STATE OF CALIFORNIA HOMELAND SECURITY STRATEGY 2008

Transcription

1 STATE OF CALIFORNIA HOMELAND SECURITY STRATEGY 2008 Governor s Office of Homeland Security

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3 OFFICE OF HOMELAND SECURITY Message from the Director I am pleased to present the California Office of Homeland Security (OHS) 2008 Strategic Plan, which frames the goals and objectives of the OHS mission and purpose. This Strategic Plan discusses California s priorities, initiatives, and challenges for securing the State against terrorist attacks to our citizens, critical infrastructure, key resources, and economic strength. Homeland Security requires a truly national effort with the entire Nation sharing common goals and responsibilities. This Strategy builds upon the OHS priorities for a collaborative approach to homeland security and all-hazards preparedness across the seven core OHS areas of focus: information sharing and analysis, infrastructure protection, grants management, training and exercises, planning and research, external relations, and citizens awareness and preparedness. Our success depends upon effective partnerships with federal, State, tribal, and local agencies, as well as the private sector and individual citizens. As such, OHS will continue to provide a customer service driven program at the center of all activities. California continues to be a national leader in homeland security and emergency management. In the past years we have made significant progress and achieved a number of objectives that continue to make California a better place to live, work, and thrive has been a year of great success. We increased our partnerships within government and the private sector, developed the Nation s first Statewide Maritime Security Council, worked with our partners to develop additional terrorism training courses, enhanced information sharing capabilities among our federal, State, and local partners, and have received funding for critical infrastructure security bonds to be awarded in Additionally, OHS successfully completed the Governor s Statewide Exercise Golden Guardian bringing together hundreds of public safety officials to test the State s prevention, response, and recovery capabilities. The OHS 2008 Strategic Plan outlines our goals as we move forward with new initiatives and priorities for 2008 and beyond. We are grateful to our partners for their continuing efforts to secure the State of California. Protecting our citizens, communities, and infrastructure is the highest priority of Governor Schwarzenegger s Administration. MATTHEW R. BETTENHAUSEN Executive Director

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5 Table of Contents I. EXECUTIVE OVERVIEW.. 1 VISION 1 MISSION... 1 PURPOSE. 2 VALUES... 2 FRAMEWORK FOR CALIFORNIA 3 RISK OVERVIEW. 3 UNIVERSAL TASK LIST TARGET CAPABILITIES LIST.. 4 STRATEGIC GOALS & OBJECTIVES 4 II. INFORMATION SHARING AND THREAT ASSESSMENT III. PLANNING, RESEARCH AND EMERGENCY PREPAREDNESS IV. CRITICAL INFRASTRUCTURE PROTECTION. 29 V. GRANTS MANAGEMENT VI. TRAINING AND EXERCISES 47 VII. SPECIAL PROJECTS AND INITIATIVES 55 INTEROPERABILITY PROGRAMS. 55 METRICS PROJECT 59 CA MARITIME SECURITY COUNCIL 65 ENHANCED BORDER SECURITY. 69 CITIZEN S PREPAREDNESS.. 71 FOOD AND AGRICULTURE. 75 VIII. APPENDICES: 1 - AUTHORITIES AND GUIDELINES COORDINATION PLANNING EFFORTS LIST OF ACRONYMS 97 i

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7 I. EXECUTIVE OVERVIEW INTRODUCTION The Governor s number one priority is public safety for the citizens of the State of California. With California approaching 38 million residents, securing California requires a focused and continuous strategic effort. California is recognized as a national leader in homeland security programs. Since the creation of OHS in 2003, California moved swiftly to create and continually strengthen our information sharing systems, critical infrastructure protection plans, and training and exercise activities throughout the State. To that end, the California Office of Homeland Security (OHS) is committed to an all-hazards approach to protect our citizens, key resources, critical infrastructure, and economy from acts of terrorism or natural disasters. To enhance the California multi-layered homeland security architecture and security capabilities, OHS works closely with federal, State, local, tribal, and private sector partners. The broad strategic objectives of homeland security in California mirror those identified in federal guidelines. Priorities to strengthen layers of security and resiliency in California are as follows: 1. Prevent and Disrupt Terrorist Attacks Within the State 2. Reduce California s Vulnerability to Terrorism 3. Minimize the Damage and Recover From Attacks That Do Occur The critical mission areas are identified in federal and State directives, the National Strategy for Homeland Security, the U.S. Department of Homeland Security (US-DHS) National Preparedness Guidelines, and Homeland Security Presidential Directives. These mission areas allow OHS to leverage resources to prevent and disrupt terrorist attacks, protect people, critical infrastructure and key resources, and provide assistance to emergency service efforts for response and recovery. While the national documents provide guidance, the OHS strategic plan builds on federal, State, and local strategies to complement one another to define roles and missions. California continues to assess the risks that are specific to our State by working with our federal, State and local partners to further secure the State of California and our resources. VISION OHS is devoted to the prevention and disruption of terrorist attacks in California through the execution of multi-layered security systems. Additionally, OHS is involved in innovative programs for supporting response and recovery efforts should a natural or man-made disaster occur in our State. MISSION The mission of the Governor s Office of Homeland Security is to prevent and prepare for terrorist attacks to California through information analysis, planning and research, critical infrastructure protection, citizen preparedness, grant management, training and exercises, and coordination through external relations. Page 1

8 PURPOSE The California State Homeland Security Strategy was developed as defined based on the duties and responsibilities for protection of California as directed by the Governor. This strategy describes how California will enhance its capability to prevent, protect against, respond to, and recover from threats and acts of terrorism and natural disasters by effectively and efficiently enhancing the security of our citizens, critical infrastructure, and economic base. OHS remains committed to an enterprise-wide approach to the fostering and building of collaborative partnerships with federal agencies, State, local, tribal and the private sector for implementing the goals and objectives of the California Homeland Security Strategy. This collaboration will be accomplished through clear and concise communications with partners at all levels for determination of their needs for the development of policies, plans, and requirements in an all-hazards environment. VALUES In managing the evolving requirements of preparing and securing the State of California from terrorist acts and natural disasters, OHS embraces the following values in order to accomplish its mission: Leadership Accountability Fairness Effective Partnerships Customer Focus Resourcefulness Teamwork Integrity FRAMEWORK FOR THE CALIFORNIA HOMELAND SECURITY STRATEGY This strategic plan provides the overarching structure for California s homeland security efforts. It defines the planned usage of federal and State funding within investment justifications that demonstrate linkage to target capabilities and the enhancement of State and local capabilities within California. The Divisions of OHS are responsible for mission critical actions for implementation of the goals and objectives of their management areas. OHS initiatives emphasize collective interagency strategic planning, information sharing, and enhanced public-private partnerships that will cut across the homeland security enterprise. These actions will result in overall effectiveness and efficiency to secure the State. Working with our partners, the Divisions of OHS are responsible for several key functions including: Analysis and Dissemination of Threat-Related Information Protection of California's Critical Infrastructure Management of the State's Homeland Security Grants Training and Exercising of First Responders for Terrorism Events Planning and Research for the Development of Innovative Homeland Security Plans and Strategies Effective External Affairs for Communications and Advocacy on Behalf of California Public Safety Officials Advancement of Community Readiness Through the Efforts of Citizen Preparedness Programs For a complete list of OHS accomplishments from 2007, please visit our website at to view the 2007 OHS Annual Report. Page 2

9 RISK OVERVIEW Over the last several years, Homeland Security organizations at all levels of government have made significant investments in preparedness capabilities to prevent, protect, respond, and recover from catastrophic events. The nature of these events investments has evolved over time, moving from basic equipment purchases to information systems to tactical training and exercising. The next phase in this evolution is risk-based investment where the jurisdictions can take a strategic view of future investments, aligning capabilities to the risk profiles and making investments based on quantified gaps in needed capabilities. To support a strategic review of state investment priorities, the State of California conducted a high-level analysis of California s risks and established a risk baseline for the State. The results of this study provide a better understanding of how the State is at risk and what capability investments should be emphasized due to these risks. California officials will utilize these findings as a point of departure for near-term investment prioritization as well as long-term strategic planning. Between December 2006 and February 2007 a team of subject matter experts and administrative leaders from California accomplished the following tasks: 1) compiled a preliminary list of the State s most critical assets, 2) analyzed the State s terrorism risk profile based on these assets, and 3) evaluated the applicability and relevance of target capabilities from the National Preparedness Goal based on the risk profile. These critical infrastructure assessments are ongoing throughout the state. Aligned with accepted terrorism risk management best practices, risk is best described as the product of Threat, Vulnerability, and Consequence. Threat represents the likelihood that an asset is attacked; vulnerability is the likelihood of succumbing to that attack; and consequence quantifies the adverse effects such as loss of life, economic damage, and the psychological impact a successful terrorist attacks will sustain. California s strategy to enhance homeland security and preparedness is based upon risk management. The goals and objectives of this strategy focus on reducing risk by enhancing capabilities necessary to mitigate that risk. Given that risk is a dynamic element, review and update of this strategy will occur annually. Coordination, collaboration, and strategic alignment with the Urban Area Security Initiative (UASI) within California is a significant aspect of the update. Two planning tools were utilized in the development of the OHS 2008 Goals and Objectives. The Universal Task List (UTL) identifies national planning scenarios and tasks whereas the Target Capabilities List (TCL) defines capabilities. Detailed descriptions as follows: UNIVERSAL TASK LIST Using the 15 National Planning Scenarios, the Universal Task List (UTL) is a menu of unique tasks that facilitate efforts to prevent, protect against, respond to and recover from the major events represented by the National Planning Scenarios. Although no single entity will perform every task, the purpose of the UTL is to present a common language and vocabulary that supports all efforts to coordinate national preparedness activities. There are currently more than 1600 tasks encompassing all levels of government and disciplines from the national strategic plan to the incident command level. Page 3

10 TARGET CAPABILITIES LIST The Target Capabilities List (TCL) is a federal document that identifies and defines 37 specific capabilities that States, communities, and the private sector should collectively develop in order to respond to and sustain in order to remain prepared for a natural disaster or terrorist attack. A capability is delivered with any combination of properly planned, organized, equipped, trained, and exercised personnel that achieve the desired outcome. Entities are expected to develop and maintain capabilities at levels that reflect the differing risk and needs across the country. Each capability includes a description of the major activities performed within the capability and the critical tasks and measures associated with the activity. Critical tasks are those tasks that must be performed during a major event in order to minimize the impact on lives, property, and the economy. Critical tasks may require coordination among federal, State, local, tribal, territorial, private sector, and/or non-governmental entities during their execution. They are essential to achieving the desired outcome and to the success of a homeland security mission. Planners at all levels of government (federal, State, and local Subject Matter Experts) can use the Target Capabilities List as a reference guide to help them design plans, procedures, training, and exercises that develop capacity and proficiency to perform their assigned missions and tasks in major events. STRATEGIC GOALS AND OBJECTIVES To fulfill the OHS mission, the goals and objectives align with the overarching National Security Strategy and National Preparedness Guidelines. Many of these strategic goals mirror the National Preparedness Priorities as outlined in Homeland Security Presidential Directive 8 (HSPD-8). Goals and objectives listed represent activities identified by OHS, State and local partners necessary to further California s Homeland Security programs. They are meant to provide enhancements to prevention and protection systems to protect the citizens and economic base of California. Goals and objectives are funded by State and local entities based upon funding availability and may be carried forward beyond OHS will continue to review and update the Strategy through ongoing collaborative efforts with our federal, State, local, tribal partners, and the private sector. Continuous communication will strengthen our collective efforts for policy development, planning, and investments justifications for federal and State funding. Within the updated strategic plan, each Division of OHS identified a vast number of homeland security programs, activities, and initiatives. Enhanced program summaries provide in depth discussions demonstrating how the objectives, initiatives, and tasks meet the overarching planning framework in an all-hazards environment. On an ongoing basis, OHS will solicit feedback for priorities within the State. Conferences and workshops will be conducted with the decision makers and subject matter experts from the Urban Area Security Areas (UASIs), 58 operational areas, State partner agencies, tribal Nations and the private sector for review and validation of goals and objectives Page 4

11 STRATEGIC GOALS AND OBJECTIVES Note: Goals and Objectives are to be funded by State and local entities based on funding availability and may be carried forward beyond GOAL 1 OBJECTIVE 1.1 OBJECTIVE 1.2 OBJECTIVE 1.3 OBJECTIVE 1.4 OBJECTIVE 1.5 OBJECTIVE 1.6 OBJECTIVE 1.7 OBJECTIVE 1.8 OBJECTIVE 1.9 OBJECTIVE 1.10 OBJECTIVE 1.11 OBJECTIVE 1.12 OBJECTIVE 1.13 OBJECTIVE 1.14 OBJECTIVE 1.15 OBJECTIVE 1.16 OBJECTIVE 1.17 OBJECTIVE 1.18 OBJECTIVE 1.19 OBJECTIVE 1.20 OBJECTIVE 1.21 OBJECTIVE 1.22 OBJECTIVE 1.23 STRENGTHEN COMMUNICATIONS CAPABILITIES Target Capabilities Supported by the Goal 1. Common Mission Area 2. Prevent Mission Area 3. Respond Mission Area National Priority Supported by the Objective 1. Strengthen Interoperable Communications and Operable Communications 2. Strengthen Information Sharing and Collaboration Capabilities Enhance Interoperable Communications Capabilities Within All Disciplines in Accordance with CalSCIP Implementation Enhance Statewide Tactical Interoperable Communication and Technological Capabilities in the CALSIEC Planning Areas Assess the State s Alert and Warning Capabilities and Needs to Include Best Practices Enhance Public Communications, Alert, and Warning Systems Enhance Survivability of Statewide Communications Systems Enhance Data Sharing Capabilities for Alert & Warning Systems Statewide Enhance California s State Terrorism Threat Assessment Strategy and Information Sharing Process Implementation of Critical Asset Survey Mapping (CASM) Statewide Continue Deployment of Six Mobile Command and Control Vehicles Continue to Bolster Regional Systems in Line with CA Systems-of-Systems Approach to Solving Interoperability Continue to Roll-Out Video Teleconference Capabilities (VTC) Continue to Advance E-911 Technology Expand the Amber Alert System for Larger Emergencies Research New Technologies for Upgrades to Local 911 Public Safety Answering Points Incorporate the National Oceanic and Atmospheric Administration (NOAA) Weather Radio System for Other Threats and Warnings to the Public Better Coordinate and Integrate Public Safety agencies, Wireless Carriers, and Local Wire Line Carriers with the Alert and Warning Effort Provide Tools Necessary for Region to Region and State to Region Voice and Data Interoperable Communication to Enhance Mutual Aide Response Capabilities Enhance Communication Backup and Redundancy for Interoperability Systems to Ensure Communications are Maintained Following Catastrophic Events Achieve the Integration of Private Entities as Part of Critical Infrastructure/Key Resources to Ensure Communications are Maintained During Emergency Recovery Efforts Populate the Statewide Communications Survey and Assets Mapping (CASM) Tool with Both State Agency and Local Data Administer Statewide Communications Leader (COML) Training Assist Counties in Completion of Tactical Interoperable Communication Plans (TICP) Assist with the Development of Interoperability Assessment for Schools and Universities Page 5

12 OBJECTIVE 1.24 OBJECTIVE 1.25 GOAL 2 Continue to Identify Long Term Funding For Critical Operability and Interoperability Needs Provide Funding Opportunities for the Implementation of Telephone Emergency Warning Systems STRENGTHEN INFORMATION SHARING, COLLABORATION CAPABILITIES AND LAW ENFORCEMENT INVESTIGATIONS Page 6 Target Capabilities Supported by the Goal 1. Common Mission Area 2. Prevent Mission Area 3. Protect Mission Area National Priority Supported by the Objective 1. Expand Regional Collaboration 2. Strengthen Information Sharing and Collaboration OBJECTIVE 2.1 Enhance California s State Terrorism Threat Assessment Strategy and Information Sharing Process Among Disciplines, Regions, Private Sectors, and at all Appropriate Levels of Government OBJECTIVE 2.2 Enhance Border Security and Prepare Border Communities for Emergencies OBJECTIVE 2.3 Continued Collaboration and Coordination for Implementation and Compliance with the REAL ID Act of 2005 OBJECTIVE 2.4 Continue to Promote Terrorism Awareness and Prevention Through the Private Sector and Public Involvement OBJECTIVE 2.5 Enhance Case Deconfliction Software and Personnel OBJECTIVE 2.6 Enhance Number of Intelligence Analysts at Regional Terrorism Threat Assessment Centers (RTTAC) OBJECTIVE 2.7 Increase Communication with the 17 Key Resources/Critical Infrastructure Sectors OBJECTIVE 2.8 Further Integrate Existing Information Sharing Tools OBJECTIVE 2.9 Expand Information Sharing in Annual Statewide Exercises OBJECTIVE 2.10 Enhanced Analyst Training and Capabilities to Include Enhanced Information Sharing Systems and the Analytical Tool-Set OBJECTIVE 2.11 Continue Coordination for the Expansion, Use, and Content in the CALJRIES System OBJECTIVE 2.12 Enhance and Expand the Terrorism Liaison Officer (TLO) Program Representing Law Enforcement, Public Safety, State Agencies, and Private Security Firms OBJECTIVE 2.13 Develop a New Information Sharing and Data Analysis Unit for the California Department of Corrections and Rehabilitation OBJECTIVE 2.14 Enhance Information Sharing and Terrorism Detection Capabilities in the Maritime Domain OBJECTIVE 2.15 Develop a Web Based System to Share Information With the Private Sector Owner/Operators GOAL 3 OBJECTIVE 3.1 OBJECTIVE 3.2 OBJECTIVE 3.3 OBJECTIVE 3.4 OBJECTIVE 3.5 OBJECTIVE 3.6 OBJECTIVE 3.7 STRENGTHEN MEDICAL AND PUBLIC HEALTH PREPAREDNESS Target Capabilities Supported by the Goal 1. Common Mission Area 2. Prevent Mission Area 3. Protect Mission Area 4. Respond Mission Area 5. Recover Mission Area National Priority Supported by the Objective 1. Strengthen Medical Mass Prophylaxis Capabilities Continued Enhancement of Planning for Influenza Preparedness Enhance Catastrophic Emergency Response Capabilities Enhance Medical Surge Enhance Mass Prophylaxis Capabilities Enhance Coordination and Response Activities with First Responders, Medical, and Public Health Disciplines Enhanced Credentialing of the First Responder Community Coordinate, Increase, and Maintain Medical Supplies, Equipment, and Pharmaceuticals for Use in Emergencies

13 OBJECTIVE 3.8 OBJECTIVE 3.9 OBJECTIVE 3.10 OBJECTIVE 3.11 OBJECTIVE 3.12 OBJECTIVE 3.13 OBJECTIVE 3.14 OBJECTIVE 3.15 OBJECTIVE 3.16 OBJECTIVE 3.17 OBJECTIVE 3.18 OBJECTIVE 3.19 OBJECTIVE 3.20 OBJECTIVE 3.21 OBJECTIVE 3.22 OBJECTIVE 3.23 OBJECTIVE 3.24 OBJECTIVE 3.25 OBJECTIVE 3.26 OBJECTIVE 3.27 GOAL 4 OBJECTIVE 4.1 OBJECTIVE 4.2 Develop New Strategies to Vaccinate and/or Prophylax/Dispense Medicine Continue to Work on the Establishment of Priorities and Distribution Plans for Vaccine and Anti- Viral in Pandemic/Influenza Implementation of Disaster Medical Manager s Curriculum Develop and Implement a Statewide Medical and Health Logistics Program to Identify, Track, Manage, Order, and prioritize Medical and Public Health Assets in Compliance with NIMS and SEMS Develop a Statewide Non-Pharmacological Community Mitigation Operational Plan for Pandemic Strengthen Local Health Department SNS and Cities Readiness Initiative Plans Conduct a Statewide Public Health Exercise on Pandemic Influenza Increase Public Health Emergency Management Competency Among Public Health and the Health Care Workforce to Increase Awareness of Public Health Functions Among Other First Responder Disciplines Implement CA Disaster Medical Operations Manual for Statewide Mutual Aid Support Develop Training Program to Integrate State and Regional Assets into Local Incident Management Command (ICS) System in a Medical Disaster Response Enhance Risk Communications Programs to Disseminate Standardized Facts - Statewide Standardize Training for Medical Reserve Teams Including Resource Typing, Identification and background Checks Strengthen the State s Epidemiologic and Surveillance Capability Through Implementation of a web Based Reporting System for Hospitals and Clinical Laboratories for Reporting to Local and State Health Departments Develop Rapid Medical and Health Assessment Teams to Include Public Health Emergency Medical Service (EMS), Clinical Healthcare, and Environmental Health with Standardized Assessment Templates Implement Standards and Guidelines for Healthcare Facilities During a Healthcare Surge. Develop Standards and Guidelines for Clinics, Long Term Care (LTC) Facilities, and Licensed Health Care Professionals Provide 20,000 Beds to Alternate Care Sites; 7,000 Ventilators and 50 Million N95 Respirators For Use During a Catastrophic Emergency Such as Pandemic Influenza Update Local Government Shelter Medical Plans/Guidelines Including Training and Exercises Programs to Test the Plans Establish Stable Funding Sources for State and Local Health Departments, Emergency Medical Services (EMS) Agencies, and Healthcare Providers Develop and Enhance Mass Casualty, Mass Fatality Preparedness, and Response Activities Provide Standardized Mass Casualty Equipment and Supply Packages for Public and Private Emergency Medical Service (EMS) Providers ENHANCE PROTECTION OF CRITICAL INFRASTRUCTURE AND KEY RESOURCES (ENHANCE TRANSPORTATION AND MARITIME SECURITY) Target Capabilities Supported by the Goal 1. Common Mission Area 2. Prevent Mission Area 3. Protect Mission Area National Priority Supported by the Objective 1. Implement the National Infrastructure Protection Plan (NIPP) Enhance Transportation Security to include Airport, Mass Transit, and Maritime Critical Infrastructure Systems Enhance Protection of other Critical Infrastructure Sectors and Key Resources consistent with the National Infrastructure Protection Plan (Tier I and Tier II critical infrastructure sites) Page 7

14 OBJECTIVE 4.3 OBJECTIVE 4.4 OBJECTIVE 4.5 OBJECTIVE 4.6 OBJECTIVE 4.7 OBJECTIVE 4.8 OBJECTIVE 4.9 OBJECTIVE 4.10 OBJECTIVE 4.11 OBJECTIVE 4.12 OBJECTIVE 4.13 GOAL 5 Continued Assessments of Critical Infrastructure Enhance Critical Infrastructure Protection to Implement the National Infrastructure Protection Plan (NIPP). Enhanced Outreach to the 17 Sector Councils, Associations and Organizations Enhance Security Partnerships with each of the 17 Key Critical Infrastructure Sectors Coordinate the Development of Standardized Vulnerability and Consequence Tools for Site Assessments along with the Resources of Sandia National Laboratory Establish Internal Geospatial Capability for Statewide Database Enhance the State s Risk Assessment Capabilities Measure Effectiveness of the State s CI/KR Protection Efforts Enhance Automated Critical Asset Management System (ACAMS) Develop and Enhance Geographic Information Systems (GIS) Capabilities for ACAMS Enhance the Buffer Zone Protection Program (BZPP) CITIZEN PREPAREDNESS AND PARTICIPATION Target Capabilities Supported by the Goal 1. Common Mission Area 2. Respond Mission Area 3. Recover Mission Area National Priority Supported by the Objective 1. Strengthen Planning and Citizen s Preparedness Capabilities OBJECTIVE 5.1 Enhance and Increase Citizen Preparedness and Training of Volunteers for Emergency Response and Recovery OBJECTIVE 5.2 Increase the Number of Volunteers to Work with the Special Needs Population (Social /Cultural / Language /Physical/Geographical/Isolated Population to include Tribal Groups and Migrant Seasonal Farm Workers) OBJECTIVE 5.3 Increase the Number of Exercises Including the Special Needs Population OBJECTIVE 5.4 Enhanced Credentialing of Medical Volunteers and Personnel Accountability OBJECTIVE 5.5 Increased Public Education, Information and Awareness to Ensure Better Preparation to Protect California Residents, their Families, Property, and Business s OBJECTIVE 5.6 Standardization for Training, Preparedness and Participation to Include Metrics and Resource Typing OBJECTIVE 5.7 Enhance Best Practices Research for Community Participation and Personal Preparedness OBJECTIVE 5.8 Integrate Emergency Volunteer Programs into the State s Emergency Management System At All Levels OBJECTIVE 5.9 Integrate Community Based Organizations, Non-Government Organizations, and Faith-Based Organizations into Emergency Plans and Response Activities OBJECTIVE 5.10 Enhance Preparedness Marketing Programs Using a Consolidated Comprehensive Single Message OBJECTIVE 5.11 Continue Work on Standardized Training, Certification Process, Background Checks, and Identification for Disaster Volunteers and Affiliated Volunteers OBJECTIVE 5.12 Determine Best Practices, Capacity for Just-In-Time Training for Volunteers in Special Incidents, i.e., Oil Spills OBJECTIVE 5.13 Enhanced Donations Management Capabilities OBJECTIVE 5.14 Development of Sustainable Funding for Citizens Preparedness Activities OBJECTIVE 5.15 Enhanced Outreach Activities with State Partners to 107 Federally Recognized Tribal Nations Within California Page 8

15 Target Capabilities Supported by the Goal National Priority Supported by the Objective GOAL 6 OBJECTIVE 6.1 OBJECTIVE 6.2 OBJECTIVE 6.3 OBJECTIVE 6.4 OBJECTIVE 6.5 OBJECTIVE 6.6 OBJECTIVE 6.7 OBJECTIVE 6.8 OBJECTIVE 6.9 OBJECTIVE 6.10 OBJECTIVE 6.11 OBJECTIVE 6.12 OBJECTIVE 6.13 GOAL 7 OBJECTIVE 7.1 OBJECTIVE 7.2 OBJECTIVE 7.3 OBJECTIVE 7.4 OBJECTIVE 7.5 OBJECTIVE 7.6 ENHANCE AGRICULTURE, FOOD SYSTEMS AND ANIMAL HEALTH PREPAREDNESS 1. Protect Mission Area 2. Respond Mission Area 3. Recover Mission Area 1. Expand Regional Collaboration 2. Implement the National Infrastructure Protection Plan (NIPP) Protect California s Food Systems and Water Supply for Agriculture and Animal Health Enhance Animal Health, Emergency Response and Recovery Enhance Animal Evacuation, Care, and Sheltering Optimize Laboratory Capacity and Improvement of Food System Information Gathering Networks Develop Uniform Standards for Emergency Response to Agro-Terrorism and Food System Disasters Ensure Adherence to Existing State and Federal Policies in Recovery Operations in the Agricultural Sector Establish Guidelines for Personal Protective Equipment for Animal Disease Outbreak and Procure Identified Equipment Establish a Database and Global Positioning System (GPS) to Optimize Response, Limit Spread of Disease, and Protect Public Health, Animal Health, and the Food Supply Develop Food and Animal Health Defense Staff Training Programs and Provide Security Training to Management / Personnel Develop Retail Food Defense Training Programs in Collaboration with the Retail Food Industry and Law Enforcement Further Develop a Mechanism to Identify Vulnerabilities in the Food and Agriculture System Continued with Operational Planning and Enhancement of Rapid Notification Systems Establish Integrated Regional Response and Recovery Plans to Include Resource Typing and Training ENHANCED CATASTROPHIC INCIDENT PLANNING, RESPONSE AND RECOVERY Target Capabilities Supported by the Goal 1. Common Mission Area 2. Prevent Mission Area 3. Respond Mission Area 4. Recover Mission Area National Priority Supported by the Objective 1. Expand Regional Collaboration 2. Strengthen CBRNE Detection, Response, and Decontamination Capabilities Strengthen Catastrophic Emergency Management Capabilities Across all Mission Areas Strengthen CBRNE Detection, Response and Decontamination Capabilities for a Multidiscipline Response to Terrorism Continue and Enhance Existing Collaboration with the US-DHS Office of Science and Technology and the Domestic Office of Nuclear Detection Ensure First Responder Community has the Equipment Necessary for Multidiscipline Response in an All Hazards Environment Enhanced Coordination and Response Activities through a System of Resource Typing, Inventoried Resources and Credentialing Enhance Regional Response Capabilities for Terrorism Events/Institutionalize Terrorism Planning and Multi-Hazard Emergency Planning and Response Page 9

16 OBJECTIVE 7.7 OBJECTIVE 7.8 OBJECTIVE 7.9 OBJECTIVE 7.10 OBJECTIVE 7.11 OBJECTIVE 7.12 OBJECTIVE 7.13 GOAL 8 OBJECTIVE 8.1 OBJECTIVE 8.2 OBJECTIVE 8.3 OBJECTIVE 8.4 OBJECTIVE 8.5 OBJECTIVE 8.6 Continue the Collaboration and Coordination for the Enhancement to Maintain the Capability to Meet the Needs of Special Populations which include the Elderly, the Disabled, and Pet Population Continue Development of a Statewide Preventive Radiation Nuclear Detection Architecture Concept of Operations With State Partners Training and Exercising California s Private and Public Sector in the Use of National Incident Management System (NIMS) and the Incident Command System (ICS) in Response to Catastrophic Incident Preparedness Provide Continuous Review and Coordinate Revisions for the State Homeland Security Strategy Continue to Provide Leadership to the California Maritime Security Council and the Maritime Sector Enhance the Building of Effective Partnerships with the 107 Tribal Nations Statewide Develop Statewide Workgroup for K-12 Schools Planning and Emergency Preparedness HOMELAND SECURITY EXERCISE, EVALUATION AND TRAINING PROGRAMS Target Capabilities Supported by the Goal 1. Common Mission Area 2. Prevent Mission Area 3. Respond Mission Area 4. Recover Mission Area National Priority Supported by the Objective All Eight National Priorities and Associated Goals Enhance Statewide Training and Exercise Programs Across all Mission Areas Within California Integrate Standardized Emergency Management System (SEMS) to National Incident Management System (NIMS); Implementation of NIMS and the National Response Framework Multidiscipline Response to Terrorism Enhance Existing Continuity of Operation Planning and Continuity of Government (COOP/COG) Development of Self Study Guides to Reduce Training Time Enhanced Elected Official and Executive Training Enhanced Training for the Academic Community Across All Levels OBJECTIVE 8.7 Continued Liaison with FEMA and Other Federal Partners for Weapons Mass Destruction (WMD) / Chemical, Biological, Radiological, Nuclear, Explosives (CBRNE) Training Programs OBJECTIVE 8.8 OBJECTIVE 8.9 OBJECTIVE 8.10 OBJECTIVE 8.11 OBJECTIVE 8.12 OBJECTIVE 8.13 OBJECTIVE 8.14 OBJECTIVE 8.15 OBJECTIVE 8.16 Continue to Evolve Training Programs to Meet Demands and Challenges in a Changing Environment Continue the Enhancement of State Training Partnerships Continued Enhancement of OHS Involvement in National Initiatives, Exercises, and Policy Making Activities Continued Expansion and Improvement to the Governor s Annual Statewide Exercise Series Golden Guardian Continued Coordination with US NORTHCOM and National Guard Bureau to Incorporate Golden Guardian Full-Scale Exercises Continue Development and Introduction of the Public Officials Initiative Interactive Online Curriculum for all Current and Newly Elected Public Officials Expand the OHS HSEEP Functional Area Exercise Initiative Improve Tracking and Accountability for Training Activities Continue to Improve the Training Audit Program Page 10

17 TARGET CAPABILITIES LIST COMMON MISSION AREA PREVENT MISSION AREA PROTECT MISSION AREA Communications CBRNE Detection Critical Infrastructure Protection Community Preparedness & Participation Planning Risk Management Intelligence / Information Sharing & Dissemination Information Gathering & Recognition of Indicators Intelligence Analysis & Production Counter-Terror Investigations & Law Enforcement Epidemiological Surveillance & Investigation Food & Agriculture Laboratory Testing RESPOND MISSION AREA Animal Health Emergency Support Citizen Evacuation & Shelter-in--Place Critical Resource Logistics & Distribution Emergency Operations Center Management Emergency Public Information & Warning Environmental Health Explosives Device Response Operations Fatality Management Fire Incident Response Support Isolation & Quarantine Mass Care (Sheltering, Feeding, and Related Services) Mass Prophylaxis Medical Surge Onsite Incident Management Emergency Triage & Pre-Hospital Treatment Search & Rescue (Land Based) Volunteer Management & Donations WMD/ Hazardous Materials Response & Decontamination RECOVER MISSION AREA Economic & Community Recovery Restoration of Life Structural Damage Assessment Source: National Preparedness Guidelines, September 2007 to include the 37 specific Target Capabilities List (TCL) Page 11

18 NATIONAL PRIORITIES AND ASSOCIATED CAPABILITIES NATIONAL PRIORITY Expand Regional Collaboration Implement the National Incident Management System and National Response Plan Implement the National Infrastructure Protection Plan Strengthen Information Sharing and Collaboration Capabilities Strengthen Interoperable and Operable Communications Capabilities Strengthen CBRNE Detection, Response, and Decontamination Capabilities Strengthen Medical Surge and Mass Prophylaxis Capabilities Strengthen Planning and Citizen Preparedness Capabilities ASSOCIATED CAPABILITIES Multiple Capabilities Multiple Capabilities Multiple Capabilities Intelligence/Information Sharing and Dissemination Counter-Terror Investigations and Law Enforcement Communications Emergency Public Information and Warning CBRNE Detection Explosive Device Response Operations WMD/Hazardous Materials Response and Decontamination Medical Surge Mass Prophylaxis Planning Citizen Evacuation and Shelter-in-Place Mass Care (Sheltering, Feeding, and Related Services) Community Preparedness and Participation Source: National Preparedness Guidelines, September 2007 Page 12

19 II. INFORMATION SHARING AND THREAT ASSESSMENT OVERVIEW California is home to key assets, diverse populations, and geographic distinctions that result in significant National and State relevance causing an increased risk of terrorism. As a result, the objective of the OHS Information Sharing and Threat Assessment Division is to detect, deter, and prevent terrorism in California by focusing on public safety partnerships within the information sharing and analysis environment. The California State Terrorism Threat Assessment System (STTAS) is a collaborative effort to gather and analyze information, employ cutting-edge analytical tools and methodologies to produce and share timely and actionable Homeland Security information between agencies and across the full range of public safety disciplines. The STTAS consists of the California State Terrorism Threat Assessment Center (STTAC) and four Regional Terrorism Threat Assessment Centers (RTTACs) located in San Diego, Los Angeles, San Francisco, and Sacramento. This is a unified federal, State, and local system in California with defined roles and a team approach. OHS remains committed to the timely and effective ongoing enhancements in technology, staffing, and the use of best practices within the STTAS. OHS Information Sharing and Threat Assessment is involved in the creation of strategic initiatives designed to augment existing counterterrorism programs to enhance terrorism detection, deterrent, and mitigation capabilities of California. The overarching plan to accomplish these goals is based on a wide-array of policies and initiatives that strengthen regional collaboration and information sharing with federal, State, tribal, and local law enforcement, public safety, medical agencies, and private sector partners throughout California. California s plan is complimentary of and supports the new National Strategy for Information Sharing, released by the White House in October This Strategy is focused on improving the sharing of homeland security, terrorism, and law enforcement information related to terrorism within and among all levels of governments and the private sector. As the principal national guidance for the integration of information sharing efforts nationwide, the plan describes the foundational elements of information sharing at the State level as follows: As our Nation s first preventers and responders, State, local, and tribal governments are critical to our efforts to prevent future terrorist attacks and to respond if an attack occurs. They must have access to the information that enables them to protect our local communities. In addition, these State, local, and tribal officials are often best able to identify potential threats that exist within their jurisdictions. They are full and trusted partners with the Federal Government in our Nation s efforts to combat terrorism, and therefore they must be a part of an information sharing framework that supports an effective and efficient two-way flow of information enabling officials at all levels of government to counter and respond to threats. Page 13

20 Consistent with the latest National Guidance, the plan supports information sharing and analysis as well as training amongst all agencies within the homeland security community in California. An important feature to the plan is the alliance amongst regional partners that align with the jurisdictional boundaries of the Federal Bureau of Investigation (FBI), which is the lead counterterrorism agency of the federal government, and an important partner to OHS. In addition to the National Information Strategy, the programs, goals, and objectives of the OHS Information Sharing and Threat Assessment Division are consistent with, and complimentary to, the U. S. Office of the Director of National Intelligence (ODNI), 2006 Information Sharing Environment Implementation Plan, and the U.S. Department of Justice (DOJ), 2006 Fusion Center Guidelines. SUMMARY OF CURRENT PROGRAMS THREAT ASSESSMENT CENTERS Prevention and disruption through detection and deterrence is the cornerstone of California s State Terrorism Threat Assessment System. Prevention and disruption has at its core, cooperation and information sharing between agencies and across the full range of public safety disciplines. California has created four mutually supporting Regional Terrorism Threat Assessment Centers (RTTACs), aligned with the four FBI Field Offices in the state. The State Terrorism Threat Assessment Center (STTAC) is managed and resourced through a consortium of partners. State Agency Partners Include: California Department of Food and Agriculture (CDFA) California Department of Insurance (CDI) California Department of Health Care Services, (DHCS) Office of Emergency Services (OES) California Department of Corrections and Rehabilitation (CDCR) Other key State of California Agencies The STTAC is co-managed by OHS and the California Highway Patrol (CHP). The STTAC provides statewide analysis products, information tracking, patternanalysis products, geographic report linkages, statewide intelligence products, and regional investigative support throughout California. Page 14

21 STTAC STRUCTURE The STTAC structure includes a Situation Unit; a Group Analysis Unit; a Strategic Assessment Unit; and a Predictive Incident Indicators Unit. The STTAC provides statewide analysis products, information tracking, pattern-analysis products, geographic report linkages, statewide intelligence products, and regional investigative support throughout California. The STTAC is the main point of contact for the State s connection to US-DHS, the National Operations Center, the US-DHS Intelligence & Analysis Unit, and connections to the entire range of federal and State information and analysis agencies nationwide. STTAC / RTTAC FUNCTIONS The STTAC leverages a combination of direct funding from both federal and State General Fund sources through the Law Enforcement Terrorism Prevention Program (LETPP). Using jurisdictional boundaries of the four FBI Field Offices, the strategic roadmap integrates the four urban based RTTACs, located in San Diego, Los Angeles, Sacramento, and San Francisco, with the Joint Terrorism Task Forces (JTTF) and Field Intelligence Groups of the FBI. The RTTACs are responsible for developing a regional threat assessment picture, providing analytical functions, and connecting directly to partners within the STAAS to share information, reports, and other threat and warning products. Within the STTAC and RTTAC operations, the Terrorism Liaison Officer (TLO) is the local agency point of contact for all terrorism-related alerts and suspicious activity reports, requests for information, warnings and other notifications from regional, State or federal homeland security agencies. Through the respective Terrorism Liaison Officers within each of those agencies, coverage and connectivity of all 58 counties is achieved from the urban centers to the most rural parts of the State, information sharing and awareness is provided through the CALJRIES /GROOVE system, allowing for common situational awareness statewide. Additionally, the RTTACs utilize exchange systems that include the Homeland Security Information Network-Intelligence (HSIN-Intel); Memex collaborative software; California Law Enforcement Telecommunications System (CLETS); and the FBI s Automated Case Management System (ACS) to ensure coverage and connectivity to all 58 counties of the State. The four RTTACs are managed by separate executive boards and receive financial support in varying degrees from their respective agencies, partners, and Urban Area Security Initiative (UASI) grant programs. Additionally, OHS provides each RTTAC with funding support for their operational needs as mandated within the grant guidelines. Other STTAC functions are designed for California s senior leaders. Examples include: Ongoing monitoring of world and national events with a potential Homeland Security nexus and situational awareness regarding specific events and potential threats within or to the State of California. A Comprehensive and dynamic statewide threat assessment capability is available to ensure the Governor has the information necessary to effectively set policies and dedicate resources from the entire range of State capabilities. Assistance and support to the entire range of partners within the STTAC/RTTAC coalition where comprehensive analysis and research is performed by skilled and experienced analysts. Through the STTAC partnership, OHS provides assistance and advocacy amongst all of the State agencies within the Executive Branch to ensure timely and effective responses to the information needs of California. Page 15

22 CALJRIES California Department of Justice (DOJ) operates CALJRIES (Joint Regional Information Exchange System) which provides editorial and maintenance support as well as a searchable database of completed products. Through this site, local public safety officials can gain direct access to the entire range of law enforcement sensitive security alerts, reports, analytical documents, and daily reporting. Further, this single source site provides a common point of entry for reports, alerts, and requests for information. CALJRIES is webbased, and a mandatory information source for every Terrorism Liaison Officer in the state. It provides a daily, unified compilation of relevant Homeland Security products from the widest array of federal, state and local sources nationwide, categorized for both law enforcement and public safety audiences. It offers a single daily briefing source for agencies and their leadership, with the latest in assessments, advisories, alerts and analytical products. Through the CALJRIES site, local public safety officials can access a range of law enforcement sensitive security alerts, reports, and daily reporting. TERRORISM LIAISON OFFICERS The Terrorism Liaison Officer (TLO) program provides yet another layer of trained professionals who are strengthening the backbone of information sharing by reporting suspicious activity, monitoring alerts, warnings and other notifications from regional, State or federal homeland security agencies. At the local level, law enforcement and public safety agencies are designating Terrorism Liaison Officers who are trained in the review and assessment of local reporting. Their duties also include the task of conducting outreach to other public safety agencies, critical infrastructure operators and community groups to ensure that potential links to terrorism are recognized and reported to the proper authorities. The TLOs review local agency reports, manage local reporting, and initiate / respond to requests for information. Since the TLO program inception three years ago, OHS, in concert with the Office of Emergency Services (OES) / California Specialized Training Institute (CSTI) and other alliances, has facilitated the training of over 1000 TLOs through formal educational programs. Coursework is approved and certified by the U.S. Department of Homeland Security (US-DHS) and/or the California Commission on Peace Officer Standards and Training (POST). Since September 2006, over 80 individuals representing State agencies have been trained as TLOs and now have connectivity to the STTAC and CALJRIES system. Through these information analysis and dissemination systems, TLOs and their employing agencies have access to all available terrorism alerts, notices, information, and documents within searchable databases. Page 16 The TLO is the local agency point of contact for all terrorism-related alerts and suspicious activity reports, requests for information, warnings and other notifications from regional, State or federal homeland security agencies.

23 OTHER PROGRAMS AND INITIATIVES CA MARITIME SECURITY COUNCIL Information Sharing Subcommittee The OHS Deputy Director of the Information Analysis Division serves as the Chairperson of the Information Sharing Subcommittee of the CA Maritime Security Council. The primary focus of this subcommittee is to develop methods to strengthen information sharing capabilities between federal, State and local agencies. Research and exploration of issues including expanding connections to the existing State fusion centers and integration with port and U.S. Coast Guard information systems is a primary driver. This subcommittee is also focused on improving statewide collaboration and information sharing to identify potential threats to California ports and development of a deterrence strategy specific to each of California s ports and harbors. HSIN-Intel California was one of six states to initially test and design a US-DHS Homeland Security Information System-Intel (HSIN-Intel) pilot program with the states of Arizona, Virginia, Florida, Illinois, New York, and the National Capitol Region. HSIN-Intel allows member states assigned to fusion centers to directly share information on a timely basis in an effort to identify trends and patterns that may represent links to terrorism. The system provides a secure environment for analysts to share information peer-to-peer between states, the federal government, and within California. As a result of the successful completion of this pilot, Homeland Security Information System- Intelligence is now the basis for a nationwide collaboration program and has grown from six pilot states to a nationwide partnership consisting of 29 states and state fusion centers. STATE TERRORISM THREAT ASSESSMENT ADVISORY GROUP (STTAAG) To ensure personal privacy rights are protected, the Office of Homeland Security created an advisory group to provide guidance to the States information sharing centers. The State Terrorism Threat Assessment Advisory Group (STTAAG) meets regularly to review the practices of the STTAC and provide feedback based on their experiences and expertise on its operations with a focus on the protection of civil liberties. The purpose of the STTAAG is to provide OHS and DOJ with advice and recommendations on the development and practices employed by the STTAC and four RTTACs. CALIFORNIA DEPARTMENT OF CONSUMER AFFAIRS Private Security Guards The California Department of Consumer Affairs continues to sustain a private security guard terrorism awareness training program that was created in partnership with OHS. Requirements for issuing new licenses to private security guards were modified to mandate enrollment in a four hour terrorism awareness training program. It is estimated that this program will add 20,000 to 25,000 additional individuals annually into the terrorism awareness and reporting community. The long term goal is to provide terrorism awareness training to approximately 200,000 security professionals. SOUTHWEST BORDER CONFERENCE California OHS in conjunction with San Diego RTTAC led the planning efforts for the first ever annual Southwest Border Conference, bringing the four Southwest Border State Fusion Centers from California, Texas, Arizona, and New Mexico together to enhance information sharing and joint threat assessments. Page 17

24 In August 2007, the San Diego RTTAC and the STTAC hosted the first conference in San Diego, along with US-DHS and the FBI, with participation from U.S. Immigration and Customs Enforcement, the U.S. Border Patrol, the U.S. Department of State and several local law enforcement agencies from across the Southwest Border. The results of this conference were increased communications among the fusion centers, heightened awareness of specific issues of each area, and strengthening of partnerships with State, federal, and local agencies. IDENTIFIED GOALS, OBJECTIVES, ACTIVITIES, AND TASKS The Information Sharing and Threat Assessment Division will support the following goals and objectives of the OHS Strategy as follows: GOAL 2: OBJECTIVES: STRENGTHEN INFORMATION SHARING, COLLABORATION CAPABILITIES AND LAW ENFORCEMENT INVESTIGATIONS Activities and tasks to accomplish the goals and objectives include the following: 1. Enhance Analyst training and capabilities The State s ability to collect, analyze and share information within California and across the United States will be enhanced by more effective recruitment and training of analysts in the following areas: a. Use of analytical software b. Use of partner agency information systems c. Enhanced Linguist skills d. Exposure to national intelligence systems, and e. Co-locating additional analysts with the FBI Field Intelligence Groups and US-DHS analysts. f. Provide terrorism awareness training to approximately 5,000 security professionals, with a long term goal of training 200,000 security professionals. Through these training enhancements the STTAC and four RTTACs will be poised to better perform critical tasks that link-in with the overarching strategic roadmap for information sharing and analysis. 2. Enhance information sharing systems and the analytical tool-set. Through technology upgrades the analytical tool set will be enhanced as follows: a. Database integration upgrades b. Ability to map threats against the 17 critical infrastructure sectors and work with law enforcement and infrastructure operators to enhance security and threat awareness through: i. Enhanced link analysis, geographic information systems integration, strategic assessments and predictive analysis software. Page 18

25 ii. Enhanced Statewide connectivity within the four RTTACs and the STTAC due to Statewide connectivity with a number of secure, classified and sensitive systems within the umbrella of the US-DHS Homeland Security Information Network-Intel (HSIN-Intel) and Homeland Security Data Network (HSDN) will further improve the situational awareness reports in our state system and enhance direct collaboration between the regional and State centers. Included in the technology enhancements will be the fielding of both a secure and non-secure Video Tele-Conferencing capability between the five fusion centers and OHS. 3. Expand the use of and content in the CALJRIES system. As CALJRIES is a web based information portal that combines terrorism prevention and awareness from federal, State and local sources into a single source, the goal of our prevention strategy is as follows: a. Expansion of the customer base, through the expansion of CALJRIES to every active TLO statewide, as well as allied public safety agencies at the federal, state and local level b. Enhancement of the content and quality control of the information posted c. Improve the document retrieval count from the extensive library of information and the analysis products 4. Enhance and expand the Terrorism Liaison Officer (TLO) program to include officers representing Law Enforcement, Public Safety, State Agencies, and Private Security Firms. OHS and the Peace Officer Standards Training (POST) initially created a 5-day TLO training course. Currently, the training has improved and enhanced the formal TLO training process with several variants to fit the customer needs. OHS leadership and the four RTTACs are aggressively promoting the TLO program and the RTTAC partners within the FBI. Sample course offerings are as follows: a. A three-day TLO training course offering awareness, history, and indicator training b. A one-day course specific to each RTTAC to connect the TLO directly with his supporting fusion center including courses tailored for corrections and agriculture commissioners. Recently, OHS Information Sharing and Threat Assessment Division and the Training and Exercise Division expanded the TLO program to begin training of approximately 185 Parole Unit Supervisors and District Administrators from the California Department of Corrections and Rehabilitation. Future TLO initiatives Include: a. Extend support to, and development of, a comprehensive information sharing and data analysis unit for the California Department of Corrections and Rehabilitation (CDCR). b. Create and fund a Train-the-Trainer program for CDCR that will advance terrorism awareness education to approximately 2,100 Parole Officers in California. c. Expansion of the State Agency TLO program to ensure connections with every Cabinet level agency in the state, that they have one or more TLOs and that they have CALJRIES connectivity. Page 19

26 5. Development of a new Information Sharing and Data Analysis Unit for the California Department of Corrections. To counter the growing threat of prisoner radicalization and integrate 33 separate correctional institutional monitoring activities covering 173,000 inmates across California, the CA Department of Corrections and Rehabilitation developed an Information Sharing and Data Analysis Unit. In concert with the STTAC, OHS will help CA Department of Corrections and Rehabilitation counter the growing threat of radicalization within our correctional system as follows: a. Offer training for correctional staff on indicators and warnings of radicalization, counter-terrorism investigative techniques. b. Educate correctional staff on the use of intelligence integration technology. c. Accelerate the integration and connectivity new Information Sharing and Data Analysis unit with the STTAC and regional centers. 6. Develop a web based system to share information with the private sector. Since the bulk of California s infrastructure systems are owned and operated by the private sector, California is making positive efforts to build new partnerships with owners and operators of these installations. Current efforts include the development of the web based system to share information with the private sector through use of CA JRIES and the FBI s InfraGard and advanced Guardian systems. These efforts will enhance information sharing and collaboration across the 17 National Infrastructure Protection Plan (NIPP) sectors and the 3,300 critical infrastructure owners and operators in California s 58 counties. The collaborative strategy of the State Terrorism Threat Assessment System has OHS focused on information sharing with Statewide Private Sector Associates and Industry, and the RTTACs will directly connect with the Critical Infrastructure sites in their respective areas of responsibility. 7. Enhance information sharing and terrorism detection capabilities in the maritime domain. California s maritime community is critical to the state s and the nation s economy. Working with the U.S. Coast Guard and through the California Maritime Security Council, Information Sharing Subcommittee, OHS seeks to: a. Create terrorism awareness training and a reporting program for the maritime security community. b. Make recommendations to support the existing Area Maritime Security Council prevention strategy specific to each of California s ports and harbors. Provide support to the strategic and technological integration of the ports to the existing State Terrorism Assessment System. c. Work to integrate and accelerate the U.S. Coast Guard Command 21 Information Sharing Strategy for the three U.S. Coast Guard Sectors in California and their associated ports. Page 20

27 MARITIME INITIATIVES OHS Information Sharing and Threat Assessment Division initiatives include creating a terrorism awareness training and reporting program for the maritime security community. Page 21

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29 III. PLANNING, RESEARCH AND EMERGENCY PREPAREDNESS OVERVIEW The Planning, Research and Emergency Preparedness Division (PREP) is charged with a myriad of tasks to ensure a holistic approach to the prevention, protection, response and recovery from a terrorist attack or natural disaster in the State of California. The guiding principles of PREP are coordination, collaboration, and communication with both internal and external partners. PREP participates with planning efforts and strategy development internally and externally with our federal, State, local, and tribal partners. PREP actively participates on planning and advisory committees for development of methods to implement California s strategic vision in an environment of uncertainty and risk. Key priorities include identifying near-term preparedness planning using the capabilities-based approach to guide planning, assessment, training, exercises, evaluation, and resource allocation activities to include Continuity of Operations/Continuity of Government planning. PREP works seamlessly with the five other OHS divisions to achieve a unified approach for the mission and goals set forth by Directives from Governor Schwarzenegger and Homeland Security Presidential Directives. PREP also monitors new federal and State mandates, programs, and initiatives to ensure California s compliance with a nationwide approach to the preparedness for terrorist attacks and other hazards. PREP actively works with the federal government to ensure that the nationwide approach takes into account the needs of the State of California. Continued outreach to our partners is imperative in order to provide the opportunities to share critical information, new initiatives, best practices, and lessons learned. PREP, on behalf of OHS will continue to facilitate workshops, focus groups and conferences. These outreach opportunities are imperative in order to continue the OHS security mission and to remain a national leader in emergency preparedness and homeland security. PREP will continue with enhanced vendor coordination and collaboration with both public and private partnerships on new products and services as they are developed through ongoing research and development. The information will be shared with federal, State, local, tribal, and private sector partners. OHS will continue to work with existing and new partners, both public and private, for the enhancement of the State s catastrophic incident planning, response, and recovery operations. These planning efforts mirror federal guidance outlined in the National Incident Management System (NIMS) and National Response Framework. Planning efforts incorporate incident management best practices designed for consistency and alignment with national standardization efforts. Page 23

30 Planning activities include participation in the following areas: Incident management processes Qualifications and certification Communications interoperability Training, exercises and equipping Evacuations and sheltering Work with the special needs populations (Disabled and the Elderly) SUMMARY OF CURRENT PLANNING PRIORITIES The importance and need for the California preparedness advisory and planning committees are to address the following issues: 1. Homeland security is a shared responsibility based upon the foundations of partnerships. 2. State and local governments understand their communities and the unique requirements of their citizens to provide response by first responders. 3. Response capabilities require all levels of government, the private and non-profit sector, communities, and individual citizens. 4. A consistent framework for government entities at all levels to work together to manage domestic incidents, regardless of cost, size, or complexity in an all-hazards environment. The Planning, Research and Emergency Preparedness Division works closely with our federal, State and local partners to develop planning strategies in many focus areas. Examples include the following: Statewide Strategy for Homeland Security Statewide Mass Migration Plan Preventative Radiological/Nuclear Concept of Operations Collaboration on the National Response Framework State of California Preparedness Report California Maritime Security Strategy CA Pandemic Influenza Plan CA SEMS/NIMS Implementation Plan CA and National Vulnerable Populations Plan OES/FEMA - CA Catastrophic Readiness/Response Planning Initiative California Statewide Communications Interop Plan (CalSCIP) Statewide Tactical Interoperable Communications Plan Development Community Readiness Advisory Plan Statewide Strategic Metrics Assessment Page 24

31 PLANNING & RESEARCH PREP personnel continually monitor federal and State guidelines and regulations for incorporating new directives, acts, and initiatives for the enhancement of the mission to prevent, protect, respond, and recover in an all-hazards environment. CHEMICAL, BIOLOGICAL, RADIOLOGICAL, NUCLEAR, EXPLOSIVES (CBRNE) DETECTION OVERVIEW This initiative is an ongoing effort to create a statewide multi-layered, multi-disciplined radiation nuclear detection response architecture plan that will feed into the national plan. Plans will include strengthening CBRNE detection, response, decontamination capabilities to ensure that public safety personnel have the capabilities necessary to detect and decontaminate a radiation/nuclear terrorist or other related incident. OHS is actively working with the US-DHS Domestic Nuclear Detection Office (DNDO) and is leading a statewide workgroup to develop a comprehensive State radiological and nuclear preparedness plan. PROGRAM SUMMARY OHS will work with its State, federal, and local partners to improve the capabilities of the state s law enforcement and responder personnel through training, planning, equipment and exercises, using mutual aid, to detect, and if needed, decontaminate a radiological or nuclear event. VENDOR PROGRAM OVERVIEW The OHS Vendor Program is designed to collect information regarding products and technologies of strategic use for the State s counterterrorism efforts and aid the first responder community. PROGRAM SUMMARY Information provided by individual vendors on related products and services are shared with US-DHS Science & Technology Directorate, State and local agencies and the port maritime community through the California Maritime Security Council (CMSC). Page 25

32 TRIBAL GOVERNMENT OVERVIEW California s tribal nations are a component in the OHS mission to coordinate preparedness, prevention, response and recovery efforts in the State. California is home to 107 federally recognized tribal Nations and each play a role in the unified NIMS/SEMS structure and mutual aid in the event of an emergency. OHS will continue working with the California Department of Justice (DOJ) tribal representatives and the Office of Emergency Services (OES) for the development of regional workshops to identify the needs of the tribal nations and for the sharing of information for planning, training, and other programs. Based on outreach success during the year 2007, OHS remains committed to enhanced emergency planning with the tribal nations. OHS will continue working with the California Volunteers in support of Citizens Preparedness activities in an all-hazards environment. PROGRAM SUMMARY OHS will continue the enhancement of building effective partnerships with Tribal Nations. The partnership building will create a better understanding, appreciation, and respect to allow us to work in concert with them to protect Native American people and their property against all types of hazards. OHS working with federal, State, and tribal partners will place emphasis on emergency management principles and implementing comprehensive emergency management systems. IDENTIFIED GOALS, OBJECTIVES, ACTIVITIES, AND TASKS The Planning, Research and Emergency Preparedness Division will support the following goals and objectives of the OHS Strategy as follows: GOALS: 1, 2, 3, 4, 5, 6, 7 OBJECTIVES: SUPPORT TO ALL ASSOCIATED OBJECTIVES Activities and tasks to accomplish the goals and objectives include the following: 1. Review and revise the State Homeland Security Strategy to ensure a risk based approach and alignment with federal and State regulations and incorporate new directives, acts, and initiatives. The OHS strategy is based on reducing risk by enhancing capabilities and, therefore, must be reviewed on a consistent basis. Maintaining and updating the strategy will provide policy makers and the public with the most current information to ensure the State is on a strategic path to achieving its goals and objectives. The OHS strategy provides an overview of the current status of risk and OHS initiatives to reduce that risk and the way forward. PREP will work internally and externally with our State partners to maintain and enhance a comprehensive and inclusive strategy for future years. Page 26

33 2. Continue to effectively work with our partners for outreach and planning purposes to include additional strategies, concepts of operations and standard operating procedures. The success of California s preparedness efforts remains a shared responsibility. The consistent interaction among public safety officials is crucial. PREP will continue to participate on current advisory boards and committees. PREP will continue to review and provide recommendations as new planning initiatives are created and implemented. As areas of concern are identified, PREP will work with our state, local and tribal partners to ensure that strategies exist and are up to date for California s Homeland Security Challenges. 3. Continue to assist with the evaluation of the State s CBRNE capabilities and provide resources from US-DHS to State and local public safety officials. California has many special events where large crowds and critical infrastructure such as ports, harbors, and marinas are appealing to terrorists. OHS and the Office of Emergency Services will continue in a joint Statewide Capability and Resource Metrics initiative known as the California Disaster Resources and Capability Preparedness Assessment Project. Included within this project are tasks such as quantifying, inventorying, and identifying gaps in Chemical, Biological, Radiological, Nuclear, Explosive (CBRNE) detection equipment and resources. OHS is also actively working with the Domestic Nuclear Detection Office and is leading a statewide workgroup to develop a comprehensive State radiological and nuclear preparedness plan. OHS has the ability to request federal support for rapidly deployable biological and chemical detection systems for special events. OHS will continue to facilitate the use of the systems for special events held in California by working with both federal and local entities. 4. Continue to provide leadership and support to the CA Maritime Security Council and work to enhance Maritime Security throughout California. Planning, Research and Emergency Preparedness Division and OHS Executive Staff will continue to provide leadership and support to the CMSC Council and subcommittee membership in the ongoing efforts for an open and integrated, multi-layered maritime security architecture that maximizes the abilities of the maritime community to prepare, protect, prevent, and quickly respond to disasters in an all-hazards environment. Each of the CA Ports has unique responsibilities and challenges in fulfilling their mission of the movement of goods and people. The CMSC has taken action to advise the Governor in matters related to maritime security throughout the State. The CMSC brings together the three Area Maritime Security Committees (AMSCs) in a statewide forum to collaborate on issues related to port security. The Planning, Research and Emergency Preparedness Division will work with the Critical Infrastructure Protection Division on a statewide vulnerability assessment of California s eleven ports. Page 27

34 5. OHS Planning, Research and Emergency Preparedness will continue the support of the CMSC Council and Subcommittees in their mission as follows: a. Development of a baseline level of overall and individual port security as part of the maritime strategy. b. Research and identification of funding availability and legislative actions. c. Coordination of information sharing and threat analysis. d. Continuously identify scientific advances in technology. e. Development of new training and exercise programs for the public/private maritime partnerships. f. Monitoring and sharing of information for the Transportation Worker Identification Credential (TWIC) in the maritime community. g. Coordination of recovery and business continuity planning within the public/private maritime partnerships. 6. Continue to provide assistance to the State plan which addresses locally driven interoperable communications. The strategic direction for the enhancement of regional response capabilities will address the following: a. Coordinate and collaborate with public safety agencies within CalSCIP regions. b. Further development and refinement of the Tactical Interoperable Communications Plan for urban/metropolitan area partnerships. c. Further assessment of gaps in funding, training, and equipment as part of the building of enhanced and sustainable capacities. 7. Enhanced collection and sharing of vendor information. a. Development of a shared database for vendor products and services. b. Continued coordination with the US-DHS Science & Technology Directorate. c. Enhanced coordination with State partners on products and services. 8. Increased outreach to Tribal Nations. a. Increased collaboration and coordination between State and local agencies and the Tribal governments. b. Development of regional workgroups within the California Department of Justice (DOJ) Tribal Liaison to solicit input from individual Tribal Nations reference emergency management and homeland security needs. Page 28

35 IV. CRITICAL INFRASTRUCTURE PROTECTION OVERVIEW With over 38 million residents and 322 million annual visitors contributing to the State s 1.5 trillion dollar economy, California must work diligently to protect Critical Infrastructure and Key Resources (CI/KR) within the State. The National Preparedness Goal defines the development and implementation of a CI/KR protection programs as a key component of State, local, tribal and territorial homeland security programs. The FY 2007 Homeland Security Grant Program directs all eligible states and Urban Area Security Initiative (UASI) jurisdictions to implement a CI/KR program based on the National Infrastructure Protection Plan (NIPP) risk management framework. Critical infrastructure can be defined as systems and assets, whether physical or virtual, so vital to California and the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on any combination of national security, national economic, public health, or safety implications. For California, incidents involving CI/KR assets would render severe consequences and must be protected at all times. Through vigilant efforts focused on identifying, prioritizing, cataloging, mapping and protecting critical infrastructure and key resources, OHS Critical Infrastructure Protection (CIP) Division implemented the provisions of the National Infrastructure Protection Plan and Homeland Security Presidential Directive 7 (HSPD-7). These plans seek to align and unify structure for the integration of CI/KR protection efforts into a single national program. Actions include the following: Setting security goals within the State Identifying assets, systems, and networks Assessing risks Prioritizing CI/KR across sectors and jurisdictional levels Implementing protective programs Measuring the effectiveness of risk management efforts Sharing information between relevant public and private sector security partners SUMMARY OF CURRENT PROGRAMS In accordance with the risk management framework identified in the National Infrastructure Protection Plan, the OHS CIP Division is focused on efforts to identify, prioritize, and protect the State s broad array of critical infrastructure and key resources (CI/KR). With numerous partners to facilitate activities ongoing in California, CIP is centered on efforts to build effective relationships for the protection of California assets. Key partnerships include site owners and operators, first responders, public and private organizations, associations, and other levels of government, including federal, State, local, and tribal partners. OHS, through these partners, developed sector-specific expertise that provide assistance in obtaining and sharing of information needed to identify the most critical sites and apply the risk management strategy as defined by the US-DHS to prioritize assets and apply the most appropriate protective measures. Page 29

36 CRITICAL INFRASTRUCTURE SECTORS/ KEY RESOURCES Critical Infrastructure and Key Resource (CI/KR) sites are potential terrorist targets deemed most crucial in terms of national-level public health and safety, governance, economic and national security, and public confidence consequences. The following four Key Resources and 13 Sectors represent California s critical infrastructure. KEY RESOURCES 1. Commercial Assets 2. Dams 3. Government Facilities 4. Nuclear Power Plants CRITICAL INFRASTRUCTURE 5. Agriculture and Food 6. Banking and Finance 7. Chemical & Hazardous Materials Industry 8. Defense Industrial Base 9. Energy 10. Emergency Services 11. Information Technology 12. Telecommunications 13. Postal & Shipping 14. Public Health 15. Transportation 16. Water 17. National Monuments & Icons Page 30

37 In 2008, OHS will enhance current efforts in the identification, prioritization, and protection of critical infrastructure/key resource assets within the State. Continuing efforts and initiatives are as follows: IDENTIFICATION At the federal level, CI/KR sites are identified through criteria established in the US-DHS National Asset Database (NADB). The NADB contains analytical tools that allow for the identification of assets, systems, and networks that are critical and, therefore, designated as CI/KR. Timely and accurate information and data related to CI/KR sites is necessary to effectively deter, neutralize, and mitigate threats. Additionally, access to CI/KR site information and data is necessary for effective emergency planning and response. The Automated Critical Asset Management System (ACAMS) is the data management tool that has been selected to capture, store, retrieve and review CI/KR data. ACAMS was developed with the support of the U.S. Department of Homeland Security (US-DHS) and was initially piloted by the Los Angeles Police Department (LAPD) under Operation Archangel. The ACAMS Data Management Tool Coordinates the Following: Critical Asset Inventory Asset Manager Questionnaires (promotes Public/Private partnerships) Critical Asset Assessments (CAA) Site Specific Pre-Incident Security Enhancement Plans Buffer Zone Protection Plans (BZPP) Building Inventories Site Specific Post-Occurrence/Response Plans After two years as a pilot project, OHS has now taken the lead by significantly expanding the training and implementation of ACAMS in California. OHS is currently providing ACAMS and Critical Asset Assessment Training throughout California. With OHS qualified instructional staff and a Program Manager, ACAMS provides a standardized format conforming to the US-DHS National Asset Database criteria. Additionally, because of the success of ACAMS in California, it is now is being rolled-out to numerous states and serves as the national model. The Critical Infrastructure Protection Division is involved with a number of public / private partnerships to assist with the identification of CI/KR sites. Examples include: Industry & Trade Associations Federal Bureau of Investigation (FBI), InfraGard Program Various government Related Work Groups PRIORITIZATION Sites, systems, and networks are prioritized using a formula that incorporates vulnerabilities, consequences, and threats to form a risk profile. Vulnerability and consequence assessments are conducted by a number of entities, which in California include the National Guard s Critical Infrastructure Program Mission Assurance Assessments (CIP-MAA) and the Homeland Defense Operational Planning System (HOPS). Many of these assessments are then utilized by the Center for Risk and Economic Analysis of Terrorist Events (CREATE), which is a US-DHS sponsored Center of Excellence located on the campus of the University of Southern California Page 31

38 (USC). CREATE further refines the consequences that could be expected if a critical site is damaged or destroyed, with the primary focus on economic impact. The NADB and ACAMS, in addition to the Integrated Common Analytical Viewer (ICAV), have the capability to prioritize sites and assets. Other sector comparison tools such as the Risk Analysis and Management for Critical Asset Protection (RAMCAP) are also under development at the US-DHS. Site information on vulnerabilities, consequences, and threats is obtained from modeling done by various National Laboratories, US-DHS Protective Security Advisors (PSA s), members of the Regional Terrorism Threat Assessment Centers (RTTACs), and site owners, operators, and security managers. OHS Critical Infrastructure Protection Division will continue to work with the research and development being conducted by Sandia National Laboratory for the development for a standardization tool that will be used in the prioritization of critical infrastructure and key resources in the State. The project will include a more concise list of critical infrastructure sites in California applied across all 17 sectors. PROTECTION The Critical Infrastructure Protection Division serves as the primary point of contact for the Buffer Zone Protection Program (BZPP). This program provides grant funding to build security and risk-management capabilities to secure critical infrastructure including chemical facilities, nuclear and electric power plants, dams, stadiums, arenas and other high-risk areas. Specifically, the program helps to implement buffer zone programs by providing funds to support planning and equipment acquisition. Project work with local jurisdictions to administer similar Chemical Sector Buffer Zone Protection Programs is ongoing. Hundreds of CI/KR sites received funding for increased physical security, including Closed Circuit TV (CCTV), alarms, barriers, motion detectors, explosive detection canines, and other detection equipment. Additionally, training for front-line personnel working with terrorism indicators and warnings, disaster response and incident command systems are in development for regional disaster response transit plans to move people, goods, emergency personnel and equipment in the aftermath of a disaster. Supplementary protection is provided by the vulnerability mitigation strategies resulting from Homeland Defense Operational Planning System (HOPS), Critical Infrastructure Protection Mission Assurance Assessments (CIP-MAA), and Risk Analysis and Management for Critical Asset Protection (RAMCAP). The assessors, with assistance from the FBI, RTTACs, and Protective Security Advisors (PSA), work closely with the asset owners and operators to document information on the facilities current security posture and provide assistance on the development of a comprehensive protection strategy. Explosive Detection Canines Pilot Program California is engaged in domestic and international programs to train canines and their handlers in advanced techniques in anti-terrorism efforts for enhanced explosive detection capabilities for use in mass transit systems. The Critical Infrastructure Protection Division provides guidance for domestic canine training programs. Page 32

39 CRITICAL INFRASTRUCTURE PARTNERS and COLLABORATION EFFORTS Public / private partnerships are the foundation of the CIPs programs and policies. Since its inception, OHS recognized that cooperation from the private sector is fundamental to the progress required to protect the State s vast, privately-owned infrastructure systems. OHS Critical Infrastructure Protection Division is connected to the private sector though memberships in the following organizations: InfraGard - an FBI-sponsored public/private organization designed to educate, train and provide open source information to selected sectors and sites, many of which are privately owned. Business Executives for National Security (BENS) - a non-partisan organization of business leaders who apply lessons of their successful businesses to making our country safer and more secure. OHS works to foster an inclusive approach to security measures ensuring broad and thorough participation from federal, State, local, tribal, and private entities. The Critical Infrastructure Protection Division has actively sought out and incorporated valuable contributions from each of these entities to ensure programs and policies reflect workable solutions. This is particularly true when conducting assessments on various critical infrastructure assets such as Buffer Zone Protection Plans as well as maintaining collaboration regarding geographical information. OHS Critical Infrastructure Protection Division will continue to engage our sector partners with emphasis on existing associations and organizations. By the identification of site owners and operators, along with security partners, information will be made available to OHS for defining parameters, verifying infrastructure information, and updating infrastructure information as required by the National Infrastructure Protection Plan (NIPP). FOCAL POINTS Within the Critical Infrastructure Protection Division, the following ongoing or new projects will commence in the 2008 timeframe: Focus on systems, networks and functions as opposed to a single site approach. One example is the State Water Project, which was submitted to DHS as an entire system during the 2007 Buffer Zone Protection Program process. This project received the highest level of funding of any asset in the country for that type of program. Continuing efforts with site owners and local law enforcement to identify and inventory statewide assets and systems using the Automated Critical Asset Management System (ACAMS). ACAMS started as a national pilot in California but recently rolled out across the country. ACAMS currently holds various levels of detail on over 5000 CI/KR sites. Ongoing efforts to continue to review, verify, and validate hundreds of sites related to various data calls, Buffer Zone Protection Plans, and sites nominated to the former National Asset Database. Previous work performed by the Division in the area of evaluation of commercial products to help us identify and inventory asset information, including imapdata, will be deployed into the Integrated Critical Asset Viewer (icav) in Extended project work with the National Laboratories to enhance the current criteria used to identify critical infrastructure. The objective is to have California specific criteria, which will be easier to apply, and will expedite the identification and inventory process of additional assets. Page 33

40 IDENTIFIED GOALS, OBJECTIVES, ACTIVITIES, AND TASKS The Critical Infrastructure Protection Division will support the following goals and objectives of the OHS Strategy as follows: GOAL 4: ENHANCE PROTECTION OF CRITICAL INFRASTRUCTURE AND KEY RESOURCES (ENHANCE TRANSPORTATION AND MARITIME SECURITY) OBJECTIVES: Activities and tasks to accomplish the goal and objectives include the following: 1. Continue to establish security partnerships within each of the 17 CI/KR areas and work with these partners to identify, prioritize, and protect CI/KR sites throughout the State. The NIPP encourages each state to establish security partners within each of the 17 CI/KR Areas. OHS will continue to work with partners in each sector to identify the most efficient and effective communication method. In doing so, OHS will look to the Critical Infrastructure Partnership Advisory Council (CIPAC) model to establish a joint government and private sector body that will help guide and assist OHS in implementing the NIPP across the 17 CI/KR areas statewide. This council can provide interagency coordination around CI/KR strategies and activities, policy and communication across government and the sector to support the state s CI/KR protection program. The identification, prioritization, and protection of our State assets are an ongoing process. New facilities and networks are built while others are expanded or even torn down. OHS will continue to refine the processes used to ensure that all critical sites are cataloged and receive the highest level of security. OHS has begun to focus on communicating with statewide associations and organizations of which many CI/KR asset owners and operators belong. Communication with individual CI/KR sites will mainly be done through local law enforcement and the RTTACs. 2. Coordinate the development of standardized vulnerability and consequence tools, and increase our capability to conduct site assessments. Vulnerability and consequence assessments are currently being conducted by a number of groups utilizing a various assessment tools. By coordinating the assessment process and using a standardized tool, more assets can receive vulnerability and consequence assessments while the number of contacts an asset owner/operator receives is minimized. In the case of large complex critical infrastructure sites, OHS anticipates using the National Guard s CIP-MAA teams which are staffed by specially trained National Guard personnel to conduct complex vulnerability assessments. Adding up to two additional CIP assessors to each of the four RTTACs and increasing the number of HOPS assessments are also expectations for Development of a geospatial capability which utilizes statewide data to assist with identification, prioritization, and protection of CI/KR assets. Geospatial capability will allow us to visually track assets throughout the State, see their interdependencies, model various scenarios, and determine cascading effects. These capabilities, along with the possibility of combining data from various assessment tools and Page 34

41 adding layers that show criminal activity, natural hazards, and previous grant funding allocations will allow us to make more sophisticated prioritization and protection decisions. By capturing and mapping the location of equipment and related resources we could measure not only where security has been improved but also identify current gaps. 4. Enhance the State s risk assessment capabilities. In 2008, OHS will strive to better integrate the STTAC with the State s CI/KR protection program in order to review information and map threats against CI/KR, determining the threatened infrastructure s vulnerability and recommending a suite of protective measures and resources to mitigate the risk posed by the threat. OHS will work to develop analytical products by combining information sharing expertise with practical business and CI/KR operational expertise. This comprehensive analysis will provide an understanding of the threat, CI/KR vulnerabilities, the potential consequences of attacks, and the effects of riskmitigation actions on not only the threat, but also on business and operations. By building the Sate s CI/KR program around a risk-based approach, the State seeks to produce the following outcomes: Processes that further link the STTAC into the CI/KR mission by collecting, analyzing and sharing threats to CI/KR, including suspicious activity reports regarding CI/KR Threat reports linked to specific CI/KR by sector Allocation of homeland security resources based on a more advanced risk model, including both funding and operational resources Information that supports responses to emerging threats and/or immediate incidents Information that supports the strategic planning needed to enhance the protection of California s CI/KR in the future Protective measures for the Homeland Security Advisory System (HSAS) Completed reports within the Buffer Zone Protection Plan and Vulnerability Reduction Purchase Plans Accumulation of maps, photos, diagrams, and floor plans of key assets across the state Increased terrorism awareness on behalf of asset owners and operators in California 5. Develop tools to measure effectiveness of the State s CI/KR protection efforts. Building off of the State s growing ability to analyze risk, in 2008, as called for in the NIPP, California will begin measuring the effectiveness of its CI/KR protection program. This will include quantitative indicators for two different groups of metrics to support assessing effectiveness as follows: Core metrics, which apply to all 17 CI/KR sectors Sector-specific metrics, i.e., metrics applicable to an individual sector Core Metrics are common across all sectors and represent a set of descriptive, process, and outcome data that enable measurement of progress. Examples include the number of assets, systems, and networks with a potential for medium or high consequence, and the number of assets, systems, and networks with completed vulnerability analyses. Core metrics are basic measures that can be tracked across each sector to enable comparison and analysis between different types of CI/KR. Resources are allocated to those activities that best accomplish CI/KR risk-mitigation goals. Activities that do not advance these goals will be redesigned or eliminated over time. Page 35

42 Sector-Specific Metrics are tailored to the unique characteristics of each sector and are used to assist in monitoring progress within a specific sector. Sector-specific metrics and the means of monitoring progress against those metrics are developed in a collaborative process that includes US-DHS, the Sector Specific Agencies (SSAs), and other public and private sector security partners, as appropriate. Sector-specific metrics, for example, might include the percentage of shipments moving through a specific port that is subjected to detailed screening or improvements in the time required to obtain results from test samples. 6. Enhance private security guard training and reporting. So much of California s CI/KR is owned and operated by the private sector. As was demonstrated by the 2004 casing reports of financial sector buildings in New York, New Jersey, and Washington, DC by terrorist operatives, private-sector security personnel will often see, and even encounter terrorist operatives dispatched to conduct pre-operational surveillance against potential targets for attack. Therefore, it is imperative that those front line security professionals receive adequate training on what constitutes terrorist indicators and warnings to include pre-operational surveillance against an asset and how to report that suspicious activity in a structured and consistent manner to the appropriate authorities, particularly the RTTACs and the STTAC. Upon receiving such suspicious activity reports, the RTTACs and the STTAC will be able to conduct follow-up analysis which may warrant law enforcement investigations and operations to protect the asset and apprehend the suspect(s). The Critical Infrastructure Protection Division will continue to work with the Information Sharing and Threat Assessment Division to advocate training of private security guards within the State. Page 36

43 V. GRANTS MANAGEMENT OVERVIEW The California OHS Grants Management Division serves as the State Administering Agent for federal homeland security grants. Grants Management is responsible for submitting homeland security grant applications and ensuring that federal funds awarded to California are invested wisely and expended in a timely manner. Additionally, OHS serves as an advocate for local public safety agencies throughout California with respect to homeland security grant issues. The OHS grants management philosophy is committed to ensuring that the federal homeland security funds are planned for and expended using a process focused on risk management, local multi-discipline decision making, and regional coordination. The planning and project approval process put in place by OHS has for the first time created multi-discipline, regional planning committees focused on building capabilities for a coordinated, efficient prevention, protection, response, and recovery from a natural or man-made event. The Grants Management Division created the following new units to enhance the administration of grant programs in collaboration with homeland security partners. The new units will allow continuous improvement for internal and external customers in the areas of technical assistance, reimbursement requests, and reporting activities in a timely manner. Fiscal and Reporting Unit (F&RU) The Fiscal Reporting Unit (F&RU) is responsible for processing all requests for reimbursement from sub-grantees across all grants, submitting Initial Strategy Implementation Plans (ISIP), Biannual Strategy Implementation Reports (BSIR), Categorical Assistance Program Reports (CAPR) and the Monthly Accomplishment Summaries which are posted on the OHS website. The F&RU is also the lead in providing grant related information in support OHS's annual report, reports to the legislature and California's State Preparedness Report (SPR). The F&RU conducts several workshops throughout the year including Reports and Recordkeeping, Fiscal Management and Biannual Strategy Implementation Reporting. Homeland Security Grant Unit (HSGU) - formerly Grants Administration Unit The Homeland Security Grant Unit (HSGU) is responsible for the overall grant management of California's State Homeland Security Grant Program (SHSGP), Law Enforcement Terrorism Prevention Program LETPP), Urban Area Security Initiative (UASI), Metropolitan Medical Response System (MMRS), Citizen Corps Program (CCP), Urban Area Security Initiative-Non Profit Security Grant Program (NSGP) and Operation Stonegarden (OSGN). The HSGU conducts workshops throughout the state on grants management and grant application workshops. The HSGU is also responsible for the annual Investment Justification Planning Conference and coordinating the development and submission of California's applications for homeland security grant funds. Transit Security Grant Unit (TSGU) The Transit Security Grant Unit (TSGU) is responsible for the overall grant management of the Transit Security Grant Program (TSGP), Transit Security Grant Ferry (TSGP-Ferry), Transit Security Grant Program - Supplemental (TSGP- Supp), and Proposition 1B funded Page 37

44 programs. The TSGU administers transit related grants in coordination with California's Regional Transit Security Working Groups (RTSWG) listed below. San Francisco Bay Area Sacramento Los Angeles \ Orange San Diego Infrastructure Protection Grant Unit (IPGU) The Infrastructure Protection Grant Unit (IPGU) is responsible for the overall grant management of the California Port and Maritime Security Grant Program funded from Proposition 1B funds, the Public Safety Interoperable Communications (PSIC) grant program. The IPGU also supports Buffer Zone Protection Program grants and California's federal Port Security Grant Program (PSGP) submission. Grant management activities in the IPGU are coordinated with the California Maritime Security Council and Area Maritime Security Councils, the California Statewide Interoperability Executive Committee (CALSIEC) and the Public Safety Radio Strategic Planning Committee. Monitoring and Audits Unit (MAU) The Monitoring and Audits Unit (MAU) is responsible for the compliance review of federal funds and general obligation bond funding that are disseminated throughout California are properly accounted for and aligned with specific program guidelines, federal and State regulations. SUMMARY OF CURRENT PROGRAMS State Homeland Security Grant Program (SHSGP) The State Homeland Security Grant Program (SHSGP) provides funding for specialized equipment, exercises, training, and planning. In 2002, a group with representatives from each of the statewide first responder associations developed a funding plan. Following this plan, 80 percent of the program s funding was awarded to each of the State s 58 operational areas for the benefit of all first responders in the county. The remaining 20 percent was awarded to State agencies for domestic terrorism and all hazard preparedness efforts. In order to decide which jurisdiction (county, city or special district) and discipline (law, fire, health, etc) is to receive SHSGP grant funding within each operational area, an approval body is established. This five-member body is composed of the county sheriff, county fire chief, county health officer, as well as municipal fire chief and municipal police chief to be chosen by the countywide municipal fire and police chiefs associations. Investment decisions of the approval body are also guided by working groups with wide ranging representation which makes recommendations to the approval body. Local approval bodies are encouraged to include additional, non-voting members to these groups to enhance multi-discipline planning and preparedness efforts. The amount of money awarded to each county operational area is calculated on a minimum base-plus-population formula. DISTRIBUTION OF GRANT FUNDS When considering US-DHS Grant Programs, it is important to note funds are provided on a reimbursement basis to cover investments made during the approved performance period. This lengthy performance period provides State and local jurisdiction with the time to plan, properly assess their weaknesses and capabilities, devise investment strategies to fill identified gaps, engage in regional planning efforts, and devise training and exercise strategies to improve the Page 38

45 overall readiness of their first responders. Procurement and investment policies and procedures inevitably result in delays from the initial planning and contracting through the purchase of equipment and other services. It would be impractical, and in most cases unwise, to expect local jurisdictions to draw down their entire award of homeland security grants without adequate planning. Under federal guidance, State and local jurisdictions must incur the costs of their preparedness investments prior to receiving federal funds. This process posed a challenge to many of California s localities. The Federal Cash Management Act of 2005 provides limited relief from this unduly burdensome requirement for the FY 05, FY 06, and FY07 homeland security grant programs. This Act will help alleviate the cash flow problems experienced by some grant recipients. Timely distribution at the federal level is also troublesome. OHS is continually working with the federal government to improve the sub-allocation process. There has often been significant lag time between appropriation and award to the states which contributes to the perception that federal homeland dollars are not being spent expeditiously. To alleviate some of these challenges, OHS established the Grants Management Division. In an effort to streamline the reimbursement process, OHS convened a working group to redesign reimbursement process and procedures. The outcome was the Financial Management Forms Workbook (FMFW) and a new reimbursement process that was rolled out to our sub-grantees in fiscal management workshops during 2005 and continues today. The new process has been received with praise from our sub-grantees. The new process streamlines procedures and eliminates redundancies by starting with a planning template that becomes part of the application, is used for cash and grant modification requests, and ends as a closeout document. These functions are now accomplished in single Excel workbook. Additionally, the grant management section annually conducts over 60 workshops, training sessions, conferences and meetings throughout California on cash management, grant modifications, grant reporting, and grant closeout. Law Enforcement Terrorism Prevention Program (LETPP) The Law Enforcement Terrorism Prevention Program (LETPP) provides funding to law enforcement and public safety entities and their private sector partners to carry out specialized activities to prevent and deter terrorist attacks. Eligible activities include information gathering and sharing through the establishment or enhancement of information fusion centers, target hardening of high value high consequence targets, strategic planning, interoperable communications and collaborating with other law enforcement partners, government agencies and the private sector.. Specialized equipment acquisition is eligible under LETPP. LETPP funds can be used for select organizational activities including operational overtime, overtime costs for personnel to participate information sharing, investigative operations, and information analysts to support information fusion activities. Page 39

46 In addition, up to 25 percent of LETPP funds may be used for costs incurred during Orange Alerts and for border protection activities during Yellow Alerts. Urban Areas Security Initiative (UASI) Grant Program The Urban Area Security Initiative (UASI) Grant Program provides funding to address the unique planning, equipment, training and exercising needs of large urban areas, and to assist them in building and enhancing a sustainable capacity to prevent, respond to, and recover from threats or acts of terrorism. US-DHS predetermines the selected cities and also determines the amount of funding for each city/urban area. Under the UASI Grant Program, each of the primary cities selected for funding must define their urban area within the parameters set by the US DHS including where appropriate, neighboring cities and counties. Once the urban area has been defined, an urban area working group is then formed to assess the needs of the urban area and provide recommendations to the core city/core county on how the funding should be distributed, by jurisdiction and discipline. As a pilot program in Fiscal Year 2007, Tier I UASI jurisdictions may use FY07 UASI funds to support non-overtime (or regular time) operational costs for existing positions that are currently assigned to full-time counterterrorism duties, including intergovernmental assignments. Counterterrorism duties include such activities as information sharing and surveillance. Costs associated with newly hired personnel or regular time for personnel at all engaged in traditional public safety or non-counterterrorism duties in these jurisdictions are ineligible. Infrastructure Protection Program Grants The Infrastructure Protection Program (IPP) is designed to strengthen the Nation s ability to protect critical infrastructure facilities and systems. IPP is comprised of five separate grant programs: the Transit Security Grant Program (TSGP), the Port Security Grant Program (PSGP), the Intercity Bus Security Grant Program (IBSGP), the Trucking Security Program (TSP), and the Buffer Zone Protection Program (BZPP). Eligible applicants for the Intercity Bus Security Grant Program (IBSGP) are fixed route intercity and charter bus transportation companies. Eligible applicants for the Trucking Security Grant Program are the American Trucking Association. The Port Security Grant Program is administered directly by US DHS. OHS will apply for the Transit Security Grant Program (TSGP) and Buffer Zone Protection Programs (BZPP). Program descriptions are as follows: Transit Security Grant Program (TSGP) The Transit Security Grant Program (TSGP) provides grant funding to the nation s key high threat urban areas to enhance security measures for the critical transit infrastructure including bus, rail systems. Transit Security Grant Program Ferry Supplement (TSGP-Ferry) The Transit Security Grant Program-Ferry provides grant funding primarily intended to enhance security measures of public transit agencies that operate larger ferry systems. Page 40

47 Buffer Zone Protection Program (BZPP) The Buffer Zone Protection Program (BZPP) provides grant funding to build security and risk-management capabilities at the State and local level to secure pre-designated Tier I and Tier II critical infrastructure sites, including, nuclear and electric power plants, dams, stadiums, and other high-risk/high consequence facilities. The Grants Management Division works with the Critical Infrastructure Protection Division for the fiscal administration of this program. Chemical Sector Buffer Zone Protection Program (Chem-BZPP) The Chemical Sector Buffer Zone Protection Program (Chem-BZPP) provides funds to support the implementation of a regional Buffer Zone Plan (BZP) in a region and outside the perimeters of identified chemical sector Critical Infrastructure / Key Resource (CI/KR) sites. These plans are intended to develop effective preventive and protective measures that make it more difficult for terrorists to conduct surveillance or launch attacks within the immediate vicinity of high priority chemical sector critical infrastructure targets. They also increase the preparedness capabilities of the local jurisdiction(s) responsible for the security and safety of the surrounding communities. The Grants Management Division works with the Critical Infrastructure Protection Division for the fiscal administration of this program. Port Security Grant Program (PSGP) The Port Security Grant Program (PSGP) provides grant funding to eligible port areas for the protection of critical port infrastructure from terrorism. PSGP funds are primarily intended to assist ports in enhancing risk management capabilities, enhanced domain awareness, capabilities to prevent, detect, respond to and recover from attacks involving improvised explosive devices (IED's) and other non conventional weapons, as well as training and exercises. Supplemental funding provided placed emphasis on expanding port-wide partnerships, regional management of risk, and Business Continuity/Resumption of trade. Page 41

48 Urban Area Security Initiative Non-profit Security Grant Program (NSGP) The Non-profit Security Grant Program (NSGP) provides funding for target hardening activities to protect 501 (C) (3) nonprofit organizations that are at high risk of international terrorist attack. While this funding is provided specifically to high-risk nonprofit organizations, the program seeks to integrate nonprofit preparedness activities with broader state and local preparedness efforts. NSGP is also designed to promote coordination and collaboration in emergency preparedness activities among public and private community representatives. Operation Stonegarden (OSGN) In addition to federal funding efforts, to further enhance critical border security operations, resources for this initiative come from the Law Enforcement Terrorism Prevention Program (LETPP). Public Safety Interoperable Communications Grant Program (PSIC) Public Safety Interoperable Communications (PSIC) funding is used to bolster regional systems that adopt certain technology standards. These regional systems will eventually be linked by a software solution in aims of attaining statewide interoperable communications. Proposition 1B (Highway Safety, Traffic Reduction, Air Quality, and Port Security Bond Act) The Highway Safety, Traffic Reduction, Air Quality, and Port Security Bond Act of 2006, authorizes the State to sell approximately $19.9 billion in general obligation bonds, upon voter approval at the November 2006 statewide general election, to fund trade infrastructure, port security projects, transit security, and other transportation improvements and projects. California Port and Maritime Security Grant Program (CPMSGP) Proposition 1B authorizes $100 million be made available, upon appropriation, to allocate as grants for port, harbor, and ferry terminal improvements. Publicly owned ports and harbors and ferryboat and ferry terminal operators are eligible to apply for funds. California Transit Safety and Security Grant Programs Proposition 1B authorizes $1 billion be made available, upon appropriation, to allocate as grants for transit systems and ferry terminal and system operators. Page 42

49 Programs currently in the design and public comment phase include: California Transit Security Grant Program (CTSGP) California Transit Security Grant Program Commuter Rail (CTSGP-CR) California Waterborne Emergency Transit Grant Program (CWET) OTHER PROGRAMS In support of local grant applications, Grants Management provides information, technical assistance and outreach efforts for the following federally administered grant programs: Assistant to Firefighters Grant Program (AFG) The Assistant to Firefighters (AFG) Grant Program provides funding for the purchase of fire engines and other fire equipment. This year, Congress and US-DHS funded the Safety Advisory Foundation for Education and Research (SAFER) grant program that provides individual fire departments with grants to assist in personnel costs. Both the AFGP and SAFER grant programs require direct application to US-DHS by individual fire departments for grant funding, which is awarded on a competitive basis. OHS and OES provide technical assistance to fire departments in applying for these competitive grants. Fire Prevention and Safety Grant Program (FP&S) The Fire Prevention and Safety (FP & S) Grant Program grants support projects that enhance the safety of the public and firefighters from fire and related hazards. The primary goal is to target high-risk populations and mitigate high incidences of death and injury. Examples of the types of projects supported by FP&S include fire prevention and public safety education campaigns, juvenile fire setter interventions, media campaigns, and arson prevention and awareness programs. Commercial Equipment Direct Assistance Grant Program (CEDAP) The Commercial Equipment Direct Assistance (CEDAP) Grant Program is a competitive direct assistance program that awards equipment directly to successful applicants. CEDAP recipients also receive training and technical assistance on the equipment awarded to ensure that the devices are used proficiently and properly maintained. CEDAP is available to smaller communities, not currently eligible for funding through the DHS Urban Areas Security Initiative grant program, and award decisions are made competitively on the basis of need for the specific equipment applied for and an ability to use and maintain such equipment properly. Page 43

50 Competitive Training Grants Program (CTGP) Competitive Training Grants Program (CTGP) awards funds to competitively selected applicants to develop and deliver innovative training programs addressing high priority national homeland security training needs. IDENTIFIED GOALS, OBJECTIVES, ACTIVITIES, AND TASKS The Grants Management Division and Monitoring and Audits Unit will support the following goals and objectives of the OHS Strategy as follows: GOALS: 1, 2, 3, 4, 5, 6, 7, 8 OBJECTIVES: Support to All Associated Objectives Activities and tasks to accomplish the goals and objectives include the following operational and policy initiatives: 1. Successful completion of the FY 2008 Department of Homeland Security Grants application. a. OHS will develop the State Preparedness Report, Overall Threat Assessment, and Investment Justifications from the State and coordinate the submittals from each of five federally designated high-risk urban areas to determine present capabilities, identify areas that are strengths and weaknesses, and identify how funds could be used to fill gaps in preparedness efforts. 2. Implementation of risk-based funding allocations of SHSGP, UASI, and LETPP. a. OHS will work with our State partners to determine present capabilities, identify areas of strength and weakness, and identify how funds can be used to fill gaps and preparedness efforts. 3. Continued establishment of statewide capability and resource metrics. a. The Grants Management Division, working with Planning, Research and Emergency Preparedness Division will continue working in partnership for the development of this critical data. This data will be used to guide future allocations of homeland security funding. 4. Enhancement of California s participation in other Homeland Security Grant Programs. a. OHS will continue to encourage local partners to apply for preparedness grants offered by US-DHS and other federal agencies. 5. Create a local grant management and outreach program. a. OHS will continue to deliver a robust program of grant writing, application, management, reporting, and fiscal management conferences, workshops, working groups, and meetings. Page 44

51 6. Develop an enhanced online grants management system. a. OHS will pursue a policy of computerizing and web-enabling of grant processes in order to reduce or eliminate paper transactions wherever possible. 7. Improve efficiency of the OHS Grant Management Division. a. Fully staff the Grants Management and Monitoring Units b. Continue with efficient and timely draw-down of grant funds from federal treasury and timely reimbursement to sub-grantees 8. Greater collaboration with internal and external customers. a. Provide Monitoring and Audits Training Throughout the State b. Development of a Records Management System c. Development of a Monitoring and Audits Standards Handbook d. Continuous Improvement of Processes and Documentations e. Evaluating Current Outcome Measure for Efficiency and Effectiveness Page 45

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53 VI. TRAINING & EXERCISES OVERVIEW The mission of OHS Training and Exercise Division is to enhance California s readiness to deter, prevent, respond to, recover from and mitigate the effects of terrorists attacks exploiting Weapons of Mass Destruction (WMD), man-made or natural catastrophic disasters in an all-hazards environment. Through continuous outreach OHS Training & Exercises Division will coordinate and collaborate with federal, State, tribal, local and private sectors partners for determination of needs for training and exercise opportunities in an all-hazards environment. OHS training initiatives resulted in the development of over 45% of the US-DHS approved WMD/ Terrorism training courses in the nation. Since 2003, OHS supported the training of over 575,000 California emergency responders with more than 800 courses taught by our training partners at the federal, State, and local level. In collaboration with our primary State, regional, and local partners, OHS Training and Exercises Division will continue the expansion the three year training and exercise planning cycle within the State. The objectives are to align, de-conflict, and synergize training and exercise opportunities so local emergency first responders do not become over tasked or saturated by exercises. The Training and Exercises Division is comprised of Subject Matter Experts from the eleven core disciplines recommended by the US-DHS in the emergency response sector. A primary objective of the OHS Training and Exercises Division is to create a multidisciplinary State training and exercise program. Disciplines include the following areas: Law Enforcement Emergency Medical Services Hazardous Materials Fire Service Governmental/Administrative Health Care Cyber Security/Terror Emergency Communications Public Health Emergency Management Public Works The OHS Training and Exercises team includes representation from the following partners: Military Department California Highway Patrol (CHP) California Department of Justice (CA DOJ) California Department of Food and Agriculture (CDFA) California Department of Transportation (DOT) California Department of Fish and Game (CFG) Public Information Officers from State and local entities Page 47

54 SUMMARY OF CURRENT PROGRAMS A key objective of the Training and Exercises Division is to create and update new training and exercise programs for our first responder community. OHSTED outreach efforts include the training of emergency personnel from State, local, private sector agencies, and tribal governments. OHS plans to increase the number of Training and Exercise Planning Workshops (TEPWs) each year within the three, Office of Emergency Services Regions, in California. These workshops provide training managers and exercise planners from all levels of government the opportunity to develop a cohesive regional three year Training and Exercise Plan. The Plan is developed using a three year planning cycle and is considered a living document. It is updated annually to reflect changing needs by the operational areas within the three regions. CA MARITIME SECURITY COUNCIL Training & Exercises Subcommittee The Deputy Director of the Training and Exercises Division serves as the Chairperson of the Training and Exercises Subcommittee of the California Maritime Security Council. The Training and Exercise Subcommittee is a chartered working group of the California State Maritime Security Council established to enhance port security, improve Maritime Domain Awareness (MDA), synergize collaboration, cooperation, and information sharing that has a direct impact on the State s Training and Exercise Program. The integrated planning for exercise planners representing federal, State, and the local emergency management community will be for a statewide catastrophic earthquake scenario exercise during 2008 and a maritime related statewide exercise in GOLDEN GUARDIAN 2009 The 2009 Golden Guardian Statewide Exercise will focus on the California Maritime environment. TRAINING OHS remains a leader in the development of national training programs. This ongoing initiative resulted in OHS being responsible for the development of over 45% of the US-DHS approved WMD/ Terrorism training courses in the Nation. Course curriculum is developed or updated based on lessons learned from ongoing training courses and the need for new courses in an all-hazards environment. An example of course development is the creation of Training Liaison Officer (TLO) courses for homeland security partners within California. Page 48

55 OHS utilizes training partners to develop needed courses and evaluate all courses that are presented to California agencies with grant funds for evaluation. State training partners as follows: Commission on Peace Officer s Standards and Training (POST) California Specialized Training Institute (CSTI) California State Fire Marshal s Office Emergency Medical Services Authority (EMSA) Additionally, OHS receives recommendations and guidance on training development and curriculum from the following partners: Emergency Response Training Advisory Committee (ERTAC) Department of Corrections and Rehabilitation (CDCR) California Department of Justice (CA DOJ) California Department of Food and Agriculture (CA FDA) Private sector A complete list of courses is available on the OHS website: Emergency Response Training Advisory Committee (ERTAC) The Emergency Response Training Advisory Committee (ERTAC) was established by legislation in 2003 with the mission of recommending criteria for terrorism awareness training curriculum for emergency responders. The partnership has been instrumental in the development of approved courses which are available through classroom or online instruction. OHS Training and Exercises plans to expand the OHS network of training partners, enhance course offerings, and increase the capability to train additional first responders. OHS will continue to facilitate the development, certification and institutionalization of State-developed courses that are approved by the US-DHS throughout the nation. Terrorism Liaison Officer (TLO) Training Terrorism Liaison Officers are the conduit between organizations and California s Regional Fusion Centers. The goal of TLO training is to provide a working knowledge of terrorist groups and individuals, their activities and tactics, as well as how to recognize and report indicators of terrorism. Training and Exercise Division working with the Information Sharing and Threat Assessment Division will continue the enhancement of terrorism awareness training programs. Page 49

56 EXERCISES The OHS Homeland Security Exercise and Evaluation Program (HSEEP) provides an ongoing opportunity for capabilities testing, assessment, and improvement of exercises. This program features the Governor s Annual Statewide Exercise Series, Golden Guardian. The Golden Guardian Exercise Series implements critical elements of the National Preparedness Guidelines, the National Response Plan (NRP), the National Incident Management System (NIMS), and Homeland Security Presidential Directives (HSPD) 5 and 8. GOLDEN GUARDIAN (GG) Golden Guardian Exercise Series is conducted to exercise prevention, preparation, response, and recovery mechanisms of local, State, federal entities, as well as private sector/volunteer organizations in the worst case scenario of three major events occurring throughout the State simultaneously. Golden Guardian is a series of exercises beginning with discussion-based exercises (seminars, workshops, and table top exercises) and moving up in complexity to functional exercises to the final Full Scale Exercise (FSE). The FSE is complimented with pre/post-exercises to address roles and responsibilities, communications, and recovery and mitigation measures. The results of the Golden Guardian Exercise Series have allowed the State to build upon the lessons learned. Moreover, in the past four years, participation has increased based on agency representation and participants. GOLDEN GUARDIAN 2007 Scenarios included Mass Transit, Large Stadiums, and the Regional Terrorism Threat Assessment Centers (RTTACs) Page 50

57 Future Themes for Golden Guardian Statewide Exercises are as follows: 2008 Earthquake / Mutual Aid - Southern California Region 2009 Maritime Sector 2010 Pandemic EXERCISE FUNCTIONAL INITIATIVES OHS Training and Exercises Division continually strive to improve the State exercise program which is based on the US-DHS Homeland Security Exercise and Evaluation Program (HSEEP) exercise doctrine. Accordingly, the Training and Exercises Division developed the following initiatives for implementation of exercises within the State. Plans are fully developed and available within the functional areas of critical infrastructure noted below. Large Stadium Initiative (LSI) Large public venues such as sports stadiums present unique security and disaster response challenges. Continuity of Operations and Continuity of Government (COOP & COG) An exercise program to test the ability of government agencies at all levels to continue function should disaster strike. Mass Transit Initiative (MTI) Using the information we have learned from recent terrorists attacks to mass transit systems, exercise scenarios have been developed to ensure system operators are better prepared in the event of a terrorist attack. Agro-Terrorism Initiative (ARI) These exercises are designed to address man-made and naturally occurring threats to the agricultural sectors and for those involved in responding to potential disasters in the food supply chain. Cyber-Terrorism Initiative (CTI) An exercise initiative that works to continually address cyber threats and assist State data centers to devise mitigation plans to reduce the threats and recover from a potential attack. Small Counties Initiative (SCI) Using the catastrophic natural and man-made disaster concept, the Small Counties Initiative provides rural areas with decision-based readiness exercises. Ports and Maritime Security Initiative Working with the three Area Maritime Security Committee s (AMSC), the California Maritime Security Council (CMSC), United States Coast Guard (USCG), Port Directors, maritime private sector, and local first responders, OHSTED will continue to develop meaningful exercises to test readiness to the ability to respond to a disaster in our ports. Public Officials Initiative A joint effort between the Office of Homeland Security and the University of California-San Diego developing and conducting seminars for elected and appointed public officials, preparing them for their pivotal role managing public messaging during a catastrophic manmade or natural disaster. Page 51

58 Prevention Exercise Series This series provides an environment within which California s information sharing stakeholders test their capabilities to prevent terrorist attacks. Multiple agencies utilize the Groove Virtual Office software within the California Joint Regional Informational Exchange System (CAL JRIES) to share and disseminate critical information. Those agencies, such as the four Regional Terrorism Threat Assessment Centers (RTTACs) work in concert along with the State Terrorism Threat Assessment Center (STTAC). The exercise scenario allows the ability to share, then fuse the information to produce a comprehensive picture to prevent a terrorist attack. OHS CONTINUITY OF OPERATIONS & GOVERNMENT OHS has developed, trained and exercised a comprehensive COOP/COG plan as required by the Governor s Executive Order S-04-06, dated April 18, The approved OHS plan is in accordance with federal and State guidance, to ensure that the office has the ability to continue to provide services in case of an emergency. The plan takes a realistic, thorough approach to identifying key functions, personnel and systems, building in redundancies and alternate capabilities, and identifying a strategy for training and exercising personnel to make the plan effective. Assuring continuity is a priority for state, federal, local, tribal and the private sector. All levels of government must work together to meet the needs of the public. IDENTIFIED GOALS, OBJECTIVES, ACTIVITIES, AND TASKS The Training and Exercises Division will support the following goals and objectives of the OHS Strategy as follows: GOAL 8: HOMELAND SECURITY EXERCISE, EVALUATION AND TRAINING PROGRAMS OBJECTIVES: Activities and tasks to accomplish the goals and objectives include the following: TRAINING 1. Liaison with FEMA & federal training partners for WMD/CBRNE and other training. OHS Training and Exercises Division will continue its efforts at improving the communication flow between federal, State and local agencies to ensure statewide compliance with federal training goals. 2. Continue to evolve training programs to meet new demands and challenges for a changing environment. OHS Training and Exercises Division will expand training program as follows: a. Further identification of training needs and trends b. Development of relevant courses c. Expansion of training workshops d. Participation in increased Pilot programs and work groups e. Investing in a California computer/web-based training system Page 52

59 3. Enhance State training partnerships. OHS Training and Exercises will continue work to increase the number of training partners as well as improve the OHS relationship with those entities. 4. Improve tracking and accountability for training activities through Integration. Through the development of a standardized tracking system, OHS Training and Exercises Division will work with the OHS Grants Administration Division for the effective integration of training activities using local homeland security grant funding. 5. Continue to improve the training audit program. The California Training Audit Program will continue to address the following issues: a. Ensure training imported into the State meets the needs of first responders and meets California certification standards. b. Make certain California agencies utilizing federal grant dollars on training activities are utilizing eligible training programs. EXERCISES 1. Continued involvement and enhancement to national initiatives, exercises, and policy-making activities. Ensuring a high level of cooperation between State and federal partners remains a top priority in the planning and evaluation of exercises. 2. Continued expansion and improvement to the Governor s Annual Statewide Exercise Series, Golden Guardian. OHS will continue to identify critical needs and threats in a catastrophic man-made/natural disaster approach. Ongoing efforts to reach out to State, federal, regional and local stakeholders for increased participation in the Governor s Annual Statewide Exercise Series will remain a top priority of the Division. 3. Public Officials Initiative An exercise priority for 2008 is the introduction of interactive online curriculum, an adjunct resource to all current and newly elected public officials. Continue to include the Public Officials Initiative Seminars as part of the building block process to the Golden Guardian exercise series. 4. Appropriately integrate inter-agency continuity planning. OHS will continue to support the efforts of the Office of Emergency Services to promote the integration of federal and State continuity plans to provide the delivery of essential services during an emergency. Page 53

60 5. Continue to refine and improve the OHS COOP/COG Plan. OHS COOP/COG plan creates a baseline of capability that will be refined and enhanced over time. The process will reflect; lessons learned, proactive training and exercise program, integrated best practices of state, national and world events. The plan will be assessed as changes occur inside and outside the organization. Revisions will occur annually and updates provided by COOP/COG workgroup to ensure that essential OHS functions have current and vital information necessary to maintain and sustain critical essential functions under all circumstances. 6. Assist in the development of a State Continuity Implementation Plan. The state continuity implementation plan includes prioritized goals and objectives, a concept of operations, performance metrics by which to measure continuity readiness, procedures for continuity and incident management activities. Page 54

61 VII. SPECIAL PROJECTS AND INITIATIVES OHS works closely with Program Administrators and Managers leading initiatives sponsored by other agencies. Additionally, since California is such a strong leader in homeland security initiatives, OHS leads efforts to move specific program activities forward for the good of securing our nation in the realm of preparedness and response efforts. Programs and initiatives include the following: INTEROPERABILITY PROGRAMS OVERVIEW Interoperability has been defined by the federal Department of Homeland Security's SAFECOM Program as "the ability of emergency response officials to share information via voice and data signals on demand, in real time, when needed, and as authorized," thus enabling response agencies to effectively work together in catastrophic or disaster events. The California formal governance structure overseeing interoperable communications consists of two bodies under the leadership of the Office of Emergency Services (OES): Public Safety Radio Strategic Planning Committee (PSRSPC) California Statewide Interoperability Executive Committee (CALSIEC) OHS is highly engaged in supporting the two governing bodies by providing technical assistance and funding to allow the committee s to work closely together to improve statewide interoperability. PROGRAM SUMMARY The PSRSPC currently consists of fourteen State agency members. The governing body continues the effort of development and implementation of the integrated statewide public safety communications system. The PSRSPC members also facilitate the use of shared interoperability channels and interoperability with local and federal public safety agencies. As recommended by the Federal Communications Commission (FCC), CALSIEC has been established as the governing body for both State and local first responder agencies in regards to interoperable communications. CALSIEC is the designated leader and maintains the planning responsibility and oversight for the CalSCIP interoperable channels and radio spectrum on behalf of first responders. OHS will continue to actively participate in both the PSRSPC and CALSIEC organizations, and will continue assistance in the reinvigoration of the four CALSIEC planning areas. Page 55

62 California has adopted the above Interoperability Continuum Model as recommended by SAFECOM s model to improve interoperability. The committee s leadership in planning and collaboration among the areas are committed to investment and sustainability of systems. Emphasis is on governance, enhanced standard operating procedures, technology, training and exercises to reach an eventual fully interoperable communications system As outlined in the CALSCIP, and SAFECOM s interoperability continuum, OHS will continue to engage in several projects and put forth initiatives in support of the California System of Systems approach to solving interoperability. OHS will continue to support the improvements and promote interoperability statewide. California Statewide Interoperability Plan (CalSCIP) OHS funded development of California s first ever Statewide Interoperability Plan (CalSCIP). The plan was developed through a joint effort between OES/OHS and the PSRSPC/CALSIEC governing bodies. As this effort was completed at the end of 2007, OHS will work with our partners to begin plan implementation in Tactical Interoperable Communications Plan (TICP) OHS will continue all efforts to have all of the Operational Areas participate in a regional Tactical Interoperable Communications Plan (TICP) by the end of calendar year This will create a baseline of interoperability statewide. Page 56

63 As part of the SCIP planning efforts in the area of technology, OHS will continue the active participation and support of the development of a baseline tactical interoperability program statewide. Funding has been provided for six command and control communications vehicles managed by, and through, the OES mutual aid system. Critical Asset Survey Mapping (CASM) This program will allow the identifying of gaps in interoperable communications assets which will allow agencies to store and update radio communication infrastructure data. Public Safety Interoperable Communications Grant (PSIC) OHS will continue the responsibility of oversight of the PSIC allocations. This funding is used to bolster regional systems that adopt certain technology standards. These regional systems will eventually be linked by a software solution in aims of attaining statewide interoperable communications. Statewide Communications Interoperability Plan (SCIP) The SCIP is a comprehensive document comprised of interoperability data, including MOUs and SOPs from response agencies across the State. This plan will be reviewed continuously and updated in the development of interoperable communications. IDENTIFIED GOALS, OBJECTIVES, ACTIVITIES, AND TASKS The Planning, Research and Emergency Preparedness Division will support the following goals and objectives of the OHS Strategy as follows: GOAL 1: STRENGTHEN COMMUNICATIONS CAPABILITIES OBJECTIVES: Activities and tasks to accomplish the goals and objectives include the following: 1. Assist in the development of statewide tactical interoperable communications capabilities. Through a partnership with CALSIEC and OES, OHS will continue to assist in the CALSIEC planning areas in the development of communication plans (TICPs). These plans, along with existing equipment in the regions will enable interoperability at the tactical level by the end of Continued training and exercise of existing and new TICPs will be conducted. 2. Implementation of Critical Asset Survey Mapping (CASM) statewide. OHS will continue the efforts of implementation of the CASM tool statewide. This program will allow the identifying of gaps in interoperable communications assets along with a webbased application that allows participating agencies to store and update radio communication infrastructure information. Page 57

64 3. Deployment of six mobile command and control vehicles to enable tactical interoperability. OHS will work with OES and the PSRSPC to deploy the OHS funded communication vehicles. The six tactical communications vehicles are based on the California National Guard s IC4U platform. These vehicles will be equipped with radio communications systems for use in affected areas that do not have communications and will provide interoperable switching, secure data, and satellite back-up for communications through the State Emergency Management System (SEMS) structure up to the State Operation Center (SOC). 4. Continue to bolster regional systems in line with the California System of Systems approach to solving interoperability. The California System of Systems approach is a long term solution to solving interoperability. By leveraging against existing investments, OHS will continue to foster the strengthening of regional systems and provide support in ensuring short term, tactically interoperable, capabilities statewide. 5. Help identify immediate and long term funding sources for both critical operability and interoperability needs. Throughout 2008 OHS will continue to work with the PSRSPC and CALSIEC to identify funding gaps and potential methods of filling identified gaps. 6. Continue roll-out of VTC equipment statewide. This project is a continuation initiated during 2007 in which OHS funded one installation and a bridge in the SOC. Phase II to the VTC project will add capabilities in each Emergency Operations Center (EOC) of the 58 counties. A unit will be in each office of the fifteen key state agencies, the Regional Terrorism Threat Assessment Centers (RTTAC), and the State Terrorism Threat Assessment Center (STTAC). Assessments will continue of VTC capabilities among all State partners. 7. Implementation of the CalSCIP OHS will continue in coordination with both CALSIEC and the PSRSPC to analyze gaps, initiatives, and recommend improvements to California statewide plans for interoperability. Page 58

65 METRICS PROJECT OVERVIEW OHS in collaboration with OES has initiated a resource and capabilities inventory and assessment effort known as the Metrics Project. The Metrics Project is supported by workgroups representing the major emergency response functions across our State. PROGRAM SUMMARY California continues to work closely with Federal Agencies and other States in support of the National effort to develop a common structure and nomenclature for the inventory and assessment of emergency resources and capabilities. To this end, OHS and OES are coordinating this project with the Federal Emergency Management Agency (FEMA) National Preparedness and Incident Resource Inventory Systems. The purpose of the Metrics Project is to: Support the development of a common nomenclature for the typing and description of emergency preparedness/response resources and capabilities. Develop a systematic method for identifying gaps in prevention, planning and emergency response capabilities to more effectively allocate economic and human resources in support of preparedness/response goals. Enhance the ability to effectively prepare for and respond to disasters by developing a common format and repository for data, recording the quantity, capability, and location of key resources. The Metrics Project will develop a multi-disciplinary resource management database, organized around standardized typing in order to ensure that the necessary all-hazard preparedness and response capabilities in California are accurately and effectively inventoried, supported, and coordinated. This database will support both the California and ongoing National efforts to inventory Emergency Response and Management capabilities. Project implementation was developed using a phased concept as outlined below. PHASE I During this phase, discipline-specific workgroups were convened to confirm and/or develop typed categories for emergency response resources. This is part of a nationwide effort to standardize, as pragmatically as possible, the categories of resources that are frequently utilized during large-scale events requiring the support of mutual-aid. Standardized typing contributes to more effective and efficient resource management during disaster response. Some disciplines, e.g., Fire Agencies, have a long and successful history of managing mutualaid using typed resources. For others, e.g., Community Emergency Response Teams (CERT) volunteers, typing is a relatively new concept. The California Volunteers workgroup responded to the challenge of defining their basic response components in terms that both make use of the Capability federal guidance and will be understood when disseminated review and confirmation. Page 59

66 Additional activities focused on the development of a database application which will be used to store field data using the consensus typing. This effort included a review of existing resource management applications to support interfacing with existing databases whenever possible. As a result of this effort, a secure relational database was created and is currently undergoing beta testing. CAPABILITY ASSESSMENT and GAP ANALYSIS As resource typing and inventory progresses within a respective discipline, Capability Assessment and Gap Analysis can be utilized to help identify where assistance is needed. For example, in the Fire Service, where resource typing is well established, the following resource gaps where identified in Phase I and OHS provided funding support for the procurement of equipment as shown below: Urban Search and Rescue Training Trailers Hazardous Materials Units (Type I) Swift /Flood Water Rescue Team Equipment New P-25 Compliant Radios PHASE II This phase commenced September 2007 with OHS/OES working with the three area OES Regions the 58 county Operational Areas Coordinators to gather data across the State. OES fielded teams to inventory statewide HazMat and Swift Water Rescue resources. This endeavor was successful based on previously established resource typing in these categories. For most of the other workgroups it will first be necessary to obtain consensus across the State regarding the proposed typing before beginning the inventory process. The primary goal is to confirm the typing developed in Phase I through the compilation of resource capabilities data for multiple disciplines in a common format and database. Integrity of the data obtained will be maintained through a process of periodic review to ensure an accurate inventory of resource capabilities. The inventory component of Phase II will include the national resource type basic information for the ongoing determination of a functional capability whenever applicable. Personnel Equipment Training Exercises & Best Practices Plans, Procedures, MOUs Gaps discovered in any of these categories will identify possible areas for action necessary to achieve functionality within a capability. Comparisons can be made across capabilities to evaluate priorities, collaborative opportunities, and preparedness status. Phase III This phase will commence after the first set of inventory data has been gathered. At this point, an organized multi-disciplinary, all-hazards resource capability baseline assessment can be made. This phase is the beginning of the process of integrating typed-resource capability assessment resulting in enhanced emergency preparedness and response planning efforts by using data models representing actual capabilities in standardized terms. Page 60

67 Emergency preparedness, response and recovery require constant planning. The Metrics Project is a tool that will facilitate preparedness/response planning capabilities assessment and promote mutual aid collaboration at the operation, State, and national levels. The Metrics Project will type equipment, capabilities, and resources throughout the State. METRICS PROJECT FOCUS GROUPS OHS and OES coordinated for subject matter experts (SMEs) from both State and local entities to develop typing for a metrics projects baseline. This baseline was derived from the Emergency Support Function (ESF) structure using common elements of each of the ESFs and the basic content contained in the national ESF Annexes. The baseline will consist of equipment, capabilities, and resources from within the emergency support function and identified disciplines in the focus groups. THE ESF & FOCUS GROUP STRUCTURE CONSISTS OF THE FOLLOWING: ESF #1 Transportation ESF #2 Communications ESF #3 Public Works and Engineering ESF #4 Fire Fighting ESF #5 Emergency Management ESF #6 Mass Care, Emergency Assistance, Housing, and Human Services ESF #7 Resource Support ESF #8 Public Health and Medical Services ESF #9 Search and Rescue ESF #10 Oil and Hazardous Materials response ESF #11 Agricultural and Natural Resources ESF #12 Energy ESF #13 Public safety and Security ESF #14 Long Term Community Recovery ESF #15 External Affairs Page 61

68 In support of this project, outreach and collaborative efforts were initiated requesting State and local SME s to participate in Focus Groups. The objective was to establish a framework and commence work on resource typing and database efforts in support of standardizing functions statewide in support of national initiatives. Established focus groups with related Emergency Support Functions are listed below. Public Works State/local Emergency Management Special Needs Populations Coroner/Medical Examiner USAR & Swift Water Ports Oil Response & Cleanup Transit Tribal Resources (non law & non fire) Education and Training General Agriculture Activities Private Hospital / Clinics State Health/Medical Hazmat Fire Non-Fire Crew Support EMS & Temporary Hospitals State/local Law Enforcement Military USAR Law Enforcement Business and Industry / Utilities Large & Small Animal Evacuation Animal Disease Volunteer/Non-Vol. Governmental Organizations IDENTIFIED GOALS, OBJECTIVES, ACTIVITIES, AND TASKS The Planning, Research and Emergency Preparedness Division and Grants Management Division will support the following goals and objectives of the OHS and CMSC Strategy as follows: GOAL 7: OBJECTIVES: ENHANCED CATASTROPHIC INCIDENT PLANNING, RESPONSE AND RECOVERY Activities and tasks to accomplish the goals and objectives include the following: Phase II 1. Confirmation of Typing January 2008 The original workgroups represent a core constituency of subject matter experts for the specific discipline. During Phase II, outreach across the State will be done by the existing workgroups so as to incorporate as many relevant perspectives into the typing project as possible. Resource typing standardization functions best when as many agencies as possible are involved. To that end, existing regional and local resource management projects will be integrated to the Metrics Project whenever feasible. 2. Application Testing April 2008 Initial rollout and beta testing of the resource management software application, and development of initial reporting structures will be coordinated with continuous feedback from the focus groups and operational areas. Page 62

69 3. Data Gathering July 2008 Outreach across the State, through the focus groups, discipline specific organizations and operational areas will introduce the effort to inventory typed resources and capabilities. Schedules here may vary by discipline, however, the goal is to have the typing reviewed and the inventory process underway by January 2008 with the expectation that most groups will complete the inaugural draft inventory by July It is important to note that an ongoing effort will be made throughout Phase II to encourage statewide local and regional participation, so that inaugural data collection effort provides a truly relevant assessment for all of California. Phase III & Determination of a Baseline October 2008 After standardized typing definitions consensus is achieved and current capabilities data has been gathered using this typing (Phase II), a baseline metric, using the basic categories outlined above, will be established to provide a reference for local, regional and statewide efforts to assess current preparedness, identify gaps, prioritize future needs and coordinate support allocations. 2. Determination of Application Delivery/Hosting Model February 2009 Using the Phase I and II information gathering efforts as a guide, the determination will be made as to the hosting model best suited for the sustained support and maintenance of the application. Appropriate levels of security and access will be assigned, and policy and procedures developed and agreed upon by the focus groups. 3. Integration of Feedback June 2009 Lessons learned during Phase II will be incorporated into typing considerations, database updates and the development of best practices. A process will be developed to support the database and typing efforts beyond the scope of the Metrics Project. 4. Establishing Metrics for Capabilities Ongoing Development of specific capabilities by the focus groups within the Metrics Project which will allow the integration of typed resource capability assessment into the basic workflow of the partner agencies. Page 63

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71 CA MARITIME SECURITY COUNCIL (CMSC) OVERVIEW California has a vital interest in ensuring the security of its maritime community. In today s economy, shipping and maritime commerce are essential for participation in the global marketplace. Our ports are the engines that power the national economy. The maritime structure for California is based on an open and integrated multi-layered maritime security architecture that maximizes the abilities of the maritime community to protect, prevent, quickly respond to and recover from incidents in an all-hazards environment. The California Maritime Security Council (CMSC) has brought together local, State, and federal agencies, along with the private sector to include labor and management to assist in identifying potential threats, improve security measures and communications, conduct training and exercises, and refine our statewide maritime security strategy. The CMSC was created by Executive Order S to enhance port security through statewide collaboration and information sharing. The Director of OHS oversees council activities, and Staff from the Planning, Research and Emergency Preparedness (PREP) Division provides resources for technical assistance and research. The CMSC is comprised of top officials from the following federal and State agencies and the private sector: California Office of Homeland Security U.S. Coast Guard California Office of Emergency Services California Business, Transportation and Housing Agency California Army National Guard California Highway Patrol U.S. Navy U.S. Department of Maritime Transportation Administration Federal Bureau of Investigation US-DHS Customs and Border Patrol US-DHS Immigration and Customs Enforcement Directors of California s Ports Representatives from Labor and Business Communities PROGRAM SUMMARY The mission of the California maritime industry is to ensure the safe, secure, and efficient movement of cargo to and from our maritime ports of entry. The CMSC acts as an advisory body to the Governor in matters related to Maritime Security. The California Maritime Security Strategy incorporates the eight (8) supporting plans of the National Strategy for Maritime Security. The supporting plans address different aspects of maritime security; therefore, they are mutually linked and reinforce one another. These plans will be updated on a periodic basis in response to changes in the maritime threat, the world environment, and national security policies. Page 65

72 CMSC SUBCOMMITTEE GROUPS The CMSC is comprised of the following seven subcommittees. Work is ongoing in each respective area. I. State Maritime Security Strategy (Chaired by Port of San Francisco) Developing Planning Concepts This subcommittee s primary focus is on the development of a statewide maritime security strategy. Issues that will be addressed include evacuation and catastrophic planning, establishing criteria to aid in project prioritization, and setting baseline operational, procedural security measures to coordinate with Maritime Security (MARSEC) levels and the Homeland Security Advisory System, and business continuity planning. II. Legislation and Grants (Chaired by Port of Long Beach) Legislative & Resource Collaboration This subcommittee s primary focus is to review and monitor legislation and grants that impact the maritime sector, acts as an advocate for legislation that supports, furthers the State s maritime security efforts, and explores opportunities for funding. III. Information Sharing (Chaired by OHS Deputy Director) Integration of Information Sharing Practices This subcommittee s primary focus is on strengthening information sharing capabilities between federal, State and local agencies and exploring issues including the expansion and enhancement of fusion centers and early warning systems for the maritime community. IV. Science and Technology (Chaired by Port of Hueneme) Improving Maritime Science & Technology Capabilities This subcommittee s primary focus on expanding and establishing partnerships with national laboratories, universities, research centers and federal, State and local agencies, to improve our maritime science and technology capabilities. V. Training and Exercises (Chaired by OHS Deputy Director) Enhancing and Synergizing Maritime Training and Exercise Efforts This subcommittee s primary focus is to enhance existing port training and exercise programs to streamline coordination between participating agencies, identify gaps in training, and develop additional courses as needed. VI. Transportation Worker Identification Card (Chaired by Port of Los Angeles) Implementing the Law This subcommittee s primary focus is to provide information on the implementation of the Transportation Worker Identification Credential (TWIC) program. The TWIC program s goals are to positively identify authorized individuals who require unescorted access to secure areas of the nation s maritime transportation system. VII. Recovery and Reconstitution (Chaired by OES Deputy Director) Business Continuity This subcommittee s primary focus is to provide recommendations on the establishment of an all-hazards approach to enhance the ability for recovery operations to include best practices and procedures from incident management disciplines from the public and private sectors. Page 66

73 IDENTIFIED GOALS, OBJECTIVES, ACTIVITIES, AND TASKS The Planning, Research and Emergency Preparedness Division, Critical Infrastructure Protection Division, Information Sharing and Threat Assessment Division, and Training and Exercises Division will support the following goals and objectives of the OHS and CMSC Strategy as follows: GOAL 2: STRENGTHEN INFORMATION SHARING, COLLABORATION CAPABILITIES AND LAW ENFORCEMENT INVESTIGATIONS OBJECTIVES: GOAL 4: STRENGTHEN PROTECTION OF CRITICAL INFRASTRUCTURE AND KEY RESOURCES AND ENHANCE TRANPORTATION AND MARITIME SECURITY OBJECTIVES: GOAL 8: HOMELAND SECURITY EXERCISE, EVALUATION AND TRAINING PROGRAMS OBJECTIVES: Activities and tasks to accomplish the goals and objectives include the following: a. Establish a matrix to guide State and local officials in the planning and prioritization of resources and capabilities to strengthen security posture for prevention, and for the continuity of operations in the aftermath of disruptive events. b. Coordinate the security strategies of California s maritime community in such a manner to recognize the uniqueness of each port, harbor, or ferry terminal yet provide a common level of security irrespective of the size or location. c. Provide a vehicle to assist the maritime security partners in developing their own strategy that meets the State and federal requirements yet recognizes the unique nature of each port. d. Improved statewide collaboration and information sharing. e. Complete an integrated assessment of the eleven commercial ports that considers individual and collective business operations, security posture, and inter-connectivity among the ports and other elements of the supply chain. f. Create a Science and Technology roadmap that identifies capability gaps and research for new technologies. CMSC ANNUAL REPORT TO THE GOVERNOR AND LEGISLATURE For the complete report of activities for the CA Maritime Security Council, the 2007 Annual Report to the Governor and the Legislature is available on the OHS website located at: Page 67

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75 ENHANCED BORDER SECURITY OVERVIEW Border Security remains an issue of great concern for OHS. While securing the borders is primarily a federal responsibility, OHS understands that a secure border means a secure state economy and a safer California. California continues to be engaged with the federal government to ensure the border of California not only remains secure, but open for commerce and travel. To that end, California remains engaged in two federally initiated border programs: Operation Stonegarden and Operation Jump Start. PROGRAM SUMMARY The efforts of Operation Stonegarden are best described as follows: The federal government provided funding to Arizona, California, New Mexico, and Texas. The funding allocated to Operation Stonegarden assists local authorities with operational costs and equipment purchases that contribute to border security. Participation in Operation Stonegarden is at the local jurisdictional discretion. Participants utilized funding for enhanced equipment and operational overtime for support of border patrol operations. Stonegarden funding also provided equipment to the National Guard for their support to the Border Patrol. To further enhance critical border security operations, other resources for this initiative come from the Law Enforcement Terrorism Prevention Program (LETPP). The ultimate goal of the program is to assist the states to identify and prioritize solutions to their border security needs. Page 69

76 The efforts of Operation Jump Start are described as follows: The California National Guard organized TASK FORCE VISTA in response to the Governor's support to the Federal Government request for assistance to the US Customs and Border Patrol agency. There are over 1,300 Army and Air National Guard volunteers currently supporting this mission in eight general mission areas, to include operations, air support, ground transportation, command and control, base operations, maintenance, civil engineering, and ports of entry augmentation. National Guard troops are providing help with surveillance, construction, and logistics. Guardsmen are building fences, as well manning detection equipment on the border and in command centers. IDENTIFIED GOALS, OBJECTIVES, ACTIVITIES, AND TASKS The Information Sharing and Threat Assessment Division will support the following goals and objectives of the OHS Strategy as follows: GOAL 2: STRENGTHEN INFORMATION SHARING, COLLABORATION CAPABILITIES AND LAW ENFORCEMENT INVESTIGATIONS OBJECTIVES: Activities and tasks to accomplish the goals and objectives include the following: a. The overarching goal seeks to enhance regional interoperability and information sharing on behalf of the four Southwest Border States. b. The funding provided will assist local authorities with operational and equipment costs that contribute to border security. OHS will continue coordination with US-DHS, State agencies, and local law enforcement to ensure that the border infrastructure installed provides the best potential impact for security in California and the environment. TASK FORCE VISTA is providing support in eight critical mission areas building of fences along the border is one of them. Page 70

77 CITIZEN PREPAREDNESS OVERVIEW California Volunteers is the state agency that manages programs to increase the number of Californians involved with service and volunteering and coordinates volunteer activities under the all-hazards disaster concept. Volunteers can provide a vital link to affected communities when a disaster strikes. Post 9/11, there was a greater need for disaster-ready communities who were better equipped to participate in a coordinated response. Citizen Corps, a vital component of USA Freedom Corps, was created to help communities become safer, stronger, and better prepared to respond to any emergency situation. Through Citizen Corps, individuals are provided opportunities to participate in a range of measures to make their families, their homes, and their communities safer from the threats of crime, terrorism, and disasters of all kinds. These organized community programs and their volunteers can augment existing services in time of disaster. California Volunteers administers AmeriCorps, Citizen Corps, the Cesar Chavez Day of Service and Learning, and the Governor and First Lady Service Awards. By Executive Order S-04-06, California Volunteers is charged with ensuring the coordination of volunteer activities related to disaster response and recovery, including necessary training, equipment, and transportation provisions. In partnership with the Governor s Office of Emergency Services, the Governor s Office of Homeland Security, Health and Human Services Agency, Voluntary Organizations Active in Disaster, and other state and local organizations, California Volunteers works to strengthen the State s readiness for preparedness and the ability to respond to and recover from disasters. OHS has made available supplemental funding to the California Volunteers to assist in the development of a California Community Readiness Plan for Disaster ( ). The focus of the three year plan will serve as a roadmap for improving the readiness of California residents for events such as earthquakes, floods, fire, pandemics, and terrorism. PROGRAM SUMMARY Primary programs administered by California Volunteers relative to disaster and emergency management include: Citizen Corps Program Serves to unite communities though volunteering and strengthen California s ability to manage all-hazards disasters and emergencies of all kinds. Focuses on expanding, enhancing, and/or developing new Citizen Corps programs to engage and serve California s growing and diverse population. California Citizen Corp Groups Local Citizen Corps Councils Medical Reserve Corps Neighborhood Watch Program Volunteers in Police Service Community Emergency Response Team Fire Corps Page 71

78 California Community Readiness Initiative In concert with the First Lady s Office and the Citizen Corps mission of preparedness, California Volunteers plays a prominent convening role in the State s efforts to advance community readiness and will be implementing a three-year strategic plan partly funded by OHS. The California Readiness Plan will assist government agencies, non-governmental organizations, business, community groups, disability service organizations, faith based organizations, academic institutions, households and others to improve readiness, reduce disaster related losses, and expedite recovery from all-hazards in the State. The Plan will assist in the following: Identify Gaps in Disaster Readiness That Organizations Can Address Plan Goals and Objectives for Disaster Readiness Interventions Determine Funding Priorities Guide Program Development Identify Partners for Specific Disaster Readiness Interventions Develop Funding Applications Volunteer Coordination Program Develop in collaboration with key local, state, and non-governmental organization stakeholders a statewide program to effectively implement Executive Order S regarding coordinating volunteer activities in response and recovery. Spontaneous Unaffiliated Volunteers Emergency Volunteer Centers California Volunteer Matching Network (CVMN) National Service Program Build California s disaster preparedness and response capacity by engaging the resources of AmeriCorps, Senior Corps, and the National Civilian Conservation Corps. IDENTIFIED GOALS, OBJECTIVIES, ACTIVITIES, AND TASKS GOAL 5: CITIZEN PREPAREDNESS AND PARTICIPATION OBJECTIVES: Activities and tasks to accomplish the goals and objectives include the following: a. Re-evaluate the current structure of California s Citizen Corps Program (CCP) and explore the potential for developing an overarching volunteer/disaster corps to unify CCP and other disaster-related volunteer programs. b. Implement a comprehensive statewide community readiness initiative for terrorism and allhazards emergency preparedness and response. c. Expand and enhance Citizen Corps Councils and programs (Community Emergency Response Team, Volunteers in Police Service, Medical Reserve Corps, Fire Corps, and the Neighborhood Watch Program) and develop new councils and programs that prepare citizens and engage them in training and volunteer service in support of emergency responders and disaster relief organizations in all hazard preparedness, prevention, response, and recovery, including terrorism. Page 72

79 d. Develop the state s volunteer coordination function to manage spontaneous unaffiliated volunteers and integrate volunteers into the state s emergency management system. e. Strengthen the state s Voluntary Organizations Active in Disaster (VOADs) and voluntary agencies in their capability and capacity to respond to and recover from disasters. f. Increase the capacity and capabilities of our California communities, and the government agencies and non-governmental organizations that serve them, to better prepare for and respond to disaster, emergencies, and acts of terrorism. g. Increase the number and capability of trained National Service resources in California to respond in an emergency or disaster. h. Enhance the state s organizing, resource typing, and credentialing of volunteer teams and their resources and include this information in a statewide database that government agencies can use in response and recovery operations. California Volunteers continue to work with State, local, tribal, and private sector partners using the resources of the national Ready.gov program to strengthen the State s readiness, preparedness, and ability to recover from disasters. Page 73

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81 FOOD AND AGRICULTURE OVERVIEW California is the largest agricultural supplier in the Nation, producing over 50 percent of its fresh fruits and vegetables and over 20 percent of its milk supply. California farm and ranch producers gross cash receipts are over $31 billion which is more than the country s number two and three producers combined. Millions of dollars in agricultural products flow through our State s land, sea, and airports annually. These factors combine to make California a particularly inviting target for the intentional contamination of foods in our production and processing systems. The impact of such an attack would be staggering in terms of public health and the State economy. In 2004, the President of the United States issued Homeland Security Presidential Directive 9 (HSPD-9) which calls on States to prevent and defend our agriculture and food system against terrorist attacks, major disasters, and other emergencies. Protecting the food system in California presents many challenges. The food continuum, which represents the various segments of the systems that produce food ( farm to table ), are complex and include a variety of vulnerabilities with each segment presenting different security issues and levels of threat. California s food continuum is further complicated by the inclusion of major ports and the Mexican border. PROGRAM SUMMARY For decades, California Department Food and Agriculture (CDFA) and the California Department Public Health (CDPH) have partnered with federal, State, and local agencies as well as private businesses to develop cohesive strategies to protect the State food source. These efforts were formalized in 2001 through the State Strategic Committee on Terrorism and continue today through the ad hoc interagency Food and Agriculture Defense Steering Committee, which includes CDFA, CDPH, California Environmental Protection Agency (EPA), Office of Homeland Security, and Office of Emergency Services (OES). Other committee members include local agricultural commissioners and environmental and public health officers. Members of this interagency steering committee set priorities that coordinate investment efforts of participating agencies. CALIFORNIA FOOD & AGRICULTURE PARTNERS State Agencies Federal Agencies California Office of Emergency Services U.S. Department of Homeland Security California Office of Homeland Security U.S. Department of Agriculture California Department of Food and Agriculture U.S. Food and Drug Administration California Environmental Protection Agency County Agencies and Others California Department of Public Health Agriculture Commissioners California Department of Fish and Game Environmental Health Directors State Universities and Academic Institutions Local Health Officers Other Western Institute for Food Safety & Security Page 75

82 The Food and Agriculture Defense Plan supports the capability to identify and defend against pathogens, chemical and biological contaminants, and other hazards that affect the safety of food and agriculture products in California. The continued joint planning efforts will continue to enhance the State's capability to prevent, protect against, respond to, and recover from threats or attacks to food and agriculture safety, help restore trade in agriculture products, maintain confidence in the State's and Nation's food supply, and protect public and animal health. IDENTIFIED GOALS, OBJECTIVIES, ACTIVITIES, AND TASKS OHS Executive Staff and the Planning, Research and Emergency Preparedness Division will support the following goals and objectives of the Strategy as follows: GOAL 6: ENHANCE AGRICULTURE, FOOD SYSTEMS AND ANIMAL HEALTH PREPAREDNESS OBJECTIVES: Activities and tasks to accomplish the goals and objectives include the following: The Food and Agriculture Defense Planning has identified four broad categories for food and agriculture goals and initiatives. The strategy was developed using an all hazards approach, with an emphasis on threat, vulnerability, and consequence scenarios. The primary efforts of planning are as follows: 1. Prevention Ongoing efforts to prevent attacks to the food system include conducting agro-terrorism awareness, outreach, and training for producers, processors, distributors, allied industries, and local responders. 2. Detection Detection initiatives include the following plans: a. Optimize laboratory capacity by performing an inventory of laboratory capabilities and surge capacity to identifying gaps and prioritizing equipment requests. b. Improve food system reporting process by incorporating food system issues and staff into current information gathering networks (STTAC, RTTACs); develop reporting criteria for food and agricultural industries regarding suspicious activities; develop consumer complaint reporting system and response plan. 3. Emergency Response Coordination is particularly critical because federal, State, and local entities all have mandated first response roles for many of the threats to the food system. Most threats to the food system will immediately involve multiple geographic jurisdictions. To effectively control the situation, initiatives include the following actions: a. Develop uniform standards for emergency response to agro-terrorism and food system disasters. These standards will ensure full implementation of NIMS/SEMS/NRP and the State Emergency Operations Plan. Page 76

83 b. Development of a process to provide updates to the State agency emergency operations plans that set scenario specific response standards and ensure operational area emergency response plans reflect local food system emergency threats/risks and provide for resource sharing through mutual aid agreements. c. Improve interoperability by establishing interagency communication and notification systems. 4. Recovery California will continue to ensure adherence to State and federal policies for recovery planning and implementation as follows: a. The California Department of Food and Agriculture is the lead for milk and animal production and the California Public Health Agency is the lead for all other food systems in the development of business continuity guidelines for potentially impacted industries. b. Ensure the adherence to State and federal policies for existing waste disposal guidelines and plans for highest risk events including mass carcass disposal and liquid food contamination. Page 77

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85 APPENDIX 1 AUTHORITIES & GUIDELINES NATIONAL STRATEGIES & PLANS National Preparedness Guidelines, September 2007 As released by the US-DHS on September 13, 2007, the National Preparedness Guidelines establish a vision for national preparedness and provide a systematic approach for prioritizing preparedness efforts across the nation. The guidelines replace the interim National Preparedness Goal that was issued on March 31, There are four critical elements to the National Preparedness Guidelines: 1. The National Preparedness Vision, A Nation prepared with coordinated capabilities to prevent, protect against, respond to, and recover from all-hazards in a way that balances risk with resources and need. 2. The Fifteen National Planning Scenarios, Which collectively depict the broad range of natural and man-made threats facing our nation and guide overall homeland security planning efforts at all levels of government and with the private sector they form the basis for national planning, training, investments and exercises needed to prepare for emergencies of all types. 3. The Universal Task List (UTL), A menu of some 1,600 unique tasks that can facilitate efforts to prevent, protect against, respond to and recovery from the major events that are represented by the National Planning Scenarios. 4. The Target Capabilities List (TCL), Defines 37 specific capabilities that the State s, communities, and the private sector should collectively develop to respond effectively to disasters. National Planning Scenarios The 15 National Planning Scenarios, which include both terrorism and natural disasters, provided parameters regarding the nature and scale for incidents of national significance and the basis to define prevention, protection, response and recovery tasks that need to be performed, as well as the capabilities required to perform them. 15 NATIONAL PLANNING SCENARIOS: 1) Improvised Nuclear Device 9) Major Earthquake 2) Aerosol Anthrax 10) Major Hurricane 3) Pandemic Influenza 11) Radiological Device 4) Plague 12) Improvised Explosive Device 5) Blister Agent 13) Food Contamination 6) Toxic Industrial Chemical 14) Foreign Animal Contamination 7) Nerve Agent 15) Cyber-Terrorism 8) Chlorine Tank Explosion Page 79

86 Appendix 1 - Continued National Response Framework, January 2008 The National Response Framework (NRF) is a guide to how our Nation conducts all-hazards response from the smallest incident to the largest catastrophe. This key document establishes a comprehensive, national, all-hazards approach to domestic incident response. The Framework identifies the key response principles, roles, and structures that organize national response. It describes how communities, States, the Federal Government and private sector and non-governmental partners apply these principles for a coordinated, effective national response. And it describes special circumstances where the Federal Government exercises a larger role, including incidents where Federal interests are involved and catastrophic incidents where a State would require significant support. It allows first responders, decision-makers and supporting entities to provide a unified national response. There are five key principles that define response actions in support of the Nation s response mission. Together, these five principles of operation constitute national response doctrine as follows: Engaged Partnerships Tiered Response Scalable, Flexible and Adaptable Operational Capabilities Unity of Effort through Unified Command, and Readiness to Act The National Response Framework builds upon and supersedes the National Response Plan (December 2004, as amended May 2006), Electronic copies and supporting planning information, documents, and emergency support annexes are available on the National Response Framework (NRF) Resource Center website located at National Strategy for Homeland Security, October 2007 This updated strategy serves as a comprehensive guide for the full array of homeland security efforts. While it builds directly from the first National Strategy for Homeland Security, issued in July 2002, it reflects our increased understanding of the terrorist threats confronting the United States today, incorporates lessons learned from exercises and real world events across the homeland security enterprise including our response to Hurricane Katrina and proposes new initiatives and approaches that will enable the nation to achieve our homeland security objective. National Infrastructure Protection Plan, 2006 The National Infrastructure Protection (NIPP) provides the unifying structure for the integration of existing and future Critical Infrastructure/Key Resources (CI/KR) protection efforts into single national program. The NIPP framework enables prioritization and protection, initiatives and investments across sectors to ensure that government and private sector resources are applied where they offer the most benefit for mitigating risk by lessening vulnerabilities, deterring threats, and minimizing the consequences of terrorist attacks and other man-made and natural disasters. On May 21, 2007, US-DHS announced the completion of the 17 Sector-Specific Plans (SSPs) in support of the National Infrastructure Protection Plan (NIPP). Page 80

87 Appendix 1 - Continued National Strategy for Maritime Security, 2005 The National Strategy for Maritime Security aligns all federal government maritime security programs and initiatives into a comprehensive and cohesive national effort involving appropriate federal, state, local, and private sector entities. US-DHS and the Department of Defense (DOD) has developed eight supporting plans to address the specific threats and challenges of the maritime environment. The plans address different aspects of maritime security, they are mutually linked, and reinforce each other. The supporting plans include: National Plan to Achieve Domain Awareness Global Maritime Intelligence Integration Plan Interim Maritime Operational Threat Response Plan International Outreach and Coordination Strategy Maritime Infrastructure Recovery Plan Maritime Transportations System Security Plan Maritime Commerce Security Plan Domestic Outreach Plan The Safe Port Act Maritime Transportation Security Act National Strategy for Combating Terrorism, February 2003 Created in 2003, the National Strategy for Combating Terrorism was updated recently to build upon the National Security Strategy issued in March of These two strategies provide the path to advance effective democracies as a long-term antidote to the ideology of terrorism, prevent attacks by terrorist networks, deny weapons of mass destruction to rogue states and terrorist allies who seek to use them, deny terrorists the support and sanctuary of rogue states, deny terrorists control of any nation they would use as a base and launching pad for terror, and lay the foundation and build institutions and structures needed to combat terrorism and to help ensure ultimate success. National Incident Management System (NIMS), February 2003 The National Incident Management System represents a core set of doctrines, concepts, principles, terminology and organizational processes to enable effective, efficient, and collaborative incident management at all levels. It is not an operational incident management or resource allocation plan. This structure is known as the Incident Command System (ICS). National Preparedness Directive, December 2003 The National Preparedness Directive requires: A national domestic preparedness goal Mechanisms for improved delivery of federal preparedness assistance to state and local governments Actions to strengthen preparedness capabilities of federal, state and local entities An all-hazards approach to national preparedness Page 81

88 Appendix 1 Continued HOMELAND SECURITY PRESIDENTIAL DIRECTIVES (HSPD) and NATIONAL SECURITY PRESIDENTIAL DIRECTIVES (NSPD) Homeland Security Presidential Directive-1 (HSPD-1) Organization and Operation of the Homeland Security Council October 2001 This is the first in a series of Homeland Security Presidential Directives that shall record and communicate presidential decisions about the homeland security policies of the United States. Homeland Security Presidential Directive-2 (HSPD-2) Combating Terrorism Through Immigration Policies October 2001 Establishes the policy of the United States to work aggressively to prevent aliens, who engage in, or support, terrorist activity from entering the United States and to detain, prosecute, or deport any such aliens who are within the United States. Homeland Security Presidential Directive-3 (HSPD-3) Homeland Security Advisory System March 2002 A system providing warnings in the form of a set of graduated "Threat Conditions" that increase as the risk of the threat increases. At each Threat Condition, federal departments and agencies implement a corresponding set of "Protective Measures" to further reduce vulnerability or increase response capability during a period of heightened alert. Homeland Security Presidential Directive-4 (HSPD-4/NSPD-17) National Strategy to Combat Weapons of Mass Destruction December 2002 Established the need for a comprehensive strategy for countering Weapons of Mass Destruction (WMD) nuclear, biological, and chemical, including their use and further proliferation. HSPD-4 is an integral component of the National Security Strategy. The objective is to counter the WMD threat in all of its dimensions. Homeland Security Presidential Directive-5 (HSPD-5) Management of Domestic Incidents February 2003 Identifies steps for improved coordination in response to incidents by requiring the U.S. Department of Homeland Security (US-DHS) to coordinate with other federal departments, agencies, State, local, and tribal governments to establish a National Response Plan (NRP) and a National Incident Management System (NIMS). Homeland Security Presidential Directive-6 (HSPD-6) Integration and Use of Screening Information September 2003 Protects against terrorism by stating it is the policy of the United States to 1) develop, integrate, and maintain thorough, accurate, and current information about individuals known or appropriately suspected to be or have been engaged in conduct constituting, in preparation for, in aid of, or related to terrorism (Terrorist Information) and 2) use that information as appropriate and to the full extent permitted by law to support (a) Federal, State, local, territorial, tribal, foreign-government, and private-sector screening processes, and (b) diplomatic, military, intelligence, law enforcement, immigration, visa, and protective processes. Homeland Security Presidential Directive-7 (HSPD-7) Critical Infrastructure Identification, Prioritization, and Protection Plan December 2003 Provides a unified structure for the integration of critical infrastructure and key resources (CI/KR) protection into a single national program. Includes the National Incident Protection Plan (NIPP) which establishes an overall framework for integrating programs and activities that are currently underway in the various sectors, as well as new and developing CI/KR protection efforts. Page 82

89 Appendix 1 Continued Homeland Security Presidential Directive-8 (HSPD-8) National Preparedness December 2003 Establishes policies to strengthen the preparedness of the United States to prevent and respond to threatened or actual domestic terrorist attacks, major disasters, and other emergencies by requiring a national domestic all-hazards preparedness goal, establishing mechanisms for improved delivery of federal preparedness assistance to State and local governments, and outlining actions to strengthen preparedness capabilities of federal, State, and local entities. This directive is a companion to HSPD-5. Homeland Security Presidential Directive-9 (HSPD-9) Defense of United States Agriculture and Food January 2004 Established a national policy to defend the U.S. Agricultural and Food system against terrorist attacks, major disasters and other emergencies. Homeland Security Presidential Directive-10 (HSPD-10/NSPD-33) Bio-defense for the 21 st Century April 2004 Established a means to prevent, protect against, and mitigate biological weapons attacks perpetrated against our homeland and our global interests. Homeland Security Presidential Directive-11 (HSPD-11) Comprehensive Terrorist- Related Screening Procedures August 2004 Strengthens existing policy by building upon HSPD-6, "Integration and Use of Screening Information to Protect Against Terrorism". Enhancements include the requirement for terroristrelated screening through comprehensive, coordinated procedures that detect, identify, track, and interdict people, cargo, conveyances, and other entities and objects that pose a threat to homeland security. Homeland Security Presidential Directive-12 (HSPD-12) Policy for a Common Identification Standard for Federal Employees and Contractors August 2004 Established a government-wide standard for secure and reliable forms of identification issued by the Federal Government to its employees and contractors for enhanced security, increased government efficiency, reduced identity fraud, and increased protection of personal privacy. Homeland Security Presidential Directive-13 (HSPD-13/NSPD-41) Maritime Security Supporting Plans September 2005 Established U.S. policy and the implementation actions to enhance national security and homeland security by protecting maritime interests. It directs the coordination of maritime security programs and initiatives to achieve a comprehensive and cohesive national effort involving appropriate federal, state, local, and private sector entities. Homeland Security Presidential Directive-14 (HSPD-14/NSPD-43) Domestic Nuclear Detection April 2005 Established to protect the nation from radiological and nuclear threats, the Domestic Nuclear Detection Office (DNDO) is staffed by representatives from several federal, State, and local government agencies. The DNDO provides a single accountable organization with lead responsibility to develop the global nuclear detection architecture, and to acquire and support the deployment of the domestic detection systems to identify and report attempts to import or transport a nuclear device, missile, or radiological material intended for illicit use. Page 83

90 Appendix 1 - Continued Homeland Security Presidential Directive-15 (HSPD-15/NSPD-46) War on Terrorism March 2006 A Classified directive that provides guidance on coordinating various elements of the War on Terrorism including diplomatic, legal, financial and military components of the war. Homeland Security Presidential Directive-16 (HSPD-16/NSPD-47) Aviation Security and Threats to Commercial Aircraft June 2006 Focuses on threats to commercial aircraft from passenger baggage and air cargo including detection of conventional, nuclear, radiological, and chemical devices. This directive further focuses on securing the airspace over the continental United States and developing technologies to detect and prevent missile attacks on aircraft. The directive orders the agencies to implement a plan to check airline passenger lists against government watch lists. Homeland Security Presidential Directive-17 (HSPD-17) - not publicly available at this time. Homeland Security Presidential Directive-18 (HSPD-18), Medical Countermeasures against Weapons of Mass Destruction January 31, 2007 Establishes an integrated approach to Weapons of Mass Destruction (WMD) medical countermeasure development that draws upon the expertise of the public health, life science, defense, homeland security, intelligence, first responder, and law enforcement communities, as well as the private sector, to mitigate the health effects of CBRN threats facing the U.S. civilian population. Homeland Security Presidential Directive-19 (HSPD-19), Combating Terrorist Use of Explosives in the United States February 2007 Establishes a national policy, and calls for the development of a national strategy and implementation plan, on the prevention and detection of, protecting against, and response to terrorist use of explosives in the United States. Homeland Security Presidential Directive-20 (HSPD-20/NSPD 51), National Continuity Policy May 2007 Establishes a comprehensive national policy on the continuity of Federal Government structures and operations and a single National Continuity Coordinator responsible for coordinating the development and implementation of Federal continuity policies. Homeland Security Presidential Directive-21 (HSPD-21), Public Health and Medical Preparedness October This directive establishes a National Strategy for Public Health and Medical Preparedness (Strategy), which builds upon principles set forth in Biodefense for the 21 st Century (April 2004) and will transform our national approach to protecting the health of the American people against all disasters. STATE EXECUTIVE ORDERS Executive Order D-67-03, February 2003 Created the Governor s Office of Homeland Security (OHS). The mission of the Office of Homeland Security is to prevent and prepare for terrorist attacks to California through information analysis, planning and research, critical infrastructure protection, citizen preparedness, grant management, training and exercises. Page 84

91 Appendix 1 - Continued Executive Order S-2-05, February 2005 Directs OES and OHS to integrate the National Incident Management System (NIMS) and California Standardized Emergency Management System (SEMS). Both SEMS and NIMS establish an organized structure and approach for management of all-hazards emergency operations. Moreover, Homeland Security Presidential Directive-5 (HSPD-5), Management of Domestic Incidents, directs the Secretary of Homeland Security to develop and administer NIMS. The system provides a consistent nationwide template to enable federal, State, local, tribal governments and private-sector to work together. Executive Order S-19-06, October 12, 2006 California continues its efforts to advance seaport security through the creation of the California Maritime Security Council (CMSC). The CMSC will enhance coordination and information sharing between the federal, State and local governments at our ports. Executive Order S-04-06, April 2006 The Governor s Emergency Operations Executive Council (GEOEC) was established to improve State agency coordination and overall State preparedness. The three major tasks are: 1) provide information to the Governor, Legislature, local agencies and public on pending emergency conditions that threaten public health and safety, 2) develop a consolidated set of budget, legislative and administrative recommendations to improve State prevention and response capabilities to deal with pending threats to public health and safety, 3) assist in emergency preparedness management, response, recovery and mitigation efforts, and 4) update their Continuity of Operations/Continuity of Government plans consistent with the guidelines and submit them to the Cabinet Secretary and the Director of the Office of Emergency Services and include procedures for the testing and exercising of these plans by September Page 85

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93 APPENDIX 2 COORDINATION PLANNING EFFORTS OVERVIEW Continued outreach to our stakeholders and partners is imperative in order to provide the opportunities to share critical information, new initiatives, best practices and lessons learned. OHS will continue to facilitate workshops, subcommittee workgroups, conferences, and council meetings. The outreach opportunities are imperative in order to continue the OHS Security mission to be a national leader in emergency preparedness and homeland security. Participation in key workgroups gives OHS the opportunity to review plans and provide recommendations for many programs in the State of California. Examples include input to the California Pandemic Influenza Plan, the California Hazard Mitigation Plan, the California SEMS/NIMS Implementation Plan, the California Mass Fatality Concept of Operations, California Mass Sheltering Plan Annex and the California Vulnerable Populations Planning Workgroups, the California Statewide Communications Interoperability Plan (CalSCIP), State Citizen Corps Council initiatives, and the OES/FEMA California Catastrophic Readiness/Response Planning Initiative. In the maritime arena, OHS will continue to work with the United States Coast Guard (USCG) Sectors. Areas include the following: Sector San Francisco Bay Area, Sector Los Angeles/Long Beach, and Sector San Diego. Key efforts include membership on the three USCG Area Maritime Security Committees, leadership of the CA Maritime Security Council, input to the State Partnership for the Goods Movement Plan, and regular communication with Port Directors for continued enhancement of security for the supply chain, both incoming/outgoing, from CA Ports. EXECUTIVE LEVEL OUTREACH State and National Committee Memberships Homeland Security Senior Advisory Committee The Governor s Office of Homeland Security will continue with the holistic approach to the implementation of the strategic homeland security goals and objectives through consideration of all available support and assistance programs. The purpose of this senior advisory committee meets the direction of the U.S. Department of Homeland Security Grant Guidance to enhance the integration of disciplines involved in homeland security, including public health, medical initiatives, and citizen preparedness. National Governors Homeland Security Advisory Council (NGHSAC) and the National Governors Association (NGA) The Committee serves as a resource for the U.S. Department of Homeland Security, Congressional members and staff, and the media on homeland security funding levels and policy. California Executive Director, Matthew Bettenhausen, was selected by his peers to serve as the Chairman of the National Governors Homeland Security Advisors Council. The mission of the council brings together the top homeland security officials from each State and territory to inform external homeland security partners by sharing ideas and best practices, identifying emerging issues, and reviewing and analyzing the impacts of homeland security activities on the states and to inform the governors of federal homeland security legislation, regulations, and policies on the states. Page 87

94 Appendix 2 - Continued OHS will continue coordination with other state homeland security directors, local officials, and the private sector, to further the work to defend the security of America's urban and rural critical infrastructure and systems, including banking and finance institutions, chemical industries, transportation systems, dams, water and energy supplies, the food system, energy facilities, and information and telecommunications networks. In addition, the public health system in each state continues to prepare for ever-changing public health threats and future emergency situations. The unique nature and national security implications of terrorism require the support and expertise of the federal government in collaborating with State, territorial, tribal, and local governments in all aspects of developing and maintaining capabilities, including sharing of information and working with the private sector on emerging technologies and protecting critical infrastructure. Governor s Emergency Operations Executive Council (GEOEC) Executive Order S created the Governor s Emergency Operations Executive Council (GEOEC). The council was established to improve agency coordination, overall preparedness, and public-private partnerships for responding and recovering from disasters. OHS involvement in the GEOEC is as follows: 1. Develop an overarching strategy document that identifies and links state strategies together as a whole. 2. Provide information to the Governor and the Legislature, local agencies and the public on pending emergency conditions that threaten public health and safety such as pandemics. 3. Develop a consolidated set of budget, legislative and administrative recommendations to improve State prevention and response capabilities to deal with pending threats to public health and safety. 4. Assist in emergency preparedness management, response, recovery, and mitigation efforts. OHS will continue to provide leadership to the GEOEC. The major emphasis is to aggressively improve coordination, collaboration and communication between State agencies. The GEOEC is intended to supplement the California Emergency Council (CEC), which is the official advisory board to the Governor on matters pertaining to statewide emergency preparedness. Both the CEC and the GEOEC may advise the Governor on policy issues and application of State resources prior to, during, and in the recovery phase of any disaster. OTHER WORK GROUPS & OUTREACH Ongoing OHS actively participates in a multitude of diverse workgroups. These groups share the responsibility of protection, prevention, response and recovery with our federal, State, local and tribal partners. Page 88

95 Appendix 2 Continued These multi-disciplinary groups include the following: Work Group Purpose Division Agriculture Defense Steering Committee Area Maritime Security Committees (AMSC) Bio-Terrorism Advisory Committee (BioWatch System) California Curriculum Development Committee (CCDC) California Department Food & Agriculture, Emergency Preparedness Support Unit (CDFA-EPSU) California Homeland Security Geospatial Working Group (CHSG-WG) California Maritime Security Council (CMSC) Improve the defense of California s food and agriculture systems in an all-hazards approach to disasters and other emergencies, through unified interagency communication, coordination, training and development of policies and procedures. The three committees are established within the USCG Sectors representing the 11 California ports. These committees focus on bioterrorism within the regions of San Francisco, Los Angeles/Long Beach, and San Diego. Included are the Federal Bio-Watch Program and support from the 58 County Health Offices. This committee is responsible for identifying/managing course development in the areas of Law Enforcement, Emergency Medical, Fire, Hazmat, Maritime, Public Health, Mass Transit, and Emergency Preparedness. CDFA's Emergency Preparedness and Support Unit (EPSU) provides emergency prevention, mitigation, preparedness and response support for the Animal Health and Food Safety Services (AHFSS) Division. The CHSG-WG coordinates the statewide collection, storing, dissemination and security of GIS data utilized by various security partners. Working group members are represented by OHS, USCG, the four RTTACs, and the private sector. Advisory body to the Governor in matters related to maritime security. Training & Exercises Legislative Affairs Planning & Research Information Analysis Training & Exercises Information Analysis Training & Exercises Training & Exercises Critical Infrastructure Protection OHS Director Executive Staff Planning and Research Page 89

96 California Pandemic Influenza Plan / Workgroup California Preventive Radiological Nuclear Detection Program Management Plan California Statewide Communications Interoperability Executive Committee (CALSIEC) California Tribal Nations Emergency Management Council (CTN-EMC) California Voluntary Training Enhancement Program (VTEP) CalTrans Transit Workshop Committee Catastrophic Readiness/Response Planning Initiatives and Steering Committee Center for Homeland Defense and Security (CHDS) University & Agency Partnership Chemical-terrorism Vulnerability Information (CVI) Task Force State and local partners, including hospitals, are creating strategic statewide planning for medical surge and prophylaxis in case of a pandemic. The workgroup consists of State partners for development of a PRND State Plan. The workgroup includes technical experts from the National labs. The governing body for local first response agencies in regards to interoperable communications. This is an emergency information gathering council representing 65 of the 109 federally recognized tribes in California. Program designed to decentralize First Responder training and to facilitate access to Federal courses in a cost effective manner and augment the capacity of States/Territories, and Tribal Entities. Coordination for emergency transit staff to work effectively with the first responder community using an allhazards approach. Working with OES and FEMA, the ongoing planning initiatives will update the State Emergency Plan. Within the CHSD frame work, the Naval Postgraduate School has established and nurtures a national network for Homeland Security standardized multi-disciplinary continuing education initiative for homeland security professionals. CVI was adopted and designed to protect information about chemical facility security operations that could be exploited by terrorists. OHS Executive Staff Planning & Research Planning & Research Planning & Research Planning & Research Training & Exercises Training & Exercises Training & Exercises Planning & Research Training & Exercises Critical Infrastructure Protection Page 90

97 Continuing Challenge HazMat Working Group Critical Infrastructure/Key Resources Summit Emergency Response Training Advisory Committee (ERTAC) FEMA Regional Interagency Steering Committee Geographic Information System (GIS) Council Governor s Emergency Operations Executive Council (GEOEC). Green Chemistry Leadership Council The purpose is to provide training, networking and hands-on learning opportunities to the hazardous materials emergency response community. Current information is provided for skills enhancement to ensure a safe and effective response. An annual meeting of federal, State, county, local, and US-DHS Science & Technology representatives. The ERTAC committee is responsible for sharing of information and training opportunities geared at preventing acts of terrorism. Members include designated State agencies by law and representatives appointed by the Governor. FEMA Region IX emergency services group is composed of federal, State, tribal, and local agencies that coordinate and collaborate for the purposes of information sharing and networking. The council brings together members from local, State and federal government agencies, as well as academic and private sector partners to discuss ways to collaborate on various GIS programs. The council was established to improve agency coordination, overall preparedness, and publicprivate partnerships for responding and recovering from disasters. The Green Chemistry Initiative will provide recommendations for developing a consistent means for evaluating risk, reducing exposure, encouraging less-toxic industrial processes, and identifying safer, non-chemical alternatives. Training & Exercises Critical Infrastructure Protection OHS Director Executive Staff Training & Exercises Information Analysis Planning & Research Training & Exercises Critical Infrastructure Protection OHS Director Chief Deputy Director Executive Staff Critical Infrastructure Protection Page 91

98 Homeland Infrastructure Foundation Level Database (HIFLD) Indian Affairs Pacific Region Homeland Security & Emergency Services Coordination Local Emergency Planning Committee (LEPC) Los Angeles Airport Security Advisory Committee Liquefied Natural Gas (LNG) Interagency Working Group Mass Migration Workgroup METRICS PROJECT California Disaster Resource Capability Preparedness Assessment Project Mutual Aid Regional Advisory Committee (MARAC) A multi-agency working group that discusses the use of geospatial data and applications to support intelligence, threat monitoring, and reporting from a homeland defense/homeland security (HD/HLS) perspective. This committee focuses on local, regional and statewide planning on infrastructure task force priorities, border refinements and EPA issues. LEPC s plan, test and prepare for any emergencies that may be associated with hazardous materials. The Committee s mission is to assist the Airport Security Coordinator in the development and maintenance of an Airport Emergency Operations Plan. A multi-agency working group that discusses possible licensing of liquid natural gas terminals in California. This workgroup, consisting of State, local, and federal partners, focuses on planning for large population movement into the State in the event of an all-hazards or international incident. The project will create a statewide emergency resource typing and database that ensures all-hazard capabilities and resources are strategically located throughout the State. This is a multi-agency workgroup composed of State and local emergency responders. Committees are comprised of members from local government, state agencies, and other organizations such as the American Red Cross for discussion of emergency response and preparedness issues. Critical Infrastructure Protection Training & Exercises Training & Exercises Critical Infrastructure Protection Critical Infrastructure Protection Planning & Research Planning & Research Grants Administration Training & Exercises Planning & Research Page 92

99 National Bombing Prevention Efforts Work Group Program Investment Justification Conference Public Interest Energy Research (PIER) Public Safety Radio Strategic Planning Committee (PSRSPC) Railroad Safety Task Force Real ID Act Executive Steering Committee Focused discussion on the following issues: National Strategy for Bombing Prevention; Multijurisdiction Bombing Plans (MJBPP); Technical Resource for Incident Prevention (TRIPwire); National Capabilities Analysis Database (NCAD) The conference provides the opportunity for input into the State s Investment Justifications for Homeland Security funding. Federal, State, local and tribal government representatives participate in the review. The working group discusses prioritizing various technologies that are available, or could be developed or adapted, to prevent or reduce damage to electrical infrastructure resulting from an attack or system failure. State agency members are the governing body for the continued effort of development and implementation of the statewide public safety communication system. The three primary focus areas are to identify threats from vandalism & terrorism not properly addressed by existing rail safety programs, identify any deficiencies in current land use planning affecting rail safety, and to identify deficiencies for responding to railroad emergencies. The Real ID Act (Public Law ) is intended to strengthen the security of driver licenses and identification cards issued by each state and territory of the United States. The Administration formed the Steering Committee to determine the resources and enabling legislation to meet the requirements of the Act. Page 93 Critical Infrastructure Protection Grants Administration Planning & Research Training & Exercises Critical Infrastructure Protection Training & Exercises Planning & Research Critical Infrastructure Protection Critical Infrastructure Protection Legislative Affairs

100 Real ID Act Law Enforcement Work Group OHS and the California Highway Patrol co-chair this work group, comprised of federal, State, and local public safety agencies, to identify and provide recommendations to the steering committee on law enforcement issues related to the Real ID Act. Information Analysis Legislative Affairs Regional Transit Security Working Group (RTSWG) - San Diego; Los Angeles; Bay Area; Sacramento The purpose of the Regional Transit Security Working Group (RTSWG) is to develop a Regional Transit Security Strategy (RTSS), a Security and Emergency Preparedness Plan (SEPP), as well as coordinate region-wide transit security enhancements. Grants Administration Training & Exercises Critical Infrastructure Protection Regional Tribal Operations Committee (RTOC) Assisting the U.S. EPA, the committee provides support to the Region s Tribes for strengthening Tribal environmental/public health programs, assisting communication & information exchange. Training & Exercises SEMS/NIMS Advisory Workgroup The workgroup is comprised of State and local representatives for the maintenance and implementation of these two incident management systems. Planning & Research Training & Exercises Special Events Data Call Data call online submission system for providing special event information for Participants are from the following offices and/or organizations: Chief of Police; Major City Sheriff s Office; Emergency Management Agencies / First Responder Agencies; Emergency Operations Centers; State or Regional Fusion Centers; and the California Highway Patrol (CHP). Critical Infrastructure Protection Page 94

101 State Terrorism Threat Assessment Advisory Group (STTAG) Statewide Emergency Planning Committee (SWEPC) State Vulnerable Populations Workgroup Terrorism Liaison Officer, California Department of Corrections Work Group Urban Area Security Initiative (UASI) Briefs The advisory group provides guidance on information sharing to the State and Regional Terrorism Threat Assessment Centers. The committee provides opportunity for federal, State, and local agencies to disseminate information to the emergency management community in California. Quarterly updates are provided to the U.S. Department of Health and Human Services on State emergency management activities for the disabled and elderly community in coordination with OES. The purpose of this group is to improve intelligence collection of prison radicalization within the jurisdiction of CDCR correctional facilities and parole regions. The group disseminates training and supporting material to the State & Regional Fusion Centers, the FBI field offices and Joint Terrorism Task Forces to aid in training at state and local correctional facilities. Information sharing includes UASI project and strategy updates. Information Analysis Planning & Research Planning & Research Training & Exercises Information Analysis Critical Infrastructure Protection Grants Administration Planning & Research University of California and CA Community College US-DHS Joint Advisory Committee Information on Homeland Security Funding and Training Opportunities. This advisory committee for the Department of Public Health and other stakeholders, works on the planning of grant funding and resource utilization in the emergency planning for healthcare issues such as medical surge and mass prophylaxis as well as infrastructure preparedness. Critical Infrastructure Protection Grants Administration Training & Exercises Planning & Research Legislative Affairs Page 95

102 US-DHS Exercise & Evaluation Work Group (HSEEP) Western Institute for Food Safety and Security (WIFSS), UC Davis The HSEEP Working Group is responsible for the development of a common exercise design of systems and procedures. Agro-terrorism awareness within California. WIFFS researches areas to improve the practices of food safety and security. Training & Exercises OHS Executive Staff Training & Exercises Legislative Affairs Planning & Research Page 96

103 APPENDIX 3 LIST OF ACRONYMS A ACAMS AAR AMSC AMSP AMSTEP B BTS BZZP C CA CAA CALJRIES CALSCIP CALSIEC CBP CBPAS CBRNE CERT CERTS CFR CI CI/KR CIIE CIOP CIP-MAA CCP CMSC COG COOP COTP COTS CPSGP CREATE CS CSI CWAs D DHS DISA DNDO DOC Automated Critical Asset Management System After Action Report Area Maritime Security Committee Area Maritime Security (AMS) Plan Area Maritime Security Training and Exercise Program Border and Transportation Security Buffer Zone Protection Program Critical Asset Critical Asset Assessment California Joint Regional Information Exchange System California Statewide Communications Interoperability Plan California Statewide Interoperability Executive Committee Customs and Border Protection Customs and Border Protection Agriculture Specialists Chemical, Biological, Radiological, Nuclear, and Explosive Community Emergency Response Teams Cargo Enforcement Reporting and Tracking System Code of Federal Regulations Critical Infrastructure Critical Infrastructure and Key Resources Critical Infrastructure Identification and Evaluation Critical Infrastructure Outreach & Partnerships Critical Infrastructure Program Mission Assurance Assessment Citizen Corps Program California Maritime Security Council Continuity of Government Continuity of Operations Captain of the Port Commercial Off-the-Shelf California Port and Maritime Security Program Center for Risk and Economic Analysis of Terrorism Events Cyber Security Container Security Initiative Chemical Warfare Agents Department of Homeland Security Defense Information Systems Agency Domestic Nuclear Detection Office Department of Commerce Page 97

104 Appendix 3 - Continued D DOD DOJ DOL DOS E EDS EEG EOC EP&R EPA F FAA FBI FEMA FLETA FLETC FOIA FPS G GAO GEOEC GIS GSA H HAZMAT HHS HOPS HSAS HSEEP HSIN HSPD I IAFIS ICAV ICE ICS IDENT IED IEFA Department of Defense Department of Justice Department of Labor Department of State Explosives Detection Systems Exercise Evaluation Guide Emergency Operations Center Emergency Preparedness and Response Environmental Protection Agency Financial Accountability Act Federal Bureau of Investigation Federal Emergency Management Agency Federal Law Enforcement Training Accreditation Federal Law Enforcement Training Center Freedom of Information Act Federal Protective Service Government Accountability Office Governor s Emergency Operations Executive Council Geographical Information Systems General Services Administration Hazardous Materials Health and Human Services Homeland Defense Operational Planning System Homeland Security Advisory System Homeland Security Exercise and Evaluation Program Homeland Security Information Network Homeland Security Presidential Directive Integrated Automated Fingerprint Identification System Integrated Critical Asset Viewer U.S. Immigration and Customs Enforcement Incident Command System Automatic Biometric Identification System Improvised Explosive Device Immigration Examination Fee Account Page 98

105 Appendix 3 - Continued J JTTF K KR L LAPD LLNL M MARSEC MBL MD N NADB NBIS NCHS NCM NCS NCSD NFPA NIEM NIMS NIPP NIST NOC NRP NSAIS O ODP P PCII PMA POE PortSTEP PRD PSA PSGP R RAMCAP RFID RTTAC RTSWG Joint Terrorism Task Force Key Resources Los Angeles Police Department Lawrence Livermore National Lab Maritime Security Level Maritime Boundary Line Management Directives National Asset Data Base National Bio-Surveillance Integration System National Center for Health Statistics Non-Commercial Maritime National Communications System National Cyber Security Division National Fire Protection Association National Information Exchange Model National Incident Management System National Infrastructure Protection Program National Institute of Standards and Technology National Operations Center National Response Plan National Surveillance Activity Information Sharing Office For Domestic Preparedness Protected Critical Infrastructure Information President s Management Agenda Ports of Entry Port Security Training and Exercise Program Personal Radiation Detectors Protective Security Advisor Port Security Grant Program Risk Analysis and Management for Critical Assets Protection Radio Frequency Identification Regional Terrorism Threat Assessment Center Regional Transit Security Working Group Page 99

106 Appendix 3 - Continued S SHSEEP SHSP SNS SSA STTAC STTAAG STAAS T TAP TSA TSGP TWIC U UASI U.S. USC USCG USCIS USFA USAR UST USSS US-VISIT W WIFFS WMD State Homeland Security Exercise and Evaluation Program State Homeland Security Program Strategic National Stockpile Sector-Specific Agency State Terrorism Threat Assessment Center State Terrorism Threat Assessment Advisory Group State Terrorism Threat Assessment System Threat Awareness Portfolio Transportation Security Administration Transit Security Grant Program Transportation Worker Identification Credential Urban Areas Security Initiative United States University of Southern California United States Coast Guard United States Citizenship and Immigration Services United States Fire Administration Urban Search and Rescue Underground Storage Tanks United States Secret Service United States Visitor and Immigrant Status Indicator Technology Western Institute for Food Safety Weapons of Mass Destruction Page 100

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108 Governor s Office of Homeland Security State Capitol Sacramento, CA