Advanced search Help
Clear all search criteria
Only 2/3! You are seeing results from the Public Collection, not the complete Full Collection. Sign in to search everything (see eligibility).
-
Northeast Disaster Recovery Information X-Change [website]
"NEDRIX (Northeast Disaster Recovery Information X-Change) is a non-profit organization, formed in 1991, that provides continuity and crisis management professionals access to real time governmental agencies information during a crisis or event. This is accomplished through our Public / Private Sector (PPS) Directive and our automated notification tool, NEDRIX Notify. Through NEDRIX Notify we have the ability to coordinate bi-directional communications bringing the latest incident assessment to our members and providing any business impact back to the governmental agencies. NEDRIX has PPS teams throughout the Northeast that are led by the Board Director of the PPS initiative. There are Team Leaders identified for each State along with Team Members that work with their State and local government to act as a liaison between the public and private sectors. NEDRIX also provide industry best practices and an opportunity to meet and share ideas and experiences with peers through conferences and symposiums held throughout the year. Our members receive continuing education points for all our conferences and events which is needed for them to maintain the Continuity Business professional certification."
Northeast Disaster Recovery Information X-Change (NEDRIX)
-
Federal Bureau of Investigation: Information Technology Strategic Plan FY 2010 - 2015
"The FBI [Federal Bureau of Investigation] has a dual mission to enforce federal laws and protect the national security. In fulfilling its mission, the FBI continues to fuse the requirements of the domestic and foreign Intelligence and Law Enforcement Communities to meet the changing national security threats. In parallel, the FBI's Information Technology (IT) capabilities are evolving in order to improve operational effectiveness and enhance organizational flexibility. Modernization and enhancements to the IT infrastructure are necessary to support FBI priorities and fulfill Department of Justice (DOJ), Office of the Director of National Intelligence (ODNI), Office of Management and Budget (OMB) and other external mandates and requirements. The FBI requires transformation to the next generation of IT infrastructure, where emerging technologies provide a more resilient and agile environment. The Next Generation Network (NGN) project will upgrade the FBI's Wide Area Network (WAN) from its current Asynchronous Transfer Mode/Frame Relay (ATM/FR) point‐to‐point Permanent Virtual Circuit (PVC) based architecture to one based on Internet Protocol (IP) Multi Protocol Level Switching (MPLS). NGN will modernize the FBI's network infrastructure, aligning it with current industry best practices. NGN will consolidate the four‐tiered Trilogy network design into a common IP based core network capable of supporting integrated IP data, IP voice, IP video services, and other future applications."
United States. Federal Bureau of Investigation
-
Operation Partnership: Trends and Practices in Law Enforcement and Private Security Collaborations, Executive Summary
"Operation Partnership, a project sponsored by the Office of Community Oriented Policing Services (the COPS Office), addressed a key recommendation of the COPS/ International Association of Chiefs of Police (IACP) National Policy Summit to examine law enforcement-private security (LE-PS) partnerships and develop guidelines for forming and sustaining them. The project updated and expanded an earlier effort, Operation Cooperation, which was completed in 2000. Importance of Collaboration. Private security addresses crimes and public safety issues that law enforcement cannot handle alone because it lacks the human resources, mandate, or technology. LE-PS partnerships have existed for 30 years, but the need for LE-PS collaboration became more evident after the September 11, 2001 terrorist attacks. With 85 percent of the nation's critical infrastructure owned by the private sector, police and private security must work jointly to protect these resources as well as to address other crime problems. Major Tasks and Products. The Operation Partnership team identified 450 LE-PS partnerships nationwide through surveys, literature reviews, and referrals; interviewed more than 50 partnership leaders; and analyzed trends, assisted by expert advisors and focus groups. The full report includes many partnership examples, offers guidelines for operating LE-PS partnerships, and is serving as the basis for online training being developed under a separate COPS Office grant."
United States. Department of Justice. Office of Community Oriented Policing Services
Law Enforcement-Private Security Consortium
-
Arrest Data Analysis Tool
"This dynamic data analysis tool allows you to generate tables and graphs of arrests for the 30-year period from 1980 through 2009. You can view national arrest estimates, customized either by age and sex or by age group and race, for many different offenses. This tool also enables you to view local arrests."
United States. Bureau of Justice Statistics
-
Department of Homeland Security Management Directive System 0100: Organization of the Office of the Under Secretary For Management
"This directive establishes Department of Homeland Security (DHS) organization of the Under Secretary for Management."
United States. Department of Homeland Security
-
Department of Homeland Security Management Directive System 0550.1: Records Management
"This directive establishes Department of Homeland Security (DHS) policy regarding records management. [...] This directive applies to all DHS organizational elements serviced by the DHS Office of Administration. Until such time as the DHS Office of Administration establishes permanent, Department-wide policy regarding records management, all DHS organizational elements may continue in force their existing records management policies and procedures (including administrative support in this area from another Federal agency)."
United States. Department of Homeland Security
-
Department of Homeland Security Directive System 252-11: Office for State and Local Law Enforcement
"This Directive defines the mission and functions of the Department of Homeland Security's (DHS) Office for State and Local Law Enforcement (SLLE), within the Office of Policy. It designates the Assistant Secretary for State and Local Law Enforcement as the primary official responsible for leading the coordination of Department-wide policies related to the role of state, tribal, and local law enforcement in preventing, preparing for, protecting against, and responding to natural disasters, acts of terrorism and other man- made disasters within the United States. It also provides the state, tribal and local law enforcement community with an advocate and point of contact within the DHS Ofice of Policy, in addition to authorized liaisons within DHS Operational Components."
United States. Department of Homeland Security
-
Social Corps: The U.S.M.C. Social Media Principles
"Throughout the Marine Corps' history, people have discussed, debated and embraced the United States Marine Corps [U.S.M.C] and our Marines. These discussions continue today through online conversations and social networks. The Corps recognizes the importance of participating in these conversations and has a basic set of social media principles to help empower Marines and our community to participate in the discussion as better communicators and improved representatives of our Corps. The Marine Corps must continuously innovate to communicate in media-intensive environments, to remain the nation's force in readiness. This mission is based on the Marine Corps Vision and Strategy 2025 and the public affairs tasks outlined in the Marine Corps Service Campaign Plan for 2009-2015. While building and launching a social media program or accessing a favorite social media site can sometimes be fast, easy, and inexpensive. Existing rules for public affairs as well as personal conduct still apply. The Marine Corps encourages Marines to explore and engage in social media communities at a level they feel comfortable with. The best advice is to approach online communication in the same way we communicate in person -- by using sound judgment and common sense, adhering to the Marine Corps' core values of honor, courage and commitment, following established policy, and abiding by the Uniform Code of Military Justice (UCMJ). The social media principles provided in this handbook are intended to outline how our core values should be demonstrated, to guide Marines through the use of social media whether personally involved or when acting on behalf of the Marine Corps."
United States. Marine Corps
-
Persons Obtaining U.S. Legal Permanent Resident Status by State of Residence in the Midwest Region: 1892-2010
This document shows maps of the United States illustrating the number of persons obtaining legal residence in the period from 1892-2010.
United States. Office of Immigration Statistics
-
Civil Disturbances: St. Petersburg, Florida
"This report is intended to provide information regarding the civil disturbances that took place in St. Petersburg, Florida, on the nights of October 24-25 and November 13-14, 1996, and detail how the city's fire and rescue services handled the crises. Most of the response duties in St. Petersburg related to civil disturbance duties were centered on law enforcement agencies. However, the St. Petersburg Fire and Rescue Department (SPFR) played a significant role in the outcome of the two 1996 disturbances. The community suffered significant fire loss, but there were very few civilian injuries and only four minor firefighter injuries over the course of the respective incidents."
United States Fire Administration
-
Obama Administration's Commitment to Open Government: A Status Report
"President Obama has committed his Administration to work towards new levels of openness in government. For over two and a half years, the Administration has done much to make information about how government works more accessible to the public, and to solicit citizens' participation in government decision-making. Federal agencies have undertaken to disclose more information under the Freedom of Information Act. They have devised ambitious Open Government Plans designed to increase opportunities for public engagement. They have made voluminous information newly available on government websites. They have shined more light on federal spending. They have even taken steps to provide more disclosure of sensitive government information. Finally, and not least of all, agencies have used technology in many innovative ways that make information useful to citizens in their everyday lives. This Status Report provides a review of the progress the Administration has made towards forging a more open relationship between citizens and their government. It shows the measurable progress made so far along many dimensions of the Administration's open government initiatives. It also anticipates some of the next steps towards realizing even more fully the President's commitment to unprecedented openness."
United States. White House Office
-
Personal Safety of Federal Land-Management Field Employees Working Along the Mexican Border
"In the spring of 2005, the U.S. Department of Agriculture Forest Service Technology and Development Program's safety and health steering committee asked the Missoula Technology and Development Center (MTDC) to prepare a report identifying the unique personal safety problems public land-management field employees face while working near the Mexican border. The center also was instructed to make recommendations to the committee. All the Federal employees the project team interviewed felt they were working in a dangerous place and believed the dangers they faced were likely to increase."
Technology & Development Program (U.S.)
Miller, Theron; Outka-Perkins, Lisa; Driessen, Jon J.
-
Departments of Health and Human Services, Homeland Security, Defense, and Justice and the United States Postal Service: National Postal Model for the Delivery of Medical Countermeasures
This memorandum of understanding between the Departments of Health and Human Services, Homeland Security, Defense, and Justice and the United States Postal Service establishes the agreement to "provide one integrated deliverable to address the Presidential requirement cited in Executive Order (EO) 13527, Establishing Federal Capability for the Timely Provision of Medical Countermeasures Following a Biological Attack".
United States Postal Service; United States. Department of Health and Human Services. Office of the Assistant Secretary for Preparedness and Response
-
Bomb-Making Materials Awareness Program (BMAP): Private Sector User Guide
"Improvised explosive device (IED) attacks remain the primary tactic for terrorists seeking a relatively uncomplicated, inexpensive means for inflicting mass casualties and maximum damage. There is a growing concern in the law enforcement and homeland security community about the availability of precursor chemicals and materials that can be purchased legally or potentially stolen from commercial businesses. Once obtained, these materials can be used to create homemade explosives (HME) and a variety of IEDs for multiple purposes, including carrying out a terrorist attack. The United States Department of Homeland Security, Office for Bombing Prevention (DHS/OBP) is sponsoring a new outreach program known as the Bomb-Making Materials Awareness Program (BMAP). BMAP aims to increase private sector awareness of activities associated with bomb-making, including the manufacture of HME, common explosives used in terrorist IEDs. Our Department and your local police department would like to encourage your business to participate in this important initiative. The private sector has a significant role in helping to prevent IED attacks. It is imperative that the private sector recognize suspicious behavior and purchases that may be indicative of bomb-making activity. Bomb-making steps are generally the same regardless of an individual's appearance or ideological/religious affiliationEffective practices in identifying suspicious behavior and purchases include both paying attention to customers and knowing what is suspicious."
United States. Department of Homeland Security
-
FY 2010 Performance and Accountability Report
"FY [Fiscal Year] 2010 was a year of successes and a time to prepare for the challenges ahead. At the FAA [Federal Aviation Administration], we remained committed to our focus on safety, greater capacity, international leadership, and organizational excellence. NextGen plays a key role in each of these areas, and in our drive to be good environmental stewards. […] Our FY 2010 PAR provides a detailed accounting of our performance and financial management to both the flying public and the aviation industry."
United States. Federal Aviation Administration
-
Catalog of Federal Domestic Assistance [website]
"The Catalog of Federal Domestic Assistance [CFDA] is a government-wide compendium of Federal programs, projects, services, and activities that provide assistance or benefits to the American public. It contains financial and nonfinancial assistance programs administered by departments and establishments of the Federal government. … As the basic reference source of Federal programs, the primary purpose of the Catalog is to assist users in identifying programs that meet specific objectives of the potential applicant, and to obtain general information on Federal assistance programs. In addition, the intent of the Catalog is to improve coordination and communication between the Federal government and State and local governments. Programs selected for inclusion in the Federal assistance data base are defined as any function of a Federal agency that provides assistance or benefits for a State or States, territorial possession, county, city, other political subdivision, grouping, or instrumentality thereof; any domestic profit or nonprofit corporation, institution, or individual, other than an agency of the Federal government."
United States. Office of Management and Budget
-
FY 2009 Portfolio of Goals
This United States Federal Aviation Administration(FAA) portfolio of goals focuses on: increased safety, greater capacity, international leadership in aerospace systems, and improved organization.
United States. Federal Aviation Administration
-
FY 2010 Portfolio of Goals
This United States Federal Aviation Administration(FAA) portfolio of goals focuses on: increased safety, greater capacity, international leadership in aerospace systems, and improved organization.
United States. Federal Aviation Administration
-
[FAA FY-2010 Management Challenges Action Plans]
This document contains information regarding the Federal Aviation Administration (FAA) 2010 Management Challenges Action Plans. Chapters on the following topics are included: "Maximizing the Department's Economic Recovery Investments," "Addressing Human Factors and Strengthening the Regulatory and Oversight Framework for Aviation Safety," "Moving Toward the Next Generation Air Transportation System and Improving Performance of the National Airspace System," "Improving Contract Management and Oversight," "Enhancing the Ability to Combat Cyber Attacks and Improving the Governance of Information Technology Resources," and "Strengthening the Department's Acquisition Workforce."
United States. Federal Aviation Administration
-
[FAA 2011 Management Challenges Action Plans]
This document contains information regarding the Federal Aviation Administration (FAA) 2011 Management Challenges Action Plans. Chapters on the following topics are included: "Ensuring Transparency and Accountability in the Department's Recovery Act Programs," "Maintaining Momentum in Addressing Human Factors and Improving Safety of the Aviation Industry," "Advancing the Next Generation Air Transportation System While Ensuring the Safe and Efficient Operation of the National Airspace System," "Implementing Processes To Improve the Department's Acquisitions and Contract Management," and "Improving the Department's Cyber Security."
United States. Federal Aviation Administration
-
FAA's FY 2010: Summary of Performance and Financial Information
"This report is a summary of the Federal Aviation Administration's (FAA) more detailed Performance and Accountability Report (PAR). As an agency within the Department of Transportation (DOT), the FAA is not required to prepare a separate PAR or Summary Report. However, to demonstrate accountability, we choose to present our performance, management, and financial information using the same statutory and guidance framework. In some cases, however, we may depart from the format required of Chief Financial Officers Act agencies."
United States. Federal Aviation Administration
-
FY 2011 Portfolio of Goals
This United States Federal Aviation Administration (FAA) portfolio of goals focuses on: increased safety, greater capacity, international leadership in aerospace systems, and improved organization.
United States. Federal Aviation Administration
-
Destination 2025
"The Destination 2025 vision captures the ideal future we strive toward -- a transformation of the Nation's aviation system in which air traffic will move safely, swiftly, efficiently, and seamlessly around the globe. Flights will take off and land on time, every time, without delay and there will be no fatal accidents. Air travel will be routine and uneventful for everyone involved: passengers, crews, ground support, and communities. Costs will be contained for both operators and passengers, and there will be no negative impact to the environment. Manned and unmanned flights will each achieve safe flight, as will commercial launches to space. This is a vision that captures the future we will strive to achieve -- to transform the Nation's aviation system by 2025. The Federal Aviation Administration's mission is to provide the safest, most efficient aviation system in the world. What sets us apart is the size and complexity of our infrastructure, the diversity of our user groups, our commitment to safety and excellence, and our history of innovation and leadership in the world's aviation community. Now we are working to develop new systems and to enhance a culture that increases the safety, reliability, efficiency, capacity, and environmental performance of our aviation system. To meet our vision will require enhanced skills, clear communication, strong leadership, effective management, innovative technology, new equipment, advanced system oversight, and global integration."
United States. Federal Aviation Administration
-
Crisis and Emergency Risk Communication Training
"This online Crisis and Emergency Risk Communication course will stress the fundamentals of CDC's [Centers for Disease Control and Prevention] Crisis & Emergency Risk Communication (CERC). The course has been designed to serve those who will perform crisis and risk communication and media relations in the event of a public health emergency. The target audiences include federal, state, and local public health professionals; healthcare professionals; emergency medical services professionals; preparedness partners; and civic and community leaders."
Centers for Disease Control and Prevention (U.S.)
-
My Hazards Awareness Map [website]
This website is produced by the State of California. "Use this website to discover the hazards that exist in your area and learn how to reduce YOUR risk! Remember, the best way to recover from disasters is by reducing the risks before a disaster strikes. Please note: This web site is for general purpose use only."
California. Governor's Office of Emergency Services
-
National Wildfire Coordinating Group [website]
"The National Wildfire Coordinating Group (NWCG) is made up of the USDA Forest Service; four Department of the Interior agencies: Bureau of Land Management (BLM), National Park Service (NPS), Bureau of Indian Affairs (BIA), and the Fish and Wildlife Service (FWS); and State forestry agencies through the National Association of State Foresters. The purpose of NWCG is to coordinate programs of the participating wildfire management agencies so as to avoid wasteful duplication and to provide a means of constructively working together. Its goal is to provide more effective execution of each agency's fire management program. The group provides a formalized system to agree upon standards of training, equipment, qualifications, and other operational functions. The people who originally made up the group were then, and are today, basically staff leaders in agency programs. They are not line officers. In most cases these leaders are the people who have a large influence on the policy and funding of an agency program. Agreed-upon policies, standards, and procedures are implemented directly through regular agency channels. The NWCG elected to operate through 'Working Teams,' a rather nondescript term that doesn't do justice to a tremendous effort. The working team concept has had the greatest effect of NWCG in that it has provided a means for the exchange of knowledge about all dimensions of fire management. Originally, there were 13 working teams. The number of Working Teams and Advisory Groups have been changed to reflect the current NWCG emphasis."
National Wildfire Coordinating Group (U.S.)
-
Chairman Thompson Responds to White House Homeland Security Strategy; Chertoff To-Do List
From the press release by Representative Bennie G. Thompson: "On September 5, I presented Homeland Security Secretary Michael Chertoff with a To-Do list of 6
points critical to achieving homeland security. The list includes programs and initiatives that this White House Homeland Security Strategy seems to gloss over. I only wish the White House spent as much time addressing these known vulnerabilities as it has producing this Strategy update."
United States. Congress. House. Committee on Homeland Security
Thompson, Bennie, 1948-
-
Geospatial Multi-Agency Coordination (GEOMAC) Wildland Fire Support [website]
"The Geospatial Multi-Agency Coordination Group or GeoMAC, is an internet-based mapping application originally designed for fire managers to access online maps of current fire locations and perimeters in the conterminous 48 States and Alaska. Using a standard web browser, fire personnel can view this information to pinpoint the affected areas. With the growing concern of western wildland fires in the summer of 2000, this application has also become available to the public. We hope that you find this important information both timely and helpful."
United States. Department of Agriculture; United States. Department of the Interior
-
Hayward Fault Earthquake, October 21, 1868 [website]
This United States Geological Survey website provides maps and descriptions of the
1868 Hayward Fault earthquake.
Geological Survey (U.S.)
-
National Weather Service Weather-Ready Nation Roadmap
"This Roadmap creates a practical guide to making the vision of a Weather-Ready Nation a reality. The United States has had 14 weather-related events that caused damages of a billion dollars or more in 2011 - a new record. At the same time, the current U.S. (and global) economy is placing enormous pressure on Federal budgets. The contrast between these growing societal needs and uncertain budgets makes this Weather-Ready Nation (WRN) Roadmap especially challenging: the agency needs a practical approach to building a Weather-Ready Nation that can adapt to our changing society. To manage high-impact events more effectively in the future, this Roadmap will guide the agency - and its customers - in the direction of a Weather-Ready Nation."
United States. National Weather Service
