Maryland's 12 Core Goals for Homeland Security


Published on

September, 2011

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Maryland's 12 Core Goals for Homeland Security

  1. 1. Maryland’s 12 Core Goals for Homeland Security and 10 Years of Progress September, 2011
  2. 2. <ul><li>First responders within the same jurisdiction are unable to communicate directly with one another without a separate patching system that connected different radio systems. First responders in different jurisdictions have no means to communicate with each other. The inability to communicate has tragic results on September 11, 2001: as police were ordering their personnel out of the towers, the fire department was still ordering their personnel into the towers. </li></ul>Develop an interoperable communications and information technology infrastructure 1 THEN
  3. 3. <ul><li>We’ve built regional interoperable radio networks across the state that support inter-county first responder communication. We are building a statewide radio network that will unite these regional efforts and connect first responders in neighboring cities and jurisdictions using the same radios they carry on their belts every day. We’re also building a state-of-the-art Computer Aided Dispatch system that will allow law enforcement to share real-time dispatching information on active police incidents and criminal investigations. And we’ve integrated more than 300 data sources onto an online mapping system that serves as a common operating picture for first responders throughout the state. </li></ul>Develop an interoperable communications and information technology infrastructure 1 NOW READ MORE
  4. 4. <ul><li>Police officers had little access to law enforcement information databases when out in the field, and often could rely only on their judgment if they encountered something suspicious. For example, on September 9, 2001, a man named Ziad Jarrah was stopped for speeding by a Maryland State trooper on I-95 in Cecil County. Two days later, Mr. Jarrah helped hijack United Airlines Flight 93, which crashed in rural Pennsylvania. There was no way to alert this trooper that Mr. Jarrah was a dangerous individual. </li></ul>Develop an information sharing structure that addresses local and regional issues and that feeds data into Regional Information Centers and MCAC 2 THEN
  5. 5. 2 NOW Develop an information sharing structure that addresses local and regional issues and that feeds data into Regional Information Centers and MCAC READ MORE We’ve made information from federal watch lists on dangerous individuals is made available to police officers in the field through our intelligence fusion center, which brings together personnel from more than 25 state, local, and federal law enforcement agencies. We’ve deployed more than 300 license plate readers throughout the state and are feeding data collected from these units into the fusion center to help local law enforcement agencies to recover stolen vehicles, identify wanted persons, and aid in criminal and terrorist investigations.
  6. 6. <ul><li>Improvised Explosive Devices (IED) or Weapons of Mass Destruction were not seen as threats that first responders were likely to face 10 years ago. The specialized response teams that did exist lacked sophisticated equipment and training and rarely worked with other teams across jurisdictional lines. </li></ul>Ensure that every metropolitan region has Type 1 HAZMAT and Explosive Device Response Teams 3 THEN
  7. 7. <ul><li>We have seven highly trained and highly equipped Bomb Squad teams that are able to protect every region in the state from explosive devices. These teams regularly train with each other and their partners in other specialized areas (Hazardous Materials, Tactical Operations, etc.) to increase their preparedness. They also share response time data and today are able to respond to 95 percent of all explosive material calls throughout the state within one hour of notification. </li></ul>3 NOW Ensure that every metropolitan region has Type 1 HAZMAT and Explosive Device Response Teams READ MORE
  8. 8. <ul><li>Personal Protective Equipment like face masks and breathing apparatuses were considered for firefighters only. The attacks of September 11 and the Howard Street tunnel fire in downtown Baltimore the same year demonstrated that police officers may be called to respond to incidents outside of their traditional training, like dangerous chemical fires or falling buildings. </li></ul>Develop a system of coordination to facilitate the acquisition of universally compatible first responder protective equipment 4 THEN
  9. 9. <ul><li>We’ve provided officers in the state’s five main law enforcement agencies with standard package of personal protective equipment. Our law enforcement officers are trained and fitted each year for this equipment so that when the time comes, they will know how to use it and potentially save their own lives. We are also setting up bulk purchase contracts to make it easier and more affordable for local law enforcement agencies to purchase this equipment for their own field officers. </li></ul>4 NOW Develop a system of coordination to facilitate the acquisition of universally compatible first responder protective equipment READ MORE
  10. 10. <ul><li>Our public health agencies at the state and local level had long collected data on flu strains and viruses, but it was not systematically collected and analyzed to identify the spread of illnesses or cases of a potential weaponized virus. As Mayor of Baltimore, Governor O’Malley ordered a rudimentary biosurveillance system shortly after September 11, 2001 to bolster the state’s defenses against a chemical or biological weapon of mass destruction, but Maryland lacked a statewide biosurveillance system. </li></ul>Maximize participation from hospitals & pharmacies in bio-surveillance systems 5 THEN
  11. 11. <ul><li>We have connected all 46 acute care hospitals and more than 300 pharmacies across the state to a single, statewide biosurveillance system called ESSENCE. ESSENCE collects data on patient symptoms at hospital emergency rooms and both over-the-counter and prescription medication sales data from pharmacies to help provide an early warning to the public health system of an outbreak and track where and how a communicable illness is developing. The system was successfully deployed in 2009 during the H1N1 scare, and by the end of the year will include anonymous elementary school absenteeism data, which will improve its ability to identify emerging public health threats. </li></ul>5 NOW Maximize participation from hospitals & pharmacies in bio-surveillance systems READ MORE
  12. 12. <ul><li>Cities and states had a poor understanding of the critical infrastructure assets that may be vulnerable to attacks in their own backyards, often lacking information on private sector assets and not sharing this information with law enforcement agencies. </li></ul>Develop a unified statewide critical infrastructure database system 6 THEN
  13. 13. <ul><li>We have catalogued more than 3,800 critical infrastructure sites throughout the state and recorded key vulnerability information in an electronic database that is available to state and local law enforcement agencies. Since 2007, we’ve conducted more than 140 vulnerability assessments at critical infrastructure facilities throughout the State and identified important security enhancements at these sites. </li></ul>6 NOW Develop a unified statewide critical infrastructure database system READ MORE
  14. 14. <ul><li>Governors, mayors, and their cabinets may have trained for responding to a hurricane, blizzard, or other common weather events, but they rarely considered practicing a response to an Improvised Explosive Device (IED), a debilitating computer virus, or any of the man-made threats that cities and states now face and must prepare for. </li></ul>Develop a single statewide exercise and training strategy 7 THEN
  15. 15. <ul><li>Each year, Governor O’Malley’s cabinet convenes to review, drill, and improve the state’s response plans to hurricanes, snow storms, and likely man-made threats. This past August, we held the state’s first ever cyber security cabinet drill. To bolster our preparedness across the state, we’ve developed a statewide multi-year Exercise and Training Plan. Last year, MEMA supported 24 statewide exercises, ranging from oil spills in the Bay to sheltering operations following a hurricane. </li></ul>7 NOW Develop a single statewide exercise and training strategy READ MORE
  16. 16. <ul><li>Prior to Governor O’Malley’s administration, we did not know how many CCTV cameras the State owned, let alone networking and sharing those images across agency silos and with local government to protect residents, visitors, and critical infrastructure sites. Local CCTV systems were not linked in with State systems, and critical infrastructure sites lacked systems. </li></ul>Develop a robust CCTV system that monitors key public resources and critical facilities 8 THEN
  17. 17. <ul><li>We have inventoried more than 8,400 state owned and operated CCTV cameras, and we are integrating different camera systems with one another and sharing access to them with local governments, and in turn leveraging local systems. We have tripled the number of traffic cameras available to the public online, and have installed hundreds of new cameras to help monitor and protect the Port, our rail transit stations, BWI airport, bridges and tunnels, and other key infrastructure sites. Camera images are available remotely from vehicles to operations centers and can be transmitted into the field to first responders’ laptops and PDAs. </li></ul>8 NOW Develop a robust CCTV system that monitors key public resources and critical facilities READ MORE
  18. 18. <ul><li>If a hospital were on “code red” and could not accept any additional patients in its emergency room, the only way to communicate this to outside hospitals, EMS providers, and others in the health community was through fax machines and call-down lists. There were few reliable ways to track and manage the distribution of large numbers of casualties throughout a health care system. </li></ul>Enhance Maryland's medical technology and information sharing infrastructure 9 THEN
  19. 19. <ul><li>We’ve built an online health and medical information dashboard that collects in real-time data on hospital emergency room status and availability of key resources and makes it available to all hospitals, local health departments, and individual EMS transport units. We’re also equipping EMS transport units with handheld patient tracking devices that record key patient information at the time of an encounter and make it accessible to hospitals and local EMS departments. We have created a Disaster Medical Assistance Team prepared to deploy mobile hospital services in the event of an emergency, a Critical Care Surge plan to assist hospitals in making decisions about scarce resources during surge events, and a system to track the stress on hospital resources during a surge. </li></ul>9 NOW Enhance Maryland's medical technology and information sharing infrastructure READ MORE
  20. 20. <ul><li>Planning for emergencies was far from comprehensive; for several years MEMA lacked a planning division altogether, and did not even retain copies of local emergency plans. State agencies did not have Continuity of Operation (COOP) plans in case they lost power, and plans for shelter and evacuation were incomplete. </li></ul>10 THEN Constantly update emergency response plans
  21. 21. <ul><li>The State retained world renowned expert James Lee Witt to review the State’s preparedness, and as a result completely rewrote and revised the State’s core emergency operations plan. We have written, tested, and, during Hurricane Irene, enacted a comprehensive plan to evacuate foreign student workers from Ocean City to State mass care shelter sites, where they were housed and fed for three days before being safely transported back to Ocean City. We have re-opened MEMA’s planning division, all local EOPs are available at MEMA, and every state agency has a COOP plan that has been reviewed for accuracy and sustainability. </li></ul>10 NOW Constantly update emergency response plans READ MORE
  22. 22. <ul><li>Critical facilities like hospitals, shelters, and 9-1-1 call centers often lacked either backup power, backup communication capabilities, or both, and key facilities which lacked generators were not pre-wired to receive mobile generator power. If power from primary networks or sources were not available due to inclement weather or an emergency, key services could be lost. </li></ul>Backup power for critical facilities and communications 11 THEN
  23. 23. <ul><li>We’re equipping our hospitals and public safety agencies with satellite phones, ham radios, and “voice over internet” backup phones that will continue to function when primary phone networks are down. A host of new, modern 9-1-1 call centers and EOCs have been constructed, and are equipped with backup power capabilities and have enabled them to “roll over” to a neighboring jurisdiction so that police officers may still be dispatched to incidents. We’ve also passed rules that require newly built schools to be prewired to accept mobile power generators so that they may function as emergency shelters. </li></ul>11 NOW Backup power for critical facilities and communications READ MORE
  24. 24. <ul><li>Key transportation assets such as the Port of Baltimore lacked robust security systems, and was routinely found lacking in the U.S. Coast Guard’s security assessment, with holes in the fence line and guard’s missing from their posts. Law enforcement had little visibility into what was happening in our transit systems, bridges, and tunnels, and large swaths of the Bay and nearby waterways were rarely seen by law enforcement. </li></ul>Fully harden Maryland’s maritime facilities, rail, bridges, roads, and tunnels 12 THEN
  25. 25. <ul><li>Security at the Port has improved so dramatically that the U.S. Coast Guard has awarded it a near-perfect security score for the past three years. The state’s Port terminals and rail transit stations have been blanketed with CCTV cameras, including smart camera technology that alerts for suspicious behavior, allowing law enforcement agencies to monitor key assets and protect visitors and riders. And we’ve built a system of surface radar units on the Chesapeake Bay that allows us to track vessels and establish secure zones around critical infrastructure sites and protected assets like oyster sanctuaries. </li></ul>12 NOW Fully harden Maryland’s maritime facilities, rail, bridges, roads, and tunnels READ MORE