THIRA process presentation for MADRA 11 21-13


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Review of regional efforts to assess and build capabilities in the Baltimore region. Discusses the Threat and Hazard Identification and Risk Assessment and the State Preparedness Reporting process as well as Maryland initiatives for preparedness. Presented at the MADRA meeting.

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  •  Brian Bauer is the Homeland Security Planner for the Harford County Department of Emergency Services. He serves as the department's liaison to law enforcement, intelligence and government agencies. In the emergency management arena he serves an Senior Operations Officer in the Harford County Emergency Operation Center (EOC) and serves as the emergency management liaison to field incident command elements. Brian also serves as the Chairman of the Baltimore Urban Area Security Initiative (UASI) Whole Community Committee and serves on the UASI Training and Exercise Workgroup.Tom McNeal Tom came into a career in Emergency Management through his work as a Law Enforcement Officer in the Midwest serving as part of a State Incident Management Team and deployed to many major disaster events serving at all levels of the Incident Command structure. He currently works as an Emergency Management Specialist with the Howard County Office of Emergency Management. 
  • Steve Davis is the President of All Hands Consulting and has over 40 years of experience in various emergency management and response fields.Steve has supported planning projects with twelve different UASIs, including the Baltimore UASI, as well as other federal, state, and local entities. Steve has also managed numerous private sector projects in emergency response and continuity of operations efforts. Steve’s recent project work includes catastrophic planning, strategic planning, long-term recovery, and business continuity work across the US. Steve holds a Masters Degree in Public Policy from the University of Maryland.
  • The MEPP is the overarching platform to ensure a consistent and comprehensive approach to preparedness.MEMA is coordinating the effort with other state agencies, local partners and the private sector.
  • Core Capabilities are listed in the National Preparedness GoalPresidential Policy Directive 8: National Preparedness (PPD-8) describes the Nation’s approach to preparing for the threats and hazards that pose the greatest risk to the security of the United States. National preparedness is the shared responsibility of our whole community. Every member contributes, including individuals, communities, the private and nonprofit sectors, faith-based organizations, and Federal, state, and local governments. We describe our security and resilience posture through the core capabilities (see Table) that are necessary to deal with great risks, and we will use an integrated, layered, and all-of-Nation approach as our foundation.
  • Baltimore's annual preparedness cycle address a process of constant improvement across the core capabilties
  • HoCo: "Our best first responder is a prepared community"
  • THIRA process presentation for MADRA 11 21-13

    1. 1. Baltimore UASI Capabilities Assessment Process November 21, 2013 MADRA Laurel, MD
    2. 2. Introduction Steve Davis – Project Consultant, Baltimore Urban Area Strategic Planning Project  Brian Bauer, Chair UASI Whole Community Committee  Tom McNeal, Chair UASI Recovery Committee All Hands Consulting 2
    3. 3. All Hands Consulting 3
    4. 4. What is UASI?  Urban Areas Security Initiative (UASI = Waa-Cee)  Homeland Security Grant Program intended to enhance regional preparedness in major metropolitan areas  UASI supports regional collaboration and is meant to assist in the creation of regional systems for prevention, protection, mitigation, response, and recovery All Hands Consulting 4
    5. 5. The Baltimore UASI  The Baltimore Urban Area Working Group (UAWG) has managed over $80 million in federal grants since 2003  DHS places the Baltimore region in the top 25% of urban areas with respect to asset-based risk  Not only as a potential target for terrorist but as an entry point for staging activities All Hands Consulting 5
    6. 6. National Capital Region  The NCR Urban Area is ranked 4th behind NYC, LA, and Chicago  Over $560 million since 2003  Obvious target based on strategic and symbolic value  The UAWG oversees regional coordination and a security strategy to increase preparedness. All Hands Consulting 6
    7. 7. Maryland  The Maryland Emergency Management Agency (MEMA) works with both the Baltimore and NCR UASIs as well as the rest of the State of Maryland enhance preparedness  Maryland Emergency Preparedness Program (MEPP).  Similar Strategy and THIRA process  Works with Baltimore and NCR to identify the preparedness needs and implement projects to fill those gaps All Hands Consulting 7
    8. 8. Risk Solutions International LLC CONFIDENTIAL 8
    9. 9. National Preparedness System 9 9
    10. 10. Our Approach  Assess threats/hazards  Base plans on the most severe: – Review and estimate outcomes, impacts, and targets for all core capabilities – Identify resource requirements – Identify shortfalls – Set priorities for improvement All Hands Consulting 10
    11. 11. What is THIRA? Threat and Hazard Identification and Risk Assessment (THIRA) THIRA is a risk-assessment process that:  Helps the whole community identify and understand likely vulnerabilities  Reduces duplication of efforts by building on risk assessment efforts already in place All Hands Consulting 11
    12. 12. THIRA FEMA Guidance uses a four step process All Hands Consulting 12
    13. 13. State Preparedness Report (SPR)     SPR serves as a capability assessment Uses a five point scale Rate POETE with and without mutual aid Include gaps and recent advances 1/27/2014 (5) 100% Capable (4) (3) (2) (1) No Capability 0% Not assessed 13 13
    14. 14. Planning Process Stakeholder workshops to:  Estimate outcomes, impacts, and targets  Estimate resource requirements  Conduct a capabilities estimation  Perform a gap analysis using SPR  Prioritize capabilities to enhance All Hands Consulting 14
    15. 15. Organizational Structure 15 15
    16. 16. Recovery Whole Community (LEPC, CERN, Etc.) S S S P S S S S Public Information and Warning S S S S P S S S Operational Coordination S S S P S S S S S S S Prevention/Protection All Baltimore UASI Proposed Committee Structure Interoperable Technology (Data, Comms, Cyber, Public Information and Outreach Emergency Management (Planning) Law Enforcement Prevention and Protection Committees have responsibility for specific core capabilities Health and Medical (incl AFN)  Special Operations (IMT, US&R, HazMat, TRT, MMRS, Planning Committees to Capabilities Forensics and Attribution P Intelligence and Information Sharing P Interdiction and Disruption P Screening, Search, and Detection P Access Control and Identity Verification P Cybersecurity S Mitigation Assess respective capabilities Physical Protective Measures P  S S Risk and Disaster Resilience Assessment P Threats and Hazard Identification Critical Transportation Environmental Response/Health and Safety S S S P S P P S P S S S S S S S S S S S S S P S P S P S S P S Operational Communications S Public and Private Services and Resources S Public Health and Medical Services Situational Assessment HazMat (BUASI Capability to include CBRNE Detection, Response, and Decontamination) Fire Incident Response Support (BUASI Capability to include Firefighting, Rescue, Evacuation, etc.) SWAT (BUASI Capability for Special Weapons and Tactics response to terrorist and/or criminal threats) P S S S S Explosive Device Response (BUASI Capability for explosive device-related incident response and mitigation) P P P P S S S S S S S S S S S S P S P S P S S S S S Economic Recovery All Hands Consulting S P On-scene Security and Protection Sustain capabilities S Long-term Vulnerability Reduction Mass Search and Rescue Operations Response Prioritize improvements S P Mass Care Services Recovery  S S Community Resilience Fatality Management Services Identify gaps S P P Infrastructure Systems (Response Focus)  S P Risk Management for Protection Programs and Activities Supply Chain Integrity and Security  S S S P S S P S Housing S P 16 S Infrastructure Systems (Recovery Focus) S P S Natural and Cultural Resources S P S Health and Social Services S
    17. 17. Threats and Hazards These are those threats and hazards of the greatest concern for stressing the limits of our capabilities  Hurricane  Winter Storm  Attack/CBRNE  Cyber Attack  Pandemic  Nuclear Facilities All Hands Consulting 17
    18. 18. Strategic Planning  Strategies are a requirement of the UASI Program  These describe the mission, vision, goals and objectives necessary to achieve increased capabilities  UASI stakeholders work to build the Strategy based on the THIRA and a Capabilities Assessment  The Strategy guides the implementation of the program and sets funding priorities All Hands Consulting 18
    19. 19. Whole Community  A government-centric approach to emergency management is not enough  We must leverage all of the resources of our communities  Expect to see more of a focus on including the “whole community” in preparedness planning. All Hands Consulting 19
    20. 20. Maryland Prepares  Maryland developed the “Maryland Prepares” App  The app provides important information and tools to help residents be more informed and prepared for emergency situations  Includes preparedness tips, alerts, “I’m Safe” and other tools  App Store and Google Play All Hands Consulting 20
    21. 21. Maryland PSIP  Maryland developed Private Sector Integration Program (PSIP) to: – Incorporate the private sector into the emergency management framework – Provide a voice to the business community – Increase information sharing between the private and public sectors – Sign-up to receive alerts on weather, road closures, power outages, unmet needs All Hands Consulting 21
    22. 22. Maryland OSPREY  OSPREY Operational Situational Picture for Response to an Emergency  GIS maps will facilitate information sharing about current status of infrastructure All Hands Consulting 22
    23. 23. Regional Integrated Transportation Information System RITIS: UM CATT Lab Data sharing, dissemination, and archiving system . Dashboard, and visual analytics that help agencies gain situational awareness, measure performance, and communicate information between agencies and to the public. All Hands Consulting 23
    24. 24. Regional Integrated Transportation Information System RITIS: Data sharing, dissemination, and archiving system . Dashboard, and visual analytics that help agencies gain situational awareness, measure performance, and communicate information between agencies and to the public. All Hands Consulting 24
    25. 25. Questions? Web Resources Urban Areas: Baltimore UASI: NCR: Maryland Prepares/PSIS/OSPREY: RITIS: All Hands Consulting 25