{"id":535,"date":"2010-06-17T15:30:06","date_gmt":"2010-06-17T21:30:06","guid":{"rendered":"http:\/\/leavitt.li.suu.edu\/leavitt\/?p=535"},"modified":"2022-05-05T14:54:30","modified_gmt":"2022-05-05T21:54:30","slug":"homeland-security-in-utah-post-911","status":"publish","type":"post","link":"https:\/\/leavitt.li.suu.edu\/leavitt\/?p=535","title":{"rendered":"Homeland Security in Utah Post-9\/11"},"content":{"rendered":"

Governor Leavitt Appointed Bob Flowers<\/span><\/strong><\/p>\n

Previous to the Olympic Winter Games in Salt Lake City, Governor Leavitt needed to fill the post of Commissioner of Public Safety. [https:\/\/spcoll.li.suu.edu\/eadfiles\/Xe1kcH8BnM5_0W5sJ69V\/ms122NW20001214b.pdf<\/a>]\u00a0 The person who would fill the position required an existing understanding of the state organizations because the Olympics were quickly approaching.\u00a0 The Governor also needed a strong leader to unite the chiefs and sheriffs associations and the federal agencies with the state because they all needed to work together to make the Olympics, a tremendous security undertaking, successful.<\/p>\n

Governor Leavitt became aware of Bob Flowers when Flowers was the Police Chief in St. George.\u00a0 The Governor found Flowers enlightened and pleasant, and Flowers had been a Lieutenant and Section Commander with the State Patrol. After only one meeting in Las Vegas and one other telephone interview, Governor Leavitt appointed Bob Flowers as Commissioner of Public Safety. [https:\/\/spcoll.li.suu.edu\/eadfiles\/Xe1kcH8BnM5_0W5sJ69V\/ms122NW20010114.pdf<\/a>]<\/p>\n

Developing a Statewide Command for the Olympics<\/span><\/strong><\/p>\n

The bomb incident during the 2000 summer games in Atlanta, Georgia [http:\/\/sportsillustrated.cnn.com\/events\/1996\/olympics\/weekly\/960805\/tragedy.html] had given the world a scare. Utah was determined to avoid any similar incidents during the 2002 games.\u00a0 After speaking to the governor of Georgia, Governor Leavitt determined that one major weakness of the Atlanta games was the lack of a single person in command.\u00a0 Governor Leavitt initiated legislation that would create a central, statewide command, but the move to consolidate authority was immediately resisted. <\/strong>Federal law enforcement agencies were not accustomed to such an arrangement, and chiefs of police and sheriffs were equally as unhappy about consolidating the chain of command to a state commissioner.\u00a0 In particular, local law enforcement agencies that had venues in their jurisdictions did not want to relinquish control of the venue to the state.\u00a0 A combination of factors made possible the establishment of the Utah Olympic Public Safety Command (UOPSC). [https:\/\/spcoll.li.suu.edu\/eadfiles\/Xe1kcH8BnM5_0W5sJ69V\/ms122NW20011115.pdf<\/a>]\u00a0 Governor Leavitt made a compelling argument with city and county law enforcement officials about the importance of a single commander and influenced legislature to formally recognize the consolidation of power. Also Bob Flowers was able to quickly assume the leadership role and coordinate with the different law enforcement personnel.<\/p>\n

The issue of coordinating law enforcement and emergency response is a consistent theme and constant struggle for state law enforcement.\u00a0 Bob Flowers made the observation that UCAN was developed pre-9\/11 for the Olympics and resistance to consolidate authority and control was understandable; but, despite the lessons learned from both those events, state homeland security efforts are still wrestling with the issue of intra-agency cooperation and collaboration.<\/p>\n

Communications became a critical element and the need to consolidate communication systems was becoming clear.\u00a0 Earlier discussions for public safety organizations and the consolidation of emergency service communications became the forum for introduction of the 800Mghz radio system in the state of Utah.\u00a0 The State wanted to put all state fire, police, and emergency response agencies on the same frequency for central state coordination.\u00a0 Some of the larger municipalities were resisting the consolidation.\u00a0 Governor Leavitt remembers many meetings with various agencies to encourage, coerce, and cajole them to climb on board.\u00a0 The Governor even had to oppose more than one grant proposal in Washington written on behalf of Utah municipalities, so municipalities would not go outside the system the state had set up to share resources for the project.<\/p>\n

This project became known as UCAN and was formed by the legislature to set up a common system for communication.\u00a0 UCAN makes a great case study in collaboration because despite the obvious strengths of a system of communication that would be controlled on one frequency, state and local agencies were simply unwilling to give up their autonomy, lose control of their assets, and be forced to subscribe to a state run system.\u00a0 Indeed, Governor Leavitt remembers the grand opening of the system 7 \u00bd years after UCAN was proposed, and he announced that, while pleased the system was being rolled out, it took two times longer to achieve that goal than it took to fight World War II.<\/p>\n

September\u00a0 11th<\/sup><\/span><\/strong><\/p>\n

Governor Leavitt recalls the moment that Joanne Newman called him and stated, \u201cAre you watching television? We are under attack.\u201d\u00a0 Governor Leavitt was in a meeting with a representative from the Gates Education Foundation.\u00a0 They were having breakfast at the mansion.\u00a0 The Governor turned on the television just as the second tower collapsed, and he concluded that he needed to go immediately to the command center.\u00a0 (Incidentally, the representative from the Gates Foundation had to stay in the mansion for five days and eventually rent a car to drive back to Seattle because air travel was severely limited after 9\/11).<\/p>\n

People were fearful.\u00a0 The Governor ordered and organized sheriff patrols and inspections of reservoirs, power plants, and every other possible asset in the state to investigate what was, or could be learned about the attack.\u00a0 There was no way to know whether this was just the beginning of an ongoing attack on the nation or an isolated event in New York. Utah security agencies were concerned that Olympic locations would be next.\u00a0 Bob Flowers met with the president of the sheriffs and chiefs \u00a0associations\u00a0 to discuss law enforcement response.\u00a0 The discussions concerned any possible critical infrastructure that could be targeted by copy-cat terrorism.\u00a0 Bob was also in touch with the FBI, Secret Service, and military leadership. It was clear that the need for information was critical.<\/p>\n

There was an information void on all levels of government right after the 9\/11\u00a0 attacks. \u00a0Utah\u2019s information sharing with the Olympics command center was better than most, given the different levels of government sharing space in the command center.\u00a0 The state was getting calls from the federal government wanting to know what Utah had learned.\u00a0 Utah Olympic Public Safety Command \u00a0had become a coordination center by default.\u00a0 The FBI, Secret Service, and military located in the command center were receiving the very latest information and began to disseminate this information as needed.\u00a0 This action later became an example of a \u201cbest practice\u201d for information sharing infrastructures and was adopted by such agencies as the Joint Terrorism Task Forces later created around the country. Actionable information is the life blood of any organization tasked with public safety, and the ability to gather, analyze and share information in useful ways drives all actions.<\/p>\n

Governor Leavitt and Bob recall that the 9\/11 attacks brought out the best of government.\u00a0 The hours, days, and weeks following the attack brought about unprecedented sharing of information on all levels and openness in the processes of government.<\/p>\n

The events of 9\/11 dramatically changed the complexion of the Olympics.\u00a0 With the 2002 Winter Olympics only weeks away, Utah became a major focus and the Governor became hyperconscious of security.\u00a0 This was the first time the world would meet after the terrorist attacks, and to everyone at the time, the Olympics posed a perfect target for another attack.\u00a0 There was discussion about whether the Olympics should be cancelled.\u00a0 These discussions generally came from critics of the Olympics and small special interest groups. Governor Leavitt \u00a0and others did not equivocate on the point that the games should go forward.<\/p>\n

Information Sharing during the Olympics<\/span><\/strong><\/p>\n

During the Olympics, information sharing worked efficiently.\u00a0 It was very difficult getting to the point where all the law enforcement agencies were willing to trust one another and open up information sharing. (Even several years after the close of the games, this is still an issue).\u00a0 Each agency on each level viewed their information and their databases as proprietary. \u00a0However, information sharing was critical for a safe Olympics, and the various law enforcement agencies were willing to comply for the sake of the mission.\u00a0 The sharing of databases during the Olympics became an unprecedented collaborative effort. \u00a0Much effort went on behind the scenes at the Olympics. <\/strong>The FBI had effective resources the command center used to drive strategies. \u00a0 Because of the unique circumstances presented by the Olympics and the recent terrorist attacks, Utah\u2019s security personnel were likely the first to work side-by-side in the FBI offices with approval of the FBI to access information. \u00a0\u00a0The need driving this sharing of information was motivated by the necessity to develop actionable information to protect the games.\u00a0 It is extremely important to demonstrate a need and benefit for all involved when information sharing is discussed.\u00a0 For example the command center pulled in gang information from the Department of Corrections, which became very important to the FBI, Utah DPS, and local law enforcement to strategize law enforcement approaches involving crimes and gang activity.<\/p>\n

After the Olympics, when the Governor was on his way to Washington, there was a movement to develop a massive database called Matrix, in which all the agencies could share information with one another and the State could share information with neighboring states to allow law enforcement to have real time information to help them do their jobs.\u00a0 Doug Badrero was in charge of the program.\u00a0 The program could have been enormously helpful to law enforcement.\u00a0 Unfortunately and coincidently, a science fiction movie came out at about the same time called \u201cMatrix\u201d,\u00a0which was about computers taking over the world.\u00a0 This name association gave the Matrix program a bad rap, and people started calling the program a secretive program that the state was undertaking.\u00a0 The Tribune tried to expose the program as secretive and the Governor\u2019s office had to inform Tribune writer Paul Rolly that the Governor\u2019s office had briefed the press about the program six months earlier.\u00a0 Indeed, the Deseret News had run a piece on it.\u00a0 Paul Rolly wrote an excellent piece on the Matix that did little to stave off public criticism.\u00a0 Bob Flowers recalls speaking to Marty Stevens, John Valentine, and other officials in an effort to keep the program together, and Bob had to remind several officials they had been briefed on the program and thought it was a good idea just months earlier.\u00a0 Many state officials, however, wanted to show their leadership by attacking the Matrix program and distancing themselves from it.\u00a0 Eventually, then Governor Walker pulled the plug on the program (no pun intended).\u00a0 This is a lesson about getting out in front of an issue and educating officials and the public so decisions are not made with knee-jerk, emotional reactions.<\/p>\n

An interesting point to be made here is that the information provided to the Matrix program was all information available to the public.\u00a0 The Matrix program simply made accessing this information faster.\u00a0 It could save a detective working on a crime weeks, even months, but this did not seem important to individuals consumed with the government having access to information.<\/p>\n

Tense Moments for Olympic Security <\/span><\/strong><\/p>\n

Not all public safety actions taken during the Olympics were made without criticism.\u00a0 The enforcement action on undocumented workers at the Salt Lake Airport became a contentious issue.\u00a0 The operation, carried out in preparation for the Olympics, was organized and carried out to check for criminal backgrounds and possible immigration violations at the airport that had been reported through a confidential informant.\u00a0 The driving force was again the terrorist attacks and the security at all airports throughout the country.\u00a0 The decision was made to support an enforcement action at the airport to ensure that all individuals that could get to an airplane had the right checks.\u00a0 The mission was carried out.\u00a0 Several arrests were made, which verified the validity of the original information.<\/p>\n

Minority groups heavily criticized the action.\u00a0 Part of the criticism concerned the separation of some families in which arrests were made.\u00a0\u00a0 No one argued with the need for the mission, but the manner in which some arrests were made caused the controversy.\u00a0 Mayor Rocky Anderson came out publicly against the law enforcement action and this seemed to drive some groups.\u00a0 Mayor Anderson stated on occasion that he was never advised before the action was initiated. Mayor Anderson, according to Flowers, was briefed on at least two occasions before the approval of the action simply because it was the city\u2019s airport.\u00a0 He gave his approval at both briefings.<\/p>\n

A second example demonstrating the hypersensitivity of the environment \u00a0during the Olympics was a report of the possible contamination of the airport with anthrax. Flowers received a call from the Utah State Health Director, Rod Beity, concerning the possible contamination of a portion of the airport with anthrax.\u00a0 Mr. Beity reported a positive report from an airport air sampling device.\u00a0 Bob grilled the Health Director about the validity of the test because if it turned out to be a hoax, someone would have to answer to the Governor.\u00a0 The Health Director responded that the protocols had been followed and they had to respond as if the threat was real. \u00a0\u00a0This if not handled correctly would have a dramatic effect on the Olympics, Utah, and Utah leaders involved in the Games.<\/p>\n

Flowers recalls that the subsequent call to the Governor was one of the scariest phone calls he has ever had to make.\u00a0 The Governor was at a skating event at the time.\u00a0 Flowers informed the Governor, who asked the very questions that Flowers had asked of Beity.\u00a0\u00a0 Governor Leavitt left the event and called Rich McKeown saying, \u201cMeet me on Sunnyside Boulevard, we\u2019ll pick you up in eight minutes.\u201d\u00a0 The Governor recalls walking down the spiral walkway of the Delta Center, coming down from the suites and thinking to himself, \u201cIf this is real, we\u2019re in the middle of a world changing event.\u201d<\/p>\n

Governor Leavitt responded to the University of Utah Environmental Lab where the sample had been transported for evaluation.\u00a0 The process was reexplained to Governor Leavitt concerning the time needed to evaluate the samples.\u00a0 The process requires several steps and could take as long as 24 hours.\u00a0 This was a critical issue for the decision had to made as to what action should be taken with the airport.\u00a0 The effects of this decision would again have lasting long terms effects.\u00a0 The second sample did come back negative, but to know for sure would require another scientific process that would take approximately 24 hours.\u00a0 Governor Leavitt decided to return to the command center to evaluate the situation and decide on a plan of action.<\/p>\n

On the way to the command center at UOPSC, the Governor asked Rich Mckeown to take copious notes because if the threat was real the response would be scrutinized minute by minute and the Governor did not want to be second guessed.<\/p>\n

At the command center several Subject Matter Experts (SME\u2019s) and others had gathered and some action was begun.\u00a0 This action included the mobilization of emergency personnel at the airport, which did catch the attention of the press.\u00a0 This decision-making process was outside the defined protocols and later was addressed by Governor Leavitt.<\/p>\n

The Secret Service began to take control of the situation and began to set a response in motion without coordinating with the Governor or the UOPSC command.\u00a0 Mayor Rocky Anderson wanted to make a public statement about the air sample with police and fire standing behind him.\u00a0 It was felt by most in the room that this action would unnecessarily panic the public. \u00a0The Governor had to make a strong statement to everyone in the command center that no resources would be mobilized or statements made without his approval until further notice.\u00a0 A detailed briefing was given, options were analyzed and discussed.\u00a0 It was generally felt that the second negative evaluation of the airport sample was the more accurate one.\u00a0 Through the briefing it was discovered that false positives were not uncommon.\u00a0 Rich McKeown had the idea that characterizing the issue as a public health issue rather than a public safety issue would serve to deescalate the threat and avoid panic.<\/p>\n

The Health Department personnel met with the press.\u00a0 An announcement was made to the press, and in the end, there was little interest in the story. \u00a0\u00a0\u00a0The lessons learned were to follow predetermined protocols, not to overreact, and to gather necessary and accurate information.\u00a0 Simple lessons but lessons that individuals may find hard to remember.<\/p>\n

Homeland Security on the Federal Level<\/span><\/strong><\/p>\n

Right after the terrorist attack of 9\/11, a new concept was proposed on the federal level to create departments of homeland security and to improve security within the borders of the United States.\u00a0 What was being proposed at the federal level was the creation of a large umbrella organization that had charge of coordinating and consolidating several existing agencies or responsibilities into one super-agency.\u00a0 The Department of Homeland Security was created with the mission [http:\/\/www.dhs.gov\/index.shtm<\/a>] to prevent, prepare for, respond to, and recover from terrorist attacks, major disasters, and other emergencies.\u00a0 According to Homeland Security Presidential Directive\/HSPD-5, the objective is to ensure that all levels of government across the nation have the capability to work efficiently and effectively together, using a national approach to domestic incident management.\u00a0 Governor Leavitt was part of the early formation of this concept at the national level and also wanted Utah to develop its own state-based homeland security mechanism.\u00a0 This new agency would support the national directive coordinating the varying state agencies.<\/p>\n

Because of the success of the Olympics and all the work Governor Leavitt, Bob Flowers, and many others had put into security during the Olympics, a successful model emerged in Utah with UOPSC.\u00a0 UOPSC had demonstrated that government could coordinate communication systems, information and intelligence sharing, and law enforcement and emergency response.\u00a0 This provided an ideal starting point for developing homeland security.\u00a0 Governor Leavitt, serving as the lead governor for the National Governors\u2019 Association, was asked to serve on a Marco Foundation taskforce for developing strategies for homeland security. He was also appointed to a White House advisory commission. All these groups were developing plans and structures for homeland security on the national and state levels.\u00a0 Governor Leavitt was using his position in each of those capacities to coordinate a unified solution.\u00a0 Governor Leavitt was likely as involved as any other official in shaping what homeland security was going to look like.<\/p>\n

It quickly became evident to Governor Leavitt, however, that creating a national command and control, similar to UOPSC, was not necessarily the best approach on the federal level.\u00a0 Governor Leavitt advocated that the states should develop their own homeland security operations and then get together to form a tight network and share technology and ideas.\u00a0 This was considered the network solution as opposed to the mainframe solution.\u00a0 The Governor warned the states that if they did not lead out on the issue, they risked not only losing control of homeland security to the federal government but potentially losing some control of law enforcement.\u00a0 Indeed, the Governor was concerned that homeland security could cause the greatest loss of state authority in history. Governor Leavitt asked Jim Lob of Cache Valley Electric to loan him his airplane.\u00a0 The Governor visited a dozen states in a week to meet with governors to get them to collaborate on a proposal that would give the network solution shape.\u00a0 It became clear to the Governor after a short time that the Whitehouse was not going to allow the structure to develop in that way.\u00a0 Governor Leavitt admits that after his time in Washington as part of the Bush Administration, he learned why such a network was probably not a viable option.\u00a0 But at the time, he felt strongly that he needed to lead out on this for the benefit of the states.<\/p>\n

The Governor acknowledges that the process of developing homeland security, from the beginning, was entirely chaotic.\u00a0 He remembers, \u201cTwo or three agencies in the federal government were trying to take charge.\u00a0 There was pushing and shoving between the states and the federal government.\u00a0 Local and state governments were trying to figure out their roles.\u00a0 A bunch of new money had been appropriated.\u00a0 Congress was trying to figure out what to do.\u00a0 The Administration had created the office of Director [of Homeland Security]. It was really a chaotic moment.\u201d\u00a0 Bob added that the \u201cchaos was brought on by all the money all of a sudden, and it became a free-for-all without real goals in mind.\u201d\u00a0 Bob was trying to pull together state agencies, but many agencies jumped at the opportunity to secure federal dollars outside state funding channels, and for a time, the state lost cooperation and coordination.\u00a0 It was difficult to argue that the state needed a cohesive plan when state agencies could receive more money and support at the federal level.\u00a0 This scenario looked as if it may become a crisis of governance at the state level because it was somewhat unclear what the shape of government was going to be, what the sources of power were, and where agencies would turn for support.\u00a0 Governor Leavitt believes it can be argued that a lot of state authority was lost during that time.<\/p>\n

Homeland Security State Level<\/span><\/strong><\/p>\n

In the State of Utah, Governor Leavitt turned homeland security over to the Department of Public Safety despite others, such as the National Guard, wanting control of it.\u00a0 Bob Flowers and Earl Morris from the Department of Public Safety met with Rich McKeown at the capitol to get a clear picture of Governor Leavitt\u2019s vision.\u00a0 This group took a long look at the concept of homeland security at the federal level. Department of Public Safety [http:\/\/www.dhs.gov\/index.shtm<\/a>] \u00a0was to create a new state government department\/bureau within the Department of Public Safety.\u00a0 This new agency would support the national directive coordinating the varying state agencies to work with and support the federal government.<\/p>\n

The heads of the departments met at the capitol building to discuss the concepts, mission, and organization of this new role for government.\u00a0 The level of complexity soon became very apparent.\u00a0 Bob remembers that this process caused state officials to try and recreate government in a way that would be less fractured and more collaborative, but there was little consensus on how that should occur.\u00a0 All the disparate state agencies, counties, and others began to weigh in on how homeland security should be managed.\u00a0 The charge of working with the federal government in the event of an attack or disaster was already the state\u2019s responsibility.\u00a0 But now, the responsibility was shared by many Departments such as Health, Transportation, and Agriculture.\u00a0 There was much discussion that state homeland security should be lead from the Governor\u2019s Office from a cabinet level post.\u00a0 But, this didn\u2019t happen.\u00a0 The resolution was to keep the authority for homeland security with the Governor, and Public Safety was essentially charged with coordinating the different agencies and players.\u00a0 Thereafter, DPS focused largely on information sharing among the agencies at all levels of government.<\/p>\n

DPS moved forward creating a Division of Homeland Security within the Division of Emergency Services.\u00a0 The formal title of Homeland Security Director became part of the Commissioner of Public Safety\u2019s role.\u00a0 Each Commissioner would have the responsibility to assign this role to an individual in their administration.\u00a0 The first Homeland Security Director was Verdi White.\u00a0 The problem that arose and that still exists is that DPS could reorganize roles and responsibilities within its own Department, but it has no authority to require other Departments to participate.\u00a0 Bob Flowers stated, \u201cTo the credit of the department heads, this was not that big an issue, although there was not a lot of active support for DPS in trying to get this thing organized.\u00a0 This was a source of frustration because, to do it right, we needed full by-in from everybody, but no single person was charged with sufficient authority to compel buy-in.\u00a0 As far as I know, this issue still has still not been fully addressed.\u201d<\/p>\n

Evaluation of the State System<\/span><\/strong><\/p>\n

A critical issue that needed to be addressed early was the ability to gather, evaluate, share and protect information.\u00a0 This became a top priority.\u00a0 Different formal infrastructures existed where information could be shared between governmental agencies in response to national threats, but were not connected to a mainframe concept.\u00a0 Historically, this information generally came through the Federal Bureau of Investigations (FBI) and was only shared with agencies that had need for the information.\u00a0 The concept of a Joint Information\/Terrorist Center began to be discussed to more effectively share information. <\/strong>A Joint Terrorism Task Force (JTTF) began to take shape much like the concept that was created for the 2002 Winter Games to assist Utah in its role in prevention and detection of terrorist event.\u00a0 This effort included the FBI, Secret Service, Utah Chief\u2019s and Sheriff\u2019s Association, the Attorney General, many other organizations participated in the concept.<\/p>\n

Leading up to the Olympics, several issues became problematic that continue to hamper this important effort.\u00a0 Issues such as command, budgets, and current laws and policies all need to be addressed for this effort to move forward in an effective way.\u00a0 The command aspect was left in the Commissioner\u2019s hands to convince public safety leadership in the state to participate; this command structure had limited results.\u00a0 For example, of the twenty-nine counties in the state, only ten Sheriff\u2019s were interested in participating.\u00a0 There was no increase in budget for staffing or equipment and there existed no policy to rely on.\u00a0 There was plenty of legal wrangling, however, as to what information could be kept, shared, or gathered, and much of that was in conflict.<\/p>\n

The difficult task of creating a formal structure continues, but the most difficult aspect seems to be participation of local governmental agencies.\u00a0 Creating an infrastructure that is networked, trusted, and valued will continue to be a challenge.\u00a0 There are many lessons that can be learned through this effort.\u00a0 One of those lessons was discussed in the conference held at the Utah Governor\u2019s Mansion sponsored by the Oquirrh Institute.\u00a0 The Olympics demonstrated the importance of blending central coordination with local control.\u00a0 Most, if not all important information has a beginning with local government.\u00a0 It is clear that such information, to be of value, needs to be gathered, evaluated, shared, stored, and updated centrally.\u00a0 This would require a formal structure with all the necessary safeguards in place to protect sensitive or classified information.<\/p>\n

For homeland security to work effectively, an information\/intelligence sharing network must exist.\u00a0 It became clear to those organizing this effort in the beginning days after September 11th<\/sup> that such a network did not exist, other than the traditional, antiquated mechanisms.\u00a0 It was also clear the traditional methods would no longer meet the needs of the changing terrorist environment.\u00a0 The idea of gathering, sharing, and controlling information became a politicized issue.\u00a0 The MATRIX Concept introduced by DPS which allowed the sharing of public records gathered inside the state and then shared with other states became a very controversial issue within the Utah Legislature.\u00a0 (Many lessons can be learned by the study of this concept, its proposal to state leadership and its eventual cancellation.\u00a0 This topic is not discussed in this paper but can be researched as a way not to introduce controversial issues without first preparing leadership and the public.)\u00a0 The Matrix program was eventually cancelled by Governor Walker with pressure from the Utah Legislature Leadership.\u00a0 The Speaker of the House and President of the Senate were not in support of the program.\u00a0 As I met with them privately, they voiced support for the concept but did not think the Matrix program was the proper avenue.\u00a0 They were never clear as to why.\u00a0 The papers were very critical of the Matrix based upon incomplete information.\u00a0 Lesson learned should have been more savvy re the public relations.\u00a0 Should have communicate the need and the benefits and gotten out in front of the press before the they were able to characterize.\u00a0 Underestimated the conflict. Legislative leadership\u00a0 However, the local media was spending a lot of time painting the Program as something it was not, and this did have a negative influence on state leadership.<\/p>\n

Another lesson to be learned, as pointed out by the Oquirrh Institute, is that forming the concept of a Homeland Security Department must begin with coordinating centrally, through a shared set of standards.\u00a0 These standards were required for state agencies to coordinate their varying roles in a united effort.\u00a0 For example:\u00a0 The Department of Health had a robust information gathering ability in tracking health related issues both inside and outside the state.\u00a0 DPS did not have the access or the technological ability to get access to this information and standards did not exist that would guide this effort.\u00a0 There were some inside the Health Department that did not see the necessity or have the desire to create a framework where such information could be shared.\u00a0 Personalities became a hindrance to this effort and remained a hindrance for several years.\u00a0 It was evident that the Health Department should remain in charge of the information and implementation of any actions that would be required.<\/p>\n

The issue of a command in health related issues became an area that started the discussion of \u201cwho is in charge, when?\u201d\u00a0 Command of events certainly would need to clear in a set of standards and polices that were going to be created as the effort moved forward.\u00a0 The responsibility of encouraging collaborative efforts became the responsibility of the Governor\u2019s Office.\u00a0 The old adage: \u201cIf everyone is in charge, then no one is charge\u201d was certainly apropos in the early days of forming an up a structure for the homeland security effort.<\/p>\n

Institutional Framework as an obstacle<\/span><\/strong><\/p>\n

The Department of Public Safety was selected by the Governor to initiate this process but several issues already discussed became critical to be addressed before this effort could be effective.\u00a0 At the state level there was no existing structure for agencies to share information (already discussed in part), but a major event that would require the coordination of large scale action by the state which crossed a variety of disciplines would require such a structure.\u00a0 It was clear that command, control, and coordination of a multidisciplinary, multi-agency response would need to be defined through changes to current policy, and a formal framework would need to be created.\u00a0 It became even more evident when the discussion moved to supporting local events where local law enforcement, fire, emergency management public works, and even the National Guard would be major players.<\/p>\n

The Division of Emergency Services for several years had a plan developed for such events but had not communicated this plan on any meaningful level.\u00a0 The institutional framework for coordinating such an event was left with DES.\u00a0 The concept of a terrorist event became the overriding motivation for the effort, but the decisions were made to focus on an all-hazards-approach.\u00a0 The responsibility of creating a homeland security integrated response was left with DES.\u00a0 The Division was charged with developing outcome related guidelines, which included local governmental agencies and the private industry.\u00a0 The outcomes were guided by the National Department of Homeland Security grant initiatives, the governor directives, and legislative initiatives.\u00a0 These outcomes continue to evolve currently with the federal government in the lead.\u00a0 DES was also charged with creating an infrastructure that coordinates with other state agencies.\u00a0 This concept goes to blending a central coordination with local control as described earlier and also highlighted by the Oquirrh Institute.<\/p>\n

The infrastructure became the existing DES organization, and the processes of developing an all-hazards- approach was defined when the state adopted the National Framework for emergency response.\u00a0 The state adopted the National Incident Management Incident processes and this added clarity to local agencies as to the process in the event of a disaster.<\/p>\n

Conclusion<\/span><\/strong><\/p>\n

Homeland security has continued to develop in Utah.\u00a0 Information sharing continues to challenge the leadership but there is now a formal organization supported by only a few organizations where information is gathered, analyzed, shared, and protected.\u00a0 This organization resides in the Department of Public Safety.\u00a0 Command rests with DPS.\u00a0 There is also a Joint Terrorism Task Force that is lead by the FBI and supported by the major agencies in Salt Lake County.\u00a0 Division of Emergency Services continues to be the coordinating agency inside state government where the state\u2019s response to emergencies is coordinated.\u00a0 This is clearly understood and support by public safety, health, and other local agencies statewide, and it appears to work effectively.\u00a0 This process is supported by and frankly driven by the Department of Homeland Security through FEMA.<\/p>\n

The driving forces are federal dollars and policy which are disseminated out to states yearly.\u00a0 Recent emergency events such as flooding and fires have been events where the policies are tested. The results seem to be positive in regards to natural disasters.\u00a0 The ability to detect, prevent and respond to a terrorist event has not generally been tested in Utah, but there is general feeling of cautious confidence that some prevention has been successful, and the response, when needed, will be robust and effective.\u00a0 There is no question that much progress has been made since 2001 and homeland security in Utah will continue to evolve.<\/p>\n

Leavitt Supports Controversial TIPS Program https:\/\/spcoll.li.suu.edu\/eadfiles\/Xe1kcH8BnM5_0W5sJ69V\/ms122NW20020719.pdf<\/a> Governor\u2019s Homeland Security Address https:\/\/spcoll.li.suu.edu\/eadfiles\/Xe1kcH8BnM5_0W5sJ69V\/ms122SP20011014.pdf<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Governor Leavitt Appointed Bob Flowers Previous to the Olympic Winter Games in Salt Lake City, Governor Leavitt needed to fill the post of Commissioner of Public Safety. [https:\/\/spcoll.li.suu.edu\/eadfiles\/Xe1kcH8BnM5_0W5sJ69V\/ms122NW20001214b.pdf]\u00a0 The person who would fill the position required an existing understanding of the state organizations because the Olympics were quickly approaching.\u00a0 The Governor also needed a strong leader to unite the chiefs and sheriffs associations and the federal agencies with the state because they all needed to work together to make the Olympics, a tremendous security undertaking, successful. Governor Leavitt became aware of Bob Flowers when Flowers was the Police Chief in St. George.\u00a0 The Governor found Flowers enlightened and pleasant, and Flowers had been a Lieutenant and Section Commander with the State Patrol. After only one meeting in Las Vegas and one other telephone interview, Governor Leavitt appointed Bob Flowers as Commissioner of Public Safety. [https:\/\/spcoll.li.suu.edu\/eadfiles\/Xe1kcH8BnM5_0W5sJ69V\/ms122NW20010114.pdf] Developing a Statewide Command for the Olympics The bomb incident during the 2000 summer games in Atlanta, Georgia [http:\/\/sportsillustrated.cnn.com\/events\/1996\/olympics\/weekly\/960805\/tragedy.html] had given the world a scare. Utah was determined to avoid any similar incidents during the 2002 games.\u00a0 After speaking to the governor of Georgia, Governor Leavitt determined that one major weakness of the Atlanta games (more…)<\/a><\/p>\n","protected":false},"author":8,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[34],"tags":[],"class_list":["post-535","post","type-post","status-publish","format-standard","hentry","category-homeland-security"],"_links":{"self":[{"href":"https:\/\/leavitt.li.suu.edu\/leavitt\/index.php?rest_route=\/wp\/v2\/posts\/535","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/leavitt.li.suu.edu\/leavitt\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/leavitt.li.suu.edu\/leavitt\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/leavitt.li.suu.edu\/leavitt\/index.php?rest_route=\/wp\/v2\/users\/8"}],"replies":[{"embeddable":true,"href":"https:\/\/leavitt.li.suu.edu\/leavitt\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=535"}],"version-history":[{"count":14,"href":"https:\/\/leavitt.li.suu.edu\/leavitt\/index.php?rest_route=\/wp\/v2\/posts\/535\/revisions"}],"predecessor-version":[{"id":4162,"href":"https:\/\/leavitt.li.suu.edu\/leavitt\/index.php?rest_route=\/wp\/v2\/posts\/535\/revisions\/4162"}],"wp:attachment":[{"href":"https:\/\/leavitt.li.suu.edu\/leavitt\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=535"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/leavitt.li.suu.edu\/leavitt\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=535"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/leavitt.li.suu.edu\/leavitt\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=535"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}