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Case Study: Failure of Baldwin Hills Dam (California, 1963) [Draft Document]
This interactive PDF was developed to supplement the Dam Incidents and Failures Lessons Learned Information Sharing (LLIS) webpage and contains information regarding the failure of Baldwin Hills Dam in California during 1963.
United States. Federal Emergency Management Agency; Lessons Learned Information Sharing (LLIS)
2014-08-14?
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Northwest Alabama Regional Airport Exercise After Action Report/Improvement Plan: Muscle Shoals, AL, July 31, 2014
This exercise ran for 6 hours at the Northwest Alabama Regional Airport, Muscle Shoals, Alabama. It required response from multiple counties and municipalities in the area. The objectives of the exercise are: 1. Test the Northwest Regional Airport's Disaster Plan 2. Challenge responders, Emergency Management Services, Public Health, and hospitals with mass contaminated casualties. 3. Test local hazmat response - to include decontamination. 4. Evaluate the effectiveness of unified command 5. Evaluate local public information procedures and guidelines. 6. Review Explosion Ordinance Disposal (EOD) procedures.
Lessons Learned Information Sharing (LLIS)
2014-08-07?
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LLIS Innovative Practice: Mass Care: Jefferson County, Colorado, Animal Response 'Exercise in a Box'
"The Lessons Learned Information Sharing (LLIS.gov) team identifies innovative practices within the whole community and documents these practices for emergency managers to consider for incorporation when developing plans and exercises. The Jefferson County, CO Animal Response Team (J-CART) developed its 'Exercise in a Box' (EIAB) program--a scalable, comprehensive animal response exercise toolkit--to develop repeatable, functional, and highly effective exercises. The EIAB includes all required materials and instructions to conduct and evaluate an animal response functional exercise. By consolidating these materials and standardizing the exercise process, J-CART reduced barriers for emergency management personnel and volunteers to conduct and participate in animal response exercises. Jefferson County emergency managers maintain their familiarity with animal response incident management by conducting at least one exercise or deployment each year. Emergency personnel and volunteers can use similar exercise programs to gain experience in incident management for animal response emergencies."
Lessons Learned Information Sharing (LLIS)
2014-08-01?
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Risk Assessment Forum White Paper: Probabilistic Risk Assessment Methods and Case Studies
"Throughout many of the U.S. Environmental Protection Agency's (EPA) program offices and regions, various forms of probabilistic methods have been used to answer questions about exposure and risks to humans, other organisms and the environment. Risk assessors, risk managers and others, particularly within the scientific and research divisions, have recognized that more sophisticated statistical and mathematical approaches could be utilized to enhance the quality and accuracy of Agency risk assessments. Various stakeholders, inside and outside of the Agency, have called for a more comprehensive characterization of risks, including uncertainties, to improve the protection of sensitive or vulnerable populations and lifestages. [...] The goal of these publications is not only to describe potential and actual uses of these tools, but also to encourage their further implementation in human, ecological and environmental risk analysis and related decision making."
United States. Environmental Protection Agency
2014-07-25
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Talladega Hazmat Tabletop Exercise - 2014: After-Action Report/Improvement Plan
From the 'Exercise Overview' section of the document: "This is a tabletop exercise scheduled for 4 hours at the Marjorie Sanford Building, Central Alabama Community College, Childersburg, Alabama […] [Core Capabilities]: 1. Planning; 2. Public Information and Warning; 3. Operational Coordination; 4. Environmental Response/Health and Safety; 5. Fatality Management; 6. On-scene Security and Protection; 7. Public Health and Medical Services . [Objectives]: [1] Evaluate operational coordination where multiple disciplines and multiple jurisdictions are responding to significant events. [2] Demonstrate fire and hazmat protocols in response to a life-threatening incident. [3] Test tactical communications between dispatch centers, responders, and other governmental organizations."
United States. Department of Homeland Security
2014-07-19
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Dearborn CERT Supports Community Response Team in the United Arab Emirates
"An ongoing partnership between Michigan emergency managers and the United Arab Emirates (UAE) is spanning language barriers and thousands of miles to build an international preparedness partnership. Given its desert environment, the UAE faces a number of climate-related challenges, including extreme heat and sandstorms. In addition, the country's relatively new infrastructure presents emergency response officials with new logistical challenges, such as evacuating very tall buildings in the event of an emergency. In 2008, the UAE visited official emergency response authorities of several countries, seeking ways to engage the country's youth and young adults in community service. UAE officials identified the United States' CERT [Community Emergency Response Teams] program and the Swedish Civil Defense League as models for training and engagement. To expand its CERT cooperation, UAE officials looked to partner with Dearborn, Michigan, a city, which according to the 2010 U.S. Census is home to the largest percentage (nearly 40 percent) of Arab-Americans in the United States. As a result of its large Arab population, Dearborn officials had begun an effort to translate the CERT curriculum into Arabic shortly before meeting with UAE officials in 2009. Kevin Sweeney, Michigan State Police Sergeant, and Brad Smith, Dearborn Emergency Management Homeland Security Director, spearheaded the translation effort with the support of others in the community."
Community Emergency Response Team (U.S.)
2014-07-16?
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Operation Team Spirit: After Action Report/Improvement Plan: Morton, MN, May 29-30, 2014
"In the face of a disaster, the entire community is impacted. This impact can be readily felt especially in rural communities where resources to respond are limited. The destruction of the community's hospital can add to the stress upon other community medical providers and first responders. Providing field health and medical resources to replace the destroyed hospital's ability to care for victims and other medical needs is complex and requires significant coordination. In addition, managing fatalities in a small community can be extremely difficult without external support. The success is dependent on the effectiveness of procedures, communications, relationships, community emergency responders and cooperation/coordination with all responding partners and assets. The focus of this particular exercise was to evaluate the operations of an austere field medical system that has been set up to provide care to the community that has been impacted. Participants were evaluated on emergency reporting activity, communications, patient tracking, and influx/surge coordination among care areas. The full scale exercise provided an excellent opportunity to engage the participation of every member of the 16 county Southwest Minnesota region. The participants were able to see the results of the extensive planning, education, training, and data collection. The exercise was conducted in three rounds, each approximately 75 minutes. Evaluators were placed in each of the care areas, and two evaluators roamed throughout the entire system. Role players/victims were asked to provide evaluation and feedback on their experience as they were sent to various care areas for treatment/assistance."
Lessons Learned Information Sharing (LLIS)
2014-06-30
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OnTheMap for Emergency Management: Providing Population and Workforce Counts during a Natural Disaster [presentation]
From the DHS Lessons Learned Information Sharing webpage: "This webinar presentation highlights the Local Employment Dynamics Partnership among 53 states/territories. This presentation encompasses issues of the partnership including data sharing, accessing local knowledge, and using comparative data from all states, counties, regions, and WIAs [Workforce Investment Areas]. Specifically, this webinar presentation includes how the longitudinal employer-household dynamics program is beneficial to the U.S. Census Bureau."
U.S. Census Bureau
Dowell, Earlene
2014-06-25
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FEMA Hazards Loss Modeling Task Force (MOTF) Situation Report #14: Colorado Spring Flood Risk, Final Report
"This is the final FEMA Hazards Loss Modeling Task Force situational report on the Colorado spring flooding. The report provides an assessment of the current situation, as well as impact assessments and evaluations of major changes since the prior report. It also looks at weather projections to provide information on pending risks and provides additional details regarding ongoing coordination between state entities and federal agencies. Highlights of the report include: Most of the mountain snowpack influencing Front Range stream flows has melted off with the exception of a few areas, with snow-water equivalent in the South Platte Basin averaging less than one inch remaining to melt. Some rainfall is possible through the weekend with near average temperatures. Most mountain snowpack has melted off, though some sites will continue melting and slightly influencing river stages · Seasonal snowmelt flood risk is diminishing. Weather conditions are near seasonal normal."
United States. Federal Emergency Management Agency. FEMA. Modeling Task Force
2014-06-19
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LLIS Lesson Learned: Cybersecurity: The Need for Common Cybersecurity Terminology Between Information Technology and Emergency Management
"The 'Lessons Learned Information Sharing (LLIS.gov)' team identifies lessons learned derived from real-world or exercise experiences within the whole community and documents these lessons for emergency managers to consider when developing plans and exercises. On May 14, 2012, representatives from FEMA Region II participated in a cybersecurity Tabletop Exercise (TTX) that focused on information sharing. During the exercise, participants noted a number of misunderstandings between emergency management and information technology personnel. The key findings from the TTX included improvements in communication and collaboration that could be achieved through implementation of a common cybersecurity terminology. The private and public sectors have developed several resources that could serve as the basis for this common terminology, which are outlined in this Lesson Learned document."
Lessons Learned Information Sharing (LLIS)
2014-06-17?
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Fact Sheet: Actions to Improve Chemical Facility Safety and Security-A Shared Commitment, Report of the Federal Working Group on Executive Order 13650
From the Department of Homeland Security's Lessons Learned Information Sharing website: "This is the fact sheet to the full EO [Executive Order] 13650 Actions to Improve Chemical Facility Safety and Security report which highlights current activities to improve chemical facility safety and security and provides a plan for moving forward. It is important to emphasize accomplishing this strategy requires a shared commitment among facility owners and operators; Federal, State, tribal, and territorial governments; regional entities; nonprofit organizations; facility workers; emergency responders; environmental justice and local environmental organizations; and communities."
United States. Department of Transportation; United States. Department of Agriculture; United States. Department of Justice . . .
2014-06-16?
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Alabama Emergency Management Agency Hurricane Exercise 5.22.14 Hurricane Romeo After-Action Report/Improvement Plan
From the introduction of the Exercise Overview: "This exercise is a Table Top Exercise, planned for the week of May 19th-22nd with a State Wide Component on Thursday May 22nd, 2014. For the purpose of this exercise the State of Alabama will be impacted by Hurricane Romeo, a Category 2/3 Hurricane making landfall just west of Mobile with 110 mph winds. Major wind & storm surge impacts will affect Mobile and Baldwin Counties and tropical storm force winds with the risk of tornadic activities throughout the rest of the state. Counties can conduct any combination of exercise play, from a Full-scale exercise, activation of their EOC [Emergency Operations Center] w/county stakeholders, or provide EMITS [Emergency Medical Information Technology System] injects only."
United States. Department of Homeland Security
2014-06-09
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USACE-FEMA Senior Leaders' Summit
The USACE/FEMA [United States Army Corps of Engineers/Federal Emergency Management Agency] 2014 Senior Leader Seminar was hosted by the FEMA Region VII on May 22, 2014 at 9221 Ward Parkway, Kansas City, Missouri. In an ongoing union to work collaboratively in capturing agreed upon actions for correcting operational deficiencies, the Federal Emergency Management Agency (FEMA) and the U.S. Army Corps of Engineers (USACE) conducts an annual Senior Leaders' Seminar (SLS) to discuss high level operational and policy issues.
Lessons Learned Information Sharing (LLIS); United States. Federal Emergency Management Agency; United States. Army. Corps of Engineers
2014-06-03?
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Using Social Media for Enhanced Situational Awareness and Decision Support: Virtual Social Media Working Group and DHS First Responders Group
"High-impact and high-visibility events have revealed the proliferation and widespread use of mobile devices. Combined with the rise in popularity of social media, the subsequent explosion in available information now spans multiple platforms and formats. Historically, the emergency response community has leveraged multiple data sources, including land mobile radios, maps, computer-aided dispatch, crisis management systems, traffic cameras, geographic information systems, and windshield assessments to collect information. Now, responders can leverage social media as well, both to communicate and to gather and share real-time, dynamic information to enhance situational awareness and assist in decision-making. The volume and speed with which available information is disseminated, combined with an inability to identify, verify, coordinate, aggregate, and contextualize it, however, can leave this information unused and ultimately, un-actionable. This report discusses examples of how agencies currently leverage social media to enhance situational awareness and support operational decision-making, as well as challenges and potential applications."
United States. Department of Homeland Security
2014-06
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Hurricane 'Romeo' 2014 Exercise: Covington County After Action Report
From the After-Action Report: "All 3 Objectives associated with the core capability rated (P) Performed without Challenges: The objectives were completed in a manner that achieved the objectives and did not negatively impact the performance of other activities. Performance of this activity did not contribute to additional health and/or safety risks for the public or for emergency workers, and it was conducted in accordance with applicable plans, policies, procedures, regulations, and laws."
United States. Department of Homeland Security
2014-05-22
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LLIS: IAEM CEM and AEM Video Submission Process
"The International Association of Emergency Managers (IAEM) requires Certified Emergency Manager (CEM[R]) candidates to document six professional contributions. One potential way of meeting this requirement is to produce a video for 'LLIS.gov', which qualifies as an Audio Visual professional contribution. This option is also available to Associate Emergency Manager (AEMSM) candidates, although not a requirement for certification. See the IAEM application/CEM NEWS webpage for any changes to the Audio-Visual category requirements."
United States. Federal Emergency Management Agency; Lessons Learned Information Sharing (LLIS)
2014-05-20?
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Technical Manual: Overtopping Protection for Dams, Best Practices for Design, Construction, Problem Identification and Evaluation, Inspection, Maintenance, Renovation, and Repair
"Inadequate spillway capacity is a common problem with many dams. Thousands of dams throughout North America have been determined to have inadequate spillway capacity and would be overtopped during the inflow design flood (IDF), which is often equated to the probable maximum flood (PMF) or to some frequency flood associated with a particular return period. The PMF is defined as the flood that may be expected from the most severe combination of critical meteorologic and hydrologic conditions that are reasonably possible in the drainage basin under study (Federal Emergency Management Agency [FEMA], 2004). Reservoir inflow from storm events which exceeds the available storage and/or spillway discharge capacity can result in the dam being overtopped. Dam failure from overtopping can lead to a potential for loss of life and significant downstream damages. [...] This document assumes that a hydrologic deficiency exists at a dam and that traditional approaches to safely accommodate a larger design flood have first been investigated. Designers and dam safety personnel should fully evaluate all options available when dam overtopping is a possibility. While choosing an alternative that avoids flow over the top of the dam has clear engineering benefits, providing project-specific protection during dam overtopping can be a viable method in some instances to safely convey large flows downstream from the dam. Overtopping protection should generally be reserved for situations with some combination of very low annual probability of occurrence (e.g., 1 in 100), physical or environmental constraints on constructing other methods of flood conveyance, and prohibitive cost of other alternatives, or where downstream consequences of dam failure are demonstrated to be low."
United States. Federal Emergency Management Agency
2014-05
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Executive Order 13650: Actions to Improve Chemical Facility Safety and Security - A Shared Commitment
"Recent catastrophic chemical facility incidents in the United States prompted President Obama to issue Executive Order (EO) 13650 - Improving Chemical Facility Safety and Security on August 1, 2013, to enhance the safety and security of chemical facilities and reduce risks associated with hazardous chemicals to owners and operators, workers, and communities. […] The EO established a Chemical Facility Safety and Security Working Group to oversee this effort, which is tri-chaired by the EPA, DOL [U.S. Department of Labor], and DHS and includes leadership and subject matter experts from each of the above listed Departments and agencies. The Working Group, its member agencies, and the broader community of stakeholders have practices, operations, protocols, and policies that address chemical facility safety and security but all recognize that improvement is necessary and requires a shared commitment from all stakeholders. Emergency responders, in particular, have needs to be addressed and capabilities to be strengthened so that they can better manage threats and hazards in their communities. This report summarizes Working Group progress, focusing on actions to date, findings and lessons learned, challenges, and priority next steps. The issuance of the report is a milestone, not an endpoint. Agencies, in coordination with the broad range of stakeholders, have transitioned to implementation of these priority actions, which will be completed over time. We recognize that the Federal Government must put in place a transparent, inclusive process with the engagement and commitment of all stakeholders."
United States. Environmental Protection Agency; United States. Department of Labor; United States. Department of Homeland Security . . .
2014-05
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Congressional Primer on Responding to Major Disasters and Emergencies [April 30, 2014]
"The principles of disaster management assume a leadership role by the local, tribal, and state governments with the federal government providing coordinated supplemental resources and assistance, if requested and approved. The immediate response to a disaster is guided by the National Response Framework (NRF), which details roles and responsibilities at various levels of government, along with cooperation from the private and nonprofit sectors, for differing incidents and support functions. A declaration of a major disaster or emergency under the authority of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, P.L. [Public Law] 93-288, must, in almost all cases, be requested by the governor of a state or the chief executive of an affected Indian tribal government, who at that point has declared that the situation is beyond the capacity of the state or tribe to respond. The governor/chief also determines which parts of the state/tribal territory they will request assistance for and suggests the types of assistance programs that may be needed. The President considers the request, in consultation with officials of the Federal Emergency Management Agency (FEMA), within the Department of Homeland Security (DHS), and makes the initial decisions on the areas to be included as well as the programs that are implemented. The majority of federal aid is made available from FEMA under the authority of the Stafford Act."
Library of Congress. Congressional Research Service
McCarthy, Francis X.; Brown, Jared T.
2014-04-30
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Children and Disasters: An Integrated Approach to Disaster Planning, Response and Recovery
This is the webinar presentation slides on the National Mass Care Strategy:Children and Disasters: An Integrated Approach to Disaster Planning, Response and Recovery. April 28, 2014.
United States. Federal Emergency Management Agency; United States. Department of Homeland Security
Lockwood, Bruce
2014-04-28
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Challenges and Opportunities for Hospital Training and Exercises
"This is the webinar slides for the Challenges and Opportunities for Hospital Training and Exercises webinar, presented by Scott Supernaw, System-wide Emergency Management Coordinator, Cone Health System, in Greensboro, NC. This webinar was hosted by LLIS.gov. The objectives of the webinar are: Identify some of the various regulatory and accreditation requirements for hospital emergency management and preparedness. Discuss some of the most common challenges to planning and executing emergency training and exercises in the hospital environment. Discuss some of the most common organizational and facility challenges to planning and conducting hospital training and exercises. Discuss some of the opportunities to overcome and grow participation and support for hospital training and exercises."
United States. Department of Homeland Security; United States. Federal Emergency Management Agency
Supernaw, Scott
2014-04-28
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Chemical Facility Safety and Security Best Practices Template
This template provided by the Lessons Learned Information Sharing database (LLIS) is meant to be downloaded and completed in order to create a chemical facility safety and security practice that is innovative, promising or proven.
Lessons Learned Information Sharing (LLIS); United States. Department of Homeland Security
2014-04-23?
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LLIS Lesson Learned: Mass Care Response: Pet Shelter Co-Location with Human Shelters
"The After Action Report / Improvement Plan (AAR/IP) from the response to the June 2011 tornadoes in Massachusetts revealed that responders did not locate pet shelters near human shelters, creating distress for individuals with pets. The AAR/IP recommended that decisionmakers plan to co-locate pet and human shelters or plan for a way to transport people to pet shelters. The AAR/IP also recommended pet shelter planning efforts include improving awareness of available resources, such as local Disaster Animal Response Teams' (DART) capabilities."
Lessons Learned Information Sharing (LLIS); United States. Federal Emergency Management Agency
2014-04-14?
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LLIS Proven Practice: Policy: Shelter-In-Place Guidebook
"The FEMA's [Federal Emergency Management Act] Chemical Stockpile Emergency Preparedness Program developed this Guidebook to protect eight communities adjacent to the U.S. Army's chemical weapons stockpile. This Guidebook was made available to FEMA's State and local government partners whose residents might be asked to shelter-in-place in the event of an incident involving the stockpile. This Guidebook is intended for State and local planners and decision-makers. The introduction discusses the value of temporarily sheltering-in-place as part of a comprehensive protective action strategy and the different options for sheltering-in-place. The following chapters address (1) shelter-in-place planning, training, outreach and exercises and (2) initiating, maintaining, and ending shelter-in-place in an actual emergency. An appendix discusses the use of computer models to determine when it is appropriate to terminate an order to shelter-in-place and walks through a hypothetical scenario."
Lessons Learned Information Sharing (LLIS)
2014-04-08?
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LLIS Proven Practice: Protective Action and Shelter-in-Place Coloring Books
"These guides and coloring books enable teachers to engage school children in family
emergency planning, including learning to shelter-in-place plan to protect themselves and
their families from a known hazardous chemical release."
Lessons Learned Information Sharing (LLIS)
2014-04-08?
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Cyber Security and Homeland Security: Cyber Security for CIKR and SLTT
From the Abstract: "This is the presentation slides for the LLIS.gov Cybersecurity Webinar hosted by Michael Leking (Cyber Security Advisor, Office of Cybersecurity and Communications, DHS). The presentation slides discuss DHS' cyber responsibilities, [the Cybersecurity Framework, CSF], applicable assessments, the Cyber Resilience Review (CRR) and other valuable resources and tools related to cybersecurity."
United States. Department of Homeland Security
2014-04-02
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National Action Plan: An Implementation Framework for the National Cohesive Wildland Fire Management Strategy
"In 2009, Congress passed the Federal Land Assistance, Management, and Enhancement (FLAME) Act (FLAME). In the FLAME Act, building on earlier reports from the Government Accountability Office (GAO), Congress directed the U.S. Department of Agriculture (USDA) and the Department of the Interior (DOI) to develop a national cohesive wildland fire management strategy. The third and final phase of the effort to develop a cohesive strategy culminated with the release of The National Strategy: The Final Phase of the Development of the National Cohesive Wildland Fire Management Strategy (National Strategy) and this National Cohesive Wildland Fire Management Strategy: National Action Plan (National Action Plan). This National Action Plan is a companion to the National Strategy and supports its implementation. The National Action Plan is the result of a collaborative effort by Federal, state, local, territorial and tribal governments and non-governmental partners and public stakeholders. The purpose of this National Action Plan is to provide a framework for implementation actions and tasks necessary at various scales. The actions identified herein have been developed collaboratively by and for stakeholders, as a proactive, collaborative approach to implementing the National Strategy. Scientific data analysis underpins all aspects of the National Action Plan. Using science and data analysis to support implementation planning and decision-making must continue. Coordinated engagement and action on the part of all stakeholders provides our best opportunity to restore and maintain landscapes, protect communities from wildfire, and effectively respond to wildfires when they occur. National actions are significant in the context of this national commitment and this plan describes the commitment made by the Wildland Fire Leadership Council (WFLC), the nation's highest collaborative wildland fire group, to implement the National Strategy."
Wildland Fire Leadership Council
2014-04
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National Strategy: The Final Phase in the Development of the National Cohesive Wildland Fire Management Strategy
"In the past two decades, a rapid escalation of extreme wildfire behavior, accompanied by significant increases in risk to responders and citizens, home and property losses, costs, and threats to communities and landscapes have been observed., In the Federal Land Assistance, Management, and Enhancement Act of 2009 (FLAME Act), Congress mandated the development of a national cohesive wildland fire management strategy to comprehensively address wildland fire management across all lands in the United States. Shortly after enactment of the FLAME Act, a three-phased, intergovernmental planning and analysis process involving stakeholders and the public was initiated and is commonly referred to as the Cohesive Strategy effort. The culmination of three-phases of planning and analysis is this National Strategy and a companion National Action Plan. The National Strategy is the result of a collaborative effort by Federal, state, local, and tribal governments and non-governmental partners and public stakeholders, in conjunction with scientific data analysis."
United States. Department of the Interior
2014-04
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National Preparedness Report [2014]
"This report marks the third National Preparedness Report. Required annually by 'Presidential Policy Directive 8: National Preparedness,' the 'National Preparedness Report' summarizes progress in building, sustaining, and delivering the 31 core capabilities described in the 'National Preparedness Goal' (the Goal). Each year, the 'National Preparedness Report' presents an opportunity to evaluate gains that whole community partners--including all levels of government, private and nonprofit sectors, faith-based organizations, communities, and individuals-- have made in preparedness and to identify where challenges remain. This year's report focuses primarily on preparedness activities undertaken or reported during 2013. The intent of the 'National Preparedness Report' is to provide the Nation--not just the Federal Government--with practical insights on core capabilities that can inform decisions about program priorities, resource allocation, and community actions. Based on stakeholder feedback, the 2014 report places a renewed emphasis on approachable language, clear visuals, and concise findings that are interesting and useful to preparedness professionals and non- experts alike. While the 'National Preparedness Report' focuses on domestic efforts, the Federal Government also engages with international partners and organizations to understand and collaborate on issues such as cybersecurity, supply chain integrity and security, and infrastructure security and resilience."
United States. Department of Homeland Security
2014-03-30
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Enhancing TSA Officer Safety and Security: Agency Actions and Path Forward
"In response to the tragic shooting of Transportation Security Officer (TSO) Gerardo I. Hernandez and wounding of other TSA employees and a passenger on November 1, 2013, at Los Angeles International Airport (LAX), Administrator John S. Pistole called for a comprehensive review of the Transportation Security Administration's (TSA) policies, procedures, and training to identify possible improvements to safety and security for TSA employees. The following report provides a summary of TSA actions as a result of this review. Its scope is limited to TSA employees serving to protect the public at our nation's airports. The agency's response focuses primarily on those areas with the greatest effect on safety and security for the workforce: mandatory training, improved communication systems and policies, and enhanced law enforcement presence. A total of fourteen recommendations were adopted. The steps outlined in this report represent a combination of alternatives identified by an internal working group or 'Integrated Project Team' (IPT) and ideas generated by TSA employees in response to a request for feedback from Administrator Pistole. The agency's response further reflects extensive feedback and participation by industry stakeholders including law enforcement, airport operators, the employee union, and various associations. TSA is greatly appreciative of the collaborative engagement of these stakeholders and remains committed to working closely with all involved entities in continued efforts to provide enhanced safety and security measures for TSA employees."
United States. Transportation Security Administration
2014-03-26
