The Joint Counterterrorism Awareness Workshop Series (JCTAWS): Integrating disciplines for enhanced capabilities during a complex coordinated attack

2019 ◽  
Vol 17 (3) ◽  
pp. 210-212 ◽  
Author(s):  
Geoffrey L. Shapiro, BSHS, EMT-P ◽  
John H. Armstrong, MD ◽  
Kathryn Roberts, BA ◽  
James Gordon, SGT (Ret.) ◽  
E. Reed Smith, MD, FACEP ◽  
...  
Keyword(s):  
Best Practices ◽  
Emergency Management ◽  
Homeland Security ◽  
Terrorist Attacks ◽  
Federal Bureau ◽  
Department Of Homeland Security ◽  
Federal Bureau Of Investigation ◽  
Community Approach ◽  
Community Stakeholders ◽  
High Threat

Evolving threats, such as Complex Coordinated Terrorist Attacks (CCTAs) and other High-Threat Active Violence Incidents, require a comprehensive “Whole of Community” approach to enhance readiness within the emergency management mission. Engaging all community stakeholders, inclusive of the private sector, public safety organizations, and the health and healthcare communities, is essential for risk reduction by preventing and limiting consequences from such critical incidents. The Joint Counterterrorism Awareness Workshop Series (JCTAWS) is a unique interdisciplinary table-top exercise sponsored by the Department of Homeland Security/Federal Emergency Management Agency, Federal Bureau of Investigation, and National Counterterrorism Center, and is designed to test plans and capabilities surrounding a CCTA. JCTAWS focuses on response integration between and across disciplines and jurisdictions. The workshop stimulates participant identification of best practices and gaps so that plans can be refined and resources realigned to improve response coordination for CCTAs.

scholarly journals A whole community approach to emergency management: Strategies and best practices of seven community programs

2015 ◽  
Vol 13 (4) ◽  
pp. 349 ◽  
Author(s):  
Robyn K. Sobelson, PhD ◽  
Corinne J. Wigington, MPH ◽  
Victoria Harp, BA
Keyword(s):  
Best Practices ◽  
Emergency Management ◽  
Community Building ◽  
Management Strategies ◽  
Community Programs ◽  
Community Members ◽  
Building Relationships ◽  
Community Approach ◽  
Community Stakeholders ◽  
Routine Monitoring

Objective: In 2011, the Federal Emergency Management Agency (FEMA) published the Whole Community Approach to Emergency Management: Principles, Themes, and Pathways for Action, outlining the need for increased individual preparedness and more widespread community engagement to enhance the overall resiliency and security of communities. However, there is limited evidence of how to build a whole community approach to emergency management that provides real-world, practical examples and applications. This article reports on the strategies and best practices gleaned from seven community programs fostering a whole community approach to emergency management.Design: The project team engaged in informal conversations with community stakeholders to learn about their programs during routine monitoring activities, site visits, and during an in-person, facilitated workshop. A total of 88 community members associated with the programs examples contributed. Qualitative analysis was conducted.Results: The findings highlighted best practices gleaned from the seven programs that other communities can leverage to build and maintain their own whole community programs. The findings from the programs also support and validate the three principles and six strategic themes outlined by FEMA. Conclusions: The findings, like the whole community document, highlight the importance of understanding the community, building relationships, empowering action, and fostering social capital to build a whole community approach.

Refuge in the National Security State

2017 ◽  
Author(s):  
María Cristina García
Keyword(s):  
United States ◽  
National Security ◽  
Homeland Security ◽  
The United States ◽  
State Policies ◽  
Us Foreign Policy ◽  
Terrorist Attacks ◽  
Department Of Homeland Security ◽  
The World ◽  
National Security State

In response to the terrorist attacks of 1993 and 2001, the Clinton and Bush administrations restructured the immigration bureaucracy, placed it within the new Department of Homeland Security, and tried to convey to Americans a greater sense of safety. Refugees, especially those from Iraq, Afghanistan, and Syria, suffered the consequences of the new national security state policies, and found it increasingly difficult to find refuge in the United States. In the post-9/11 era, refugee advocates became even more important to the admission of refugees, reminding Americans of their humanitarian obligations, especially to those refugees who came from areas of the world where US foreign policy had played a role in displacing populations.

Risk, Uncertainty, and the Perceived Threat of Terrorist Attacks: Evidence of Flight-to-Quality

2013 ◽  
Vol 03 (02) ◽  
pp. 1350007 ◽  
Author(s):  
Michael S. Pagano ◽  
T. Shawn Strother
Keyword(s):  
Homeland Security ◽  
Terrorist Attacks ◽  
Department Of Homeland Security ◽  
Federal Funds Rate ◽  
Treasury Bills ◽  
Treasury Securities ◽  
Perceptions Of Risk ◽  
Flight To Quality ◽  
Risk Increase ◽  
The Government

Information provided by the US Department of Homeland Security regarding potential terrorist attacks significantly affects US Treasury securities markets. When the government announces heightened terror alert levels, investors' perceptions of risk increase and investors purchase 1-month and 1-year Treasury bills and 3-year, 5-year, 7-year, and 10-year US Treasuries in a "flight-to-quality" episode. Partial anticipation of increased threat level announcements is stronger than the anticipation of announcements regarding the federal funds rate during the 10 days prior to an announcement.

The future of emergency management

2004 ◽  
Vol 2 (1) ◽  
pp. 19 ◽  
Author(s):  
Jane A. Bullock ◽  
George D. Haddow
Keyword(s):  
Emergency Management ◽  
Homeland Security ◽  
Lessons Learned ◽  
Organizational Changes ◽  
Department Of Homeland Security ◽  
The Past ◽  
Emergency Managers ◽  
The Us ◽  
The Future ◽  
Us Federal Government

The discipline of emergency management (EM) is at a critical crossroads. Emergency managers around the world are faced with new threats, new responsibilities, and new opportunities. This paper examines the organizational changes made by the US federal government in shaping the new Department of Homeland Security (DHS) and presents three key lessons learned during the past decade that could guide emergency planners as they design and manage EM organizations of the future.

Homeland Security and Public Health: Role of the Department of Veterans Affairs, the US Department of Homeland Security, and Implications for the Public Health Community

2003 ◽  
Vol 18 (4) ◽  
pp. 327-333 ◽  
Author(s):  
Kristi L. Koenig
Keyword(s):  
Public Health ◽  
Emergency Management ◽  
Homeland Security ◽  
Department Of Veterans Affairs ◽  
Department Of Homeland Security ◽  
The Public ◽  
National Response ◽  
Response Plan ◽  
National Disaster ◽  
Primary Mission

AbstractThe terrorist attacks of 11 September 2001 led to the largest US Government transformation since the formation of the Department of Defense following World War II. More than 22 different agencies, in whole or in part, and >170,000 employees were reorganized to form a new Cabinet-level Department of Homeland Security (DHS), with the primary mission to protect the American homeland. Legislation enacted in November 2002 transferred the entire Federal Emergency Management Agency and several Department of Health and Human Services (HHS) assets to DHS, including the Office of Emergency Response, and oversight for the National Disaster Medical System, Strategic National Stockpile, and Metropolitan Medical Response System. This created a potential separation of “health” and “medical” assets between the DHS and HHS. A subsequent presidential directive mandated the development of a National Incident Management System and an all-hazard National Response Plan.While no Department of Veterans Affairs (VA) assets were targeted for transfer, the VA remains the largest integrated healthcare system in the nation with important support roles in homeland security that complement its primary mission to provide care to veterans. The Emergency Management Strategic Healthcare Group (EMSHG) within the VA's medical component, the Veteran Health Administration (VHA), is the executive agent for the VA's Fourth Mission, emergency management. In addition to providing comprehensive emergency management services to the VA, the EMSHG coordinates medical back-up to the Department of Defense, and assists the public via the National Disaster Medical System and the National Response Plan.This article describes the VA's role in homeland security and disasters, and provides an overview of the ongoing organizational and operational changes introduced by the formation of the new DHS. Challenges and opportunities for public health are highlighted.

Arresting Immigrants: Unemployment and Immigration Enforcement

2018 ◽  
Vol 15 (2) ◽  
pp. 215-238 ◽  
Author(s):  
Kara Joyner
Keyword(s):  
Homeland Security ◽  
Regression Models ◽  
Terrorist Attacks ◽  
Department Of Homeland Security ◽  
Arrest Rates ◽  
Unemployment Rates ◽  
September 11 Terrorist Attacks ◽  
Time Series Analyses ◽  
Immigration And Customs Enforcement ◽  
Yearly Data

This study provides an examination of immigrant arrests involving two different agencies of the Department of Homeland Security (DHS): The Border Patrol (BP) and Immigration and Customs Enforcement (ICE). Descriptive time series analyses track yearly changes in immigrant arrests in the decade following the September 11 terrorist attacks (2002-2013). For many DHS jurisdictions, changes in the rates of immigrant arrest closely mirrored changes in the rates of unemployment. First-difference regression models pooling yearly data for the ICE jurisdictions demonstrate that the associations between changes in unemployment rates and changes in immigrant arrest rates were positive and significant.

NIMS AND THE INCIDENT COMMAND SYSTEM

2005 ◽  
Vol 2005 (1) ◽  
pp. 291-294 ◽  
Author(s):  
Gil Jamieson
Keyword(s):  
Best Practices ◽  
Homeland Security ◽  
Management System ◽  
Incident Management ◽  
Department Of Homeland Security ◽  
Incident Command System ◽  
Considerable Uncertainty ◽  
National Incident Management System ◽  
Incident Command ◽  
The Impact

The way this nation prepares for and responds to domestic incidents is about to change. It won't be an abrupt change; best practices that have been developed over the years are part of this new comprehensive national approach to incident management known as the National Incident Management System (NIMS). But it will change—and for the better. Developed by the Department of Homeland Security and issued in March 2004, the NIMS will enable responders at all jurisdictional levels and across all disciplines to work together more effectively and efficiently. Beginning in FY 2006, federal funding for state, local and tribal preparedness grants will be tied to compliance with the NIMS. One of the most important ‘best practices’ that has been incorporated into the NIMS is the Incident Command System (ICS), a standard, on-scene, all-hazards incident management system already in use by firefighters, hazardous materials teams, rescuers and emergency medical teams. The ICS has been established by the NIMS as the standardized incident organizational structure for the management of all incidents. Although many agencies now use various forms of ICS, there is considerable uncertainty about NIMS ICS and the impact it will have on systems and processes currently in place. These are important questions because one of the FY 2005 requirements for implementing NIMS is “institutionalizing the use of ICS, across the entire response system.” This paper is intended to provide an historical perspective on the development of ICS, explain how NIMS ICS works, describe how it is different from previous systems, and discuss the future of NIMS ICS training.

Public Sector Agencies and Their Formal Legal and Administrative Responsibilities

2019 ◽  
Author(s):  
Ashley D. Ross
Keyword(s):  
Public Sector ◽  
Emergency Management ◽  
Hurricane Katrina ◽  
Homeland Security ◽  
Recovery Process ◽  
Department Of Homeland Security ◽  
Hazard Management ◽  
Public Agency ◽  
Administrative Guidance ◽  
National Preparedness

Public sector agencies at all levels of government work to mitigate risk, prepare for and respond to emergencies and disasters, and recover from catastrophic events. This action is guided by a national emergency management system that has evolved over time and was most recently reformed post-Hurricane Katrina. There is an extensive set of federal guidelines by the Department of Homeland Security and the Federal Emergency Management Agency that serve to structure the national system of hazard management. These include: the National Preparedness Goal; the National Preparedness System; National Planning Frameworks and accompanying Federal Interagency Operational Plans (FIOPs); the National Preparedness Report; and the Campaign to Build and Sustain Preparedness. Despite the considerable institutional and administrative guidance, there remain critical gaps in public-agency natural hazard management. These include lack of quality planning on the subnational level, insufficient local fiscal and human capital, and inconsistent regulation of the recovery process. While stricter implementation of federal mandates may partly address some of these issues, others will require greater political will in order to enact zoning regulations, create a shift in the acceptance of risk, and ensure that solutions are afforded by partnerships between civil, economic, and public entities.

Fixing a Failure to Identify Intelligence in the Domestic Setting: Aligning Collection and Analysis to Address an All-Hazards Mission

2015 ◽  
Vol 12 (2) ◽  
Author(s):  
Darren E. Tromblay
Keyword(s):  
Homeland Security ◽  
Interagency Collaboration ◽  
Government Agencies ◽  
Federal Bureau ◽  
Department Of Homeland Security ◽  
Fusion Centers ◽  
Task Forces ◽  
The Us ◽  
State And Local ◽  
Domestic Setting

AbstractThe US’ domestically-oriented, homeland security enterprise lacks a structure that facilitates an all-hazards intelligence mission. An all-hazards mission must account for both positive and negative intelligence information. The primary hubs for interagency collaboration and collection, within the US, are the Department of Homeland Security-funded state and local fusion centers and the Federal Bureau of Investigation’s joint terrorism task forces (JTTFs). Both of these entities focus on negative intelligence. The FBI JTTFs focus on one element of negative intelligence, the DHS fusion centers have unfocused, but still negative, missions, due to bureaucratic realities. Meanwhile, other government agencies, notably the CIA’s National Resources Division and even other elements of the FBI are engaged in uncoordinated collection, an activity that threatens to bring even more disorganization to the homeland-security enterprise. Rather than creating yet another agency, the strengths of both the JTTFs and the fusion centers should be leveraged, in conjunction with other domestically operating collectors, to establish new platforms, using fusion centers as a backbone, staffed with a service of joint duty personnel.

scholarly journals Katrina, Rita, Challenger and Columbia: Operationalizing a Knowledge Analytic in NASA and DHS Crises

Public Voices ◽  
2016 ◽  
Vol 10 (1) ◽  
pp. 23
Author(s):  
Terence Michael Garrett
Keyword(s):  
Emergency Management ◽  
Homeland Security ◽  
Federal Emergency Management Agency ◽  
Department Of Homeland Security ◽  
Management Agency ◽  
The Poor ◽  
Level Of Knowledge ◽  
Political Differences ◽  
Hurricanes Katrina And Rita ◽  
Executive Level

Recent and past problems with the NASA shuttle program are illustrative of decisionmaking problems centered at the executive level of knowledge on the organizational pyramid. The poor responses to hurricanes Katrina and Rita by executives at all levels of government, but particularly with regard to the Department of Homeland Security (DHS) and the Federal Emergency Management Agency (FEMA), also bear scrutiny. These catastrophic incidents, beyond the obvious partisan/political differences and the physical and psychological devastation, are demonstrative of management failures in their respective organizations. The author argues that the key to unlocking the conundrum of management failure rests with the fact that multiple knowledges exist in modern organizations like NASA, DHS, and FEMA and the use and development of the knowledge analytic offers new theoretical insights for understanding managerialcrises.

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