Even multiple isolated incidents may not be enough to raise a red flag that intellectual property theft is being planned. By ensuring that each incident is reported through the proper channels and analyzed along with other reported incidents, agencies and corporations may be able to thwart potential cyber crimes before vital information is jeopardized.
Integrating information technology (IT) into emergency management and public safety agencies involves understanding an organization’s structure, culture, and mindset, making sound investments, facing challenges, and implementing change. Communication at the federal, state, and local levels is improving, but gaps exist between adapting IT solutions and organizational leadership principles.
Peaceful protests can occasionally escalate into civil disobedience or unlawful rioting, with those in and around the gathering exhibiting varying behaviors. By working with law enforcement agencies, public safety planners and responders are better equipped to plan and train for events and effectively respond if conditions change.
Examining the trends in political violence, civil unrest, and mass demonstrations, some law enforcement officers are considering new soft-skill approaches like de-escalation and peer intervention and using multiagency exercises to foster a mutual understanding between the agencies throughout the community.
When preparing for emergencies, the terms resilience and innovation are more than just buzzwords – sometimes, they are a matter of life and death. Since no two events are identical, managing a crisis requires ever-changing solutions to increasingly complex problems. One research project sought to measure these qualities.
Understanding the different facets of tornado preparedness planning helps responders address questions related to these often costly and sometimes deadly incidents. A comprehensive approach for gathering and disseminating information, educating and training response personnel, and creating and updating a strategic plan
In the nation’s capital, emergency managers identify hazards, consider location-specific elements, and implement lessons learned from past incidents in order to create a robust preparedness plan for critical infrastructures, including power and water. Efforts in neighboring jurisdictions and private sector cooperation also contribute to the regional resilience of the power grid.
Most organizations have a daily operational plan for their communications that works most of the time and a backup plan for a short-term problem. However, many do not have a primary, alternate, contingency, emergency (PACE) plan for critical operational tasks. Learn more about the benefits of creating and maintaining a PACE plan.
Opportunities can be found in the wake of great devastation. However, it can be challenging to plan for the future while restoring critical services and repairing the damage left in the crisis’s wake. Recovery plans should look beyond what existed before the disaster and include laying a foundation for regrowth and new business.
The U.S. public health community is tasked with more roles and responsibilities than ever before in the nation’s history. That community may soon have to take on even more responsibilities during a radiological emergency. Uncovering the gaps and challenges involved may help in moving toward realistic operational planning without continuing to stress current public health programs.
Even multiple isolated incidents may not be enough to raise a red flag that intellectual property theft is being planned. By ensuring that each incident is reported through the proper channels and analyzed along with other reported incidents, agencies and corporations may be able to thwart potential cyber crimes before vital information is jeopardized. 