tools of resilience using information technology to enhance campus security and emergency management...
TRANSCRIPT
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Tools of Resilience
Using Information Technology to Enhance Campus Security and
Emergency Management
Art Botterell, Community Warning System Manager, Office of the Sheriff, Contra Costa County, California
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A Shifting Landscape...
We long for “win-win” formulations...
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A Shifting Landscape...
But frequently it's more like a balancing act...
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The Balancing Act
Efficiency Resilience
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Security Interests
PropertyPerson
Pro
cess
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Security and Resilience
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More than a Feeling
Security is both: “Freedom from risk or danger...” and
“Freedom from doubt, anxiety, or fear...”
Are they equivalent? Interchangeable? Security is never an absolute... expectation
management is part of the challenge.
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Resilience
“The ability to recover quickly from illness, change, or misfortune...”
Return to normal, or to a “new normal.” Continuity through transitions. Technology can be a force-multiplier... but it
can't provide resilience to people or organizations that lack it.
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Challenge of the Long View
Low-frequency, high-impact events. Long intervals make events appear unique. Reactive incident management encourages
rushed, and frequently vendor-driven, designs... but what's the alternative?
Plan strategically, act occasionally.
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“Large Trends”
Technology:
Intelligence moving toward the edge of the network
Change continues to accelerate
Connectivity is the default, info-sharing is the norm
Discovery utilities (e.g., search) defines fields of connectivity
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“Large Trends”
Threats:
Systemic vulnerabilities due to increased economic and logistic coupling driven by near-term efficiencies (“normal accidents”)
“Lone wolf” bad actors, activated through electronic connectivity
Growing visibility of events, hazards, vulnerabilities
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“Large Trends”
Population:
A Net Generation from birth
Accumulating effects of future shock on personal and group behaviors: Demands for “mass personalization,” various forms of rejectionism and self-chosen identity.
Increasing technical connection leads to new “communication problems.”
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“Communications”
Technology
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“Communications”
Procedure
Technology
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“Communications”
Human Factors
Procedure
Technology
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“Communications”
Human Factors
Organization
Procedure
Technology
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“Communications”
Human Factors
Organization
Procedure
Technology
Problems (Perceived)
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“Communications”
Human Factors
Organization
Procedure
Technology
Problems (Perceived)
Change
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Technical Monoculture Considered Harmful
Uniformity is a Tempting Strategy Shortcut to Interoperability
Efficiency (that tradeoff again!)
Hazards of Monoculture Eggs in a single basket
Loss of flexibility
Brittle failure modes
Opportunity costs
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Cultivating Rich Technology
Standardize Interfaces, not Products
Preserve Competition across Time
Future-Proof Design / Design for Change
“Skill-Set Half-Life” - Keeping up as an operating expense instead of an investment (value proposition!)
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An Interoperability Standard
Common Alerting Protocol (CAP)(OASIS / ITU x1303)
Single interface to multiple public alerting systems
GIS-based targeting
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An Interoperability Standard
Common Alerting Protocol (CAP)(OASIS / ITU x1303)
Single interface to multiple public alerting systems
GIS-based targeting
Templated message format
Maximize reach, consistency, provide corroboration
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E Pluribus...
WarningSystem
WarningSystem
WarningSystem
WarningSystem
WarningSystem
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Unum!
WarningSystem
WarningSystem
WarningSystem
WarningSystem
WarningSystem
Common Alerting Protocol (CAP)
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Once We Have Sensors...
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Situational Awareness
A shared and realistic understanding:
Level I – Recognition of objects, events and conditions.
Level II – Recognition of relationships among objects, events and conditions.
Level III – Projection of future locations, occurrences and trends.
(after Endsley)
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Alerting and Public Communication
Ale
rtin
gInform
ing
Reassuring
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Botterell's Laws of Emergency Management
1. Stress makes you stupid.
2. The problem is at the input.
3. No matter who you train in advance, somebody else will show up.
4. Expectation is reality.
5. The worst case is the easiest.