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Homeland Security, Safetyand Economic Development Homeland Security, Safetyand Economic Development

Sponsor and Host Principal Underwriters UnderwritersSponsor and Host Principal Underwriters Underwriters

Conference ProceedingsConference Proceedings

Mayors’ Technology Summit:Mayors’ Technology Summit:

Conference VenuesSan Francisco, CaliforniaJuly 17–18, 2003

Sponsored by

The Center for Competitive Government

The Fox School of Business and Management, Temple University

The City of San Francisco, Office of the Mayor

Hosted by

The City of San FranciscoWillie L. Brown, Jr., Mayor

Principal UnderwritersBattelle

Ciber

Cisco Systems

Hansen

SBC, Inc.

Underwriters

Bechtel

Intergraph Corporation

Voyager Systems

Mayors’ Technology Summit:

Homeland Security, Safety, andEconomic Development

The Fox School of Business and Management ................................................3

A Message from Mayor Willie L. Brown, Jr.........................................................4

Dean’s LetterM. Moshe Porat, Dean, The Fox School of Business and Management, Temple University ........................................................................................................................5

The Center for Competitive Government ............................................................6

IntroductionSimon Hakim, Director, Center for Competitive GovernmentHoward A. Cohen, Associate Dean, The Fox School of Business and Management ................8

Reflections on Homeland SecurityGeorge P. Shultz, former Secretary of State, Thomas W. and Susan B. Ford Distinguished Fellow, Hoover Institution ..................................................................................10

Lessons from TopOFF, Seattle’s Terrorist Response ExerciseBrent Wingstrand, Assistant Chief of Police, Seattle, Washington ..........................................13

The Department of Defense in Homeland Securityand Homeland DefensePeter Verga, Principal Deputy and Assistant Secretary for Homeland Defense, United States Department of Defense ......................................................................................16

Plan, Prioritize, Practice: Preparing for a Terrorist AttackEmil R. (Buck) Bedard, Lt. Gen., Deputy Chief of Staff for Plans, Policies and Operations,United States Marine Corps ......................................................................................................21

The San Francisco Exercise: Coordinating Federaland Domestic ResponsesRandy R. Smith, Retired Lt. Col., Department of Defense Branch Head, Critical Infrastructure Assurance Branch, Security Division, Plans, Policies and Operations, United States Marine Corps ..................................................................................23

Seattle’s TopOFF ExperienceGreg Nickels, Mayor, Seattle, Washington ................................................................................26

Proactive Business Continuity PlanningCurtis K.S. Levinson, National Secure Technology and Homeland Security Practice Leader, SBC Communications....................................................................................28

American Cities on the Forefront of Homeland Security:A Mayor’s Perspective on PreparednessPatrick McCrory, Mayor, Charlotte, North Carolina ..................................................................31

Information Management is Key to SecurityCharles A. Hansen, Chairman and Chief Executive Officer, Hansen Information Technologies ............................................................................................33

PDAs on Patrol: Technology Takes to the StreetJohn Abraham, Officer and Safety Coordinator, Seattle Police Department ..........................35

Information Technology and Homeland Security:The Federal PerspectiveMark Forman, Administrator, U.S. Office of E-Government and Information Technology ......38

Information Sharing and Emergency Response—A Portal ApproachSupports An Extended City Government EnterpriseJohn Antenucci, President and CEO, PlanGraphics ................................................................45

Table of Contents

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Teaching Old Equipment New Tricks:Bridging Communications BarriersCharlie Giancarlo, Senior Vice President and General Manager, Switching, Voice and Storage, Cisco Systems Inc.; President, Cisco-Linksys LLC ..................................48

Homeland Security and the Private Sector: Enhancing CapabilitiesCharles Wilhelm, Retired Gen., United States Marine Corps, Director of Homeland Security, Battelle Corporation....................................................................................................51

E-Government Innovations in HonoluluJeremy Harris, Mayor, Honolulu, Hawaii ..................................................................................55

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Table of Contents (continued)

Homeland Security, Safety and Economic Development | Conference Proceedings

Established in 1918, The Fox Schoolhas a distinguished tradition ofpreparing business leaders, profes-

sionals and entrepreneurs for successfulcareers. Today, it is the largest, most compre-hensive business school in the GreaterPhiladelphia region and among the largest inthe world, with over 5,500 students, over 150full-time faculty and 42,000 alumni.

Accredited by AACSB International — theAssociation to Advance Collegiate Schools ofBusiness — The Fox School offers BBA, MBA,Executive MBA, International MBA, MBA/MS,MA, MS, and PhD programs on campusesthroughout the region and around the world.The Fox School’s programs continue to beranked internationally and nationally byleading business publications and organiza-tions, such as Computerworld, Financial Times,Forbes, U.S. News & World Report and theEastern Technology Council.

The Fox School is thoroughly committed toproviding a student-centered education andprofessional development relevant to today’sdigital, global economy. That commitment isreflected in its integration of technology intothe curriculum and classroom and in itsencouragement of entrepreneurship andinnovation in business and education. It’salso evidenced by Fox’s global presence andperspective with international programs suchas an Executive MBA program in Tokyo; athree-continent International MBA programin Paris, Philadelphia, Tokyo and Mumbai(Bombay); the International Businessprogram in Rome; and foreign executivetraining programs in China, India, Japan,Israel, Ukraine and other centers of interna-tional business and commerce throughoutthe world.

Supporting and enriching The Fox School’sacademic programs are research and outreachinstitutes and centers such as The Irwin L.Gross eBusiness Institute, Institute of GlobalManagement Studies, Innovation andEntrepreneurship Institute, Advanta Centerfor Financial Services Studies, Center forHealthcare and Research Management,Center for Labor and Human ResourceStudies, Small Business Development Center,and the Center for Competitie Governmentwho organized this summit and broughttogether so many distinguished mayors, exec-utives, and faculty in demonstration of TheFox School’s commitment to scholarship,teaching and service in the practice of publicand private sector management.

The Fox School is one of the 17 schools andcolleges of Temple University. A leader in grad-uate and professional education,Temple is oneof only 148 of over 3,800 higher educationinstitutions in the U.S. designated aDoctoral/Research Extensive university by theCarnegie Foundation for the Advancement ofTeaching.This distinction is based on Temple’srange of programs, commitment to graduateeducation, and the breadth and number ofdoctoral degrees it awards.

Headquartered in Philadelphia, Pennsylvania,Temple is strategically located for corporatepartnerships in a hub of the financial services,healthcare, information technology, pharma-ceuticals/biotechnology, and tourism indus-tries.Temple’s School of Tourism andHospitality Management, affiliated with TheFox School, offers quality undergraduate andgraduate degree programs in sport and recre-ation management as well as in tourism andhospitality management.

The Fox School of Business and ManagementTemple University

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It was a privilege to co-host the Mayor’sTechnology Summit on HomelandSecurity and Economic Development with

the Center for Competitive Government ofTemple University’s Fox School of Businessand Management’s in San Francisco, July 17and 18, 2003.

This Summit, which brought together mayorsand CIOs of major cities, high ranking militaryand civilian officers from the Pentagon, andexecutives of leading IT companies, providedan all too rare opportunity for a substantive

dialogue among public and the private sectorsexecutives on the critical issues of applyingtechnology to enhance homeland securityand economic development while beingespecially mindful of the sensitive and impor-tant issues of the privacy of individuals.

These Proceedings provide a condensedversion of presentations on new technologyand management techniques that will helpmayors prevent, respond to and recover fromterrorist attacks. Continuation of similarundertakings will help prepare mayors andothers directly responsible for the safety ofour cities to better understand the complexissues of homeland security. Such sessionsprovide IT companies with information aboutthe needs of our cities and enable the publicand private sectors to create partnerships thatbenefit all of us.

We were fortunate that Temple University’sCenter for Competitive Government was ourpartner for this Summit. It was the Center’sthird annual meeting following two similarefforts co-hosted by Mayor Rudolph Giulianiof New York City.

We thank the Center for joining with us andhope that it will continue with its importantmissions and organize similar events in thefuture, and I especially urge them to continuetheir productive research on these vitalsubjects.

Sincerely,

Willie Brown, Jr.


A Message from Mayor Willie L. Brown, Jr.

Willie L. Brown, Jr.


Information technology (IT) has been oneof the driving forces of the globaleconomy. Applications in Information

Technology have mostly been focused onincreased economic efficiency and improvedreal-time communication between the publicand private sectors.

The September 11th attacks and the height-ened terror alert have placed created a newpriority in the application of information tech-nology.This summit addresses the importanceof improving homeland security whilecombining public and private sector interestsin a neutral atmosphere that focuses onsubstance and issues, not self-interest.

The greatest effort in improving HomelandSecurity and mitigating the risk of otherterrorist activities can be achieved by forminga working partnership between the publicand private sectors.This Summit facilitatesthe collaboration between Federal, State, andlocal governments with private sector tech-nology firms who operate only on the cuttingedge of information technology.Thefollowing presentations feature best practicesin defense, safety, and homeland securityused by the public sector and military, as wellas the newest breakthroughs in technologythat can be readily implemented at all threelevels of government.The Center forCompetitive Government brings togetherthese leaders in government, business, andacademia to share information and exchangeideas in an unbiased environment.

I am certain that Information Technology willbecome more critical as we continue to facethe most important issues of public safety andterrorism.The Center for CompetitiveGovernment will continue to stay on the fore-front of this knowledge development.

I want to thank Dr. Simon Hakim andHoward A. Cohen for their vision and effortsto produce this important volume and thankTemple University and the staff of the FoxSchool for their support.

Best regards,

M. Moshe Porat, PhD, CPCUDean and Joseph E. Boettner Professorof Risk and Insurance

Dean’s Letter

M. Moshe Porat, Dean of The Fox School ofBusiness at Temple University.

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The Center For Competitive Government

Temple University’s Center forCompetitive Government is a preemi-nent resource for federal, state and

local governments seeking to understand andimplement best management practices and e-government strategies. It specializes inapplying contemporary economic andmanagement models to public sector prob-lems and is becoming an international centerfor information about the management oftechnology to improve constituent servicesand reduce the cost of government.

To facilitate the development and growth ofbetter practices, the Center conducts policy-oriented research, engages in consulting proj-ects, develops databases, organizesconferences, and publishes reports, books, andarticles related to the application of privatesector principles to public sector problems.TheCenter has substantial experience inconducting and analyzing data from large-

scale surveys for various public and privateentities and has conducted specific studies ontopics such as: privatization of police, correc-tional institutions, welfare services and airportmanagement; public-private partnerships infree trade zones; and private toll roads.

The Center has obtained grants and hasorganized eight academic and professionalconferences, including the highly successful“Making Government Work Conference,”hosted by the city of New York and under-written in 2000 by PricewaterhouseCoopersEndowment for the Business of Government.The Center maintains working relationshipswith organizations such as the Council forPublic-Private Partnerships, ManhattanInstitute for Public Policy, National League ofCities, Milken Institute, National GovernorsAssociation,Volunteers of America, and withmayors and governors throughout the UnitedStates and around the world.

Paul J. Andrisani, PhD,Founding Director

Professor of management Paul J.Andrisani hastaught at Temple University since 1974.AsDirector of the Center for Labor and HumanResource Studies, he specializes in humanresource management and labor marketeconomics. His research focuses on the labormarket experiences of special groups in theAmerican economy, among them older workers,minorities, women, veterans, and persons withdisabilities. He has also conducted considerableresearch on the economics of discrimination inemployment and credit markets. His research

has been funded by many government, educa-tional and private organizations, published innumerous academic journals, and presented tovarious societies and professional associationsand to senior management and board commit-tees of numerous companies and governmentagencies. He has testified before Congress onissues of human resource management andlectured extensively throughout the U.S. andabroad. He has served as a consultant to majorcorporations, government agencies, and govern-ment entities. He holds a BS and MBA from theUniversity of Delaware and earned his PhD inmanagement science at Ohio State University.

Simon Hakim, PhD, Director

Professor of economics Simon Hakim hastaught at Temple University since 1974. Hisresearch focuses on analysis of criminalbehavior, police operations, and privatization ofpolice and correctional institutions.

He is co-author of Securing Home and Business: AGuide to the Electronic Security Industry and co-editor of 11 books, mostly on privatization ofstate and local government. He was the editorfor a book series on privatization of state andlocal services published by GreenwoodPublishers. He has published over 50 scientificarticles on crime and security in leadingeconomic and criminology academic journals

and more than 60 articles in trade magazines forgovernment, and the security and insuranceindustries.(see www.fox.temple.edu/~shakim)

Hakim is often interviewed, and his researchfindings quoted, on national TV and in majornewspapers throughout the nation. He hasconducted funded research projects fornumerous government agencies and for majorinternational companies.

He holds a BA in economics from HebrewUniversity, an MS in city and regional planningfrom the Technion, Israel Institute of Technology,and earned MA and PhD degrees in regionalscience from the University of Pennsylvania.



Willie L. Brown, Jr.

Elected as mayor of San Francisco in 1995,Willie L. Brown has shown continued vitalityand economic energy in uniting SanFrancisco’s ethnically diverse neighborhoods aswell as the burgeoning business community.

As mayor, he has continued his career-longcommitment to civil rights and higher educa-tion, notably by designating the address ofrefurbished City Hall as Dr. Carlton B.Goodlett Place, after the recently deceasedSan Francisco NAACP Chapter president andcommunity activist. During the renamingceremony and in front of a crowd of 7,000people gathered at the 13th annual MartinLuther King Holiday rally, Mayor Brownrestated his dedication for the betterment ofeducation, continued fight for civil rights andvowed to continue representing all of theminority groups that make up San Francisco.

He has championed and signed legislationrequiring all companies doing business withthe city to grant equal benefits to theirworkers’domestic partners. His administra-tion continues to work toward guaranteeinguniversal health care for its 130,000 residents

currently without medical coverage.

Throughout his tenure in public office, MayorBrown has been a tireless advocate for affirma-tive action. Prior to being elected mayor, heserved a total of 31 years on the CaliforniaState Assembly. In 1980, he was electedspeaker of the assembly, a position of powersecond to only that of the governor and a posi-tion he held for an unprecedented 15 years.

As a state assemblyman, dozens of his billsbecame law including, bills that requested theUnited States Congress to grant citizenship toFilipino veterans of WWII and the mostcomprehensive education reform andfinancing bill.

Mayor Brown has a BA from San FranciscoState University and a JD from the HastingsCollege of Law. He was admitted to the StateBar of California and built a thriving law prac-tice. He has received numerous honorarydegrees from Morehouse College, San JoaquinCollege of Law, California College of PodiatricMedicine, Atlanta University, WilberforceUniversity and Crown College, University ofCalifornia, Santa Cruz.

M. Moshe Porat, PhD, CPCU

Dr. M. Moshe Porat is the dean of The FoxSchool of Business and Management anddean of the School of Tourism and HospitalityManagement at Temple University. He is alsothe Joseph E. Boettner Professor in RiskManagement & Insurance and the formerchairman of the Risk Management, Insuranceand Actuarial Science department.

Prior to his academic work, Dr. Porat servedas deputy general manager of Ihud InsuranceGroup, a large international risk managementand insurance firm and as an economic andfinancial consultant. Dr. Porat authoredseveral monographs and numerous articleson captives and their use in risk manage-ment, self-insurance and other financialtopics. He serves on the Board of Directors ofPenn-America Group Inc., and GlobalTechnologies, Inc., and is a Board Member ofAmerica-Israel Chamber of Commerce, thePhiladelphia Workforce Investment Board,

The Pennsylvania Economy League and HighTech High Charter School.

Dr. Porat has received several awards forexcellence in research and economic andinternational business initiatives. In 1998, hereceived the Philadelphia Mayor’s Citation forhis activities in connection with internationalprograms.The Academy of InternationalBusiness for his leadership and contributionsto international business programs andresearch selected him as the 2001International Dean of the Year. He was alsoawarded the 2002 Adam Smith LeadershipAward for Academic Excellence andEducational Leadership by EconomicPennsylvania.

He received his undergraduate degree ineconomics and statistics from Tel AvivUniversity and his MBA from the RecanatiGraduate School of Management at Tel AvivUniversity. He earned his PhD degree fromTemple University.

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These Proceedings exhibit the presenta-tions of mayors, CIOs, and executivesof technology companies at the Third

Annual Mayors’Technology Summit that tookplace in San Francisco, July 17 and 18, 2003.Then Mayor Willie Brown Jr. hosted theSummit that was organized by ProfessorSimon Hakim of Temple University’s Centerfor Competitive Government “CCG”andAssociate Dean Howard A. Cohen, of Temple’sFox School of Business and Management.Former Secretary of State George P. Shultzwas a keynote speaker at the Summit that wasattended by mayors, CIOs, directors of home-land security for the State of California,Generals of the Marines Corps, ranking offi-cers of the Coast Guard, and officials from theU.S. department of Defense, executives of theCity of San Francisco, and leading multina-tional and technology companies, includingBattelle, Ciber, Cisco Systems, Hansen,Bechtel, Integraph, SBC,Voyager Systems,Accenture, Citynet Telecommunications,Extreme Business Solutions, Human Vision,and PlanGraphics.

This Summit continued the work of our 2000and 2001 Summits that took place in NewYork City hosted by then Mayor RudolphGuliani.The 2000 Summit dealt with bestmanagement practices of municipal services,and the 2001 summit was devoted to bestpractices in e-government. Sponsors included,among others, the New York Stock Exchange,Cisco Systems, AOL-Time Warner, IBM’sCenter for the Business of Government andEnterasys Networks.

CCG deals with improving the work ofgovernment, including the introduction ofbusiness practices to the public sector. Weanalyze best practices and managerial andtechnological innovations, including the suit-ability of competitiveness, managed competi-tion, privatization and public-privatepartnerships. We implement economicmodels that will achieve greater efficiency inthe use of resources, and research hasincluded innovations in police and crimecontrol, privatizing the liquor industry inPennsylvania, reducing congestion on the 911lines, the introduction of competition to thedelivery of adoption and foster care services,and privatization of water and wastewaterfacilities. Our basic finding is that greater effi-ciency often can be achieved by shifting fromgovernment monopoly to competitivenessand greater free choice by citizens, consumers,and constituents. Enabling consumer sover-eignty in the choice of vendor should bepreferred to government choice throughauctions to private companies seeking toreplace government in the delivery of services.

Our studies also have shown that some publicservices, like police response to emergencycalls and adoption and foster care servicesachieve greater efficiency and equity whenmarket forces are included in the process.

Today all three levels of government areessential to providing homeland security.Senator Rudman’s 2003 report, HomelandSecurity Grossly Underfunded, claimed “…the US is dangerously unprepared for anotherattack … The nation’s preparedness forterrorism is not much better (in 2003) thanthey were in 2001.” The report focused on

Professor Simon Hakim, PhD

IntroductionSimon Hakim, PhD, Director, Center for Competitive Government

Howard A. Cohen, Associate Dean, The Fox School of Businessand Management

Hakim/Cohen | Foreword

insufficient funding, and suggested spendingan additional $98.4 billion over a five yearperiod.The report noted that federal, state andlocal spending on homeland security for firstresponders needed to triple to reachminimum acceptable level.

However, the answers are not merely fundingincreases. Rather, it has beennecessary to introduceincentives for private firmsto enter the “business ofhomeland security.” Similarto other public industries it isimperative to considerpublic-private partnershipsand exposure to marketforces in the production anddelivery of services while stillmaintaining governmentresponsibility. In addition tothe supply of services andequipment, we need todevelop innovative fundingschemes that are common inprivate markets to attractprivate participation infunding and production of such vital services.This is exactly the focus of our Center forCompetitive Government; our mission is to

research managerial and technological inno-vations that can be adopted by government toenhance homeland security.

The San Francisco Summit was part of thateffort. We learned about innovations in thepublic and private sectors to improve servicedelivery in homeland security and public

safety. Our Summitexposed the need to:l Facilitate further contact

between the public sector consumers of technology and the private providers of technology.

l Strengthen the triangle ofpublic-private-academia to develop managerial and technological ideas inall areas.

l Introduce new technolo-gies in homeland security and public safety, espe-cially in communications and monitoring.

l The following presentations are an effort tocontinue this most essential work.

On the steps of City Hall (left to right): Manny Menendez, Mayor John Marks, Lewis Loeven III,Simon Hakim, Galia Hakim, Rachel Porat, Mayor Jeremy Harris, M. Moshe Porat

Our basicfinding isthat greater

efficiency often can be achieved byshifting from govern-ment monopoly tocompetitiveness andgreater free choice bycitizens, consumers,and constituents.

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We’re here because we have poten-tially a huge problem and aretrying to address it. I think there is

a lot to worry about and a lot to do, but I alsothink that there are some good signs, and it isa mistake to be totally gloomy, that we haven’tdone enough and so on.

First of all, attitudes matter a lot. The factthat we’re having this conference, we’veheard about Seattle and Chicago and theirefforts — I was pleasantly surprised to hearwhat DoD is prepared and organized to do.I put a lot of importance on attitude. I havebeen in the construction business, and a jobsite is inherently unsafe, people are prone to injuries. The company that I have beenassociated with, Bechtel, thinks it’s ournumber one thing to worry about. If you

walk onto a Bechtel job site the first thingyou see is a big sign about safety; it’s thereevery day. It’s the kind of problem you don’tsolve — you work at it constantly. The resultis that we run jobs that set records for nolost time due to accidents.

A lot of homeland security is attitude — beingconscious of things. When I was Secretary ofState we had problems and we got our secu-rity apparatus geared up. We found out whatcould be done, got people to be more alert.There were quite a few terrorist incidents thatwere prevented because people saw thingsbefore they happened.

There is a tendency to think in terms of:What do we do when we get hit? That’sunderstandable, but that’s not the mentalitythat you want.You want to say: We’re goingto find out what might happen and stop it.Because with the kind of weapons that arearound, the damage that can be done, youdon’t want to get hit. The war on terrorism isabout prevention, and that’s what our mili-tary is doing for us.

Let me say a word about technology. I thinkattitude, a sense of importance and need, hasan impact on what the scientific communityproduces. I was fascinated to read about Dr.Todd Ritter at MIT. He has created new sensortechnology that identifies pathogens quicklyand without false positives. Now, that’s a bigthing. He may not have realized what he hadunless he had the problem on his mind that, ifyou get hit with pathogens, you want to knowwhat they are and have an antidote that canbe distributed widely.

That’s an example of what can happen. TheAmerican scientific community is ingenious,and a lot of it stems from the Department ofDefense research group, which performs andsponsors basic research. It has paid off hand-somely for our military, and the rest of ushave also gotten huge benefits — such as theInternet. We will continue to see importantinnovations come out of our labs, and theywill be produced by a consciousness of need.

I recount these to underscore that success ispossible. I see too many people mopingaround, saying,“Oh, my gosh. It’s inevitable— we’re going to get creamed.”It is not


Reflections on Homeland SecurityGeorge P. Shultz, former Secretary of State, Thomas W. andSusan B. Ford Distinguished Fellow, Hoover Institution

George P. Shultz served as the 60th U.S.Secretary of State from 1982 - 1989.Following his government service, he joinedStanford University as the Jack Steele ParkerProfessor of International Economics at theGraduate School of Business and a distin-guished fellow at the Hoover Institution.Prior to his appointment as U.S. Secretary of

State, Shultz was chairman of President Ronald Reagan’s EconomicPolicy Advisory Board and Secretary of the Treasury. He served inthe administration of President Richard Nixon as Secretary of Laborand was then appointed director of the Office of Management andBudget. He left government service to become president and directorof Bechtel Group.Currently he is a member of the board of directors of Bechtel Group,Fremont Group, Gilead Sciences, Unext.com, and Charles Schwab &Co. He is also chairman of the International Council of J. P. MorganChase and on the advisory committee of Infrastructureworld.Shultz graduated from Princeton University, receiving a BA ineconomics. He also earned a PhD in industrial economics from theMassachusetts Institute of Technology and holds honorary degreesfrom the Universities of Columbia, Notre Dame, Loyola,Pennsylvania, Rochester, Princeton, Carnegie-Mellon, City Universityof New York,Yeshiva, Northwestern,Technion,Tel Aviv, WeizmannInstitute of Science, Baruch College of New York, Hebrew University ofJerusalem,Tbilisi State University in the Republic of Georgia, andKeio University in Tokyo.

biography

inevitable, and we don’t want to take that attitude.

When I became Secretary of the Treasury theSecret Service reported to that position. Sothey came in and the head ofthe Secret Service said, “Mr.Secretary, I have to tell youthat we will do everything wecan, but in the end, it’simpossible to protect thePresident 100%.” I said,“I don’t want to ever hearyou say that again.Your job isto get 100%. That’s got to beyour attitude. You tell me thatin the end you can’t really doit? You’re already coppingout.” We have to have theattitude that if we organizeourselves right and weinteract right we can identifythings before they happen.

Of course if something happens we need tobe able to respond and we need to trainourselves for that. For a quarter of a century ormore, our country has been attacked byterrorists in barracks and embassies. Our civil-ians have been attacked — mostly abroad.We’ve done a few things, but the reality is thatwe have done nothing effective about it. All ofa sudden on September 11th we awakened tothe fact that they’re at war with us. So we’re atwar with them.

We’ve had the idea that we need effective lawenforcement, but that doesn’t work on thisproblem. Look at the World Trade Centerbombing in 1993. It was only a few monthsago that finally the perpetrator of that attackwas properly convicted. It took all that time.That’s not effective in stopping these events.

War is different from law enforcement. Lawenforcement is passive: You wait for someoneto commit a crime, you catch that person, tryhim, and put him in jail. War is active: We goget them before they get here. It also involvesdefense, which is also active in that it takessteps to prevent things from happening.Prevention is now the name of the game.

Prevention relies on intelligence; we needwonderful intelligence. Our ability to stopweapons proliferation is key in preventingmajor attacks here. So attention to whatcomes in at our docks, for instance, is veryimportant. Find out about it before the shipgets here — not after.That’s prevention.

If you manage a city and somethinghappens, how do you organize? There shouldbe somebody of stature in charge. I was inNew York a few months ago. The mayor senttwo people — one was the person in charge

of antiterrorism in NewYork City, a retired Marinegeneral. I listened to himtalk and thought: He’s atake-charge guy; heknows what he’s doing.This is a man of staturewho understands thenature of this beast andwho can work at it. Theother person, a retiredCIA officer, was theirintelligence person. Theyhave people around theworld and are active inthe intelligence network.That’s very important, to

have somebody in charge and to tap intointelligence.

The people in charge need to access techno-logical, managerial, and intelligence develop-ments, because they are evolving. We’re goingto see are all kinds of useful things, and it’simportant to be alert to those developments.No doubt the organizations involved — thefederal organizations, the Homeland SecurityDepartment — can disseminate this informa-

Shultz | Reflections on Homeland Security

George Shultz and Mayor Willie L. Brown, Jr.

As we buildhomelandsecurity from

the cities up as well asfrom Washingtondown, we ought tohave a mentality thatwe are not just waitingfor something tohappen.

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tion, but it’s good to have local people capableof receiving it.

Obviously it is very important to collaboratewith first responders and assure that theywork effectively together.You don’t find outabout that unless you practice. It reminds meof my confirmation as Secretary of State,when all these smart Foreign Service officerssubjected me to tough questions. I didn’t likeit, but I did it. And I was glad I did it.

Before most of you were born I served in theEisenhower administration, in the days whenpeople paid attention to security threats andhad exercises. All of us had to take part. I wasan economist and said to myself,“What am Idoing this for?” So a meeting was called, andwho should appear but President Eisenhower,who said,“What you’re doing is practicing aplan. We’re seeing how we carry it out andwhat the bugs are, but if you get it into yourhead that you just follow the plan you aregoing to lose — because as soon as actionstarts, the underlying situation will bedifferent than you assumed. And if you aren’tquick enough to adjust, you won’t do well. Soit’s important not to be locked to a plan but toa process.The process shows you what thevariables are and how to adjust.” That’s thekind of thing we ought to keep in mind.

This is the same — try things out and see howwell coordinated you are.Then you figure out:

I don’t have this and that, and there arecertain things I’m entitled to have from thefederal government or the state. If we’re goingto get our share we have to be aggressive. Wearen’t spending enough money on thissubject by quite an order of magnitude. Ourcities deserve more and we’re going to have todo a little effective lobbying.

I want to underline this with a few things thatwere identified in the report “EmergencyResponders: Dramatically Underfunded,Dangerously Underprepared.” On average —this is not saying any particular place — firedepartments have only enough radios toequip half the firefighters on a shift andbreathing apparatus for only one-third. Only10% of fire departments in the United Stateshave the personnel and equipment torespond to a building collapse. Police depart-ments do not have the protective gear tosafely secure a site following an attack usingweapons of mass destruction. Public healthlabs lack basic equipment and expertise toadequately respond to a chemical or biologicalattack. As an aside, the recent SARS episodetaught us a lot. We saw the value of theCenters for Disease Control and the WorldHealth Organization. We saw their compe-tence and probably sensed that they areunderfunded.

Most cities do not have equipment to deter-mine what kind of hazardous material emer-gency responders may face. Nearly half of localhealth departments have no epidemiologist onstaff and 75% of state laboratories report beingoverwhelmed by too many testing requests. Inbrief, that is what the task force found, basedon a survey. It is a devastating indictment —we should move on these things.

Concluding, threats are focused. As we buildhomeland security from the cities up as wellas from Washington down, we ought to have amentality that we are not just waiting forsomething to happen. We have to be part ofthe intelligence network, to collect andconnect the dots so that we prevent as well asequip ourselves for whatever might happen.

Attitude is the beginning. Attitude is impor-tant, so hats off to Mayor Willie Brown, toTemple University, and to all of you attendingthis conference on a subject that reallymatters.Thank you.

Shultz | Reflections on Homeland Security

Left to right: Simon Hakim, Galia Hakim,Charlotte Shultz, Secretary George Shultz,Rachel Porat, and Moshe Porat.


Iwill go through some of the things that weused during TopOFF, the NationalResponse Plan exercise conducted in

Seattle and Chicago in May 2003, that assistedin the planning, operation and, in some cases,after-action.

Just a little bit about TopOFF.The exerciseshared by Seattle, the State of Washington andKing County — as well as Chicago was anextremely ambitious undertaking. Frankly, Ithink it exceeded everybody’s ability, becausewe couldn’t devote enough time to thescenario, but also because of the complexity ofdealing with an event that’s never happenedbefore. It involved a dispersion devicecommonly known as a dirty bomb — conven-tional explosives mixed with radiologicalmaterial, that can cause if not a lot of deaths,considerable angst and cleanup costs.

To prepare, we formed a planning team and itsoon became apparent that we were dealingwith a tremendous number of entities. In theprivate sector we dealt with the Bank ofAmerica, Burlington Northern Railroad,Starbucks,Tully’s, Safeco Field, the Red Cross,and all of the hospitals and ambulancecompanies.The private sector participantswere primarily those adjacent to the site of theexercise or those helping to conduct the exer-cise. We did not involve the private sectornearly to the extent that they would beinvolved if an incident like this really occurred.I’ve heard the figure used that 85% of the crit-ical infrastructure in this country is controlledand owned by the private sector. So while wein the government have the responsibility ofkeeping the community and our way of lifesafe, we need that 85% working with us.

As far as the government participants, I didn’tknow there were that many federal agencies;we had acronyms that I hadn’t come acrossbefore. We had our own Sound TransitAuthority. We had state and county and localhealth, Department of Energy, Coastguard,FBI, Metro, Department of HomelandSecurity, FEMA, and I don’t know how manyothers involved. It presented a real challengeto the local planners as well as their federal

counterparts just to keep everybody on thesame page. Given the magnitude, I think weall did a pretty good job.

One thing we found is that first respondersand the people they work for, which is thepolitical system and support agencies, have tobe trained together. We are quite familiar withtesting police and fire response in incidents,and we’ve done tabletop exercises in whichwe tested emergency management inrecovery from an earthquake or somethinglike that. But in the case of terrorism, whereyou’re mixing bad guys in with the destructionthey perpetrated, you’re combining the entiregovernmental system and all of the privatesector non-profits.That’s not going to worksmoothly, even if we practice every day. Butevery little improvement saves lives, dollars,and gets communities back on their feet thatmuch quicker.

An exercise like TopOFF is not a place to testnew technologies.The exercise was designed

Lessons from TopOFF, Seattle’s TerroristResponse ExerciseBrent Wingstrand, Assistant Chief of Police, Seattle, Washington

Assistant Chief Brent Wingstrandcommands the Emergency PreparednessBureau, which consists of the EmergencyManagement Operations, Homeland SecurityProgram, and Arson/Bomb squad.Assistant Chief Brent Wingstrand is a 34-year veteran of the Seattle Police Department.He has previously commanded a wide variety

of police functions, including: Juvenile, Gangs, the East Precinct,Domestic Violence/Special Assault, Internal Investigations,Metropolitan, Operations Executive Admin, and Violent Crimes. ChiefWingstrand has commanded the Emergency Preparedness Bureausince October of 2002.This bureau was created in April of 2002 andhas citywide responsibility for prevention, preparedness, response,mitigation, and recovery regarding all disasters, including terrorism.The Emergency Preparedness Bureau formed the core Seattle planninggroup for the Top Off 2 national terrorism exercise.Chief Wingstrand is a graduate of Seattle’s Advanced Managementprogram and has an AA in Law Enforcement from Green RiverCommunity College and a Bachelor’s degree from the University ofPuget Sound in Public Administration.

biography

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to test the systems that we have now, and thepolicies and procedures were clearly going tohave failures along the way. In TopOFF currentand new applications of existing technologywere used with mixed success.

The planning group had our informationtechnology section create a specific TopOFF e-mail account so that people within the plan-ning group could access, read, and respond toa core of information. Federal and state plan-ners throughout the nation could send e-mailto that address and have it acted upon. Oneproblem was that this created another placefor people to have to look to see what waswaiting on their plates.The sergeant who wasinvolved in everything anddid a magnificent job, wasgetting about 50 TopOFF-related e-mails a day to herregular account, anotherhuge number coming to theTopOFF account, and therewas also a third location.

Another problem was thatthe TopOFF e-mail accountwas set up to record onlythe fact that an e-mail wasopen, not who had openedit. So you didn’t know whohad seen it, leaving thechain of command with thequestion: “Okay, doeseverybody know about this?”A lot ofmessages then got circulated a second time.So there clearly is room to improve theexchange of information.This is clearly withinour capability.

A secure portal was set up to keep TopOFFconfidential because it was a limited-noticeexercise. We didn’t want the world to knowthe script, and a secure portal was a good ideabut it also added to the work.The adminis-trator for the site could restrict access tovarious subcomponents on the site, so some-body would go in to start working on some-thing and they could get four documents intoit and then be denied access to a fifth. So thesecure portal made it difficult to be sure thatpeople had the access they needed. Also,passwords expired on a revolving basis. In themidst of all of the other work going on, youwould find that your password had expiredand you would have to renew it.

Another tool was the master scenario eventslist, the second-by-second script for how the

event would go from beginning to end.Thetool was not fully developed, so there wereproblems with entering information. In addi-tion, the tool was abandoned when a newsubcontractor took over in the middle of theexercise and used a different tool.

So from the standpoint of putting the scenariotogether, it is necessary to assure that the soft-ware has all of the bugs worked out or plan-ners will waste a lot of time.The problem isnot technology but a lack of training, notenough familiarity with, or inappropriatelyusing, the technology. If it’s a new product, itmay not be fully developed.That’s somethingthat we must deal with.

I’ve been trained in ProjectOffice twice. I couldn’teven log onto that systemtoday because I haven’tused it in three years. Muchof the problem we have isdealing with the amount oftechnology that’s pouringout at dinosaurs like me. Iteither becomes over-whelming or you don’thave time with everythingelse going on to gainexpertise. So while ProjectOffice looked like a greattracking tool, we aban-doned it. Primarily, we had

insufficient administrative support to keep itgoing.

Another problem: early in the exercise wesaid,“We need to control the plume from thisexplosion,”because we were going to havean explosion occur just south of downtownSeattle. If we didn’t script it so that the plumewould be carried a certain way, then all of ourgovernment buildings would have beencontaminated and we’d have had to closedown operations, a complication we didn’twant to address in the exercise.

We developed a plume model, plugging indata to get the approximate results that wewanted. When the exercise was carried out,other agencies brought in their plume models.While I’ve not heard that any of the modelswere wrong, it’s like climate forecasting —little variances in the data gave differentresults, and those differences caused a realbreakdown initially.

I want to cover some of the elements of theexercise that worked very well. Instant ID, a

Wingstrand | Lessons of TopOFF, Seattle’s Terrorist Response Exercise

One thing thatis reallyimportant

for mayors or chiefexecutive officers:how your peoplerespond in a disasteris going to be tieddirectly to how yourespond.

Wingstrand | Lessons of TopOFF, Seattle’s Terrorist Response Exercise

system that allowed us to create credentialsfor people on site in two minutes. Using adigital camera, we could take the picture, printit out, laminate it, and have their photographand name on a visible ID they could wear.Youwere able to verify, from a list of authorizedpeople, that you in fact have those people. It’sgreat: we’re going to use it at other events.

We used Art View in digital photography to domapping and site overviews for the work,Excel spreadsheets for all kinds of differentprojects, and PowerPoint — a lot of peopleused PowerPoint all during planning to coor-dinate and demonstrate.

Video was a big success. We hooked up juststandard video for the Virtual News Networkthat was kept separate from the real media.We made good use of it. We also had livevideo feed into our command centers. We hada two-way Business Emergency Networkthrough which businesses could access infor-mation on the city’s site and then disseminateit to their people.The network also served as afilter for information coming back in. It wasmuch more timely than relying on virtualnewscasts. It had a lot of bugs, but we’reworking on it — a big-time program.

Video teleconferencing was very important.People need their mayor, governor, executiveor whatever close at hand, but these individ-uals also need to meet with each other.Videoteleconferencing, set up from all the emer-gency centers, worked wonderfully to keeppeople where they were needed, yet let themmeet with their counterparts.

We had no problems with the phone system.Nextel brought in a COW — a cell onwheels, to support the cellular phone activity that increased because of the exercise.

One thing that is really important for mayorsor chief executive officers: how your peoplerespond in a disaster is going to be tieddirectly to how you respond. If you arefamiliar with the systems in place it will showto the people around you, and they will

perform better. Mayor Nickels of Seattle, to hisgreat credit, came down to our emergencyoperations center, put himself on the line tolook silly if he made bad decisions, and testedhimself. He asked tough questions and wassubjected to tough questions. When the exer-cise took place, he was on his toes. And thepeople in our emergency operations centerknew it, and they all performed better becauseof it. I know you’re all very busy, but if youhave emergency operations systems in place,take the time to get training in them.

One more thing — Yogi Berra said the futureain’t what it used to be. It’s not, and we’re theones that have to figure out what it is going tobe.Technology is going to take the lead, andwe need to do our part to figure out how tocome up with effective solutions and systemson the limited resources that we have.

Mayor Patrick McCrory and Mayor Willie L.Brown, Jr.

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It’s a terrific opportunity to be here and totalk to you. I’m particularly pleased tonote that Temple University is associated

with this. I was a student at Temple Universityfor three semesters before I got drafted intothe Army. I have a fond spot in my heart forTemple University.

Homeland security and homeland defense arenot interchangeable terms. Homeland securityis a concerted national effort to preventterrorist attacks, reduce our vulnerability toterrorist attacks, and assist in the recoveryfrom them should they occur. Homelanddefense is the protection of the United Stateand its domestic population from externalthreats and aggression.

Now, external threats and aggression can

manifest themselves internally — that’s whathappened on September 11th. So that doesnot mean that we aren’t concerned about that.But it’s a distinction that we in the Departmentof Defense have to maintain as we look at ourrole in the overall national effort.

The national objectives outlined in thePresident’s Strategy on Homeland Securityare prevent, reduce, and minimize damage.The Department of Defense plays a role ineach of these critical mission areas.

We have two major bodies — the NationalSecurity Council and the Homeland SecurityCouncil.The policies, discussions, and deci-sions which result in recommendations to thePresident come through these two forums. Inthe Department of Defense, we end upworking both sides of that equation. On thehomeland defense side, we’re working withthe National Security Council, the Secretary ofDefense is a member of the Council, and onthe homeland security side, we provide civilsupport as a member of the HomelandSecurity Council.

The fundamental difference between home-land security and homeland defense for DoD isthat homeland defense refers to the missions ofthe Department of Defense and traditionalmilitary chain of command — from thePresident to the Secretary of Defense to thecombatant commander, Northern Command.

On the homeland security or civil supportside, DoD principally supports another federalagency. We envision domestic authoritiesperforming domestic security — we in theDepartment of Defense do not want to be thenation’s internal security force.The role of themilitary in internal security has traditionallybeen limited, and that has served us well overthe last 228 years.

Enhancing capabilities at the lowest level ofgovernment is very important. Just as all poli-tics are local, all disasters are local. It’s going tobe first responders that are going to have tohandle the situation. We want them to havethe best capability in terms of training, tactics,

The Department of Defense in HomelandSecurity and Homeland DefensePeter Verga, Principal Deputy and Assistant Secretary forHomeland Defense, United States Department of Defense

Since January 2002 Peter Verga has been theDOD Special Assistant for Homeland Defensewhere he directs the DOD Homeland SecurityTask Force.He is a retired U.S. Army officer with over 26years of service in various capacities includingOperations Directorate of the Joint Chiefs ofStaff, as Deputy Under Secretary of Defense

(Policy Support), Deputy Under Secretary of Defense (PolicyIntegration), Deputy Director for Emergency Planning in the Office ofthe Secretary of Defense, Deputy Director of the Office of EmergencyOperations of the White House Military Office, White House StaffSpecial Assistant to the Assistant to the President for Managementand Administration.He has been awarded the Defense Distinguished Civilian ServiceAward, the Defense Meritorious Civilian Service Award, the CombatInfantryman’s Badge, the Defense Superior Service Medal, the Legionof Merit, four Bronze Star Medals, the Purple Heart, three DefenseMeritorious Service Medals, 21 Air Medals, and the PresidentialService Badge, among others.He holds a BS in public administration from the University of La Verne and a MS in public administration from Troy StateUniversity. He is also a graduate of the U.S. Army Command andGeneral Staff College.

biography

Varga | The Department of Defense in Homeland Security and Homeland Defense

techniques, procedures, and equipment, sothat they are not dependent on federalresources or ultimately Department ofDefense resources.

General Buck Bedard and the great MarineCorps team that’s out here working with SanFrancisco are carrying out that part— helpingwith tabletop exercises, things that theDepartment of Defense does well — training,exercising, planning, coordinating — that’swhat we’re trying to pass on to the differentlevels of government.

Quite frankly, we may be engaged overseasdefending the country, and that’s why weneed state, local and other levels of govern-ment to be well prepared.That’s particularlyimportant when we talk about low-density,high-demand military assets. SecretaryRumsfeld calls them things we didn’t buyenough of. And we are constantly balancinglow-density high-demand items — wherethey’re deployed, how they get utilized.

When we deployed to Iraq before the war, wesent assets overseas that might have beenneeded in the United States should an emer-gency have occurred. We had to balance whatwas available there with what was availablehere.That’s one of the main functions ofGeneral Bedard and the operations deputiesof the different services, recommending to the

Secretary about what goes where and theforce structures.

This is how we see this all fitting together —homeland security, the overarching leveleffort, the Department of Defense homelanddefense mission and civil support mission.Again, the main thing to remember is that inhomeland defense, overseas DoD is in thelead. In civil support, we’re in the support ofanother government agency.

You will notice that there is military support tocivil authorities, which is DoD-speak forcivilian assistance; homeland defense; in thecenter is emergency preparedness; and thenthe homeland security national mission.

There are lots of overlaps. Military operationsagainst non-state actors and overseas — suchas what’s going on in Iraq — contribute tohomeland security. As a matter of fact, themain DoD contribution is the global war onterrorism. We want to fight people overseas sothat they can’t strike us at home.That’s ourmain mission. People ask how much is DoDspending on homeland security. It’s about 400billion dollars a year — every cent that wehave is spent to keep the American people safein their homes.That’s what DoD is all about.

Military activity inside the United States canbe routine, temporary, emergency, or extraor-dinary. Routine is what goes on every single

Left to right: Manny Menendez, Simon Hakim, Mayor Pat McCrory, Mayor Willie L. Brown, Jr., Mayor John Marks, Mayor Jeremy Harris, Moshe Porat, and Howard A. Cohen.

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day in terms of the defense of our nationinside the United States — maritime surveil-lance, air surveillance.That’s going on all thetime, plus all the training and exercises likethe one to be conducted in San Francisco.

Temporary operations involve militarysupport during a limited event. The typicalexample is the Olympics — where the mili-tary supports civilian agencies. From ourperspective, temporary operations are easy toplan because we know theduration. When the winterOlympics were going on inSalt Lake City, we hadmore soldiers in Utah thanwe did in Afghanistan andwe had just started militaryoperations in Afghanistan.But we knew how long theOlympics would last andexactly what support wasneeded.

Emergency operations aretypically inside the UnitedStates — fires, floods,hurricanes, natural disas-ters. The military supportscivil agencies that havetaken the lead in thedisaster. Typically it is theFederal EmergencyManagement Agency, what is now theResponse and Recovery Directorate of theDepartment of Homeland Security. If a lot ofmaterial needs to be moved coast to coast,the military has the Air Force. If there is animmediate need for beds, blankets, tents,logistical support, it is available from theDepartment of Defense.

Most emergency operations are in support ofanother federal agency and they’re done on areimbursable basis under something calledthe Economy Act. Congress does not appro-priate money to the Department of Defensefor disaster relief operations — they appro-priate that money to another federal agencylike FEMA. If they want us to support them,they have to pay for it and we are not a cheapway to do business.

We chose the word “extraordinary” to describethose operations in which the Department ofDefense would apply military combat powerinside the United States. So an attack likeSeptember 11th is exactly what we’re talkingabout.You would use DoD combat power to

take care of a hijacked aircraft that was beingturned into a weapon — a pretty extraordi-nary circumstance. We also have specializedcapability for dealing with improvised nucleardevices and things like that.

We have done some reorganization within theDepartment of Defense. We proposed toCongress that a new Assistant Secretary ofDefense be authorized and appointed. He isthe Honorable Paul McHale, a former

Congressman fromPennsylvania and a MarineReserve Officer. He is thefirst Assistant Secretary forHomeland Defense, super-vising all homeland defenseactivities within theDepartment. Anotherimportant function is toadvocate homeland defenserequirements in theDepartment’s resource allo-cation process. Homelanddefense, while it is vital, isnew in terms of descriptionsand budgeting. So when theCommander of NorthernCommand comes up with arequirement, he needssomebody in the Office ofthe Secretary of Defense

who will act as an advocate.That’s exactlywhat we do. When we decide we want to domore exercises and need additional resources,that’s how we would request them.

The other major organizational change wasthe establishment of United States NorthernCommand, which had been in the works priorto September 11th.The attack just reinforcedthe wisdom of making this change.Thecommand is headquartered in ColoradoSprings, Colorado under four-star GeneralRalph Eberhardt.The mission is to deter,prevent and defeat threats and aggression, atypical combatant commander’s missionstatement, similar to what exists for thecommander of Europe or Southern Commandor any of the others.

The part unique to Northern Command is:“As directed, provide military assistance tocivil authorities, including consequencemanagement.” So all federal military assis-tance to civil authorities conducted inside theUnited States is now under the aegis of theCommander of Northern Command.That’sgood, because it unifies command.

The nationalobjectivesoutlined in the

President’s Strategyon Homeland Securityare prevent, reduce,and minimizedamage. TheDepartment ofDefense plays a role ineach of these criticalmission areas.


That’s not to say all military assistance comesfrom the DoD.The National Guard is notunder federal military control but it can becalled into federal service by the President. Inaddition to being the militia that is mentionedin the Constitution, the National Guard is thestrategic reserve of the Armed Forces of theUnited States. Right now the units we have inBosnia and the Sinai are all National Guardunits. Many of the air crews flying areNational Guard air crews. So I will make thestandard pitch very sincerely for all of youwho are employers, that supporting ourNational Guard and Reserve soldiers whenthey’re called to active duty is vitally importantto the country, and I would commend all ofyou for that support.

In addition to being responsible for theUnited States, Northern Command is alsoresponsible for inter-military relations withCanada and Mexico. It unifies homelanddefense missions of air, land, and maritimedefense. One of the major reasons forforming Northern Command was that landand maritime defense were the responsibilityof one combatant commander, and airdefense was the responsibility of another,which violates the military principle of unit ofcommand.

You will notice that Hawaii is not inside theNorthern Command, but in the PacificCommand. So we in the Assistant Secretary’sOffice also work with Pacific Command toensure that they’re meeting homelanddefense requirements.

The phrase “forward regions” refers to theidea that we want to defend forward. Forexample, if a ship with a weapon of massdestruction leaves Singapore you don’t wantto find it when it gets to the port of SanFrancisco.You want to deal with it well out tosea. So a forward defense, a layered defense,is what we want.

Northern Command is like all other regionalcombatant commanders around the world,except it includes the United States.That hassome uniqueness in politics, operations, andorganization.There are 54 sovereign statesand territories that we have to deal with inhomeland defense; executive authority forthose generally resides with the governors.States’ National Guards have their ownchains of command when they’re not infederal service.That greatly complicates thecoordination process.

In a local incident you’re going to get aresponse that expands depending on theseverity and the length of time. Local is goingto be first on the scene — fire, rescue, lawenforcement.They’re going to bring in mutualaid, hazardous materials.You then might getsome state assets. Ultimately, maybe federalassets coordinated by the Department ofHomeland Security, which could include DoDmilitary capabilities.

Everybody has to be able to work togetherand must understand tactics, techniques,procedures, as well as the roles and missionsof everyone else. Which is why tabletop exer-cises like one in San Francisco are particularlyvaluable. We in the Department place a partic-ular emphasis on them.

We are really good at working in part of thedefense equation because we have a lot ofexperience in it. We are not very good in thisuncharted territory such as biological attacks,nuclear or radiological kinds of attacks. Wealso know how to accomplish homelanddefense. So we’ve got some very good plansand processes, as well as areas in which weneed to place more emphasis.

This slide shows a framework for employingthe different assets — state active duty; TitleXXXII, another federal status; Title X, full-timeactive duty by guardsmen and how FEMAwould work with that; FEMA; federal coordi-nating officer; and defense coordinating officer.

Left to right: General Mike Myatt, RandySmith, General Charlie Wilhelm, CharlieGiancarlo, Emil Bedard, and Peter Verga.

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This is the group that coordinates federalresponses to disasters. When you get intonational emergency or Title X this is the DODmission, support with an unambiguous chainof command.

Just a couple of points on things that theDepartment of Defense is doing in supportof homeland security: we have some goodinformation technology programs, includingan advanced concept technology demonstra-tion that helps coordinate mechanismsbetween command centers on the federal,state and local levels.

The development lab, MARCOR SYSCOM —Marine Corps Systems Command — has donea lot of very innovative work in command andcontrol. MARCOR SYSCOM developed theDisaster Management Information System,which the Department turned over to the

Federal Emergency Management Agency fordeployment to states.

At the Naval Postgraduate School in Monterrey,a program conducted in cooperation with theDepartment of Homeland Security grants aMaster’s degree in homeland security studiesfor state and local first-responders.The firstclass started last January and there will be about140 or so students going through the programat any given time. I would encourage you tothink about that as a way of improving theprofessional education in this area.

We also can train people, transfer criticalskills. For example, we have a system foracquisition, development, and life cyclemanagement of plans and programs. We aretraining some Department of HomelandSecurity people in this.


Ijumped at the opportunity to talk withyou, because of the criticality of what weface today and for the foreseeable future.

As retired General Mike Myatt, USMCmentioned, I was in the Pentagon on 9/11.

For some who may not be aware of it, we had2,403 Americans killed at Pearl Harbor. OnSeptember 11, 3,029 were killed, with anadditional 2,400 injured. That day, as theOperations Officer of the Marine Corps, Ihad to immediately take an account of ourpeople, assess the attack, relocate thecommand, reestablish communications, sortout medical support, provide individual secu-rity to key members of the team, and try todetermine where the next attack may takeplace. All of this was going on at the sametime, while being pressured by the media forinformation. This is what you would have todeal with. I would recommend to each of you— especially civic leaders and first respon-ders — that you start by taking home two orthree things that you think you can achievein your own communities.

Let’s not assume for one minute that thethreat is not still active. Everything that wehave gathered to date reinforces that it is. Iwill use Bin Laden as an example, but thereare many threats, his organization probablybeing the most focused. From 1992 to 2001Bin Laden’s organization probably plannedand executed one to two operations a year.From 1998 to 2001 and over the past twoyears, the frequency is almost one to twooperations a month. Some have beenthwarted, but my point is that this threat isalive and it’s focused on the United States andits citizens, and certainly our allies as well.

I’d like to play a short film and talk aboutsome lessons from it and how they relate tohomeland defense and homeland security.

As we look at the organization of the units inIraq, they represent the command-and-control capability, maneuver forces, aviationassets, air defense, engineers, logisticians, andentire staffs that are brought together toconduct an operation.

All of these elements are meant to blend, to

rapidly tailor and task-organize any mission.That comes from training. It comes fromfamiliarity with what you’re doing and howyou operate, from having equipment thatmeshes together — be it communications,computers, you name it.That’s what we needto emphasize.

For example, we have the British division ofabout 20,000 forces that joined the UnitedStates Marines on our right flank, the UnitedStates Army is on the left flank — dailyconducting operations with the SpecialOperations Command — and the integrationof air across not only all of our forces but withcoalition partners as well.

The things that we do every day in fighting

Plan, Prioritize, Practice: Preparing for aTerrorist AttackEmil R. (Buck) Bedard, Lt. Gen., Deputy Chief of Staff for Plans,Policies and Operations, United States Marine Corps

Lt. Gen. Emil R. (Buck) Bedard assumedthe duties as the Deputy Chief of Staff forPlans, Policies, and Operations,Headquarters, U.S. Marine Corps,Washington, D.C. on July 25, 2000.Gen. Bedard was commissioned a second lieu-tenant in 1967, and designated an infantryofficer.While a lieutenant, he served as a rifle

platoon commander and company executive officer. He then served asCommander and Staff Officer with Schools Demonstrations Troops.Promoted to lieutenant colonel, he served as assistant operations officer,I Marine Amphibious Force, G-3 and Pacific Plans Officer, G-5.He was advanced to brigadier general and was assigned as thePresident, Marine Corps University/Commanding General, MarineCorps Schools, and Marine Corps Combat Development Command.In 2000, Gen. Bedard relinquished command of II MarineExpeditionary Force and was advanced to his current rank.His personal decorations include: Defense Superior Service Medal,Legion of Merit with Gold Star, Bronze Star with Combat V, DefenseMeritorious Service Medal, Meritorious Service Medal, Air Medalwith numeral 16, Navy Commendation Medal with Combat V andtwo Gold Stars, Navy and Marine Corps Achievement Medal, ArmyAchievement Medal, Combat Action Ribbon with Gold Star, and theRepublic of Vietnam Cross of Gallantry with Silver Star.He received an MS from the University of North Dakota and hisformal military education includes the U.S. Army Advanced InfantryCourse, Armed Forces Staff College, and Army War College.

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Bedard | Plan, Prioritize, Practice: Preparing for a Terrorist Attack

the enemy and waging a major conflict arethe same things that have to take place inlocal communities, to blend capabilities intimes of crisis.

You accomplish that in a number of ways —certainly training. I don’t think you can trainenough. I realize that training is expensive andtakes time. But what is the cost if you don’ttrain?

We use boundaries in the Armed Forces, butthey are not meant to be restrictive.They’remeant to be coordinating points.Too often, wefind that people look at boundaries as restric-tive — whether they are boundaries betweentownships, countries, services or organiza-tions. We have to overcome that.Thoseboundaries are meant to coordinate, to ensurethat we can respond rapidly to any crisis. Weneed to work hard at that, in the Departmentof Defense and in homeland security.

The battlefield has changed, and our abilityto operate on that battlefield wherever it is —inside or outside of our country — is a challenge for all of us. We talked about theexercise that is going to be conducted here in August 2003. It grew out of a request fromNew York Police Commissioner Ray Kelly,who asked us to participate in a tabletopexercise to determine in various scenarioshow the police force would function; howthey would coordinate with other agencies,how these organizations would operatetogether. In a very short period — we spent

two days there — a number of things cameout of the exercise that increased the capa-bility of the city of New York to respond to afuture crisis. I think it was tremendous.

Now one major exercise does not make youcapable of dealing with a threat.You’ve got toprepare continually. I think the critique of anexercise is very important — bringing all theplayers back together, sitting down and beingvery frank about what went well andspending time on what didn’t go well, andthen working on the shortcomings.

There is a program in North Carolina, a testbetween one of our major bases on the EastCoast and the surrounding communities. Wehave the capability inside the base and in thesurrounding counties in Jacksonville, NorthCarolina to detect chemicals, deal with them,and train military and civilian personnel inprotection and treatment.

We also can detect trace amounts of radiolog-ical substances that can be used against eitherthe local community or the base. We have asystem of sensors on the local highways,along with cameras, that enable us to detectradiological releases and capture the vehicleor whatever platform released them.

We also have a Marine Corps emergencyresponse center with nine counties in theCarolinas. It was created in 1996 to respond tohurricanes, but has expanded to deal withterrorist threats and communities throughoutthe United States.

Over the next day or day-and-a-half there willbe a great deal of discussion on technology.We’ve said for years in the Marine Corps youdon’t man the equipment — you equip theman or the woman. With resources as theyare, how can technology provide the greatestcapability to deal with terrorism or a naturalemergency in your municipality?

You have to prioritize. We do it in the militaryevery day. We’d like to buy everything, andmodernize every piece of gear. We’re not ableto because of budget limitations. What do youbuy and why? How much do you spend?What does it enable you to do?

In closing, you don’t want to meet your allieson the battlefield for the first time.You want topractice and work things out, establish proce-dures, and test those procedures.

General Emil Bedard addresses mayors andparticipants.


Iwant to address the exercise plannedwith the City and County of SanFrancisco. Mr. Peter Verga and General

Buck Bedard describedwhat would happen, whatyou might receive, as far asDepartment of Defensesupport in an untowardsituation. Unfortunately forus, Hollywood has done amuch more masterful job:People are convinced thatwhat you get is GeneralBruce Willis, who declaresmartial law and puts all thepeople in some kind ofconcentration camp.

While that movie,“TheSiege,”was somewhat prescient in describingwhat happens when terrorists attack NewYork City, the last half of the movie failedmiserably. In reality we didn’t send forces in,declare martial law or lock everybody up. Sothat’s not what you get when we say,“We’refrom the federal government and we’re hereto help.”

Why is the Marine Corps concerned aboutthis? We are charged to be most ready whenthe nation is the least ready.We are concernedbecause our defense in the United States iscompletely dependent upon an interwovencritical infrastructure.Whether it’s the 2.2billion tons coming into the US ports across thecountry — God knows what might be found inone of those containers here in San Francisco— whether it’s the 160,000 miles of interstatehighway system, you need to know what thatinfrastructure is like and what the problems arebefore you’re confronted with them. It’s intelli-gence preparation for the battlefield. It’s greatfor us to know that if we have to evacuateWashington, DC, we can count on I-95 being anightmare going southbound when people tryto leave the city. You need to know those thingsbefore the time comes.

In San Francisco, people are certainlyconcerned about their famous bridge. We’re

concerned about the bridges that get Marinesfrom bases to deploying points, where we’dsend them overseas to fight the enemy.

And of course, everythingdepends on power,whether it’s natural gas, oilor electricity. When youhave an infrastructure thathas evolved over time to bethe most responsive at theleast cost, you have aninfrastructure vulnerable toterrorist organizations.

This is a short tutorial onhow DoD gets to the fight.This is one of the keyissues that we want to talkabout when we sit down

with the folks in San Francisco. What we’reconcerned with is once the decision is madeto commit DoD forces, how does that work?We want to talk about the tactical level, when

The San Francisco Exercise: CoordinatingFederal and Domestic Responses Randy R. Smith, Retired Lt. Col., Department of Defense BranchHead, Critical Infrastructure Assurance Branch, Security Division,Plans, Policies and Operations, United States Marine Corps

Retiring recently from the United StatesMarine Corps after 25 years of activeservice, Randy R. Smith has served in avariety of high-level security and lawenforcement positions.His military career included numerous toursof duty on both coasts and overseas, a deploy-ment to the Persian Gulf during Operation

Desert Storm, and a tour as the Head of Security for the President’sHelicopter Squadron. Smith is also a graduate of the 159th Session ofthe FBI National Academy at Quantico,Va.After obtaining a master’s degree from the Naval War College inNewport, RI, Smith reported to the Headquarters of the Marine Corpswhere he ran the law enforcement and antiterrorism programs andthen was responsible for establishing the new critical infrastructureprotection program for the Marine Corps.He is a graduate of California State University and his personal deco-rations include the Legion of Merit, Meritorious Service Medal, NavyCommendation Medal (2nd Award), Navy Achievement Medal,Combat Action Ribbon, and the Presidential Service Badge.

biography

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M iscommun-ication isnot funny

when the local policeofficer asks the Marinefire team to cover him. Understandingnuances is very important.

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Smith | The San Francisco Exercise: Coordinating Federal and Domestic Responses

the Marine Corps special-purposemarine/air/ground task force shows up tosupport first responders.

While Northern Command is in charge, they’regoing to create a joint task force to control DoDforces, and they in turn would work for the leadfederal agency. We don’t have Bruce Willisdeclaring martial law — we have a lead federaldomestic agency employing those forces.

Post-September 11th, the Marine Corpscreated an organization focused specifically onanti-terrorism. We organized the FourthMarine Expeditionary Brigade Anti-Terrorismto respond in a timely manner to a terroristcrisis, whether overseas or domestic.

What do they do? That this is the purpose ofthe exercise.The key is the command controland coordination relationships: we don’t wantto be strangers on the battlefield. If somethinghappens it’s important for us to understandthe nuances of our major metropolitan cities,such as: how do we talk to each other? A lotof major cities talk on 800 megahertz — wedon’t. We speak different languages.There’s afunny adage about the United States andGreat Britain being a similar people separatedby a common language. But miscommunica-tion is not funny when the local police officerasks the Marine fire team to cover him.Understanding nuances is very important.

Most first responders work with the incident

command system.That’s not the way theMarine Corps organizes, so understandingthe incident command system is importantfor our responders.

As General Buck Bedard pointed out, we didthis once before.The intention here is to workat the Office of Emergency Services level —the level where we have a cross section ofagencies involved in response. We don’t know,if we sent Marines in, that they would beresponding just to the police department —they may be in support of the fire department,particularly if we bring our Chemical/Biological Incident Response Force.That forcewas created in response to the Tokyo serin gasattack, and it has proven itself time and again,most recently in helping clean up the SenateOffice Building after the anthrax attack. Wemight be in direct support of public works. Itmay be heavy engineering equipment thatcomes in. So understanding how that works isimportant to us.

Who are we bringing to the fight? We’rebringing forces from our higher headquarters,from Northern Command, from our FourthMarine Expeditionary Brigade Anti-Terrorismand from our war-fighting lab. People in our‘war-fighting’ lab look at critical infrastructureattack.They’re kind of our red cell — they’llcome in and tell us how they would take downyour city’s power grid, how they would dropthat beautiful bridge out there. Hopefully, it’ll

Ellis Stanley

Smith | The San Francisco Exercise: Coordinating Federal and Domestic Responses

never happen but we do have people whoplan for that.

We’re concerned about weapons of massdestruction. I also want to talk about threatsthat are maybe less catastrophic but moreprobable, that might confront San Franciscotoday — everything from suicide bombers totruck bombers.

Having gone for a morning run through thisbeautiful city, I see that the buildings are veryclose to the road.These would be a tremen-dous target for a large truckbomb. It could be absolutelydevastating. It may not bethe device that Seattle hadto confront in its test, but itcould be just absolutelydevastating. So we want toensure that as part of ourexercise we hit the trainingrequirements from SanFrancisco’s perspective.

This is what it will be like.The important message ison day one it’s share-and-compare techniques, tactics,and procedures. It’s alsosomewhat of a tutorial, anopportunity to haveNorthern Command describe how they work,to have someone from Mr.Verga’s officedescribe how to engage federal forces. I canassure you — when the phone rang from NewYork Fire Department to theChemical/Biological Response Force onSeptember 11th, that’s not how you get themdeployed. So we want to make sure thatpeople understand exactly how the systemworks.Then we get down to the tactical level

about Marine units in direct support of anagency in San Francisco.

For the purpose of the exercise itself, we’llactually go through a series of vignettes. We’lltry to build the case to find the tipping pointwhere the city and county would bedependent upon federal forces — because ifthey don’t need us, obviously we’re not goingto show up.Then we want to find out wherethe Marines could best support city agencies.

When it came to the exercise in New York,there wasn’t a lot that 800Marines could do whenyou’re talking about a40,000-man police depart-ment. But if you’re talkingabout substantially fewerresources, what we bring tothe engagement may makea tremendous difference.

The lessons learned at theend of the exercise aregoing to be turned into ourKnowledge ManagementTool. I brought a draft of ittoday.This was designed toprovide a base of knowl-edge for our commanderswho are concerned about

going to Iraq or Afghanistan, and instead theyhave to provide military assistance to civilagencies here — what do they need to know?We’re trying to build a tool that they can use ininitial planning. It has been pointed out to methat this could be used in the local communityas a guide to get and employ DoD forces. Wecertainly hope to share this, when we feel thatwe have a good document.

When youhave aninfrastruc-

ture that has evolvedover time to be themost responsive atthe least cost, youhave an infrastructurevulnerable to terroristorganizations.

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It’s a pleasure to be here to talk aboutSeattle’s experience with TopOFF —because the challenges that we face are

the same challenges that all cities face, and welearn a lot from one another.

On September 11th I was at home in Seattle.It was one week before the primary electionin which I took on the incumbent cityattorney and the incumbent mayor. All of asudden, the world stopped. Seven weeksafter the primary I was elected mayor, so my

time has been defined by the challenge ofhomeland security. How do we keep our cityand our people safe?

While public safety has always been at thetop of the agenda for local government —police and fire services are the core of whatwe do — this added aspect was new. I madeit a priority to make Seattle the mostprepared city in America. I suspect everymayor shares that goal.

TopOFF II fit very well with a couple thingsthat we were trying to accomplish. We hadrecently created an emergency preparednessbureau in our police department, headed byChief Brent Wingstrand. We had also had abad experience a couple of years earlier whenthe World Trade Organization came to Seattle— the connection between elected leadership,command staff, and the people out standingpost wasn’t as good as it could have been.TopOFF gave us a chance to improve thatconnection with public safety personnel. Itgave us a chance to test our systems.

We were aware that the first TopOFF didn’tshow the participating cities in the best lightand that there was some risk to the exercise.But we decided that the benefits outweighedthe risks.

We learned a lot, and I learned a lot. I’ve spenta lot more time in our emergency operationscenter than any previous mayor. It was a roomthat was set aside for years and never acti-vated. In recent years, though, we’ve had tofigure out how to make it work.That was akey part of TopOFF: How do my commandstaff and I work as a team in that facility tomake decisions?

Chicago and Seattle were the two citiesinvolved in TopOFF.The scenario for us was aradiological dirty bomb that had gone offdowntown near Tully’s Coffee Company. Ithappened to be a 19-acre site cleared forfuture light-rail and it was the only open siteof that size near downtown.

During the exercise the site was very realistic.They blew up an automobile at the YakimaFiring Range, took a picture of it, and placedthe pieces at our site as though the explosionhad happened there.This site is very visible

Seattle’s TopOFF ExperienceGreg Nickels, Mayor, Seattle, Washington

Seattle Mayor Greg Nickels has earned areputation for his innovative leadership toaddress transportation, public safety, economicopportunity and other challenges facing thecity of Seattle.Nickels became the 51st Mayor of the city ofSeattle when he took office on January 1,2002. His priorities as mayor are to build a

21st century transportation system that can move goods and peoplearound the region more efficiently, protect public safety, createeconomic opportunity and restore neighborhood vitality.During his first year in office, Nickels worked to strengthen basiccity services. He led an effort to win voter approval of an $86 millionhousing levy, launched a new Emergency Preparedness Bureau inthe Seattle Police Department, strengthened finances at Seattle CityLight, restructured departments, and pushed customer service bylaunching 684-CITY, a one-stop, easy-to-remember phone numberfor city services.He began his public service at age 19 with the city of Seattle and in1979 joined the office of Seattle City Councilmember Norm Rice as hislegislative assistant. He served in that capacity until his successful1987 campaign for the King County Council.As chair of the Seattle/King County Board of Health, he earned areputation for protecting our children. He took on the tobacco industryadvertising aimed at kids and had the Marlboro Man banned fromthe Kingdome. He succeeded in removing graphically violent videogames from Seattle Center.Nickels has also been in the forefront of the fight for more parks andgreen space. Nickels has been a passionate advocate of creating amass transit system and improving bus transit for the Seattle region.He serves on the executive committee and board of directors ofSound Transit.Nickels graduated from the University of Washington.

biography

Nickels | Seattle’s TopOFF Experience

from I-5, the main North/South corridor inSeattle, and we were a little bit concernedgoing in that we would create a panic.

So we spent a fair amount of time figuring outhow to communicate with our public,including those for whom English is not theirfirst language. At the end of the day we onlyhad six calls to 911 asking : “What in theworld is going on down there?”And let metell you, there were fires on this site.There wassmoke.There were obviously lights and sirens.So we were very pleased.

As we got into the exercise, our ability tocommunicate was challenged. For one, howdo you get data on a radiological release inyour city? How do you, as a layperson, inter-pret the data and make decisions?

At midnight the first night I got a call and wasasked: “Do you want to evacuate this area insouthern downtown?” I said,“Okay — walkme through. What is it we know? What arethe risks? What are the challenges? What arethe effects of making that decision?”We didthat with very general information — a plumemap that put a big splotch around my down-town. My question as an elected leader was:“I’m telling people to shelter in place. Most ofthem will follow it, but some of them are

going to ignore me. What is the impact ofthat? How do we make sure we’re not tryingto shelter in place too broadly and creating ahuge management challenge as a result?”

Chicago’s scenario, by the way, was that aterrorist group had released a plague at ahockey game in Chicago between theBlackhawks and the Vancouver Canucks.Because of our proximity to Vancouver, we hada little contact with that scenario, too. LikeVancouver, our health care system was tested.We had live victims in the rubble. Our rubble,incidentally, was inspected and passed by theOccupational Safety and HealthAdministration. It may be the first OSHA-approved disaster scene in history.

During the exercise we used video teleconfer-encing. It’s a tool that has some promise. Forus, it was a little awkward because it wasbrand new. But there are things we can do tomake it work better.

The information connections between localgovernment and state government were alsotested. We also learned a lot about workingtogether within our organization andconnecting better with external organizations,particularly with the federal agencies withwhich we had had limited contact.

Left to right: Dianah Neff, James Sudderth, Mayor Greg Nickels, Curt Levinson, and Robert C. Weil.

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Iwas in New York on September 11th, 2001visiting a client. Some things were notworking that we depend on heavily, such

as the public-switch phone network — theonly place the telephone network was actuallydamaged in New York was the Verizon centraloffice in the World Trade Center complex.Theoverloads that occurred elsewhere in thecountry were the result of excess subscribervolume. If everyone picks up the handset atthe exact same minute the phone system isn’tgoing to work.

Cellular service was not working. My two-waypager, interestingly, was able to receive butnot send. US mail was not being delivered.The attacks happened early in the morning,and the postal service personnel who were onthe street got off the street.

And lastly, prior to September 11th, one of themost popular business continuity and

recovery strategies that we had was overnightdelivery. If you needed a Sun server, a Ciscorouter, any hardware, it was going to getcrated to you overnight. No one expected thatthe skies of the United States would be closedfor three to five days, depending on whereyou were. Organizations that based theirrecovery strategy on overnight delivery,because they did not want to overextendbudgets and warehouse space, wound upwithout equipment.

Things that did work included the Internet.Internet Protocol’s ability to reroute kept mostpeople on the Internet. As a security profes-sional, one of the products that I rail against isinstant messaging; however, a lot of peoplecommunicated that way on September 11th.The only way that I was able to communicatewith my management and my family wasfrom my client’s desk by e-mail.

So the Internet was a survivable technology.UHF-VHF, microwave — a lot of thatsurvived. Much of it was overloaded, andthere were issues with frequency interoper-ability, but those technologies survived.

The other technology that worked, which hadbecome relatively obsolete in the UnitedStates, was ham radio — amateur radio —people tapping in old Morse code and thosetechnologies. Ham radio operators created aworldwide net. When I travel now I carry aham radio. Alternative communication tech-nologies are more vital than ever.

So we learned that we need to plan for publicsystem overloads. We had not previouslyexperienced it. We need to take into accountthat our cell phones may not function.

Voice over Internet Protocol is a strategy,which SBC has worked on extensively.Voiceover IP on private networks is an effectivebackup strategy — not necessarily putting thehard phones on every desk, but there is aproduct called SoftPhone, which can beloaded on any PC. If it is on a notebook PCand you are connected to the Internet viahigh-speed broadband, that may be a veryuseful alternative for people who are at homeor traveling or not located at a facility.

Backing up data is another huge issue. Our

Proactive Business Continuity PlanningCurtis K.S. Levinson, National Secure Technology and HomelandSecurity Practice Leader, SBC Communications

Curtis Levinson leads the National SecureTechnology Practice for SBC Communications,a company which provides high level servicesofferings in the areas of enterprise connec-tivity, security technology, healthcare infor-matics and electronic commerce. Levinson’spractice includes national and multi-nationalclients in the U.S. and worldwide.

Prior to joining SBC, he was the senior vice president and chief infor-mation officer of Woodside Travel Trust, a $23 billion multinationalconsortium. He also served as the global director of secure technologyfor the Computer Sciences Corporation and was one of the foundingmembers of KPMG Information Risk Management’s Secure ElectronicCommerce Practice. Prior to joining KPMG, Levinson was themanaging partner of LBI Consulting.He has served as a technology advisor to Chief Justice Warren Burger,Rear Admiral Grace Hopper,The Executive Office of the President ofthe United States, and the Joint Chiefs of Staff. Levinson has alsoadvised the management and leadership staffs of numerous Fortune500 and global companies.He is a graduate of the American University and the London School ofEconomics. He has also completed post-graduate coursework at theNational War College, Columbia University, and the Wharton Schoolof Business.

biography

Levinson | Proactive Business Continuity Planning

old mainframe paradigm of data cartridgeswhere we back them up and store them offsite — well, now we’re looking at technolo-gies like disk mirroring, maintaining livesynchronized mirror images at other loca-tions. Also, implementing electronicvaulting, skipping the tapes and instead,sending data over high bandwidth circuits to electronic vaults and storage.

In IT, assets used to mean things within thedata center. Now, assets are people, applica-tions, data, and connectivity, and we arelooking at distributing them. South Manhattanwill never again be the financial core that itonce was because thosefirms that were severelydamaged are distributingtheir assets.Those firms whoare located right within thebull’s-eye that starts at theWhite House and radiatesoutward in Washington DC,are distributing their assetsto other locations.

Business continuity histori-cally has been viewed asdisaster recovery. Now itembraces more: What dowe do when there is a virusattack — the next Nimba, Code Red, LoveBug, or denial-of-service? What do we do ifour systems are unavailable?

We need to move from a reactive to a proac-tive position in business continuity planning.

Understand what the potential scenarios are,the risks, and how we can build recoveryprocesses into each scenario. It’s hard todissect critical processes, identify the techno-logical dependencies, build recovery in, andthen drill and rehearse until it’s second nature.

What’s ahead? I would have guessed thatsomething awful would have happened bynow. We know that something will happen.Cyber terrorism is just getting cranked up.Many people do not realize is that a computervirus is a cyber-terrorist attack. What wouldhappen, heaven forbid, if a physical attackwere synchronized to a cyber attack? A truckblows up somewhere and a distributeddenial-of-service attack is launched on ournetwork infrastructure — are we prepared towage war on the physical front and the cyberfront simultaneously? The definition of infra-structure assets has expanded; now we look athuman capital and connectivity as an asset.

Virus protection cannot keep up. All it does iskeep out the things it knows about. Some kidin a tent is going to write something that thevirus filter has never seen and there is going tobe an incident.

We in the Western world are arrogant. Weassume that because people do not live theway we do, they’re not as smart as we are.That is absolutely a mistake.They are equallyskilled at technology and understand ourculture and our dependence on technology farbetter than we understand their culture.

Terrorism is not focused on high body count,but on disruption of day-to-day activities, and our infor-mation technologyinfrastructure is a vulner-able target. We need tomove away from our main-frame and data center-based paradigm into thenetwork world, which iswhere our adversaries are.Best practices, innovation— all of the partnershipsbetween federal, state andlocal need to be involved. Avendor just sent me athumb drive, which you can

buy at Staples. It holds from megabytes togigabytes.This one has a biometric scanner onit. It encrypts data and the only way to decryptit is to lay your thumb down.That makestransportation of protected information fareasier than ever before.

We need to embrace new technologies.

Technology — telecommunications — needsto be resilient. We need primary, secondaryand tertiary paths, different media. We need tobe flexible, and able to respond in a very, veryshort time.

When you go to the Web site, the category youdo not see there is Homeland Security, yeteveryone here knows there are homelandsecurity grants. Finding them and applying forthem is an obstacle that clients wrestle with.

So business continuity planning requires thatwe analyze business processes, identify criticalfunctions, find technological dependencies foreach, and incorporate recovery for each tech-nological dependency. It’s time-intensive,labor-intensive, it’s proactive — it is veryunpleasant, and it needs to be done.

Disaster is just around the corner. Any day can

We learnedthat weneed to

plan for public system overloads. …We need to take intoaccount that our cellphones may not function.

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Levinson | Proactive Business Continuity Planning

be September 11th. We need to be practiced,prepared, and ready. We need to understandroles and responsibilities. Our corporatechoreography needs to be defined andrehearsed. We need to be able to turn thebattleship in a bathtub on a dime, and torespond to attacks on multiple battlefields. It iswaging war in the cities and on the networksand through technology. We have to respondquickly, effectively, calmly, and clearly.

The single largest application that is critical inbusiness continuity and recovery, which justabout every client does not list as a key corpo-rate application, is e-mail. People have generalledger, payroll, all the things they need torecover — but the connectivity provided by e-

mail is absolutely critical to how our societyfunctions today.

Consider triage — not everything can berecovered at the same minute. How are thingsrecovered? What comes back first, second andthird? Where are our dollars and energiesallocated? These need to be evaluated,planned, and documented.

SBC has developed a couple of productssince September 11th targeted directly tothis environment. One is CAMS, the CrisisAlert Management System, which enablescommunication and mobilization overmultiple fronts. The other is Intellicast, whichprovides linkage to 911 databases. And SBC,having control and ownership over 60% ofthe nation’s telecommunications infrastruc-ture, is positioned to provide pinpoint coor-dinates for response.

My practice, SBC Datacom ConsultingServices, offers these proactive technologies.Security historically has been a hard sell —“Why should I pay money for something thatmay not happen? I haven’t been hurt yet.” Wenow know that bad things can, do, and willhappen — so we provide these to help clientsbecome proactive instead of reactive.

SBC has been involved in critical infrastruc-ture protection since our beginning with theBell System. We’ve done a huge amount ofwork since September 11th to make sure thatour telecommunications networks are hard-ened, available, and redundant. We nowprovide this service to customers so theirreadiness matches our own. SBC is far morethan a telephone company. It’s consultingand infrastructure and services, and that allcomes together in the space for critical infra-structure protection.

Left to right: Satish Ajmani, Lewis Loeven,and Mayor Willie L. Brown, Jr.


One of my first experiences with theconcept of Homeland Security wasbefore September 11, 2001 when I

toured the City of New York’s World TradeCenter Emergency Operation Center withMayor Rudolf Giuliani and several othermayors on June 30, 2001. I’m sure there waswell over 50 or 60 million dollars of technologyin that incredible room to help coordinate thepolice, fire and other emergency respondersduring a crisis.The issues that we were talkingabout then are not any different than theissues we’re talking about now. It’s just thecircumstances: We’ve seen the real thing.

As the events of September 11 unfolded, Ihurried up to my office on the fifteenth floorof the Charlotte–Mecklenburg GovernmentCenter in downtown Charlotte and as Ilooked out of my office window at the Bankof America headquarters, 62 stories, peoplewere voluntarily streaming out of it and everyother high rise in downtown Charlotte. Nomatter which mayor you talk to or what cityyou were in that day, everyone had thethought and rationale that they would be thenext terrorist target. In Charlotte therationale was, well we’re the second largestfinancial center in the United States. They hitthe financial capital of the U.S., World TradeCenter. My God, Charlotte’s next. Of course,no one else was thinking that outside ofCharlotte, but they were thinking of theirown targets within their city.

As I worked to assess the September 11 crisis,the first thing I had to do was to get a reportfrom our police chief, fire chief, and emer-gency operations director. It was a mere coin-cidence that at 9:00 a.m. on September 11, ourfire chief and police chief were involved in aterrorist emergency response exercise at theCharlotte Coliseum.They immediately leftthat exercise and came to my office. An oldmemory came to my mind of Charlotte FireChief Luther Fincher coming to me threeyears earlier asking me to sign a federal grantapplication to create a regional emergencyoperations team, and I responded, “Ah, comeon, Chief, we don’t need this, we’re not going

to be a terrorist target here in Charlotte!”Andhe said,“Just sign the damn paper, Mayor!” Ilistened to him and I am thankful that I did.

To handle the September 11th issue locally,we had to clarify roles, determine how tocommunicate with each other, with the stateand federal officials, and with the public.Second, we had to deal with infrastructureissues, especially transportation. Should wecancel school? We immediately put the Citybus system in peak mode, so we could get themass of people home that were streaming outof the office buildings, because we knew therewas no way they were going back up in theoffice buildings. We also knew we had to takecare of the 6,000 stranded passengers at

American Cities on the Forefront of HomelandSecurity: A Mayor’s Perspective onPreparednessPatrick McCrory, Mayor, Charlotte, North Carolina

Mayor Patrick McCrory is one of only threemayors in the history of the city of Charlotteto serve a fourth term.McCrory has distinguished himself as aleader in the areas of public safety, economicdevelopment, housing, and transportation. Hewas the recipient of the nationalHomeownership Hero Award in 2003 recog-

nizing his innovative work in leading Charlotte to have one of thehighest homeownership rates in the country.Since September 2001, McCrory has been called upon by PresidentBush and Homeland Security Director,Tom Ridge, to identify publicsafety partnerships between local and federal government and developa local Citizens Corp.McCrory serves as president of the Republican Mayors and LocalOfficials (RMLO) organization and as the U.S. Conference of Mayorschair for the Housing and Community Development Committee. Hewas also the founder and inaugural chairman of the North CarolinaMetropolitan Coalition.Founder of the Mayor’s Mentoring Alliance in 1995, he was presentedthe 2001 Governor’s Outstanding Local Official Award for hismentoring work. He is the only elected official to serve on the nationalboard of the Afterschool Alliance and is a featured Mayor in HarvardUniversity’s Faith-based Executive Session.McCrory graduated with a BA in political science/education andreceived an Honorary Doctorate in 2001 from Catawba College.

biography

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McCrory | American Cities on the Forefront of Homeland Security: A Mayor’s Perspective on Preparedness

Charlotte-Douglas International Airport,which is US Airways’largest hub.Two of themost important phone calls I got early on thatday were, first, from US Airways inWashington, to let me know that none of theplanes involved were US Airways.That was akey piece of information because if the terror-ists had used a US Airways plane fromWashington DC, the plane would probablyhave come from Charlotte.The other call wasfrom Duke Power Company, our local utility,to say they had taken precautions at the twonuclear power plants that are located withinfive to six miles of our city limits.

Protecting our critical facilities was a key focus.Frankly, we’re still defining our critical facilitiesat the local, state, and national level. We imme-diately assumed they included the banktowers, airport, water structures, nuclear powerplants, and so forth.That was extremelyimportant, to give at least the appearance ofprotection. And I want to be candid: a lot ofthis was strictly appearance, giving the impres-sion that we were doing something to help ourcitizens feel safe because we didn’t know howthis tragedy was going to unfold and just howit would impact Charlotte.

The last thing we talked about was communi-cations. Everyone in every major city acrossthe country wanted to hear from the mayor,the fire chief, and the police chief mainly tohave peace of mind.These three positions hadcredibility because they were the most visiblepeople, particularly from what we saw in New

York City, and because of Mayor Giuliani.Themain message to communicate was one ofreassurance, that we had everything undercontrol. We said it over and over again,whether we knew it or not, because we didnot want panic.The role of all the leaders,whether it was military, fire chief, police chief,or mayor was to get out in front and say,“We’ve got our team in place, to the extentthat we were even practicing today.There isno problem here. We are prepared. We are notrisk-free, but we are safe.”

Another key issue for all mayors wascommunity relations. We had extremelynervous citizens in the Arab, Asian, andJewish communities. That day and week Imade sure I visited some of the Muslimmosques and Jewish synagogues. The emer-gency operations center, to ensure that wecould communicate externally and internally.

Now that we have had a chance to reflect onour response to that horrific day, we need toaddress some of our challenges. One is prior-itizing what we need to protect our commu-nities at the federal, state and local level.Government officials give the appearancethat we have prioritized our needs, but Idon’t think we really have. Prioritize whatmust be protected to keep society moving —that’s where we need to put resources, inorder to protect from, and respond to, apotential attack.

One lesson learned already is that we musthave a coherent strategy, which is generallylacking. We need more money, but what arewe going to spend it on, and can it be used fora dual purpose? We shouldn’t buy a piece ofequipment if it only serves our needs in aterrorist attack. Equipment must be availableduring other efforts to be cost effective such asfor hazardous materials spills or hostage situa-tions. Our strategy should improve linkagewithin the criminal justice system, wherejudges currently don’t know what the sheriffsdo, the sheriffs don’t know what the police do,etc. How are we going to stop terrorists if wecan’t connect our criminal justice system?Equipment and training should address anyemergency, not just terrorist events, but evennatural disasters, etc. Frankly, I think the oddsof a natural disaster are probably greater — wehave had terrible ice storms in Charlotte inwhich we lost power for up to two weeks andtwo million people in the region wereimpacted. We couldn’t communicate a strategyto help citizens get through the crisis because

Left to right: Lewis Loeven, Mayor PatMcCrory, and Mayor Willie L. Brown, Jr.

McCrory | American Cities on the Forefront of Homeland Security: A Mayor’s Perspective on Preparedness

people didn’t have access to television or radio,in most instances. We have since seen theimpact of massive power blackouts from whatwas experienced in the Northeast when therewas a power grid failure.

Despite the impulse to buy fancy equipment,and conduct lengthy training sessions, wemust first talk among agencies and to thepublic because if we don’t do that, we’rewasting our time. We learned from the WorldTrade Center, for the fireand police not to be able totalk to each other onSeptember 11 was inexcus-able. Further, I hear mayorssaying,“I need money fromthe federal government soour fire and police can talkto each other.”I say, wait aminute, you should havethis already, your taxpayersshould be paying for it. Weneed to spend the federalmoney on things we can’tdo alone. We have got tothink strategically and notwaste this opportunity tobest use the influx offederal dollars to build and improve ourhomeland security plans.

In Charlotte, we have a real-time highwaymessaging system. We have all our emergencyoperation plans on CD-ROM, so everyone cansee them. We have a geo-notification system,which directs phone calls to the appropriatecitizens to direct them how to respond, forinstance, when power is out. Our other modeof communications is going to be CitizensCorp, through which in an emergency situa-tion, we can notify key neighborhood leaderswho are trained on how to respond in avariety of crises, including many of our leadersin the international community. Each jurisdic-tion must have an alternative communicationsplan in place.

Many governments over the last decade havegone through a “reinventing government”process and now we must tap into the princi-ples of that concept to use existing resourcesinstead of trying to reinvent the wheel.To put itbluntly, there’s a money grab going on rightnow with all the federal resources committedto homeland security.There’s 3.2 billion dollarsbeing distributed in 2003, and everyone’s goingafter this grant or that grant.We have to have asystematic approach to ensure the funds are

being used wisely, but moreimportantly we have to beable to prevent some eventsor respond properly whenthe next crisis occurs. Forexample, money has beendistributed to all states,including North Carolinaand when I asked our statehomeland security directorhow North Carolina’s grantwould be spent, he told mehe was distributing it on aper capita basis, not basedon need, because that is theway it was distributed to thestates.Then he said,“You

know, Pat, we’ve got some pig farms in easternNorth Carolina. Can you imagine if those gothit by the terrorists, and the environmentaldamage that would do?” While that statementis laughable, he didn’t crack a smile! What hewas doing was protecting his political base. So,maybe the money is there.The question is, arewe spending it in the right way? That’s themain message I want to send.

There are many lessons to learn from thatfateful day of September 11, 2001, but thegreatest tragedy will be not addressing thoselessons and repeating past mistakes, espe-cially when we have the resources and thecollective will and support to truly protectour Homeland.

Prioritize whatmust beprotected

to keep societymoving — that’swhere we need to put resources, inorder to protect from,and respond to, apotential attack.

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Hansen Information is a privatecompany that works with about 12of the top 15 cities in the US, helping

them establish data models and organizeinformation to manage operations better. I talkto a lot of city councils, a lot of mayors. A year

and a half ago, the FBI’s NationalInfrastructure Protection Center called about adocument we had produced from an oldpower user survey, from statistics that clientsprovide to us from their databases.

When Tom Ridge became director ofHomeland Security, he asked all federalgovernment to list critical infrastructure., andthe resulting list had less than a hundred loca-tions. For example, the FBI, which has 33 fieldoffices and many agents who still do not haveInternet access, determined their key assetsthrough the National Infrastructure ProtectionCenter. Since there were no standards todefine key assets, some agents listed thepolice department or the morgue. Somedecided not to put in information because itwas too sensitive! This is the current status ofthe key asset list.

So, we took a look at our list, consisting ofinformation from about 300 clients and 19million work orders, as well as revenue andcost analyses.We had 37,000 bridges — ofcourse the national bridge inventory has about595,000 bridges.We also had information onpublic facilities and water treatment plants,which are critical. But the thing that the FBIwas most interested in was how our clientsconsolidated citizen-centered information, sothat when a person’s address came up, theywould know every asset that supported thatcitizen, every transaction that the citizen haddone, every service request that had been calledin. In some cases, confidentially, voter informa-tion is included. If it’s publicly available infor-mation, you get a ‘bucket”and dump it in.

Through California Department ofTransportation, one of our larger clients, wediscovered that nowhere in the federal govern-ment is there a definition of what a street is.The Transportation Department just wanted tosee how much it cost, for example, to clean upan accident. So they have re-inventoried all ofthe California highways, 97,000 miles of roadand 25,000 bridges, in a single database. Nowwe have the ability to take all of the dots andconnect them. In Indianapolis, the mayor notonly wanted to know the cost of fixingmanholes, he wanted the cost of fixing specificmanholes. Not all of this is critical, but it canhelp with managing cities.

Information Management is Key to SecurityCharles A. Hansen, Chairman and Chief Executive Officer, HansenInformation Technologies

Charles A. Hansen is Chairman and CEOof Sacramento-based Hansen InformationTechnologies. Founded in 1983, Hansen servesnearly 400 government clients supplying theworld’s leading public sector call center, assetmanagement, building permit, code enforce-ment, licensing, and utility billing solutions,conducting over 1.2 billion transactions eachyear. Major clients include the cities of

Atlanta, Buffalo, Chicago, Dallas, Ft. Lauderdale, Indianapolis, LasVegas, Los Angeles, New York City, San Antonio, Seattle, WashingtonDC, Fairfax County,VA, Montgomery County, MD, and the State ofCalifornia, Department of Transportation (Caltrans).As a private company that employs 250 people, with internationaloffices in London, Melbourne, Sydney, and Toronto, Hansen maintainsone of the most comprehensive databases of municipal performanceinformation, including over 3.5 million completed service requests,13 million completed work orders, and over $2.4 billion in labor,material, and equipment costs. Client data also includes informationon over 1 million buildings, 100,000 miles of roads, 110,000 bridges,100,000 miles of water & sewer main, 400,000 hydrants, 1 millionvalves, and over 160,000 miles of railroad.Mr. Hansen is a recognized expert in the field of critical infrastructureprotection, streamlining government operations, and deploying municipal web portals capable of managing high volume transactionsbetween citizens, businesses, and local government. Each August,Mr. Hansen sponsors the Innovative Government Forum(http://www.innovativegov.com) highlighting technical case studiesfrom leading state and local governments. Last year’s conferencefeatured Vice President Al Gore and General Barry McCaffery (U.S.Army Retired) as keynote speakers.This year’s conference will featureformer NYC Mayor Rudy Giuliani and Former Director of the CIA,Admiral Stansfield Turner (U.S. Navy Retired).Mr. Hansen earned his B.S. from the University of California, Berkeley(1978), where he rowed collegiate crew, and earned his M.B.A. fromthe Anderson School of Management at UCLA (1982). Mr. Hansenlives in Carmichael, California with his wife and three children. In hisspare time Chuck plays Baritone Sax with Sacramento-based R&Bfunk band, Hip Service (http://www.hipservice.com).

biography

Hansen | Information Management is Key to Success

I want to make five points about securitysystems. First thing, consolidate your data silos,the points of information that you have outthere. Do you realize the US government hasyet to consolidate a dozen different terroristwatch lists? After September 11, we learnedthat Mohammed Atta had 16 street addresses.We also learned that there were over a hundreddifferent locations for information about thebuildings in New York City affected by theattacks. So just collecting the information wasimpossible.Years ago, fire fighters would drawschematics of the inside of buildings.Today, wecan make sure buildingsprovide digital files andlayouts for public records,so that first responders canhave updated maps whenthey go to a site. OnSeptember 11, there wereno maps available for thePentagon, none. Bringinghundreds of pieces of infor-mation together digitally,making it available, is thefirst barrier we have tobreak down.

Number two, identify your critical infrastruc-ture. We’ve created a foundation for identi-fying assets. I don’t want to say critical assets,because that’s going to be less than onepercent.There are hundreds of potential hotspots in our communities. In that CaliforniaTransportation Department example, how alocal government defines that road is going tobe different from how the state government orprivate entities defines it. We need to be onthe same page. Again, everyone’s got a sani-tary sewage system, but some parts are moreimportant than others, such as the partsunderneath airports — the easiest way to getin to the airport.Take a look at your 24-inchand 36-inch storm drains, it is easy to go inthere. We can stick a TV camera in there andvideo is stored, so you already have informa-tion on what it looks like. We need to combinetraditional assets that we work with every daywith other critical information.

Third, manage everyday information. I believethere are more than ten million targets ofopportunity in the US yet to be identified.Citizen action centers and emergency callcenters were overwhelmed on 9/11. Eventoday, 40% of all 911 calls are for non-emer-gencies. Normal citizen transactions —parades,permits, graffiti removal, code enforcement

violations, all of the business things that wedeal with have to be accommodated in the datamodel. For example, addresses — the recordnumber I’ve seen, in a medium-size city of150,000, was 200 file locations for a citizen’saddress.There is no way to find a MohammedAtta with 16 addresses if we have addresses inhundreds of locations. Identifying and elimi-nating those disconnects is key. Normal trans-actions have to be well managed to deal withhomeland security, so that when an emergencyhappens, information flows effectively. It hasbeen said that if 20 agencies put their citizen

services on line but theydon’t work together, it justdigitizes the confusion. It stillmeans the citizen has towalk through 20 doors.Thisis where people have to rollup their sleeves. It’s not aneasy area to fake. It takeswork, and it is essential.

Fourth, architecture ischanging. It’s getting a loteasier to deploy informa-tion. It is becoming simplerto make things available, so

any device, in any location, has access.Youcannot deploy a first-responder system thatrequires software to be downloaded onto thePC to make the application run, and expect itto work all the time.

Last one, five. Don’t reduce staff, increaserevenue.This is a business. Homeland securityis costing us $138 million as U.S. cities strugglewith payroll cuts, service reductions, taxincreases.We see more business managementof city government.You either have to raiseexisting fees or create new ones, reduce or holdthe line on services. Do you know what peopledo, what their activities are? This is activity-based costing, measuring performance. Finally,what do you want to do with critical assets? Youdon’t necessarily want to pay less for them, butperhaps to get more for your investment.

So, consolidate your data; identify your criticalassets; create your citizen action centers;manage information; understand the tech-nologies that are out there; and don’t cut staff,increase revenue. We need government to bevery powerful. We’re going to get there, buthow? I’m convinced, as we look at privatiza-tion, understand our cost of doing business,each of the businesses that we operate canhelp. We need to work together and stay ontop of performance, we can’t say that enough.

Bringinghundreds ofpieces of

information togetherdigitally, making itavailable, is the firstbarrier we have tobreak down.

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Thank you for this opportunity to giveyou the results of the study that wasperformed in Seattle on the use of

personal digital devices in law enforcementand officer safety.

I am a full-time police officer, a motorcycleofficer in the city of Seattle. I split my timebetween working traffic and the Safety Office.I am responsible for the workplace safety of1,250 sworn officers and over 600 support staff.

We in the Seattle Police Department recognizethe need for critical information on the scene.Using secure wireless technology, authorizedofficials can gain access to any priority datasource within seconds. Information capturedmay be put into a database, analyzed, andinstantaneously retrieved.This is an asset toan officer because our data network can beoverloaded due to warrant verificationthrough that system, which can take anextended amount of time. We found officers inthe street that waited 20 to 25 minutes for aname or license plate inquiry to come back.That’s unsafe.That situation aggravates the

person behind the wheel, who expects to onlybe held a couple of minutes for a traffic viola-tion, and the officer, who has maybe had anextremely long day, wearing body armor, awool uniform, and carrying 25 pounds ofadditional equipment. It does not build a goodrelationship with the public.

Here is what can result from a traffic stop.Timothy McVeigh was captured because astate trooper pulled him over.Ted Bundy wascaught because a Seattle police officer hadpreviously stopped his Volkswagen in Seattleand had him identified, so it was referenced ata later date. David Berkowitz was capturedbecause of a parking violation in New YorkCity. Malvo and Mohammed were capturedby a truck driver that had seen the car parkedat a rest stop and advised the appropriateauthorities. Aileen Wuornos, the only knownfemale serial killer, was captured driving thetruck of one of her victims. Last but not least,Kenneth Bianchi, the Hillside Strangler. Hecommitted several homicides in the LA area,then moved to Washington state and killedtwo college students. He was capturedbecause his vehicle was recognized.

All of these were traffic-related incidents. Inthe United States, we lose approximately 150police officers a year, about 30% of them thedirect or indirect result of a traffic stop or adomestic violence situation.Traffic stops are apotential threat to police officers, and infor-mation is necessary.

In our study, each product was tested by thesame nine officers, so the input was consis-tent.They told me exactly what was right andwrong with each, and which was best overall.The study took place over 18 months, butsubtract changeover periods and it was a six-month program. A software application calledChoice Point gave us the ability to do namechecks using Social Security, date of birth, lastknown address, phone numbers, name, partialname, partial name partial date of birth,partial Social Security number partial name.

We took people that did not have access tomobile computers or data terminals. So, wehad detectives, a couple of motorcycle cops,and a couple of bicycle units — people whowork with the public on a regular basis, but do

PDAs on Patrol: Technology Takes to the StreetJohn Abraham, Officer and Safety Coordinator, Seattle Police Department

For the last 17 years, John Abraham hasbeen an officer for the Seattle PoliceDepartment, and for the last two years hasserved as its safety coordinator, responsible forthe workplace safety of 1,250 sworn officersand more than 600 staffed civilians.Prior to his current duties, he was the deputysheriff with the Clallam County Sheriff’s

Department and worked as the head of security for the PacificNorthwest Region ITT Rainier Timber. Abraham also served in theU.S. Navy for 13 years.His instructor certifications include: Emergency Vehicle Operation,UPS Smith System Vehicle Operation, Radar and Lidar HandheldSpeed Measuring Devices, Lidar Technician, Scuba Diving, FitnessCoordinator, Glock Firearms Armorer OSHA Instructor in RulesRegulations and Standards, and Traffic Safety.He is a member of the International Association of Chiefs of Police,Washington Association of Sheriffs and Police Chiefs, WashingtonGovernors Safety and Health Advisory Board and the InternationalCritical Incident Stress Foundation.

biography

Abraham | PDAs on Patrol: Technology Takes to the Street

not have access to the equipment necessary torun names.

During the test we received 9,682 queries.Thatincludes probably 8,000 queries that would nothave been run without this tool.The reason isthat officers are not going to bother with data,run a name or a plate, because of time.Theyneed to be on the street.We made over 400misdemeanor arrests during that time, 55felony arrests, over 600 Department ofCorrections contacts.Whenever you run aperson in Washington who is on parole orprobation, it goes through the WashingtonCrime Network and the transmission isforwarded automatically to his or her parole orprobation officer.This allows them to know ifsomebody is in violation of parole or probation.For example, if a sex offender is near a schoolon a regular basis, and a proactive officer keepsseeing this person or his vehicle and continuesto run him, this will produce a stat sheet for hisprobation or parole officer to possibly revoke orchange the conditions of parole or probation.

During the test, 75 suspended vehicles weretaken off the road. When we stop a driver witha suspended license, we can impound thevehicle.The driver gets a suspended licenseticket and he gets back into the system.Hopefully we can prevent him from driving inthe future and causing some kind of situation.

The officers involved in these stops knew thatthe people were violators that needed to behandled in a specific way.They maintainedcontrol of the situation.

Units were tested for usage and versatility inthe street. I would suggest that you get some-thing that can withstand a drop from a shirtpocket to the deck. We lost two Palm 7Xswhen they dropped from officers’pockets.Research those that are more durable, under-standing that the more rugged ones are alsomore expensive.

I asked my officers to tell me what theythought of the PDA.This tool turned out to bemore valuable than we ever imagined. It wasdirectly responsible for us making more than30 felony arrests, at least 25 documentedDepartment of Corrections arrests, and amultitude of misdemeanor arrests. Having theability to run a name gets some informationimmediately. Remember I told you it took 20to 22 minutes to get a name back, if the datasystem was extremely busy? This way, thename comes back in somewhere between 8 to15 seconds. By the time you’ve written thename on the traffic violation, you have theirreport back. So if they have a warrant, if theyhave a suspended driver’s license, the ball-game changes.You can call in an additionalunit, and take care of this situation peacefully.

Randy Smith

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Abraham | PDAs on Patrol: Technology Takes to the Street

Peacefully, that’s the key. We highly recom-mend this tool be issued to officers. It allowsthem to identify people who provide falseinformation warrants and court orders in anexpedient manner, without tying up addi-tional patrol resources or ID section.This iscritical in Seattle, because we have had toreduce forces.There is a move to make usmore in touch with thepublic. So we’re trying tohave our officers spend moretime on the street, ratherthan in patrol cars.This toolpermits an officer to park hisor her vehicle and still be incontrol, check names, and bein touch with businessowners and the public.

PDAs give us access to all theinformation necessary forofficers to do their job in a safe, timely, andprofessional manner. I cannot emphasizesafety enough.The reason I took on thisproject was because I’ve been to too manypolice funerals.They have assisted us inmaking numerous arrests, enable officers torun names more quickly and get informationabout outstanding warrants, case numbers

and warrants numbers. Having PDAs makesstops of suspicious persons easier, and allowsus to detain people for less time.

For those concerned with cost efficiency, thistechnology gives us more bang for the buck.There was a Drug Enforcement Agency studyinvolving 1,350 special agents over a 24-hour

period, average wage$50,000. They calculated3.8 million dollars in timesaved — time when theycould be doing somethingelse on the street. Itgreatly enhances proac-tive involvement, rapidaccess to accurate infor-mation, and prevention.That is crucial. Securewireless informationtechnology and the rapid

access to accurate data that it providesenables you to prevent crime because youhave information. Equipment such as acombined phone, pager, wireless PDA withwalkie-talkie capabilities provide common,interoperable communications platforms forall users. It is a cost-effective way to enhancesafety. Thank you very much.

PDAs give usaccess to allthe informa-

tion necessary for officers to do their jobin a safe, timely, andprofessional manner.

Thank you for the warm welcome. It ismy pleasure to participate in thisexcellent set of meetings on home-

land security. I would like to bring the federalgovernment’s perspective to the discussion.Today, we are at the cusp of transforming theway government works. Our current tech-nology and management knowledge allowthis change, and the need for homelandsecurity demands it. I want to focus today onfederal initiatives for managing informationtechnology (IT), particularly on initiativesthat integrate enable federal, state, and localgovernments to work together effectively.

Let me begin with an overview of thePresident’s Management Agenda, alignedwith the administration’s overall manage-ment general reform approach, comprisingfive components. The first component isdeveloping strategic management of humancapital, which will become increasinglyimportant as 50% of the federal workforcebecomes eligible for retirement in the nextfive years. The second component is financialperformance management, which addressesthe federal government’s chronic problems inerroneous payments, financial managementsystems, and other areas of accountability ashad the rest of the country. The third compo-nent is competitive sourcing, public-privatecompetition for commercial functions, whichwe are just starting to address federally. Thefourth component is performance integra-tion, which ties budgeting and spending toprogram results. The fifth is expanding e-government, which is the component I amresponsible for. E-government is focused onmodernizing the federal government.

E-Government

The purpose of e-government, as in theentire management agenda, is to makegovernment more citizen-centered and lessagency-centered. The 58 billion dollars wespend on IT result in a difference in govern-ment’s service to citizens. A key result I seeis making government — typically thoughtof as slow and bureaucratic — work fasterthrough IT. It’s as simple as shrinking deci-

sion making time from weeks down tohours.


Information Technology and HomelandSecurity: The Federal PerspectiveMark Forman, Administrator, U.S. Office of E-Government andInformation Technology

On April 16, 2003, Mark Forman wasappointed by President George W. Bush to bethe administrator for the Office of E-Government and Information Technology. Heis the first person in the federal government tofulfill responsibilities normally associatedwith a corporate chief information officer.Previously Forman was associate director forIT and E-Government at the Office ofManagement Budget (OMB). Under his lead-

ership, the U.S. federal government has received broad recognition forits successful use of technology and e-government.He is charged with managing over $58 billion in IT investments andleading the President’s e-Government Initiative to create a more produc-tive, citizen-centric government. He also leads the development andimplementation of federal information technology policy, and is respon-sible for a variety of oversight functions statutorily assigned to OMB.Forman also oversees Executive branch CIOs and directs the activitiesof the federal CIO Council, as well as chairing or being a member ofseveral key IT-related boards including the President’s CriticalInfrastructure Board.To improve results from federal IT spending,Forman created a framework that couples cross-agency teamwork andleadership with a government-wide IT budget decision process builtaround a results-driven modernization blueprint. He also led thesuccessful definition and development of about 30 multi-agency e-government and e-business initiatives.Prior to joining OMB, Forman was a vice president of e-business inUnisys Global Industries, where he was responsible for global publicsector e-business and e-government initiatives. Prior to joiningUnisys, he was a principal at IBM Global Services where he wasresponsible for definition and deployment of the global public sector e-business strategy.Before joining IBM, Forman was the senior professional staff memberon the majority staff of the Senate Governmental Affairs Committee.He was also the senior advisor to the U.S. Senate on federal acquisi-tion and procurement issues and information technology issues.Forman is a senior fellow of the John C. Stennis Center for PublicService. He holds a MA from the Harris Graduate School of PublicPolicy Studies at the University of Chicago and a BA from OhioState University.

biography

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Forman | Information Technology and Homeland Security: The Federal Perspective

E-government means more than just puttingup websites. It means using digital technolo-gies to transform the way we do business,making our services better and more effi-cient. It also means using market-basedapproaches, in some cases outsourcingmanagement and services, and focusing onresults more than on spending. E-govern-ment initiatives are unique because theyalways impact other components of is tied tothe rest of the management agenda; forexample, if we using technology to improveour business processes, that change will helpfederal workers be more productive, and toimprove financial performance, we needbetter productivity from our IT. Overall, thepurpose of e-government is being used formaking the federal government simpler andto unify government organizations, thusimproving efficiency, effectiveness andservice quality.

With the advent of the Internet, the waypeople work has changed, and the federalgovernment has not fully understood thatyet. The federal government is still largelypaper-based.Yet in the private sector, peoplehave adapted to a real-time environmentwhere decisions are made rapidly becauseinformation is shared and business processesare conducted on-line.

People’s interaction with government haschanged from a physical to an electronic one;every week, half of the people in America areon-line dealing with a government websites.So we need to focus not just on having moreIT but on working together, government withgovernment, agency with agency, to reachcitizens the way they expect to reach us.

Services to Citizens

A well-managed e-government approachhas to look at what our citizens — ourcustomers — want. They want services andinformation that are easier to access. Hencewe focus on simplification. They also wantbetter coordination of information acrossfederal, state, and local levels, which e-government can provide and is required forhomeland security. To give citizens betterservices, the Administration has adopted afour-part e-government strategy over thepast two years. First, to reduce redundancyacross federal agencies, we have created“one-stop shops”such as FirstGov.gov, ourofficial web portal. Whether you’re in stateand local government, a business, or acitizen, you can access the portal’s easy-to-use, consolidated services.

Second, we have highlighted government-to-government cooperation, a key feature ofFirstGov. We have leveraged the technologyto reformulate the way governments worktogether, from grants management todisaster planning. For example, we areworking to make grant processes simplerand focused on getting better results.

Third, because most federal transactions arewith the business community, we are simpli-fying and putting these transactions on-line(over 8,000 right now), making them easierto carry out. The Paperwork Elimination Actrequires that by October 2003, all our trans-actions be electronic, from grants manage-ment to disaster planning. We are thusrunning the risk of merely shifting thebureaucratic burden on-line. So, instead weare leveraging e-business approaches toreduce the burden on business as we puttransactions on-line.

Fourth, as the fourth part of the strategy, weare integrating our administrative processesso that there is no unnecessary paperpassing, even electronically. This means thatthe federal government is applying tech-nology to simplify and integrate functions

Mark Forman and Lewis Loeven


such as purchasing, payroll, recruitment, andsecurity clearances.

To implement the strategy, we chose 400 keyredundant agency projects and consolidatedthem down to 24 cross-agency projects, thussimplifying and unifying federal servicesaround the customer. We organized theseprojects into four portfolios, in line with thefour-part e-government strategy. I will behighlighting the government-to-governmentprojects, since we are focusing efforts onrestructuring the way governments worktogether. But there is otherimportant projects consoli-dation work, such as e-authentication, which allowsus to define consistently thetrustworthyiness of theparties involved in transac-tions as government goeson-line across many agen-cies. In these efforts, wehave learned that restruc-turing government servicesis complicated — becausethe government is! A keyissue is redundancy in IT, withthat severalagencies involved inperform the sameworkline of business because of the struc-tures of their appropriations bills. I knowstate and local governments are dealing withthe same sorts of issues. Grappling withthese complexities is necessary to modern-izing government processes.

Modernizing FederalGovernment Processes

Although in consolidating access to services,we have solved a number of IT managementproblems. We know that IT solutions alonewill not make government run more effec-tively. We also need to address problems withunderlying organizational issues, which we isa key focused on first in modernizing thefederal government processes. Anotherimportant component has been reducingredundant buying by reforming our businessarchitecture to get economies of scale andinteroperability. Also, because of the costoverruns in many programs, we have lookedat changes in program management. Sincethe federal government has so muchinvested in IT, we have had to set somepriorities, figuring out the relationshipbetween organization change, processredesign, and use of IT. What we call these

“modernization blueprints”has guided ourwork on priorities.

Another key element of modernization hasbeen reducing “islands of automation.”InJune of 2001, we found that the governmentalready had 22,000 websites. Thus, it wasalmost as hard dealing with the governmenton-line as in person! The fact is that federalgovernment depends on local and stategovernments to deliver services. So we havefocused on simplifying and unifying theseindependent separate IT investments sites,

not only to improvecitizen services butbecause homeland secu-rity demands that ourpeople can use theircomputers to worktogether can talk to eachother effectively. Forexample, if there is aterrorist threat that has tobe dealt with by sharinginformation, there has tobe organized processesand interoperable IT

available, working through IT, to allow that.Also related to homeland security, of course,is cybersecurity. It has been a challenge tomake communications across organizationssecure, and we continue to make progressusing a structured approach to alleviatingcyber-security issues.

We have made significant progress in ourmodernization efforts, with 23 of the 24cross-agency projects making key deploy-ments. Any resistance to change hasn’t comefrom the average federal employee, but fromthose intimidated by changes in the bureau-cratic culture they have been successfuldealing with. Nevertheless, we have workedas a team and seen important results. Forinstance, FirstGov has changed from an inef-ficient search engine to an efficient “threeclicks to service”model. The numbers tell thestory; in 2001, 6.7 million Americans tried toget service at FirstGov; this year we’rerunning 6 million a month. We are alsoseeing good results in business-to-govern-ment transactions. Almost 50% of all busi-nesses were on-line doing transactions withus in January 2003. And the partnershipsacross agencies that allow make efforts likeFirstGov successful, to work have createdincreasing been driving partnerships team-work within the agencies.

The purpose ofe-government,as in the entire

management agenda,is to make govern-ment more citizen-centered and lessagency-centered.

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We are also making measurable progress incybersecurity. We have gone from about 30%of systems secured to 50 or 60 percent, with agoal of 80 percent in 2003. 60 percent is afailing grade — I’d like to see us get a B!Interestingly, we’re finding that when ITprojects did not build in security from thebeginning, we have had to do costlypatching. But, when we can build it in fromthe start, it actually costs less. We are tryingto make progress in IT workforce reformsre-duction too. Over 80 percent of the federal ITworkforce comes from the vendor commu-nity. I want the federal employees who workin IT workforce to focus on project manage-ment, because that’s what drives the re-engi-neering that makes us more effective.

Our future work will remain dedicated toimproving policy results. We want to reducethe cycle time, the response time of govern-ment, which is — very important inproviding dealing with homeland securitythreats. We want to get errors out of our ITsystems that affect results. Also important arecost controls, for example in the softwareused by many agencies. We established anenterprise licensing initiative that combinesthe purchasing power of agencies to reducethe prices of widely used software. And morebroadly, the E-Government Act commits usto using IT to foster ongoing dialogue withstate, local, and tribal governments and tofind innovative ways to collaborate.

Government-to-GovernmentProjects

To finish, I want to focus on our initiativeslinking government to government, some ofwhich are relevant to homeland security.These were identified two years ago throughfocus groups made up of state and localgovernment officials.

• Grants.gov. This project, already opera-tional, creates one portal for all federalgrant customers, making it easier forpotential recipients at other governmentlevels to learn about and apply for grants.This eliminates waste, for example theneed for governments to hire “bountyhunters”to find grants. Also, grants havebeen managed so that we don’t knowwhich grants best meet recipients’needs;this project addresses that problem.www.Grants.gov is currently in its pilotphase, with the “find grants”capability. By

October 2003, we hope to launch the“apply”capability for the bulk of grantmoneys. This will allow governments tocomplete joint applications or use a singleintegrated application, eliminating wastefulpaper-based processes.

• E-vital. This project, just rolling out beyondthe initial states, just getting started, willestablish common electronic processes forfederal and state agencies to process, verify,and share birth and death record informa-tion. Accurate and consistent vital statisticsare important for homeland security andfor avoiding waste through erroneouspayments to deceased recipients.

• Disaster management. This initiative iscrucial to homeland security. It allows us toprovide federal, state, and local emergencymanagers with on-line access to disastermanagement information and to planningand response tools. After September 11,state and local first responders told us thatfiguring out who to work with in theFederal Government was taking so muchtime that it hurt their ability to save livesand protect property. So we have beenworking to simplify and unify that process.We have established a consolidatedwebsite, www.Disasterhelp.gov, that whichgives all jurisdictions a toolkit for interop-erability. The site pulls together geographicand disaster response tools, making itsimpler for federal, state, and local firstresponders to work together, for examplethrough secure instant messaging. Now weare testing the interoperability systemthrough disaster preparedness exercises.We have also been working to simplify andunify the processes that first respondersuse in working with the federal govern-ment.

• Geospatial One-Stop. Here we have consoli-dated information so federal, and state, andlocal agencies can have a single point ofaccess to geographic data. Studies showedthat 50 percent of governments’geospatialinformation was redundant, so we devel-oped standards for interoperability of thatdata. We also constructed a portal,www.Geodata.gov that gives governmentsand citizens access to basic frameworks andtools for sharing data on geospatial cate-gories like transportation and climate.Thus, data will no longer have to be


collected and purchased separately. Thisunification is important for disaster plan-ning, environmental response, and infra-structure decisions related important tohomeland security. I’m not a geographicinformation systems expert, but I’m toldthat this project is revolutionary andextremely useful.

• Project Safecom. This initiative is intended tohelp federal, state, local, and tribal publicsafety agencies improve response throughmore effective and efficient interoperablewireless communications. Again, we areaddressing an issue very important tohomeland security. When we started theinitiative, we had over a thousand interop-erability wireless pilots under way; we sawthat it was unrealistic to reach interoper-ability with so many projects. ProjectSafecom will. We realized we have to iden-tify the key elements of IT architecture andapplications and then work to unify wire-less communications systems. The radioand voice piece is important, but localgovernments and law enforcement officialstell us that the essential information theyneed for public safety comes fromcomputers at the base station. For a fractionof the cost of most trunk radio systems, wecan use IT to get much better data directlyto first responders. But we still need toconstruct interoperability—decide onsystems architecture, requirements, andagreements between jurisdictions. Mostimportantly, this initiative has to developfrom the local level up. In all five initiatives,in fact, we are trying to change the top-down way the federal government hasworked in the past.

So, of the five projects only Safecom and E-vital are non-operational. However, they arevery close to full implementation. In June2003, the Safecom project held the kick-offmeeting for its IT architecture work. Stateand local public safety associations, countymanagers associations, the National Leagueof Cities, and the National Association ofState CIOs are all involved in working on thearchitecture.

Other Key E-GovernmentProjects

Two other major projects deserve notice, onein the government-to-citizen and one in thegovernment-to-business area.

• GovBenefits. This initiative provides a singlepoint of on-line access for citizens,community organizations, or faith-basedorganizations to determine their eligibilityfor government benefits and services. As anexample of the integration involved, thereabout 410 federal programs for social serv-ices, and each had been providing its infor-mation separately. on the Internet.www.GovBenefits.gov is intended toreduce that 400-stop shopping to one-stopshopping. Any citizen seek and find rele-vant federal benefits programs are nowaccessible through use of the GovBenefitseligibility-screening tool. Most state andlocal government benefits programs aretied to GovBenefits, and we have beenworking with states and some localities onan integrated benefits application form.This form can be used by cCitizens, organi-zations, and caseworkers can use theGovBenefits tools.

• Business Compliance One-Stop. This initiativeaims to reduce the burden on businesses bymaking it easier to find, understand, andcomply with relevant laws and regulations.For example, in business licensing, youneed federal, state, and local licenses fortransportation and other aspects of yourbusiness. We want to reduce the paperworkburden involved in that, so we’ve beenworking to get all government levels tointegrate their processes. This project is alsoworking to harmonize reporting require-ments in a variety of areas.

Conclusion

We have a lot of exciting working goingforward in e-government. How do we drivethat change at the federal level? All of theitems on the President’s ManagementAgenda, and the agencies involved, arescored on their status and progress everyquarter. When an agency or agenda item isnot making progress, that gets thePresident’s attention, since he is veryconcerned about the quality of governmentmanagement. So there is accountability forresults at the highest level, and that moti-vates change. Also, when an agency is notprogressing in my area, e-government, weknow why, because the scoring is based onkey quantitative measures. So we cananalyze the agency and understand how toimprove efforts, looking at chronic problems

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that may be preventing modernization.

But to move forward, we not only have toassess our own work but also work withothers, work with all of you, to get the“breakthrough thinking”we need to inno-vate. This is not government business asusual, but when we’re dealing with things asimportant as homeland security or Internetaccess to services, business as usual is not anoption. We are finding that once we breakthrough to new ways of operating like thoseI’ve shown you today, we do get big perform-ance improvements. And that requires yourhelp. Jointly, we do business cases for each ITinitiative. So if you’re interested any of theprojects I’ve presented, I encourage you to

get involved in our initiatives, whether inbusiness case development or, helping usdeploy e-government solutions. We espe-cially encourage you to work with us on thedisaster management and wireless commu-nications projects. We have a very open-doorpolicy.

We are already working with many groups, asI’ve mentioned — governments, businesses,and organizations like PTI, a technologynonprofit funded by a lot of local govern-ments. We look forward to collaborating withmany of you. We know that we can’t create e-government magically; we need the ideasand assistance of everyone involved. I thankyou very much for your attention.


In the atmosphere of increased risk andthreat, U.S. cities must look beyond tradi-tional approaches and legacy information

systems.The current environment requires anintegrated approach to information technologythat supports planning, response, and recoveryto man-induced and natural catastrophicevents. At the same time, recognizing thefinancial constraints that cities must operatewithin, the most effective system for disasterplanning and response must serve other cityfunctions on a daily and operational basis.

There are powerful benefits to cities thatcommit to this integrated enterprise approach:

• Clearly, the investments made are lever-aged over a broad range of city functions—yielding a cost efficiency not otherwiseachievable.

• Information is collected once and sharedmany times assuming consistency acrossthe enterprise.

• The security and control to informationassets may be managed centrally or by indi-vidual data custodian agencies as required.

• The natural propensity of agencies to“stovepipe”and duplicate data collectionand maintenance, as well as computerapplication development, is thwarted in lieuof a more collaborative approach and multi-plied benefits.

Underlying this integrated enterprise approachto disaster planning, response, and recoverysystems (DPRRS) are the spatial and temporalattributes of the information assets which arecritical factors since all events occur at a specifictime and place.

Though the integrated enterprise DPRRSrelies on spatial information, its operationalrequirements go far beyond the functionstypically associated with geographic informa-tion systems (GIS).

The requirements call for a data-centricapproach, utilizing virtual or physical datawarehouses and repositories.To provide thehighest levels of flexibility within a diverse or“extended enterprise”1 common in emergencyresponse situations, the data-centric approach

is complemented by a“portal”architecture.Using the portal architecture as the backbone(see Figure 1) of the DPRRS assures thatlegacy applications and databases can bebrought together in a common operatingenvironment while allowing the originalcustodians of the data or applications tomaintain relevant levels of control and secu-rity.The requirements for a data-centricapproach also go beyond the traditional viewof geographic information to include a wide

Information Sharing and EmergencyResponse—A Portal Approach Supports An Extended City Government EnterpriseJohn Antenucci, President and CEO, PlanGraphics

1Extended Enterprise—Traditionally the term “enterprise”informationsystem describes deployment and use of a system throughout a publicor private entity, e.g., city, utility, and involved multiple agencies ordepartments. In today’s environment, the “enterprise”of an entity typi-cally goes far beyond its own organizational structure. As an example, acity government’s extended enterprise may include other cities, thesurrounding counties, and state and federal agencies, as well as itsvendors, citizens, business community, and visitors.

John Antenucci is the founder, president andCEO of PlanGraphics, a systems integrationand implementation company that provides abroad range of services in the design andimplementation of systems where spatialinformation is a key attribute.He remains active in the delivery of clientservices, which include strategic planning for

geographic information systems (GIS) product and service suppliers,as well as end users of technology; management and financial studiesfor public and private organizations; and technology innovations andtechnology transfer programs, both domestic and international.He has worked closely with senior executives of some of the nation’slargest aerospace and defense industries aiding the commercializationof dual use technologies with particular emphasis on spatial informa-tion management and application systems.Prior to founding PlanGraphics, Antenucci served as president ofAM/FM International (now GITA), a professional association forutility industry users of GIS.In addition to taking on numerous leadership roles in professionalorganizations such as the National Academy of Sciences AdvisoryCommittee, he is also a published author. He co-authored the founda-tional text, Geographic Information Systems — A Guide to theTechnology and the Manual of GeoSpatial Science and Technology.Antenucci holds both an MS in civil engineering/water resources anda bachelor’s degree in civil engineering from Catholic University.

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Antenucci | Information Sharing and Emergency Response—A Portal Approach Supports An Extended City Government Enterprise

range of rich content and unstructured data,as well as conventional alphanumeric data-bases.The rich content and unstructured datamay include aerial photography,building/structure photographs, engineeringdrawings, real-time surveillance video, link-ages and URLs to other systems, real-timesensor data, and more.

PlanGraphics’enterprise portal architecture asapplied to DPRRS, is called STEPs (SpatialTemplates for Emergency Preparedness).STEPs provides a robust and flexible environ-ment for accessing, sharing, and distributingdata and applications while recognizing andassuring the security (and, if necessary,encryption) of data and applications withinthe authorization level of each unique user.Equally important, the database environmentsupports both physically centralized andvirtual data warehouses reflecting the natureof the data (static, dynamic, real-time) and theinstitutional considerations of participatingorganizations.

The STEPs architecture can be quite straight-forward and its implementation equally so.The primary components include:_____________________________________User Access Standard Industry

Browser (e.g., Netscape)_____________________________________Computing Device “Low-end”desktop or

laptop, PDA, etc._____________________________________Database Server hosting security,

authentication, and encryption application (if required), metadata

Database (cont’d) manager and metadata,(optionally) retains static data, data translators,URL pointers

_____________________________________Data Warehouse Virtual and/or physical,

function of institutional environments and DPRRS requirements

_____________________________________Application Suite Variable, a function of

DPRRS requirements_____________________________________Network Hard-wired, e.g.,

Ethernet, Internet,intranet (wired and wireless), secured and unsecured, redundant if required

_____________________________________

STEPs’rapid deployment is facilitated by a rela-tional database hosted metadata manager anda series of“templates” that provide“pre-configured”access to data and applicationssupporting the DPRRS.

These templates function as “tabs” to an“index file” allowing an inexperienced user (asare most first responders and those called tosupport an event) to quickly access therequired information or application with littleor no prior knowledge of the sources, formats,or technical details and as little as one hour oforientation to the operations of STEPs.

Antenucci | Information Sharing and Emergency Response—A Portal Approach Supports An Extended City Government Enterprise

STEPs is typically implemented in three steps:

1. Requirements definition2. Prototype deployment3. Incremented deployment (content, secu-

rity, range of contributors/users).

Prototypes can be deployed within 90 days inmost operating environments following thedefinitional stage. Federal and state funds canbe used to implement STEPs as an enhance-ment or an extension to emergency opera-tions centers.

Table 1: STEPs Template Functionality

Template Fairfax New York Oracle Note(function) County City World

GIS (all themes) • • • ESRI, Intergraph, Smallworld, MapInfo,et al.

CAD • • • AutoCAD, Bentley

Aerial Imagery • • • Skyline software

E-book • • ICTS procedure handbook

Geocoding • • • Navtech, GDT client databases

Asset Records • • • Underground utilities

Asset Images • • • Utility components, structures landmarks

Routing • • Shortest path by transport method

Vehicle Tracking • • • Based on GPS

Weather • • • Current and forecast

Air Dispersion Model • • • Static and dynamic

Building Characteristics • • From real property management systems

Census/Socio-economic • • • Federal and local sources

E-notification • • • Alert technologies

Event Management • • • E-spatial

Chemical Hazard • Compressus

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Cisco was once described as the armssupplier to the Internet revolution.But as in most revolutions, the

bureaucracy is the last to find out andcontinues as it had before. A lot of our workwith the DoD and agencies in Washington stillinvolves specific networks — where it’s not anissue of national defense, secrecy or confiden-tiality.Those organizations couldn’t shareinformation if they wanted to, other than byvoice or fax.You want the ability to share infor-mation and the security to limit the sharing tospecific organizations or individuals.

We see similar opportunities to improvecommunication between public and privatesector agencies, not just in a national emer-gency but under normal circumstances, toallow the public safety organizations to bemore productive with the equipment andsystems they have today.

We know that there are increasing demandsand responsibilities on organizations —police are not only expected to respond totraditional trouble but in circumstances suchas terrorist attacks, truck bombs, and so forth.We have growing concerns about technologyinteroperability — different agencies, organi-zations, operating on different frequencies,radios, systems, and the difficulty of coordi-nating action.

Communications is something that we do verywell: we pick up the telephone and can talkwith almost any other person in the world. Butwhen we talk on the systems that we use onthe job, that ease of communication stops.

We are all facing a budget crunch. Even if weweren’t, we would need to leverage existingcommunication systems instead of replacingthem every time there is new technology.TheInternet has largely done this in the commer-cial arena.The Internet started out working onDDS lines between universities, then betweencompanies on T1 lines, optical fiber, andEthernet lines. It operates on dial-up lines,which is how the Internet first reachedconsumers. It also operates on DSL, cable andsatellite systems.

The Internet leveraged the technology thatwas in place, enabling everyone to communi-cate on a worldwide basis. Why are we notdoing this in our public safety systems?Generally, they are proprietary systems —applications designed for an ambulance or apolice car or a helicopter — and only availablefor that system itself. Everything was inte-grated and couldn’t be leveraged for any otherthings.

Instead of upgrading equipment, we can useeach separately to pass the same type of dataand then tie them together with a securitysystem. So you can use existing equipment fornew and advanced data — whether it is voiceor the video systems of the future.

What we’re suggesting is to go from propri-etary systems to standards-based systems,from text-based or voice-based applicationsto rich media, depending on the processingpower that you have at the end point. To go

Teaching Old Equipment New Tricks: BridgingCommunications BarriersCharlie Giancarlo, Senior Vice President and General Manager,Switching, Voice and Storage, Cisco Systems Inc.; President,Cisco-Linksys LLC

Charlie Giancarlo holds several key roleswithin Cisco Systems, Inc., a worldwideleader in networking for the Internet. Heleads four groups in the Cisco developmentorganization, including the technology teamresponsible for Network Switching, as well asgroups focused on emerging technologies andnew markets: voice, storage and security.Giancarlo also chairs the Cisco Enterprise

Business Council and is responsible for developing and executingCisco’s business strategies.In addition, he is president of Cisco-Linksys, LLC, an independentdivision of Cisco that was acquired in early 2003, providing wiredand wireless products for the high growth consumer and the SOHOnetworking market.Prior to joining Cisco, Giancarlo was vice president of marketing andcorporate development for Kalpana, Inc. He was also a cofounder andvice president of marketing for Adaptive Corporation, which devel-oped the industry’s first Asynchronous Transfer Mode (ATM) productfor the LAN market.Giancarlo holds an MBA from Harvard and an MS and BS in electrical engineering from the University of California at Berkeleyand Brown University, respectively.

biography

from proprietary data for specific communi-cations equipment to information that can beshared locally among different public safetyproviders — police, fire, and ambulance — orunder emergency circumstances, nationally.Instead of changing the radios or other end-point equipment, use what is in place, butput on Internet Protocoldata and tie it together atthe core, something thecommercial environmenthas been doing for years.It is then available in aformat that can beshared not only amongagencies, but also withpublic and commercially-based services.

In an environment basedupon Internet Protocol,you have device inde-pendence.You can usePalms, radios, scanners,IP phones, IP-basedradios and 80211 wire-less, which is becoming extremely popular.Access is transparent.This can operate on anyradio system, public or private.

Then you have a high-performance stan-dards-based network that can be sharedamong governmental functions because it’s astandard IP network. If security is needed, you

can put secure protocol on top of that. And I’llremind you that on 9/11 the one thing thatcontinued operating in Lower Manhattan wasthe 80211 wireless network and the Internet.There were a number of firms in LowerManhattan using Internet phones whenregular phone service was out.

The Internet was devel-oped to survive a nuclearattack, so it is veryresilient. It has a standarddatabase and computinginfrastructure that can beshared with specializeddevices and standard PCs.

Over time we can developpolicies regarding whereinformation is shared. Forpolice radio traffic, thepolicy may be that it stayswithin the local forceunless certain eventsoccur or unless a certaintype of call occurs. If it’s amedical emergency, the

policy could change to share radio traffic withthe local ambulance capability. If it involvesfire, radio traffic can include the fire emer-gency teams and so forth.

The applications are quite varied.To sharevoice traffic among different forces on

Giancarlo | Teaching Old Equipment New Tricks: Bridging Communications Barriers

Communicationsis somethingthat we do

very well: we pick up thetelephone and can talkwith almost any otherperson in the world. Butwhen we talk on thesystems that we use onthe job, that ease ofcommunication stops.

Left to right: Simon Hakim, Charlie Giancarlo, and Moshe Porat in front of Cisco’s police car.

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different radios, you broadcast or multicast tothe appropriate radio at the appropriate time.You have kept the equipment in place, butyou’ve enabled it to share information. It is alot less expensive. We can also provide data-base access, sharing the same data on avariety of equipment.Then of course you needto consider things such as identity verification.

Video monitoring is quite interesting. We havea deployment in Seal Beachin which police cruisers use80211 — called WiFi.Theycan roll up to businessesthat have video-monitoringequipment let’s say, in awarehouse. Because theyhave the security keys tothe network in the ware-house, they can observe thevideo on a monitor in theirsquad car.They see the badguys real-time before theyhave to rush into the building.The same capa-bility enables the police to do fleet manage-ment when they roll into the garage; 80211 isconnected to the equipment in the car andthey are able to assess its condition as theycome in.

We believe that by going to a common infra-structure, data format and protocol, andproviding access through existing equipment,you take agencies beyond the narrow confinesof proprietary applications to achieveincreased safety, operational efficiency,enhanced information sharing among agen-cies, and real-time resource allocation.

Take,for example,a police cruiser that is usedin Buffalo Grove. It is enabled with a mobileaccess router, a small device designed for aharsh environment that can take a variety ofradios and/or physical connections.Regardless of where the vehicle is or how fast

it’s going, it picks the best connection avail-able, automatically makes sure it has connec-tivity, and enables all the devices in the car totalk to the network — private or public, what-ever it might be.

As long as there is an Internet Protocolconnection, there is rich data communicationto that vehicle — voice, data or video.Therouters are also enabled with 80211, so they

can work either in oraround the squad cars orthe device.Things can beset up quite easily.

Once the infrastructure is inplace it’s not very expensiveor difficult to add newapplications. An example ofthis is NASA: When theastronauts were up in theshuttle they communicatedwith earth by radio through

Internet Protocol, going into computers andvarious systems.Two years ago we sent up anIP telephone. By adding that device, the astro-nauts could call any individual telephone onthe planet, including their families. So insteadof having to ship up a central-office switch, acomplex telephone system, an IP telephonewas able to create an entirely new application.

Once the Internet Protocol infrastructure is inplace in a public safety environment, theability to share valuable information multi-plies by the number of agencies that get ontothat infrastructure.

Technology shouldn’t get in the way of intera-gency communications. A lot of the infrastruc-ture in place today can be used if what wesettle on standards for information and proto-cols that operate over those devices. Webelieve that will allow us to access informationanywhere at any time.

Giancarlo | Teaching Old Equipment New Tricks: Bridging Communications Barriers

Once theinfrastruc-ture is in

place it’s not veryexpensive or difficultto add new applica-tions.

I’d like to express personal and profes-sional thanks to the City of San Franciscoand to Temple University for seizing the

initiative and conducting a conference thatwe really need.

I’ve been employed by the Battelle MemorialInstitute, which employs 16,000 people atover 70 locations worldwide, the majority ofthem scientists and technologists. Wemanage the Pacific Northwest National Labin Richland, Washington, Oakridge NationalLaboratory in Tennessee, BrookhavenNational Laboratory on Long Island, and weco-manage the National Renewable EnergyLab in Golden, Colorado. This means thatBattelle has immediate access to cutting-edge technology emerging from theseDepartment of Energy laboratories. We areone of the leading entities in the world indealing with chemical and biological threatsand have been for quite some time.

The dominant culture within Battelle is theUnited States Army Chemical Corps.

They are intellectual heavyweights: microbi-ologists, chemists, physicists — and really,they’ve pointed the way for a lot of the devel-opments between the first Persian Gulf warand the second Persian Gulf war.

It occurred to me that only a general can losea war and only a rifleman can win one. Whatdoes that have to do with this audience? Themayors of our cities are the riflemen inhomeland security — the very importantbusiness of protecting our nation. Ultimatelyyou have to win the war, and in this warfailure is not an option.

I want to talk from a private sector stand-point about homeland security, defining thechallenge as we at Battelle see it, then talkabout solutions, and about Battelle’s flagshipprogram, designed solely and exclusively forapplication at the state and local level. It isnot Department of Homeland Security orWashington D.C. focused.

Everyone in this room is a manager. We iden-tify a need or a requirement and then wedesign an organization, make a plan, andexecute it. We tend to do this sequentially.

Today, however, we find ourselves in theposition of having to organize, plan, andexecute simultaneously, and this is true atevery level — whether it’s Secretary TomRidge in DHS, a governor, or a mayor. It’s noteasy because our processes and procedures— the way we approve budgets, allocateresources — are sequential processes, andthey are not fast enough to meet the need.

We’re confronted with chemical, biological,radiological and nuclear threats while we doin-stride reorganizations and try to fill infiniterequirements with finite resources.Time is noton our side. I am shocked that as much timeas has passed since 9/11 without a secondevent. If you had suggested to me that wewere going to cross the border from Kuwaitinto Iraq, take down that regime, and suffer nopain in the homeland I would have takenexception with your statement. Well, oldgenerals were wrong again, thank God.


Homeland Security and the Private Sector:Enhancing CapabilitiesCharles Wilhelm, Retired Gen., United States Marine Corps,Director of Homeland Security, Battelle Corporation

Charles E. Wilhelm, a retired four-starMarine Corps General, is vice president anddirector for Battelle’s Office of HomelandSecurity, one of the world’s largest inde-pendent, nonprofit research and developmentorganizations. Wilhelm is responsible forhomeland security issues within Battelle’sgovernment market sectors.

After a distinguished 38-year career in the military, Wilhelm retired.A career infantry officer and a veteran of combat operations inVietnam, Lebanon, the Persian Gulf and Somalia,Wilhelmcommanded Marine units at every level, from Rifle Platoon andCompany Commander in Vietnam to Commander of the II MarineExpeditionary Force and all Marine forces in the Atlantic, Europe andSouth America. In his final military assignment, he served asCommander of the United States Southern Command where he wasresponsible for all U.S. military activities with the 32 nations of theCaribbean and Central and South America.Wilhelm is a graduate of Florida Southern College and holds an MSfrom Salve Regina College. He is also graduate of the Army InfantryOfficer’s Advance Course and graduated with highest distinction fromthe Naval War College.

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Last December, we had to be concerned withnot only the Iraq theater of operations, butwhat might happen in the United States.Why? Because all of our forces weren’t inIraq. We had aircraft, armor, command andcontrol mechanisms and transportationassets that were still in the United States.Suppose the major ports and airfieldsthrough which those commodities andtroops had to flow were closed off. We wouldbe in one hell of a mess.

We started to come up with the worst casescenarios, and we wondered, how doesSaddam Hussein see this? We talked about acountervailing strategy — simply stated, wetake Basra, he does San Francisco.Tit for tatacross the board, to test our national resilienceand inflict real pain on the United States.

It didn’t happen — again, thank God. Why?Maybe a combination of two things —perhaps I underestimated the effectiveness ofour three-letter organizations. We may alsohave overestimated the level of organizationand the capabilities of those who wish us ill.

Nevertheless, time is not on our side. We don’tknow when it’s going to happen, but when ithappens it will probably not be the event thatwe expected. We present a target-rich envi-ronment to terrorists — 361 ports, 429

commercial airlines, two-and-a-half millionrailcars, 7,500 miles of land borders and95,000 miles of coastline. Look at the farm-lands that make us the best-fed nation in theworld, and think about the effects of a biolog-ical event on our food chain.Then you get toour most lucrative target our cities.

In 1985 Mike Myatt was the Director ofExpeditionary Warfare on the Navy staff andhe wrote a document entitled “Chaos in theLiterals,”about the places where we wouldmost probably find conflict in the 10 or 20years that followed.The centerpiece was theimportance of cities in homeland security.Where are major ports? Where are majorairfields? The answer is they’re either in themiddle of or contiguous to cities.

To think about homeland security, I use fourPs — the first one is Prevent the act fromtaking place. If that fails, then we have to bePrepared to respond. My fatalistic notion isthe events will occur, and the events will occurin cities. So there’s really no place for us to goand nothing to do but to confront theProblem.The last P to me is the one that’smost important. At the end of all of this we’vegot to Prevail. If the event occurs we have tohave the mechanisms in place so that ahandful of political radicals or religiousextremists won’t succeed.

So the notion that I’ve presented to Battelle —“Find a place you can play in the top threeand you’ll be supporting number four”— is away to think about it.

How do we meet these challenges? This is ahuge information technology enterprise, and Iwant to share a couple of observations from ameeting that I had with Secretary FrankLibutti, who is responsible for informationanalysis and infrastructure protection inDepartment of Homeland Security. He said,“I’ve got only one focus, and that focus isdown. I have to put an information structurein place that collects vast amounts of informa-tion, then synthesizes that down intodigestible pieces that first-responders canwork with. I’ve got to get it to them in a timelyway, and I’ve got to create an operationalpicture that is the same from coast to coast.”

The real challenge as I see it is that we have a283-million-man army. We have to have theinformation technology to educate our popu-lation. People have to see the threat in acommon, constructive way. Public/privatealliances to me are absolutely essential — this

Wilhelm | Homeland Security and the Private Sector: Enhancing Capabilities

Charlie Wilhelm and Simon Hakim

is a collective enterprise or we don’t make it,in my view.

Resources will be a challenge and time isalways against us. So I think what we have tolook for are those really comprehensive,synergistic, end-to-end solutions. We cannotfocus on piecemeal solutions. We have to takecomprehensive approaches, to think in termsof systems of systems.They may be imperfect.They may be 60% or 70% solutions. But if weaddress only a part of the problem, we will behit in the part we didn’t think about.

Let’s talk about the division of labor amongfederal, state and local levels.These [items onthe slide] are not meant to be exclusionaryentries. It’s not to say that medical and bio-terrorism preparedness is purely a federalundertaking. But to solve the problem that’swhere we have to start, and we haven’t gottenoff to a very good start.

For example, I really liked it when theCenters for Disease Control said,“Within 30days we’re going to provide smallpox vacci-nations to a half-million first responders.Then we’re going to up to 10 million so we’reready for that threat when it appears.” Tenweeks later they had done only 50,000 andhad hit a couple of roadblocks. One was thelack of confidence on the part of the hospi-tals and the medical institutions that theresources would be there to execute the plan,and another was the health service workerswho were concerned about the effects.

Are there technical solutions to that? You betthere are — better vaccines. Right now it

takes us 18 months to protect a soldier,airman, marine or sailor from anthrax — atotal of six shots with an annual booster.We’ve got to do better than that. How do weachieve the required capabilities? I don’tthink there’s anyone that can touch us interms of our science and technology capabili-ties. But they have to be leveraged. We haveto have a sense of priorities. I’ve asked secu-rity leaders: “What’s going to cause you notto sleep tonight?” The answer in almostevery case is, in this order: biological, chem-ical, radiological, or nuclear event. Bio jumpsto the top in every case. So those are theplaces where we have to start.

Providing integrated and cost-effective solu-tions — the key is to move forward as fast aswe can on a broad front addressing as muchof the threat as we can. Get the 60% solutionin the hands of the first responder now. Chartthe course to a 75% solution and have an ideaabout how to get to 90%. Forget about the last10%. Nobody is going to wait for it and it’smore than likely too expensive. And the tech-nology is moving too fast. Researchers don’tlike that — they’re perfectionists, but they’vegot to be realists.

It isn’t all technology.There are simplecommon-sense measures we need to take. Idon’t think people know what numbers to callwhen they see a possible terrorist threat. Weneed to improve societal discipline. I get angrywhen I hear somebody moaning because theyhave to stand in a line at an airport.The priceof security is inconvenience, America. Livewith it. We need to stress that to people.

Left to right: Mayor Jeremy Harris, Manny Menendez and John Marks.


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I will close with Battelle’s SPEAR Program —the Statewide Program for EmergencyPreparedness and Response. It focuses onthreats, providing comprehensive solutions. Itcontains 13 components, and integrates 13systems and enterprises to meet broad needson a broad front.

The objectives, as are indicated on the charthere — again, this is a program that wasconceived, designed, developed and is beingimplemented solely at thestate and local level. Werecognize that cooperation isimportant. Adjacent citiesdon’t need to match eachother capability for capa-bility. It is important toachieve regional solutions,complementing each otherrather than competing at thestate and local level. If we’reproximate, we can sharecapabilities.

The best, fastest and mostcomprehensive capabilitiesat the lowest cost is theanswer.This is a problem wecan’t admire — we’ve got tosolve it. Start with a compre-hensive risk assessment.Risk assessments were done under FEMAprotocols, but need to be updated. Identifycritical gaps, prioritize them, and then start tofill them.

A very important point — it is very muchcommunity-focused and it recognizeseconomic and fiscal realities. It is market-sensitive and vendor-neutral. It tries to find alocal supplier of services.

We need to take things that we have now —handheld radios, repeaters, computer systemsand software — and make them worktogether.That’s exactly what SPEAR does: Ittakes all of these previous investments and itmakes them work with each other.

The last point is probably the most important

one where SPEAR is concerned. It is scalableand flexible. When we go into a city or a statethere are going to be unequal needs andresources. A program has to prioritize require-ments with local leaders, determine the rangeand depth of capabilities required, and designa solution for that jurisdiction.You can shiftpriorities as threats change.

The SPEAR focus is to protect the public andthen preserve critical infrastructure. It is

functioning in a numberof regions right now. TheSPEAR program startswith a risk and vulnera-bility assessment. Itprovides for surveillanceand detection; criticalinfrastructure protection;equipment acquisitionand training; communica-tions and interoperabilityof communicationsystems; medicalpreparedness; planning,training, exercising, andpublic protection;response and recoveryplanning; continuity ofgovernment and opera-tions; and risk communi-cations. It also addresses

agro-terrorism and the important issue ofsustainability. These programs have to bekept vital over time.

This is where SPEAR is today: Alabama,Georgia, Iowa, and Illinois. In other areas, weare in the process of sealing the deal, and instill others, we have ongoing dialogues. Wehave four corporate partners in this program:Olive Tree deals largely with non-govern-mental organizations based in Utah; Titan;WebMethod; and Duberry Davis.The solu-tions lie in coalitions, industry coalitionswhere we complement each other. Battelle isnot big enough to be the prime contractor, butwe have niche capabilities that complementthe efforts of larger organizations.


We’reconfrontedwith

chemical, biological,radiological andnuclear threats whilewe do in-stride reor-ganizations and try to fill infinite require-ments with finiteresources. Time is noton our side.

In 1998 the City of Honolulu embarked ona long-range program to expand andimprove public services through the appli-

cation of digital technology. Our goal was tocreate a “paperless city,”where barriers tointerdepartmental communication werebroken down, operational efficiencies maxi-mized, and citizen access to information andservices was easier and more seamless thanever before.

The decision to modernize was driven bynecessity. Between 1994 and 2002 cityrevenues plummeted, as real property valuessuffered from the prolonged effects of theburst of the Japanese “bubble”economy.While the national economy grew at anannual average rate of about 4 percentbetween 1992 and 1999, Hawaii’s economyshrank by an annual average of 0.3 percent.Honolulu’s tourism-based economy was alsohit hard by the Asian currency crisis of 1997-1998, which cut into international visitorarrivals.

By the end of the decade the city faced threechoices: cut services, raise taxes, or increasegovernment efficiency. The latter option wasthe only one that made sense during tougheconomic times. So we set out to reorganizegovernment, increase operating efficiencies,and reduce our workforce by leveraging tech-nology. Technology was one of the tools thatallowed us to build a smarter, more respon-sive government with increased police, fire,refuse collection and transit service—all ofwhich were enhanced without raising prop-erty taxes. We continued to hold the line onspending as the city’s fiscal condition wors-ened. By 2002, real property tax revenueswere down $62 million from what they werein 1994.

Though city revenues have declined over thepast decade, Honolulu has significantlyadvanced its e-government capabilities. In2001, a comprehensive review of e-govern-ment applications in 223 American cities ledthe Civic Resource Group to determine thatHonolulu had one of the best Web sitesamong cities of comparable size. Last year,for the second consecutive year, the Centerfor Digital Government’s Digital CitiesSurvey ranked Honolulu first among cities

with populations greater than 250,000 forusing digital technologies to improve thedelivery of services.

While the attention we’ve received has beengratifying, there’s more to the expansion of e-government than an award-winning Web site.Honolulu’s quest for greater efficiencythrough technology is rooted in discussions Ihad with our chief information officer morethan a half decade ago about the role weexpected technology to play in the city’sfuture. Out of those conversations came aplan to make Honolulu one of the most digi-tally advanced cities in the country.

The IT vision developed for Honolulufeatured three main components. First, we


E-Government Innovation in HonoluluJeremy Harris, Mayor, Honolulu, Hawaii

The eleventh mayor of the twelfth largestmunicipality in our nation, Mayor JeremyHarris is characterized as one of ournation’s most dynamic urban leaders. Bornon December 7, 1950 in Wilmington,Delaware, Harris says his life began when hecame to Honolulu as a student more thanthirty years ago. He earned two relatedundergraduate degrees in biology at the

University of Hawaii and a master’s degree in Population andEnvironmental Biology, specializing in urban ecosystems, at theUniversity of California at Irvine.He began his professional career as an instructor at KauaiCommunity College, teaching oceanography and conducting reefwalks and classes for keiki and kupuna. He also served as a MarineAdvisor with the Sea Grant Program at the University of Hawaii.Mayor Jeremy Harris first ventured into politics as a delegate to the1978 Hawaii Constitutional Convention. At the age of 29, he waselected to a seat on the Kauai County Council in 1979, and served asCouncil Chairman for two years. In 1984, he joined the HonoluluCity and County government as Executive Assistant to the Mayor,and was soon promoted to Deputy Managing Director and thenManaging Director. Harris holds the distinction of being the city’slongest serving Managing Director, having held that post from 1986until 1994.Upon the former Mayor’s resignation in July 1994, Harris becameActing Mayor of Honolulu. He was elected Mayor in a September1994 Special Election and was re-elected in November 1996 andagain for a second full term in September 2000.

biography

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set about building a more responsive,customer-centered government to deliverpublic services more conveniently and cost-effectively. We sought to accomplish this, notwith the intention of meeting customerexpectations, but with surpassing them. In anincreasingly interconnected world wherepeople shopped, retrieved information, andaccessed financial and other vital servicesonline, the time had come to make city serv-ices easier to access as well.

Second, we wanted to wean the city awayfrom its longstanding dependence on paper.The ability to publish documents in digitalform significantly reduces the cost of storing,retrieving, and transferring information.Moreover, the paper trail creates unnecessarybarriers to communication by separating thedata essential to city functions along depart-mental lines. For manycities, the result can be abureaucratic and highlydecentralized operationalstructure. Computer tech-nology helps remove thebarriers to informationflow and encourages inter-connectedness throughoutthe city system.

The third component ofHonolulu’s IT vision wasthe development of a user-friendly Internet portal topromote tourism andinternational business.Our city has responded toan increasingly competi-tive global travel andtourism environment bymarketing Oahu as astrategically located islandparadise that offers numerous advantages tointernational businesses beyond sun and surf.The Internet provides not only increased visi-bility but also tremendous flexibility inspreading the word to visitors and entrepre-neurs throughout the world. Perhaps the mostwidely acclaimed of Honolulu’s Web-basedmarketing initiatives is our sophisticatedgeographic information system (GIS) thatprovides visitors and investors with site-specific, detailed information about commer-cial real estate opportunities on the island ofOahu.The enhanced GIS is one of the reasonsour Web site has become such an importantpart of the city’s economic development plan.

Customer Service

Not long ago the people of Honolulu had nochoice but to renew motor vehicle registra-tions by mail, stand in line at City Hall to payproperty taxes and apply for permits, and gettheir information about city programs andservices over the telephone.

While many citizens still rely on traditionalmodes of delivery, for a growing number ofislanders the Internet has become a moreconvenient way of doing business. As tech-nology improves and more people are madeaware of the range of services available tothem online, we’re confident they’ll takeadvantage of the electronic alternative.

The trend is encouraging. Over the past twoyears our city has processed approximately11,000 motor vehicle registration renewals

online at an estimatedsavings in mailing andprocessing costs of $10,000per year. While that’s stillonly 1.4 percent of the totalnumber of renewals peryear, online service isgrowing at a terrific rate.The total number of onlineregistration renewals in2002 was up more than 326percent over the previouscalendar year. Equallyencouraging are surveyssuggesting that up to 60percent of Oahu’s 876,000people has access to theInternet. Such figures haveled us to believe that we’veonly begun to realize thepotential of technology toimprove the quality of life

on our island. The less time people spend intheir cars on their way to City Hall andstanding in line once they get there, the moretime they’ll have to spend with their familiesand enjoy the natural beauty of Hawaii.

Honolulu’s “satellite”city hall system may berevolutionized in the years ahead as theacceptance of online service delivery grows.Currently, the city operates 11 permanentsatellite offices in neighborhoods andcommunities on Oahu, in addition to twomobile satellites serving citizens in outlyingareas. Our island is a lot bigger than manypeople realize. All together, the City andCounty of Honolulu encompasses an area of

Harris | E-Government Innovation in Honolulu

Last year, forthe secondconsecutive

year, the Center forDigital Government’sDigital Cities Surveyranked Honolulu firstamong cities withpopulations greaterthan 250,000 for usingdigital technologies toimprove the delivery ofservices.

about 600 square miles. Hence, the rationalefor the satellite system has been to bringservices closer to where people live, insteadof making them drive to the downtown areawhere the majority of government offices arelocated.

The growth of Internet service delivery mayeventually allow us to rethink this sprawling,bricks and motor customer service operationand reassign the 92 full-time employees thatstaff the facilities. But we’re not there yet.Thetotal number of customer service transactionsexecuted by the city in 2002 was just over 1million. A realistic near-term goal would be toincrease the number of online transactions to10 percent of the total.

Public education will help stimulate accept-ance of the Internet as a primary means ofservice delivery. At the same time, we recog-nize that some people prefer face-to-faceinteraction with city government, and weintend to honor that preference. According-ly, the city has recently modified its on-sitepayment system to keep lines to a minimumand expedite the flow of transactions at oursatellites. Under the old system, customershad to wait in line at a separate cashierstation after getting their licenses, permits orregistrations. Now, all customer servicerepresentatives take care of business trans-actions and accept payment at the sametime. By adapting a point-of-sale softwaresystem to existing workstations, the city wasable to forego the purchase of more expen-sive registers. This single innovation hasenhanced customer service and resulted in aone-time savings to taxpayers of more than$2.6 million.

Public Safety

Digital technology has revolutionized lawenforcement and disaster management,dramatically reducing response times andmaking it easier to send and retrieve informa-tion critical to our city’s first responders.

In recent years, Honolulu has moved aggres-sively to equip law enforcement personnelwith the technology they need to do theirimportant work more effectively. In 1998 thecity obtained $9 million in matching fundsfrom the federal government to reengineerthe Honolulu Police Department’s electronicworkflow system and take advantage of newmethods of acquiring, sharing and storinginformation. Our goal was to minimize the

time officers spent doing paperwork manuallyso the bulk of their energies could be devotedto community policing.

With the introduction of a state-of-the-artcomputer-aided dispatch (CAD) system andinstallation of mobile data computer terminalsin the city’s fleet of patrol vehicles, HPDcommunication systems are as advanced asanywhere in the country.

The primary link between dispatchers andour officers in the field, the CAD system hasstreamlined the call process and significantlyreduced response time.Voice communicationremains an essential part of the dispatchprocess, as there is no substitute for humancontact in the immediate aftermath ofserious incidents. The CAD system augmentsvoice communication and promotes speedand efficiency by enabling dispatchers totransmit volumes of information crucial topolice investigations using voice-less datatransmission.

Police investigation procedures have beenrefined through the use of mobile data termi-nals in squad cars. These on-boardcomputers allow officers to electronicallytransmit their reports to the Department’srecords management system. Because of theintegration of automated field reporting withHPD’s records management system, detec-tives are able to access information in a frac-tion of the time it used to take. The city iscurrently field-testing additional enhance-ments to mobile field reporting. By the end ofthis year it will be possible for officers to callup mug shots and other graphic data fromtheir patrol vehicles.

Such advances are part of the broaderreengineering of systems in Honolulu’semergency response complex. Along withpolice reports, data from fire and emergencyservices is stored in computers at ourEmergency Operating Center at the heart ofthe city’s Civil Defense Agency. There, citypersonnel are able to track the locations ofemergency response vehicles using globalpositioning satellite (GPS) technology. Theresult is coordinated response to emergen-cies of all kinds.

The Paperless City

Honolulu’s digital revolution involves morethan selling services over the Internet andupgrading emergency communicationsystems. Much of our modernization is aimed


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at creating a workplace where data are organ-ized and shared across departmental lines. It’salso about enabling and empowering cityemployees to adapt to the changing demandsof the information age.

Last year we launched a multi-year project toaddress the need for departments to electroni-cally store, retrieve, share and manage thedocuments they work with.Though still in anearly stage of development, the IntegratedImaging and Document Managing Systemhas improved productivity, eliminated dupli-cation, and uncovered “islands”of useful dataembedded in the paper files of many depart-ments and agencies. By creating a commonrepository for electronic documents, team-work is encouraged and decision-makingprocesses are enhanced.

Part of this same initiative is our Web-basedworkflow system that allows city employees tocomplete more than 80 forms by computer androute them electronically through the approvalprocess.The electronic workflow initiative hassimplified and streamlined the routing processcitywide at a projected one-year savings of$250,000. It is a particularly significant develop-ment for paper-intensive departments such ashuman resources, where reduced processingtimes and integrity of data are vitally importantto personnel management.

The process of tracking and approving citypermits was among the most labor-intensiveof activities under the old manual system.Today the city uses an automated programthat allows users to track permits as theymove through the review process.TheAutomated Permit Tracking and ManagingSystem, commonly known as POSSE, is usedby city agencies to monitor operations relatedto the review, approval, inspection andenforcement of departmental permits.Thesystem allows managers to monitor theprogress of city construction projects, permitreview times, inspector’s mileage andpersonnel workloads.

The POSSE system has recently beenexpanded to allow private businesses and thegeneral public access to permit records andinformation over the Internet.TheDepartment of Planning and Permitting hasdeployed the Honolulu Internet PermitSystem (HIPS) Web site that provides Internetaccess to parcel and permit data stored in thePOSSE system. Customers can now researchpermits and land records and check on the

status of application reviews in real time.Thesystem also provides expanded access toagencies and individuals through the city’sintranet system, allowing users to accessdetailed information related to city construc-tion projects.

Honolulu has also developed one of the mostcomprehensive GIS databases of any city of itssize.The Honolulu Land Information System(HoLIS) is an enterprise-wide system servingover 15 city departments with land use,permit, tax, infrastructure and environmentaldata. A central repository for data pertinent toeach of our city departments has eliminatedduplication and cut the time required toaccess information related to zoning, propertyboundaries, tax assessment, ownershiprecords, sewer hookups, demographics, floodzones and much more.

Tourism and EconomicDevelopment

The idea of devoting significant portions ofHonolulu’s Web site to the promotion oftourism and economic development on theisland of Oahu has been several years in themaking. We set out to build a versatilemarketing tool that would allow us toconvey a vivid image of our city to the rest ofthe world, promote awareness of our island’shistory and diverse cultures, and provide awealth of information to perspective visitors.

We wanted to create an interactive, educa-tional experience that would overturn theprevailing image of government sites as coldand impersonal. Honolulu’s presence on theWorld Wide Web once consisted of a fewsimple pages listing city departments andtelephone numbers. Today, our Web sitefeatures 18,000 pages that act as a virtualextension of the city itself — a user-friendlycyber-oasis reflecting the beauty of our landand the warmth of our aloha spirit. Overall,the Web’s ability to enhance our brandrecognition in the international communityhas been dramatic. The site averages about 9million “hits” a month—three times as manyas a year ago. Surveys indicate that up to 60percent of the people who visit our site liveoutside Hawaii, many of them in Canadaand Japan.

The Internet’s use as a business developmenttool is of potentially greater benefit than itsapplication in tourism marketing. Within thelast year, Honolulu has launched a site


featuring the latest in GIS, Internet and data-base technologies.This sophisticated applica-tion allows businesses to access informationneeded to make informed investment deci-sions.The new Economic DevelopmentProperty Locator allows users to view, createand print maps, perform site-selectionsearches, develop custom demographic radiusreports, and locate commercial or businessproperties.

More flexible and powerful than most govern-ment Web sites, the GIS-based applicationallows users to access data that might other-wise take weeks and thousands of dollars toassemble. In addition to providing site-specificmap overlays, the applica-tion provides everythingfrom rental rates, salesprices, and information onsquare-footage and devel-opment incentives. Since itsdevelopment, landscapearchitects, land-use attor-neys, real estate appraisersand a host of other special-ized users have found it tobe an invaluable resource.Business owners find ituseful for obtaining demo-graphic information used indetermining optimal retailsite locations and doingtarget marketing. EvenHollywood movie studioshave used the system to dobackground on perspectiveshooting locations.

Sophisticated business andeconomic developmentresources like this can becost prohibitive for thepublic sector acting alone.By developing public-private partnerships,cities can leverage their limited resources inways that serve the greater community. Theproperty locator was made possible througha partnership between the city, the HonoluluBoard of Realtors, and Enterprise Honolulu, anon-profit economic development organiza-tion that attracts new business to the islandof Oahu.

Community Access

No vision for e-government would becomplete without considering the issue ofdigital democracy. As cities across the

country explore new ways of improving thequality of citizens’lives through digital tech-nology, decision makers are considering itspotential to stimulate public awareness andgreater involvement in community affairs.Improved efficiency and cost effectivenessare vitally important — especially at a timewhen city budgets are stretched to the limit— but we must be mindful as well of theInternet’s capacity to open new doors to thedemocratic process.

Honolulu is among a growing number ofAmerican cities using IT to promote civicdiscourse. We provide live Webcasts of citycouncil meetings, encourage the submission

of electronic testimony athearings and committees,and make it easier forconstituents to keep intouch with their electedofficials via e-mail. We’vealso responded to thechallenges of citizen disin-terest and apathy by usingthe Internet to educateyoung people about howlocal government is struc-tured, how a bill becomesan ordinance, and howanyone can have a voice indeciding the outcome ofurban issues.

In 1998 our city took theconcept of participatorygovernment a step furtherwith the establishment ofwhat we call CommunityVisioning.This uniqueprocess enables thousandsof people in communitiesthroughout the island towork with planning and

design professionals in setting priorities forpublic works projects in their areas.Visiongroups have been given the financial andmaterial resources to bring dozens of ideas tofruition — everything from the construction ofunderground utility lines to traffic manage-ment systems.The response to this experi-ment in democratization has been nothingshort of spectacular.

IT plays an important part in facilitating theflow of information between citizens anddesign professionals.The city has made SmartBoards available at public meetings, withspecial software that allows citizens to review


The Web’s abilityto enhance ourbrand recogni-

tion in the internationalcommunity has beendramatic. The siteaverages about 9million “hits” a month— three times asmany as a year ago.Surveys indicate thatup to 60 percent ofthe people who visitour site live outsideHawaii, many of themin Canada and Japan.

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design options with project planners andarchitects without meeting face-to-face.Thistechnology has revolutionized the process ofcitizen participation by making it possible forcity officials and consultants to work withmultiple vision groups across the island.

While Community Visioning has been anempowering experience for many of our citi-zens, there are many people in Honoluluwhose personal circumstances prevent themfrom meaningful involvement in public affairs.The city is exploring ways to help them over-come obstacles to technology use that areoften exacerbated by poverty, physicaldisability, geographic remoteness or lack ofcomputer training.

One initiative that has generated broadcommunity support is our NeighborhoodOnline project, a collaborative effort betweenthe city’s IT and Parks Departments. Thisprogram places computers in district parksthroughout the island of Oahu, whereInternet access, word processing, spread-sheet, and printer services are offered to thepublic free of charge. With the establishmentof Neighborhood Online many of our parkfacilities have been transformed intocommunity centers, were people of all agesgather to learn computer skills in a relaxedand informal setting.

Smart Government

The quest for smarter and more responsivegovernment is the driving force behind IT

advances in the City and County of Honolulu.While budget limitations have prevented usmoving as quickly or aggressively as we havewanted to, every effort has been made to giveinvestment in digital technology the emphasisit deserves. Anything less would be falseeconomy.

Cities of all sizes will be expected, in the yearsahead, to adopt disciplined and creativeapproaches to the application of IT as theyconfront the ongoing challenge of doing morewith less. In Honolulu, that means settingrealistic priorities, writing more of our soft-ware programs in-house, and forging public-private partnerships to achieve the goals weset for our community. Privatization is anoption that may be expected to come underincreased scrutiny.

The modernization of city government is notwithout uncertainty. But we can be sure thatas new technologies are developed and thedemand for government efficiency increases,cities will be expected to deliver services inincreasingly convenient, customer-centered,and cost-effective ways. We must respond tothese rising expectations with confidence anda commitment to improved public service.The future of our cities depends on it.


Seizing the Opportunity of E-Government | Conference Proceedings

Participating Mayors, Executives, and Academics

Officer John AbrahamSafety CoordinatorSeattle Police Department

Satish AjmaniCIO of Santa Clara CountySan Jose, CA

Peter AlexanderVP MarketingCisco Systems

Robert AldrichCommandant of the Marine CorpsU.S. Marine Corps

Irma AndersonMayorRichmond, CA

John C. AntenucciPresident and CEOPlangraphics, Inc.

Alan ArakawaMayorCity of Maui, HI

Theresa A. BartonFranklin County Judge City of Frankfort

Eric BayerSales ExecutiveIntergraph Corporation

Gary BeckerMayorRacine, WI

Lt. Gen. Emil “Buck” BedardStrategic Initiatives GroupPlans, Policies, and OperationsU.S. Marine Corps

Willie L. Brown, Jr.MayorSan Francisco, CA

Lt. Col. William BrownStrategic Initiatives GroupPlans, Policies, and OperationsU.S. Marine Corps

Ed BurnsPresident, State and LocalGovernmentCIBER, Inc.

Captain Christopher BushekAction OfficerCritical Infrastructure AssuranceBranchU.S. Marine Corps

Bob CampbellVP, SBC West GEM Sales

Paul de la CerdaEmergency PreparednessDepartmentCity of Los Angeles

Steve ChoiDirector, Government BusinessMarketingSBC Communications, Inc

Tom CochranExecutive DirectorUS Mayors Enterprises

Howard CohenAssociate Dean, Developmentand External RelationsFox School of Business

Terry CrossVice Admiral, USCGAlameda, CA 94501

Shawn DainasCorporate CommunicationsSBC Communications, Inc

Steve DarraghSales DirectorSBC West GEM SalesSBC Communications, Inc.

Kieran DoorleyDirector of TechnologyCIBER, Inc.

Deborah EdgerlyCity ManagerOakland, CA

Peter EttingerSenior Vice PresidentCityNet Communications

John FeatherstoneVP, Business DevelopmentVoyager Systems, Inc.

Denzel FisherSenior Analyst, West CoastOperationsBattelle

Chris FlatmoreAssistant IT DirectorCity of San Mateo, CA

Mark Forman CIOFederal GovernmentThe Office of Management andBudget

Ray GeoffroyStrategic Initiatives GroupPlans, Policies, and OperationsU.S. Marine Corps

Charlie GiancarloSenior Vice PresidentCisco Systems

Gonzalo GonzalesCIOCity of Vallejo, CA

Javier GonzalesAssociate PartnerAccenture

Bill GreshamLtCol USMCU.S. Marine Corps

Simon HakimDirector, Center for CompetitiveGovernmentFox School of Business

Chuck HansenPresident and CEOHansen Technologies

Jeremy HarrisMayorHonolulu, HI

Bailey HartmeyerRegional VP, SBC Federal SalesSBC Communications, Inc.

Greg HilzDirector of Strategic Business RoseTel System Corp.

Tony HomfrayHansen Technologies

Anthony IntintoliMayorVallejo, CA

Dennis JohnDirector, City of RacineRacine, WI

Jay KloheSenior Global Account Manager,Federal SalesSBC Communications, Inc.

Kathryn Kretschmer-WeylandCOOUS Mayors EnterprisesUS Conference of Mayors

Michael LangleyVice President, Public SectorPlangraphics, Inc.

Sue LeonardIntegration Solutions ExecutiveSBC Communications, Inc.

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Curtis LevinsonHomeland Security PracticeManagerSBC Communications, Inc.

Michael LevyDeputy DirectorCalifornia Office of HomelandSecurity

Dave LieberthDeputy MayorAkron, OH

Lewis W. Loeven, IIICIO and Executive DirectorDepartment ofTelecommunications andInformation ServicesCity and County of SanFrancisco

Evelyn LordMayorBeaumont, TX

Chris MaloneyCEO and PresidentVoyager Systems, Inc.

John MaltbieCity of San MateoCounty ManagerSan Mateo, CA

John MarksMayorTallahassee, FL

David MartinezCity of VallejoVallejo, CA

Ronald MasseyFinancial DirectorCity of Corpus ChristiCorpus Christi, TX

Patrick McCroryMayorCharlotte, NC

Manny MenendezDirector of EconomicDevelopmentCity of HonoluluHonolulu, HI 96813

Gary MurrayPresidentHuman Vision

Samuel Lloyd NealMayorCorpus Christi, TX

Dianah NeffCIOPhiladelphia, PA

Greg NickelsMayorSeattle, WA

Marc O’ConnerDirector of Sales, WesternRegionIntergraph Corporation

Rob PeglarCorporate ArchitectXIOtech Corporation

M. Moshe PoratDeanFox School of Business

Jim PrimroseSTAMP Project ManagerExtreme Business Solutions

Ed Reno IIIHomeland Security Director,SBC Communications, Inc.

Major F. RiddickBusiness PartnerHuman Vision

Kevin RyanPresident and Executive Directorof Business DevelopmentFranTech StrategiesInternational

Russ SalterDeputy DirectorEmergency Preparedness andResponseBattelle Memorial Institute

Major Roberta SheaStrategic Initiatives GroupPlans, Policies, and OperationsU.S. Marine Corps

Heidi SieckTelecommunications and PolicyAdvisor & CommunicationsDirectorCity and County of SanFrancisco, CA

Randy R. SmithHead, Critical InfrastructureAssurance BranchU.S. Marine Corps

Ed SomersChief of StaffUS Mayors EnterprisesUS Conference of Mayors

Ellis StanleyGeneral ManagerEmergency PreparednessDepartmentCity of Los Angeles, CA

James SudderthBechtel Corporation

Shah TalukderDirector of Marketing-PublicSafetyCisco Systems

Dennis TerryChief of StaffCity of HammondHammond, IN

George VinsonDirectorCalifornia Office of HomelandSecurity

Drew WatsonSenior Analyst, AsymmetricalThreat SolutionsBattelle Memorial Institute

Captain Robert C. WeilExecutive Assistant, MaritimeHomeland Security-USCGCoast Guard Island

Peter VergaPrincipal DeputyAssistant Secretary of Defensefor Homeland DefenseU.S. Department of Defense

George VinsonDirectorCalifornia Office of HomelandSecurity

General Charles WilhelmVP and DirectorDepartment of Homeland SafetyBattelle Memorial Institute

Dan WilliamsVP Business DevelopmentExtreme Business Solutions

Brent WingstrandAssistant ChiefSeattle Police DepartmentSeattle, WA

Don WollweberAssociate Director, SBCGovernment BusinessMarketingSBC Communications, Inc.

Fred WrightCity of VallejoVallejo, CA

PublicationsThe Center for Competitive Governmentpublishes regularly on privatization topics aspart of its ongoing commitment to encouragedebate and promote research on improvingservice delivery of state and local govern-ments.Visit www.fox.temple.edu/ccg/publications

Volumes

To date we have edited the following volumes: l “Securing Home and Business: A Guide to

the Security Industry”l “The New Public Management: Lessons

from Innovating Governors and Mayors”l “Reinventing Water and Wastewater

Systems: Global Lessons for ImprovingManagement”

l “Making Government Work: Lessons fromAmerica’s Governors and Mayors”

l “Restructuring Education: Innovations andEvaluations of Alternative Systems”

l “Privatizing the United States JusticeSystem”

l “Privatizing Correctional Institutions”l “Privatizing Education and Educational

Choice”l “Privatizing Transportation Systems”l “Privatization and Competition in

Telecommunications: InternationalDevelopments”

l “Restructuring State and Local Services”l “Smart Contracting for Local Government

Services”l “Contracting Out Government Services”l “Privatization and Restructuring of

Electricity Provision”l “America's Water and Wastewater

Industries: Competition and Privatization”l “Innovations in Education: Evaluating

Alternative Systems”l Management Innovation in U.S. Public

Water and Wastewarer Systems (forth-coming).

l Innovations in Electronic Government:Governors and Mayors Speak Out (forth-coming).

Most volumes are part of the series “PrivatizingGovernment: An Interdisciplinary Series,”whichwe edit for Praeger Publishers, which is part ofGreenwood Publishers. All our publicationscontain a variety of articles written byresearchers, practitioners, and members ofgroups directly involved in privatization such asgovernment, business and labor organizations.We present diverse viewpoints, and cover allaspects of restructuring and privatization fromtheoretical analysis to actual implementation.

Conference Proceedingsl “Making Government Work: Best Practices

in Competitive Government”l “Seizing the Opportunity of E-Government”

Articles

Members of the Center for Competitivegovernment conduct research in various fieldsof privatization. Articles were written onpolice, prisons, highways and human services.The following are a few published articles.l “A Market Alternative to Child Adoption

and Foster Care,” Child and Youth ServicesReview, Erwin A. Blackstone and SimonHakim, 2004

l “Regulation,”Cato Institue,Vol. 25 (1),Spring 2002: 16–19, Erwin A. Blackstone,Simon Hakim, Uriel Spiegel

l “The Economics of Crying Wolf,”the MilkenInstitute Review, Erwin A. Blackstone,Simon Hakim, Uriel Spiegel

l “Police Services: The Private Challenge,”AnIndependent Institute Policy Report, Erwin A.Blackstone and Simon Hakim

l “Making Inroads in Private HighwayConstruction,”American City & CountyMagazine, (Simon Hakim and Erwin A.Blackstone), August 1999: 52–56

l “Private Guard Response to AlarmActivation,”Security Technology and Design,(Simon Hakim and Mary-Ann Gaffney),April 1995: 54–55


The Center for Competitive Governmentat Temple University

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l “Privately Managed Prisons Go Before theReview Board,” American City & County,(Simon Hakim and Erwin A. Blackstone)April 1996: 40–50

l “Crying Wolf with Public Safety,” AmericanCity & County, (Simon Hakim and Erwin A.Blackstone), August 1996: 54–64

l “Private Ayes: A Tale of Four Cities,”American City & County, (Simon Hakim andErwin A. Blackstone), February 1997:PS4–PS12

Other Booksl “Kids Raised by the Government,”Ira M.

Schwartz and Gideon Fishman, Praeger,1999

l “Justice for All,”Arye Rattner and GideonFishman, Praeger, 1998


Center for Competitive GovernmentThe Fox School of Business and Management

Temple UniversityPhiladelphia, PA 19122

215-204-5037www.fox.temple.edu/ccg

[email protected]

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Mayors’ Technology Summit: Homeland Security, Safety and ...€¦ · Homeland Security, Safety and Economic Development | Conference Proceedings I nformation technology (IT) has