March 17, 2009 By Stephen G. Serrao
Every time a cop walks the beat, a trooper patrols the highway or a deputy questions a suspect, a key question enters their minds: Is everything as it should be?
In the wake of major terrorism acts, that question has taken on national and global significance. You also hear: Are we safe? From my perspective as a law enforcement professional of 25 years, we are. Here's why:
Before 9/11, law enforcement agencies and professionals didn't always know the significance of information in their possession -- much less share that kind of intelligence with each other. Since then, officials have realized multiagency cooperation is the best way to deter terrorism and other criminal activities. While there's still much progress to be made, officials have embraced the power of collaboration and are breaking down traditional barriers.
Thankfully information sharing is now the rule. From 2004 to 2007, law enforcement agencies exchanged data on more than 100,000 terrorism-related threats, reports of suspicious activities and encounters with people on watch lists, according to the FBI.
For years, law enforcement agencies favored the time-honored principle of not sharing clues and leads until an investigation was completed. They were more concerned about protecting their evidence until a court case could be fully developed. But now, most realize sharing information may reveal larger or wider patterns of activity, and it takes the combined data of federal, state and municipal agencies to understand such patterns. Meanwhile, new systems and oversight allow law enforcement to respect citizens' privacy rights and civil liberties.
Fusion centers are best equipped to oversee and manage the complex role of information sharing and facilitate cooperation between sometimes competing interests. The U.S. Department of Justice (DOJ) defines a fusion center as "an effective and efficient mechanism to exchange information and intelligence, maximize resources, streamline operations and improve the ability to fight crime and terrorism by merging data from a variety of sources."
Fusion centers are staffed by multiagency personnel with the technological capabilities to fuse and join millions of records concerning suspicious activities, terrorism and crime found in computer-aided dispatch systems, records management systems (RMS) and records held at regional information sharing systems. With the latest technology, fusion centers can store, search, retrieve and analyze data no matter what form it takes -- whether it's a suspicious activity report, a phone call transcript, a handwritten note or unstructured data, such as e-mail attachments.
Besides effectively sharing intelligence and information among federal, state and local government agencies, fusion centers can also provide real-time threat assessments and situational awareness to enhance the safety and security of critical public and private infrastructure.
The DOJ's Fusion Center Guidelines assert, "Leaders must move forward with a new paradigm on the exchange of information and intelligence." With more than 60 fusion centers firmly established throughout the country, public safety leaders have heeded this directive and established information sharing across agency borders.
While the pieces are in place to deliver on the most rigorous fusion center objectives, a real concern is whether they are moving beyond just tactical information sharing and analysis.
The bigger question remains: How prepared are agencies to anticipate criminal activity and terrorist attacks? That's where strategic intelligence analysis must come into play. In reality, most fusion center staff have a tactically oriented mindset, looking back in time to gather evidence for a prosecution. However, more work is needed to gather and share strategic information so we can discern patterns of activity and connect the dots to thwart organized criminal groups -- such as the Mafia, street gangs or terrorism networks -- before a crime is perpetrated. Anticipating crime is a fundamentally different and
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Until recently, there was no alternative to the familiar desktop computer, and its expensive upgrades and maintenance requirements. For cash-strapped local governments, the desktop computer is quickly becoming an unsustainable option for future progress. Now, a technology known as virtual desktop infrastructure (VDI) offers an alternative. It can be significantly more affordable than buying individual computers for every employee, and it provides similar capability. This paper shows how VDI is the future of the desktop and is a game-changer for local governments.
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