The amount and type of natural and manmade emergencies that can threaten a community seemingly are unending. The following represents the proverbial tip of the iceberg:
Over the last several years, Mission Critical Partners aggressively has pursued acquisitions that expand the services and solutions that we can offer to clients in support of their missions. That work continues with the addition of Secure Halo, which is headquartered in Silver Spring, Maryland. This acquisition is the fifth executed by MCP in the last four years.
On Friday, December 17, Laurie Flaherty, the longtime coordinator of the National 911 Program, will retire. That will be a sad day for the 911 community and for me personally. I first got to know Laurie when I was editor-in-chief of Urgent Communications. Our paths crossed often over the years at conferences, usually when I was covering an educational session where she was speaking. Inevitably, I would make a beeline to her as soon as the session ended, at which time she would patiently answer every question that I had, generously giving me all of the time that I needed.
More and more public-safety agencies are beginning to understand the importance of continuity-of-operations (COOP) planning, which includes disaster recovery—this element focuses specifically on the agency’s information technology (IT) assets—and crisis communications, both to internal and external stakeholders.
When developing COOP plans, agencies tend to think solely about events that are likely to occur that could have a profound effect on their operations. These typically include weather events such as hurricanes, floods and tornados. Also on the list are natural disasters, such as wildfires and earthquakes, and human-induced catastrophes like hazardous-material spills and, increasingly, cyberattacks.
Sometimes you don’t have a choice—an event occurs that is so cataclysmic that you are forced to do things you had no idea you were capable of doing, and certainly no desire to do them. Here’s a for instance. On December 6, 1941, the United States continued on its slow but steady recovery from the Great Depression, content in the cocoon of its isolationism. Things were getting better, fueled in part by the New Deal. And then Japan bombed Pearl Harbor the next day. In an instant, the U.S., its citizens, and their way of life were turned upside down—and a lot of things changed very quickly as a result.
As states begin to reopen and communities slowly return to normalcy, organizations, including mission-critical agencies, must evaluate their responses to the COVID-19 public-health crisis and leverage their experiences to prepare for future crises. Conducting an incident-response review, also called a hot wash, enables agencies to identify areas in which they performed well, as well as where their responses could use improvement. When conducted as part of an agency’s after-action reporting activities, this review can help build a better incident-response plan moving forward.
How can we support your mission? From design and procurement to building and management, our national team of experts is here to help…because the mission matters.
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