Dallas/Fort Worth/Arlington Urban Area Strategy

Transcription

1 Dallas/Fort Worth/Arlington Urban Area Strategy

2 THIS PAGE INTENTIONALLY BLANK DFWA UASI STRATEGY 1

3 TABLE OF CONTENTS INTRODUCTION...4 COMMON MISSION AREAS Enhance Regional and Local Emergency Management Programs 13 Achieve Interoperable Communications Enhance Citizen Participation and Preparedness PREVENT/PROTECT MISSION AREAS Protect Critical Infrastructure 25 Enhance Intelligence and Information Sharing, Gathering, and Analysis RESPOND/RECOVER MISSION AREAS.. 32 Enhance Emergency Operations Management.. 33 Enhance Early Warning and Notification Systems 36 Enhance CBRNE Detection and Response Capability Fortify Counter-terror Investigations and Law Enforcement 39 Strengthen Explosive Device Response Operations.. 42 Improve WMD/HazMat Response and Decontamination. 44 Enhance Search and Rescue Capability Improve Medical Surge Capacity and Mass Prophylaxis Capabilities Enhance Regional Recovery Capability 52 EVALUATION ATTACHMENTS 58 Acronyms... A Regional Training and Exercise Plan..... B KnoWhat2Do Resources and Brochure. C Regional Transit Security Strategy D 2 DFWA UASI STRATEGY

4 THIS PAGE INTENTIONALLY BLANK DFWA UASI STRATEGY 3

5 INTRODUCTION 4 DFWA UASI STRATEGY

6 INTRODUCTION DALLAS/FORT WORTH/ARLINGTON UASI Introduction The Urban Area Security Initiative (UASI) program represents the next evolution of state and federal terrorism preparedness programs in support of local and regional efforts. The Dallas/Fort Worth/Arlington (DFWA) Urban Area (UA) embraces the emphasis on terrorism prevention activities and welcomes resources and support to the UA to reduce vulnerabilities, enhance prevention, and increase recovery capability. The UA recognizes and appreciates these activities and resources, while retaining a strong focus on terrorism, will continue to enhance an allhazards approach to emergency management in the North Central Texas region. The Governor s Office of Homeland Security, the Governor s Division of Emergency Management (GDEM), and all 24 regional Councils of Governments have moved toward regionalism in building emergency preparedness capacity throughout Texas. The North Central Texas Council of Governments (NCTCOG) continues to collaborate with all member governments to enhance regional emergency planning activities. A significant number of current and ongoing efforts in the UA can now be leveraged to complement UASI program parameters. Members of the UA have made tremendous progress since September 11, In addition, the UASI program will enable the UA to continue to coordinate and combine many otherwise independent efforts to build a sustainable and measurable increase in the capability of our UA to prevent, prepare, protect, respond to, and recover from threats or acts of terrorism. Purpose This North Central Texas DFWA Urban Area Security Strategy (Strategy) will serve as the fourth edition of the UASI strategy for the UA. The primary purpose of this strategy is to identify a deliberate path for enhancing regional capacity and capability to respond to acts of terrorism or major disasters by working in collaboration with state and federal partners. Additionally, this revision will more closely align the Strategy to the revised National Preparedness Guidelines, National Priorities, and the Texas Homeland Security Strategic Plan Through this revision process, the UA reassessed its capability gaps and use of the previous two years of funding to effectively prioritize identified needs. The size and diversity of the UA requires a preparedness program which leverages all available resources and accounts for the full spectrum of potential terrorist threats, attacks, and natural or technological disasters. This is an exceedingly complex mission that requires coordination, cooperation, and a focused effort from the entire region. Implementation of this Strategy will assist local agencies personnel and other stakeholders to mitigate large-scale events while responding quickly and effectively to limit the loss of life and property. This Strategy will serve as a guide for the UA to acquire, implement, and manage resources from local, regional, and private agencies. It will remain a dynamic document and continue to expand in scope and detail as we move forward with our regional partners. DFWA UASI STRATEGY 5

7 INTRODUCTION Vision The DFWA UA is prepared with coordinated capabilities and assets to prevent, prepare, protect against, respond to, and recover from acts of terrorism and/or other disasters whether natural or manmade. Focus In order to accomplish the strategic vision for the DFWA UA, the Strategy is organized around critical mission areas to enhance the region's preparedness capacity including: Common Mission Areas Enhance Regional and Local Emergency Management Programs: The UA will continue to take an all-hazards approach that improves the ability to respond to both terrorism incidents and other major disasters. For decades, the Texas disaster declaration process has recognized that local officials are the resident experts and are therefore better equipped to make decisions about local response and needs. The Strategy is built around that premise and emphasizes the importance of grassroots input and planning. The resulting focus should be to allow the UA to develop emergency preparedness and response capability to respond to and manage the incident without relying on additional state or federal aid. To further enhance the existing capabilities in the planning area, the DFWA UASI coordinates with the Houston, San Antonio, and El Paso UASIs to implement a statewide UASI Peer-to-Peer Network. Achieve Interoperable Communications: Effective communication and coordination among all responding agencies and the involvement of the private sector will be necessary to reduce the region s vulnerability to a terrorist attack and recover quickly from any attack or disaster that occurs. Interoperable systems are being implemented and exercised throughout the North Central Texas (NCT) region and advancement of those systems to standards based systems and protocols are currently underway. Enhance Citizen Participation and Preparedness: The best way to protect citizens and mitigate loss of life and property is through education and participation from local citizens. The DFWA UA has worked to build robust citizen involvement through two primary programs: The KnoWhat2Do public education campaign and the Citizen Corps Program (CCP). The KnoWhat2Do public education campaign has fostered interest on all levels. This program has received awards and recognition from the International Association of Emergency Managers (IAEM), the Federal Emergency Management Agency (FEMA), and the Emergency Management Association of Texas (EMAT). KnoWhat2Do has been implemented beyond the DFWA UA to reach the entire region of over six million people. The NCTCOG CCP is incorporated regionally with 16 Citizen Corps Councils including active participation from more than 155 CCP teams. 6 DFWA UASI STRATEGY

8 INTRODUCTION Prevent/Protect Focus Area Enhance Intelligence and Information Sharing, Gathering, and Analysis: The first priority of the UA is to detect terrorists, deter their activities, deny access to support structures, and prevent an attack before it occurs. Prevention activities will enhance coordination and communication among UA citizens, local, state and federal agencies, as well as the private and nonprofit sectors. By focusing on intelligence and warning systems the UA will be better equipped to detect terrorist activity before it manifests itself in an attack so that proper preemptive, preventive, and protective actions can be taken. Prevention systems can be enhanced for more effective regional use through Geo- Spatial/Geo-Coding technology, Intelligent Transportation Systems (ITS) technology, fiber-optic networks, and other resources currently available in the region. By further concentrating existing efforts in point of entry (i.e. DFW Airport) and transportation security, the UA will continue to leverage support to promote the efficient and reliable flow of people, goods, and services while preventing terrorists from using transportation corridors, conveyances, or systems to deliver implements of destruction. Protecting Critical Infrastructure: The UA will continue to identify and assess risks and take action to protect critical infrastructure and key resources (CI/KR). The UA will continue to assemble, analyze, and enhance assessment threat information. A combination of this data will be utilized to accurately identify gaps and shortfalls, which will assist in the reduction of vulnerability. To further enhance the ability to reach this goal, the UA is in the process of implementing a Multi-UASI Infrastructure Protection/Risk Management Network. Response/Recovery Focus Area Emergency Response and Regional Recovery Capabilities: The UA Working Group will continue to increase coordination, communication, training, equipment capacity, and mutual aid partnerships among local governments, public health, first responders, and emergency management communities to ensure a quick and orderly response to any regional crisis. Response and recovery operational activities follow the Incident Command and Unified Incident Command Structure in compliance with the National Incident Management System (NIMS) protocols. The local jurisdictions, in coordination with the DFWA UA Working Group, have made tremendous progress in building early warning and notification systems. In 2002, these systems covered approximately two million citizens and have grown to cover nearly five million citizens in This focus will continue to expand coverage to all jurisdictions within the UA. Furthermore, the DFWA UA has worked to build regional capacity to detect and respond to all CBRNE events with particular focus for regional response teams for Special Weapons and Tactics (SWAT), Explosive Ordinance Disposal (EOD), Hazardous Materials (HazMat), and Urban Search and Rescue (US&R). DFWA UASI STRATEGY 7

9 INTRODUCTION In an effort to prevent loss of life and respond to public health emergencies, the DFWA UA is also working closely with members of the public health community through the Medical and Mass Prophylaxis Subcommittee. Each goal, objective, and task is directly related to at least one National Priority, Target Capability, and an objective from the Texas Homeland Security Strategic Plan Pictures therein are meant to serve as examples for pertinent subject matter. In addition to being posted on the DFWA UA website at: copies of the Strategy will be distributed to elected officials from city and county jurisdictions within the UA and all members of emergency management/preparedness working groups and committees within the NCT region. Coordination The organizational system for the DFWA UA program includes local officials, responders from various disciplines, and multiple jurisdictions. Through a statement of work (SOW), the DFWA Executive Committee contracts with the NCTCOG to assist with coordination, administration, and management of the program. To explain the development of the Strategy, it is important to first explain the overall structure of the DFWA UA program. There are four levels of coordination which are based on the structure developed in earlier years (see chart below): 8 DFWA UASI STRATEGY

10 INTRODUCTION 1. Executive Committee: The Executive Committee is comprised of representatives from each of the three core cities (i.e. Dallas, Fort Worth, and Arlington) identified in the FY 2007 Homeland Security Grant Program Guidance and recognized by the State Administrative Agency (SAA). The Executive Committee serves as the leadership and decision-making authority for the DFWA UA Working Group. Thus, the Executive Committee provides final approval for all decisions including the Strategy. 2. DFWA UA Working Group: The DFWA UA Working Group is comprised of the Executive Committee and the metropolitan county partners of: Collin, Dallas, Denton, and Tarrant. This group is multi-disciplinary and helps to set direction for the Regional Subcommittees. 3. Regional Subcommittees: The Regional Subcommittees are multi-jurisdictional groups comprised of subject matter experts, which follow the focus areas of the National Priorities. These subcommittees review discipline specific information and projects. Subcommittees provide recommendations to the Working Group and Executive Committee based on their technical knowledge and expertise. In an effort to include concerns from all local government partners, membership is open to all jurisdictions within the NCT region. 4. Working Group Partners: The DFWA UA Working Group Partners include the Dallas Fort Worth International Airport and the Dallas Area Rapid Transit (DART). These stakeholders are incorporated in the DFWA UA Working Group process in efforts to take an inclusive regional approach to the development and implementation of the UASI program. In accordance with the U.S. Department of Homeland Security (DHS) FY 2007 Homeland Security Grant Program guidance, Citizen Corps and Metropolitan Medical Response System (MMRS) efforts are built into the DFWA UA structure. CCP is one of the Regional Subcommittees and is comprised of CCP stakeholders from the NCT Region. Similarly, MMRS cities are represented at various levels within the structure. There are five jurisdictions which are sponsored entities for MMRS: Dallas, Fort Worth, Arlington, Irving, and Garland. The MMRS programs Dallas, Fort Worth, and Arlington have effective representation through both the Executive Committee of the Working Group as well as membership on every Regional Subcommittee. Irving and Garland have membership on most regional subcommittees with an option to participate in all subcommittees. Finally, the Medical and Mass Prophylaxis Subcommittee exists specifically to consider regional public health concerns including MMRS. This Strategy has been developed by the DFWA Working Group, Regional Subcommittees, Working Group Partners, and the NCTCOG with leadership from the DFWA Executive Committee. DFWA UASI STRATEGY 9

11 INTRODUCTION Effort The DFWA UA Executive Committee took an all inclusive approach in the development of this revision. In partnership with the NCTCOG and the Regional Emergency Preparedness Advisory Committed (REPAC), the DFWA UA has developed a unified set of goals, objectives, and tasks which serve as both the body of this Strategy and the Regional Implementation Plan. The Regional Subcommittees actively participated in the revision of this strategy by developing and updating regional goals, objectives, and tasks. The Strategy revision was posted for review and final comment from the DFWA UA Working Group, Regional Subcommittees, Working Group Partners, REPAC, and all local jurisdictions before the final version was approved by the Executive Committee for submission to the SAA and DHS. UA Jurisdictions In 2003, the City of Dallas was designated a high-threat urban area receiving an initial UASI grant. In 2005, the City of Fort Worth and the City of Arlington were added as additional highthreat urban areas. Finally, in 2006 the three urban areas were combined as the DFWA UA. At present, the UA includes the core cities of Dallas, Fort Worth, and Arlington and the four metro counties of Collin, Dallas, Denton, and Tarrant. The UA boundary includes a population totaling approximately 5,270,000. There are over 150 jurisdictions of all population sizes, eleven totaling approximately 100,000, within this boundary. In addition to the large population of the DFWA UA, the DFW International Airport covers more than 29.8 square miles. DFW Airport is the second largest in the United States in terms of land mass and third busiest in the world. Recently, the DFW metro area surpassed the Philadelphia metro region as the fourth largest metro area in the nation. Thus, enhancing the importance of improving regional capabilities to prevent, prepare for, protect, respond to, and recover from terrorist threats and acts, which is essential to citizen safety and welfare. Regionalization and Mutual Aid The DFWA UA is located within the NCT region. NCTCOG is one of 24 Councils of Governments within the State of Texas. NCTCOG is an organization of, by, and for local governments. Its purpose is to strengthen both the individual and collective power of local governments and to help them recognize regional opportunities, resolve regional problems, eliminate unnecessary duplication of efforts, make joint regional decisions, and develop the means to implement those decisions. The NCTCOG is responsible for coordinating a 16-county metropolitan region centered around Dallas, Fort Worth, and Arlington. The region has a population of 6.4 million (larger than 30 states in the nation), and an area of approximately 12,800 square miles (larger than nine states). NCTCOG has 236 member governments. 10 DFWA UASI STRATEGY

12 INTRODUCTION UASI planning addresses geographic areas immediately adjacent to the core cities of Dallas, Fort Worth, and Arlington. All of the members of the DFWA UA working group are also members of the NCTCOG which helps to effectively coordinate activities between the DFWA UA and the region as a whole. NCTCOG utilizes REPAC to coordinate homeland security planning and funding for the region as a whole. The members of the UASI Working Group hold positions on REPAC. Thus, there exists a constant flow of information between the DFWA UA Working Group and REPAC. Every jurisdiction within the DFWA UA maintains mutual aid agreements with appropriate surrounding jurisdictions. The DFWA UA Working Group and REPAC monitor the existence of such agreements, which are considered when identifying capability gaps. In addition to local agreements that exist, the State of Texas now has a statewide mutual aid agreement in effect through Senate Bill 11 (SB11), In addition to the local government partnerships described, the UA will continue to collaborate with a wide range of existing local, regional, state, and federal partners such as: Emergency Preparedness Planning Council Regional Emergency Preparedness Advisory Committee Dallas Fort Worth Hospital Council Regional Public Information Officer Task Force Citizen Corps Councils North Texas Volunteer Connection Region 40 Communications Committee Texas Radio Coalition State Interagency Radio Work Group Joint Terrorism Task Force (JTTF) Cross County Public Health Bio-Terrorism Planning North Texas Fire Chiefs Association North Texas Police Chiefs Association North Texas Chapter ASIS formerly American Society for Industrial Security Regional Transportation Council/Metropolitan Planning Organization North Central Texas Trauma Regional Advisory Council (NCTTRAC) Association of Contingency Planners North Texas Chapter InfraGard MMRS Working Groups Federal Bureau of Investigations (FBI) Bureau of Alcohol, Tobacco, and Firearms (ATF) Texas Department of Public Safety (DPS) Governor s Division of Emergency Management (GDEM) Through constant information exchange among these partners, the DFWA UA is able to ensure a common vision and strategy. We will continue to be challenged to merge and leverage the myriad of funding streams and sometimes very similar deliverables while being the best stewards possible with homeland security and related funding. DFWA UASI STRATEGY 11

13 COMMON MISSION AREAS 12 DFWA UASI STRATEGY

14 ENHANCE REGIONAL AND LOCAL EMERGENCY MANAGEMENT PROGRAMS GOAL: ENHANCE REGIONAL AND LOCAL EMERGENCY MANAGEMENT PROGRAMS Objective: Encourage jurisdictions to maintain a current all-hazard emergency operations plans (EOP). - Assigned to the DFWA Working Group and NCTCOG staff Tasks: 1) Support local jurisdictions to meet the current state guidelines for planning preparedness as described by GDEM through planning level monitoring and reporting. Monthly 2) Validate integration of NIMS/Incident Command System (ICS) into all EOP annexes. This timeline will be contingent upon activities by GDEM regarding EOP Templates through planning level monitoring. Monthly Objective: Develop and implement a process to document and track training pertaining to homeland security related activities. - Assigned to the NCTCOG staff Key Linkages: National Priorities: 4.1: Expand Regional Collaboration 4.2: Implement the National Incident Management System and National Response Plan Tasks: 1) Hire full time staff to manage training initiatives for the region. June ) Develop a tool to document training and coordinate GDEM via the statewide training website. December ) Implement and maintain the tool/database and report training data to regional working groups. June 2009, quarterly thereafter 4) Include regional training data with the Three-year Regional Training and Exercise Plan (see Attachment B). June 2009 Target Capabilities: Planning, Risk Management State Objectives: 2.5: Use Mitigation Programs to Reduce the Threats that Natural Disasters Pose to People and Property 3.2: Implement the National Incident Management Systems (NIMS) as the State Standard Incident Command System for Dealing with All Hazards 3.3: Maximize First Responder Capabilities with an Interlocking, Statewide Regional Response Network 3.5: Fully Integrate Homeland Security Training across All Jurisdictions and Disciplines DFWA UASI STRATEGY 13

15 ENHANCE REGIONAL AND LOCAL EMERGENCY MANAGEMENT PROGRAMS Objective: Develop, implement, and maintain the Three-year Regional Training and Exercise Plan (RTEP) to support the coordination and execution of homeland security exercise programs. - Assigned to the Regional Exercise Subcommittee Tasks: 1) Continue to coordinate monthly meetings of the Regional Exercise Subcommittee and encourage participation among all local jurisdiction representatives. Ongoing 2) Compile and analyze all jurisdictional exercise requirements. July ) Coordinate with local jurisdictions to incorporate all locally driven exercises into the plan. Annually 4) Collaborate with local jurisdictions to develop regional exercise goals to meet multiple exercise requirements and foster participation in regional exercises. Ongoing 5) Attend annual state hosted exercise planning workshops to facilitate information sharing and reduce duplication of efforts. Ongoing (next planning session scheduled for March 2008) 6) Coordinate local and regional exercises with state driven exercises to reduce duplication of efforts. Ongoing (evaluate after state hosted exercise planning workshops) 7) Enhance the RTEP and schedule in accordance with Homeland Security Exercise and Evaluation Program (HSEEP) requirements to include all regional trainings and state, regional, and locally driven exercises (see Attachment B, RTEP). December 2008, annually thereafter Objective: Encourage local jurisdictions to implement and comply with state and federal NIMS requirements. - Assigned to the DFWA Working Group and NCTCOG staff Tasks: 1) Confirm formal recognition of NIMS/ICS; adopt those principles and policies by city ordinance, county court order, or resolution. Annually 14 DFWA UASI STRATEGY

16 ENHANCE REGIONAL AND LOCAL EMERGENCY MANAGEMENT PROGRAMS 2) Utilize NIMS Capability Assessment Support Tool (NIMSCAST) to verify compliance with current standards. September ) Require local jurisdictions to maintain records of personnel training to include NIMS trainings at various levels (i.e. elected officials, command staff, first responders, etc.). Ongoing 4) Coordinate with regional working groups, Regional Exercise Subcommittee, and all local partners to require all exercises to utilize NIMS/ICS principles. Ongoing Objective: Utilize resources data tools (i.e. Texas Regional Resource Network (TRRN)) to identify response assets available for use at the local and regional level for mutual aid support. - Assigned to the DFWA Working Group and NCTCOG staff Tasks: 1) Verify all jurisdictions are registered with the TRRN system. June 2008, annually thereafter 2) Conduct TRRN on-line filing system refresher training. May ) Register both purchased assets and specialized response teams trained utilizing Homeland Security Grant Program funding on the TRRN system in accordance with SAA requirements. June 2008, annually thereafter 4) Integrate the utilization of these systems into regional planning and exercises driven exercises (see Attachment B, RTEP). December 2008 Objective: Enhance regional emergency response capabilities by development and adoption of mutual aid agreements (note: The State of Texas now has a statewide mutual aid agreement in effect through SB11 unless superseded by a more specific local agreement). - Assigned to the DFWA Working Group and NCTCOG staff Tasks: 1) Develop system to examine mutual aid criteria to show compliance with GDEM requirements and incorporate into regional plans pursuant to SB11. December 2009, annually thereafter DFWA UASI STRATEGY 15

17 ENHANCE REGIONAL AND LOCAL EMERGENCY MANAGEMENT PROGRAMS 2) Coordinate mutual aid issues with Texas Fire Chiefs Association, EMAT, GDEM, the other Councils of Governments, and other state and federal agencies, as appropriate, to improve/sustain regional and statewide mutual aid. Ongoing Objective: Assist with the completion of the Regional Multi-Agency Catastrophic (MAC) Plan. - Assigned to the NCTCOG staff Tasks: 1) Work in partnership with the Regional Multi-Agency Coordination System (MACS) Working Group to complete the MAC Plan as defined by the Governor s Division of Emergency Management (GDEM). December ) Collaborate with regional stakeholders to determine guidelines for implementing the Multi-Agency Coordination Center (MACC). December 2008 Objective: Assist with the planning and implementation with the Regional Mitigation Strategy. - Assigned to the NCTCOG staff Tasks: 1) Facilitate meetings with the Regional Mitigation Strategic Planning Group. Biannually 2) Work in partnership with the Local Mitigation Strategies (LMS) to obtain FEMA approved plans and implement county mitigation goals and projects. December ) Coordinate with mitigation partners for maintenance of and obtain FEMA approval for each LMS five-year update. February 2014, every five-years thereafter 4) Develop and coordinate hazard mitigation trainings (i.e. action planning, pre and post mitigation grants) and incorporate into the RTEP (see Attachment B). December DFWA UASI STRATEGY

18 ACHIEVE INTEROPERABLE COMMUNICATIONS GOAL: ACHIEVE INTEROPERABLE COMMUNICATIONS Objective: Retain authority to coordinate, provide oversight, and assign location of interoperability assets. - Assigned to the Interoperable Communications Governance Committee (Governance Committee) and NCTCOG communications staff Tasks: 1) Monitor the memberships of the existing Operational Working Group and the Technical Working Group to ensure the level of technical expertise in the groups is maintained. Ongoing 2) Coordinate regional interoperable communications initiatives through regular meetings with the Governance Committee and its Operations and Technical Working Groups. Quarterly 3) Coordinate with full time NCTCOG Interoperable Communications Coordinator for equipment purchases, entries into the grant management system, Communications Assets Survey and Mapping (CASM), and assessment/survey completion. Ongoing 4) Utilize the Operations Working Group to review and enhance existing standard operating procedures (SOP). Ongoing 5) Utilize the Technical Working Group to identify new opportunities, technical solutions, technologies, and other regional ideas to improve and enhance the technical level of interoperable communications within the NCT region (potential solutions will be reviewed with the Governance Committee, Operations Working Group, and NCTCOG communications staff). Ongoing Key Linkages: National Priorities: 4.1: Expand Regional Collaboration 4.4: Strengthen Information Sharing and Collaboration Capabilities 4.5: Strengthen Interoperable and Operable Communications Capabilities Target Capabilities: Communications; Intelligence and Information Sharing and Dissemination State Objectives: 3.1: Achieve Statewide Radio Interoperability in Texas 3.5: Fully Integrate Homeland Security Training across All Jurisdictions and Disciplines DFWA UASI STRATEGY 17

19 ACHIEVE INTEROPERABLE COMMUNICATIONS 6) Evaluate interoperable communications capability and solutions through exercises. Annually Objective: Continue to evaluate and update the Baseline Interoperable Communications Equipment Inventory. - Assigned to the Interoperable Communications Governance Committee and NCTCOG communications staff Tasks: 1) Update regional inventory. Biannually 2) Integrate into future Tactical Interoperability Channel Plan (TICP). Annually Objective: Continue to develop and enhance policies and procedures for radio swaps, shared channels, gateways, and shared systems. - Assigned to the Operations Working Group and NCTCOG communications staff Tasks: 1) Utilize existing meetings with the Governance Committee and Technical Working Group to coordinate efforts and obtain consensus. Quarterly 2) Continue to incorporate problem identification and resolutions into future plans as they are developed and procedures are updated. Ongoing Objective: Provide training and regular exercises to address policies, procedures, and technical solutions. - Assigned to the Operations Working Group, Technical Working Group, and NCTCOG communications staff 18 DFWA UASI STRATEGY

20 ACHIEVE INTEROPERABLE COMMUNICATIONS Tasks: 1) Develop a training program in coordination with the Governance Committee, NCTCOG communications staff, and the staff of the Regional Police Academy regarding the use of interoperable communications equipment and procedures. A calendar of training opportunities will be published and promoted across the UA and incorporated into the RTEP (see Attachment B). June ) Following prescribed guidelines, identify personnel to be trained provided by local, state, federal, and private technical assistance providers as communications unit leaders. April ) Once the curriculum has been developed, select qualified public safety trainers. December ) Conduct training. January ) Evaluation of the training and those involved to incorporate appropriate changes as needed to stay current. June 2009, ongoing thereafter Objective: Collaborate with and leverage other grant funding streams to provide resources and assistance to complete Level IV, or incorporate agencies unable to participate in Level IV, and progress towards standards-based interoperability. - Assigned to the Interoperable Communications Governance Committee, Operations Working Group, Technical Working Group, and NCTCOG communications staff Tasks: 1) Review funding expenditures for the Phase II RCC Consultants Inc. project to determine completion percentage. June ) Based on implementation review, identify additional resources needed to address shortfalls to complete standards-based interoperability. June 2008 DFWA UASI STRATEGY 19

21 ACHIEVE INTEROPERABLE COMMUNICATIONS 3) Develop a long-term regional communications planning subcommittee. August ) Collaborate with and leverage other grant funding streams, if available, to develop a regional long-term communications plan utilizing standards-based systems as the operational model. December ) Develop strategy to procure and implement equipment resources necessary to meet standards-based interoperability. March ) Procure equipment necessary to progress towards standards-based interoperability. March 2009 through June ) Review governance and operations structure of the TICP for continuity with standards-based interoperability requirements and develop necessary standardized protocols. June 2010, annually thereafter 8) Evaluate equipment installation for effectiveness and make adjustments for future equipment purchases based on progress towards the long-term communications plan. December 2009, biannually thereafter 20 DFWA UASI STRATEGY

22 ENHANCE CITIZEN PARTICIPATION AND PREPAREDNESS GOAL: ENHANCE CITIZEN PARTICIPATION AND PREPAREDNESS Objective: Maintain and enhance UA public education campaign (i.e. KnoWhat2Do program) (see Attachment B). - Assigned to the Regional Public Education Subcommittee Tasks: 1) Maintain the Regional Public Education Subcommittee staffed by professional public information officers, public health professionals, emergency managers, school district representatives, and other stakeholders as appropriate. Ongoing 2) Collaborate with regional and state disaster education programs to ensure unified message. Ongoing 3) Promote program recognition through various media outlets. March ) Provide educational materials to NCT citizens. Ongoing, initial distribution completed in ) Develop and implement Phase I of youth specific program targeting students and their teachers. August ) Develop Phase II of KnoWhat2Do program materials by retaining subject matter experts to elaborate baseline information developed in Phase I specifically to increase considerations for public health and medical emergencies, special populations, and CCP. May ) Identify corporate sponsors and establish partnerships for program growth and sustainment. October 2008 Key Linkages: National Priorities: 4.8: Community Preparedness: Strengthening Planning and Citizen Capabilities Target Capabilities: Community Preparedness and Participation; Volunteer Management and Donations; Emergency Public Safety and Health State Objectives: 1.4: Increase Public Awareness and Reporting of Suspicious Activities Related to Terrorism, with an Emphasis on Those Related to WMD and IED Attacks 3.8: Increase Citizen Participation in Statewide Preparedness Efforts DFWA UASI STRATEGY 21

23 ENHANCE CITIZEN PARTICIPATION AND PREPAREDNESS 8) Continue to monitor and adjust dissemination of program materials to ensure adequate distribution and effective implementation of the program within the NCT region. December 2009 Objective: Establish and sustain Citizen Corps Program (CCP) in the UA. - Assigned to the Regional Citizen Corps Program Subcommittee Tasks: 1) Maintain Regional CCP Subcommittee that will provide networking and information sharing opportunities. Ongoing 2) Publicize CCP utilizing resources including the NCTCOG CCP webpage to promote existing programs, link local CCP, and provide a regional calendar specific to CCP activities and trainings. June 2008, ongoing thereafter 3) Provide links on the CCP webpage to existing KnoWhat2Do and regional public health public education program to enhance citizen preparedness. June ) Provide informational resources such as brochures to citizens at community outreach events (i.e. KnoWhat2Do and regional public health public education program materials for recruitment). Ongoing 5) Conduct regional Community Emergency Response Teams (CERT) Train-the-Trainer classes to expand the capabilities of CCP in the region. January 2008, annually thereafter 6) Provide technical assistance and marketing for any future state or regional CCP conferences, emergency management conferences, workshops, or symposiums. Ongoing 7) Enhance regional CCP teams through training, exercises, and procurement of necessary equipment. Ongoing 22 DFWA UASI STRATEGY

24 ENHANCE CITIZEN PARTICIPATION AND PREPAREDNESS Objective: Create a Regional Volunteer and Donations Management Plan. - Assigned to the Regional Direction and Control Subcommittee Tasks: 1) Coordinate meetings with Volunteer Organizations Active in Disasters (VOAD) and regional emergency managers. Quarterly 2) Utilize meetings to determine plan, policies, and procedures. June ) Request local jurisdictions to assess volunteer capabilities and resources within their jurisdictions and submit information to subcommittee for inclusion into the plan. June ) Distribute approved plan to local jurisdictions. December 2008 DFWA UASI STRATEGY 23

25 PREVENT/PROTECT MISSION AREAS 24 DFWA UASI STRATEGY

26 PROTECT CRITICAL INFRASTUCTURE GOAL: PROTECT CRITICAL INFRASTRUCTURE Objective: Identify and secure critical infrastructure in the region in accordance with the National Infrastructure Protection Plan (NIPP). - Assigned to the DFWA Working Group, Regional Direction and Control Subcommittee, NCTCOG staff Tasks: 1) Continue to update critical infrastructure and key resource lists and provide information to the Texas Intelligence Center and the National Asset Database; respond to national data calls. Annually, additionally as requested 2) Conduct vulnerability assessments on critical infrastructures and key resources and use this information when responding to specific threats. Annually 3) Procure necessary equipment to secure and maintain operations at identified critical infrastructure sites. Annually 4) Continue to develop protection plans through the Buffer Zone Protection Program or similar programs in accordance with state and federal guidelines. December ) Implement the Multi-UASI Infrastructure Protection/Risk Management Network (DFWA, Houston, and San Antonio) to include creating a regional database of critical infrastructure utilizing an analytical tool and incorporate information to enable first responders to readily identify these locations and adjust their responses appropriately. February 2010 Key Linkages: National Priorities: 4.1: Expand Regional Collaboration 4.3: Implement the National Infrastructure Protection Plan Target Capabilities: Risk Management; Critical Infrastructure Protection; Information Sharing and Dissemination; Critical Resource Logistics and Distribution State Objectives: 2.1: Reduce Vulnerability at Critical Infrastructures and Key Resources in Texas DFWA UASI STRATEGY 25

27 PROTECT CRITICAL INFRASTRUCTURE Objective: Build partnerships among federal, state, local and private sector stakeholders to implement an information sharing mechanism for threats and warnings regarding critical infrastructure/key resources (CI/KR). - Assigned to the Regional Fusion Center Subcommittee Tasks: 1) Facilitate meetings with identified private sector partners and public safety executives to develop/implement protocols based on best practices for regular dissemination of CI/KR threats and warnings within the UA. December ) Obtain consensus for developed protocols from the DFWA fusion center partners: North Central Texas Fusion System (NCTFS), City of Dallas Metro Operations Support and Analytical Intelligence Center (MOSAIC), City of Fort Worth Intelligence Fusion Center (FWIFC), and City of Arlington Police Department (PD) Intelligence Section. December ) Coordinate with the Regional Exercise Subcommittee to include, in existing exercises, real-time exchange of warning and threat information between the following: NCTFS, MOSAIC, FWIFC, and the City of Arlington PD Intelligence Section, partner agencies, and private sector participants. June DFWA UASI STRATEGY

28 ENHANCE INTELLIGENCE AND INFORMATION SHARING, GATHERING, AND ANALYSIS GOAL: ENHANCE INTELLIGENCE AND INFORMATION SHARING, GATHERING, AND ANALYSIS Objective: Clearly define roles and capabilities of each Fusion Center within the region. - Assigned to the DFWA Executive Committee and the Regional Fusion Center Subcommittee Tasks: 1) Establish collaborative relationships with NCTFS, City of Dallas MOSAIC, FWIFC, and City of Arlington PD Intelligence Section participating in fusion system. Ongoing 2) Establish collaborative relationship with the State Intelligence Center, Houston Fusion Center, JTTF, North Central Texas Chapter InfraGard, and other metro fusion systems in Texas as developed. June 2008, ongoing thereafter 3) Develop and execute a memorandum of understanding (MOU) outlining collaborative efforts. June 2008 Objective: Develop the City of Dallas MOSAIC for full tactical operation. - Assigned to the City of Dallas in coordination with the Regional Fusion Center Subcommittee Tasks: 1) Assess intelligence gathering/sharing capabilities for the cities within Dallas County. August ) Establish secure information architecture and infrastructure. December 2008 Key Linkages: National Priorities: 4.1: Expand Regional Collaboration 4.3: Implement the National Infrastructure Protection Plan 4.4: Strengthen Information Sharing and Collaboration Capabilities Target Capabilities: Intelligence and Information Sharing and Dissemination; Intelligence Analysis and Production; Counter-Terror Investigation and Law Enforcement State Objectives: 1.1: Establish a Statewide Criminal Intelligence Capability that Reduces the Threat from Terrorism and Crime 1.2: Ensure a Robust Investigative Capability to Address Terrorism and All Terror-related Matters 3.6: Fully Integrate Homeland Security Exercises across All Jurisdictions and Disciplines, to Include Exercises Related to the National Planning Scenarios, Medical Surge and Mass Prophylaxis and Hurricane Evacuation DFWA UASI STRATEGY 27

29 ENHANCE INTELLIGENCE AND INFORMATION SHARING, GATHERING, AND ANALYSIS 3) Begin operating as a 24 hour/7 day a week tactical operations center capable of managing emergency events as described in the Texas Homeland Security Regional Response Plan with specific focus on terrorism/crime nexus: intelligence, analysis, operations, investigations, and resource management. December 2008 Objective: Establish Arlington PD Intelligence section liaison. - Assigned to the City of Arlington in coordination with the Regional Fusion Center Subcommittee Tasks: 1) Identify section liaison. June ) Implement operational elements of Arlington PD Intelligence Section in conjunction with the NCTFS, MOSAIC, and FWIFC. December 2009 Objective: Establish the City of Fort Worth FWIFC. - Assigned to the City of Fort Worth in coordination with the Regional Fusion Center Subcommittee Tasks: 1) Assess intelligence gathering/sharing capabilities for the cities within Tarrant County. August ) Identify best practices for establishing center through coordination with the NCTFS, Arlington PD Intelligence Section, and City of Dallas MOSAIC. August ) Secure physical location of center. December ) Procure all necessary equipment, software systems, and personnel for the FWIFC. June ) Establish secure information architecture and infrastructure. September ) Officially open the FWIFC. December DFWA UASI STRATEGY

30 ENHANCE INTELLIGENCE AND INFORMATION SHARING, GATHERING, AND ANALYSIS 7) Once operational, FWIFC will coordinate with the existing and strategically focused NCTFS, MOSAIC, and the Arlington PD Intelligence Section to provide complete intelligence support. December 2009, ongoing thereafter Objective: Develop data-sharing protocols to include rapid review and dissemination of reports of suspicious activity between the NCTFS, MOSAIC, FWIFC, and Arlington PD Intelligence Section. - Assigned to the DFWA Executive Committee and the Regional Fusion Center Subcommittee Tasks: 1) Identify best practices for implementation of information sharing through coordination with the NCTFS, MOSAIC, FWIFC, and Arlington PD Intelligence Section. August ) Include identified practices in protocol draft. December ) Release protocol draft for review by all four regional centers, federal partners, the Texas Fusion Center, and local law enforcement partners. June ) Implement changes and release final standardized protocol for center operations. December 2009 Objective: Develop regional training plan to foster standardized training for all law enforcement officers regarding proper intelligence gathering and instruction to access available system tools through the region s fusion centers and incorporate into the RTEP (see Attachment B). - Assigned to the Regional Fusion Center Subcommittee Tasks: 1) Identify all training needs (from fusion center analysts to patrol officers regarding the coordinated effort of the sharing of data). December ) Utilize free intelligence gathering train-the-trainer opportunities to maximize training in the region including involvement with local police academies. Ongoing DFWA UASI STRATEGY 29

31 ENHANCE INTELLIGENCE AND INFORMATION SHARING, GATHERING, AND ANALYSIS 3) Develop and implement a training curriculum that enables intelligence analysts throughout the region to maintain an all-hazards and/or all-source focus that incorporates research and synthesis capabilities utilizing data from fire, emergency management, public health, intelligence transportation systems, law enforcement and open sources. December ) Coordinate with local law enforcement agencies, the DFWA Working Group, and REPAC to provide patrol officer trainings. December DFWA UASI STRATEGY

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33 RESPOND/RECOVER MISSION AREAS 32 DFWA UASI STRATEGY

34 ENHANCE EMERGENCY OPERATIONS MANAGEMENT GOAL: ENHANCE EMERGENCY OPERATIONS MANAGEMENT Objective: Enhance emergency operations management and communications. - Assigned to the Direction and Control Subcommittee Tasks: 1) Continue to assess Emergency Operations Center (EOC) management and communications through quarterly meetings of the Regional Direction and Control Subcommittee. Ongoing 2) Integrate EOC to EOC operations (i.e. functions and responsibilities) through communication, coordination, and exercise with regional emergency managers, disaster district representatives, and other stakeholders. Ongoing 3) Leverage the existing NCTFS capabilities to provide a secure web portal for features including: data sharing, chat, , and planning resources for all EOCs during an event. June ) Develop common operating procedures for communications with and between area EOCs and mobile emergency command vehicles. December ) Develop a geographic information system (GIS) task force within the Direction and Control Subcommittee. July ) Develop geo-spatial based emergency response and incident situational status tools that can be updated from the field and shared with area EOCs. December 2009 Key Linkages: National Priorities: 4.1: Expand Regional Collaboration Target Capabilities: Emergency Operations Center Management; Citizen Evacuation and Shelter-in-Place; Mass Care (Sheltering, Feeding, and Related Services), Risk Management State Objectives: 3.5: : Fully Integrate Homeland Security Trainings across All Jurisdictions and Disciplines 3.6: Fully Integrate Homeland Security Exercises across All Jurisdictions and Disciplines, to Include Exercises Related to the National Planning Scenarios, Medical Surge and Mass Prophylaxis, and Hurricane Evacuation DFWA UASI STRATEGY 33

35 ENHANCE EMERGENCY OPERATIONS MANAGEMENT 7) Implement procedures, MOUs, and plans to support mobilization of shelters, regional reception centers, Resource Staging Centers, Regional Medical Operation Centers tools and assets (i.e. hospital resource availability), and isolation/quarantine during large scale evacuations or mass casualty incidents. June ) Utilize and evaluate existing video teleconferencing (VTC) system implemented in 50 EOCs throughout the region. Ongoing 9) Implement regional VTC server to support existing system allowing the state supported VTC server to function as a redundant system. June ) Distribute and implement designated incident management software throughout the DFWA Urban Area and consider expanding to other jurisdictions within the NCT region as appropriate. December ) Continue to evaluate alternate software solutions and systems that facilitate information sharing and decision making during regional crisis. Ongoing 12) Coordinate existing NCT Regional Emergency Managers (REM) group meetings and provide UASI updates. Quarterly 13) Evaluate EOC management through disaster exercises. Annually 14) Build and maintain EOC management skills for Chemical, Biological, Radiological, Nuclear, and Explosive (CBRNE) events through multi-disciplinary/multijurisdictional training and exercises to include an Enhanced Unified Command class with National Emergency Response and Rescue Training Center. June DFWA UASI STRATEGY

36 ENHANCE EMERGENCY OPERATIONS MANAGEMENT 15) Develop a standardized, local exercise system which includes adaptable scenarios to provide specific challenges for city management, EOC staff, and responders to be shared regionally and incorporated into the RTEP (see Attachment B). June 2010 Objective: Increase coordination of ITS information between transportation, emergency management, and state and federal agencies. - Assigned to the Direction and Control Subcommittee Tasks: 1) Integrate EOCs with transportation agencies to improve communication and information sharing links. December2009 2) Develop procedures and plans for coordinating with the State to utilize smart signs for communication and ITS cameras for monitoring emergency action including but not limited to evacuation. December ) Utilize identified hot points in the Texas Department of Transportation (TxDOT) ITS fiber grid that allow wireless access and exchange of information between the ITS grid and existing fiber networks in order to effectively incorporate ITS data access into UA EOCs. December ) Cultivate existing partnerships with transportation stakeholders and pursue additional transportation security-related grants to leverage existing ITS infrastructure for use in DHS goals. Ongoing 5) Coordinate ITS data sharing with regional fusion centers to increase risk management capabilities. December 2010 DFWA UASI STRATEGY 35

37 ENHANCE EARLY WARNING AND NOTIFICATION SYSTEMS GOAL: ENHANCE EARLY WARNING AND NOTIFICATION SYSTEMS Objective: Evaluate and enhance the capability for early warning and notification systems within the region. - Assigned to the Direction and Control Subcommittee Tasks: 1) Utilize existing meetings to collaborate through the Regional Direction and Control Subcommittee for improved early warning capabilities and to coordinate future system purchases. Quarterly 2) Evaluate existing and future early warning and notification systems by researching best practices. June 2008 (baseline), ongoing thereafter 3) Coordinate with Fusion Center Subcommittee and Medical and Mass Prophylaxis Subcommittee partners to develop information dissemination protocols through notifications and warnings. December 2008 Key Linkages: National Priorities: 4.1: Expand Regional Collaboration Target Capabilities: Information Gathering and Recognition of Indicators and Warning; Emergency Public Information and Warning State Objectives: 3.9: Maintain Effective Ways to Alert Local Leaders and the Public about All Hazards in their Communities 36 DFWA UASI STRATEGY

38 ENHANCE CBRNE DETECTION AND RESPONSE CAPABILITY GOAL: ENHANCE CBRNE DETECTION AND RESPONSE CAPABILITY Objective: Continue to assess public surveillance, detection, and response systems against national and international best practice models through the use and coordination of four specialized subcommittees including: Special Weapons and Tactics (SWAT), Explosive Ordinance Disposal (EOD), Hazardous Materials (HazMat), and Urban Search and Rescue (US&R). - Assigned to the Regional SWAT, EOD, HazMat, and US&R Subcommittees Tasks: 1) Evaluate existing committee membership and participation and review with DFWA UA Working Group and REPAC to ensure subcommittees maintain qualified subject matter experts from throughout the region. Annually 2) Coordinate with DFWA UA Working Group and REPAC to conduct meetings of each subcommittee. Quarterly, or as deemed necessary 3) Report committee findings, capabilities, and funding priorities to DFWA UA Working Group and REPAC. Monthly 4) Improve response capabilities to protect CI/KR within the UA. Review annually Key Linkages: National Priorities: 4.1: Expand Regional Collaboration 4.6: Strengthen CBRNE Detection, Response, and Decontamination Capabilities Target Capabilities: CBRNE Detection; On-Site Incident Management; Fire Incident Response Support; Counter-Terror Investigation and Law Enforcement; Explosive Device Response Operations; WMD and Hazardous Materials Response and Decontamination; Search and Rescue (Land-Based) State Objectives: 2.2: Reduce the Risk from Natural or Manmade CBRNE Activities 3.5: Fully Integrate Homeland Security Training across All Jurisdictions and Disciplines 3.6: Fully Integrate Homeland Security Exercises across All Jurisdictions and Disciplines, to Include Exercises Related to the National Planning Scenarios, Medical Surge and Mass Prophylaxis and Hurricane DFWA UASI STRATEGY 37

39 ENHANCE CBRNE DETECTION AND RESPONSE CAPABILITY Objective: Establish lines of communication between regional teams and other emergency response disciplines. - Assigned to the Regional SWAT, EOD, HazMat, and US&R Subcommittees Tasks: 1) Provide cross-training of SWAT, Law Enforcement, HazMat, EOD, US&R and other first responders on current threats including appropriate actions to reduce vulnerability and improve communications during an event. June ) Integrate existing communication technology (i.e. video up-linking and personal digital assistant (PDA) applications) with current and newly procured equipment. December ) Assess and increase portable radio caches for regional response. Annually Objective: Coordinate with Regional Exercise Subcommittee and local jurisdictions to exercise regional response teams annually (see Attachment B, RTEP). - Assigned to the Regional SWAT, EOD, HazMat, and US&R Subcommittees Tasks: 1) Ensure appropriate local and regional exercises including specific tactical objectives for SWAT, EOD, HazMat, and US&R. Annually 2) Plan and conduct regional response team exercises as capability gaps are identified by personnel or assessments and include such exercises in the RTEP. Ongoing 3) Verify responder training on specialized equipment procured utilizing grant funds through exercises. Annually 38 DFWA UASI STRATEGY

40 FOFTIFY COUNTER-TERROR INVESTIGATIONS AND LAW ENFORCEMENT GOAL: FORTIFY COUNTER-TERROR INVESTIGATIONS AND LAW ENFORCEMENT Objective: Enhance Law Enforcement s ability to respond to all CBRNE events. - Assigned to the Regional SWAT Subcommittee Tasks: 1) Identify equipment within the region available for response. June ) Identify capabilities of teams including equipment and personnel resources available for regional response. June ) Map current resources within the region. August 2008 Key Linkages: National Priorities: 4.1: Expand Regional Collaboration 4.4: Strengthen Information Sharing and Collaboration Capabilities 4) Establish a communications system and conduct routine meetings between the SWAT Regional Subcommittee, SWAT teams, and federal/state law enforcement partners (i.e. FBI, ATF, DPS, and JTTF) to coordinate assets. Quarterly Objective: Enhance identified regional teams within the Collin, Dallas, Denton, and Tarrant County groups. - Assigned to the Regional SWAT Subcommittee Tasks: 1) Designate comparable response capabilities for each group. December ) Initiate training and procure equipment to reach identified levels for specific teams. December 2010 Target Capabilities: Intelligence and Information Sharing and Dissemination; Intelligence Analysis and Production; Counter-Terror Investigation and Law Enforcement; Citizen Evacuation and Shelter-in-Place; Critical Resource Logistics and Distribution State Objectives: 1.1: Establish a Statewide Criminal Intelligence Capability that Reduces the Threat from Terrorism and Crime 1.2: Ensure a Robust Investigative Capability to Address Terrorism and All Terror-related Matters 2.4: Enhance the Safety of Schools in Texas 3.6: Fully Integrate Homeland Security Exercises across All Jurisdictions and Disciplines, to Include Exercises Related to the National Planning Scenarios, Medical Surge and Mass Prophylaxis and Hurricane Evacuation DFWA UASI STRATEGY 39

41 FOFTIFY COUNTER-TERROR INVESTIGATIONS AND LAW ENFORCEMENT 3) Collaborate on Mobile Field Force operational methods as a support function for responding SWAT teams. June ) Establish protocols for response among the Collin, Dallas, Denton, and Tarrant County groups. June ) Develop MOUs between SWAT teams among the 100,000 population cities within the UA. December 2010 Objective: Build aviation capabilities to support integrated incident management for CBRNE and all hazards events. - Assigned to the Regional SWAT Subcommittee Tasks: 1) Conduct assessment of aerial information sharing in coordination with NCTCOG existing efforts. June ) Integrate state and federal aviation assets. December ) Enhance video information sharing with existing aviation capabilities. December 2009 Objective: Increase law enforcement s ability to respond to large scale events including secondary incidents. - Assigned to the Regional SWAT Subcommittee Tasks: 1) Build law enforcement capacity to operate in a warm/hot zone during all CBRNE events during large scale events (i.e. Super Bowl, college bowl events, NASCAR, concerts, parades, and conventions). Ongoing 40 DFWA UASI STRATEGY

42 FOFTIFY COUNTER-TERROR INVESTIGATIONS AND LAW ENFORCEMENT 2) Improve command and control abilities at the first responder level through increased use of command and control vehicles through training. December ) Enhance personal protective equipment (PPE) inventory to include acquisition of specialized CBRNE PPE which does not inhibit mobility or the ability of the officer to interact with citizens. December ) Develop protocols for standardized use of CBRNE PPE. December ) Develop suggested best practices to incorporate universal precautions by area police departments. December 2009 Objective: Establish protocols to determine incident driven evacuation or shelter-in-place options for CBRNE and other all hazards events. - Assigned to the Regional SWAT Subcommittee Tasks: 1) Coordinate with area Local Emergency Planning Committees (LEPC), transportation agencies, and regional emergency managers to implement established protocols/checklists for incorporation in planning models, training, and department specific SOP to determine when to evacuate and when to shelter-in-place. June 2009 Objective: Coordinate with Safer and Drug Free Schools Initiative and Independent School District (ISD) partners specifically Region 10 and Assigned to the Regional SWAT Subcommittee Tasks: 1) Establish/enhance relationships between law enforcement and school district partners through participation in committee meetings, initiatives, and trainings. August 2008, ongoing thereafter 2) Identify districts with particular vulnerability based on student populations, proximity to CI/KR, or history of actual threat. June 2009 DFWA UASI STRATEGY 41

43 STRENGTHEN EXPLOSIVE DEVICE RESPONSE OPERATIONS GOAL: STRENGTHEN EXPLOSIVE DEVICE RESPONSE OPERATIONS Objective: Provide operational recommendations to both DFWA UA Working Group and REPAC to determine disaster resources capable of responding to a CBRNE incident involving bomb unit response. - Assigned to the Regional EOD Subcommittee Tasks: 1) Review goals and strategies for the regional EOD teams, utilizing national and state threat assessments, to increase overall preparedness for addressing emerging threats. Annually Objective: Enhance EOD team capabilities including: detection, diagnostics, disruption, disablement, and mitigation during CBRNE events. - Assigned to the Regional EOD Subcommittee Tasks: 1) Assess the current inventory of CBRNE equipment being utilized by local bomb units insuring standardization and interoperability among units. June ) Identify needs and shortfalls within the region making recommendations on corrections. Annually 3) Provide recommendations to the DFWA UA Working Group and REPAC for grant funding involving EOD related equipment. Annually 4) Review/update system for cataloging existing capabilities of bomb units within the region on an ongoing basis and notify regional bomb units of existing capabilities. March 2008, annually 5) Establish operational support agreements between regional bomb units. December 2008 Key Linkages: National Priorities: 4.1: Expand Regional Collaboration 4.6: Strengthen CBRNE Detection, Response, and Decontamination Capabilities Target Capabilities: Explosive Device Response Operations State Objectives: 2.2: Reduce the Risk from Natural or Manmade CBRNE Disasters 2.5: Use Mitigation Programs to Reduce the Threats that Natural Disaster Pose to People and Property 3.5: Fully Integrate Homeland Security Training across All Jurisdictions and Disciplines 42 DFWA UASI STRATEGY

44 STRENGTHEN EXPLOSIVE DEVICE RESPONSE OPERATIONS 6) Provide regional training events to address emerging threats as identified by federal partners. - Provide Vehicle Born Improvised Explosive Devices (VBIED) countermeasure training for regional technicians. - Provide advanced diagnostics and disablement courses for regional technicians. - First responder suicide bomber training June 2008, Biannually thereafter 7) Establish a communications system and conduct routine meetings between the Regional EOD Subcommittee, regional EOD teams, local bomb units, and federal/state EOD partners (i.e. FBI, ATF, DPS, and JTTF) to coordinate assets. Monthly DFWA UASI STRATEGY 43

45 IMPROVE WMD/HAZMAT RESPONSE AND DECONTAMINATION GOAL: IMPROVE WMD/HAZMAT RESPONSE AND DECONTAMINATION Objective: Continue to maintain Regional HazMat Teams in the DFWA UA. - Assigned to the Regional HazMat Subcommittee Tasks: 1) Conduct equipment assessments utilizing FEMA Resource Typing standards of the eight identified regional teams to determine needs for maintaining FEMA Type I status for each HazMat team (refer to: ( Annually 2) Identify and recommend appropriate CBRNE detection equipment and personnel training to be utilized by each team. Annually 3) Maintain capability to conduct presumptive testing and identification of chemical substances including weapons of mass destruction (WMD) chemical/biological substances. Ongoing 4) Maintain capability to conduct air monitoring to detect the presence of known or unknown vapors or gases including WMD chemical/biological vapor or gas. Ongoing 5) Develop technical reference capability including databases and chemical substance data depositories in print or electronic format which provide air plume modeling and map overlays. December ) Enhance detection and survey capabilities for alpha, beta, and gamma radiation including the ability to identify most radio nuclides and ensure regional team members are equipped with dosimeters. June 2009 Key Linkages: National Priorities: 4.1: Expand Regional Collaboration 4.6: Strengthen CBRNE Detection, Response, and Decontamination Capabilities Target Capabilities: WMD and Hazardous Materials Response and Decontamination State Objectives: 2.2: Reduce the Risk from Natural or Manmade CBRNE Disasters 3.5: Fully Integrate Homeland Security Training across All Jurisdictions and Disciplines 44 DFWA UASI STRATEGY

46 IMPROVE WMD/HAZMAT RESPONSE AND DECONTAMINATION 7) Increase capability to conduct sampling of known or unknown industrial chemicals and gases including WMD chemical/biological chemicals and gases. December ) Develop digital imaging documentation, heat sensing, and light amplification capabilities. March ) Enhance regional ability to intervene and contain WMD chemical/biological incidents by providing liquid and vapor leak intervention, diking, daming, and absorption through chemical or mechanical means. June ) Maintain decontamination capability for known or unknown contaminates including WMD chemical/biological substances. Ongoing 11) Develop regional capability to provide in-suit (wireless and secure) interoperable communications between entry team members from cross-jurisdictional teams. June 2010 Objective: Coordinate with regional, state, and federal agencies that respond to HazMat aspects of CBRNE events. - Assigned to the Regional HazMat Subcommittee Tasks: 1) Include available state and federal teams in regional exercises. Annually 2) Link intelligence gathering information to response preparation and detection capabilities through coordination with the NCTFS (i.e. intelligence information shared with EOD, SWAT, HazMat, and Medical and Mass Prophylaxis Regional Subcommittees). Ongoing DFWA UASI STRATEGY 45

47 IMPROVE WMD/HAZMAT RESPONSE AND DECONTAMINATION Objective: Identify sources for funding of equipment, training, and exercises for all Type 1 teams regionally. - Assigned to the Regional HazMat Subcommittee Tasks: 1) Provide recommendations to the DFWA Working Group and REPAC for grant funding involving regional HazMat projects and related equipment. Annually 2) Provide DFWA Working Group and REPAC with a proposal to identify exercise and training needs and desired funding for the next 5 years. May 2008 Objective: Develop a comprehensive HazMat detection plan for CBRNE events to incorporate into emergency operations plan (EOP) and the regional Multi-Agency Catastrophic Plan. - Assigned to the Regional HazMat Subcommittee Tasks: 1) Research best practices, policies, and procedures of local units. August ) Draft a plan and disseminate to local CBRNE response agencies leadership for review. January ) Distribute final plan to all regional stakeholders. June ) Encourage all regional HazMat teams to adopt, maintain, and evaluate the plan through training, exercises, and routine response. September DFWA UASI STRATEGY

48 ENHANCE SEARCH AND RESCUE CAPABILITY GOAL: ENHANCE SEARCH AND RESCUE CAPABILITY Objective: Continue to enhance a land-based US&R task force (task force) within the NCT Region capable of conducting coordinated response efforts for all hazards including: searching for, locating, assessing, medically stabilizing, and extricating victims resulting from natural or manmade disasters, emergencies, or terrorist incidents. - Assigned to the Regional US&R Subcommittee Tasks: 1) Evaluate the capabilities of current assets within the region and key jurisdictions capable of supporting the development of this project. August ) Identify equipment needs of participating jurisdictions necessary for regional response. August ) Establish a training and exercise program necessary for achieving optimal operational readiness and sustainment and update the RTEP (see Attachment B). Annually 4) Train and equip personnel to the standards identified in the mission of the task force. Annually Key Linkages: National Priorities: 4.1: Expand Regional Collaboration Target Capabilities: Search and Rescue (Land-Based) State Objectives: 3.5: Fully Integrate Homeland Security Training across All Jurisdictions and Disciplines 3.6: Fully Integrate Homeland Security Exercises across All Jurisdictions and Disciplines, to Include Exercises Related to the National Planning Scenarios, Medical Surge and Mass Prophylaxis and Hurricane Evacuation DFWA UASI STRATEGY 47

49 ENHANCE SEARCH AND RESCUE CAPABILITY Objective: Develop and enhance the water-based search and rescue capabilities supported logistically by existing land-based US&R assets. Capabilities include, but are not limited to, responding to incidents involving urban flooding, swift water rescue, and underwater recovery within the NCT Region. - Assigned to the Regional US&R Subcommittee Tasks: 1) Evaluate the capabilities of current assets within the region and key jurisdictions capable of supporting the development of this project. August ) Identify equipment needs of participating jurisdictions necessary for regional response. August ) Establish a training and exercise program necessary for achieving initial operational readiness and sustainment and update the RTEP (see Attachment B). December 2008, annually thereafter 4) Train and equip personnel to the appropriate standards commensurate with the mission of the task force. June 2009, annually thereafter 48 DFWA UASI STRATEGY

50 IMPROVE MEDICAL SURGE CAPACITY, MASS PROPHYLAXIS CAPABILITY, AND FATALITY MANAGAMENT GOAL: IMPROVE MEDICAL SURGE CAPACITY, MASS PROPHYLAXIS CAPABILITY, AND FATALITY MANAGEMENT Objective: Strengthen medical surge capacity and mass prophylaxis capabilities in the UA. - Assigned to the Regional Medical and Mass Prophylaxis Subcommittee Tasks: 1) Recruit hospital representatives to ensure the committee has input from all disciplines responsible for medical surge and mass prophylaxis within the region. June ) Identify the location and quantity of medically oriented caches throughout the region and the capability of such caches to be deployed during mass casualty incidents. This activity will serve as a baseline to create projects to strengthen gaps identified in order to effectively respond to a mass casualty incident. June ) Communicate broad-scope information, on a routine basis, pertaining to activities occurring within public health across all public health entities, hospitals, emergency management, and EMS disciplines. Ongoing 4) Assess isolation and quarantine procedures, mass medical prophylaxis abilities, epidemiological investigations, and lab testing. Ongoing Key Linkages: National Priorities: 4.7: Strengthen Medical Surge and Mass Prophylaxis Capabilities Target Capabilities: Responder Safety and Health; Isolation and Quarantine; Emergency Triage and Pre- Hospital Treatment; Medical Surge; Medical Supplies Management and Distribution; Mass Prophylaxis; Mass Care (Sheltering, Feeding, and Related Services); Fatality Management; Epidemiological Surveillance and Investigation; Laboratory Testing State Objectives: 3.4: Amplify Public Health Community Capabilities to Support Multi-agency and Multijurisdictional Response and Recovery Efforts for CBRNE Events and All Other Hazards 3.5: Fully Integrate Homeland Security Training across All Jurisdictions and Disciplines 3.6: Fully Integrate Homeland Security Exercises across All Jurisdictions and Disciplines, to Include Exercises Related to the National Planning Scenarios, Medical Surge and Mass Prophylaxis and Hurricane Evacuation DFWA UASI STRATEGY 49

51 IMPROVE MEDICAL SURGE CAPACITY, MASS PROPHYLAXIS CAPABILITY, AND FATALITY MANAGAMENT Objective: Evaluate the adequacy of and support improvements of Medical and Mass Prophylaxis trainings and report to local stakeholders for future decisions regarding trainings. - Assigned to the Regional Medical and Mass Prophylaxis Subcommittee Tasks: 1) Update long-term training plan for response and medical personnel within the NCT region (see Attachment B, RTEP). Annually 2) Create list of available trainings and provide to the region via the NCTCOG website. June 2008, quarterly thereafter 3) Create a quarterly survey assessment regarding trainings which have been completed within each quarter and distribute to all jurisdictions, public health entities, hospitals, and EMS agencies within the NCT region. June ) Work to incorporate trainings with the GDEM sponsored training website to provide records of attended trainings for the region. June ) Collaborate with NCTCOG to develop a system to track training participants and effectiveness data for the region. June 2009 Objective: Implement sustainable First Responder/Critical Employee Prophylaxis Program to replace the existing system of maintaining caches. - Assigned to Regional Medical and Mass Prophylaxis Subcommittee Tasks: 1) Develop system. June ) Obtain consensus for criteria and SOP for implementation and utilization of the system during an event. June ) Implement program throughout the NCT region. June DFWA UASI STRATEGY

52 IMPROVE MEDICAL SURGE CAPACITY, MASS PROPHYLAXIS CAPABILITY, AND FATALITY MANAGAMENT 4) Develop backup plan for newly implemented First Responder/Critical Employee Prophylaxis Program for the NCT region and obtain consensus of regional working groups for plan. June 2011 Objective: Improve mass casualty and fatality incident management in the UA. - Assigned to the Regional Medical and Mass Prophylaxis Subcommittee Tasks: 1) Collaborate with North Central Texas Trauma Regional Advisory Council (NCTTRAC), hospitals, and EMS to establish effective communication and information sharing with hospitals to enhance regional response during emergencies or disasters especially those including mass casualty incidents (MCI). Ongoing 2) Assist medical examiners with identifying baseline capabilities and resources needed to manage a mass fatality event. June ) Evaluate mass casualty, prophylaxis, Strategic National Stockpile, Point of Dispensing (POD) sites, isolation/quarantine, and fatality management plans and protocols through exercises to include surge capacity and incorporate into the RTEP (see Attachment B). December 2009 DFWA UASI STRATEGY 51

53 ENHANCE REGIONAL RECOVERY CAPABILITY GOAL: ENHANCE REGIONAL RECOVERY CAPABILITY Objective: Provide regional training to strengthen and increase regional recovery capacity in the UA. - Assigned to the NCTCOG staff, Regional Exercise Subcommittee, and Local Jurisdictions Tasks: 1) Conduct program trainings to include damage assessment, Continuity of Operations (COOP) planning, debris removal, and recovery procedures (see Attachment B, RTEP). September 2009, ongoing thereafter Objective: Encourage local jurisdictions to develop and update valid COOP Plans and increase regional recovery capacity in the UA. - DFWA Working Group and Local Jurisdictions Tasks: 1) Support local jurisdictions in the creation and maintenance of COOP plans. December 2008, ongoing thereafter 2) Encourage local jurisdictions to identify, assess, and include key resources/critical facilities (i.e. water and power systems, hospitals, etc.) in COOP plans. December ) Incorporate software to include compiled data concerning local risk assessments to restore CI/KR in COOP plans. December 2009 Key Linkages: National Priorities: 4.1: Expand Regional Collaboration Target Capabilities: Structural Damage Assessment; Restoration of Lifelines; Economic and Community Recovery State Objectives: 2.1: Reduce Vulnerability at Critical Infrastructures and Key Resources in Texas 2.5: Use Mitigation Programs to Reduce the Threats that Natural Disasters Pose to People and Property 3.5: Fully Integrate Homeland Security Training across All Jurisdictions and Disciplines 3.7: Ensure Updated and Validated Continuity of Operations (COOP) Plans are in Place at Agencies that Provide Vital Public Services 52 DFWA UASI STRATEGY

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55 EVALUATION 54 DFWA UASI STRATEGY

56 EVALUATION EVALUATION Review and Analysis The review and analysis process for the DFWA UA includes a combined effort between the DFWA Executive Committee, DFWA UA Working Group, NCTCOG, and the Regional Subcommittees. In most cases, each objective and the tasks therein is assigned to one of the Regional Subcommittees. In few instances where review and analysis requires data from all disciplines and jurisdictions within the UA, the objectives/tasks are assigned to local jurisdictions, NCTCOG staff, and/or the DFWA UA Executive Committee. In these cases, NCTCOG staff compiles necessary data and reports to the DFWA UA Working Group. In reference to the Regional Subcommittee roles/responsibilities, each committees represent specific disciplines and priority capabilities consistent with the national and state priority capabilities. Each subcommittee has the regional representation and subject matter experts appropriate to its area of responsibility (refer to organizational chart on page 6). The goals/tasks are reviewed and analyzed at the committee level on a monthly or quarterly basis (as appropriate depending on which projects and objectives the particular committee is responsible). Each Regional Subcommittee provides oversight for projects funded within their mission area. The subject matter experts on this subcommittee will work with participating jurisdictions to review project progress and milestones toward achievement of assigned strategy tasks. Agency liaisons are utilized to ensure effective communications between the committee and the jurisdictions involved in the project. NCTCOG staff compiles this data and assists the subcommittee in reporting this information to the DFWA Executive Committee. Tools Through administrative oversight of the DFWA UASI program, NCTCOG staff utilizes several automated tools to collect analytical data regarding progress toward identified goals within the Strategy. First, all expenditures (planning, organization, equipment, training, exercises, and management and administration) are entered into a secure state sponsored website which tracks all requests. Once entered into this site by category, NCTCOG staff reviews expenditures based on allow ability and appropriateness regarding the approved scope of each project. In addition to this process, all sub-grantees who are responsible for implementing a project must submit a Project Implementation Plan which details the budget and milestones for the project. The secure website is utilized to pull analytical data regarding projects, target capability focus, types of expenditures, percent completion of the project as approved by the DFWA Working Group, NCTCOG, and the SAA. Finally, all sub-grantees must submit a quarterly report through the secure website explained their progress toward any ongoing project. NCTCOG staff maintains several databases and project files which also assist with review, analysis, and evaluation activities. One automated project file contains specific information regarding each objective and task assigned in the strategy including pertinent deadlines assigned to each objective and task by the DFWA UA Working Group. Staff reports such data quarterly to the DFWA UA Working Group. DFWA UASI STRATEGY 55

57 EVALUATION In regard to trainings and exercises, staff maintains records and utilize a regional database which tracks trainings and number of participants for trainings that are hosted in partnership with NCTCOG. However, a completely automated tool is in development which will track all trainings and exercises within the region and all participants in attendance. Evaluation The DFWA UA Working Group conducts monthly meetings in order to evaluate achievements and identify pending objectives and tasks that remain incomplete. Additionally, the DFWA UA Working Group has the responsibility of revisions as needed for the objectives and tasks in order to meet the designated goals supported by the Working Group and determining federal funding streams that will address regional project needs. If necessary, the Executive Committee may intervene with the Regional Subcommittees to help ensure timely achievement of assigned objectives and tasks. The DFWA UA Working Group reviews the information provided by local jurisdictions, Regional Subcommittees, and NCTCOG staff. The Executive Committee makes final determinations regarding project changes and administrative movement of funding in order to achieve the goals as approved by the Working Group, the SAA, and DHS. Reporting The DFWA UA Working Group reports progress toward goals, objectives, and tasks in accordance with direction from DHS and the SAA. Staff will support and assist all jurisdictions in completing the Biannual Strategy Implementation Reports (BSIR) in a timely manner as required by the SAA and DHS. Additionally, the DFWA UA Working Group will work in coordination with NCTCOG staff to answer periodic data calls from the SAA regarding analytical data project implementation. Finally, the DFWA UA Working Group and NCTCOG staff work with the SAA regarding state program audits and DHS monitoring visits to provide clear, definitive progress information including quantitative results toward completion of Strategy goals. 56 DFWA UASI STRATEGY

58 THIS PAGE INTENTIONALLY BLANK DFWA UASI STRATEGY 57

59 ATTACHMENTS 58 DFWA UASI STRATEGY

60 ATTACHMENT A ATF- Alcohol, Tobacco, and Firearms BSIR- Biannual Strategy Implementation Reports CASM- Communications Assets Survey and Mapping CBRNE- Chemical, Biological, Radiological, Nuclear, and Explosive CCP- Citizen Corps Programs CERT- Community Emergency Response Teams CI/KR- Critical Infrastructure and Key Resources COAD- Community Organizations Active in Disaster COOP- Continuity of Operations DART- Dallas Area Rapid Transit DFWA- Dallas, Fort Worth, Arlington DHS- Department of Homeland Security DPS- Department of Public Safety EMAT- Emergency Management Association of Texas EMS- Emergency Medical Services EOC- Emergency Operations Center EOD- Explosive Ordinance Disposal EOP- Emergency Operations Plans FBI- Federal Bureau of Investigation FEMA- Federal Emergency Management Agency FWIFC- Fort Worth Intelligence Fusion Center GDEM- Governor s Division of Emergency Management GIS- Geographic Information Systems HazMat- Hazardous Materials HSEEP- Homeland Security Exercise and Evaluation Program ICS- Incident Command System ISD- Independent School District ITS- Intelligent Transportation System JTTF- Joint Terrorism Task Force LEPC- Local Emergency Planning Committees LMS- Local Mitigation Strategies MAC- Multi-Agency Catastrophic MACC- Multi-Agency Coordination Center MCI- Mass Casualty Incidents MMRS- Metropolitan Medical Response System MOSAIC- Metro Operations Support and Analytical Intelligence Center MOU- Memorandum of Understanding NCT- North Central Texas NCTCOG- North Central Texas Council of Governments NCTFS- North Central Texas Fusion System NCTTRAC- North Central Texas Trauma Regional Advisory Council NIMS- National Incident Management System NIMSCAST- NIMS Capability Assessment Support Tool NIPP- National Infrastructure Protection Plan - 1 -

61 PD- Police Department PDA- Personal Digital Assistant POD- Point of Dispensing PPE- Personal Protective Equipment RCC- Regional Coordination Center REPAC- Regional Emergency Preparedness Advisory Committee RTEP- Regional Training and Exercise Plan SAA- State Administrative Agency SB- Senate Bill SOP- Standard Operating Procedures SOW- Statement of Work SWAT- Special Weapons and Tactics TICP- Tactical Interoperability Channel Plan TRRN- Texas Regional Resource Network TxDOT- Texas Department of Transportation UA- Urban Area UAWG- Urban Area Working Group UASI- Urban Area Security Initiative US&R- Urban Search and Rescue VBIED- Vehicle Born Improvised Explosive Device VOAD- Volunteer Organizations Active in Disasters VTC- Video Teleconferencing WMD- Weapons of Mass Destruction - 2 -

62 ATTACHMENT B Regional Training and Exercise Plan

63 PREFACE The U.S. Department of Homeland Security Preparedness Directorate s Office of Grants and Training requires that every State and Urban Area conduct a Multiyear Training and Exercise Plan Workshop (TEPW) annually. The Dallas/Fort Worth/Arlington Urban Area (DFWA UA) recently conducted its TEPW and has since produced this Regional Training and Exercise Plan (RTEP). The DFWA UA RTEP is the roadmap to accomplish the priorities described in the Dallas/Fort Worth/Arlington Urban Area Security Strategy. The DFWA UA has pursued a collaborative emergency preparedness strategy that combines planning, new equipment purchases, innovative training, and realistic exercises to strengthen emergency prevention and response capabilities. The RTEP was developed through collaborative efforts between the DFWA UASI Working Group, the Regional Emergency Preparedness Advisory Council, and technical subcommittees that cover all disciplines and jurisdictions throughout the region. It is administered by the Direction & Control and Exercise Subcommittees. ii Preface Regional Training and Exercise Plan

64 PRINCIPLE POINTS OF CONTACT (PPOCS) Dallas UASI Point of Contact: Name: Rocky Vaz Office: City of Dallas Office of Intergovernmental Services Title: Manager Address: City of Dallas 1500 Marilla, 2BN Dallas, TX Phone: Fort Worth UASI Point of Contact: Name: Juan Ortiz Office: Ft Worth/Tarrant County OEM Title: Emergency Management Coordinator Address: Ft Worth/ Tarrant County OEM 1000 Throckmorton St Ft Worth, TX Phone: Arlington UASI Point of Contact: Name: Don Crowson Office: City of Arlington- Fire Dept Title: Assistant Fire Chief Address: City of Arlington Fire Department PO BOX MS Arlington, TX Phone: NCTCOG - Training and Exercise Point of Contact: Name: Elizabeth Barriga Office: NCTCOG Emergency Preparedness Title: Emergency Preparedness Specialist Address: North Central Texas Council of Governments Emergency Preparedness 616 Six Flags Drive Arlington, TX Phone: NCTCOG Exercise Subcommittee Chair: Name: Robert Lafaye Office: City of Rowlett Title: Emergency Management Coordinator Address: City of Rowlett 4701 Rowlett Rd Rowlett, TX Phone: iii Regional Training and Exercise Plan Principle Points of Contact (PPOCs)

65 TABLE OF CONTENTS ` Preface... ii Principle Points of Contact (PPOCs)... iii Purpose...1 Program Goals...2 I. Enhance Regional and Local Emergency Management Programs...3 II. Achieve Interoperable Communications...5 III. Enhance Citizen Participation and Preparedness...6 IV. Protect Critical Infrastructure...7 V. Enhance Intelligence and Information Sharing, Gathering, and Analysis...8 VI. Enhance Emergency Operations Management...9 VII. Enhance Early Warning and Notification Systems...11 VIII. Enhance CBRNE Detection and Response Capability...12 IX. Fortify Counter-terror Investigations and Law Enforcement...14 X. Strengthen Explosive Device Response Operations...15 XI. Improve WMD/Hazardous Materials Response and Decontamination...16 XII. Enhance Search and Rescue Capability...17 XIII Improve Medical Surge Capacity and Mass Prophylaxis Capabilities...19 XIV. Enhance Regional Recovery Capability...20 Methodology and Improvement Tracking...21 Regional Training and Exercise Schedule...22 iv Table of Contents Regional Training and Exercise Plan

66 PURPOSE The Regional Training and Exercise Plan (RTEP) is a companion document to the Dallas/Fort Worth/Arlington Urban Area (DFWA UA) Strategy. It is a living document that will be updated and refined annually. The RTEP serves as a roadmap for enhancing the regional capability to respond to acts of terrorism or major disasters by working in collaboration with state, and federal partners as outlined in the DFWA UA Strategy. UA residents, local, state, and federal agencies, as well as the private and nonprofit sectors are in mutual support of a regionally based, integrated terrorism preparedness program. This is an exceedingly complex mission that requires coordination, cooperation, and focused effort from the entire region; because of this, the Strategy and RTEP are built on the principles of cooperation and partnership between stakeholders. Each goal is linked to a corresponding National Priority, and, if applicable, an Improvement Plan (IP) action. The priority is further linked to associated target capabilities and outlines the training and exercises that will help the DFWA UA obtain those capabilities and achieve that goal. Also included in the RTEP is the training and exercise schedule, which provides graphic illustration of the proposed activities scheduled for the years It is representative of the natural progression of training and exercises that should take place in accordance with the building-block approach outlined in the Homeland Security Exercise and Evaluation Program. 1 Purpose Regional Training and Exercise Plan

67 PROGRAM GOALS The program goals set forth in the Regional Training & Exercise Plan were developed through collaboration between the DFWA Urban Area Security Initiative (UASI) Working Group, the Regional Emergency Preparedness Advisory Council (REPAC), and technical subcommittees representing jurisdictions throughout the region. This comprehensive approach to emergency preparedness allows the North Central Texas COG region to enhance the capability and capacity to respond to acts of terrorism or major disasters throughout the region as a whole, in collaboration with state and federal partners and the non-profit sector. Program goals are as follows: 1. Enhance Regional and Local Emergency Management Programs 2. Achieve Interoperable Communications 3. Enhance Citizen Participation and Preparedness 4. Protect Critical Infrastructure 5. Enhance Intelligence and Information Sharing, Gathering, and Analysis 6. Enhance Emergency Operations Management 7. Enhance Early Warning and Notifications Systems 8. Enhance Chemical Biological Radiological Nuclear Explosive (CBRNE) Detection and Response Support 9. Enhance Fire Incident Response Support 10. Fortify Counter-terror Investigations and Law Enforcement 11. Strengthen Explosive Device Response Operations 12. Improve WMD/Hazardous Materials Response and Decontamination 13. Enhance Search and Rescue Capability 14. Improve Medical Surge Capacity and Mass Prophylaxis Capabilities 2 Program Goals Regional Training and Exercise Plan

68 I. Enhance Regional and Local Emergency Management Programs Programs will be enhanced by encouraging local jurisdictions to implement and comply with state and federal National Incident Management System (NIMS) requirements, assisting with the completion of the Regional Multi-Agency Catastrophic (MAC) Plan, utilizing the Texas Regional Response Network to identify response assets available, and by assisting with the planning and implementation of the Regional Mitigation Strategy. Local and Regional scenario driven exercises to test Emergency Operations Plans and Memorandums of Understanding will be held annually or as deemed necessary based on improvement plans and changes. Corresponding National Priority: Expanded Regional Collaboration Implement the NIMS and National Response Framework (NRF) IP Reference: Hurricane Dean AAR-IP Jurisdictions were asked to initiate actions and provide assistance in advance of a disaster declaration. Improvements in coordination and collaboration with the State Operations Center (SOC) and other State agencies. Associated Capabilities: COMMON - Planning - Communication - Intelligence and Information Sharing and Dissemination. PREVENT - Information and Gathering and Recognition of Indicators and Warnings PROTECT - Critical Infrastructure Protection - Emergency Operations Center Management - Critical Resources Logistics and Distribution - Volunteer Management and Donations RECOVERY - Economic and Community Recovery 3 Program Goals Regional Training and Exercise Plan

69 I. Enhance Regional and Local Emergency Management Programs Training Courses and Exercises that Support this Goal and Associated Capabilities: G-35: Emergency Planning - TBD G-58: Evacuation & Re-Entry Planning - March 2009 G-197: Emergency Planning & Special Needs - March 2009 G-202: Debris Management - January 2008; April 2009 G-230: Principles of Emergency Management - July 2008 G-276: Resource Management - February 2009 G-288: Donations Management - April 2008 G-300/400: NIMS Incident Command System - January 2008; February 2008 G-620: Texas Disaster Recovery Course - November 2009 G-710: Mitigation Planning - September 2008 G-720: Mitigation Grants - September 2010 G-975: EOC Management & ICS Interface - March 2010 H-465: ICS 300: Intermediate for Operational Responders - January 2008; February 2008 H-467: ICS 400: Advanced for Operational Responders - January 2008; February 2008 MGT-330: Homeland Security Exercise and Evaluation Program (HSEEP) Mobile Train the Trainer - May 2009; January 2010 MGT-330-1: Homeland Security Exercise and Evaluation Program (HSEEP) Train the Trainer - January 2009 MGT-331-1: Preparing the States Implementing Continuity of Operations Train the Trainer - September Program Goals Regional Training and Exercise Plan

70 II. Achieve Interoperable Communications Interoperable communications capability and solutions will be addressed by developing policies and procedures, and by providing training and exercises that address those policies, procedures, and technical solutions annually. Local and Regional workshops to test operable and interoperable communications capabilities and equipment to be held once a year, with a Regional Interoperable Full-Scale Exercise to be held every two years. Corresponding National Priority: Expanded Regional Collaboration Strengthen Interoperable and Operable Communications Capabilities IP Reference: Hurricane Dean AAR-IP Documented assurances for participation in the response efforts need to be provided to the local elected officials. Communication architecture for Emergency Operations Centers (EOC), Disaster District Committees (DDC) and Multi-Agency Coordination Centers (MACC) were not formally established and operational prior to initiation of operations. Associated Capabilities: COMMON - Communications RECOVERY - Restoration of Lifelines Training Courses and Exercises that Support this Goal and Associated Capabilities: Interoperable Communications Memorandum Of Understanding (MOU) Training - TBD MN-002-RESP: Statewide 800 MHZ Radio End User Training - September Program Goals Regional Training and Exercise Plan

71 III. Enhance Citizen Participation and Preparedness Citizen participation and preparedness will be enhanced by creating a Regional Volunteer and Donations Management Plan, conducting regional train-the-trainer classes annually to expand the capabilities of Community Corps Council and Community Emergency Response Teams (CERT) and provide technical assistance for future training and exercises. Corresponding National Priority: Expand Regional Collaboration Strengthen Planning and Citizen Preparedness Capabilities Associated Capabilities: COMMON - Community Preparedness and Participation RESPONSE - Volunteer Management and Donations - Responder Safety and Health - Citizens Evacuation and Shelter-in-Place - Emergency Public Information and Warning Training Courses and Exercises that Support this Goal and Associated Capabilities: AWR-188-1: Teen CERT- Train the Trainer - July 2008 AWR-189-1: Campus CERT Train the Trainer - June 2009 F-344: Methods of Enhancing Public Education - TBD G-276: Resource Management - TBD G-288: Donations Management - April 2008 G-317: CERT Course - TBD G-417: CERT Train the Trainer - March 2008; December 2010 G-910: Texas Public Information Officer Course - April 2009; April Program Goals Regional Training and Exercise Plan

72 IV. Protect Critical Infrastructure Training will be conducted for critical infrastructure as equipment is purchased, as needed. Exercises will consist of tabletops, functional and full scale exercises and will test the viability of plans and policies. Corresponding National Priority: Expand Regional Collaboration Implement the National Infrastructure Protection Plan (NIPP) Associated Capabilities: COMMON - Planning - Risk Management PROTECT - Critical Infrastructure Protection RECOVER - Structural Damage Assessment - Restoration of Lifelines Training Courses and Exercises that Support this Goal and Associated Capabilities: AWR-196: The Leader s Role in Preparing Vigilant, Prepared, and Resilient Communities - August 2009 Digital Sandbox Training - TBD G-61: Flood Fight Course - TBD G-108: Community Mass Care Management - TBD MGT-310: Weapons of Mass Destruction (WMD) Threat and Risk Assessment - February 2008; June 2008 MGT-315: Enhanced Threat and Risk Assessment - January 2008; April 2008; July 2008 MGT-317: Public Works: Planning for and Responding to a Terrorism/WMD Incident - January 2008 PER-280: Emergency Response: Strengthening Cooperative Efforts Among Public and Private Sector Entities - August Program Goals Regional Training and Exercise Plan

73 V. Enhance Intelligence and Information Sharing, Gathering, and Analysis Develop and implement a training curriculum that enables intelligence analysts throughout the region to maintain an all-hazards and/or all-source focus that incorporates research and synthesis capabilities utilizing data from fire, emergency management, public health, intelligence transportation systems, law enforcement, and open sources. Corresponding National Priority: Expand Regional Collaboration Strengthen Information Sharing and Collaboration Capabilities Associated Capabilities: COMMON - Intelligence and Information Sharing and Dissemination PREVENT - Information Gathering and Recognition of Indicators and Warnings - Intelligence Analysis and Production - Counter-Terror Investigation and Law Enforcement - CBRNE Detection PROTECT - Food and Agriculture Safety and Defense - Epidemiological Surveillance and Investigation - Laboratory Testing RESPONSE - Environmental Health - Explosive Device Response Operations - WMD and Hazardous Materials Response and Decontamination Training Courses and Exercises that Support this Goal and Associated Capabilities: AWR-158: Advanced Criminal Intelligence Analysis to Prevent Terrorism (ACIAPT) - December 2009 E-Team Training - Ongoing PER-252: Cyber Security Prevention, Deterrence, and Recovery - May 2009 PER-253: Cyber Security Incident Handling and Response - October 2009 WEB EOC/Health Systems Training - Ongoing 8 Program Goals Regional Training and Exercise Plan

74 VI. Enhance Emergency Operations Management Emergency Operations Management will be enhanced by improving communications and management practices and by increasing the coordination of Intelligent Transportation System (ITS) information between transportation, emergency management, and state/federal agencies. Corresponding National Priority: Expand Regional Collaboration Implement the NIMS and NRF Associated Capabilities: COMMON - Planning - Risk Management RESPONSE - On-site Incident Management - Emergency Operations Center Management - Volunteer Management and Donations - Emergency Public safety and Security - Emergency Public Information and Warning - Mass Prophylaxis - Mass Care (Sheltering, Feeding and Related Services) RESPONSE - On-site Incident Management - Emergency Operations Center Management RECOVERY - Structural Damage Assessment - Restoration of Lifelines - Economic and Community Recovery 9 Program Goals Regional Training and Exercise Plan

75 VI. Enhance Emergency Operations Management Training Courses and Exercises that Support this Goal and Associated Capabilities: AWR-157: Transit Terrorist Tools and Tactics (T4) - January 2009 DOT-001-PROT: Transit System Security - TBD DOT-002-PREV: Transit System Security Review - TBD F-315: Introduction to Unified Command for Multi-Agency and Catastrophic Incidents - February 2008 G-202: Debris Management - January 2008; April 2009 G-300: ICS 300 Intermediate Incident Command System for Expanding Events - As needed G-361: Flood Fight Course - February 2010 G-400: ICS 400 Advanced Incident Command System, Command and General Staff - As needed G-620: Texas Disaster Recovery Course - August 2010 G-710: Mitigation Planning - September 2008 G-720: Mitigation Grants - September 2010 G-975: EOC Operations and ICS Interface - March 2010 MAC-100: Texas Multi Agency Coordination Center Enhanced Course - TBD MGT-202: Public Information in a Terrorism/WMD Incident - TBD MGT-311: Mayoral Institute of WMD/Terrorism Incident Preparedness - November 2010 MGT-312: Senior Officials Workshop for WMD/Terrorism Incident Preparedness - October 2010 MGT-313: Incident Management/Unified Command for WMD Terrorism Incidents - January 2008; February Program Goals Regional Training and Exercise Plan

76 VII. Enhance Early Warning and Notification Systems Early Warning and Notification Systems will be enhanced by evaluating and improving the capability of Early Warning and Notification Systems within the region. Corresponding National Priority: Expand Regional Collaboration Strengthen Information Sharing and Collaboration Capabilities Strengthen Planning and Citizen Preparedness Capabilities Associated Capabilities: COMMON - Communications - Community Preparedness and Participation PREVENT - Information Gathering and Recognitions of Indicators and Warning RESPONSE - Citizen Evacuation and Shelter-in-place - Isolation and Quarantine - Emergency Public Information and Warning RECOVER - Economic and Community Recovery Training Courses and Exercises that Support this Goal and Associated Capabilities: Test Early Warning and Notification Systems by Conducting Drills - As Needed 11 Program Goals Regional Training and Exercise Plan

77 VIII. Enhance CBRNE Detection and Response Capability CBRNE detection and response capability will be enhanced by coordinating with Regional Exercise Subcommittee and local jurisdictions to exercise specialized regional response teams (SWAT, EOD, HazMat, and US&R) annually. Corresponding National Priority: Expand Regional Collaboration Strengthen CBRNE Detection, Response, and Decontamination Capabilities Associated Capabilities: COMMON - Intelligence and Information and Sharing and Dissemination PREVENT - Information Gathering and Recognition of Indicators and Warning - Intelligence Analysis and Production - Counter-Terror Investigation and Law Enforcement - CBRNE Detection RESPONSE - On Site Incident Management - Critical Resource Logistics and Distribution - Emergency Public Safety and Security - Animal Disease Emergency Support - Explosive Device and Response Operations - Fire Incident Response Support - WMD and Hazardous Materials Response and Decontamination - Isolation and Quarantine - Search and Rescue - Emergency Triage and Pro-Hospital Treatment - Medical Surge - Medical Supplies and Management and Distribution - Mass Prophylaxis - Mass Care (Shelter, Feeding and Related Services) - Fatality Management RECOVER - Structural Damage Assessment - Restoration of Lifelines - Economic and Community Recovery 12 Program Goals Regional Training and Exercise Plan

78 VIII. Enhance CBRNE Detection and Response Capability Training Courses and Exercises that Support this Goal and Associated Capabilities: EPA002-RESP: Air Monitoring for Emergency Responders - TBD F-626: Juvenile Firesetter Intervention Specialist I - TBD F-627: Juvenile Firesetter Intervention Specialist II - April 2008 G-191: ICS-EOC Interface - TBD Local Training at the Fire Academies and Fire Training Programs - Ongoing MGT-315: Enhanced Threat and Risk Assessment - January 2008; April 2008; July 2008 MGT-316: WMD Regional Task Force - TBD NJ-007- RESP: CBRNE Operations - TBD PER-227: Advanced WMD Tactical Operations - March 2008; January 2010 PER-263: Respiratory Protection Program - TBD 13 Program Goals Regional Training and Exercise Plan

79 IX. Fortify Counter-terror Investigations and Law Enforcement Counter-Terror investigations and law enforcement will be fortified by augmenting, training, and exercising identified regional teams within the Collin, Dallas, Denton, and Tarrant County groups to enhance their ability to respond to CBRNE and large scale events, establishing protocols to determine incident driven evacuation or shelter in place options for CBRNE and all hazard events, and by coordinating with Safer and Drug Free Schools Initiative and Independent School District partners, specifically Region 10 and 11. Corresponding National Priority: Expand Regional Collaboration Strengthen CBRNE Detection, Response, and Decontamination Capabilities Associated Capabilities: COMMON - Intelligence and Information and Sharing and Dissemination PREVENT - Intelligence Analysis and Production - Counter-Terror Investigation and Law Enforcement Training Courses and Exercises that Support this Priority and Associated Capabilities: AWR-123: Homeland Security Planning for Campus Execs - June 2009 G-362: Multi-Hazard Emergency Planning for Schools - June 2009; June 2010 PER-225-1: Law Enforcement Response to Weapons of Mass Destruction Incidents- Operations Level Train the Trainer - TBD PER-230 Incident Response to Terrorist Bombings (IRTB) - August 2008 PER-231 Prevention of and Response to Suicide Bombing Incidents (PRSBI) - August 2008 PER-244: Detection Equipment for Law Enforcement - TBD PER-264: WMD Law Enforcement Protective Measures (LEPM) Train the Trainer - March 2010 TN-001-COMM: Secured and Prepared Schools Training Tier II - July 2009 Exercise: Law Enforcement Terrorism Prevention Program Exercise - Second Quarter Program Goals Regional Training and Exercise Plan

80 X. Strengthen Explosive Device Response Operations Explosive Device Response Operations will be strengthened by enhancing Explosive Ordnance Disposal (EOD) team capabilities trough training and exercise, including: detection, diagnostics, disruption, disablement, and mitigation during CBRNE events. Corresponding National Priority: Expand Regional Collaboration Strengthen CBRNE Detection, Response, and Decontamination Capabilities Associated Capabilities: RESPONSE - On-Site Incident Management - Critical Resource Logistics and Distribution - Responder safety and Health - Emergency Public Safety and Security - Explosive Device Response Operations Training Courses and Exercises that Support this Goal and Associated Capabilities: AZ-003-RESP: IED Awareness for First Responders - TBD DOJ-002-RESP: Large Vehicle Bomb Advanced Post Blast Investigations - TBD NY-004-RESP: Vehicle Borne Improvised Explosive Device Check-Point - TBD PER-230: Incident Response to Terrorist Bombings - August 2008 PER-231: Prevention of and Response to Suicide Bombing Incidents - August 2008 PER260: WMD Technical Emergency Response Training (Mobile) - TBD 15 Program Goals Regional Training and Exercise Plan

81 XI. Improve WMD/Hazardous Materials Response and Decontamination WMD/Hazardous Materials (HazMat) Response and Decontamination will be improved by identifying resources for funding of equipment, training, and exercises for all Type 1 teams regionally. Corresponding National Priority: Expanded Regional Collaboration Strengthen CBRNE Detection, Response, and Decontamination Capabilities Associated Capabilities: RESPONSE - On-Site Incident Management - Responder Safety and Health - Emergency Public Safety and Security - Explosive Device Response Operations - Fire Incident Response Support - WMD and Hazardous Materials Response and Decontamination - Emergency Triage and Pre-Hospital Care - Medial Surge - Medical Supplies Management and Distribution Training Courses and Exercises that Support this Goal and Associated Capabilities: H-0845: HazMat Incident Command System - TBD H-1000: HazMat First Responder Awareness Level - TBD H-1001: HazMat First Responder Operations Level - January 2008 H-1002: HazMat Emergency Response Technician - TBD H-1003: Advanced HazMat Technician - January 2008 H-1004: NFA Chemistry of Hazardous Materials - TBD H-1005: HazMat Chlorine Emergencies - TBD H-1010: Clandestine Drug Labs - January 2008 H-1011: HazMat Emergency Response Technician Upgrade - TBD H-1012: Air Monitoring for Hazardous Materials - TBD 16 Program Goals Regional Training and Exercise Plan

82 XI. Improve WMD/Hazardous Materials Response and Decontamination Training Courses and Exercises that Support this Goal and Associated Capabilities: H-1013: HazMat Technician Refresher - TBD H-1016 HazMat Technician 80 hour Commission - TBD HazWOpER Refresher Course - February Program Goals Regional Training and Exercise Plan

83 XII. Enhance Search and Rescue Capability Search and Rescue Capability will be enhanced by augmenting a land-based and a water-based Urban Search & Rescue (US&R) Task Force within the North Central Texas Region capable of conducting coordinated response efforts for all-hazards including: searching for, locating, assessing, medically stabilizing, and extricating victims resulting from natural or man-made disasters. Corresponding National Priority: Expand Regional Collaboration Strengthen CBRNE Detection, Response, and Decontamination Capabilities Associated Capabilities: RESPONSE - On-Site Incident Management - Responder Safety and Health - Search and Rescue Training Courses and Exercises that Support this Goal and Associated Capabilities: H-1007: Confined Space Rescue - April 2008; June 2010 H-1019: Confined Space Safety - TBD ODP-64Z: Developing a State/Regional CBRNE Task Force - TBD TNG-10S: Disaster Canine Specialist - TBD TNG-11S: Disaster Technical Search Specialist - TBD TNG-23O: Structural Collapse Tech I - TBD TNG-23T: Structural Collapse Tech II - TBD TNG-25S: Advanced Structural Collapse III - TBD TNG-30S: Disaster Medical Specialist - TBD TNG-40S: Disaster Logistics Specialist - TBD TNG-63S: Rescue in a Contaminated Environment - TBD TNG-80T: Swift Water Rescue Technician - TBD 18 Program Goals Regional Training and Exercise Plan

84 XIII. Improve Medical Surge Capacity Evaluate the adequacy of and support improvements of Medical/Mass Prophylaxis trainings and report to local jurisdictions for future decisions regarding trainings. Corresponding National Priority: Expand Regional Collaboration Strengthen Medical Surge and Mass Prophylaxis Capabilities Associated Capabilities: PREVENT - Epidemiological Surveillance and Investigation RESPONSE - On-Site Incident Management - Emergency Triage and Pre-Hospital Treatment - Medical Surge - Medical Supplies Management and Distribution - Mass Prophylaxis - Mass Care (Sheltering, Feeding, and Related Services) Training Courses and Exercises that Support this Goal and Associated Capabilities: Advanced CISM - June 2008 Basic CISM - May 2008 F-163: NIMS/ICS for EMS - January 2008 G-386: Mass Fatalities Incident Response - June 2008 MGT-201: Bioterrorism: Mass Prophylaxis Preparedness and Planning - August 2008 PER-211: Emergency Medical Services: Operations and Planning for WMD Incidents - TBD PER-220: Emergency Response to Domestic Biological Incidents - February 2009; July 2010 Strategic National Stockpile TTX and Exercises - TBD Public Health Exercises, including pandemic flu, isolation & quarantine - March July 2008 Mass Casualty Exercises series - January July 2008 Terrorism : Psychological Impact and Implications - July Program Goals Regional Training and Exercise Plan

85 XIV. Enhance Regional Recovery Capability Provide regional training to strengthen and increase regional recovery capacity within the region. Corresponding National Priority: Expand Regional Collaboration Implement the National Infrastructure Protection Plan Associated Capabilities: COMMON - Planning - Risk Management PROTECT - Critical Infrastructure Protection RECOVER - Structural Damage Assessment - Restoration of Lifelines - Economic and Community Recovery Training Courses and Exercises that Support this Goal and Associated Capabilities: G-202: Debris Management - January 2008; April 2009 G-620: Texas Disaster Recovery Course - August 2010 G-710: Mitigation Planning - September 2008 G-720: Mitigation Grants - September 2010 MGT Preparing the States: Implementing Continuity of Operations (COOP) Train the Trainer - September 2009 PER-280 Emergency Response: Strengthening Cooperative Efforts Among Public and Private Sector Entities - August Program Goals Regional Training and Exercise Plan

86 METHODOLOGY AND EVENT TRACKING The NCTCOG Region consists of 16 counties and numerous municipalities, non-profit organizations and other entities (i.e. Independent School Districts, Dallas Area Rapid Transit, medical operational centers, North Central Texas Trauma Regional Advisory Council). Regional Training and Exercises will address maximum participation of all these groups. Though each organization will be responsible for tracking their individual training, we are currently developing a regional tracking system and making full use of the preparingtexas.org website to both schedule and track our training. 21 Regional Training and Exercise Plan Methodology and Event Tracking

87 REGIONAL TRAINING AND EXERCISE SCHEDULE The attached Regional Training and Exercise Schedule is a living document that presents our proposed calendar for the next three years. Dates, training, and exercises are subject to modification based on the region s needs and availability. Training and exercises will be added as deemed necessary. All italicized information is part of a proposed schedule and is not definitive. Quarterly workshops hosted by the Governor s Division of Emergency Management (GDEM) cover a variety of topics to be determined by GDEM. Annual Hurricane Exercises, run through GDEM, will also test capabilities to be determined at a later date. In addition, several exercises that test multiple capabilities are scheduled throughout the region, although the specific capabilities to be tested and scenarios have not yet been determined. 22 Program Goals Regional Training and Exercise Plan

88 REGIONAL TRAINING AND EXERCISE SCHEDULE: 2008 (YEAR ONE) Jurisdiction NCTCOG Qtr 1 Qtr 2 Qtr 3 Qtr 4 J F M A M J J A S O N D PER-230 G-417 CERT G-288 INCIDENT G-720 AWR TEEN TRAIN THE DONATIONS RESPONSE TO MITIGATION CERT TRAINER MANAGEMENT TERRORIST GRANTS BOMBINGS LAW ENFORCEMENT TERRORISM PREVENTION PROGRAM EXERCISE PER 231- PREVENTION OF AND RESPONSE TO SUICIDE BOMBING INCIDENTS PER-280 EMERGENCY RESPONSE: STRENGTHENING COOPERATIVE EFFORTS AMONG PUBLIC AND PRIVATE SECTOR ENTITIES COLLIN MCKINNEY H-465 ICS 300 INTERMEDIATE FOR OPERATIONAL RESPONDERS PUBLIC HEALTH EXERCISES (PAN FLU, SNS, ISOLATION AND QUARANTINE, ETC) TO BE COMPLETED BEFORE END OF JULY 2008 CARROLLTON MASS CASUALTY SEMINAR H-467 ICS 400 ADVANCED MASS CASUALTY WORKSHOP MASS CASUALTY TTX MASS CASUALTY GAME MASS CASUALTY DRILL MASS CASUALTY FE MASS CASUALTY FSE MGT-317 PUBLIC WORKS PLANNING AND RESPONDING TO WMD MGT-310 WMD THREAT AND RISK ASSESSMENT MGT-315 ENHANCED THREAT RISK ASSESESMENT MGT-310 WMD THREAT & RISK ASSESSMENT MGT-315 ENHANCED THREAT & RISK ASSESSMENT MGT-201 BIOTERRORISM MASS PROPHY PREP & PLANNING DALLAS H-1003 ADVANCED HAZMAT TECH MGT-201 BIOTERRORISM MASS PROPHY PREP & PLANNING H-1007 CONFINED SPACE RESCUE G-230 PRINCIPLES OF EMERGENCY MANAGEMENT DALLAS DESOTO TTX- TO BE HELD THIS QUARTER HAZWOPER REFRESHER COURSE TTX- TO BE HELD THIS QUARTER FSE- TO BE HELD THIS QUARTER H-465 ICS 300 INTERMEDIATE FOR OPERATIONAL FIRST RESPONDERS AIRCRAFT CRASH FSD SEVERE POWER OUTTAGE TTX TERRORIST INCIDENT TTX DFW AIRPORT H-467 ICS 400 ADVANCED SEVERE WEATHER + MAJOR ACCIDENT TTX 1 of 3

89 REGIONAL TRAINING AND EXERCISE SCHEDULE: 2008 (YEAR ONE) DALLAS Jurisdiction FARMERS BRANCH GARLAND IRVING J F M A M J J A S O N D F-315 INTRO TO UNIFIED COMMAND FOR MULTI AGENCY & CATASTROPHIC EVENTS PERS-227 MGT-313 INCIDENT ADVANCED MANAGEMENT WMD UNIFIED COMMAND TACTICAL FOR WMD OPS G-300 NIMS INCIDENT COMMAND SYSTEM G-400 NIMS INCIDENT COMMAND SYSTEM Qtr 1 Qtr 2 Qtr 3 Qtr 4 TTX- TO BE HELD THIS QUARTER MESQUITE F-627 JUVENILE FIRESETTER INTERVENTION SPECIALIST II DENTON DENTON MGT-315 ENHANCED THREAT RISK ASSESSMENT ELLIS ERATH HOOD HUNT JOHNSON KAUFMAN NAVARRO PALO PINTO PARKER ROCKWALL SOMERVELL GREENVILLE KAUFMAN CORSICANA KERENS G-202 DEBRIS MANAGEMENT H-467 ICS 400 ADVANCED H-1001 HAZMAT FIRST RESPONDER OPS H-1010 CLANDESTINE DRUG LABS F-163 NIMS ICS FOR EMS TTX- TO BE HELD THIS QUARTER TTX- TO BE HELD THIS QUARTER 2 of 3

90 REGIONAL TRAINING AND EXERCISE SCHEDULE: 2008 (YEAR ONE) Jurisdiction Qtr 1 Qtr 2 Qtr 3 Qtr 4 J F M A M J J A S O N D TARRANT ARLINGTON MGT-313 INCIDENT MANAGEMENT UNIFIED COMMAND FOR WMD FT WORTH N-822 ADVANCED SAFETY OPS MGMT BASIC CISM ADVANCED CISM TERRORISM: PSYCHOLOGICAL IMPACT AND IMPLICATIONS HURST TTX- TO BE HELD THIS QUARTER WISE DECATUR G-300 NIMS INCIDENT COMMAND SYSTEM G-400 NIMS INCIDENT COMMAND SYSTEM STATE GDEM HUREX08 GDEM QUARTERLY PLANNING MEETING WORKSHOP HUREX08 ROC DRILL GDEM QUARTERLY WORKSHOP GDEM QUARTERLY WORKSHOP GDEM QUARTERLY WORKSHOP HURREX08 TTX HUREX08 FE STATE DSHS 2/3 GROUP CRISIS INTERVENTION 3 of 3

91 REGIONAL TRAINING AND EXERCISE SCHEDULE: 2009 (YEAR TWO) Jurisdiction NCTCOG J F M A M J J A S O N D MGT HOMELAND SECURITY EXERCISE AND G-276 RESOURCE EVALUATION MANAGEMENT PROGRAM TRAIN THE TRAINER (HSEEP) AWR-157: TRANSIT TERRORIST TOOLS AND TACTICS (T4) Qtr 1 Qtr 2 PER-220 EMERGENCY RESPONSE TO DOMESTIC BIOLOGICAL INCIDENTS G-197 EMERGENCY PLANNING & SPECIAL NEEDS POPULATIONS G-358 EVACUATION AND RE-ENTRY PLANNING G-910 TEXAS PUBLIC INFORMATION OFFICERS COURSE G-202 DEBRIS MANAGEMENT PER-252 CYBERSECURITY PREVENTION DETERRENCE & RECOVERY MGT-330 HOMELAND SECURITY EXERCISE AND EVALUATION PROGRAM (HSEEP) MOBILE TRAINING AWR-123 HOMELAND SECURITY PLANNING FOR CAMPUS EXECS G-362 MULTI- HAZARD EMERGENCY PLANNING FOR SCHOOLS AWR CAMPUS CERT TRAIN THE TRAINER TN-001-COMM- SECURED & PREPARED SCHOOLS TRAINING TIER II (NEED GRANT TO COVER FEE) Qtr 3 Qtr 4 PERS-280 EMERGENCY RESPONSE: STRENGTHENING COOPERATIVE EFFORTS AMONG PUBLIC AND PRIVATE SECTOR ENTITIES AWR-196: THE LEADER'S ROLE IN PREPARING VIGILANT, PREPARED, AND RESILIENT COMMUNITIES MGT PREPARING THE STATES: IMPLEMENTING CONTINUITY OF OPERATIONS (COOP) TRAIN THE TRAINER PER-253 CYBERSECURITY: INCIDENT HANDLING & RESPONSE G-620 TEXAS DISASTER RECOVERY COURSE AWR-158: ADVANCED CRIMINAL INYELLIGENCE ANALYSYS TO PREVENT TERRORISM (ACIAPT) COLLIN MCKINNEY CARROLLTON DALLAS DALLAS DESOTO DFW AIRPORT DALLAS FARMERS BRANCH GARLAND IRVING MESQUITE DENTON DENTON ELLIS ERATH 1 of 2

92 REGIONAL TRAINING AND EXERCISE SCHEDULE: 2009 (YEAR TWO) HOOD HUNT JOHNSON KAUFMAN Jurisdiction GREENVILLE KAUFMAN Qtr 1 Qtr 2 Qtr 3 Qtr 4 J F M A M J J A S O N D NAVARRO CORSICANA PALO PINTO PARKER ROCKWALL SOMERVELL KERENS TARRANT ARLINGTON FT WORTH HURST WISE DECATUR STATE GDEM GDEM QUARTERLY WORKSHOP HUREX08 FE GDEM QUARTERLY WORKSHOP GDEM QUARTERLY WORKSHOP GDEM QUARTERLY WORKSHOP STATE DSHS 2/3 2 of 2

93 REGIONAL TRAINING AND EXERCISE SCHEDULE: 2010 (YEAR THREE) Jurisdiction NCTCOG J F M A M J J A S O N D MGT-330 HOMELAND SECURITY EXERCISE AND EVALUATION PROGRAM (HSEEP) MOBILE TRAINING Qtr 1 Qtr 2 Qtr 3 Qtr 4 G-361 FLOOD FIGHT OPERATIONS G-975 EOC OPS- ICS INTERFACE G-910 TEXAS PUBLIC INFORMATION OFFICERS COURSE MGT-331 PREPARING THE STATES: IMPLEMENTING CONTINUITY OF OPERATIONS (COOP) G-362 MULTI- HAZARD EMERGENCY PLANNING FOR SCHOOLS PER-220 EMERGENCY RESPONSE TO DOMESTIC BIOLOGICAL INCIDENTS G-620 TEXAS DISASTER RECOVERY COURSE MN-002-RESP: STATEWIDE 800 MHZ RADIO END USER TRAINING (REQUIRES FUNDING) MGT-312 SENIOR OFFICIALS WORKSHOP FOR WMD AND TERRORISM INCIDENT PREPAREDNESS MGT-311 MAYORAL INSTITUTE OF WMD/TERRORISM INCIDENT PREPAREDNESS G-417 CERT TRAIN THE TRAINER PER-227: ADVANCED WMD TACTICAL OPERATIONS PER-264: WMD LAW ENFORCEMENT PROTECTIVE MEASURES TRAIN THE TRAINER Dec 08 H-1007 CONFINED SPACE RESCUE PER-230: INCIDENT RESPONSE TO TERRORIST BOMBINGS COLLIN MCKINNEY CARROLLTON DALLAS DALLAS DESOTO DFW AIRPORT DALLAS FARMERS BRANCH GARLAND IRVING MESQUITE DENTON DENTON ELLIS ERATH 1 of 2

94 REGIONAL TRAINING AND EXERCISE SCHEDULE: 2010 (YEAR THREE) HOOD HUNT JOHNSON KAUFMAN Jurisdiction GREENVILLE KAUFMAN Qtr 1 Qtr 2 Qtr 3 Qtr 4 J F M A M J J A S O N D NAVARRO CORSICANA PALO PINTO PARKER ROCKWALL SOMERVELL KERENS TARRANT ARLINGTON FT WORTH HURST WISE DECATUR STATE GDEM GDEM QUARTERLY WORKSHOP HUREX08 FE GDEM QUARTERLY WORKSHOP GDEM QUARTERLY WORKSHOP GDEM QUARTERLY WORKSHOP STATE DSHS 2/3 2 of 2

95

96 ATTACHMENT C KnoWhat2Do Program Resources All the following items and additional information can be found at DVD English & Spanish Playing Cards Reusable Calendar Guidebook English and Spanish Hand Soap Pens Brochures Table Drape 8 Display Graphics Table Top Graphics Banner Stands

97 We face many potential hazards here in North Central Texas, and there are many skilled and caring emergency professionals ready to help if and when disaster strikes. You are your own best protection. :]^FWPc" 3^ D X Y ^ b U ` Q b U 1 S d A KnoWhat2Do Web site, DVD, and Disaster Preparedness Guide have been developed through the collaboration of our North Central Texas regional governments. These educational materials will teach you how to Think, Prepare and Act to protect your personal safety and the safety of those around you. Request your free DVD and Guide at :]^FWPc" 3^ D X Y ^ b U ` Q b U 1 S d This document was prepared under a grant from the SLGCP, United States Department of Homeland Security. Point of view or opinions expressed in this document are those of the authors and do not necessarily represent the official position or policies of SLGCP or the United States Department of Homeland Security. Made possible through the Dallas, Arlington, and Fort Worth Urban Area Security Initiatives. Think.Prepare.Act. Words to Live By.

98 The first step to being prepared is knowing what potential hazards are facing you and your loved ones. Therefore, we must Think! Learn about the common hazards facing us in North Central Texas. When faced with potential disaster, it is imperative that we have all done our homework. We must Think first before we Prepare and ultimately Act. You need to have plans and supplies in place to make it on your own, at least for a limited time, no matter where you are, or when an emergency happens. Learn how to create an Emergency Supply Kit for your home and your vehicle. Find ways to create Personal Safety Plans and tips on establishing a Communication Plan. There are also helpful tips for preparing for your loved ones with special needs. And speaking of loved ones, there are ideas and tips for protecting your pets & livestock. OK. You, the average citizen, can make an impact on the Disaster Preparedness of North Central Texas. Once you ve identified the hazards and learned how to ready yourself, you ll need the practical information that will help you act swiftly in the event disaster strikes. It s time to get plugged-in to a volunteer network, and get ready to Think.Prepare.Act. Find out more at Know Your Hazards! Get Prepared! Take Some Action! Use your head! Get the guide! Request the DVD! Get yours today. Join the Citizen Corps!

99

100 ATTACHMENT D DALLAS AREA RAPID TRANSIT & TRINITY RAILWAY EXPRESS REGIONAL TRANSIT SECURITY STRATEGY AUGUST 22, 2005 VERSION 1.0

101 Contents I. Introduction.page 3 II. Vision...page 4 III. Focus...page 5 IV. Preparedness Strategy Summary..page 5 V. Coordination...page 5 VI. Risk Profile..page 7 VII. Capabilities and Needs.page 12 VIII. Goals and Objectives page 13 IX. Prioritization of Goals and Objectives page 19 X. Evaluation Plan..page 20 Attachment A Attachment B Acronyms and Abbreviations Regional Transit Security Working Group 2 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

102 Dallas Area Rapid Transit and Trinity Railway Express Regional Transit Security Strategy Mission Statement: Optimally position Dallas Area Rapid Transit and Trinity Railway Express to prevent acts of terrorism, protect critical infrastructures and key resources, and respond to and recover from all disasters especially those involving explosives and non-conventional threats that would cause major loss of life and severe service disruption. I. Introduction Dallas Area Rapid Transit (DART) and Trinity Railway Express (TRE) Regional Transit Security Strategy (RTSS) identifies a deliberate path for enhancing capability and capacity to respond to acts of terrorism or major disasters affecting transit systems by working in collaboration with regional partners. The size and diversity of DART/TRE service areas requires a preparedness program that accounts for the full spectrum of terrorist threats and natural and technological disasters. In 2002, the Federal Transit Administration conducted a Readiness Assessment for DART and Dallas County. The results of the assessment provided insight and assisted in the recognition of current capabilities and identified gaps in transit preparedness efforts. The RTSS updates and builds upon the earlier Dallas/Fort Worth/Arlington Metropolitan Urban Area Security Initiative Strategy (MUASI) released in February 2005, is aligned with the Texas Homeland Security Strategic Plan: and is consistent with the National Strategy for Homeland Security and the National Response Plan (NRP). The RTSS builds on the Governor s Division of Emergency Management (GDEM) current disaster response network, and will assist state and local officials in developing regionally based, interlocking, and mutually supporting terrorism and all-hazards preparedness programs. This is a dynamic document that will continue to expand in scope and detail. The Regional Transit Security Working Group (RTSWG) supports the regional concept of the 2005 Transit Security Grant Program (TSGP) as it represents the next evolution of state and federal terrorism preparedness programs in support of local and regional programs. The RTSWG embraces the new emphasis on terrorism prevention activities and welcomes both resources and support to the North Central Texas region to reduce vulnerabilities and enhance our prevention capabilities. The RTSWG recognizes and appreciates the fact that these activities and resources, while strongly focused on terrorism, will continue to enhance an all-hazards approach to emergency preparedness in our region. A significant number of current and ongoing efforts in the North Central Texas Urban Area (NCTUA) related to emergency preparedness can now be leveraged to complement the Office for Domestic Preparedness (ODP) TSGP parameters. Members of the RTSWG and the MUASI have made tremendous progress since the attacks of September 11, The TSGP will now aid in our region s capability and capacity to leverage and combine these independent efforts. The RTSWG understands that the mission is to become fully engaged in the development of regional security solutions to address critical needs within the state and Urban Area. This regional approach will ensure that the use of funds provided through this program is consistent with the overall security needs of the region and is fully accounted for in the regional planning process that forms the core of our MUASI program. DART is a regional transit authority authorized pursuant to Chapter 452 of the Texas Transportation Code. DART was created by voters and funded with a local sales tax on August 13, The service area consists of 13 member cities: Addison, Carrollton, Cockrell Hill, Dallas, Farmers Branch, Garland, Glenn Heights, Highland Park, Irving, Plano, Richardson, Rowlett and University Park. 3 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

103 Starting service in 1996, the TRE is a jointly owned by DART and the Fort Worth Transportation Authority (known as The T) and is a diesel commuter rail that links Dallas and Fort Worth downtown areas with stops in the mid-cities and Centreport Station which links to DFW International Airport via DFW-provided bus service. The TRE is operated by a separate contractor selected by DART and The T. TRE provides service between Dallas Union Station and the Texas and Pacific Station in Fort Worth on weekdays and Saturdays. TRE funding is provided by both agencies as well as the midcities through an interlocal agreement. DART is governed by a 15-member board appointed by member-city councils based on population. Eight members are appointed by the City of Dallas and seven are appointed by the remaining cities. Board members serve two-year terms with no limits. Board officers are elected from the board membership and serve one-year terms. The TRE receives policy direction and guidance through the Trinity Railway Express Advisory Committee. Representatives from the DART board, The T board and a midcities representative are members of this committee. Only the boards of both agencies can formally approve policy, contractual, budget and financial activities associated with the TRE operation. Currently, DART serves its member cities with 130 bus routes, 45 miles of light rail transit (DART Rail), 31 freeway miles of High Occupancy Vehicle lanes, and paratransit service for the mobility impaired. DART and The T jointly operate the 35 miles of commuter rail transit (TRE) linking downtown Dallas and Fort Worth with stops in the mid-cities and DFW International Airport. Through 2014, the DART Light Rail System is slated to more than double in size to 93 miles. II. Vision Prevent terrorist attacks against transit agencies. DART/TRE s number one priority is to prevent terrorist attacks within the DART/TRE system. Prevention encompasses all efforts to detect terrorists, deter their activities, deny access to support structures, and stop an attack before it can occur. By enhancing coordination and communication among local, state and federal stakeholders and developing effective regional partnerships, we will increase our ability to keep our systems safe and secure. Coordination, communication and intelligence sharing with local, regional and federal law enforcement officials using the Homeland Security Information Network, Texas Fusion Center, Texas Intelligence Council, and the North Texas Joint Terrorism Task Force (NTJTTF) will continue to leverage existing efforts to share information and promote timely dissemination of criminal intelligence information. This will enable effective prevention and enforcement strategies. Reduce transit agencies vulnerability to terrorism. Through the Department of Homeland Security (DHS) assessment process DART/TRE will identify and assess risks, take priority actions to protect Critical Infrastructure and Key Resources (CI/KR) and develop passive and active counter-measures for addressing these prioritized vulnerabilities. In addition, TRE has contracted through The T for an end-to-end threat and vulnerability assessment to identify additional CI/KR, and vulnerability to specific threats. Minimize damage and recover from attacks and disasters affecting the transit agencies. Through development of regional partnerships and agreements, DART/TRE will strengthen preparedness efforts by focusing our finite resources on expanded jurisdictional collaboration centered within the Urban Area. In addition, DART/TRE will coordinate with the Urban Area to enhance communication, planning, training and exercise opportunities. These activities will ensure a timely and efficient response to any and all regional and transit related disasters. 4 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

104 III. Focus To accomplish the strategic vision, the RTSS is organized around the following critical mission areas: Intelligence and warning Protecting Critical Infrastructure and Key Resources Emergency preparedness, response and recovery The primary focus of the RTSS within these critical mission areas is to prevent terrorist attacks. The best way to accomplish this is to build regional partnerships among local, state and federal agencies, volunteer organizations, and the private sector to reduce the vulnerability to a terrorist attack and recover quickly from a natural and/or man-made disaster. To meet this focus, transit assets must be adequately protected, available technology must be taken advantage of, and response procedures must be established and coordinated within the Urban Area. IV. Preparedness Strategy Summary The primary focal point of the Texas Homeland Security Strategic Plan is to create partnerships among local, state and federal agencies, volunteer organizations and the private sector. It emphasizes an emergency management and response system that is comprehensive, standardized and risk-based, and prepares first responders for a rapid and orderly response to any attacks that do occur. The RTSS focus also seeks the development of standard performance and threat-based preparedness capabilities in the nation s urban areas. The strength of the State Strategy is the implementation of regional, interlocking and supporting terrorism preparedness programs. To accomplish the strategic focus for the TSGP, the RTSS is organized around critical mission areas to enhance the region's preparedness capacity. Response and recovery operational activities should rely upon the Incident Command and Unified Incident Command structure. The RTSWG will continue to take an "all hazards" approach that improves the ability to respond to both terrorism incidents and other major disasters. For decades the Texas Disaster Response/Recovery and Disaster Declaration process has recognized that local officials are the resident experts and are therefore best able to make decisions about local response and local needs. This strategy is built around that premise and emphasizes the importance of grassroots input and planning. The resulting focus should be to allow the Urban Area to develop emergency preparedness and response capacity to respond to and manage the incident until additional mutual aid or state or federal aid arrives. V. Coordination For the purpose of developing the RTSS, the Texas GDEM, State Administrative Agent (SAA), identified the members of the RTSWG as follows: Texas Governors Division of Emergency Management Dallas Area Rapid Transit Trinity Railway Express North Central Texas Council of Governments City of Dallas Urban Area Working Group City of Fort Worth Urban Area Working Group City of Arlington Urban Area Working Group 5 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

105 Dallas/Fort Worth International Airport The following agencies are invited partners to the RTSWG: The T AMTRAK Denton County Transit Authority DPS/GDEM Regional Liaison Officers The MUASI includes the Core City and County of Dallas with the contiguous supporting counties of Collin, Denton, Kaufman and Rockwall; Core City of Fort Worth and Core County of Tarrant with contiguous supporting Counties of Parker and Wise; Core City of Arlington and Core County of Tarrant with contiguous supporting County of Johnson; totaling a population base of approximately 5,156,150. A. Strategy Development Coordination Efforts June 10, 2005 This RTSWG meeting took place on June 10, 2005 at the TRE Irving Rail yard facility. This first meeting was to develop and finalize the RTSWG and determine the direction and schedule for meeting the requirements described in the FY2005 TSGP. Based on this meeting a schedule was developed to accomplish the grant guidelines, providing a road map to the completion of the RTSS. June 16, 2005 This RTSWG meeting took place on June 16, 2005 at the City of Dallas Emergency Operations Center. DHS/ODP and the Texas Engineering Extension Service, National Emergency Response & Rescue Training Center (TEEX/NERRTC) provided Technical Assistance regarding the FY2005 TSGP grant guidelines and development of the RTSS. June 23, 2005 This RTSWG meeting took place on June 23, 2005 at the City of Irving Emergency Operations Center. This meeting was a RTSS building session and resulted in version 1 of the RTSS. This provided the first opportunity for strategy coordination and collaboration among the DART/TRE, Dallas, Fort Worth, and Arlington Urban Area Principal Points of Contact, regarding the DART/TRE system, possible impact on the urban area and the broad regional vision of the RTSS and the MUASI Strategy. June 30, 2005 The RTSWG meeting took place on June 30, 2005 at the Dallas City Hall. This meeting was a RTSS building session and resulted in version 2 of the RTSS. This was the second opportunity for the RTSWG to meet with the DHS/ODP, TEEX/NERRTC, and GDEM. August 15, The Principal Points of Contact met at the TRE Irving Rail yard facility. This meeting was a RTSS building and review session and resulted in version 5 of the RTSS. The attendees also reviewed the SAA timeline and requirements for RTSS submission. August 19, 2005 The Principal Points of Contact met at the NCTCOG facility. The RTSS was reviewed for consistency and accuracy for GDEM/SAA submission. The RTSWG quarterly meetings were also determined and approved. B. Current Capabilities and Planning Related Coordination Efforts among the Urban Area and Mass Transit Systems DART and the City of Dallas have closely coordinated all-hazard emergency planning, training and response since DART inception. DART is considered the City s lead agency for emergency transportation services, and is the signatory agency for Annex F (Emergency Transportation) of the City of Dallas Master Emergency Operations Plan. DART is also incorporated into many other 6 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

106 member cities emergency plans; however DART is not considered as lead transportation agency since local resources should be able to respond quicker. Public Safety Incident Commanders from member cities request transportation assets from DART on a regular basis, from small to large incidents, and in training exercises that benefit both DART and the member city. As such, DART working relationship with member cities is tested on a regular basis in emergency situations. DART is also a member of Dallas Downtown Emergency Response Team (DERT), and the North Central Emergency Response Team (NCERT), which are teams that were formed to facilitate communications between governmental entities and the private sector. DART has participated in several exercises developed specifically for DERT and NCERT and has provided valuable input to both public and private agencies to improve planning for emergencies as a result of those exercises. DART has also actively participated in full-scale exercises with the Cities of Dallas, Irving, Garland, Richardson and Plano to include Weapons of Mass Destruction scenarios involving DART transportation assets. They also participate in monthly tabletop exercises hosted by the City of Dallas. In the spring of 2005, one of the tabletop scenarios involved an incident involving DART rail operations. DART and its member cities have had a long history of mutually beneficial training opportunities, from the planning and exercises mentioned previously, to specialized training for first responders on procedures to access DARTs vehicles in the event of emergencies requiring entry into rail cars and buses in a variety of emergency scenarios. It is expected that the on-going emergency management relationship between DART/TRE and regional partners will continue to grow, and as additional tools and opportunities arise for further collaboration and coordination in all-hazard planning, training and response activities, that will benefit the region. C. Funding Coordination Efforts Currently there are no formal agreements between the metro transit agencies and the Urban Areas to coordinate existing funding efforts. However, discussions along this line have been initiated. A. Demographics VI. Risk Profile DART/TRE provides modern public transit services and customer facilities tailored to the needs of the Metroplex. The network of DART Rail, TRE and DART bus services move more than 200,000 passengers per day across the 700-square-mile service area. The member cities for DART are: Dallas; Irving; Cockrell Hill; Addison; Garland; Richardson; Plano; Glenn Heights; Carrollton; Farmers Branch; Rowlett; Highland Park; and University Park. DART also has bus routes through the following non-member jurisdictions: Duncanville (Saturdays only) and Desoto/Lancaster (I-35E) to the Glenn Heights Park & Ride. In addition to the Cities of Dallas and Irving in Dallas County, the TRE goes through or borders in Tarrant County: Ft Worth; Arlington; Hurst; Richland Hills; and Haltom City. To promote ridesharing, DART also operates a system of high occupancy vehicle (HOV) lanes. More than 100,000 commuters use the HOV lanes each weekday. 7 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

107 The DART System provides fast, convenient service to work, shopping and entertainment destinations. Plus, the TRE commuter line links DART customers to DFW International Airport and downtown Ft Worth. Free parking is available at most rail stations, and all are served by DART bus routes specially timed to make transfers between buses and trains quick and easy. Popular shopping and entertainment destinations near DART Rail stations in Dallas include North Park Center and Upper Greenville Avenue (Park Lane Station), West Village (City place Station), Mockingbird Station (Mockingbird Station), the Dallas Museum of Art (St. Paul Station), American Airlines Center (Victory Station), the entertaining West End Historic District (West End Station), Reunion Arena (Union Station), the Dallas Convention Center (Convention Center Station), and the Dallas Zoo (Dallas Zoo Station). Popular destinations in surrounding cities include the Renaissance Hotel and the Eisemann Center for the Performing Arts (Galatyn Park Station in Richardson); downtown Plano, the Art Centre of Plano and the Courtyard Theater (Downtown Plano Station); the Granville Arts Center (Downtown Garland Station); and downtown Irving (South Irving Station). The Metroplex area is classified as humid subtropical climate, yet this part of Texas also tends to get hot, dry winds from the north and west in the summer. The winds in the winter can occasionally cause the region to fall below freezing. Ice storms and snow are infrequent but cause major disruptions to the area. Mostly, winters relatively mild compared to areas and other states to the north. Winters are occasionally interspersed with Indian summers. The spring and fall are shortlived in this area and weather can quite volatile and change in a few minutes in the spring. The Metroplex is located near the bottom of a tornado region that runs through the prairie lands of the Midwest. In the spring, cool fronts moving from Canada collide with warm, humid air streaming in from the Gulf Coast. Annual rainfall is approximately 30 inches of rain per year, much of which is delivered in the springtime. DART Geographic Service Area General Information 13 cities, 700 square miles DART Bus System FY04 actual miles operated 32.5 million Revenue Miles 28.2 million Total vehicle fleet 691 Number of transit centers 14 Number of bus stops 11,961 FY04 bus ridership 38.4 million passenger trips (includes charter) FY04 Average weekday ridership 133,963 FY04 Average Saturday ridership 57,932 FY04 Average Sunday ridership 31,288 DART Rail (light rail) Length of system 45 miles (As of November 2004, system opened June 14, 1996) Number of stations 35 8 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

108 Total vehicle fleet 95 FY04 ridership 16.5 million passenger trips FY04 Average weekday ridership 52,571 FY04 Average Saturday ridership 25,010 FY04 Average Sunday ridership 18,064 9 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

109 Trinity Railway Express (diesel commuter rail) Length of line 35 miles Number of Stations 10 Vehicle fleet 13 rail diesel cars, 6 locomotives, 10 bi-level trailer cars, 7 bi-level cab cars FY04 ridership 2.2 million passenger trips FY04 Average weekday ridership 7,440 FY04 Average Saturday ridership 3,986 Average Sunday ridership TRE does not operate on Sunday High Occupancy Vehicle (HOV) Lanes Number of interim lanes 4 Number of freeway miles 31 FY04 commuter trips 35.0 million Average weekday trips 105,933 General Mobility Programs (carpool, vanpool) FY04 ridership 378,500 Paratransit (van service for disabled customers) Registered participants (October 2004) 7,680 FY04 ridership 589,100 Number of paratransit vehicles 157 (100 vans, 57 sedans) 10 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

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111 12 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

112 B. Threats and Critical Assets Potential threats to the regional transit systems are with threats within the region, across the United States and demonstrated internationally. Although no specific or credible threats have been made directly to the region s transit authorities, a primary concern is improvised explosive devices (IED) due to the popularity of this method overseas. An industrial chemical release is also a concern due to their ready availability in the region in which they can be accessed or acquired. No declared acts of terrorism have been committed within the region or against the transit authorities; however, there have been high visibility convictions of local residents for supporting terrorism and a possible surveillance video of DART and other Texas landmarks was discovered in North Carolina in July To ensure transportation authorities have access to timely information, DART police has a representative on the NTJTTF. Through a ODP Needs Assessment that is currently on-going for DART and the TRE, the top critical assets have been determined to be the Light Rail Service and Inspection Facility, DART East Dallas Complex, West End Station, TRE Equipment Maintenance Facility, DART Administrative Headquarters, City place Station, Convention Center Station, Union Station and the North Central Tunnel. Other critical assets include aerial structures and bridges and the remaining bus operations facilities. VII. Capabilities and Needs DART has a System Security Program and an Emergency Management Plan in place. The System Security Program Plan follows the guidance of the FTA and the Emergency Management Plan follows the same format at the state and local plans to facilitate coordination during an emergency or disaster. The DART plans incorporate the TRE and its assets. As required by HSPD-5, Management of Domestic Incidents, Incident Command System is fully incorporated into the appropriate plans. NIMS training is ongoing and review and necessary revisions to address NIMS in the plans will be accomplished in the next annual review cycle. The Emergency Management Plan is an all-hazards plan aligned with HSPD-8, National Preparedness and follows the State recommended template. This format was chosen over the FTA recommended format so that emergency operations within DART/TRE would align with the member cities and counties. Although passenger involvement is critical to the success of a security program, there is currently no mechanism within the Security or Emergency Management Plans to formally draw on citizen support during an emergency or act of terrorism. Citizen involvement is encouraged through the Passenger Guide to Security & Safety, public safety announcements and presentations at community meetings to assist the transportation authorities in prevention of criminal acts within the transit system. A. Organization DART Police, DART and TRE maintenance personnel provide specialized system knowledge during a transit incident as well as coordination with DART and TRE departments and resources. DART and TRE, similar to other business entities in the member cities, must depend on local responders to handle major incidents. The DART Police Department is established within the jurisdictional restraints under the Texas Transportation Code Section All DART Police Officers are sworn Texas peace officers 13 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

113 and have all the rights, privileges, obligations, and duties of any other peace officer in this state while on the property under the control of DART or in the actual course and scope of the officer s employment. The law enforcement power granted under this section is subordinate to the law enforcement power of a municipality. As a general rule, DART officers will respond to all calls for service and have jurisdiction for all misdemeanor crimes, and felony property crimes, including Robbery, Aggravated Robbery and Motor Vehicle offenses. Felony assaults of DART customers and employees, and DART drug cases will be handled by DART officers unless the local police department assumes responsibility for these incidents. The local police department will respond to felony-in-progress calls and have primary jurisdiction on felony crimes against persons. These offenses include, but are not limited to: homicide, suicide, unexplained deaths, sexual assaults, officer-involved shooting incidents, hostage situations and the criminal attempt of these offenses. DART officers will also respond but will only control the situation, protect the crime scene, render first aid, and detain suspects and witnesses until the local police department arrives. Within the Metropolitan Urban Area, there are numerous specialized response teams that could be utilized in a transit incident. Local teams or mutual aid agreements between Metropolitan Urban Area jurisdictions cover the entire transit infrastructure. The following table is from the Metropolitan Urban Area Strategy (February 21, 2005). Type of Team Total Number of Teams Total Number of Teams providing Mutual Aid Total Number of Teams receiving Mutual Aid HazMat Decontamination SWAT Bomb Squad Technical Rescue Urban Search & Rescue Heavy Rescue MMRS Public Health TOTAL Intelligence and law enforcement information on potential threats are gathered and disseminated in a variety of ways. DART Police receives and distributes information through the Texas Law Enforcement Telecommunications System, as well as through the NTJTTF, Downtown Emergency Response Team, and FBI Southwest Emergency Response Network, regional and national Federal Transit Administration (FTA) bulletins and with member city police departments. Working relationships between DART and local law enforcement agencies are continually enhanced through cooperative responses to incidents and acknowledgement of the interdependency each law enforcement agency has with other agencies and teams within the Metropolitan Urban Area. When security information is received, depending on the nature and source, it is passed to the Chief, DART Police, NTJTTF representative or Manager of Emergency Preparedness. The information is analyzed for further distribution to DART senior management, employees, Police Officers, vehicle operators, security guards, and local authorities. Not all security information is appropriate to be distributed to every one of the above groups. Representatives from each Urban Area in the Metropolitan Urban Area are members of the RTSWG. Mass transit is also represented in the Regional Emergency Preparedness Advisory 14 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

114 Council, which is a subcommittee of the Emergency Preparedness Planning Council organized by the North Central Texas Council of Governments (NCTCOG). Mass transit is well integrated into the plans of member cities, which have rail assets. Progress with other member cities is on going. Although explosive detection canines are available for use within the region, access to them on a scheduled basis is not possible. Regional transit authorities need to acquire independent explosive detection capability. The preferred method of this detection is canines. Canines provide a high degree of accuracy and raise customer confidence and offer a sense of security to passengers and employees that technology cannot match. Contact has been made with the Transportation Security Administration to obtain explosive detection canines for DART and The T. B. Equipment As mentioned above, regional transportation authorities are currently investigating the acquisition of explosive detection canines. However, a variety of equipment is available that would fill other needs for detection of and response to weapons of mass destruction, including improvised explosive devices, within the transportation systems. The ODP Needs Assessment, which is currently on going, will identify the most appropriate equipment based on threat-based scenarios. This needs assessment will enable the transit authorities to utilize current grant funding for optimum system security and return on investment. Equipment not purchased using grant funding can be programmed into the transit systems capital equipment purchase program. Communications interoperability is extremely important within the transit systems and within the region. The Texas Homeland Security Strategic Plan: acknowledges that the state will employ a network approach using the demonstrated leadership at the regional level through the Texas Council of Governments and adherence to DHS technical requirements for wireless public safety communications and interoperability. This plan leverages existing radio systems rather than the costly replacement of the existing radio infrastructure. C. Training All transit employees are required to have security awareness training. DART currently has on-line training based on the FTA National Transit Institute (NTI) Employee Security Awareness course and trains all new employees in new employee orientation. First line employees should also have the next level course from FTA NTI, Terrorism Awareness, Recognition and Response. DART has hosted a train-the-trainer session for this course. DART Police are also required to have an eighthour awareness course geared toward law enforcement response to a WMD event. All training will be reviewed annually and updated as necessary. Current terrorism trends and events will be added to Police training as they occur. D. Exercises and Drills DART/TRE will participate in exercises hosted by member cities and regional partners as requested. DART/TRE will also actively advocate transit related scenarios with these exercises. Full-scale exercises enable local responders to demonstrate familiarity with transit equipment. Tabletop exercises allow local decision makers to become familiar with the role and capability of transit agencies and allow transit officials to better understand local response processes. DART/TRE should participate in at least one regional exercise per year, either full-scale or tabletop. All responding agencies and departments within DART should be participants. Departmental drills will be used to familiarize transit operators with agency specific response procedures. Start-up drills are conducted with member cities as part of system certification before 15 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

115 rail service can begin to that community. Annual drills with all shifts will be conducted in the City place tunnel to ensure firefighters and DART responders are familiar with the unique access and operational characteristics of the tunnel. VIII. GOALS AND OBJECTIVES Goal 1: Prevent terrorist attacks against transit agencies within the region. Objective: Limit unauthorized access to DART/TRE facilities (storage and fueling) and other critical assets by January 31, Implementation steps: Identify all critical asset sites within the DART/TRE system. Conduct vulnerability analyses for access security at each critical asset. Review and prioritize recommendations from vulnerability analyses. Conduct cost benefit analysis and alternate solutions for recommendations. Annually review, prioritize and analyze status of critical asset security systems. Coordinate with the Governor s Office and GDEM to identify potential sources of funding to meet resource requirements. Determine and identify available federal transit funding sources. If needed, enter project into capital projects budget cycle for approval. Acquire critical asset security systems. 1.2 Objective: Continue to heighten public awareness of and foster proper reporting of suspicious activities and/or packages by January 31, Implementation steps: In partnership with the American Public Transportation Association, the Community Transportation Association of America, and the Transportation Security Administration (TSA) continue to utilize the Transit Watch Program. In partnership with local, State and Federal partners and the Metropolitan Urban Area, create public awareness citizen campaigns that will emphasize regional transit security cooperation by educating the public concerning transit activities and needs during daily and heightened awareness operations. In partnership with local, State and Federal partners and the Metropolitan Urban Area, increase security related public awareness announcements during elevated Homeland Security Threat Levels. Partner with member cities, local jurisdictions and their Citizen Emergency Response Teams to provide training to include familiarization of transit equipment, transit disaster response procedures, terrorism awareness, alert and warning systems, and State and local emergency plans via a range of community venues and communication channels. Encourage transit directors/managers to become vetted members of the HSIN-Critical Infrastructure program. Coordinate with the Governor s Office and GDEM to identify potential sources of funding to meet resource requirements. 1.3 Objective: Train regional transit employees and adjacent public safety personnel in transit security awareness as it relates to the areas of IEDs, CBRNE, technological and natural incidents by January 31, Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

116 Implementation steps: Review current procedures for transit employee observation and reporting requirements. Ensure that all transit employees receive ODP recognized Awareness Level and Sustainment training. Conduct employee behavioral recognition training for transit first line employees. Conduct recognition drills and exercises for all transit employees. Ensure all member city public safety personnel are included in the transit training drills and exercises. Review ongoing efforts throughout the region and coordinate with the appropriate agencies to provide training to transit employees on jurisdictional alert and notification systems. 1.4 Objective: Maintain and enhance intelligence gathering and sharing of information between local, State, and Federal partners by January 31, Implementation steps: Encourage transit directors/managers to partner with the regional Project Innovation initiative to prevent or minimize the impacts of natural, intentional and accidental disasters through cross-jurisdictional and cross-disciplinary information sharing and interoperable, redundant communications. Continue DART Police participation in the NTJTTF. Update Police Memorandums of Understanding with member city departments to address intelligence sharing. Determine the status of current MOUs that are in place and being utilized. Identify, assist and partner with existing/enhanced information sharing efforts within the region. 1.5 Objective: Increase coordination and sharing of Intelligent Transportation System information between transit agencies, emergency management agencies and local, state and federal transit agencies by January 31, Implementation steps: Integrate the DART/TRE Emergency Operations Centers with the local transit agencies to further communication links. Establish POC list for regional stakeholders and existing transportation committees. Attend regional stakeholder and Emergency Management meetings. Report recommendations to state and federal agencies for potential funding. Goal 2: Develop, enhance and expand detection capabilities of the regional transit agencies as it relates to IEDs, CBRNE, technological and natural incidents. 2.1 Objective: Establish a recognized canine program to deter and detect the introduction of explosives devices into the DART/TRE system by January 31, Implementation steps: Research and if needed, request canines through TSA National Explosives Detection Canine Program. Prioritize and select canine handler from DART Police force. 17 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

117 Create acclimation and training schedule. Update DART/TRE MOUs with member city departments to address explosive detection canines. 2.2 Objective: Enhance detection capabilities within transit facilities by January 31, Implementation steps: Evaluate appropriate use of the National Nuclear Security Administration s Chemical and Biological National Security Program for Response Options and Technology Enhancements for Chemical/Biological Terrorism (PROTECT). Research and evaluate optimal camera configuration and recognition software for each critical asset facility. Research and evaluate perimeter intrusion detection solutions for each critical asset facility. Research and evaluate automated vehicle location systems. Coordinate with the Governor s Office, GDEM, and NCTCOG to identify potential sources of funding to meet resource requirements. Determine and identify available transit funding sources. If needed, enter project into capital projects budget cycle for approval. Goal 3: Ensure a timely and efficient response to regional transit related events involving IEDs, CBRNE, technological and natural incidents. 3.1 Objective: Update current Emergency Management Plan/Business Continuity Recovery Plan October 1, Implementation steps: Expand Emergency Management Plans/Business Continuity Plans to address citizen participation. Identify the Recovery Point Objective - the point in time to which systems and data must be recovered after an outage as determined by the business unit. Identify the Recovery Time Objective - the period of time within which systems, applications, or functions must be recovered after an outage, also known as Maximum Allowable Downtime. Identify any critical equipment and/or materials that would need to be pre-fabricated or in stock. 3.2 Objective: Ensure DART/TRE meets HSPD-5 and Governor s Executive Order RP40 by adopting, implementing and meeting full compliance with the National Incident Management System (NIMS)/ Incident Command System (ICS) by October 1, Implementation steps: Formally recognize the NIMS/ICS and adopt those principles and polices through legislation and/or executive/administrative means. o Forward a copy of the resolution and any resulting documentation to GDEM. Develop an internal strategy during 2005 that will allow full NIMS compliance no later than October 1, Fully integrate the NIMS/ICS into transit preparedness, response and recovery system for major accidents, disasters, or terrorist incidents. Utilize NIMCAST or another assessment tool to show NIMS compliance. 18 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

118 Ensure all DART/TRE employees in leadership positions take the NIMS Awareness Course, FEMA EMI IS-700 course. Update DART/TRE Emergency Management Plans/Business Continuity Plans, standard operating procedures and guides to incorporate the NIMS/ICS. o Forward a copy of the plans, procedures and guides to GDEM for review. Include NIMS/ICS applications into DART/TRE drills and exercises. 3.3 Objective: Develop effective and comprehensive transit exercise program by January 31, Implementation steps: Coordinate with GDEM, member cities and regional stakeholders to ensure that DART/TRE is involved in regional exercises. Design, conduct and evaluate transit threat and performance based exercises. o Involve citizens and citizen awareness groups in all aspects of exercises, including planning, implementation, and after action review. Evaluate performance of critical prevention and response tasks. Assist GDEM with exercise after action reports and improvement plans and submit to ODP. Conduct annual drills for each transit fire rescue shift. Conduct start up rail drills for each jurisdiction before rail service begins. 3.4 Objective: Establish current transit interoperability level and maintain interoperable communication systems consistent with regional priorities by January 31, Implementation steps: Following the completion of the on going ODP Needs Assessment, Metropolitan Transit will evaluate existing communications equipment and determine if there is a need to purchase additional radio interoperability systems to achieve interoperability with member cities and local first responders. Ensure that communications equipment being procured will lead to improved multidisciplinary and/or multijurisdictional interoperable public safety communications. If needed, acquire and install interoperable communication systems. Inform member cities and local jurisdictions concerning current transit frequencies to be incorporated into jurisdictions Standard Operating Procedures. Coordinate with the Governor s Office and GDEM to identify potential sources of funding to meet resource requirements. Determine and identify available transit funding sources. If needed, enter project into capital projects budget cycle for approval. 3.5 Objective: Establish formal training program for transit assets for transit personnel and member city first responders by January 31, Implementation steps: Create an internal training program for new employees and new responders to receive continuing education training every two years. Training should include familiarization of transit equipment and transit disaster response procedures. Create an external training program for local responding jurisdictions to include a training video. Training should include familiarization of transit equipment and transit disaster response procedures. 19 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

119 Goal 4: Prepare for rapid recovery and resumption of regional transit operations in coordination with responding jurisdictions. 4.1 Objective: Identify partner recovery resources and determine their role in the transit recovery process by January 31, Implementation steps: Identify existing MOUs with member cities and responding jurisdictions. Develop MOUs with responding jurisdictions concerning activation, procedures for requests and provision to include liability, costs, insurance and termination. Encourage current and resulting MOUs be of a reciprocal nature and that MAA does not place unreasonable burden on either the providing or the receiving agency. Identify special teams and resources located within the region. Ensure member cities and responding jurisdictions are trained on DART/TRE operating procedures and capabilities included in the transportation annex of their Emergency Operations Plan. 4.2 Objective: Evaluate various transit contractor agreements and determine if existing contracts authorize and/or identify their scope of work in regards to recovery from IEDs, CBRNE, technological, and natural incidents by January 31, Implementation steps: Review contracts and determine processes to change contractor scope of work, if needed. Verify contractor credentials, certifications, and references. Create, maintain and distribute contact list of supporting contractors. 4.3 Objective: Evaluate local, state and federal programs that could possibly assist transit agencies in acquiring reimbursement for expenses incurred while recovering from an IEDs, CBRNE, technological and natural event by January 31, Implementation steps: Review existing transit insurance contracts and determine processes to change, if needed. Coordinate with the Governor s Office and GDEM to identify potential sources of funding to meet resource requirements. IX. PRIORITIZATION OF GOALS AND OBJECTIVES In general, DART/TRE would establish prioritization of current and future projects in the following areas: Prevent terrorist attacks against transit agencies within the region. Develop, enhance and expand detection capabilities of the regional transit agencies as it relates to IEDs, CBRNE, technological and natural incidents. Ensure a timely and efficient response to regional transit related events involving IEDs, CBRNE, technological and natural incidents. Development of transit MOUs inclusive of all major disciplines with Homeland Security responsibilities. 20 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

120 Training for First Responders, emergency management staff and other stakeholders in WMD/ICS-Unified Command, WMD Awareness, Hazardous Materials Technician level, Disaster Declaration and Recovery processes. Maintain interoperable communications systems. X. EVALUATION PLAN The RTSWG will conduct quarterly meetings in order to review the strategic goals, objectives, and implementation steps of the RTSS. This committee, voting and non-voting members will evaluate achievements and identify pending objectives that remain incomplete. Additionally, they will have the responsibility of revisions as needed for these objectives in order to meet those designated goals supported by the RTSWG. This workgroup will identify those revised goals and objectives through the standardized reporting format designated by the ODP. This report will ear mark those goals and objectives which have been revised and provide new supporting information regarding their measurements and assigned deadlines for completion. 21 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

121 Attachment A Acronyms and Abbreviations CBRNE Chemical, Biological, Radiological, Nuclear & Explosive CI/KR Critical Infrastructure/Key Resources DART Dallas Area Rapid Transit DHS Department of Homeland Security DERT Downtown Emergency Response Team EMI Emergency Management Institute FEMA Federal Emergency Management Agency FTA Federal Transit Administrative GDEM Governor s Division of Emergency Management HOV High Occupancy Vehicle HSIN-CI Homeland Security Information Network-Critical Infrastructure HSPD-5 Homeland Security Presidential Directive 5 HSPD-8 Homeland Security Presidential Directive 8 ICS Incident Command System IED Improvised Explosive Device MOU Memorandum of Understanding MUASI Metropolitan Urban Area Security Initiative NCERT North Central Emergency Response Team NCTCOG North Central Texas Council of Governments NCTUA North Central Texas Urban Area NERRTC National Emergency Response and Rescue Training Center NIMCAST National Incident Management System Compliance Assurance Support Tool NIMS National Incident Management System NRP National Response Plan NTI National Transit Institute NTJTTF North Texas Joint Terrorism Task Force ODP Office for Domestic Preparedness POC Point of Contact PROTECT Program for Response Options and Technology Enhancements for Chemical/Biological Terrorism RTSS Regional Transit Security Strategy RTSWG Regional Transit Security Working Group TEEX Texas Engineering Extension Service TRE Trinity Railway Express TSA Transportation Security Administration TSGP Transit Security Working Group WMD Weapons of Mass Destruction 22 Metropolitan Regional Transit Security Strategy Version 1.0 2/5/2008

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