Civil unrest in cities across the country challenges public servants to think analytically about
how to restore public confidence and protect citizens from bad actors and events that threaten their
safety and security. This article summarizes a four-hour roundtable that DomPrep and the Baltimore
Police Department convened to share insights on tactics and approaches for success.
Effective response to an active shooter incident requires planning and role reinforcement through training for personnel who may be affected by an incident, as well as for leaders and managers responsible for coordinating responses. For example, personnel near an active shooter need to use the appropriate response model – for example, Alert, Lockdown, Inform, Counter, and Evacuate (ALICE) – depending on the circumstances unique to the incident.
The focus of PATRIOT’s tactical level domestic response has matured to increase understanding of interagency and multidisciplinary coordination, policies, and doctrine, and to develop procedures and processes that could be adopted elsewhere. The best practices and lessons learned are relevant to any local and state emergency managers, and strengthen knowledge about how the military can provide support to civilian authorities.
Since 9/11, billions of dollars and an enormous amount of effort have been directed at enhancing national preparedness efforts as they relate to human-caused and natural disasters, yet many jurisdictions and organizations still struggle to determine how prepared they are and how prepared they need to be.
A cohesive, well-developed disaster response team is essential to prevent adverse incidents and lives lost. Meeting current safety guidelines must be enculturated for a successful program, thus saving lives and providing optimal quality of life after a major disaster. Completing the minimal requirements for tasks to meet current safety guidelines is not enough to save lives.
New problems call for new solutions. The definitions and parameters, in which emergency management,
law enforcement, nongovernmental organizations, and others now work under, are inadequate to meet the
new challenges of today. Furthermore, the old rules as to how and why to prepare simply do not apply
anymore.
The business of domestic preparedness seems to be a likely priority in 2017, and the relationship between the time value of state and local capabilities and federal disaster relief policies are sure to evolve. For public safety professionals – including police, fire, emergency medical, and emergency management services – the time value of capability is fundamentally the same as the time value of money.
A sturdy boat and a knowledgeable crew increase the odds for a safe voyage. To build a sailboat with a strong, sturdy foundation, the keel is laid and the hull is made to balance and support the entire boat while at sea. Similarly, community preparedness also needs a strong foundation on which to build.
There are few conversations today capable of surfacing guttural emotional responses quite like a
discussion related to bias and inequalities. The challenge is clear. From the most elementary
perspective, if the existence of bias and/or inequalities is acknowledged, it is illogical to then
ignore the possibility that adverse impacts are possible as well.
The year 2017 should be a great year for mobility and infrastructure in the United States. All signs are pointing to a robust economy, and policymakers are looking favorably on transportation projects – road, rail, air, public, private, and in between. In particular, the upcoming year will see a number of passenger rail projects moving forward.
Civil unrest in cities across the country challenges public servants to think analytically about
how to restore public confidence and protect citizens from bad actors and events that threaten their
safety and security. This article summarizes a four-hour roundtable that DomPrep and the Baltimore
Police Department convened to share insights on tactics and approaches for success. 
The focus of PATRIOT’s tactical level domestic response has matured to increase understanding of interagency and multidisciplinary coordination, policies, and doctrine, and to develop procedures and processes that could be adopted elsewhere. The best practices and lessons learned are relevant to any local and state emergency managers, and strengthen knowledge about how the military can provide support to civilian authorities. 
Since 9/11, billions of dollars and an enormous amount of effort have been directed at enhancing national preparedness efforts as they relate to human-caused and natural disasters, yet many jurisdictions and organizations still struggle to determine how prepared they are and how prepared they need to be. 
New problems call for new solutions. The definitions and parameters, in which emergency management,
law enforcement, nongovernmental organizations, and others now work under, are inadequate to meet the
new challenges of today. Furthermore, the old rules as to how and why to prepare simply do not apply
anymore. 
There are few conversations today capable of surfacing guttural emotional responses quite like a
discussion related to bias and inequalities. The challenge is clear. From the most elementary
perspective, if the existence of bias and/or inequalities is acknowledged, it is illogical to then
ignore the possibility that adverse impacts are possible as well. 
The year 2017 should be a great year for mobility and infrastructure in the United States. All signs are pointing to a robust economy, and policymakers are looking favorably on transportation projects – road, rail, air, public, private, and in between. In particular, the upcoming year will see a number of passenger rail projects moving forward. 