportation security grants. Also Th e ARRA funding also waives the 25 Fire and Emergency Response) grant program eligible are railroad carriers, Amtrak and percent matching fund requirement of the for new grantees. Yet the local fi re department companies that ship security-sensitive traditional port security grant program. Th e must commit to keeping the SAFER fi refi ghter materials by rail. 25 percent match is diffi cult for ports to come for fi ve years, and there’s a $111,000 cap on the • ARRA provides $125 million specifi - up with in the current economic environment total federal share of salaries and benefi ts asso- cally targeting law enforcement and for several reasons, Ellis said. “Some have faced ciated with each fi refi ghter. drug prevention and treatment in rural cargo volume declines and tenants leaving. Chief Grorud noted that in Janesville, the areas. “Th ey have been largely left out of Plus, they have to borrow to do projects. Credit full-burden cost of a new fi refi ghter is $67,000 homeland security funding that has gone markets have tightened and bond ratings have per year. “By the end of the second year, we to protect critical infrastructure in urban dropped. Funds are either very expensive or would have to have some funding available,” he areas,” Stark said. “Th is will be a tremen- not available at all.” said. “If you let that fi refi ghter go, you have to dous benefi t to them.” Some ports have applied for grants and pay the money back. So if I had a crystal ball • Th e act makes $40 million available haven’t received the funds yet. Th ey may be able and could ensure the local economy and tax for assistance to curb gun and drug to apply for a waiver so they could scale back a base would improve, I would feel comfortable traffi cking along the Southwest border. $1 million project to $750,000 and get all the going ahead and doing it. But you have to have • Th e $150 million in ARRA for port funding from the federal government without those resources.” k security grants makes available about providing the 25 percent match. Another 34

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Editorial Prepress �� PAGE �� Other OK to go UMUC EMERGENCY MANAGEMENT

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UMUC6193 EmerMngmt 1-1 indd 1 1/7/09 3:15:21 PM

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Editorial Prepress �� PAGE �� Other OK to go BOSTON’BUDDYS LOCAL GOVERNMENT, BUSINESSES AND NONPROFITS SHOULD LEAN ON EACH OTHER.

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Editorial Prepress �� PAGE �� Other OK to go overnment, businesses and non- to encourage their participation in emer- profi ts must work together when gency management and BC planning, and emergencies strike. Being ready incorporating their recommendations in to successfully handle disasters the city’s emergency management plans. Grequires all three to plan together. The city’s efforts include processes to bet- Quickly communicating between government ter understand the needs and expectations layers, engaging resources found in the business of the city’s largest employers, improving community and nonprofi t organizations, and communications flow, and strengthening fl attening the coordination structure can greatly partnerships and coordinated planning. aid fi rst responders and emergency planners, and “This is about partnerships and about work- result in a more eff ective response eff ort. Build- ing together,” Menino said. “The best plans DY ing the necessary partnerships is an ongoing are ones where government, business and process that must be continuously maintained as nonprofits are prepared to react and know leadership in all three areas changes over time; how to interact in an emergency.” leadership development is a building block of Boston’s Local Emergency Planning maintaining these partnerships. Committee, in partnership with the Boston Fire As government builds emergency response Department and the NFPA, hosted a business and continuity plans, business continuity (BC) continuity seminar for all committee members planning must develop with common goals in to encourage BC planning. Th e seminar was order for the community as a whole to benefi t. led by Donald Schmidt, chairman of the NFPA Barry Dorn, associate director of the Program Technical Committee on Emergency Manage- for Health Care Negotiation and Confl ict ment and Business Continuity, and attended by Resolution at the Harvard University School of a cross section of the city’s leadership teams in Public Health, said it best at a recent public- the medical fi eld, higher education, energy ser- BY RODERICK FRASER private partnership executive roundtable in vice providers, manufacturing, and government Boston: “A disaster is not the time to exchange agencies at the local, state and federal levels. business cards.” “It’s great when the public sector takes the Th e past eight years, there has been a serious lead and invites the private sector in,” Schmidt focus on government continuity and BC plan- said. “It builds stronger relationships and ning among public safety emergency managers understanding.” Following this seminar, many and their corporate partners. For example, in of the organizations sent representatives to a the aft ermath of 9/11, the Intelligence Reform NFPA 1600 professional development seminar and Terrorism Prevention Act of 2004 recog- for more in-depth training on BC planning and nized the National Fire Protection Association emergency preparedness. “Using the introduc- (NFPA) 1600 Standard on Disaster/Emergency tory seminar to encourage businesses to attend Management and Business Continuity Programs the NFPA technical seminar was very success- as the standard for voluntary adoption by the ful. We hope to use this as a model to encourage private sector. Th e NFPA standard established future [business continuity] planning initia- criteria for disaster management, emergency tives,” said Donald McGough, Boston’s director management and BC programs that apply to of emergency preparedness. private- and public-sector organizations. NFPA Boston initiated a study to serve as a 1600 can be downloaded at www.nfpa.org/ blueprint for furthering cooperation, com- assets/fi les/pdf/nfpa1600.pdf. munication and coordination between local government and the private sector. CENTRA Strengthening Boston’s Partnerships Technology presented the fi nal report, Build- Through the leadership of Mayor ing Partnerships for Security with Boston’s Thomas Menino and the Mayor’s Office of Largest Employers. Th is report built on the Emergency Preparedness, Boston is work- premise that the city and its biggest employers ing with its business and nonprofit leaders must improve coordination and commu- Emergency Management 37

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Editorial Prepress �� PAGE �� Other OK to go “It’s great when the public According to the summit’s Web site, meta- summit concluded. Th e summit provided an leadership challenges individuals to think and exceptional opportunity for leaders from across sector takes the lead and act cooperatively across organizations and the city to learn and work together with a spe- invites the private sector in. sectors. Meta-leaders operate outside of cifi c goal and a combined vision. Additionally It builds stronger relationships their traditional professional boundaries it was an opportunity to connect with those and understanding.” by providing inspiration, guidance people who will be partners when real emer- and momentum to cross organiza- gencies occur, and before government needs to — Donald Schmidt, chairman, NFPA Technical Committee on Emergency Management and Business Continuity tional lines. The summit was many reach out to the community for assistance. participants’ first exposure to the concept “In Boston, like all communities across the of meta-leadership. nation, the private sector owns most of our critical infrastructure, employs most of our PHOTO COURTESY OF WIKIPEDIA.ORG work force, and provides most of our essential nication to improve the city’s pub- goods and services,” Menino said. “For this lic-private partnerships, with respect reason, it is vital to our overall preparedness to emergency management, and gov- and resilience.” Th e roundtable was impor- ernment and BC planning. CENTRA tant in engaging the intended participants and conducted a series of meetings with key demonstrating why their participation in the stakeholders across the city to assess the summit was important and what they could private-sector needs and interests, identify learn to make them better leaders in their gaps in the current process, develop recom- respective fi elds. mendations based on those fi ndings and incorporate identifi ed best practices that could be used to improve Boston’s programs. Better communications between the Mayor’s Offi ce of Emergency Preparedness and the business community was one of the most pressing needs identifi ed and one of the recommendations the city started working on immediately. “The best plans are ones where Although most large companies and nonprofi t To ensure maximum government, business and organizations have direct contact with specifi c participation in the Meta- nonproﬁ ts are prepared to city departments on a routine basis — such Leadership Summit, the as fi re, police and the Offi ce of Emergency mayor hosted an executive react and know how to Preparedness — the study recommended for- roundtable four weeks before interact in an emergency.” malizing these relationships to provide for the summit. Th e roundtable — Thomas Menino, Mayor, Boston better fl ow of information. As one stakeholder focused on public-private asked, “What does the public sector want the partnerships, introduced private sector to do in an emergency?” participants to the concepts behind the summit and Summit Unites Entities stressed its importance to the To further this process, Menino hosted the city. Th e roundtable discussion was led by Harvard Continuing the momentum Meta-Leadership Summit for Preparedness in University’s Dorn and Leonard Marcus, co-director that has been built is the next Boston to build relationships with business and of the National Preparedness Leadership Initiative, challenge. Developing more nonprofi t leadership in the city, with a focus Harvard School of Public Health. opportunities for training, on preparation for large-scale emergencies. Th e summit agenda began with an aft ernoon planning, and development Th e Meta-Leadership Summit is a partnership orientation, followed by a networking reception initiatives that will engage all between the Centers for Disease Control and where the invitees made connections with other stakeholders can maximize the progress made Prevention, the CDC’s Foundation, Harvard leaders, discussed the upcoming summit and and improve processes going forward. k University’s National Preparedness Leader- its objectives and got to know one another on ship Initiative and the Robert Wood Johnson a personal level. Th e summit opened the next Foundation. It’s designed to bring government, morning with welcoming remarks by Menino, business and nonprofi t organizations together followed by a full day of topics, such as leader- to work more closely and better respond during ship, making connections, building networks an emergency. and where to go with these concepts aft er the 38

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Editorial Prepress �� PAGE �� Other OK to go PENN STATE | ONLINE www.worldcampus.psu.edu

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Editorial Prepress �� PAGE �� Other OK to go Tapping THE

NonprofitsBY ADAM STONE hen the Miami-Dade County Department of Emergency Management holds its Storm W Prep Expo, some 60 vendors and 5,000 visitors come to teach and learn about hurricane preparedness. No way is Jaime Hernandez, the department’s public information offi cer, going to tackle that alone. As project manager of the expo, Hernandez turns to the nonprofi t sector to make the event possible. Th e American Red Cross of Greater Miami and Th e Keys manages the $35,000 budget, handles the logistics, coordinates vendors and prepares the Miami Beach Convention Center to handle the crowds. “Th e Red Cross handles the business side of everything,” Hernandez said. “Since they are a nonprofi t and we are a government agency, it is easier for them to go out and fi nd the private-sector sponsors and participants. For us in government, everything has to go through a formal procurement process, and we are always concerned that that could drag out for a very long time.” Hernandez has tapped into an idea that’s gaining currency among emergency planners. It has long been understood that the nonprofi t sector can provide vital services during crises, delivering food, shelter and other vitals in a timely way. What Hernandez and others have come to realize is that philanthropic agencies also can access cash and resources with an alacrity not typically available to their public-sector counterparts.

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Editorial Prepress �� PAGE �� Other OK to go Nonprofi ts allow government agencies to bypass their formal procurement processes.

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Editorial Prepress �� PAGE �� Other OK to go Education Directory

Emergency Management and Homeland Security Certificate Programs

Institution Contact Phone E-Mail

American University of Puerto Rico Rosabel Vazquez (787) 620-1032 [email protected]

Barton Community College Bill Nash (785) 238-8550 [email protected]

Blair College Don Collins (719) 574-1082

Bryman College San Jose North Alan Pruitt (408) 246-4171

Center for Homeland Defense & Security Office for Domestic Preparedness Kevin Saupp [email protected]

Columbus State Community College Tracy Lamar-Nickoli (614) 287-2681 [email protected]

Columbus State Community College J.R. Thomas (614) 287-2681 [email protected]

Community College of Denver Public Security Management John Belcastro (303) 556-2485 [email protected]

Corinthian Colleges Inc. Academic Affairs Daniel Byram (714) 427-3000 ext. 201 [email protected]

Cumberland County College Charles Kocher (856) 691-8600 ext. 277 [email protected]

Curry College Steve Belaief (617) 333-0500 [email protected]

Delgado Community College Patrick Cote (504) 361-6246 [email protected]

Fairleigh Dickinson University Off-Campus Credit Program Ronald Calissi (202) 692-6520 [email protected]

George Washington University Greg Shaw (202) 991-6736 [email protected]

Georgetown Public Policy Institute Virginia Anundsen (202) 687-2269 [email protected]

Georgetown Public Policy Institute Eugenia Pyntikova (202) 687-3422 [email protected]

Indiana University School of Public & Environmental Affairs Kelly Brown (765) 455-9328 [email protected]

Iowa Central Community College Homeland Security Training Center Michael Burke (800) 362-2793 ext. 2226 [email protected]

John Jay College of Criminal Justice Julie O’Brien (212) 237-8433 [email protected]

Johns Hopkins University Steven David (410) 516-7530 [email protected]

Johns Hopkins University Dorothea Wolfson (202) 452-1123 [email protected]

John Hopkins University Paul H. Nitze School of Advanced International Studies Thomas Mahnken (202) 663-5947 [email protected]

Kaplan College Frank Desena (866) 523-34737 ext. 7457 [email protected]

Lamar Institute of Technology Jim Doane (409) 880-8093 [email protected]

Long Island University at Riverhead Homeland Security Management Institute Vincent Henry (631) 287-8010 [email protected]

Michigan State University School of Criminal Justice Phillip Schertzing (517) 432-3156 [email protected]

Missouri State University Bernard McCarthy (417) 836-6679 [email protected]

Northern Virginia Community College Linda Malami (703) 257-6634 [email protected]

Ohio Dominican University Renee Aitken (614) 251-4761 [email protected]

Parks College Stuart Goldman (303) 745-6244

Penn State University Peter Forster (814) 863-8304 [email protected]

Penn State Fayette’s Center for Community & Public Safety Ted Mellors (724) 430-4215 [email protected]

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Editorial Prepress �� PAGE �� Other OK to go Institution Contact Phone E-Mail

Pikes Peak Community College Lonnie Inzer (719) 502-3195 [email protected]

Purdue University School of Industrial Engineering Dennis Engi (765) 496-7757 [email protected]

Saint Louis University Institute of Biosecurity Larry Bommarito (314) 977-8135 [email protected]

Southwestern College Kevin Farlow (316) 684-5335 [email protected]

Southwestern College Kelley Krahn (888) 684-5335 ext. 124 [email protected]

Southwestern College Mike Packard (316) 684-5335 [email protected]

Southwest Tennessee Community College Business Department Tracy DeWitt (901) 833-8973 [email protected]

Tulane University School of Continuing Studies Keith Amacker (504) 247-1662 [email protected]

University of Central Florida Naim Kapucu (407) 823-6096 [email protected]

University of Cincinnati/Clermont College Head Criminal Justice Program Ed Bridgeman (513) 732-5251 [email protected]

University of Colorado at Colorado Springs Debbie Sagen (719) 262-3357 [email protected]

University of Denver Graduate School of International Studies David Goldfischer (303) 871-2564 [email protected]

University of Findlay School of Environmental & Emergency Management Harold Huffman (419) 434-5814 [email protected]

University of Massachusetts Lowell Kim Downey (978) 734-2143

University of Massachusetts Lowell David Hirschel (978) 934-4106 [email protected]

University of Massachusetts Lowell Cathy Kendrick (978) 934-2495 [email protected]

University of New Haven Thomas Johnson (203) 932-7260 [email protected]

University of New Haven John Tippit (650) 787-9684 [email protected]

University of South Florida Sally Szydlo (813) 974-3783 [email protected]

University of Southern California Department of Industrial & Systems Engineering Evelyn Felina (213) 740-7549 [email protected]

University of Tennessee Center for Homeland Security & Counterproliferation Macel Ely II (865) 740-1748 [email protected]

Virginia Commonwealth University John Aughenbaugh (804) 828-8098 [email protected]

For more information, please visit www.fema.gov.

Emergency Management 43

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Editorial Prepress �� PAGE �� Other OK to go First, it’s great to have an extra pair of hands to assist with what might otherwise be an overwhelming task. Th ough his department has two dozen employees, an event like the expo could easily stretch them too thin. “We are an emergency management department. Our job is to keep our community safe and plan for emergencies. As important as an event like this is, we really have a lot of other things that we need to be doing.” At the same time, the nonprofi t partner Partnering with nonproﬁ ts, such as the American Baptist Men and American Red Cross, members of the National Voluntary Organization in Active can streamline an already-prolonged pro- Disaster allows state agencies to better streamline disaster response. Shown here, the agencies distribute meals to Texas residents who were cess. Planning starts in January for the May displaced by Hurricane Ike. Photos by Mike Moore/FEMA

Researchers from the Urban Institute spell it out in their report Partnerships for Parks. “Nonprofi t agencies can tap funding sources unavailable to public agencies, including do- nations from individuals, corporations and private foundations. Unlike public agencies, nonprofi ts are fl exible in their ability to use these funds to pursue new programs, and they are free to develop innovative ideas and solicit contributions to support them.”

Access to Resources Take for instance, the New Jersey State Police (NJSP) Offi ce of Emergency Manage- ment, which turns to nonprofi t partners in its eff orts to provide training to the state’s Citi- zen Corps. In a recent statewide exercise, for example, nearly 1,000 people enjoyed daylong meals at Salvation Army mobile kitchens. Certainly this assistance helped keep costs in line. “Financial resources are always strained, and whenever we can do something in a more cost-eff ective manner, that’s the way we like to go,” said Howard Butt, emergency Th at ability to streamline makes nonprofi t expo, and that timeline would stretch even response specialist of the NJSP’s Offi ce of partners highly attractive, said David Miller, longer without the Red Cross there to handle Emergency Management. the administrator of the Iowa Homeland Se- logistics. “We are required to go through a But it’s not just the budgetary concern at curity and Emergency Management Division. formal procurement process to do just about play here. Miller maintains relationships with a range of anything,” Hernandez said. “For such a large- Equally important is the mere ability to get nonprofi ts through the Iowa Disaster Human scale event, with so many vendors involved, it to those needed resources in the fi rst place. Resource Council, a collection of community would have been very diffi cult for us to handle “Spending either federal or state dollars from and faith-based organizations. In times of cri- that internally.” any source is an art form in and of itself. It sis, “I do think they can be more nimble,” he takes a lot of knowledge of the system and a said. “Because of what they do, they are usu- Finding Allies lot of ability to move things through a bureau- ally active in the communities before we are When it comes to forging meaningful ties cratic network that sometimes is not user- and so they can act very quickly.” to the nonprofi t community, every emergency friendly,” Butt said. By rolling in hot meals Back in Florida, Hernandez said his rela- management agency starts out ahead of the on its own wheels, the Salvation Army saves tionship with the Red Cross serves a number game. While there are hundreds, if not thou- planners untold time and eff ort. of valuable functions. sands, of nonprofi ts poised to interface with 44

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Editorial Prepress �� PAGE �� Other OK to go emergency management, planners can readily access broad swaths of the nonprofi t community through a single portal, the Florida’s Volun- tary Organizations Active in Disaster (VOAD). VOADs unite a broad range of nonprofi t participants who share an interest in disaster relief. Members of state organizations typically When Miami-Dade County and the meet in advance of any disaster to coordinate New Jersey State among themselves and to liaison with public- Police needed help with sector managers. budgetary plans and event preparation, they A national body, NVOAD, was formed in 1975 turned to the American to coordinate the various state eff orts. NVOAD Red Cross and the helps state organizations prepare for disaster and Salvation Army. can be a useful starting point in any public-sector eff ort to line up nonprofi t partners. NVOAD Executive Director Diana Rothe- support of emergency management missions. Smith said there’s a natural synergy between In the everyday world, aft er all, it’s the nonprof- emergency management and nonprofit its that look to the government for help. capabilities. “Th ere is a general perception within the “Government has a certain responsibility to nonprofi t community that all the money is on its citizens, and it has created a very specifi c the government side,” said Jim Tragakis, chief hierarchical structure to manage that. Th at of staff for federal government services at pro- on a very specifi c piece of the pie,” she said. chain-of-command structure is imperative to fessional services fi rm Deloitte. “Most of these organizations are not looking the wellness of the community,” she said. But VOADs can be strong advocates for nonprofi t at doing everything in terms of disaster.” structure can also mean rigidity. “Th ey have involvement, and they oft en have a prominent For example, the nation’s food bank network limitations, just because it is government.” place at the table. “Th ey are generally up there Feeding America may provide food to a group Governments benefi t because of nonprof- trying to get their share of funding for various like Southern Baptist Disaster Relief, which its’ structure. “Th e nonprofi ts are ‘squishy,’ for kinds of services they will provide,” Tragakis said. in turn partners with the Salvation Army to lack of a better word. Th ey are able to fi t where “It is a real battle from the nonprofi t perspective.” distribute the food. In an eff ort to effi ciently government can’t because of that hierarchical Sometimes it’s in government’s interest to distribute funds and get aid out on the streets, structure,” Rothe-Smith said. help the nonprofi ts win that battle, to ensure planners must understand these interrelation- She points to the human services arena as that these philanthropic friends are in a posi- ships. By the same token, emergency managers one in which this public-private partnership has tion to form fruitful partnerships. seeking logistical or other support from these always been at the fore. “It works because the Th e fi rst step is to establish an environment agencies have to be aware of everyone’s relative nonprofi ts are able to move quickly, mobilize based on equality, Tragakis said. “From the place on the landscape. “As a government agency, you should have “It’s not enough to just have a partnership awareness of that level of that detail,” Rothe- Smith said. “It’s not enough to just have a with one agency. You need to be aware of partnership with one agency. You need to be aware of where the pass-off s occur.” where the pass-off s occur.” Even done well, these partnerships pose — Diana Rothe-Smith, executive director, National Voluntary Organizations Active in Disaster potential risks. In New Jersey, Butt notes that a nonprofi t’s effi ciency, however valuable, must millions of volunteers [and] do direct pushes government side, there can be this perspective come under some oversight. for funding from their own constituents and the of, ‘Oh, we’re the professionals, we’ll call you “Th e federal and state rules of purchasing public overall,” she said. All those same factors guys when we need you.’ But there is a really and expenditures are in place for a reason, to can hold true when nonprofi ts lend their weight feeling on the nonprofi t side that they have a make sure there is no abuse of the system,” he in the service of emergency management. lot to off er, and that needs to be recognized.” said. Emergency planners likewise must take At NVOAD, Rothe-Smith said emergency some care in ensuring that a partner’s ability to Making It Work managers serve themselves best when they make this happen quickly does not come at the Some say there’s a kind of irony in the very look at potential nonprofi ts in fi ner detail expense of the public interest. “You need to be idea of government turning to the nonprofi t sec- rather than broad strokes. “When we talk able to walk that fi ne line between accountabil- tor for help in accessing and spending money in about the nonprofi ts, each of them has taken ity and urgency.” k Emergency Management 45

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Editorial Prepress �� PAGE �� Other OK to go CHOICES TO M

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Editorial Prepress �� PAGE �� Other OK to go INTEROPERABILITY takes many guises, but the basic concept of communicating between and within U.S. agencies and jurisdictions is an O essential issue that’s being worked out, albeit slowly. Public safety agencies typically have operated independently, but 9/11 and other events showed the importance of sharing MAKE vital information to enable more effective, rapid decision-making. Interoperability can take Unfortunately a large percentage many forms, but what is of public safety communities may be woefully unprepared for major mission-critical? incidents. These include emergency medical events; hazardous material spills; terrorist attacks; natural and man-made disasters, such as industrial accidents or structural fi res; search-and-rescue operations; and hostage crises. These require a large-scale, multiagency response. “How well [agencies] work together is entirely dependent on what they’ve done to plan for major incidents well before they occur,” said Alan Caldwell, governing board member of the National Public Safety Telecommunications Council (NPSTC). Caldwell was also a volunteer fi refi ghter in Fairfax County, Va., for 30 years and operational fi re chief for more than 20 years.

BY ROBERT GALVIN

Emergency Management 47

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Editorial Prepress �� PAGE �� Other OK to go On-scene incident response can be greatly enhanced if all responders have access to the same vital information. Specialized commercial software programs offering preincident diagrams, maps and information on buildings can signiﬁ cantly aid responders. Photo provided by Robert Galvin

To achieve true interoperability, all com- Zone also imports digital photographs and has a separate user mode for police, so fi re and munities ideally would have a public safety converts two-dimensional prefi re diagrams police departments can share the same critical network that combines voice, data and video into three-dimensional views. preincident planning information. on an IP platform, say many public safety offi - First Look Pro, a companion CAD Zone Val Codino, Canby fi re captain and medic cials. Th is would enable all fi rst responders soft ware program, retrieves building lay- who also serves on the Canby Police Depart- to communicate with one another, share outs created with Fire Zone, provides instant ment’s tactical entry team, decided that shar- information and deploy assistance in a single access to critical preplanning information, and ing Fire Zone and First Look Pro would benefi t jurisdiction or across county and state lines. allows instant viewing of the associated map, both fi re and police personnel. “I approached However, such networks usually come photos and other images. First Look Pro also my fi re chief and the police chief about it, with huge price tags and may be a solution that many cities can only dream of having. So what other choices do cities have? Drawn With One alternative is to use available, aff ord- The Fire Zone able technology for information sharing as part of incident response. Th is doesn’t consti- tute advanced interoperability, as a converged network would provide, but it’s still a huge step forward.

Sharing Preincident Plan Th e Canby, Ore., Fire Department uses Fire Zone soft ware from Beaverton, Ore.-based Th e CAD Zone to draw building layouts. It utilizes a library containing hundreds of pre- Some incident preplanning software programs offer three-dimensional views of drawn building templates and fi re industry incidents, such as this one made with The symbols. Each layout shows the building’s CAD Zone’s Fire Zone diagramming soft- fl oor plan and key details, like type of roof, ware. These can be helpful for subsequent incidents because they show building exits, rooms, presence of hazardous materials, features and angles, plus staging areas for hydrants, standpipe location and more. Fire responders. A three-dimensional view also can be helpful for postincident analysis. 48 Image provided by Robert Galvin

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Editorial Prepress �� PAGE �� Other OK to go The Homeland Security Management Institute of Long Island University –––––––––––––––––––––––––––––––––––––––––––– Designated by Act of Congress as a DHS Homeland Security Center of Excellence

Designed and Delivered By Professionals, Online Master of Science in For Professionals Homeland Security Management Flexible online learning format designed to accommodate the unpredictable The Homeland Security Management Institute offers an accredited, 36- schedules of busy professionals. credit Master of Science degree in Homeland Security Management and a 15-credit graduate-level Advanced Certificate in Homeland Security Faculty of Senior Fellows are active Management, both delivered entirely online, with no in-residence component. homeland security professionals with Our rigorous curriculum focuses on the complexities of the homeland security doctoral degrees and other outstanding enterprise, providing executives, managers and practitioners with exceptional academic credentials professional education. Recognized as one of the nation’s top programs, we are an academic partner of the Naval Postgraduate School’s Center for Homeland Defense and Security in Monterey, CA. Our distinguished faculty of Senior Fellows and our renowned Board of Advisors include the nation’s leading homeland security experts. Full-time and part time study options are available for the online 15 credit Advanced Apply today Certificate and the 36 credit Master of Science degree. Students can complete either or both 631-287-8010 programs in a timely fashion. Scholarships and financial aid available for those who qualify. www.liu.edu/homeland

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Editorial Prepress �� PAGE �� Other OK to go Police departments can benefi t tremendously by installing rugged mobile computers and software that allows both police and fi re departments to share preincident plans. The preincident plans usually are generated by the fi re department, then shared with other public safety agencies. This police offi cer views a preincident plan made by the fi re department with The CAD Zone’s Fire Zone and First Look Pro preincident planning software. Photo provided by Robert Galvin

The Funding Challenge Capturing grants for full-scale public safety interoperability networks, or for information sharing software, is competitive. But persis- tence and patience may well pay off once time is taken to identify the scope of interoperability that’s required by the community. Here are some funding sources to explore:

Grants.gov is a single access site for more than 900 grants programs offered by the 26 federal grant-making agencies.

Bureau of Justice Assistance’s Local Law Enforcement Block Grants www.ojp.usdoj.gov/BJA Funds provided can be used for procuring equipment, technology and other material directly tied to basic law enforcement functions.

COPS Interoperable Communications and coincidentally, our 911 center,” Codino of Police. According to Harlin McEwen, the Technology Program recalled. “We all decided this made a lot of committee’s chairman, interoperability is only www.co.ps.usdoj.gov sense and it was readily accepted.” one aspect requiring attention. Administered by the U.S. Department of Canby’s collaboration paid off . Successful McEwen said many public safety response Justice’s Offi ce of Community Oriented raids on methamphetamine labs at 300-unit systems are older analog systems that must Policing Services (COPS), this program pro- apartment complexes have been launched as the be replaced, and most oft en are converted to vides equipment funding to law enforcement city’s fi re, police, EMS personnel and 911 center digital systems. “You can buy subscriber equip- agencies to enhance multijurisdictional public communicated with one another by using Th e ment from more than one vendor [to build a safety interoperable communications and information sharing. CAD Zone preincident planning soft ware. public safety response system],” McEwen said. “You need to have good, solid information “But this gets into the proprietary nature of the SAFECOM Program when you’re en route [to an incident],” Codino system installed.” Th at leads to incompatibility www.safecomprogram.gov said, “and when you’re en route, you want to among equipment used by public safety agen- This federal program was established to help bring up that information quickly.” So far, the cies located in the same jurisdiction or region. local, tribal, state and federal public safety McEwen, a retired police chief and former agencies to improve public safety response “You need to have good, solid volunteer fi refi ghter, feels the real goal to through more effective and effi cient information when you’re en route [to an eff ectively achieve uniform interoperability interoperable wireless communications. incident], and when you’re en route, you Offi ce for Domestic Preparedness’s want to bring up that information quickly.” Equipment Grant Program www.ojp.usdoj.gov/odp — Maj. Dean Hairston, Danville, Va., Police Department This grant program’s aim is to provide funding to improve the ability of state and soft ware that Canby’s public safety agencies are local jurisdictions to respond to and mitigate using meets this need. Codino said he believes the consequences of incidents of domestic a large-scale incident could be managed with terrorism involving the use of a weapon of the city’s public safety agencies tied together mass destruction. via the preincident planning soft ware. Technology Opportunities Program When 911 calls come into this police department dispatch ‘Operability’ Is a Focal Issue center, a MobileCop system (from Bio-key International) www.ntia.doc.gov/top Helping public safety agencies achieve dispatches the call’s details to MobileCop units in responders’ The Technology Opportunities Program from vehicles. Responders can then see the information on their the National Telecommunications and interoperability is a major priority for the terminals instead of having to get it from a dispatcher. Information Administration gives grants for Communications and Technology Commit- Photo provided by Robert Galvin model projects demonstrating innovative tee of the International Association of Chiefs uses of network technology. 50

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Editorial Prepress �� PAGE �� Other OK to go DIGNITY IN THE MIDST OF DISASTER. The EverybodyTM Coffin provides response organizations with an alternative for managing mass fatalities by using a recognizable and traditional solution to a nontraditional problem. This unique coffin, with its patented, all natural wood design, allows for flat storage, assembly without tools and efficient stacking.For around $200, municipalities, hospitals and others now have an option when dealing with this public, yet personal issue.

For more information on the Everybody coffin please call 1-800-355-4628 or visit dqeready.com/everybody Ready now for what’s next.TM ®2007 DQE, Inc.

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Editorial Prepress �� PAGE �� Other OK to go Using preplanning software, police and ﬁ re can make more informed decisions when responding to emergencies.

be Web-based. [With this in place], the information is accessible by fi re and law enforcement in the vehicle. Secondly we [fi re and police] need to train together.”

Wide-Reaching Network Is Ideal Th ere isn’t an easy generalization to explain what type of public safety network a community should choose and how much to pay for it. “It all depends on how much interoperability a city wants to achieve,” Caldwell said. “Do you want it just within your jurisdiction or in other jurisdictions in surrounding counties?” Th is choice can mean a huge diff erence in both the capabilities and limitations of the

©ISTOCKPHOTO.COM /THEIMAGEAREA public safety system, plus its cost. What’s important to remember is that large- is to establish a national broadband public “Oft en the automated map systems used by scale incidents may easily aff ect an entire safety network. In the meantime, he and his emergency responders are GIS-based, and region, not just one isolated jurisdiction. committee are working to ensure that there’s this reinforces the need to integrate rather Coordinated mutual aid can be essential. Th e adequate federal funding to support local and than use a diff erent format that is incompat- IACP’s McEwen and NPSTC’s Caldwell agree state agencies in their eff orts to achieve some ible. An icon that says ‘prefi re’ comes up, they on one point: “Th e most desirable option is an level of interoperability, and the FCC’s spec- click it and then this drawing comes up,” he interoperable backbone,” as Caldwell said. trum requirements are in place for regulating the licensing and use of radio transmitters by “We’ve got to get away from all the information being on a local government public safety agencies. hard drive. Everything should be Web-based.” GIS Good for Planning, Tactical Use — Wayne Senter, fi re chief, South Kitsap Fire and Rescue, Port Orchard, Wash. Wayne Senter, fi re chief of the South Kit- sap Fire and Rescue in Port Orchard, Wash., said. “Th is is an inexpensive service, and yet Information sharing among public safety considers GIS to be an important technology you have the information available for plan- agencies is already under way in most com- for achieving interoperability. GIS captures, ning and tactical use.” munities. With public safety funding still a stores, analyzes, and displays location-ref- GIS also can work across a wide range of major hurdle for many communities, infor- erenced information, as defi ned by the U.S. records-management systems. “We’ve got to mation sharing is a good start toward nation- Geological Survey. get away from all the information being on a wide interoperability based on a wireless Senter cites two trends in sustainable emer- hard drive,” Senter said. “Everything should communication network. k gency service information systems. Th e fi rst one points to GIS as a foundation for sharing information, and the second trend favors a Web- A typical screen shot showing how the First based model for updates and access. “Th ere is Look Pro software, from so much data available within the public safety The CAD Zone, organizes arena that if we stay on the same system of GIS, and locates preincident plan diagrams, maps and then we can connect our data,” he said. information. The software South Kitsap Fire and Rescue has 1,300 build- enables ﬁ rst responders ings identifi ed in its jurisdiction that require a from various agencies to share this information. detailed prefi re diagram. Senter said there are Image provided 10 key items that responders need to know by Robert Galvin before they arrive at the scene. All of these are placed on the prefi re plan for each building. “If we put this information in a [Microsoft ] Visio format, which interfaces with GIS, we’re able to locate buildings on a GIS map when crews are responding,” Senter explained. 52

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Editorial Prepress �� PAGE �� Other OK to go We Make Credentials Work

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Your job: securing the perimeter. Individuals are streaming in to provide critical support, but you’ve never seen them before. They look right, but are they legitimate? Are they trained? The CoreStreet PIVMAN Solution allows you to check any FRAC government-issued FIPS 201 credential, confirm the TWICTW bearer’s identity, role, associated privileges or attributes, PIV and log all activity. Anytime. Anywhere. CACC No network connections. No pre-enrollment. Just grab a handheld and go!

Rock-solid First Responder identity verification solution for FRAC, TWIC, PIV and CAC cards. Operational even in power out and network down environments. Tested in several DHS FEMA demonstrations and deployed within numerous federal agencies and state first responder initiatives. Reimbursable under various DHS grant programs. Available on a range of Windows-based handhelds and PCs. To learn more about CoreStreet’s Identity & Access Management solutions visit www.corestreet.com/FRAC

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Editorial Prepress �� PAGE �� Other OK to go Produced by:

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Editorial Prepress �� PAGE �� Other OK to go My education clearly sets me apart.

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Editorial Prepress �� PAGE �� Other OK to go Continued from p.28

For students who live in the dorms, Lucus “I THINK THERE ARE A LOT OF QUESTIONS THAT MANY PEOPLE WILL HAVE WHEN said the university would help students return home by transporting them to the airport and IT GETS TO BE THAT SEVERE.” other eff orts. She said they would have time to — Robert Lang, assistant vice president of strategic security and safety, Kennesaw State University get many students home because chances are, the disease would originate in the Far East or in another continent. By the time a pandemic REAL-LIFE PREDICTIONS states. “We certainly would be open to exploring from overseas reached the United States, there Swann and Keskinocak have used their model those types of possibilities if there are states that would be many warnings. Students who are to examine the way a pandemic would aff ect the are interested,” Keskinocak said. “It’s a matter of unable to leave, like foreign students, would be entire state of Georgia. Aside from the American inputting the right data into the model.” k housed in residence halls. Th e university stores Red Cross, other organizations have reached a week’s worth of food for the campus in case out to them for help with pandemic planning. of an emergency. “Th ey’ve seen our results and actually asked for Kennesaw’s Lang said for his university to the details of the expected number of persons close there would have to be a total, full-blown infected over time and region for the state of epidemic — or at least a rapidly spreading Georgia, so that they can make their plans based disease in the region. He asked rhetorically on what the work force and the critical infra- whether it’s best to quarantine students in structure of the state might be,” Swann said. the dorms or only set up quarantine areas for Th ey have not used the data for other states those who are infected: “I think there are a lot yet, but the two of them said the information of questions that many people will have when would be comparable for states like Illinois that it gets to be that severe, and you’d better have a have similar population density. However, they lot of people involved when it comes to making said the simulation and optimization models those decisions,” he said. are fl exible and can be run with data from other

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Editorial Prepress �� PAGE �� Other OK to go Next Generation Incident Management

• Incident Management (ICS/NIMS) • Resource Management • Infrastructure Management • Document Management • Communications • Real-Time Data • Interoperability • Analysis Tools

Chief Robert Full Chair, Southwestern Pennsylvania Task Force (PEMA Region 13): “Because of the large size of our region and the complexity of our emergency services community, we need to be on the forefront in emergency management tools and services. We need systems that are scalable, that can grow as our public safety responsibility grows. We also need systems that are ﬂ exible, that can handle today’s threats, as well as tomorrow’s uncertainties. The Knowledge Center™ is precisely this type of solution.”

800-685-0354 • [email protected] • http://kc.ssiservices.com

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Editorial Prepress �� PAGE �� Other OK to go See us at the 2009 National UASI Case Study: Conference in Charlotte, NC Nuclear Plant Exercises from Pittsburgh to Philadelphia June 9–11, 2009 Highlight Incident Management Software Tool–Knowledge Center™

In consecutive months in 2008, exercises at nuclear plants on opposite ends of Pennsylvania leveraged the software tool - Knowledge Center™ to improve their incident and event management capabilities. Knowledge Center™ facilitated information sharing among the various operations centers, both in the ﬁ eld and at the EOCs, through the seamless use of NIMS and ICS concepts and principles. Knowledge Center™ enabled emergency managers and supporting agencies to generate a comprehensive “common operational picture” in real-time.

Intuitive Design Minimizes Training Requirements exceeded the scope of the LGS event. The BVPS event In May of 2008, the emergency management community involved dozens of municipalities and counties, as well as outside of Philadelphia participated in an exercise involving state and federal resources. the Limerick Generating Station (LGS) – Exelon Corp. Despite the fact that most exercise participants experienced Approximately 200 users communicated and collaborated to only limited training the day before the event, Knowledge generate over 1,500 log entries over only a few hours time Center™ usage was widespread and eff ective. All of the diff erent through Knowledge Center™. With three major EOCs players and locations were able to stay on the same page and activated, emergency managers leveraged the system to communicate information effi ciently. Numerous participants work independently within their own organizations, while in the fi eld operation stayed connected over a single network simultaneously working cooperatively with external agencies. uplink and local Wi-Fi network. The EOC and the staging Knowledge Center™ enabled users to visually discern area no longer had to information across the entire rely solely on radios, but operational theater with now had the richness and tools like the built-in map timeliness of Knowledge capabilities and operational Center™ to keep them checklists. In addition, connected. rather than the mass emailing and faxing endemic to many Leverage Integrated communications eff orts, ICS Capabilities users now had a way to share real-time document By seamlessly integrating information through a the Incident Command centrally accessed repository. System (ICS) into Knowledge Center™, As the event came to a close, emergency managers no exercise stakeholders were longer had to worry able to immediately start about remembering their After Action Review form numbers or faxing (AAR) process by leveraging reports to brief the response community. For example, Knowledge Center™ reporting capabilities. With the click of users during the exercise dynamically generated key ICS a button, users were able to generate in comprehensive detail components like the Incident Action Plan (IAP). By a full accounting of the exercise activities. capturing information electronically, response participants understood their objectives and goals in real-time. In addition, Knowledge Center™ – More than an Exercise Tool Knowledge Center™ integrated information from a variety of Even though this case study focuses on exercise use, emergency sources to automatically generate situation reports (ICS-209) managers use Knowledge Center™ throughout the country on and incident briefi ngs (ICS-201). Not only did emergency a daily basis to manage real-world incidents and events. For managers have an intuitive mechanism for entering critical the two deployments mentioned in this case study – Region 13 information, but also the ability to easily retrieve and report it. (Southwest Pennsylvania Regional Task Force) and Southeast Pennsylvania Regional Task Force – Knowledge Center™ Manage Incidents in Concert and in Parallel continues to play a central role in their day-to-day operations On the western end of Pennsylvania, in June of 2008, the for their incident management, resource management, emergency management community outside of Pittsburgh infrastructure management, supported a federally mandated exercise at the Beaver Valley document management, and Power Station (BVPS) – First Energy, Inc. As a federally communications needs. required exercise, the scope of the event at BVPS signifi cantly

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Editorial Prepress �� PAGE �� Other OK to go Products

Radiation Tracker Law enforcement agencies tasked with counterterrorism might have an easier time detecting radiation with Nucsafe’s Guardian Defender Portable Radiation Search Tool. Th e system is built into a backpack and incorporates passive scanning technology to detect radioactive material, including plutonium and highly enriched uranium. Results are provided immediately by the red light/green light system. Th e tool can be remotely connected to a PDA, laptop or other backpacks to provide an expandable meshing network. Visit www.nucsafe.com for more information.

Concealable Comfort Locking Storms Out Protective Products International created Th e FM8700 series exit device was created concealable body-armor vests for diff erent to withstand extreme wind speeds and fl ying users. Th e Viper vest aids offi cers trained debris, while meeting life-safety code require- in the Weaver stance — a two-handed tech- ments for panic egress and fi re resistance. nique by which the offi cer’s dominant hand Th e lock is surface-mounted to the door and holds the fi rearm and the supporting hand doesn’t require any door preparation. wraps around the dominant hand. Th e Scor- Sargent Manufacturing created the two- pion vest provides offi cers on extended-duty point latching hardware in compliance with assignments added ventilation and heat dis- Federal Emergency Management Agency sipation. Th e Trilhouette vest was designed (FEMA) 361 guidelines, which mandate that for women and features a three-piece front emergency shelters incorporate door and panel to provide ballistic protection and hardware products that can resist the forces reduced impact from bullets. Visit www of a severe windstorm. During FEMA testing, .body-armor.com for more information. the lock kept doors secure during high wind load pressures and fi ve missile shots from two-by-four lumber at 100 mph. Visit www .sargentlock.com for more information.

Plug-and-Play Mapping Th e Leica RCD100 is an integrated medi- um-format mapping camera that provides a solution for agencies that want to convert from analog to digital airborne imaging. It off ers plug-and-play mapping that utilizes workfl ow applications from fl ight planning and fl ight execution to orthophoto generation, feature collection and three-dimensional mapping. Visit www.leica-geosystems .com for more information.

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Editorial Prepress �� PAGE �� Other OK to go WE NEED HELP NOW! •Disaster Response System with Instant Communications & Surveillance. Setup in Minutes! •Custom Designs for MESH, WiFi, Communications Repeaters, Chem/ Bio Detectors; Day/Night Surveillance •Wireless Control via Laptop up to 3-miles away. •Solar-Powered, with diesel backup. Emergency electrical support. •Supports First Responders with Emergency Coordination Services. •Proven Performance. Black Wolf is in-service in Afghanistan and Iraq.

We See in the Dark

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aads.inddds.indd 6161 55/15/09/15/09 10:41:1910:41:19 AMAM

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Editorial Prepress �� PAGE �� Other OK to go ADVISE. IMPLEMENT. IMPROVE.

EMERGENCY MANAGEMENT AND HOMELAND SECURITY SERVICES AND SOLUTIONS

ICF-EM-magazine-ad-Final indd 1 4/7/2009 10:51:51 AM

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Editorial Prepress �� PAGE �� Other OK to go The 2009 Conference will have more events and new features—at 2008 Prices!

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Editorial Prepress �� PAGE �� Other OK to go Eric’s Corner The New Emergency Management Professional

vary greatly. States might have 500-plus staff (e.g., California), Over the years I’ve found that many people stumble upon down to a few dozen in rural states. In these settings, you the emergency management profession with the notion it’s might fi nd staff who are focused on just one aspect of emer- interesting, is focused on helping people and is as exciting as gency management. You might deal with homeland security Oportrayed in the movies and on television. grant funding or be responsible for a public education program. You might design and conduct disaster exercises and the like. Th en, when there’s a disaster and you must activate First, let’s dispel the television and movie spin that’s put on the emergency operations center, everyone pitches in to work emergency management as a job. Th ere was a made-for-TV 24-hour shift s — weekends and holidays included. disaster movie that lowered the FEMA director into a deep Th e traditional feeder sources for emergency managers hole in order to set off an atomic bomb to prevent a series have been the military, fi re and law enforcement professionals of earthquakes. Although there might have been times when who are completing one career, sometimes retiring, and then some of us would have liked to lower the then-FEMA director moving into emergency management. It’s also not unusual, in into just such a hole, that’s just fantasy. smaller jurisdictions for a very active volunteer in emergency Th e reality is that the daily existence for an emergency management to be tapped to fi ll a permanent position because manager is a seemingly endless series of meetings, an inbox of his or her passion for emergency management and disaster full of e-mails and no time to “get work done.” Like most jobs, preparedness. emergency management is about planning and coordinating. Since 9/11, more than 150 colleges and universities have You deal much more with people than you do numbers or begun off ering degrees in emergency management and home- widgets. When people ask me what I did as a local emergency land security. When I started in the business in 1991, there management director, I tell them, “I tried to get people and was one B.A. program in the nation. Now every state has some organizations to work with one another.” If you think that’s form of higher-education emergency management program, easy in the multidisciplinary, interjurisdictional environment and there are many online courses to choose from. we call the United States of America — I have a lesson or two Th is educational machine is producing a new crop of for you in dealing with people and their personal priorities. professionals, young college graduates and other mid- Actually most emergency management jobs are “additional career professionals who are pursuing higher-level degrees duties” that are assigned to fi re, law enforcement, public works in emergency management. Th ey have a broad background and other administrative personnel. Most counties and cities in emergency management, perhaps some practical experi- are small and understaff ed, so there isn’t a full-time emergency ence from an internship, and the enthusiasm and idealism manager position. And if there is one, it’s one person who per- that comes with youth. by Eric Holdeman forms all the disaster preparedness, mitigation, response and For the average Joe or Jane, that means “walk-on” careers Eric Holdeman is the former recovery duties. in emergency management might still happen — but they are director of the King County, Wash., Ofﬁ ce of Emergency Manage- You’ ll only fi nd larger emergency management programs the type of stories best suited for the movie script rather than ment, and is now security director k for the Port of Tacoma. His blog is at the state level and in larger counties and cities. Th eir sizes the real world. located at www.disaster-zone.com.

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Editorial Prepress �� PAGE �� Other OK to go Advertiser’s Index

University of Maryland Reeves EMS University College (UMUC) www.ReevesEMS.com www.umuc.edu 800-888-UMUC Page 35 1-800-328-5563 Page 29

SkyTerra Communications Deployed Resources www.skyterra.com www.deployedresources.com 1-703-390-2700 or 1-800-216-6728 Page 67 Page 33

AAE Systems, Inc. TEEX www.aaesys.com www.teex.org/ﬁ re 1-408-732-1710 Page 61 1-866-878-8900 Page 51

University of Connecticut Long Island University http://continuingstudies.uconn.edu/mps/ www.liu.edu/homeland programs/hsl.html 860-486-0184 Page 23 1-631-287-8010 Page 49

EMX, Inc. www.emx-inc.com, Penn State University Email: [email protected] www.worldcampus.psu.edu/em09 Page 39 321-751-0111 (ext. 105) Page 61

SSI Knowledge Center Blackberry http://kc.ssiservices.com www.blackberry.com/gov Page 19 1-800-685-0354 Page 58

SAIC CDWG www.saic.com www.the21stcenturycommunity.com 757-962-8139 Page 7 1-800-767-4239 Page 68

e.sponder CoreStreet www.e-sponder.com www.corestreet.com/FRAC Page 53 1-314-686-4100 Page 57

Sprint American Military University, www.sprint.com/nextel American Public University 1-800-SPRINT-1 Page 11 www.apus.edu 1-877-777-9081 Page 55

DQE www.dqready.com 1-800-355-4628 Page 51

Dell www.dell.com/recovery 1-888-711-7295 Page 5

ESRI www.esri.com/publicsafety Page 2

ADT www.ADT.com/gov 1-866-748-9166 Page 9

Emergency Management 65

EEM05_57.inddM05_57.indd 6565 55/21/09/21/09 1:15:511:15:51 PMPM Last Word

Perspective on the ‘Death Map’

A recent article I co-wrote with colleague Susan Cutter titled Spatial Patterns of Natural Hazard Mortality in the United States was published last winter in the International

Journal of Health Geographics. It discussed <1.5 Standard GEOGRAPHICS HEALTH OF NAL Deviation research on natural-hazard mortality and .5--.51 Std. Dev. sparked considerable national media interest. Th e work was soon dubbed the “Death Map.” -.5-.5 Std. Dev. For sure, a quantitative assessment of natural-hazard deaths presented in visual form .51-1.5 Std. Dev. made for compelling special-interest news. >1.5 Std. Dev. Before long, the media began running stories in print and online, and information about

the Death Map appeared in high-visibility Standardized Mortality Ratios (SMRs) JOUR INTERNATIONAL THE OF COURTESY IMAGE outlets, such as the Los Angeles Times, KOPLITZ/FEMA BILL OF COURTESY PHOTO MSNBC.com and Yahoo News. Th e SHELDUS database is one of the most For example, despite some claims by the With such widespread coverage, it was comprehensive publicly available sources of media, the Death Map isn’t predictive. Th e inevitable that information would be taken natural-hazard mortality. Furthermore, all spatial patterns in natural-hazard mortality out of context or misrepresented. We, the the information contained in the SHELDUS in the paper do not defi ne future deaths from authors, thought it prudent to provide some database is geographically referenced to the natural events, only what has happened dur- perspective. What does this map of natural- county level, so we could compare mortality ing the past 35 years. Th erefore, these maps hazards mortality really tell us? How can not only across types of hazards, but also by won’t reveal where people will die in the next emergency managers use it to mitigate future places. Th e article presented a way to visualize hurricane, earthquake or heat wave. hazard deaths? the national landscape of historical hazard Another reaction many people have is they Th e article, based on research performed mortality. expect to gain some insight into how many at the Hazards and Vulnerability Research Th is data set represents a huge step forward people will die and from what causes in the Institute at the University of South Caro- in the collection, storage and manipulation county in which they live. Unfortunately this lina, analyzed natural-hazard mortality data of spatially referenced hazard-mortality work isn’t very useful for analyzing a single from the Spatial Hazard Events and Losses information. However, in its current form the county. We aggregated deaths from all natural Database for the United States (SHELDUS). direct applications in planning and mitiga- hazards in SHELDUS when calculating Specifi cally we used natural-hazard mortal- tion for emergency managers are limited. Our SMRs by county, so some level of detail is un- ity information from SHELDUS that covered paper’s analysis represents a tool that emer- available in the fi nal map. We know very little, the past 35 years to calculate gency managers can use to identify regional for example, about the contextual and causal the relative risk of death from hot spots of hazard mortality. It’s crucial to factors surrounding each individual death. natural events at the county point out that local-level analyses of any Th ese unanswered questions don’t lessen level. We employed standard- county (or counties) should be performed the contribution of this research. Rather, ized mortality ratios (SMRs) to verify the suspected mortality anomalies. the maps and analysis create opportunities that indirectly adjusted for Our research paper revealed broad spa- for future research to answer some of these variability in the age structure tial trends, but it doesn’t provide a detailed questions and provide detailed analyses for of county populations. analysis of reasons that explain the individual local emergency managers on the distri- by Kevin Borden Th e research’s purpose was county patterns within a state. bution and nature of deaths from natural Kevin Borden is a Mellon postdoc- to reveal the categorical and Media coverage of this work showed that hazards. Ultimately we hope our work will toral fellow with the Environmental Studies Program at Colgate spatial distribution of natu- the maps portrayed in the International Jour- contribute to decision-making and emer- University. He co-authored Spa- ral-hazard deaths over time nal of Health Geographics article can be easily gency management that lessens the human tial Patterns of Natural Hazard Mortality in the United States, for a variety of natural events. misinterpreted and misused by the public. toll of natural hazards. k published in the International Journal of Health Geographics.

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Editorial Prepress �� PAGE �� Other OK to go Talkgroups Push-to-Talk Emergency Response

Formerly Mobile Satellite Ventures

SkyTerra Communications 10802 Parkridge Boulevard, Reston, VA 20191-4334 Tel: +1 703 390 2700 www.skyterra.com

100 Blue Ravine Road Designer Creative Dir. Folsom, CA 95630 916-932-1300

Editorial Prepress �� PAGE �� Other OK to go (Guess who’s comingcoming to the rescue.)(Guess who’s coming to the rescue.)(Guess who’s coming to the rescue.)

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Editorial Prepress �� PAGE �� Other OK to go