1/9/2002

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Resolution from ad hoc Task Force on Homeland Security and Emergency

PreparednessPresented to:

COG Board of DirectorsJanuary 9, 2002

Agenda Item #5

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COG Task Force on Homeland Security and Emergency Preparedness for the National Capital

AreaCarol Schwartz, Chair

M. H. Jim Estepp, V. Chair; John Mason, V. Chair

COG CAOs Committe

e

Public Safety and Emergency Management

M.H. Jim Estepp

Transportation

John Mason

Water and EnergyInfrastructureAnthony Griffin

Health

Adrian Fenty

Waste & Debris ManagementMary K. Hill

Resources•COG Police Chiefs Com.•COG Fire Chiefs Comm.•COG D&EPC Comm.•FBI, USPP, FPS, USCP•FEMA, MEMA,VDEM, DC/EMA•MDW•Private Sector industry representatives

Resources•COG Water Utility Group•COG Energy Committee•EPA, DC, Md., Va.•Private Sector industry representatives

Resources•COG Health Officers Committee•COG Bio-Terrorism Task Force•Private Sector industry representatives

Resources•COG Solid Waste Managers•U.S. Army COE•Private Sector industry representatives

Resources•Transportation Pl. Bd.•DCDOT, MDOT, VDOT•WMATA•MARC, VRE•MDW•FEMA•Private Sector industry representatives

CommunicationsRobert Dorsey/Gerry Connolly

ResourcesCOG CAOs, COG PIOs, State PIOs

Private Sector Industry representativesFederal: FEMA, OPM, FBI, GSA

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Presentation Overview• Introduction (Chairman Schwartz)• Background on Proposed Resolution

(Michael Rogers)– Overview of federal funding earmarks for

homeland security in COG region– Overview of Task Force Recommendations– Process for preparation of regional

emergency response plan– Proposal for establishment of Regional

Incident Communication Center– Resolution R1-02 summary

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Overview of federal funding earmarks

for homeland security in National Capital Area

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Federal Funding Earmarks

• Under the Department of Defense 2002 Appropriation bill (including supplemental appropriations) the following earmarks for homeland security in our region were included:– District of Columbia– WMATA– Suburban Maryland jurisdictions– Suburban Virginia jurisdictions– COG - $5M

• Significant action: federal government recognizes “National Capital Area” in homeland security earmark process

Data being compiled

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Federal Funding Earmarks: Purposes

• Protective and other emergency equipment for first responders

• Training• Communications technology for

interoperability communications (law enforcement, fire, medical services, transportation)

• Pharmaceuticals• Other counter-terrorism measures• Regional Emergency Response Planning

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COG Earmark• Allocation of COG Earmark ($5M total over 18

months):– Regional emergency planning - $1.5 M– Infrastructure threat assessment - $0.5M– Communications - $0.5M– Training and outreach - $2.5M

• Funding will also be used to prepare feasibility assessment of regional medical surveillance system

• Work plan for COG earmark will be drawn from Task Force recommendations and presented to Board for approval at February, 2002 meeting

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CAOs Action 1-4-2002• CAOs agreed to coordinate

expenditure plans for the federal funding earmarks to insure their efficient and effective use

• Funding matrix under development• Voluntary reporting to Congress

proposed

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Overview of Task ForceRecommendations

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More than 50 Recommendations on:

• Transportation• Public Safety:

– Disaster & Emergency Preparedness– Police Chiefs– Fire Chiefs

• Health Officers• Water Supply• Energy• Solid Waste• Communication

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Recommendations…• Form the basis for COG workplan in

homeland security and emergency preparedness

• May be funded/carried out by COG, through COG, by COG members, by federal and state governments and others.

• Details provided in attachments to Resolution R1-02

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Process for Preparation of Regional

Emergency Response Plan for National Capital Area

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Structure for National Capital Region (NCR) Emergency Support

Plan (ESP)

C O G C A O sD C E S F 7R eso urce Suppor t (D C O C P)

F E M AE SF 1D C ES F 1

C O G E S F1Transpor ta t ion

F EM A E SF 4F ire f ight ing

F EM A ESF 8Urb an S ea rch a nd R e scue

FE M A ES F 1 0Hazardo us M ater ia ls

D C ES F 5Info rm at ion a nd P lanning

D C E M AD C ESF 1 0

Hazardo us M ater ia lsD C F ire and EM S

D C ES F 9Urb an S ea rch a nd R e scue

D C F ire and E M SD C ES F 13

Law E nfo rcem e ntD C M P D

D C ES F 4F ire F ight ing

D C F ire and E M S

C O G ESF 2Public Sa fe ty & EM A

FEM A ES F 8Hea lth a nd M ed ica l S ervicesFE M A E SF6M A S S C are

D C E S F 8Hea lth a nd M ed ica l S ervices

D C D O HD C ES F 6M a ss C are

D C D HS

C O G E SF 3Hea lth

F E M A E SF 3Pub lic W o rks and E ng inee r ing

D C ES F 3Pub lic W o rks and E ng inee r ing

D C D PW

C O G E S F4So lid W a ste and D ebr is M gt

FE M A ES F 12Energy

D C E SF 1 2D C Energy O ff ice

C O G ESF 5W ater R esources a nd E nergy

FEM A E S F2C om m unica tio nsFEM A E S F5Info rm at io n and P la nning

FEM A E S F 11Fo odD C ES F 2C om m unica tio nsD C O C TD C ES F 5Info rm at io n & P la nningD C EM AFEM A E S F 7R esource S up po r tD C ES F 14C om m unity R e la t ionsD C O ff ice o f C om m unicat io nsD C ES F 11Fo odD C D HS

C O G E S F6C om m unica t ions

N ation a l C ap ita l R eg ionE m erg en cy R es p on se P lan

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Regional Emergency Response Plan for the National Capital

Area• Plan will build upon FEMA plan for

National Capital area and District of Columbia Emergency Response Plan

• Plan will be a baseline emergency response plan that closes gaps in policies, procedures, protocols, communication infrastructure, equipment and legal authority

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DEC 6

Agree on Plan Process

Jan. 9

Identify consultant(s)

Enhance COG Staff support

Organize Regional ESP Development Teams

COG Board Approve the Process

Work Groups work for 60 days on plan development

Draft Plan presented to CAOs and COG Board Task Force for Review,

Plan distributed to Private Sector and Non-profit associations for comment

COG Board Approval

Approval by all stakeholders

Publication of plan

Hold Regional Emergency Preparedness Summit

Develop and distribute CD ROMS and Web based distribution

Jan-Feb March April

Timeline for Regional Emergency Plan Development

Plan Development methods to include workshops, focus groups, surveys, interviews, information gathering

COG Task Force Meeting

Work with FEMA and DC EMA on consultant identification and selection

Need to hire more COG staff to manage Task Force Process

CAOs to appoint staff for regional plan development

Resources NeededConsultants to facilitate process and write plans.

Support for COG Board to approve funds to start the process though foundation and federal

support anticipated.Additional staff support will be needed to

support Task Force work.

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Products & Timetable• January

– Consultant contract in place– Agreement on project plan– Information gathering – focus groups, workshops, etc.

to gather critical plan data– Identify plan signatories

• February – draft report prepared• March – draft report presented to COG Task

Force and Board, private sector and non-profit partners for review

• April– plan approval by COG Board– Plan circulated for signature– Public roll out

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Funding and Resources• $150,000 from Washington Regional

Association of Grant-makers and private sector for consultant support

• $100,000 from COG Reserve fund for COG staff support (requires COG Board Approval)

• In-kind support from COG membership, FEMA, state emergency management agencies

• Additional funds from Congressional earmark when available: would cover training, and exercises, plan refinements

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Regional IncidentCommunication Center

“RICC”

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Communication Components

Incident response communications On-scene Internal to responding organization With mutual aid partners

Regional Communication and Coordination of Decision-making – via RICC

Communication Technology Communication with the Media and Public

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RICC notifies Federal and Regional Partners ,conference call initiated

If WMD incident ,federal conference call, White House OPM, FEMA, DOJ ,Federal Government decision

Criteria for RICC

Process for RICC Selection

MOU on RICC selection,operations, resources be negotiated with Federal state and local EMAs, Police and Fire Chiefs and COG CAOs

FEMA, DOTs, EMAs, CAOs to define

IF WMD,implement FRP

Government Operations: Open or Close

Implement coordinated early release plan or evauation plan

Early release/evacuation plan,s staggered release plan

Regional Conference call

Schools

Governments

Superintendents

CAOs

Transportation

DOTs,PDs,

Health System

Health Officers

Public Information, WAWAS,

EAS, Media, HMARS.

Incident Occurs

Incident Commander/

First Responder assesses regional impact

If local event implement local response procedure

If regional impact

Incident commander notifies Regional Incident Communications Center (RICC)

Define regional impact

Potential Declarations of Emergency

Interim Incident Communications Process for the National Capital Area

Legend Incident detection

and responseRegional

Communication and Coord. of

DecisionsInformation and Decision Dissemination

Analysis and agreements

required

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Potential Events Warranting An Enhanced Regional Communications System

• Weapon of mass destruction employed

• Bio-terrorism event• Chemical attack• Major health-related event• Hazardous materials event• Severe weather incident

(tornado, flood, snowstorm, drought, etc.)

• Mutual aid required• More than 1 jurisdiction

affected

• Significant impact on transportation system/operations (METRO, major road and bridge facilities)

• Significant impact on major employment center

• Major impact on infrastructure (transportation facility/operations, water, wastewater, energy generation/transmission, waste management, telephone, pipelines, airports, other significant “regional” facility)

Regional events warranting use of a RICC may include deliberate acts, accidents, incidents, threats, as well as forecasted events such as snowstorms and droughts.

Examples include:

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Regional Incident Communications Center: Mission

The mission of the Regional Incident Communication Center (RICC) is to facilitate communication and coordination among local, state, and federal government authorities to ensure an effective and timely response to regional emergencies and incidents.

RICC

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Regional Incident Communication Center: Capabilities

24/7 operation 100 conference call lines that can be dedicated to regional emergency communications A reliable and redundant conferencing system available in the event of emergency affecting primary communications system Secure communications capability Ability to rapidly convene conference call participants Ability to handle more than one simultaneous conference call Be a node in the WAWAS system Be sited in a secure location Have back-up power Have the ability to use multiple communication alternatives (telephone, radio, TV, video-conferencing, internet, etc.) Information analysis and synthesis capability Have staff with special training and understanding of region

RICC

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Regional Incident Communication Center: Communication

Protocol• Establish a “Core Communication Cluster” of

decision-makers• Core Cluster members are on call 24/7• Core Cluster convened by the RICC at the

request of any member of the cluster, of the responding incident commander/designee, or by the RICC coordinator.

• The Core Communication Cluster would facilitate a coordinated regional response to emergency events, supported by functional area communication clusters.

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o Public Safety Officials (Police, Fire, EMA)

o Federal Cluster (FEMA, OPM, Homeland Security, DOJ, Treasury, Capitol Police, White House, Judicial Branch, MDW)

o Transportation Representatives (WMATA, state DOTs –DC, MD, VA)

o Health Officers representatives

o Water Utilities representatives

o Energy Utilities representatives

o Private Sector representatives

o COG Staff

Permanent Members: CAOs from 17 COG Members + COG Executive Director Other Members Selected from Functional Area Clusters:

Regional Incident Communication Center: Core Communication

Cluster

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RICC

PIOs Water

Health

SchoolSupts.

Public Safety

FederalGovernment

CORE

CAOsTransportation

Regional Incident Communication Center: Functional Area Communication Clusters

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*Adapted from TPB 12-19-2001

Notes Through RICC, any agency in Level A can convene a conference call among Level A agencies. Secondary communication between Level A and Level B agencies

LEVEL A

WMATAOther InvolvedAgencies, e.g.- MWAA- OPM- MDW- Other

NPS DCDOT MDOT VDOT Public Safety

LEVEL B VRE

AMTRAKCSX

Local BusSystems

MarylandJurisdictions

VirginiaJurisdictions

Notes (continued) In each situation, one Level A agency (probably an agency at the site of the incident) would be designated to consolidate information provided by the involved agencies and to provide it to the media and real-time public information resources like Partners in Motion. All of the involved agencies would also continue to provide their own agency-specific information to the media at their discretion.

MARC BWI

Regional Incident Communication Center: Transportation

Cluster*

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Through RICC, Common, coordinated message(s) developed for communication to media and public with assistance of PIOs Regional spokesperson drawn from appropriate agency – likely from lead responding agency Potential use of Emergency Broadcast system Need for systems to regularly report information on real-time basis (web site, radio, TV, press conference, …)

RICC

Regional Incident Communication Center: Information Protocol

COMMON MESSAGES:MANY VOICES

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Next Steps in RICC Process

• Formalize Interim RICC at DC-EOC– Id funding and staffing– Id Core Communication Cluster and

participant data– Test conference call system and protocol

• Establish Permanent RICCs – primary and 2 back-up co-located at existing communication sites in DC, MD, VA– CAOs review existing and planned

capabilities in region and consider best practices elsewhere within 90-120 days

– Id funding and staff

RICC

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Resolution R1-02 Summary

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Resolution R1-02• Recognizes work of COG Homeland Security Task

force and COG CAOs• Adopts Task Force Recommendations (including

RICC)• Authorizes preparation of baseline Regional

Emergency Response Plan by 4/2002, acceptance of grant funds and allocation of COG reserve funds, engaging consultant and new staff as necessary

• Includes developmental draft MOU outlining emergency planning participants, process and plan content