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Information on Three Key Areas:Homeland SecurityContinuity of OperationsCommunity Protection

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� | Public Safety — a guidebook for government

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table of contentsIntroduction ....................................................................................................... 4

Homeland Securitynational incident management system ....................................................... 5interoperable communications ..................................................................... 6critical infrastructure Protection ..................................................................... 7command and control .................................................................................. 8emergency operations centers ..................................................................... 8border security ................................................................................................. 9iP video surveillance ....................................................................................... 9id management ............................................................................................. 10citizen Preparedness ..................................................................................... 10intelligence ..................................................................................................... 11checklist .......................................................................................................... 11

continuity of operationsrisk assessment ............................................................................................... 12business impact analysis ................................................................................ 13defining “disaster” ......................................................................................... 14alternate sites ................................................................................................. 14command and control ................................................................................ 15communications ............................................................................................ 16telework .......................................................................................................... 17Pandemic Planning ....................................................................................... 18debriefings ...................................................................................................... 18tests, training and exercises .......................................................................... 19checklist .......................................................................................................... 19

community Protection migration to iP infrastructure ......................................................................... 20Hosted 9-1-1 services ..................................................................................... 21Portable PsaP ................................................................................................. 22mobile data .................................................................................................... 23mobile resource management ................................................................... 243-1-1 call centers ........................................................................................... 24Jail management solutions........................................................................... 25digital signage ............................................................................................... 25moving forward ............................................................................................. 26checklist .......................................................................................................... 26

Additional Information and Resources ........................................................ 27

PublIc SAfeTya g u i d e b o o k f o r g o v e r n -


AT&T is pleased to sponsor Public Safety — A Guidebook for Government. We hope you will find it both insightful and practical.

At AT&T, our mission is to connect people with their world, everywhere they live and work, and do it better than anyone else. We are fulfilling this mission by creating new solutions for consumers and businesses and by continuing to be an innovation and customer-care leader in the communications industry.

Nowhere is it more important to have effective communications solutions than in the Public Safety arena. Whether it’s planning, response or recovery, people need to com-municate effectively during any public safety situation or event. AT&T is proud of the collaborative relationships we have developed over the years with our Public Safety customers in the communities we serve. Together, we will continue to identify commu-nications needs as well as leading-edge solutions.

It is our hope that, as a reader of this Guidebook, you will gain a better under-standing of the key issues affecting Public Safety. We would be pleased to work side by side with you to identify issues and solutions within your agency, business or community. There’s no doubt that by working together, we can make all of our communities safer.

To learn more about AT&T’s Government and Public Safety solutions, visit our Web site at www.corp.att.com/gov.

Donna ScottExecutive Director — Marketing ManagementAT&T

introduction


The National Incident Management System (NIMS) was created by presidential di-rective to strengthen homeland security in response to 9/11. Its goal is to standardize processes among all government levels and the private sector in disaster preparation, response and recovery. That includes terrorism and other incidents, both man-made and natural.

NIMS provides a consistent national framework. It’s a template that creates unified processes among responders from all jurisdictions and disciplines when reacting to in-cidents. It calls for a standard approach to incident management and communication. It also emphasizes preparedness, mutual aid among agencies and efficient manage-ment of available resources. t

By calling for standardized operations, technologies and communications, NIMS helps public safety agencies nationwide be more effective in emergency situations, especially when working with other jurisdictions. The core set of concepts, principles and terminology within NIMS should help all public safety agencies achieve success during emergencies.

Learn More — NIMS is the standard set by the federal government. All governments and others should know and follow the NIMS guidelines to make our communities safer.

Follow the Processes — Public safety agencies at all levels of government know how to respond to emergencies, but they use a wide variety of equipment, processes and communication tools. By following the standardized processes set by NIMS, agencies increase their chances of success when working with other jurisdictions. For example, NIMS ensures that responders across the country receive the same training. That helps responders from different jurisdictions work together more smoothly in a disaster.

Get Funded — All federal agencies must be NIMS-compliant. State governments must be NIMS-compliant in order to receive federal funding for many types of projects. And these state projects can also benefit local communities. By adhering to the NIMS guidelines, governments make their communities safer and also become eligible for funding, which improves safety even more.

national incident management system

Homeland Security

Homeland Security has become a national priority. We realize now we’re not as safe as we thought we were. So how do we deal with that? The best response is to work together. Collaboration, information sharing and strong communication are common themes today in homeland security.

These themes are championed by the U.S. Department of Homeland Security (DHS). The DHS leads the effort against terrorism and other threats, both internally and externally. The DHS takes an all-hazards approach that covers many key concerns, including border security, critical infrastructure protection, and emergency prepared-ness and response — for both man-made and natural disasters.

While much of the effort is driven at the federal level, state and local governments also have plenty at stake. They too should devote resources to homeland security. As those in the public safety world say, “Every incident begins locally.” The following pages cover several key areas that governments should work on regarding home-land security.


Interoperable communications are a priority for public safety officials because re-sponses to incidents can be more effective when numerous agencies work together. They can’t work together if they can’t communicate.

Too often, breakdowns occur due to agencies using different types of communication devices and different radio frequencies. Much progress has been made in recent years, but there are still challenges. Communication is no longer just about voice; it’s also video and data, as rich-media files and information sharing are becoming the norm. And communication needs to happen in real time because data that’s even a few min-utes old can be counterproductive in an emergency.

Make It a Priority — Proper situational awareness is crucial to first responders. Their actions can mean the difference between life and death. Responders can act more quickly and productively if they have all the information they need. It doesn’t help if the person with critical information can’t communicate it.

Consider TSP, WPS, GETS and SHARES — These federal programs are public- private partnerships that foster interoperability during emergencies. Telecommunica-tions Service Priority (TSP) gives priority access to services for public safety personnel in an emergency. If services are down, those with TSP codes will have their service restored prior to those without TSP. Be sure to apply for it. Wireless Priority Service (WPS) works essentially the same way for wireless services. Users can subscribe on a per-cell phone basis. Government Emergency Telecommunications Service (GETS) gives emergency personnel access to the Public Switched Telephone Network even when the public can’t put their calls through. Users have identification numbers

that will give them access. The Shared Re-sources (SHARES) High Frequency Radio program can broadcast emergency mes-sages on 1,000 radio outlets.

Diversify Emergency Notification — When notifying the public about an inci-dent, don’t rely on just one method, such as text messaging. Use several methods, including digital signage, where possible.

Watch for CMAS Developments — The Commercial Mobile Alert System is a new federal initiative that would have cell phone service providers send emergency alerts as text messages to subscribers. Much work is left to be done, but there is a lot of potential with CMAS.

Homeland security

interoperable communications


Attacks on critical infrastructure can disrupt vital services and endanger safety. They can also produce effects that travel far beyond the target. Damage to roads, power plants, bridges, tunnels, airports, seaports, IT systems and other key areas usually have larger effects.

We take infrastructure for granted, but it makes headlines when there’s a major power outage or computer virus hitting key systems. Government, the economy and many public services must continue operating through any disaster, so protecting critical infrastructure is a must.

Make a List — Be aware of critical infrastructure around you. Even if some of it is out-side your jurisdiction, partnering with other agencies to protect it can be in everyone’s best interest.

Know Your CIKR — Critical infrastructure and key resources (CIKR) are specific areas designated by federal authorities as requiring special attention. That’s because damage to these could be especially disruptive. Homeland Security Presidential Directive 7 identified 17 CIKR sectors, including transportation, power, banks, IT systems and communications. Sector-specific plans take into consideration the unique characteristics of each of the sectors. Be aware of all 17 sectors and think about what you can do to help.

Get It on Video — Video surveillance can be very helpful, and it’s cost-effective. Digital video cameras are less expensive than ever before, and video systems have more capabilities now.

Partner Up — Protection of critical infrastructure can benefit greatly from public-pri-vate partnerships. About 85 percent of critical infrastructure is privately owned. The DHS has been working to build and strengthen partnerships with those owners. Before a threat emerges, have strong relationships in place with neighboring governments, communities and critical private-sector entities.

Learn About NIPP — The DHS’ National Infrastructure Protection Plan (NIPP) addresses roles and responsibilities for federal, state, local, tribal and private-sector security partners. NIPP sets priorities and goals, and provides guidance on fund-ing. The plan also encourages agencies to share information and work together to assess risks, make optimum investment in security measures and be proactive in protection.

Practice Cyber-Security — Protecting IT systems is another important part of home-land security. Share information with other agencies to help fight cyber-attacks. Hack-ers, phishers, malware writers and other criminals collaborate with one another, so you should collaborate with your peers to fight them. Also help the public by providing information on identity theft, Internet scams and other online perils.

critical infrastructure Protection

Homeland security


Homeland security

When a homeland security incident occurs, or there’s an incident involving any kind of disaster, command and control is a key part of response and recovery. Without proper command and control, chaos may reign and lives may be lost.

Proper command and control keeps responders on the same page. Orders are com-municated clearly and efficiently, with no wasted time or effort. That’s critical in any type of incident.

Use the Incident Command System (ICS) — The ICS is part of the NIMS standard. It’s a best-practice, on-scene management model that has been proven effective for all types and sizes of emergency. The ICS command model can shrink or grow according to how the incident evolves. The ICS is flexible, efficient and productive. It creates a hierarchical structure, so everyone knows who’s in charge and responders know exactly who they report to.

Learn More — For more information on the ICS and Command and Control, see page 15 in this Guidebook.

command and control

Emergency operations centers (EOCs) have always been instrumental for incident re-sponse and recovery. They’re the focal point for coordinating information and resources in response to an incident. Sometimes the EOC is a permanent physical location and sometimes it’s a temporary facility, depending on the type of event. With today’s tech-nology, the EOC can even be a virtual environment.

Collaborate — EOCs today include representatives from more types of agencies, such as parking or utilities. It’s not just fire protection and police anymore. That’s part of the trend toward more collaboration in public safety. The multiagency approach is used because it works better. And new technologies are enabling sharing and collaboration like never before.

Virtualize — Gone are the days of hardened EOCs in underground bunkers. EOC work today can be virtualized with wireless communications and other tools. Video changes things drastically. EOC workers can now see real-time video from the incident scene, helping them fully understand the situation so they can make better decisions.

Make Sense of It — With today’s tools and processes, there can be a mountain of information flowing into EOCs. While that’s good, it’s also a challenge to make sense of the data. To help manage it, leverage new technologies — such as those that track assets and responders on maps — and have adequate staffing.

emergency operations centers


Homeland security

Whether keeping out dangerous goods or dangerous people, protecting our borders is an important part of homeland security. Border security has tightened, but there is always more work to be done. Seaports, for example, are getting more attention recently.

The most effective programs are those that involve collaboration among several agencies, including those in Canada and Mexico. Whether it’s at the federal level or local, it’s best to have strong relationships with other agencies ahead of time, before a border security incident occurs.

Follow the Secure Border Initiative (SBI) — Established by the DHS, the SBI focuses on effective integration of various border security programs. It works through substan-tial investments in technology, infrastructure and enforcement personnel.

Provide the Technologies — Many new technologies are especially helpful for border security, including license plate readers, portable electronic fingerprint readers, map-ping capabilities and interoperable radios.

Test, Train and Exercise Together — Border incidents can involve many partnering agencies. It’s important for the various agencies to come together for training exer-cises. Funding is available for such programs.

border security

Internet protocol (IP) video surveillance is a cost-effective way to improve public safety. IP uses the Internet for sending digital video signals. It’s less expensive than stringing cable, and it allows officials to view video from any computer with an Internet connection.

IP video surveillance is rapidly becoming more popular. It works well and is less expensive than putting patrols onsite. Statistics show that video systems can be a deterrent because criminals don’t want to be seen on camera. The systems also are being used in more general public locations, not just high-crime areas.

See the Picture — Security officers can watch live video or record it on a server for later viewing. Analytical software can be used to scan the video and detect suspicious activi-ties, events or behavior.

Stay Mobile — Not all cameras have to be permanently mounted. Law enforcement sometimes needs to move video surveillance from one trouble spot to another. There-fore, more systems are being developed for mobile use.

iP video surveillance

10 | Public Safety — a guidebook for government

Homeland security

ID management, or credentialing, is more important than it might seem at first glance. If not done properly, it can slow down the response to a security incident. There are many people at an emergency response scene. Proper ID management will keep out unauthorized people, such as the self-dispatched or unqualified.

Inappropriate people on the scene can make a tough situation even more challenging for first responders. NIMS is working on a national credentialing system that will help verify identity and qualifications of personnel at an incident scene.

Vet People at the Scene — You have to keep some people out. You also need to quickly admit those people who should be there. If the phone company or a key agency can’t get in to help recover, it can slow everything down.

Work With What You Have — There’s no standard identity management process yet, but the issue still must be handled. Until a national solution is found, local and state government must do the best they can with their own systems.

id management

Every citizen should prepare for security incidents and disasters — not just for them-selves and their families, but also for their communities. Citizen Corps and other orga-nizations spread this message and have seen positive results.

Look Into Citizen Corps — This federal program takes homeland security to the local level. The Corps helps people take more responsibility for preparing for emergencies, getting training in first aid and emergency skills, and volunteering to support first re-sponders. There are more than 2,000 Citizen Corps Councils nationwide. You can easily find one near you at the Corps’ Web site.

Promote CERT — The Community Emergency Response Team (CERT) program teaches citizens to prepare for and react to disasters, including what to do before first responders arrive. CERT has a 20-hour training program taught by first responders.

Consider Those With Special Needs — People with disabilities may require extra help during an incident. Keep a list of people with disabilities so they can be located quickly in an emergency. Create a support network. Include disabled people in planning, response and recovery.

citizen Preparedness

11 Public Safety — a guidebook for government |

Homeland security

Data, information, intelligence — whatever you call it, having access to it when you need it can make the difference between success and failure. And success is crucial in homeland security.

There are still interoperability issues, funding obstacles and other concerns. But much has changed. New technologies are helping. The biggest step forward is the increase in information sharing.

Support Data Fusion Centers — The importance of data fusion centers is growing. They’ve only been around a few years, but most states have at least one and they’ve matured rapidly. A fusion center is the only place where personnel from a wide variety of public safety agencies work together side by side, every day. By bringing together local police, state police, fire protection, DHS, FBI, Coast Guard and oth-ers, fusion centers enable powerful information sharing that can identify threats much more quickly than in the past. Consolidating and analyzing data from all sources, including the private sector, provides a richer profile of what’s happening. It enables the best possible decision-making.

Create Public-Private Partnerships — The DHS encourages information sharing and collaboration among government and private entities. It’s all about more intelligence for more public safety agencies. Think about which private-sector partners you can work with for the common good. Start a dialog.

Think Locally and Share — Remember that every incident begins locally. To protect and secure your community, share intelligence with other local agencies. Work together.

intelligence

Homeland Security checklist

For best practices, register at Lessons Learned Information Sharing at www.LLIS.gov.

Download the Target Capabilities List to assist with funding priorities and investment justifications at www.fema.gov/pdf/government/training/tcl.pdf.

Contact the National Coordinating Center for Telecommunications for an aggregate report on telecommunication assets in an impacted area at www.ncs.gov/ncc.

Apply for TSP, GETS and WPS services through the National Communications System at www.ncs.gov/services.html.

Establish public-private partnerships to accomplish objectives and leverage funding opportunities.

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continuity of operations

A thorough risk assessment (RA) is one of the first things to do when planning for COOP. Organizations should take a hard look at all risks, from natural disasters to man-made events. They must identify and assess potential threats, vulnerabilities and the probability that a threat will actually do harm. Only through a detailed RA can leaders make the best possible decisions on mitigation.

Start Now — Disasters don’t arrive on your timeline; they arrive on their own. It’s critical to know where you stand as soon as possible. If you haven’t done an RA yet, start now.

Identify Essential Functions — An organization’s essential functions are those that must be carried out with minimal or no disruption. When identifying essential func-tions, focusing on customers and their needs will help distinguish between essential and nonessential activities. Identifying essential functions gives decision-makers a clear idea of where time and money should be invested for optimal preparedness.

Determine Risks — Ask yourself: What are we vulnerable to? What might damage the critical infrastructure we depend on, such as roads or communication lines? Which processes are most critical to us and those we serve? Which resources, suppliers and vendors are we dependent on?

Rate the Risks — Once an organization has listed the various risks, it should explore each one and rate it according to the cost and difficulty of mitigation. Some risks will be harder to mitigate than others. Once all information is known, priorities can be properly set.

Be Vigilant — Reducing or eliminating risks should be an ongoing process. Mitigation measures should be implemented before, during and after an incident. Actions to reduce exposure to hazards should be considered at all times. Mitigation can also include educating businesses and the public on actions they can take.

risk assessment

Continuity of Operations (COOP) is an organization’s ability to operate through a period of significant interruption caused by man-made or natural events, such as fire, flood, power outage, pandemic influenza or terrorism.

Planning for a disaster is of paramount importance. The cost of an interruption can be significant. An effective COOP strategy can save an organization from loss of revenue, property, public confidence and more.

The federal government has numerous standards for its own COOP planning and encourages state and local governments to do the same. Business continuity plan-ning is also vital; businesses drive economic health in our communities through jobs, tax revenues and other means. Thus government should encourage businesses to plan for continuity. In fact, COOP is an increasingly common collaboration point be-tween the public and private sectors.

COOP planning is about evaluating risks and preparing for all disaster scenarios. These pages describe some key components involved in creating a solid COOP plan.



Disruptions can have numerous effects on an organization’s business, including loss of personnel, assets, revenues, customers and public confidence. Following a risk as-sessment, the next step is a business impact analysis (BIA), which helps quantify what an incident would really mean to an organization. What if we can’t process payroll for 72 hours? What if our permitting process is broken for a week? Analyzing the impact on the business gives an organization an accurate picture of how elements within the COOP plan should be prioritized.

A good BIA is so important because there’s much to lose.Consider All Impacts — Analyze all potential impacts, including operational, finan-

cial, legal, regulatory and environmental. The BIA should consider potential losses to revenues, property and human resources. Also consider possible expenses associated with a disaster, such as the need for additional personnel or alternate work processes.

Compare and Contrast — Assess which business functions are most critical to the organization. If damage to one process would cost the organization $10,000 over three days, while damage to another process would cost $150,000, the BIA will show that and clarify which processes deserve the most attention.

Spend Wisely — Mitigation and recovery efforts take time, resources and money. Let the BIA tell you where these finite items should be allocated for optimum effect.

See the Big Picture — A flood, earthquake, power outage or other disaster can also impact the organizations or customers you deal with every day. How will that affect you? For each type of event, determine how demand for your services might be affected. If trees are downed, you may have to divert resources to the cleanup effort. If your fuel supplier is hit, how long can your garbage trucks keep running?

Find Opportunities — The BIA can open your eyes to greater efficiencies. When think-ing of contingency plans needed in a crisis, or-ganizations sometimes find gaps in their cur-rent capabilities. Replacing older cell phones with smartphones, for example, allows greater access to data for people not in the office. By fixing gaps before disaster strikes, the organi-zation can be stronger and more capable when it does.

Define Recovery Requirements — A BIA should help decision-makers outline the definitions of recovery. It should help an-swer the question: “At what point can we say we’ve recovered from the event?”

business impact analysis



It’s vital to have a proper definition of what constitutes a disaster. If an organization doesn’t have that, it can overreact, wasting time and money. If the organization doesn’t react quickly enough, it can cost money, public confidence and, in the worst case, human life.

Be Certain — No organization wants unnecessary costs. For example, without a good disaster definition, an organization can waste money shifting computing plat-forms to an offsite vendor. Many organizations have outsourcing agreements with hot site vendors, and with today’s technologies, it can be easy to flip the switch and make that move. But it costs money, so it’s best to do it only when you truly have a disaster.

Create an Applicable Definition — The definition should relate to your organization’s ability to fulfill its daily business functions. If something would prevent the organiza-tion from delivering services for 12 hours, for example, it’s probably a disaster.

Be Clear on Authorization — Everyone should know who has the authority to launch an action plan. And that person needs to know exactly how the organization defines a disaster — and the costs involved in taking action.

defining “disaster”

Every organization should be prepared with a location — other than the normal facility — where it can carry out essential functions. The alternate site could be an organization’s satellite offices, an available space in another organization’s facility or various locations employees can telework from. Agencies also must be sure that personnel know their roles in moving to the alternate site.

How Far? — There are many variables related to how far away an alternate site should be. Items to consider include traffic between the permanent and alternate sites, how far an event might reach, and proximity to employees. It also depends on the organization’s specific needs and available resources.

How Fast? — Ensure that the alternate site can be operational within an accept-able period of time.

Key Questions — Is there enough space for staff? Are communications in place? Can vital records be available quickly? Is the security strong enough? Are there sufficient transportation lanes to and from?

alternate sites



When disaster strikes and a COOP plan is put in motion, it’s critical to have some-one clearly in command. Everyone involved must understand who’s in charge, and direction must flow smoothly from the commander to everyone involved in the effort.

Use the Incident Command System — Given the unique demands of respond-ing to a disaster, a standardized command and control system is necessary. This need led to the creation of the Incident Command System (ICS), an on-scene management model and organizational structure that can be tailored to an incident of any type or magnitude. The ICS evolved over many years with the help of many agencies. There are numerous advantages to using it. That’s why the ICS is a key feature of the federal government’s National Incident Manage-ment System, which describes multijurisdictional best practices for disaster preparedness and response.

The ICS is scalable and effective for planned events, man-made or natural disasters, and acts of terrorism. The ICS establishes clear lines of authority. The standardized management model integrates facilities, equipment, personnel, procedures and communica-tions under one command. It provides a common organiza-tional structure and terminology — so responders from various agencies are on the same page — and helps them coordinate their efforts toward a clearly de-fined, common objective. Under the ICS, there is a recommended span of control — and everyone reports to one supervisor only. The ICS is the best practice for providing maximum public safety, while managing all resources efficiently and cost-effectively. It’s becoming popular in the private sector too, which can be ben-eficial given the many public-private partnerships today.

Follow the Incident Action Plan — Creating an incident action plan (IAP) is a key step within the ICS. The IAP clearly details what should occur in the first 12 to 24 hours fol-lowing an incident. The IAP helps focus available resources on the highest priorities. It clearly spells out the current objective and who’s responsible for achieving it.

Move to Unified Command — When an incident is or becomes too large for the ICS on its own, such as when a larger number of agencies or jurisdictions are involved, command should shift to unified command (UC). That involves leaders from several agencies working together to manage the situation. UC quickly estab-lishes a common set of objectives and strategies across all entities involved.

command and control



Dependable communication is a critical part of disaster response. That includes communication within the response team, to government leaders and with other agencies. It also includes access to voice, data, systems and services. There are numerous players in the response and recovery effort, and they’re all moving fast. The system breaks down if they’re not communicating.

With today’s technology, communications play a bigger role than ever before. Deci-sions, actions and information sharing can all happen quickly if communication lines are open in all directions. That can save lives, property and assets.

Be Redundant — All organizations should have a backup communication system ready — one that can be deployed within a predetermined time period.

Consider All Communications — Numerous types of communications must occur during an incident response. Can you notify extra employees when they’re needed? Are executives prepared with messages to communicate to the public? Are public address systems ready? When creating your COOP plan, consider all kinds of communica-tions.

Stay Interoperable — If an event is big enough to involve multiple jurisdictions and agencies, communication becomes even more crucial. Interoperable communi-cations are vital. You should be able to connect with any agencies that you may need to interact with during an event. Both internal and external communications must continue to function.

Enable Alert Notification — Hurricanes, school shootings, Amber Alerts and other incidents require that critical information be channeled not only to first responders, but also to the public. With today’s technology, people expect notification. However,

technological, logistical and cost issues still present big challenges to immediate mass notifications, which need more study and development. In the meantime, consider other methods such as digital signage. These electronic message boards can dis-play critical communications on highways, at airports and in other public areas.

Share Data — Police officers, firefighters and other first responders need every bit of information they can get, especially during an emergency. It can be a matter of life and death. Ensure that your systems are strong enough to continue working in a disaster.

communications



A telework-enabled organization can remain functional when disaster strikes. Wheth-er it’s pandemic influenza or another event that requires workers to stay away from the office, telework allows personnel to continue necessary operations from home and retain access to the applications, data and services they need.

Advances in wireless, broadband and mobile security technologies have made it easier and less expensive than ever for organizations to have telework programs. In addition to COOP advantages, organizations can benefit from telework on a daily basis. Telework has been described as a “win-win-win” because it enables COOP, aids the environment and helps employees be more productive.

A telework program can also be a valuable recruiting tool. Baby boomers are retiring, and the public sector must compete with the private sector for young employees to fill their jobs. Younger workers are accustomed to mobile computing, working from home and using new technology. And they expect employers to offer these opportunities.

Educate Yourself — Although some managers are leery of telework because they can’t see employees at their desks, many become believers once they learn more about it. Studies have shown that teleworkers are more productive. And once managers adopt a telework policy, they see the many benefits for themselves.

Invest in Laptops — New laptops are extremely powerful and energy efficient. They’re just as capable as desktop computers and are extremely cost-effective. Lap-tops enable COOP during emergencies and mobile working every day. It’s now easier than ever for IT staff to secure and manage laptops.

Be COOP-Ready With Telework — Employees who can work from home, an air-port or a coffeehouse are also ready to keep working through any disaster. Many incidents require workers to stay away from the office; teleworkers can handle it seamlessly.

telework



The number of bird flu cases in humans has grown in recent years, causing concern among health officials that as the virus evolves, a global disease outbreak could de-velop. History has shown that new flu viruses can spread quickly and pandemics can be devastating. Pandemic planning is perhaps the most unique part of COOP preparation. Pandemics have a large impact worldwide; people everywhere would be dealing with the same difficult issues.

Reach Out — Have formalized agreements with neighboring jurisdictions. Be sure to address communication, mutual aid and other cross-jurisdictional needs. Get and offer as much help as possible.

Ensure Reliable Communications — Critical information will be needed immediately by the public, hospitals, businesses, government agencies and more, so it’s crucial that communication lines remain open.

Engage Law Enforcement — Identify agencies that can maintain public order and help implement control. Determine what constitutes a law enforcement emergency during a pandemic.

Make Plans Scalable — Pandemics have a wide range of magnitude and severity, and can change quickly. It’s crucial to be prepared for any scale of outbreak.

Pandemic Planning

Following an event, it’s extremely important to review the effectiveness of plans and procedures. What worked? What didn’t? How can the response be improved for next time? It can be a hectic time following a disaster. It would be easy to move forward with-out examining how things went, but not looking back would be wasting an opportunity. Monitoring and improving COOP performance should always be a priority.

Do It Soon — To get the maximum benefit, debrief as soon as possible. Recollections are clearer and the sooner you examine the response, the sooner you can implement improvements.

Debrief on All Events — It’s important to go through the process for all events, large or small. From a simple fire to a regional or statewide disaster, it’s important to identify lessons learned every time.

Document Changes — Following the review of an incident response, any changes made to processes, techniques or systems should be documented in the COOP plan. The plan should be kept up-to-date — and the debriefing process should be part of the plan.

debriefings



Tests, training and exercises (TTE) help an organization design the best possible COOP plan. Having the plan is important, but it’s more important that the plan works. Periodic TTE helps employees stay sharp and know their roles and respon-sibilities during a disaster. It also aids in fine-tuning processes and taking the best possible approach to incidents.

Test — Periodically test COOP procedures, IT systems, databases and access to vital records. Also test major systems at your alternate site, such as power and water. It’s important to test all communication systems, including alert notification and interoperability with other organizations. Tests should be conducted in as realistic a manner as possible.

Train — People will respond better in a COOP situation if they’ve been properly trained. Training is a key part of attaining optimum response during a real event. As with testing and exercising, it’s important in training to conduct debriefing sessions afterward to improve the process. It’s also wise to raise COOP awareness for an orga-nization’s entire work force at least once each year.

Exercise — There are three effective types of exercise for COOP planning: tabletop, functional and full scale. Tabletop exercises allow decision-makers to walk through an incident and make decisions in a low-stress, low-risk environment. They also provide a forum for discussion on all elements of the COOP plan. Functional exercises focus on a single aspect of COOP — such as alert notification — and are conducted inde-pendently of other responses. Full-scale exercises launch a total response to a potential situation, deploying personnel, systems and equipment.

tests, training and exercises

continuity of operations checklist

Understand your most likely risks and what impact they might have.

Identify your strategic team of decision-makers. Also determine how they’ll be notified — at any hour and on any day.

Prioritize according to importance, and develop plans based on that information.

Educate all stakeholders about your plans and capabilities.

Exercise your plan and make sure it works. Update your plan based on the results of exercises.

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The most significant trend in public safety technology is the move from traditional architecture to a new infrastructure based on Internet protocol (IP). IP is about moving data via the Internet, and public safety agencies need IP technologies to keep pace with the rest of the world.

Citizens today contact friends, family and colleagues through a variety of methods and devices — cell phones, PDAs, e-mails, instant messaging, texting — the list con-tinues to expand. It’s a part of daily life for many people.

Citizens want to engage the public safety system in those same ways. They want to dial 9-1-1 on a cell phone and still have the dispatcher know their location. IP can help solve this problem. It’s one of many reasons why IP is essential to today’s 9-1-1 services. The 9-1-1 system is becoming more about computers and IT networks — and less about phone lines.

An IP-based environment offers much flexibility. Whether it’s interfacing with other agencies or enabling future growth of a network, an infrastructure based on IP simpli-fies public safety communications and improves cost efficiency. And it provides better service to the public.

Get the Funding — The new technology is expensive, but funding mechanisms be-hind 9-1-1, for example, are as old as the legacy technology itself. Explore all possibili-ties, such as the Public Safety Foundation of America and other grant sources. Learn as much as you can about public safety funding. Consider regional solutions in which agencies share services; they can make funding go further.

Think Outside Your Borders — When improving your IT environment, be sure to enable collaboration with other jurisdictions. Interoperability with others is more impor-tant than ever before — and it’s often a requirement for obtaining federal funding.

See the Future — IT systems are always evolving. When moving to IP, consider the new devices and applications you’ll need to add in the future. IP opens up many op-portunities. Be ready to expand on those.

Meet Expectations — People expect to reach 9-1-1 from any device. We’re not there yet due to logistical and funding issues, but the time to plan for it is now.

migration to iP infrastructure

Community Protection is changing rapidly. New technologies are having a pro-found impact. Whether it’s 9-1-1 systems moving to IP-based platforms or more data flowing to and from police cars, new technology is expanding the capabilities of local and state public safety agencies.

Communication technology plays a larger role than ever before. Communication improvements enable more collaboration among agencies, provide better situa-tional awareness for decision-makers and create safer environments for personnel. Advances are being made in many other areas too. The following pages describe key issues and recommendations for better community protection in today’s fast-changing world.

community Protection



According to the National Emergency Number As-sociation (NENA), in the United States dispatchers receive about 240 million 9-1-1 calls annually. Even for local governments, 9-1-1 traffic can be heavy. That’s one of many reasons that more governments are considering 9-1-1 services hosted by outside ven-dors instead of doing it themselves.

Technological advances and lower costs have made third-party hosting much more attractive to government in recent years. Public safety costs are becoming more of an issue — especially in a down economy — and hosted services can be a helpful alternative.

Sharing a technology backroom with other customers is less expensive than operating and maintaining your own. And monthly billing means you have steady and predictable IT costs, instead of facing big capital outlays every six years when it’s time for new infrastructure and equipment.

Having services hosted externally also frees up space, and it creates new op-portunities for interoperability with other agencies that have hosted services in the same location. There’s also peace of mind, since data and equipment are in a hardened facility. In addition to having better capabilities, you’ll have more security, redundancy and resiliency. And the service provider takes care of maintenance for equipment and network connectivity, while also monitoring the services for quality performance.

Know What’s Happening — Legislative mandates are changing, and will con-tinue to change, the 9-1-1 landscape. A hosted-service provider can help you stay on top of new requirements for 9-1-1.

Keep Up With Tech Changes — Traditional 9-1-1 systems are based on technol-ogy from the 1970s. That infrastructure is no longer sufficient, given the vast ar-ray of new communication technologies. Unlike older 9-1-1 systems — which are hardware centric, and therefore, less prone to rapid change — new software-centric platforms can evolve quickly. This allows agencies to add new capabilities more easily. In addition, the entire 9-1-1 system is becoming more of an IT environment in general and less of a traditional phone system. With transformation occurring on various fronts, it makes sense to have an outside expert take on some of the work for you.

Free Up Your Staff — If you don’t have a large IT staff, moving to hosted 9-1-1 services gives you much-needed help and frees up your staff to work on other key areas. Staff savings in maintenance time alone can be significant for most organizations.

Hosted 9-1-1 services



The public safety answering point (PSAP), or 9-1-1 dispatch center, is a crucial part of public safety in any community. PSAPs must be operational 24/7. But what if a tornado, power outage or other incident takes down a PSAP? What then?

The answer is portable PSAP. Also known as a mobile PSAP, it’s the perfect backup system. It’s small, easily movable and can be quickly deployed in a safe location far

from the incident that shut down the primary PSAP. The device can be set up just about any-where, and it provides continu-ity of essential answering point functions: taking calls, working with the data and dispatching police, firefighters or EMS.

Mobile PSAP works so well be-cause modern 9-1-1 systems de-pend more on software than they do on hardware. In some cases, all that’s needed is a server, a

couple of switches, a shipping case and a network connection. The setup is simple and fast. The longest part of the process is the drive or flight to the new location.

Save Money — Portable PSAP is a cost-effective way to ensure the continuity of 9-1-1 services during a catastrophic event. It’s much less expensive than building and main-taining a traditional backup facility. And you don’t need to own land to put it on because it’s mobile.

Be Ready Ahead of Time — Even though mobile PSAPs are small units with just a few parts, you don’t want to wait until after disaster strikes to put yours together. Make sure it’s ready to go instantly with no advance notice.

Choose the Right Setup — You have several options. Portable PSAP can mean de-ploying laptops and mobile command vehicles, or a portable system in the back of a truck. A mobile PSAP can be installed in a vehicle or packed in a rugged container and transported by various means. Do the research and choose the setup that’s best suited to your agency.

Find the Network — Once you have the PSAP set up in a safe location, you need to connect. Can you link to the public telephone network? How about wireless, satellite, Wi-Fi or broadband? Can you connect to the state and local networks that enable you to fulfill your mission from the temporary location? The more options you have, the better.

Portable PsaP



Responders in patrol cars, fire engines, ambulances and other public safety vehicles now have access to more data than ever before. The latest mobile technologies make it relatively easy to provide mobile personnel with video, photos, maps and other data. And that information flows in several directions. Video and other data can be sent be-tween patrol cars and dispatch, and from one patrol car to another. Photos, maps and text can be viewed and even printed in vehicles.

Traditionally a police officer calling in a license plate number had to wait for a dis-patcher to relay the information. Now officers can type in the request themselves on a mobile data terminal or ruggedized notebook. That saves the dispatcher’s time and delivers information to the officer much more quickly.

Know Where Your Vehicles Are — Advanced vehicle-location systems can track patrol cars, emergency medical units and more. Real-time visibility to that data means faster, sounder decisions and the best possible response to any public safety incident.

Bring the Broadband — The ability to communicate with mobile personnel via broadband networks has a big impact. Most public safety organizations — police, fire and EMS — use private radio networks. But traditional public safety networks are no longer enough. Broadband communications networks allow much more data to flow to and from patrol cars and other vehicles. That’s what makes it possible to exchange larger files like video, photos and detailed maps with accompanying background information. Broadband augments the private radio network in a powerful new way, and public safety agencies are seeing big benefits. It’s going way beyond radio communication.

Provide Richer Data for More Safety — By supplying richer data to police officers, firefighters and other public safety personnel, you give them a safer environment. The more first responders know about buildings they enter or suspects they encounter, the safer and more effective they are. Better data allows public safety officials to make better decisions for both themselves and the public. Today’s tech-nologies are a big step forward when it comes to keeping re-sponders informed.

mobile data



Mobile resource management (MRM) uses wireless communication and GPS to track people and vehicles. It shows position, status and other information on maps. And it allows vital data to be sent back and forth.

MRM is sometimes synonymous with automated vehicle location (AVL) or location-based services. Whether it’s for fleet management, social workers, proba-tion officers or building code inspectors, there are numerous benefits. You can cut fuel costs and insurance rates. You can use employees’ time more wisely. You can expose liability concerns and improve compliance with regulations. You can man-age vehicles and employees much more effectively.

Work More Efficiently — MRM helps workers be more productive. They can spend more time in the field, sending reports remotely instead of driving back to the office. They can punch in and out via cell phone. They can receive optimized routing plans and get turn-by-turn directions.

Use Telemetry — MRM lets you know what’s happening with each vehicle in real time. That can include knowing when a bus’ doors are open, how long a vehicle is idling and current engine conditions.

Maximize Tiny Computers — Smartphones are actually small computers. They can be used as connected laptops by mounted police officers, social workers and other mobile employees.

mobile resource management

Centers for 3-1-1 calls are becoming more popular. The 3-1-1 line is for people seek-ing government information and nonemergency services. It consolidates information from numerous agencies and gives it to citizens through one entry point. The 3-1-1 number also helps governments track and analyze customer contacts, allowing them to improve services according to the needs of citizens.

Lighten the Load on 9-1-1 — The 3-1-1 call center came about because too many people were calling 9-1-1 to ask questions unrelated to emergency services. Every 9-1-1 dispatch center has stories about people calling to ask what time the parade starts or to test a new cell phone they got for Christmas. Tying up 9-1-1 dispatchers with nonemergency calls is a waste of vital resources.

Improve 3-1-1 — Give people a reason to call 3-1-1, and they’ll use it. Provide as many services as possible. As people become more familiar with 3-1-1, they’ll be less likely to call 9-1-1 unnecessarily.

3-1-1 call centers



Video and other technologies are increasingly helpful in jails, providing safer envi-ronments for officers and the public while also cutting costs. They also help the legal process move faster. While basic video surveillance is still useful, newer technologies and techniques are more sophisticated.

Use Video Often — Video arraignments eliminate the need to transport inmates from a jail to a courtroom. They save staff time, cut transportation costs, help judges handle more cases and lower the chances of a prisoner escape. Many of the same benefits come from telemedicine, where video conferencing replaces an inmate’s trip to a hospital. With video cameras becoming less expensive, return on investment can come quickly.

Track People and Assets — Some prisons are tracking inmates with radio frequency identification (RFID). Knowing every inmate’s whereabouts at all times increases the safety of prison guards and other inmates. It also makes escape less likely. Electronic data can be attached to each RFID record, so all information about an inmate can be in one place and easily accessible. Equipment and other assets can be tracked also.

Jail management solutions

Digital signage can be part of an overall plan for alerting the public to vital safety information. These electronic message boards can help keep the public updated on any incident. Using the Internet and IP technology from a central site, messages on numerous boards can be changed quickly and easily, so citizens see real-time infor-mation during an incident.

Digital signage was initially used in the private sector, but government recog-nized the potential for disseminating public safety information starting with Amber Alerts. Since then it’s been used in many different situations. With digital capabili-ties, the signs can even display photographs of missing children and criminals be-ing sought by authorities.

Keep It in Mind — It’s not always an obvious choice, but if you have a message for the public, consider digital signage. It’s a useful option in many situations.

Look Around — Sometimes it’s as simple as partnering with local entities that already have digital signage, such as banks, car dealers, schools, businesses near freeways or health-care facilities. Working with such partners can lead to collaboration on other projects too.

digital signage



Issues change quickly, but public safety remains a top priority for any community. While new technologies can strengthen community safety, people must drive those technologies. The well informed people will have the biggest impact. Be sure to keep track of the following issues.

Migrate to IP — It’s more than a trend. It’s the logical solution for keeping 9-1-1 and other critical public safety systems current. It’s a powerful platform that enables many improvements — and will for years to come.

Look Into NG9-1-1 — Planning for Next-Generation 9-1-1 is under way. It’s an effort to update the national 9-1-1 system by linking local systems together. This would cre-ate a “network of networks” to provide better overall public safety. NG9-1-1 uses new technologies and processes to ensure that the 9-1-1 system can handle calls from many more devices than it can today. It would also make emergency services more available to the hearing impaired and others with disabilities.

Emphasize Open Standards — NENA and other public safety organizations advocate the use of open architecture for improving 9-1-1 systems. It’s the best way to keep disparate agencies on common platforms. Open architecture allows for much flexibility when it comes to future upgrades and changes, and it greatly enables information sharing between jurisdictions. That’s a key point as multiagency interop-erability is becoming increasingly important in today’s complex world.

Think Big — Many governments have highly available networks that are new, big and robust. When possible, make the most of these for economies of scale. Share services when you can. Even 9-1-1 services can be shared on these networks.

moving forward

community Protection checklist

Complete a critical infrastructure risk assessment, including informa-tion-sharing capabilities. Be sure to consider utilities, transportation and facilities.

Conduct a thorough capabilities assessment of all key areas, includ-ing both operable and interoperable communications, PSAP/9-1-1, first responders, other personnel and partners (vendors and others).

Develop or update your public safety strategic plan. Make sure it looks ahead over the next year, the next three years and the next five years. Include input from local businesses and residents as to what their needs and expectations are.

Be aware of all potential funding mechanisms.

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Additional Information and Resources

Homeland SecurityCERT — Community Emergency Response TeamCIKR — Critical Infrastructure and Key Resources EOC — Emergency Operations CenterNIMS — National Incident Management System

More information:CERT — www.citizencorps.gov/certCitizen Corps — www.citizencorps.govDepartment of Homeland Security — www.dhs.govNational Incident Management System — www.fema.gov/emergency/nimsNational Infrastructure Protection Plan — www.dhs.gov/xprevprot/programs/editorial_0827.shtm

Continuity of OperationsBCP — Business Continuity PlanningBIA — Business Impact AnalysisICS — Incident Command System RA — Risk AssessmentTTE — Tests, Training and Exercises

More information:COOP Self-Assessment Tool — www.fema.gov/government/coop/coopassessment3.shtmDisaster Recovery Institute International — www.drii.orgPandemic Flu — www.pandemicflu.gov Telework Exchange — www.teleworkexchange.com

Community Protection AVL — Automated Vehicle LocationMDT — Mobile Data TerminalMRM — Mobile Resource Management PSAP — Public Safety Answering PointRFID — Radio Frequency Identification

More information:National Emergency Number Association — www.nena.orgPublic Safety Foundation of America — www.psfa.us

additional information and resourc-

For additional copies or to download this Guidebook, please visit:

www.govtech.com/publicsafety

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