Generic Continuity of Operations/Continuity of Government Plan for State-Level Transportation Agencies, Research Report 11-01

The Homeland Security Presidential Directive 20 (HSPD-20) requires all local, state, tribal and territorial government agencies, and private sector owners of critical infrastructure and key resources (CI/KR) to create a Continuity of Operations/Continuity of Government Plan (COOP/COG). There is planning and training guidance for generic transportation agency COOP/COG work, and the Transportation Research Board has offered guidance for transportation organizations. However, the special concerns of the state-level transportation agency’s (State DOT’s) plan development are not included, notably the responsibilities for the entire State Highway System and the responsibility to support specific essential functions related to the State DOT Director’s role in the Governor’s cabinet. There is also no guidance on where the COOP/COG planning and organizing fits into the National Incident Management System (NIMS) at the local or state-level department or agency. This report covers the research conducted to determine how to integrate COOP/COG into the overall NIMS approach to emergency management, including a connection between the emergency operations center (EOC) and the COOP/COG activity. The first section is a presentation of the research and its findings and analysis. The second section provides training for the EOC staff of a state-level transportation agency, using a hybrid model of FEMA’s ICS and ESF approaches, including a complete set of EOC position checklists, and other training support material. The third section provides training for the COOP/COG Branch staff of a state-level transportation agency, including a set of personnel position descriptions for the COOP/COG Branch members

The U.S. Government's Global Health Policy Architecture: Structure, Programs and Funding

Provides an overview of the history, scope, and role of U.S. engagement in global health, including funding; statutes, authorities, and policies; agencies involved; major initiatives; and countries with U.S. bilateral programs and funding

Emergency Management Training for Transportation Agencies

State transportation agencies have a variety of responsibilities related to emergency management. Field personnel manage events--from day-to-day emergencies to disasters--using the Incident Command System (ICS) as their organizational basis. At the headquarters level, the Emergency Operations Center (EOC) coordinates the use of resources across the department and its districts, with other state departments and agencies, and through the federal Emergency Support Function 1. District-level EOCs coordinate with the department. In extreme events, the transportation department may only be able to deliver limited essential services in austere conditions, so a continuity of operations/ continuity of government plan (COOP/COG) is essential. This research applied the principles of andragogy to deliver ICS field level training, EOC training and COOP/COG training to state transportation agency’s staff in all districts and at headquarters. The data supports the need for adult-oriented methods in emergency management training

Handbook of Emergency Management For State-Level Transportation Agencies, MTI Report 09-10

The Department of Homeland Security has mandated specific systems and techniques for the management of emergencies in the United States, including the Incident Command System, the National Incident Management System, Emergency Operations Plans, Emergency Operations Centers, Continuity of Government Plans and Continuity of Operations Plans. These plans and systems may be applied to the state-level transportation agency�s disaster response systems to enhance efficiency and effectiveness. Specific guidance and management techniques are provided to aid emergency planning staff to create DHS-compliant systems

The Role of Transportation in Campus Emergency Planning, MTI Report 08-06

In 2005, Hurricane Katrina created the greatest natural disaster in American history. The states of Louisiana, Mississippi and Alabama sustained significant damage, including 31 colleges and universities. Other institutions of higher education, most notably Louisiana State University (LSU), became resources to the disaster area. This is just one of the many examples of disaster impacts on institutions of higher education. The Federal Department of Homeland Security, under Homeland Security Presidential Directive–5, requires all public agencies that want to receive federal preparedness assistance to comply with the National Incident Management System (NIMS), which includes the creation of an Emergency Operations Plan (EOP). Universities, which may be victims or resources during disasters, must write NIMS–compliant emergency plans. While most university emergency plans address public safety and logistics management, few adequately address the transportation aspects of disaster response and recovery. This MTI report describes the value of integrating transportation infrastructure into the campus emergency plan, including planning for helicopter operations. It offers a list of materials that can be used to educate and inform campus leadership on campus emergency impacts, including books about the Katrina response by LSU and Tulane Hospital, contained in the report´s bibliography. It provides a complete set of Emergency Operations Plan checklists and organization charts updated to acknowledge lessons learned from Katrina, 9/11 and other wide–scale emergencies. Campus emergency planners can quickly update their existing emergency management documents by integrating selected annexes and elements, or create new NIMS–compliant plans by adapting the complete set of annexes to their university´s structures

Fusing drug enforcement: a study of the El Paso Intelligence Center

This article examines the evolution of the El Paso Intelligence Center (EPIC), a key intelligence component of the Drug Enforcement Administration, to shed light on fusion efforts in drug enforcement. Since 1974, EPIC has strived to fuse the resources and capabilities of multiple government agencies to counter drug trafficking and related threats along the Southwest US border. While undergoing a steady growth, the Center has confronted a host of challenges that illuminate the uses and limits of multi-agency endeavors in drug enforcement. An evaluative study of the Center shows that it is well aligned with the federal government priorities in the realm of drug enforcement; however the extent to which the Center’s activities support the government’s efforts in this domain is not so clear. The Center needs to improve the way it reviews its own performance to better adapt and serve its customers

The Lawyer and the Scientific Community—Procuring Basic Research

A major open question in astrophysics concerns the formation of highly collimated beams of matter and electromagnetic radiation, so-called relativistic jets, emerging from active galactic nuclei (AGN) in the center of certain galaxies. It is not known how, or why, these jets are formed nor how they maintain their collimated state for such large distances. For long it has been thought that jets can only be hosted in large, elliptical galaxies, though quiterecently AGNs have been discovered that contradict these beliefs. These objects are called radio-loud narrow-line Seyfert 1 galaxies (RLNLSy1). In this thesis an AGN belonging to this class is analysed. Utilising an X-ray spectral fitting package (XSPEC), data from two separate observations obtained from the X-ray Multi-Mirror Mission observatory (XMM-Newton) of the radio-loud narrow-line Seyfert 1 galaxy SDSS J154817.92+351128.0 are fitted through the use of different models and analysed in the energy region of 0.3 keV to 10 keV. The purpose is to disentangle the emission from the light-emitting accretion disk surrounding the central supermassive black hole(SMBH) and the emission from a possible jet, as well as to determine their properties. The results indicate a strong presence of a jet while still maintaining a visible spectrum from the accretion disk. No sign of the Fe line, usually seen in radio-quiet NLSy1s, can be detected, even though the data is not of sufficientquality to exclude the possibility of detection. Furthermore, considerable amounts of enhanced emission below 2 keV is observed, a so-called soft excess. The soft excess could be explained by inverse comptonisation of the light emitted from the disk and/or reflections in the disk. Our results confirm the presence of powerful relativistic jets emerging from J1548+3511. The wider implications of jet formation are further discussed

Managing at the Speed of Light: Improving Mission-Support Performance

The House and Senate Energy and Water Development Appropriations Subcommittees requested this study to help DOE's three major mission-support organizations improve their operations to better meet the current and future needs of the department. The passage of the Recovery Act only increased the importance of having DOE's mission-support offices working in the most effective, efficient, and timely manner as possible. While following rules and regulations is essential, the foremost task of the mission-support offices is to support the department's mission, i.e., the programs that DOE is implementing, whether in Washington D.C. or in the field. As a result, the Panel offered specific recommendations to strengthen the mission-focus and improve the management of each of the following support functions based on five "management mandates":- Strategic Vision- Leadership- Mission and Customer Service Orientation- Tactical Implementation- Agility/AdaptabilityKey FindingsThe Panel made several recommendations in each of the functional areas examined and some overarching recommendations for the corporate management of the mission-support offices that they believed would result in significant improvements to DOE's mission-support operations. The Panel believed that adopting these recommendations will not only make DOE a better functioning organization, but that most of them are essential if DOE is to put its very large allocation of Recovery Act funding to its intended uses as quickly as possible

Federally-Facilitated Exchanges and the Continuum of State Options

Examines the features in eligibility, enrollment, plan management, consumer assistance, and financial management of three health insurance exchange models: state-based, federally facilitated, and partnership exchanges. Considers implications for states