capcog homeland security task force strategic plan

Homeland Security Task Force

Strategic Plan

FY 2013-FY 2017

CAPCOG Homeland Security Task Force Strategic Plan FY2013-FY2017

Adopted by CAPCOG Executive Committee 3/13/2013 Page i

Table of Contents

Section I: General ............................................................................................................ 1

Section II. Committee Strategic Plans ............................................................................... 5

Regional Preparedness Committee ............................................................................................. 5

Fire/Rescue Subcommittee ........................................................................................................... 8

Law Enforcement Subcommittee .................................................................................................. 8

Medical Subcommittee .................................................................................................................. 8

Long-Term Telecommunications Interoperability Committee ........................................... 12

Section III. Annual Regional Priorities ............................................................................. 14

Overview ........................................................................................................................................ 14

FY 2013 (October 1, 2013—September 30, 2014) ................................................................. 14





Section IV: Management and Maintenance of the Plan .................................................. 18


Adopted by CAPCOG Executive Committee 3/13/2013 Page 1

Section I: General

Purpose: This document establishes the priorities for homeland security preparedness and funding administered by the Capital Area Council of Governments (CAPCOG) Homeland Security Task Force (HSTF). The CAPCOG region includes Bastrop, Blanco, Burnet, Caldwell, Fayette, Hays, Llano, Lee, Travis, and Williamson counties. Background: The HSTF was formed in 2002 to facilitate regional homeland security activities among local jurisdictions to include planning, training, funding, and mutual aid. The HSTF consists of twenty-seven members appointed by the CAPCOG Executive Committee. The work of the HSTF is facilitated by five standing committees focusing on communications interoperability, regional preparedness, technical response, public health and medical response, and strategic planning. The HSTF works to identify, evaluate, and recommend projects to be funded from federal homeland security grants. Overview of Homeland Security Program Priorities: The U.S. Department of Homeland Security sets priorities for grants under the Homeland Security programs. Jurisdictions in the CAPCOG region will build capabilities that support the federal Homeland Security goals and objectives as delineated in the National Response Framework, National Preparedness Guidelines, National Planning Scenarios, and National Core Capabilities List. In addition, jurisdictions in the CAPCOG region will build and/or enhance or sustain capabilities that support the goals outlined in the Texas Homeland Security Strategic Plan 2010-2015and the State Preparedness Report. The National Core Capabilities outlined in the table below provide the basis towards preventing, protect from, mitigate, responding to, and recovering from threats, acts of terrorism, or any natural or man-made disaster. Each of four HSTF committees has identified specific Core Capabilities relevant to their strategic plan. Several of the capabilities overlap with each group, especially Planning and Operational Communications.



Funding Policy Guidance: CAPCOG has instituted a regional grant management process for administering homeland security grants. Applicants submit projects for consideration within the region utilizing project worksheets. The project worksheets are prioritized in each of the four HSTF committees based on their strategic plans. Chairs of the HSTF committees meet jointly with the HSTF Strategic Directions Committee to review and prioritize all proposed projects. The HSTF finalizes the prioritized list before it is submitted to the CAPCOG Executive Committee for approval. Funding allocated according to this process will be used to build capabilities that support the federal and state Homeland Security goals and objectives as delineated in the National Response Framework, National Preparedness Guidelines, National Planning Scenarios, National Core Capabilities List, Texas Homeland Security Strategic Plan 2010-2015and the State Preparedness Report. Risk-informed Funding Allocation: Homeland Security Grant Program (HSGP) funds have been made available for allocation by the regional councils of governments (COGs) beginning in FY 2003. In the first year of the program, funding was provided to six counties and 36 cities across the CAPCOG region. No attempt was made to address either risk or development of regional capabilities in this allocation process.

Prevention

Protection

Mitigation

Response

Recovery

Planning

Public Information and Warning

Operational Coordination

Forensics and Attribution

Intelligence and Information Sharing

Interdiction and Disruption

Screening, Search,

and Detection

Access Control and Identity Verification

Cybersecurity

Intelligence and Information Sharing

Interdiction and Disruption

Physical Protective Measures

Risk Management for Protection Programs and Activities

Screening, Search, and Detection

Supply Chain Integrity and Security

Community Resilience

Long-term Vulnerability Reduction

Risk and Disaster Resilience Assessment

Threats and Hazard Identification

Critical Transportation

Environmental Response/Health and Safety

Fatality Management Services

Infrastructure Systems

Mass Care

Services

Mass Search and

Rescue Operations

On-scene Security and Protection

Operational

Communications

Public and Private Services and Resources

Public Health and Medical Services

Situational Assessment

Economic Recovery

Health and Social

Services

Housing

Infrastructure

Systems

Natural and

Cultural Resources



In FY 2004, CAPCOG began including consideration of risk in the process of allocating HSGP funding. The CAPCOG Homeland Security Task Force (HSTF) had been organized and was beginning to function as an effective nexus for regional collaboration and coordination. The HSTF brought together emergency management and public safety personnel from across the region, including the emergency management coordinators from all 10 counties and the City of Austin, as well as representatives of the major public safety disciplines. Its members brought considerable insight into the threats and vulnerability of their individual jurisdictions to hazards, both natural and man-made. Additionally, their positions provided a broad-based knowledge of the capabilities that exist to prevent, mitigate, prepare for, respond to and recover from emergencies. Beginning in FY 2004, the HSTF made recommendations for allocation of HSGP funding that were based upon its members’ collective understanding of the risks faced by jurisdictions within the region and gaps in the capabilities needed to respond to those risks. Emphasis was placed upon funding projects that built regional—not just local—capabilities, and attention was paid to the risks that would be addressed by these additional capabilities. Funding was provided for: development of interoperable communications capabilities; establishment of four regional strike teams with enhanced capabilities to deal with the effects of CBRNE (Chemical, Biological, Radiological, Nuclear and Explosive) attacks; implementation of a regional emergency notification system; as well as homeland security planning, training and exercise activities. Each of these initiatives was informed by the HSTF’s collective awareness of the challenges and needs that faced the region. In subsequent years, the process for allocation of HSGP grant funds has been continuously refined. Project requests are initiated by local jurisdictions, prioritized by subject matter experts on the various HSTF committees, reprioritized by a committee charged with maintaining the HSTF’s strategic focus in concert with the regional strategic plan, reviewed by the entire HSTF and ultimately approved by the CAPCOG Executive Committee. At every stage in the process, the potential impact of each project on identified risks is considered. Instead of relying on numeric formulas comparing a limited number of variables, this approach relies on the collective knowledge of a group of individuals with a firm grasp of local and regional concerns and needs. The end result has been an effective use of available funding to build capabilities to deal with risks of all types.

At the direction of the Texas Homeland Security State Administrative Agency (THSSAA), planning for allocation of HSGP funds for FY 2013 and beyond must be based upon the region’s inputs into the Texas Homeland Security Strategic Plan—Implementation Plan (THSSP-IP) for the CAPCOG region. These inputs were submitted to the THSSAA at the end of November, 2012 and are derived from the development of a regional Threat and Hazard and Risk Assessment Process (THIRA) and regional inputs to the State Preparedness Report (SPR).



In accordance with state guidance, CAPCOG used the THIRA to identify a limited list of Core Capabilities to be addressed in 2013 and beyond. As noted in the THSSP-IP, “The following core capabilities will be addressed by CAPCOG and its member jurisdictions in 2013:

a. Planning—Although much operational planning has been done, planning continues to be an ongoing activity, especially the application of previously developed plans to operations.

b. Public Information and Warning—Based upon scenarios developed during the THIRA process, continued emphasis will be placed upon the upgrade and implementation of the CAPCOG Regional Emergency Notification System (ENS) as a means to provide timely warning to citizens at risk.

c. Fatality Management Services—Lack of comprehensive planning for management of large numbers of fatalities has been identified on several occasions as a major preparedness gap within the CAPCOG region.

d. Operational Coordination—The experience of CAPCOG jurisdictions in responding to large incidents such as large, fast-moving wildfires have stressed the importance of implementing a coordinated response that make the most effective use of available resources while maintaining enough reserve capacity to be able to deal with additional threats.

e. Operational Communications—Implementation of a regional approach to interoperable communications has proceeded from concept to reality. As build-out of these interconnected systems reaches completion, emphasis will be focused on completing the procedures for use of the systems and training end users on those procedures.

f. Long-term Vulnerability Reduction—In accordance with provisions of the Disaster Mitigation Act of 2000 (Public Law 106-390) CAPCOG jurisdictions have developed comprehensive Hazard Mitigation Action Plans (HMAPs) containing lists of actions to reduce their vulnerability to the threats they face.

g. Intelligence and Information Sharing—Although it was not identified as a priority in this year’s THIRA and SPR, this capability is included in this implementation plan because the Austin Regional Intelligence Center (ARIC) has been provided sustainment funding from the regional Homeland Security Grant Program (HSGP) allocation for 2013.”



Section II. Committee Strategic Plans

Regional Preparedness Committee Background: The Regional Preparedness Committee facilitates regional planning, training and exercise activities, including coordination of regional citizen preparedness activities and oversight of the ongoing implementation of the regional Emergency Notification System and WebEOC® applications.

Planning o Goal: Provide oversight, coordination and funding for regional planning. o Objectives:

Increase regional homeland security coordination and efforts (including Regional Response Plan, Wildland Urban Interface, etc.).

Conduct needs assessments/gap analysis for Regional Programs. Identify vulnerable populations, using geo data or other data available to the

region and develop processes to maintain the data.

Public Information and Warning o Goal: Improve public information and warning for functional needs population. o Objective:

Enhance ability to communicate with functional needs population using new technologies, using online registration/updating of information by the citizen or via faith-based or other community service entities.

o Goal: Sustain regional warning capabilities. o Objective:

Provide for maintenance and improvements to the regional emergency notification system (ENS).

Long-term Vulnerability Reduction

o Goal: Provide oversight, coordination and funding for regional training and exercises, public/citizen awareness and preparedness activities.

o Objective: Increase regional public/citizen awareness and preparedness activities through

regional initiatives.

Operational Communications o Goal : Sustain and Improve regional Interoperable communications o Objective:



Complete the procedures for use of the interoperable communications systems and train end users on those procedures.

Provide for maintenance of and improvements to the regional WebEOC system.



Technical Response Committee Background: The Technical Response Committee facilitates and coordinates the preparedness activities of the disciplines that are involved in the operation of the CBRNE (Chemical, Biological, Radiological, Nuclear and Explosive) Strike Teams and discipline-specific issues. The committee consists of one representative each from each of the CBRNE Teams (City of Austin, Travis County, Williamson County, and Hays County); two representatives from the Fire/Rescue subcommittee (also known as Regional Standardization of Equipment and Training (ReSET)); two representatives from the Law Enforcement subcommittee (also known as Law Enforcement Standards Exercise and Training (LESET)); and two representatives from the Medical subcommittee (also known as Medical Standards Exercise and Training (MEDSET)). 2013 Priority Core Capabilities relevant to Technical Response:

Long-term Vulnerability Reduction o Goal: Sustain current capabilities to detect and respond to CBRNE incidents. o Objective:

Sustain maintenance and upgrade of specialized detection and monitoring equipment used in responding to CBRNE incidents.

Sustain maintenance and upgrade of specialized equipment used in responding to CBRNE incidents.

Planning

o Goal: Enhance preparedness and protection capabilities o Objectives:

Develop and maintain minimum standards of training and coordination for CBRNE/HAZMAT/Special Rescue.

Establish and maintain operational protocols between fire, law enforcement, EOD, and EMS.

Participate in regional planning especially related to regional evacuation planning


o Goal: Enhance emergency coordination among CBRNE teams o Objectives:

Coordinate common response protocols including intelligence sharing, notification, response, reporting, and communication between various levels of organizations for alignment during special operations.

Operational Communications

o Goal: Enhance emergency communications among CBRNE teams o Objectives:

Develop and test radio interoperability among the CBRNE teams to provide for communications capabilities during a catastrophic event.



Develop a communications template for jurisdictions to obtain CBRNE assets during a catastrophic event.

Develop a communications template for notification of multiple agencies that support a CBRNE response.

Fire/Rescue Subcommittee In collaboration with fire/rescue agencies in the CAPCOG region, the Fire/Rescue Subcommittee focuses on enhancing the capabilities and effectiveness of CBRNE response, HAZMAT response, Urban Search & Rescue, and other fire-based issues. Law Enforcement Subcommittee In collaboration with law enforcement agencies in the CAPCOG region, the Law Enforcement Subcommittee will work towards enhancing the capabilities and effectiveness of the regional law enforcement response. Medical Subcommittee In collaboration with the Public Health and Medical Committee, the Medical Subcommittee will work towards enhancing the capabilities and effectiveness of medical operations with fire and law enforcement. While each EMS agency operates under its own respective medical protocol, a catastrophic incident will require a multi-jurisdictional response to include EMS. Training and equipment is important to medical procedures, and patient and responder medical monitoring.



Public Health and Medical Committee Background: The Public Health and Medical Committee cooperates with the Capital Area Trauma Regional Advisory Council (CATRAC), and other medical and public health organizations under the umbrella of the Capital Area Public Health and Medical Preparedness Coalition (CAPHMPC). The CAPHMPC provides a collaborative forum for coordinating public health and medical activities of organizations within the CAPCOG and CATRAC regions. It facilitates a regional focus on preparedness and response planning. The overarching vision of the Public Health and Medical Strategic Plan is to create and evaluate mechanisms to promote regional coordination of public health and medical response. Mission:

Facilitate the development of medical and public health preparedness plans Coordinate operations and logistical functions for medical and public health

preparedness Promote and share system-based solutions in the continuum of care Facilitate and coordinate communications with participating agencies Facilitate and coordinate medical and public health disaster related exercises and

trainings Serve as a advisory committee to the City of Austin Metropolitan Medical Response

System (MMRS) In concert with Homeland Security National Response Framework, National Preparedness Guidelines, Core Capabilities List, National Planning Scenarios, and Texas Homeland Security Strategic Plan 2011-2016, the CAPHMPC has created this document to serve as a strategic plan for public health and medical initiatives in the CAPCOG/CATRAC Region. 2013 Priority Core Capabilities Relevant to Public Health and Medical:

Planning o Goal: Develop and Enhance Public Health and Medical Capabilities for Mass

Casualty, Medical Surge Capacity to Include Response to All-Hazards Events o Objectives:

Develop organizational structure, roles and responsibilities, and notification procedures for the Medical Operations Center/Regional Operations Center model and structure using standardized terminology.

Create an inventory of deployable medical resources within the CAPCOG/CATRAC Region, including but not limited to, mobile medical trailers, decontamination equipment, and personal protective equipment.

Enhance information exchange with home health agencies, long-term care facilities, and other medical providers in the region.



Participate in and coordinate regional efforts with the Texas First Responder Authentication Credentialing (TX-FRAC) process.

Conduct at least one exercise annually to test various capabilities for regional response related to public health and medical events.

Coordinate use of the Texas Disaster Volunteer Registry (TDVR) in the Region.

Public Information and Warning o Goal: Develop and Facilitate Transparency of Information to the Public Ensuring the

Process is Accessible to Public Review and Input o Objectives:

Continually update and maintain contacts for stake holders in community emergency planning and response.

Post agendas, planning materials and meeting minutes to the CAPCOG website.

Fatality Management Services o Goal: Develop and Enhance Public Health and Medical Capabilities for Mass

Fatalities o Objectives:

Coordinate Mass Fatality planning between regional stakeholders including county level emergency management, CATRAC, and Office of the Medical Examiner. (proposed measure: support development of mass fatality plans for all metro area counties; execute regional tabletop exercise of mass fatality scenario to test RMOC/ Area Command communications and resource allocation)


o Goal: Develop and Enhance Capabilities for Information Dissemination during All-Hazards Events

o Objectives: Facilitate training and use of WebEOC® medical/public health boards within the

Region. Assist and coordinate the creation of WebEOC® medical/public health boards needed in the Region to include development of regional Public Health board(s).

Create standard operating guidelines (SOGs) for equipment and resource tracking.


o Goal: Develop and Enhance Capabilities for Epidemiologic Response, Responder Safety and Health & Disease Surveillance for All-Hazards Events

o Objectives: Develop and standardize post-exposure guidelines for first responders

throughout the Region. Standardize and enhance Personal Protective Equipment (PPE) for responder health and safety within the region.



Coordinate biosurveillance and communication mechanisms to facilitate coordination of region response

o Goal: Develop and Enhance Capabilities for Mass Prophylaxis to Include Response to All-Hazards Events

o Objectives: Facilitate development of Closed POD agreements with major employers in the

CAPCOG/ CATRAC region. Develop plan for regional exercise of SNS distribution to be implemented by 2016 – to include series of progressive exercises leading up to full scale.

Enhance resources for the rapid dispensing of pharmaceuticals and medical countermeasures, to include trained and equipped personnel and logistical support.

Assess current capabilities to rapidly dispense pharmaceuticals and medical countermeasures, including coverage of first responders and their families during a public health emergency.



Long-Term Telecommunications Interoperability Committee Background: In 2004, CAPCOG created the Long-Term Interoperability Committee (LTI) under the HSTF. Members were appointed by their respective county judges to provide subject matter expertise at the regional level. This committee is comprised of public safety professionals from various focus areas within interoperable communications and homeland security and was formed to identify the status of interoperable communications, areas of improvement and communications funding priorities. The committee was charged with overseeing, updating and objectively evaluating progress of various initiatives and, importantly, providing critical input into the development of interoperable plans. LTI was charged with developing “workable solutions for achieving communication interoperability” within the guidelines established by the Governor (CAPCOG Long-Term Interoperability Plan, 2006). This directive from the Governor's Division of Emergency Management (GDEM, now the Texas Division of Emergency Management or TDEM) provided that the 24 Texas Councils of Government create a regional plan for achieving "Level 4" interoperability by January 2007. (At the time, the Texas Radio Communications Interoperability Plan, or TRCIP, defined “Level 4” as interoperability via radio system gateways and console patches.) LTI’s first interoperability plan . was approved by the State and implemented in January 2006. The plan followed the mandates provided by the Governor’s Office of Homeland Security to determine immediate, intermediate, and long-term interoperability needs, create guidelines for implementation of new hardware and best practices, and provide assistance to CAPCOG agencies. On April 11, 2007, in a news conference at the State Capitol, Governor Perry announced that Texas had achieved a (basic) Level 4 interoperability capability statewide. This announcement was reaffirmed in the Texas State Preparedness Report, published in March 2008 by GDEM, as follows: "The state goal of achieving Level 4 tactical radio interoperability as defined in the TRCIP has been achieved in all 24 planning regions" (p.60). In 2007, in response to a mandate from the federal government that all states create statewide plans so that they may qualify for their share of grant funding for interoperable communications projects, the Texas Radio Coalition (TxRC) was formed. TxRC was charged by the Governor's Office with crafting the Statewide Communications Interoperability Plan (SCIP) that became the guiding document for all federal grant funding allocations for public safety voice and data communications (not including 9-1-1) in the state. The CAPCOG Long-Term Interoperability Strategic Plan for Communication Projects was developed and approved in May 2008. . . The purpose of the plan is to promote and develop regional coordination of communications interoperability procedures and equipment. Communications funding allocations align with federal and state interoperability goals, and follow the SCIP vision: “By the end of 2015, provide all public safety and critical infrastructure responders at all levels of government, including local, county, special districts, tribal, state, and



federal, with the highest level of real-time direct interoperable voice and data radio communications utilizing shared standards-based systems.” . 2013 Priority Core Capabilities relevant to Communications Interoperability:

Planning o Goal: Regional Governance/Standard Operating Procedures. o Objective:

Create regional operating procedures for daily and emergency response.

o Goal: Voice Interoperability. o Objective:

Create standards for voice interoperability through communications radio and dispatch templates and programming.


o Goal: Operation, maintenance, and replacement of grant-funded systems and equipment.

o Objective: As funding is available, sustain capabilities developed with grant funds.

o Goal: Data Interoperability. o Objective:

Implement data interoperability for CAD-to-CAD interfaces and utilize Next Generation 9-1-1 infrastructure for redundancy of operability and interoperability.

o Goal: System build-out. o Objective:

P25 interoperability with the Greater Austin-Travis County Regional Radio System (GATRRS) for Fayette County and Hays County.



Section III. Annual Regional Priorities

Overview Background: In previous editions of this document, prioritization of projects for HSGP funding was limited to that decided upon by the various committees. Compilation of the final prioritized list was accomplished by taking the top priority items from each of the committees and including them in the final list. Depending upon the level of funding available and the size of the requests, five or more items could be funded from each committee’s list. This approach was successful because the level of funding was sufficient to fund a relatively large number of projects. Beginning with FY 2011, available funding was dramatically decreased. At the same time, a large portion of the available funding was needed to complete the multi-year interoperable communications project for Blanco, Burnet and Llano counties. This resulted in no funding for projects that had been prioritized by the Technical Response Committee and limited funding for projects that had been prioritized by other committees. Purpose and assumptions: In anticipation of even more severe funding cuts in FY 2013 and beyond, this section outlines the possible funding streams for each of the fiscal years within the scope of this document and identifies the priorities for regional homeland security activities. The funding assumptions used in this section include:

Homeland Security Grant Program funding for FY 2013 may be available to fund regional activities;

FY 2013 HSGP funding will be reduced by 25% to 50% from FY 2012; and No HSGP funding is guaranteed for subsequent years.

FY 2013 (October 1, 2012—September 30, 2013) Funding: Homeland Security Grant Program funds from FY 2011 and FY 2012 are available to fund projects as approved by the CAPCOG Executive Committee. Other funding options will be explored. Projects currently funded:

Interoperable communications— o Regional VHF Trunked Communications System for Blanco, Burnet and Llano

counties—Funding from FY 2011 has been allocated to substantially complete this system. All funds are expected to be expended within the performance period of the respective grants.

CAPCOG Homeland Security Division activities—



o State Homeland Security Program (SHSP) Regional Planning and SHSP Management and Administration (M&A) grants for FY 2011 and FY 2012 are sufficient to fund activities at the current level through May, 2014.

Emergency Notification System— o SHSP Regional Planning for FY 2011 and FY 2012, dedicated project funding and

assessments to participating jurisdictions are sufficient to fund software maintenance and personnel costs through April, 2014.

WebEOC— o SHSP Regional Planning for FY 2011 and FY 2012 dedicated project funding and

additional grant funding through CATRAC and public health agencies are sufficient to fund activities at the current level through March, 2014.

o Additional funding will be sought from other organizations participating in the regional WebEOC implementation.

Priority activities:

Sustain CAPCOG Homeland Security Division activities—Maintain activities at the level required by the THSSAA-mandated Statement of Work (SOW) in effect for the grant year from which funding is provided.

Sustain Regional ENS and WebEOC. Interoperable communications—Continue activities as approved for funding from the FY

2011-2012 HSGP. Citizen Corps Program (CCP) projects—Continue activities as approved for funding from

the FY 2011-2012 HSGP. Regional Training and Exercises—Coordinate and conduct activities to the extent

allowed by available funding. Sustain regional response teams, including, but not limited to: CBRNE Strike Teams, the

Austin Police Department Bomb Squad, Special Weapons and Tactics (SWAT) teams, and Mobile Field Force (MFF) teams.

Sustain Public Health and Medical Committee goals. Conduct gaps analysis to identify and make recommendations regarding ongoing

equipment, planning, training, exercise and sustainment needs. Conduct region-wide risk assessment as required by TDEM and the THSSAA.

FY 2014 (October 1, 2013—September 30, 2014) Funding: It is anticipated that limited Homeland Security Grant Program funds will be available to fund projects. Other funding options will be explored. Projects currently funded:

None



Priority activities: Sustain CAPCOG Homeland Security Division activities—

o Continue funding activities as funding is available. Sustain Regional ENS and WebEOC. Interoperable communications—

o Continue funding activities identified in the LTI strategic plan as funding is available. Sustain regional response teams, including, but not limited to: CBRNE Strike Teams, the


Citizen Corps Program (CCP) projects— o Continue funding activities as funding is available.

Regional Training and Exercises— o Coordinate and conduct activities to the extent allowed by available funding.

Sustain Public Health and Medical Committee goals. Update gaps analysis to identify and make recommendations regarding ongoing

equipment, planning, training, exercise and sustainment needs.


None












None










None











Section IV: Management and Maintenance of the Plan

This strategic plan is considered a living document with periodic reviews and refinement necessary as homeland security priorities change and initiatives are completed. At a minimum, each committee will review and update its portion of this plan annually. Upon receipt of the updates from each of the committees, the Strategic Directions Committee will review the revised document and recommend the revisions to the HSTF for approval.

capcog homeland security task force strategic plan

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