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This document provides State and Major Urban Area fusion center and EOC officials with guidance for coordination between fusion centers and EOCs. It outlines the roles of fusion centers and EOCs within the fusion process and provides steps by which these entities can work together to share information and intelligence on an ongoing basis. This guide supports the implementation of the Baseline Capabilities for State and Major Urban Area Fusion Centers and, likewise, assists EOCs fill their missions in both steady state and active state emergency operations, as supported by the CPG 601: Design and Management of Emergency Operations Centers. This CPG provides guidance on the broad capability requirements of an EOC. Fusion centers and emergency operations centers (EOCs) should become familiar with each others' roles and capabilities to facilitate successful interfacing and cooperation between them. In addition, it is imperative that the two develop a solid relationship in order to effectively work together to achieve their respective objectives. The relationships forged between these two entities will allow them to have continuous, meaningful contacts, which will enhance their ability to share information and intelligence regardless of the activation status of the EOC. Mutual trust and respect must guide interagency collaboration policies and protocols, allowing for effective and consistent collaboration during the steady state or during an emergency. Comprehensive Planning Guide (CPG) 502 focuses on this critical partnership and the exchange of information between these entities. Effective prevention, protection, response and recovery efforts depend on the ability of all levels and sectors of government, as well as the private sector, to collect, analyze, disseminate and use homeland security- and crime-related information and intelligence. In support of this, the National Strategy for Information Sharing calls for a national information sharing capability through the establishment of a national integrated network of fusion centers. To facilitate the development of a national fusion center capability, the U.S. Department of Homeland Security's (DHS) Federal Emergency Management Agency (FEMA) National Preparedness Directorate (NPD) and the U.S. Department of Justice's (DOJ) Bureau of Justice Assistance (BJA) have partnered to develop the Fusion Process Technical Assistance Program. The Fusion Process Technical Assistance Program has also been developed to directly support the implementation of the Fusion Center Guidelines and the Baseline Capabilities for State and Major Urban Area Fusion Centers. In constructing the Fusion Center Guidelines, Global engaged diverse representation from the public and private sectors, melding emergency management and law enforcement expertise. The process of creating guidance for the operation of fusion centers has evolved through the development of the Baseline Capabilities for State and Major Urban Area Fusion Centers. This document identifies the baseline capabilities for fusion centers and the operational standards necessary to achieve each of the capabilities. The sustained Federal partnership with State and major urban area fusion centers is critical to the safety of the nation. The baseline capabilities recommend developing processes that govern official outreach with leaders and policymakers, the public sector, the media and citizens. These capabilities also recommend development of a plan to promote awareness of the fusion center's purpose, mission and functions which, in turn, enhances partnership with the EOC), as well as ensure a common understanding of roles and responsibilities.
Fusion centers and emergency operations centers (EOCs) should become familiar with each others' roles and capabilities to facilitate successful interfacing and cooperation between them. In addition, it is imperative that the two develop a solid relationship in order to effectively work together to achieve their respective objectives. The relationships forged between these two entities will allow them to have continuous, meaningful contacts, which will enhance their ability to share information and intelligence regardless of the activation status of the EOC. Mutual trust and respect must guide interagency collaboration policies and protocols, allowing for effective and consistent collaboration during the steady state or during an emergency. In addition to addressing the relationship in a concept of operations (CONOPS) and standard operating procedures (SOPs), memorandums of understanding (MOUs) should be created, reviewed and updated to define roles during both periods of activation and non-activation. SOPs and MOUs also define how information will be shared between the two entities. Comprehensive Planning Guide (CPG) 502 focuses on this critical partnership and the exchange of information between these entities.
The purpose of this State and Local Fusion Center Concept of Operations (CONOPS) is to establish a framework for a comprehensive, coordinated and consistent approach for outreach by the Department of Homeland Security (DHS) to State and Local Fusion Centers (SLFCs). This CONOPS outlines DHS processes relating to SLFC support including intelligence and operational information flows and interactions, deployment of officers, component integration, and identification of SLFC requirements, technical assistance and training. DHS will also ensure outreach, communication, and integration with other multidisciplinary partners (i.e., fire service, public health, and emergency management), to further ensure and facilitate information sharing between SLFCs and these disciplines. This CONOPS will be periodically reviewed and modified as additional processes are implemented and refinements identified.
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Contents: (1) Increase in Precursor Crimes: Causes; Decline in State Sponsorship; Amateurization of Terror; Shift in Threat Environ.; Enhanced Counterterrorism Measures; (2) Ex. of Terrorist Precursor Activity in the U.S.: Front Bus. and Charities; Counterfeiting Money; Counterfeit Goods; Fraud (Benefits, Food Stamps); Narcotics; Smuggling and Import/Export Violations; Bribery; Robbery/Theft; Phone Scams and Cell Phone Activity; Immigration and Identity Crimes; Incitement; Training; Div. of Labor within Terrorist Org.; Potential for Ident. and Infiltration; Fundraising and Longevity of Terror Campaigns; Precursor Crimes¿ Effect on Threat Environ.; (3) Fed. Role, and SLT Role in Intell./Invest. of Crimes; Coord. of Fed. and SLT Efforts.
Health Security Intelligence introduces readers to the world of health security, to threats like COVID-19, and to the many other incarnations of global health security threats and their implications for intelligence and national security. Disease outbreaks like COVID-19 have not historically been considered a national security matter. While disease outbreaks among troops have always been a concern, it was the potential that arose in the first half of the twentieth century to systematically design biological weapons and to develop these at an industrial scale, that initially drew the attention of security, defence and intelligence communities to biology and medical science. This book charts the evolution of public health and biosecurity threats from those early days, tracing how perceptions of these threats have expanded from deliberately introduced disease outbreaks to also incorporate natural disease outbreaks, the unintended consequences of research, laboratory accidents, and the convergence of emerging technologies. This spectrum of threats has led to an expansion of the stakeholders, tools and sources involved in intelligence gathering and threat assessments. This edited volume is a landmark in efforts to develop a multidisciplinary, empirically informed, and policy-relevant approach to intelligence-academia engagement in global health security that serves both the intelligence community and scholars from a broad range of disciplines. The chapters in this book were originally published as a special issue of the journal, Intelligence and National Security.
FEMA has the statutory authority to deliver numerous disaster and non-disaster financial assistance programs in support of its mission, and that of the Department of Homeland Security, largely through grants and cooperative agreements. These programs account for a significant amount of the federal funds for which FEMA is accountable. FEMA officials are responsible and accountable for the proper administration of these funds pursuant to federal laws and regulations, Office of Management and Budget circulars, and federal appropriations law principles.