Homeland Security Watch

News and analysis of critical issues in homeland security

June 10, 2012

Setting Our Sights Higher: On a Secure and Sustainable Recovery

Filed under: Budgets and Spending,State and Local HLS — by Mark Chubb on June 10, 2012

Last week, Republicans hounded President Obama unmercifully for a statement he made during a Friday press conference that suggested, “the private sector is doing fine.” The administration’s efforts to recast these remarks in the context of overall employment growth and economic performance since the start of the recession did little good.

Not long after the President made his remarks, Gov. Mitt Romney, the presumptive GOP nominee for president, rushed to add his two cents’: “[President Obama] says we need more firemen, more policemen, more teachers. Did he not get the message of Wisconsin? The American people did. It’s time for us to cut back on government and help the American people.”

Sadly but not surprisingly, both men missed the mark.

To be sure, President Obama does have some pretty solid statistics on his side. According to the Bureau of Labor Statistics, more occupations and most private sector industries have seen sharp drops in employment losses over the past year if not some pretty good gains. And the economy is growing at a rate of about two percent per annum. The same cannot be said for public employment, where job cuts in health and social services, education and general government services continue to climb. Were it not for this drag, economic growth might well be a full percentage point higher.

Romney’s reference to last week’s gubernatorial recall election in Wisconsin was intended to reignite enthusiasm among the base for a rejection of government as the solution to America’s economic woes. What he didn’t mention though was the votes in California that approved pension benefit cuts for public employees in San Jose and San Diego. The notion that those who receive a public paycheck are getting a pretty good deal is not limited to a few disgruntled rust-belt states, and seems to be focused not so much on how many are employed or even what they do but on how well they are being treated compared to the rest of us.

Both men chose incorrectly to emphasize the impacts of recent job data and elections, for better or worse, on cops and firefighters. Interestingly enough, the data suggests these occupations are indeed doing just fine. But the data show just as convincingly that what can be said for public protective services cannot be said of other segments of the public sector vital to our security and prosperity.

When politicians speak of police officers and firefighters, they almost invariably seek to invoke strong emotions, some good and some bad. Those who feel secure, see cops and firefighters as guardians or warriors standing up for the common good, patriotic exemplars of loyalty and dedication to American values. Those who feel less secure, often fear the consequences of losing the protective influence of these public servants or the opportunities to join the middle-class these solidly blue-collar occupations offer many of the less-skilled in our society.

Interestingly enough, teachers, although capable of evoking similarly strong emotions, strike a different chord with the public. Teaching is clearly a profession not an occupation. It requires education and experience to do well. The best teachers inspire as well as inform. The worst take more interest in their status and their subjects than their students’ success.

Although all public sector unions have aligned themselves historically and financially with the political left, those who work for government in the health, education and social service sectors have aligned themselves philosophically with this end of the political spectrum as well. They believe government can and should be a powerful force for good in our society.

Firefighters and cops are not so certain about this. Their rhetoric, individually if not collectively, is often, if not always, far more consistent with the philosophies espoused by the right: Government should stick to its core functions and let markets and individuals sort out and deal with the rest. In many ways, this is little more than a convenient, simple and very straightforward way of saying they want their slice of the government pie first.

Other state and municipal occupations, like city planners, building inspectors, social workers, public health practitioners, traffic engineers, parks and recreation employees, and utility and sanitation workers, require extensive technical or professional education or oversight. And their roles are often overlooked when it comes to considering the impacts of a failing economy on our security and prosperity. (If not for roads, water, sewers and other services, what business would survive?)

Until very recently, it was not at all unusual to see fire and police chiefs rise through the ranks with little or no formal education. These days, more cops come to the job with education than firefighters, but education, and the critical thinking and curiosity it implies, has little to do with individual advancement in either occupation at the lower levels of most organizations.

The story of public sector job losses is striking and stands in stark contrast to the tale told by private sector employment statistics: Public sector jobs that require professional and technical education or experience are under-valued and unemployment in these fields leaves incumbents with few private sector opportunities of comparable worth. Private sector job losses have been largely, although by no means exclusively, concentrated among those with less education or experience. And the cuts to government employment rolls in the health, education and social sectors leave them with fewer opportunities to acquire or advance the ability to compete for future jobs.

Although it pains me to say so, Romney’s partly right: We don’t need more cops and firefighters. Mr. President, it would do you well to acknowledge this, and demonstrate that your administration’s commitment to a secure and sustainable recovery starts with looking after those who need our help most.

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An interesting postscript: Shortly after posting this, I read a summary of Wisonsin Gov. Scott Walker’s remarks on CBS’ Sunday program Face the Nation. In short, Walker disagreed with Romney’s interpretation of the recall results. He suggested his “reforms” were aimed at protecting core public safety programs like police and fire protection. And it’s true that Walker’s legislation repealing collective bargaining rights for most state and local government workers exempted police and fire unions. (Not so in other states, like Indiana, that followed his example.) Is this another example of a politician pandering to public safety unions, or is it genuine reform?

May 23, 2012

Standards of Cover(-up)

Filed under: State and Local HLS,Technology for HLS — by Mark Chubb on May 23, 2012

For weeks now, the Los Angeles Fire Department has been under intense scrutiny for errors in its reporting of response time data. Previously reported figures suggested the department was doing pretty well meeting its response-time targets despite budget cutbacks that affected service levels. However, it later came to light that the methodology for calculating response-time data presented to elected officials was flawed. These flaws included a failure to present the results of models as predictions rather than actual response data and errors in the way response times were measured and performance against targets reported.

When it became clear that the fire department’s responses had been affected by changes in staffing and service levels, the media and elected officials began asking some difficult questions. Unfortunately, most of these questions were precisely the wrong ones.

It’s one thing to ask whether the department is meeting response time targets. It’s another thing entirely to ask whether these targets are meaningful indicators of service performance. Errors in reporting could affect the answer in either case, but the effects would be very different.

In Los Angeles, it’s now clear that the fire department does not meet its stated targets. It should be equally clear that these targets are arbitrary and all but meaningless in the vast majority of cases. (In other words, the Los Angeles Fire Department remains a world-class outfit despite the cuts.) Unfortunately, the latter fact has dawned on very few people despite abundant evidence that the unwelcome answer to the first question is due in large measure to the growing dependence of the community on fire department responses to many low-priority and even non-emergency events where time matters very little if at all.

The expectation that fire departments are there to deal with anything unwelcome or untoward that people encounter when no one else is there to help them has not come about by accident. Firefighters love to be loved (and needed) and have been all too willing to answer these calls without regard to the costs. The controversy in Los Angeles suggests these costs are not just fiscal. The opportunity cost of attending so many low-priority and non-emergency calls is clear: The system cannot meet the performance expected when genuine emergencies arise.

For firefighters the answer is simple: expand capacity. For administrators, that’s simply not an option in these austere times. Sadly, elected officials too rarely take responsibility for the fact that you cannot please all of the people all of the time.

Nearly everybody these days accepts the adage that when it comes to performance, speed, quality and cost matter, but you can only have two of these. This is especially true when it comes to emergency services. The problem is that our expectation of which two we are willing to accept varies a lot depending upon the circumstances.

When it comes to situations that clearly are not time critical, time should not matter. But it does when you confuse it with an indicator of quality. And almost every fire department does just that because they have no idea how to measure quality but they can measure time.

Fire departments are inherently inefficient operations. They operate on two basic premises: 1) no one should ever have to wait for a response and 2) every response should be treated as an emergency until proven otherwise. These two assumptions combine with pernicious effect when it comes to the way we handle 911 calls. And let’s be clear about this 911 is no longer shorthand for “emergency.” These days, about 40 percent of all calls coming into public safety answering points are misdials and many more involve queries that have nothing whatsoever to do with police, fire or emergency medical services.

Rather than take a few seconds to find out what’s really going on, most agencies insist that dispatching decisions get made within 60 seconds of call receipt regardless of circumstances. This was once a relatively simple affair because it relied on the intuition and judgment of experienced call-takers and dispatchers who made the call based on relatively simple heuristics. When they were equipped with little more than a telephone and a radio console, the required action took little time or effort. Not so today. These days we have two, three or even more layers of technology between call-takers and dispatching decisions. Even after a dispatch is initiated, we have even more layers of technology through which signals alerting stations and conveying information about the call must pass before responders get the message.

These interventions have made it possible to track the most minute details about each and every incident. But they have not made the process of delivering emergency service faster or more efficient. In fact, it’s just the opposite. In many instances we have become unwitting slaves to the planned obsolescence of the technologies themselves and helpless victims of the technological hurdles involved in marrying up diverse platforms supplied by competing vendors procured by different agencies.

When fire departments talk about standards of cover – the five dollar phrase for these response targets – they rarely acknowledge the fatal flaws in the logic (or lack thereof) they apply to deciding what matters. These standards, often derived from flawed analogies to fire growth curves and the onset of brain death following cardiac arrest, were easy to meet using legacy technologies that were far simpler and more efficient. But now we must contend with the expanded and often unrealistic performance expectations arising from our inability or unwillingness to make the simplest distinctions about the services we provide.

Adopting arbitrary standards of cover, like 60 second call processing times and five minute travel times, may allow us to direct the blame at others when we miss the mark overall, but it does almost nothing to solve the problem when performance falls short.

When time matters, it matters a lot and cost is not much of an issue. The good news is that getting these decisions right involves little more than giving people permission and encouragement to treat very different situations differently. The quality of the outcome always depends on how well the people perform, and when the way they use the technology becomes an impediment to what they are trying to accomplish we have the tail wagging the dog.

The single biggest factor affecting our success may well our willingness to recognize that what people experiencing or witnessing an event do before we arrive matters much more than how long it takes us to get there. Sure, response time and the quality of care help, but not if people wait too long to seek help or take no action to mitigate the consequences before we get there.

The best case in point may very well be right in my back yard: King County and Seattle, Washington have managed to achieve a 50 percent survival rate from witnessed cardiac arrest involving shockable arrhythmias (ventricular fibrillation and ventricular tachycardia). Sure, we were among the first communities to establish a fire-based advanced life support paramedic program. Yes, we send first-response EMTs on fire-based units to every call, and often as many as 10 responders to confirmed cardiac arrest calls. But the factor that has probably made the most difference has been the frequency and quality of bystander CPR.

Other programs send paramedics on the first due fire engines whenever possible. We do not. Some use dispatchers to give CPR instructions over the phone. We do too. But we do something even more important: We get out in the community and teach everyone willing to give us a few minutes of their time how to save a life.

Don’t get me wrong. People here still worry about response times. But they have a lot less reason to do so because we have nothing to hide: We rely on the public as much as they rely on us, and we’re proud of it.

April 15, 2012

Hot Temperatures: Bad for Runners, Good for Preparedness

Filed under: Preparedness and Response,State and Local HLS — by Arnold Bogis on April 15, 2012

To get the obvious out of the way first, I realize I’m indulging in what has become a nearly annual exercise of self-promotion by pointing out that I once got an op-ed published about how the City of Boston and the surrounding region treats the Boston Marathon every year as a “planned disaster.” Though it really gets me nothing personally by continuing to point it out, I’ll continue to do so since I believe it is a best practice that other regions should emulate.  And perhaps an example of a “Whole of Community” approach to preparedness and response that started before anyone came up with that phrase.

According to BEMS chief Richard Serino, his department considers events like the marathon and the Fourth of July celebration as “planned disasters” – safe, controlled environments that present “an opportunity to test some things you would never want to test in a real disaster.”

Although the principal goal during such events remains the safety of everyone involved, organizers have realized that these annual gatherings of hundreds of thousands of people present the perfect opportunity to evaluate new technologies, exercise disaster plans, and build vital relationships between public safety agencies and the private sector.

[You can tell the piece is a little old...as "BEMS Chief Richard Serino" has been the Deputy Administrator of FEMA since 2009...]

This year it is especially pertinent as temperatures in and around Boston are expected to soar into the eighties, resulting in a heavier than normal workload for medical personnel:

The forecast forced organizers to offer a largely unprecedented deferment to the entire field of 27,000 that had spent the last year qualifying, registering and training for what is often a once-in-a-lifetime experience.

“We’re asking runners who haven’t run previously to think about tomorrow and maybe coming back next year,” Boston Mayor Tom Menino told the attendees at the traditional pre-race pasta dinner on City Hall Plaza on Sunday night. “We don’t want have any accidents out there, or anybody overtaken by the heat.”

While I sincerely hope that the inexperienced runners take advantage of the deferment opportunity and that there are as few heat-related injuries as possible, it is inevitable that this year will be extremely busy for the professional and volunteer medical staff positioned all along the course.  However, the resilience lemonade made from high heat lemons will be a region better prepared for future mass casualty incidents:

Thousands of runners pass through eight different towns on their way to the finish line. Coordinating medical care and security for the runners and spectators strengthens connections that will be relied upon when Boston requires mutual aid to deal with a crisis such as a natural disaster or terrorist attack.

To successfully manage the marathon, BEMS and other public safety agencies must have relationships not just with the Boston Athletic Association, which organizes the race, but also with a diverse set of private organizations. These include, but are not limited to, private ambulance services that back up BEMS, and hotels and other businesses along the route that help make the behind-the-scenes operation of the marathon run smoothly. When a real disaster strikes, these contacts can be called upon to lend needed supplies and other assistance.

Along with the large number of volunteers, from the medically trained to those simply handing out water, it is these connections forged in a cooperative year-long planning process and an intense day of “exercising” that pull a community together and prepare it for unforeseen events.

Update: Juliette Kayyem strains to support my argument in her latest Boston Globe article:

Behind those familiar words lies a fundamental tenet of emergency management: Systems to protect the public need to be practiced and validated. As it is, first responders constantly test their response plans. These efforts can be small tabletop exercises, like those performed in the buildup to the Boston Marathon today, or large simulations of catastrophic events with people acting the parts of victims. Some of these exercises are helpful, others a waste of time. But in the end, they don’t fully suffice because everybody knows it is just a test.

Most scholars in disaster management acknowledge that the truest evaluation of any response system is one that gets as close to a catastrophe as real life allows, but falls short of real damage. What can we learn from a bad thing that didn’t happen, but that, for a brief while, everyone thought would?

Okay….I’m stretching it a little bit.  She actually goes on to analyze the response to the most recent Indonesian earthquake and the importance of educating the public about threats.

I was just desperate for affirmation…

April 4, 2012

Political Quake

Filed under: Preparedness and Response,State and Local HLS — by Mark Chubb on April 4, 2012

This week the Christchurch, New Zealand newspaper The Press featured an op-ed by University of Canterbury political scientist Bronwyn Hayward. Her essay examined the democratic fault lines exposed by the serial natural disasters that struck the city starting in September 2010 and evidenced by growing public disquiet over the government’s efforts to manage the recovery challenges confronting the small island nation’s second largest city.

Dr. Hayward has written and spoken eloquently about the roots of resilient citizenship, which she sees emerging from an individual’s sense of social agency, ecological understanding and embedded citizenship. Together these principles represent the innate capacity of individuals to take responsibility for their own lives, organize and cooperate with one another for the common good and accept a degree of uncertainty as part and parcel of living in the natural world.

In the New Zealand central government’s response to the Canterbury earthquakes, Hayward sees a failure to recognize the importance of these principles in the lives of citizens. The government’s top-down approach to managing recovery efforts, she argues, has done more harm than good and threatens to further render the social fabric.

Local government does not escape criticism either. Dr. Hayward notes the tendency of local officials to exclude the public from their deliberations while displaying an exaggerated sense of self-importance. Sadly, she concludes that central government action and threats of further action inhibit efforts within the community to correct what some now see as an electoral error.

The command and control approach to recovery taken by the New Zealand government comes at a time of growing social and economic inequality that would not seem all that unfamiliar to most Americans. Hayward observes that the young people who mobilized and organized themselves to aid their fellow citizens have been marginalized at just the time when their contributions to the community are both most needed and most vital to the renewal of the community’s stocks of social, economic and political capital:

Bringing the community with you is the only effective way through a disaster long term.

[At] its best democracy is the form of government that most clearly supports the priorities and aspirations of a local community. As Nobel prize-winning economist Amartya Sen reminds us, good democracy delivers great economic and social prosperity, enabling scrutiny, transparency and local voice.

Not all of our young people can be builders, road engineers, painters or architects. To create meaningful long term, local employment and training will require thoughtful, on-going, and public debate.

Only local leadership elected with widespread public support can effectively claim the mandate to lead our community and to implement plans that enable everyone – the young, the old and future generations – to flourish.

FEMA’s rhetorical commitment to a whole of community approach and its emphasis on community recovery give me hope that the United States can avoid the mistakes plaguing Christchurch these days. Nevertheless, it is worth noting as Hayward reminds us in her essay, central government’s most important role in the aftermath of a disaster lies not in how fast they respond or how much aid they give, but in how well they support and encourage local governance and participatory democracy.

March 28, 2012

Dedication

Filed under: Budgets and Spending,State and Local HLS — by Mark Chubb on March 28, 2012

I once thought dedication to duty was the hallmark of public service. especially among public safety professionals. Dedication seems to have taken on a different connotation though these days.

When people speak of dedication to public safety now, it usually refers to the commitment of resources without the need for justification, evaluation or competition. Dedicated resources are preferred. Competition for resources is not. The only thing worse than having to compete for resources is having to prove the resources allocated were spent well.

Fire services, unlike police, often have the luxury of dedicated funds if only because many of them operate outside county or municipal governance under special purpose districts. Most of these districts are funded by ad valorem taxes on real property. Since the beginning of the Great Recession or Great Reset or Whatever We’re Calling It Today — which led to the collapse of home prices — these special purpose fire districts have found their revenues not only constrained but falling for the first time in decades.

Some of these districts have managed to scrape by on reserves accumulated before the crash. Others have raised incremental tax rates to make up for the shortfall. But the revenues available from such quick-fixes and meagre cost-cutting gestures are running out. Now they are looking for alternatives.

The most popular alternative to the labor unions is amalgamation of fire service agencies. Contracting out administration of a fire district is preferable it seems to contracting out firefighting or ambulance transport services because it doesn’t affect bargaining unit members.

Union advocates of mergers and consolidations tell anyone who will listen that such moves will achieve scope and scale economies for citizens who will benefit from maintenance of existing staffing levels and response times. The experience of jurisdictions that have actually gone through the merger or consolidation process tells a different story.

Most combined fire service agencies achieve little economic benefit in the short-term. In fact, they often see short-term cost increases as the affected organizations struggle with integration (sound familiar, DHS?). Just as the turbulence begins to give way, these organizations often see the increased influence of combined bargaining units and new demands on the organization make it more difficult to settle labor agreements without experiencing increased operating costs. In the end, the best most combined fire agencies can achieve is reducing the rate of growth in their expenditures, which buys them time before the need for another reorganization.

It’s overly simplistic to assume that either the economy or the unions are to blame for this situation. Clearly, both parties played their parts. Elected officials and many administrators acted out supporting roles along the way too.

Cities and counties have been struggling with these problems for a bit longer. The power of the fire department to play on emotions for its share of the budget pie has been consistently and credibly eroded. Fire incidents and deaths are down. But the costs of providing fire service keep going up. Efforts to demonstrate any credible relationship or correlation between fire service inputs and fire outcomes has proven consistently elusive. Paying more for fire service does not generate better outcomes, especially when most of the increased cost goes into pay and benefits for employees who live outside the locales they protect.

In this context, merging municipal fire departments with fire districts often does little to improve the quality of fire service for either entity even when it secures the jobs of firefighters. More often than not, cities use resources from adjacent suburban and ex urban areas to prop up service delivery in the urban core. Competition among municipal departments for scarce city revenues makes it difficult if not impossible to balance the books so both cities and adjacent ex urban areas support their own weight despite any efficiencies achieved through joint oversight.

Scholarly studies of the situation paint conflicting pictures. Two impressive exposés on the effects of fire service cutbacks in New York City in the late 1960s and 1970s do demonstrate, however, what happens when cutbacks send a clear signal to the community that its protection is no longer a priority of government. In The Fires, Joe Flood chronicles the effects of the RAND Fire Project on urban policy. Flood paints a sympathetic picture of firefighters and the victims of urban blight. Although he would have readers believe that the effects of disinvestment in fire services were bad for cities, his analysis suggests a gradual shift in focus from services to outcomes led to better building codes and more attention to land use patterns that produced many other benefits.

An earlier work by Deborah Wallace, A Plague on Your Houses, presents compelling evidence that this withdrawal of urban fire services from the South Bronx and other neighborhoods under Mayor Lindsey sparked an underclass diaspora that spread drug abuse, crime and communicable disease across the city, if not the country. Wallace’s account is grounded not in sociology or urban policy, but rather public health and epidemiology. Clearly, forcibly uprooting and transplanting an entrenched urban underclass proved misguided and disruptive for both communities — those displaced and those receiving them. But the effects of these changes on fire service are less clearcut.

If the case for not cutting fire services seems clear enough — it can produce severe unintended consequences, consider three other scholarly efforts that look more closely at the fire service itself. The first, Crucible of Fire by Bruce Hensler suggests the form and function of today’s urban fire services is more the reflection of firefighters’ influence upon their service than the imprint of the urban environment and its demands upon them. Like their brothers and sisters-in-arms, firefighters it seems are always fighting the last war. In contrast, two other efforts, Eating Smoke by Mark Tebeau, and The Fireproof Building by Sara Wermiel, suggest that most of the credit for improvements in urban fire safety should go to engineers and fire insurance underwriters, not firefighters.

Social and political activism among firefighters is not new. In fact, it could reasonably be argued that accumulating and exercising social and political influence was always one of the primary purposes of these organizations. In Cause for Alarm, Amy Greenberg, follows this thread backwards several decades and illustrates how placing fire services under municipal governance was intended to curb rampant abuses of process and power. Alas, as we see today, these efforts have ultimately proved futile.

As I write this, the International Association of Fire Fighters is holding its legislative action conference in Washington, D.C. At the opening plenary session, IAFF General President Harold Schaitberger said it as clearly as anyone could. Commenting on the union’s political priorities following last year’s efforts by governors and legislators in Wisconsin, Ohio and Indiana to repeal collective bargain rights for public employees, “If you mess with one of us, you mess with all of us.” He equated the effort to defend public employees from attack by politicians to a fight for the very survival of the middle-class. A parade of speakers, including politicians, political activists and union leaders followed to reinforce the message: Firefighters must be active politically to prevent further erosion of pay and benefits.

If this is the litmus test for fire service political support, then I can see why we have a problem. Looking at the problem critically and considering the evidence for and against continued investments in fire service based upon past precedents is not an option. Firefighters will tell you they already know the right answer, they don’t need more evidence much less debate. (See a recent blog post by former deputy fire chief, lawyer and physician’s assistant John K. Murphy for example.)

These days, it seems, firefighters are dedicated to putting whatever effort is required into protecting their jobs, pay and benefits. We can only hope citizens and elected officials are equally dedicated to constructively shaping public priorities to reflect their interests in efficiency and accountability.

 

March 14, 2012

Brothers and Others

Filed under: State and Local HLS — by Mark Chubb on March 14, 2012

Does anyone else find it ironic that cops and firefighters (but firefighters especially) refer to themselves as “brothers”, when this term connotes something very different and entirely sinister when applied to government and its officials by the general public?

George Orwell’s Big Brother in the dystopian novel 1984 was an intimidating and invasive presence in the lives of people deprived of freewill. Nevertheless, cops and firefighters see brotherhood and its virtues as practically unrivaled. Loyalty to many is the essence of integrity because it defines consistency of action with respect to one’s peers.

Consider this conception of integrity in contrast to the values of equity or justice, which to most of us demands consistency of action with respect to others – in essence requiring us to treat others as we would our brothers. Cops and firefighters use the concept of brotherhood to exclude, not include, others.

The other is humankind’s oldest device for defining and projecting the presence of evil in the world. As Elaine Pagels’ groundbreaking scholarship on The Origin of Satan makes clear, the essence of evil is fear. We see “evil” in others in direct proportion to the “self” we see in others. Evil reflects our fear of embracing, if not becoming, that which destroys our current sense of self.

This is the point at which I find the tendency of cops and firefighters to rely on the notion of brotherhood begins to diverge as well as unravel. In both instances, it is brothers who provide the primary defense against the other. But in the case of cops, it is the very existence of others that defines brotherhood, for we would not need cops if it not for the presence of evil in others. But firefighters oppose a different foe. To be sure, fire can produce evil effects, but it also is a great source of good when properly harnessed. Those affected by fire as well as those who fail to keep its power under proper control are both seen not as villains but rather as victims. Why then should firefighters see a need for protection against those who call upon their services?

Firefighters seem to cling to the concept of brotherhood even more fiercely than most cops. Who then is the other whom firefighters fear? What’s going on here?

Most firefighters I talk with take a paternalistic perspective when referring to their relationship with the public. To many of them, the public is a body of people who want or need services they cannot anticipate, do not fully appreciate and cannot understand, which makes it the responsibility of fire service leaders to inform (read this as “educate” or “convince”) the public about their need for or dependence upon firefighters. A good fire chief, then, is someone who stands up for firefighters against the public, and who convinces them to give firefighters what they want.

This perspective has made me a “bad” fire chief and a traitor akin to Judas Iscariot in the eyes of many firefighters. What I find peculiar is not that they believe this but that they do not see in others, much less me, a figure more like that of the Apostle Thomas.

I have sat through many meetings lately where articles of faith in respect of fire service delivery are defended as reasonable despite the utter lack of objective evidence to support them. I consider myself a skeptic about most things, but most especially about the virtues of a notional brotherhood that conditions acceptance on adherence to articles of faith about things like fire company staffing and response times when reasonable doubt exists as to whether they influence aggregate outcomes.

Don’t get me wrong, faith and reason each have their place. One need not conflict with the other. I believe in many things I cannot possibly prove. But I remain skeptical that they cannot be proven at all, and as such remain unconvinced they are completely much less innately true. Where reason provides me with a portal to understanding, I find it only bolsters my faith.

I believe what we do as public safety professionals makes a great deal of difference to the communities we serve. I think I can prove what makes this difference in some, but not all cases. And where I can prove it, I almost always find that it is what and how we do things rather than how fast, how much, or how many, that makes the biggest difference.

To many firefighters, I am now the other as opposed to their brother. I will not take on the role of father, protector and defender of the faith, largely because I am unprepared to become the Big Brother people fear and despise. I would like to believe that taking the position I am will ultimately help the firefighters I work with see the brothers in others, and adapt to the new realities of our economy that emphasize what and how we do things over how many and how much.

I believe this is what needs to happen. And I accept that it remains to be seen whether I am right or wrong.

March 7, 2012

What’s Good for Us

Filed under: Budgets and Spending,State and Local HLS — by Mark Chubb on March 7, 2012

Efforts to improve the efficiency and accountability of government services, as I discussed last week, are more likely to involve questions of quality than quantity. This, of course, presents certain problems, in part because our judgments about such things are influenced not only by different perspectives but also different values.

As the nation’s political discourse has become more hostile and divisive, I have discerned equally clear and consistent calls for consensus. To me, these calls often strike a dissonant chord, that comes across more like, “Be reasonable, do it my way,” than “What can we do that will satisfy everyone.” I chafe at this suggestion not because I dislike agreement (or alternatively, like disagreement), but rather because of the dangers such mindsets pose in monocultures.

Sadly, too many public safety organizations present just such problems. Not long ago, many public safety organizations suffered under the self-imposed oppression of autocratic, top-down management styles. Today, the pendulum has, in too many instances, swung too far the other direction. Some agencies are, in the words of a colleague, in danger of letting “the inmates run the asylum.” (The corollary to this perspective goes something like this: “You don’t have to be crazy to work here, but you might find it helpful.”)

Recently, some people have tried to convince me that this new cultural orientation reflects a generational shift in the workforce, others argue it is evidence of maturity or even diversity. (“We all agree, so anyone who disagrees with us is not only wrong but self-serving, petty, immature and intolerant.”) Consider me less than convinced.

Instead, what I see is a growing tendency to promote consensus as a way to avoid making decisions. It works this way: If I agree with you or you with me, I will support you and urge others to follow your direction. If what you suggest does not benefit me, even if it might arguably benefit others, I will not only refuse to support you, but I will actively organize others to oppose you. Moreover, if you don’t take the hint and desist from the course of action I dislike, I will attack you personally.

I find some of the most supportive and compliant people in my organization are the youngest and least senior employees. That is not to say, however, that they are the least experienced or mature. Note this distinction: Many of the employees with limited tenure in my organization defer to positional power not only because they lack tenure, but also because they often bring diverse experience outside public safety agencies to their positions. Put simply, they appreciate their positions in the organization and are usually more prepared to play them because they have no expectations of preferential much less deferential treatment. In many cases, they view their jobs as just that: a job, not an entitlement or a calling or a vocation or a profession. They work to live, not live to work.

Much of the conflict I experience in the workplace involves what I term “violent agreement.” Put another way, “Be careful what you ask for, you just might get it.” These days, it seems when people get what they want it often comes to them as a surprise. The problems this poses are amplified by the fact that many of their requests come in without goals or priorities attached.

This problem operates at all levels of the homeland security system. When I worked for a regional professional organization of public safety executives in the mid-1990s, I cautioned the board I worked for that their requests of Congress to expand federal grant opportunities would come at significant cost to them in the long run. As more resources became available, I suggested, more people would begin lining up at their desks with their palms extended. And as the line grew, they could expect that it would require them to pile the bills higher and higher to meet any one demand just so they could move on to the next one. And if, heaven forbid, the money stopped flowing, so too would the gratitude and support they received from those lining up to tell them how important and respected they were.

I would like to say I was proved wrong in my prediction, but sadly the evidence suggests otherwise. In addition to what I predicted, we have also experienced something I only feared. Ready access to more resources clearly made many public safety organizations less creative, flexible and responsible. In many ways, this has made them less reasonable as well. Not only are many public safety professionals unprepared to respond to calls for new ways of doing things close to their core business, they are also incredibly incensed that anyone would have the temerity to expect this of them. Two of the many examples of this that have come to my attention in recent weeks involve the cities of San Jose, California and Phoenix, Arizona.

In San Jose, an IBM Global Business Services team has recommended significant changes in the way the city manages fire department resources. For starters, they have openly questioned the practice of allocating firefighting resources to equalize or at least minimize disparities in response times across a geographic area. They have rightly noted that evidence of the effectiveness of this strategy is not only lacking, but that much of the evidence that does exist suggests marginal improvements in response times greater than three minutes and less than ten minutes do not pay in aggregate. In other words, they are inefficient because it costs more to shave a few seconds off average response times than any additional firefighting crew can ever hope to save in fire losses. The same can be said of emergency medical service, where the evidence points to bystander interventions, particularly CPR and automatic external defibrillators as key factors in improving outcomes in cases of witnessed cardiac arrest.

What makes the San Jose case even more interesting is the fact that IBM suggests a risk-based resource allocation as an alternative. This would result in staffing fluctuations based on trends in call volume and severity. It might also result in more units, staffed with fewer people being based in more flexible locations. Which is to say, it sounds an awful lot like the way private-sector ambulance services manage themselves already.

This, of course, not only frightens, but also angers firefighters. You see, EMTs who only ride ambulances get paid far less than firefighters. Using firefighters to perform roles as EMTs may make them more productive, but it does not improve efficiency and is thus steadfastly opposed by most firefighters.

Meanwhile, in Phoenix, the management consulting firm Management Partners, has recommended replacing many uniformed officers with lower-paid but similarly or better-qualified civilian staff. This and other interventions, including new technology for compiling electronic patient care reports in the field, could save the city as much as $5.1 million per year.

Both cities face some formidable challenges in implementing their consultants’ visions. San Jose has already cut staffing by 18 percent since the recession began. Their firefighters union is openly hostile to absorbing any further cuts.

Phoenix Fire Chief Bob Khan has defended his department’s performance by arguing that joint labor-management committees have already begun implementing many of the consultant’s recommendations. I suspect this means they are happy to implement the ones they like — those that do not offend anyone, but expect a fight over the rest.

All this leaves me wondering why, in an era when public safety employees like many in the public itself openly question the old saw, “What’s good for GM is good for America,” they still believe that what’s good for them is what the community wants, expects and supports. When job security, pay and benefits trump public safety, I have to wonder. I wonder no less though when these same things (masquerading as public safety) are said to trump efficiency and accountability.

It is not my place to tell the public they cannot have public safety, efficiency and accountability all at once. It is not my responsibility to defend job security, pay and benefits that far exceed the median household incomes of those who pay for these services. And it is not reasonable to assume they – the public – will tolerate public service leaders who will accept or make such arguments for very much longer.

 

February 29, 2012

Mo’ Better Blues

Filed under: Organizational Issues,State and Local HLS — by Mark Chubb on February 29, 2012

The implicit social contract between government and the governed broke down decades ago for many Americans. As the electorate lost confidence in our political and appointed leaders’ empathy, integrity and wisdom, these leaders starting shifting attention from themselves to government employees.

At first, attention focused on whether government was doing things right. Increasingly, people question whether government is doing the right things. Our preoccupation has shifted from worrying that government was trying to do everything to wondering whether it can do anything. Many now question whether we even need government. And a good many more don’t care much one way or the other.

As we have traveled along this continuum from ambivalence to antipathy (and back), the public has rightly questioned both our purpose and our progress.

Many in power have framed public concerns in terms of two cardinal virtues: efficiency and accountability. And too many leaders have erroneously oversimplified this otherwise accurate prescription by translating it into the management mantra: “Do more with less.”

Anyone who has spent any time at all in public service has heard this mantra repeated often enough. Few find it soothing, even fewer find it inspiring.

The challenge for government is not doing more with less. The challenge for government has always been the same: How do we do better.

Any economist will tell you efficiency has nothing to do with less. It’s about minimizing losses, not inflicting them. An efficient economy maximizes aggregate welfare.

Welfare is far more a question of quality than it is a matter of quantity. Once you have enough, more makes less and less difference. Indeed, mounting evidence suggests more actually is less.

Because efficiency focuses on how much better off everyone is collectively, we need accountability to temper its application. Accountability without a sense of responsibility is retributive and irrational. As such, accountability demands equity, which focuses on increasing individual opportunity even if it means generating a little less welfare for all.

The challenge and opportunity for government is not in producing more for less. It is in maximizing aggregate welfare while promoting or advancing individual opportunity.

This is where things ought to get tricky, and does. Opportunity to do what?

The principal ideological and philosophical difference between those who support government and those who oppose it comes down to a difference of opinion about a single, simple expectation: Whether when given any opportunity people will look after themselves or others first.

This distinction should matter just as much to homeland security professionals as it does to politicians and ideological elites. How we operationalize “do better” depends very much on whether we assume individuals look to maximize their own opportunities or those of others.

When better assumes individuals look after themselves first, we have to worry about how far people will go to get what they want. We also have to worry what people will do to get what they need.

If we look after one another first, we have good cause to believe others will look after us. This eliminates or at least minimizes how much concern we should have about what people will do to meet their basic needs.

This still leaves us with the question of what people will do to get what they want. We cannot eliminate this concern for two reasons: 1) even someone with an altruistic orientation should reasonably strive to maximize gain, especially when the benefits are shared widely, and 2) one’s willingness to share will almost invariably vary depending on whether opportunities are expanding or contracting.

When things are good, people are in a better position to share. But to the surprise of many, they often do not.

As we’ve seen during the latest recession and long recovery, people will share even when (or perhaps especially because) it hurts. This may either be due to empathy or an expectation of future reciprocity. But whatever the reason, such benevolence can neither be overlooked nor taken for granted.

What then can we do to encourage renewed optimism in the capacity of government to promote if not do good by doing better? We can start by raising expectations rather than minimizing them. Instead of explaining what government cannot do, we should emphasize what it does better than the market.

To follow this up, we can show it’s not a question of quantity but quality that makes the difference. At a local level, this means less emphasis on response times and staffing and more on what we do to take care of people when they need help and have nowhere else to turn.

Finally, instead of arguing for employment conditions that give public workers more — more pay, more benefits, more security, we should emphasize the important part collective bargaining plays in ensuring equity and quality. Contracts bind both parties, not just management.

If we want to save the public service ethos, we need to start by sacrificing our egos.

February 22, 2012

Disloyal

Filed under: Budgets and Spending,State and Local HLS — by Mark Chubb on February 22, 2012

I’ll make this post a short one. (I’d rather be in Christchurch, where today they marked the first anniversary of the devastating February 22 aftershock that claimed 185 lives.) The attention drawn by last week’s post, if not here at least on my personal website, has created quite a stir, at least where I work.

It seems any effort to critically evaluate our current situation is viewed as disloyalty. Tonight, representatives of organized labor appeared in public to make it very clear they do not like being called out for their affiliations. They like even less having their methods of operation, if not motives, called into question.

Homeland security does not need cheerleaders or band leaders or nannies. It needs people willing to ask difficult questions even when the answers prove troubling.

I am convinced that the systems we rely on to maintain secure communities are crumbling. Choices that once seemed easy are now almost impossible even for intelligent men and women of goodwill. Rather than discussing whether we repair a bridge before the next catastrophe, we are forced to invest in the response capability to handle its collapse. Instead of investing in quality public education, we argue about mandatory prison sentences for repeat offenders and lowering the age at which we impose capital punishment.

In many ways, this is the byproduct of a self-fulfilling prophecy that began taking shape when we started to question the very premise of public service in the late 1970s. Today, we have what we should have feared most: Civil servants paralyzed by ambivalence not apathy. When forced to choose between their welfare and that of others, the choice for many is altogether too simple, especially after years of being told to keep their opinions to themselves.

They may not want to make decisions, but they certainly have opinions. Often many different ones about the same subject. And they are all too happy expound them with militant fervor to anyone who will listen and many who would care not to.

Never mind their opinions conflict with one another or with fundamental laws of nature or the universe. But watch out if you dare to disagree with what they have to say!

February 15, 2012

Love Is Not Enough

Filed under: Budgets and Spending,State and Local HLS — by Mark Chubb on February 15, 2012

You may have noticed that I have become a bit less regular about posting in my usual Wednesday slot of late. This reflects the combined effect of having too few cogent ideas about what to say and too little spare time to reflect on expanding the list.

The shortage of time arises largely from the demands of my day job as a local fire chief. If you ask the firefighters who work for me, they would probably tell you that the lack of cogent ideas is also closely connected to the job. As they like to tell me, CHAOS stands for Chief Has Arrived On Scene.

I’d like to think I am just as capable of coming up with something insightful and useful to say as I ever was. But that may be less true than I would like to admit.

Lately, the nasty issues swirling around me in my day job have come attached to people with equally nasty attitudes. People in local government are feeling very fearful and stressed about the future of their jobs. Although I would like to reassure them that things will turn out alright, they wouldn’t believe me even if it was true. And it may not be.

The little fire district I work for grew up too quickly. Now a fully-paid, career fire and rescue service employing almost 70 people, it was a volunteer outfit composed of civic-minded citizens for much of its existence. The real change began in the 1980s and 1990s when property values started to climb and development intensified. A municipal incorporation formalized governance of a part of the district, but much of it remains unincorporated even today. As the district took on paid employees, they gradually displaced the volunteers. Union representation of these employees means constant vigilance for evidence of skimming work, which means volunteers will probably never return.

Instead, the represented employees seem most likely to either work themselves out of a job or drive their employer to insolvency. It should be clear enough without much effort or thought that the first option is not terribly likely. The alternative may be on the horizon, but efforts to delay the inevitable reckoning have worked so well so far that few people believe it is actually possible.

A careful examination of how this has come to pass is pretty informative. First, firefighters have been incredibly effective at making themselves look busy, if not useful. An ever decreasing fraction of their work involves fighting or preventing fires. Factors beyond their control or ken have seen to it that this work is less necessary now than ever. Emergency medical calls and a host of other responses have filled the void left by decreasing fire activity, and now occupy 70 to 80 percent of fire service workload. The skills required to perform many of these new roles take hundreds of hours to acquire and maintain even when they are rarely used or tested.

This has made firefighters seem indispensable, which brings me to my second observation. When I was a kid, firefighters were respected, but not really revered. There was rarely a long line of applicants competing for jobs in the fire department. The work was dirty, hard, poorly paid and involved impossibly long hours. (and this remains the case in many other countries.) That changed quickly here starting in the 1970s. Today, firefighters in my community like many others earn salaries far above the median household income. And we work for a reasonably well-off community, so that’s saying something. You don’t have to look hard for evidence of how well-paid our firefighters are. The parking lot tells quite a tale, as my wife’s unemployed city planner friends have remarked on more than one occasion.

Unlike the volunteers they replaced, few of the firefighters in my agency live in the community they protect. A few live more than 100 miles away. The 48-hour work schedule accommodates this, and few demands beyond attending calls, training and performing routine maintenance means such long shifts present few hazards. Despite their unusual work schedules, firefighters in my agency get ample time-off. Our average employee works just a little more than 42 hours per week after vacation, holidays and other time adjustments.

By making themselves available to handle almost anything anyone might think to throw at them, firefighters have managed to do what no other public servants have yet accomplished: While much of the public loathes government, citizens love firefighters and rarely think of them as government employees. In fact, many people have no idea that the people protecting them are paid, much less paid well. Many people seem genuinely surprised when they learn that the firefighters work around the clock.

How could this have escaped their attention? Easily it turns out.

This brings me to my last observation: Firefighters show up. Always.

With all due respect to my friends the police, this is not true even of other emergency services. We have become so accustomed to waiting for service and not getting what we really want when it does arrive that we are genuinely surprised and generally delighted when someone responds at all.

Because firefighters have taken it upon themselves to be indispensable, they almost always look busy. Even when they aren’t particularly effective.

Truth is, we aren’t much more effective at putting out fires than we were right after they replaced the horses with motorized fire engines. Even now, if a fire gets a good enough head-start in any building, we will always play catch-up, which means waiting for the fire to consume enough fuel and get small enough again that we can put it out with the water and personnel available. Sometimes, I think the more overmatched we are, the more overwhelmed we look, the more impressed people are with our performance.

Fires don’t much care whether we have a good attitude or a bad one. When firefighting was all we did, I knew a lot of firefighters you wouldn’t want to take out in public. With the advent of emergency medical service, we have had to emphasize the soft-side. Firefighters these days are experts at displaying empathy. As such, they endear themselves to almost everyone they encounter. In the small number of instances where this does not happen, the other party often comes across worse, so firefighters can get a free pass even when they might not deserve one.

All of this may seem pretty cynical. And it probably is. People may love firefighters, but this economy has meant giving up a lot of other things we love. If firefighters become too expensive, they too shall pass. And their lack of strong connections in the communities they serve will be what decides their fate.

This should concern homeland security professionals if only because they too have come to depend on firefighters’ willingness to take on added jobs. If not firefighters, then to whom shall we turn to protect our communities?

February 6, 2012

Disaster Tourism

Filed under: Catastrophes,Education,Preparedness and Response,State and Local HLS — by Arnold Bogis on February 6, 2012

The Boston Globe recently ran a very interesting, if short, editorial on the benefits of disaster tourism:

The residents of Joplin, Missouri suffered unspeakable tragedy when the May, 2011, tornado left the small city in ruins and 161 people dead. Today, Joplin is in the midst of a new crisis as city leaders, under fire, backed down from proposals to market the devastation and recovery as “tornado tourism.’’ While every effort should be made to respect the solemn nature of Joplin’s history, the city should reconsider: Disaster tourism is a natural part of any tragedy that engages, and sometimes enrages, a nation.

An interesting perspective I hadn’t thought of before.  Usually, such activities are easily cast as predatory or manipulative.  However, the editors of the Globe make the good point that disasters are learning experiences, not just for those directly impacted but for society in general.  For every person who goes and tours a former disaster site, a few might go home and perhaps not only prepare for the unthinkable themselves, but share that message with others.

January 19, 2012

Behavioral indicators of terrorism

Filed under: Intelligence and Info-Sharing,Radicalization,State and Local HLS,Terrorist Threats & Attacks — by Philip J. Palin on January 19, 2012

Wednesday the White House hosted a meeting of 46 senior federal, state and local law enforcement officials.

According to the Associated Press, “The Obama administration is providing senior state and local police officials with its analysis of homegrown terrorism incidents, including common signs law enforcement can use to identify violent extremists… The analysis was conducted by the Homeland Security Department, the FBI and the National Counterterrorism Center.”

I was not at the meeting.  But following is an overview of what I am told was briefed.

An interagency team and process examined several cases of Homegrown Violent Extremists (HVEs) that emerged between 2008-2010.  I was not given the precise number of cases, but I have seen reports of  sixty-two cases being considered.  Based on this sample four major “mobilizing patterns” were identified:

Contact with individuals tied to terrorist organizations is one of two indicators that appeared most often in the case studies. This finding is consistent with earlier assessments—based on past cases of domestic and transnational terrorism—that exposure to an extremist with established ties to a terrorist group can be a useful indicator of a radicalized person moving toward violence. More than 90 percent of the subjects examined either communicated directly or had some type of contact with connected extremists as part of their mobilization to violence.

Indicators of ideological commitment also appear frequently in HVE reporting. One of these behaviors—”watching or sharing jihadist videos”—was the second of the two most prevalent indicators noted in the study. Ideological commitment behaviors were observable but at times only in a virtual environment. More than 90 percent of the cases involved HVEs who either watched or shared extremist videos or other propaganda. Just under 90 percent involved HVEs pursuing religious instruction from a person or institution associated with extremist causes.Roughly 80 percent of the cases reflected an individual’s acceptance or approval of violence or martyrdom operations or an intent to engage in them.

Travel or attempted travel in pursuit of a violent agenda was a recurring factor in the HVE cases, also supporting earlier assessments of the importance of foreign travel for violent extremists. Almost 90 percent of  subjects traveled to places with a significant extremist population or to a foreign location explicitly to pursue violence.

Seeking weapons or weapons related training was a common behavior. This more tactically focused aspect of attack planning also entailed online research to acquire technical capabilities, select targets, and plan logistics. Almost 80 percent of subjects pursued weapons training, paramilitary exercises, or the acquisition of related equipment as partof their mobilization. More than half also conducted Internet research to plan their attacks.

According to my sources the law enforcement officials were, “cautioned against adopting a checklist-like mentality incountering the HVE threat. Simplistically interpreting any single indicator as a confirmation of mobilization probably will lead to ineffective and counterproductive efforts to identify and defeat Homegrown Violent Extremists.”

About 5PM Eastern on Wednesday Eileen Sullivan filed an AP story after talking with participants: SEE IT HERE.

While the law enforcement leaders were at the White House, a House Intelligence subcommittee was hearing testimony suggesting big changes in the purpose and role of the DHS intelligence function. According to prepared testimony to me delivered by Philip Mudd,

The growth of our expectations of domestic security, and the evolution of threats away from traditional state actors toward non-state entities — drug cartels, organized crime, and terrorism are prominent examples — suggest that the DHS intelligence mission should be threat agnostic. Though the impetus for creating this new agency, in the wake of the 9/11 attacks, was clearly terrorism based, the kinds of tools now deployed, from border security to cyber protection, are equally critical in fights against emerging adversaries. The DHS enterprise is more complex than other agencies responsible for America’s security, and itsintelligence mission is correspondingly multifaceted. Its intelligence missions range from providing homeland security-specific intelligence at the federal level; integrating intelligence vertically through DHS elements; and working with state/local/private sector partners to draw their intelligence capabilities into a national picture and provide them with information.

The testimony, based largely on a recently completed study and set of recommendations from the Aspen Homeland Security Group , especially emphasizes the DHS comparative advantage in working with state, local, and private sector entities in the non-classified domain.

In contrast to intelligence agencies that have responsibilities for more traditional areas of national security, DHS’s mandate should allow for collection, dissemination, and analytic work that is focused on more specific homeward-focused areas. First, the intelligence mission could be directed toward areas where DHS has inherent strengths and unique value (e.g., where its personnel and data are centered) that overlap with its legislative mandate. Second, this mission direction should emphasize areas that are not served by other agencies, particularly state/local partners whose needs are not a primary focus for any other federal agency. In all these domains, public and private, DHS customers will require information with limited classification; in contrast to most other federal intelligence entities, DHS should focus on products that start at lower classification levels, especially unclassified and FOUO, and that can be disseminated by means almost unknown in the federal intelligence community (phone trees, Blackberries, etc.).

There is an obvious tension between an intelligence function that is “threat-agnostic” and one that emerges from “where its personnel and data are centered.”  This could, however, be a very healthy tension if a threat-agnostic — capabilities-based — approach to engaging the risk environment can be effectively used to decide where personnel are focused and data is gathered.

January 11, 2012

Disillusioned

Filed under: Budgets and Spending,State and Local HLS — by Mark Chubb on January 11, 2012

I have wondered before in my posts exactly what it is we suppose we are protecting. And my mind keeps wandering back to this question, especially as the presidential primaries begin.

The Republican candidates have asserted that President Obama is an apologist or worse, and they claim he sees America as a declining or diminished power. They assert that they see America differently. They would have us believe that Americans are innately different from others and somehow special.

They do not agree so much on what it is that makes us different or special though. To some of them we are freer. Others say we have higher morals. Still others say we have a stronger work ethic. If they agree on anything, it is that their leadership — or that of any Republican for that matter — is the key to making us more of these things.

More than one candidate has gone so far as to suggest he or she is running to save the country. They have asserted strongly that President Obama has made us less free, less moral and weaker. The solution, they tell us, is not just to defeat him but to shrink government.

This blog devotes a lot of time to the discussion of what our national security and homeland security investments protect us from, but not so much about what it is that we are protecting. Is that because it doesn’t matter? Or are we of the belief that we really are different and serve something bigger than any candidate or party?

During the Cold War, it was clear to most of us that we were not only protecting the nation from nuclear annihilation but also from the threat of totalitarianism. Our nuclear deterrent capabilities were arrayed against the threat of tyranny, or so we believed.

If that’s true, we could say that we won the battle but lost the war. As communism collapsed we enslaved ourselves to a corporate military-industrial complex that now dominates us in proportion to the extent to which we have allowed it to define, if not dictate, our productive and political potentials.

As a local public safety official, I spend most of my time focused on the homeland defense frontlines. When I look out at my community, I do not see the same thing the candidates do. The people I meet do not talk in terms of the lofty ideals of liberty and free enterprise. They don’t see themselves as all that different from one another or others they do not know.

Instead, they wonder why traffic is so bad or the bus always runs late. They wonder whether their kids are acquiring the skills they need to compete for jobs in the future. They wonder whether they themselves will earn enough to pay the mortgage or tuition bills. They worry incessantly whether they will have enough resources to retire. And they hope like hell that the problem they called us to help them with will not leave them unable to keep on carrying on.

In one way or another, they know that much of what worries them and others arises from anxiety about the future and frustration with the present. They would like to do right. They know they can do better. But they also wonder whether anyone will recognize and whether it will make any difference. Many if not most of them have concluded it will not.

Most of the work done by our frontline first-responders is now about holding a badly broken system together, keeping it from getting worse rather than making it better. We have no confidence that the market will solve these problems. We have little faith that politicians understand the problems, and much less hope that they will give us the resources and support required to address them properly.

That said, many of our first-responders, like the candidates for our nation’s highest office, have a misplaced, if not exaggerated, faith in their own ability to make a difference. They may not trust politicians, but they do believe they are different and special. They have great confidence that they could do better if only they were allowed the resources and opportunity to do so.

I’m not so sure.

Rather than looking for ways to help people avoid trouble and reduce their dependence on our services, we look for ways of getting more resources to expand our services or make better arguments to defend our budgets from those we deem less worthy of public support. The past decade was a Godsend in that respect. But the days of plenty are gone.

Our brute force approach to solving problems only works well when the threat and the capability to effect consequences are tightly coupled. Our contemporary adversaries surprised us with their ability to level the playing field. We managed to counter their threat, but at a cost far out of proportion to any ability they ever had to make us pay.

When it comes to saving lives at the local level, we know that training more people to perform CPR and encouraging healthier lifestyles by promoting development that favors walking and cycling would save more people than reducing EMS response times, but we won’t support the former unless politicians commit to do the latter. The debate at the national level is no more sensible. We are not only told we have to choose between guns and butter, but also that the economic and political system that provides both of them is more essential and therefore more valuable than the people who provide the resources to procure and produce them.

It is still true that Americans as a whole are wealthier than those of most other nations. We have been better endowed with resources and opportunity than most other nations. And we have had the benefit of many great gifts, often as the result of our openness and accessibility to people and ideas from every corner of the world.

Liberty and free-enterprise have played their parts in the American success story. But so too have access to public education and libraries, enforcement of health and sanitation regulations, and investments in water, sewer, public transit and other essential infrastructure. We will only see America become stronger if we place as much or more emphasis on making these investments as we do in protecting them.

Sadly, that seems less and less likely in the near term at both the national and local levels.

November 23, 2011

Accessibility, Authenticity and Anything but Anarchy

Filed under: State and Local HLS,Technology for HLS — by Mark Chubb on November 23, 2011

Lately, I’ve been working on a quick turnaround project for a federal agency to develop a course on social media. The intended audience includes state, local, tribal and territorial officials that need to make good decisions quickly to maintain community confidence and avoid or mitigate crises. As I’ve interviewed local experts, I’ve learned that many public officials see social media as a major threat rather than a great opportunity.

As I’ve reflected on these concerns, I’ve come to the conclusion that officials have good cause for concern. Likewise, the public has even better cause to keep pressing its case for more and better engagement by public officials through social media.

Despite the persistent decline of public trust and confidence, or perhaps because of it, the public has increasingly come to expect access. Access to government information. Access to government services. And access to government officials.

In an era when the Supreme Court of the United States equates campaign contributions with free speech and concludes that corporations have the same rights as individuals, its easy to see why people feel so strongly that access should not be restricted to the few who can afford it.

Traditionally, the legitimacy of government officials’ actions have rested on three pillars:

  • Authority
  • Accuracy
  • Accountability

Authority typically takes the form of legal mandates and budgets. Accuracy reflects the presumed rightness of actions judged according to their conformity with the strict limits of statutory authorizations and appropriation limits. Accountability is something largely exercised by political and judicial authorities over executive officials, and too often reflects popular will rather than the public weal.

The ability of social media to democratize civil discourse provokes anxiety among  public officials who fear that accountability to everybody means accountability to anybody. (Oddly enough, no one has expressed a fear that this could lead to accountability to nobody, which I still reckon is one of the possibilites.) These fears may be justified. Complaints that could once be dismissed as narrow interest group politics are no longer restricted to the usual suspects with enough time or money to attend public meetings.

Cops can now expect every action they conduct in public to be recorded by somebody and shared with everybody in minutes. Transportation officials can expect on-the-spot traffic reports from anybody annoyed by delays clearing snow. Building code officials can expect complaints about surly or incompetent inspectors to be communicated to other contractors instantly. Transit operators can expect riders to report rude operators and late-running trains. And health officials can hear about the fly in somebody’s soup while the diner’s still seated at the table and telling the server about it.

With few exceptions, these observations and antipathies are nothing new. What’s new and different is the ability to attract an audience. And more often than not this audience extends well beyond the few people a message might be aimed at influencing.

So far, fears that such open access would lead to something approaching anarchy have proven anything but realistic. To be sure, social media has proven itself a powerful organizing force among protestors aligned with the Occupy Wall Street movement. But it has also proven equally adept at affording the movement’s antagonists and opponents a platform too. (Isn’t this what the framers expected?)

As the flow of information accompanying the clearance of Occupy encampments has illustrated, efforts to spread disinformation have been widespread. But the truth has come through clearly enough to anybody willing to pay attention and apply a healthy dose of skepticism to their analysis of who’s saying what.

If those outside government see in social media the promise of access, and with that the democratization of accountability, then public officials should see in social media the promise of awareness that can expand the legitimacy of their authority by safeguarding the accuracy of their actions.

Time and again, interviews I’ve conducted with local officials have demonstrated that the real value of social media to those who have already adopted it comes from acquiring a broader and deeper understanding of what’s going on in their communities. The voices of real people speaking in real-time may not be any louder than those of lobbyists and the other monied interests who have typically monopolized the public discourse. But they do have an unmistakable authenticity that resonates with any official who still believes it’s their job to serve the public interest.

 

November 16, 2011

Who Do You Serve, Who Do You Protect

Filed under: State and Local HLS — by Mark Chubb on November 16, 2011

Many police departments have adopted some version of the somewhat standard or all-purpose police motto: “To serve and protect.” Last night, as NYPD officers, some in riot gear, cleared protestors from Zuccotti Park, some bystanders could be heard chanting, “Who Do You Serve! Who Do You Protect!” These are questions worth asking.

A few weeks ago, when I followed Chris Bellavita’s lead and began considering what the Occupy protests might portend for public safety and homeland security, I questioned what we could count on police officers and firefighters to do in the face of mounting public unrest and pressure to restore the status quo ante. My question was predicated on two observations: 1) Many cops and firefighters feel just as alienated and fearful in the current economic climate as many of the protestors do and 2) cops and firefighters, despite their relatively favored standing in public opinion have garned little public support as they have confronted job cuts, threats to collective bargaining rights and the looming prospects pension reform and benefit reductions.

Over the past few days, my questions have been answered. Cops and firefighters in city after city have seen fit to faithfully follow instructions and act against protestors, often upon the slimmest pretexts. Take for instance the characterization of Zuccotti Park and other Occupy encampments as threats to health and safety. In several instances, this was predicated at least in part on the operation of gasoline generators to produce electric power. The exhaust fumes were deemed hazardous sources of the toxic combustion gas carbon monoxide. The hot exhausts and fuel cans were also considered fire hazards. The close quarters in which these operations were conducted was said to compound these risks.

Now let’s consider what usually happens when fire inspectors find such conditions: Essentially nothing. You see, the model fire prevention codes adopted in nearly very city and state in the country, including post-9/11 New York City, do not address these hazards directly in such an environment. They simply do not envision such circumstances or call them out as dangerous. As such, the fire inspectors had to conclude based on the “professional judgment and opinion” that these conditions constituted a danger to life per se.

I’ve spent nearly all of my professional career crafting, interpreting or applying these codes, and I can say with complete confidence that this opinion is both baseless and unwarranted. That is unless you consider the intense political pressure fire officials must have been under to give the mayor and police commissioner the requisite pretext for acting against the occupation.

It saddens me to say this, by I find such behavior sorry and shameful. I reach this conclusion in substantial part because such action is so unprecedented even when it is clearly warranted. A case in point: No action was taken to suspend operations or seize private property in the Deutsche Bank Building when inspectors became aware of dangerous conditions during its demolition following the 9/11 attacks. Two firefighters sent to combat a fire there in August 2007 died, and 46 more suffered serious, career-ending injuries because of confusing and obstructed exit paths, failure to maintain firefighting features, and the use of high flame-spread materials and uncontrolled heat sources during asbestos removal operations. These conditions conspired to allow an otherwise minor fire started by discarded smoking materials  to spread through 10 floors before it was controlled.

In the aftermath of this fire, two very telling truths emerged. First, despite permit conditions that required inspections at least once every 15 days, city authorities had failed to conduct any recorded inspections of the demolition operation between March 2007 and the date the fire occurred.  Second, the city enabled if not facilitated the contractor’s malfeasance by taking a laissez faire approach to overseeing demolition operations despite repeated warnings a disaster could result. (I use the term “malfeasance” advisedly: The demolition contractor- employed by the Lower Manhattan Development Authority–the ironically named John Galt Corporation–was found guilty of reckless endangerment in 2009, although construction supervisors employed by the company were acquitted of involuntary manslaughter charges.)

If inspectors can so willingly look away in the face of clearly dangerous conditions like those present at Deutsche Bank, what makes them so eager to see fire hazards in Zuccotti Park when no such violations exist in fire codes? Is it possible they fear the fate of so many others who are now unemployed if they fail to accede to their superiors’ expectations?

I am reluctant to answer these questions, but I don’t mind asking them of those who made these decisions. In the end, the questions in play here are the same timeless ones we all face when values and principles collide: Who or what do you serve? Who or what are you protecting?

November 4, 2011

Tic toc, tic toc, time’s a-wasting, where’s your BOC?

Filed under: Preparedness and Response,Private Sector,State and Local HLS — by Philip J. Palin on November 4, 2011

In a soon-to-be-published paper a multinational academic team that was in Japan at the time of the earthquake-and-tsunami credits “a handful of trucking/distribution companies” for saving thousands of lives.  ”Without their timely intervention, the situation in Tohoku would have taken the path of Haiti, where the lack of help from the local business class contributed to a crisis of huge proportions.”

Pause over this finding for just a moment: Without action by five or six key players in the supply chain, a major swath of the third largest economy in the world would have “taken the path of Haiti.”

The academic specialists in transportation, urban management, and civil engineering conclude the Japanese firms took the initiative because they “were in a position to know that the private sector supply chains had been severely disrupted, and that that the public sector was not ready to fill the gap.” (my italics)

Based on my own observations, in the first week after the earthquake-and-tsunami the Japanese government was not fully aware of its incapacity to fill the gap.  During the first five to six days, the government’s perimeter control was actually suppressing supply chain resilience.  A first step in restoring essential services to survivors was persuading the government they were incapable of doing so and to get out of the way.

This week Tesco,  the British — but international — grocery opened a new distribution center in Bangkok supplementing two existing DCs that have been impacted by the massive and ongoing floods.  This new site will focus on necessities such as water, instant noodles, and canned fish, importing these and other commodities from Malaysia, Vietnam, China, and elsewhere.   Since the flooding began Tesco has increased its distribution capacity in Thailand by about 40 percent.

Friends in Thailand complain the government’s response to the epic flooding has been totally incompetent.  A Bangkok expat who happened to be Japan during the earthquake-and-tsunami adds, “But the incompetence is so complete the government at least does not get in the way.”

Last week I was in a meeting with a senior officer of a major US food distribution company.   He shared one story after another from the Northridge earthquake, to wildfires in Southern California, to Katrina and more where grocery wholesalers and retailers were ready with product and transport, but were kept away… just as in Japan.

A factoid: the tonnage of food shipped into the typical US metropolitan census area each week exceeds what the US military shipped into Afghanistan during the first year of the war.  The US military’s effort is considered a marvel of modern logistics.  But even the US military does not have the logistics capability to fill the food, pharma, and other essential needs of a major urban area in case of a catastrophe.

Recognizing the challenge there are increasing efforts to facilitate private-public collaboration in advance of a catastrophe.  The FEMA Private Sector Office is hosting meetings, brokering relationships and pushing each state to establish effective public-private partnerships.  So far twenty-two states are in the process of doing so.

Over the last few years several cities (such as Los Angeles)  regions (such as the Bay Area) or states (such as New Jersey) have established Business Operations Centers (BOCs) or Business Emergency Operations Centers (BEOCs) or even Virtual Business Operations Center (VBOCs) to facilitate collaboration during emergencies, disasters, and catastrophes.

In some places a BOC is little more than some business seats in the government’s  Emergency Operations Center.  Several BOCs involve exchanging information and  facilitating resource management. Only a few seem to include common risk assessments, joint training and private-public exercises.

Yesterday (and continuing today) I am at a national conference focusing on the private-public interface in emergencies and establishing BOCs.  Some fly-on-the-wall impressions:

  • Lots of good will all around, reflecting a very practical sense of private-public mutual dependence.
  • Everyone recognizes that personal trust-building is essential and — given American mobility — not entirely sufficient.
  • The common value proposition seems to be information sharing for situational awareness and, if possible, situational analysis.
  • Lots of different technological approaches to achieving information sharing, situational awareness, and more.  Reminds me of the online learning market before BlackBoard emerged as the dominant player.  At some point there will be — needs to be — convergence.
  • Most innovative, forward-leaning solutions seem to involve some sort of mediator between public and private sectors, such as an educational institution or a not-for-profit operating as host, active party, or actual entity.  This seems to defuse a variety of legal, political, and perhaps command-and-control issues.
  • There is an implicit expectation by the public sector involved that when push comes to shove they are in charge.  This is unchallenged by private sector because they know when push comes to shove they will do (or not do) what seems best to them at the time.

In many respects it is amazing this kind of explicit and sustained private-public collaboration is such a recent phenomenon.

A leader of one the BOC’s reported that in his major city the private sector has welcomed the invitation to be involved and quickly taken the initiative to be more involved.

“They seem to think disasters are recurring faster and faster and getting bigger and bad-er.  They are trying to get ahead of the wave,” he explained.

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