NCR-Homeland Security Strategic Plan November 2005 Draft Initiatives Included

2005 Update to the National Capital Region Homeland Security Strategic Plan “A Strategic Partnership to Manage Risk”

Introduction The National Capital Region (NCR) encompasses a unique group of jurisdictions with a diverse set of needs and interests. The NCR is home to infrastructure that is both critical and symbolic to our nation. This presents the homeland security leadership of these jurisdictions with a unique risk that can only be effectively managed through an integrated and collaborative effort. This is the strategic plan for the National Capital Region Homeland Security Partners and is intended as a guiding framework for a safe and secure NCR. The NCR Homeland Security Partnership is comprised of the region’s local, state, regional, and federal governments, citizen community groups, private sector, non-profit organizations, and non-governmental organizations. Guiding Principles, Vision, Mission, Strategic Goals & Objectives 2005 NCR-HLS Strategic Plan

Vision The Vision for the NCR Homeland Security Partners is… Working together towards a safe and secure National Capital Region. Mission The Mission Statement for the NCR Homeland Security Partners is to… Build and sustain an integrated effort to prepare for, prevent, protect against, respond to, and recover from “all- hazards” threats or events. ~Secretary Michael Chertoff, March 16, 2005 Remarks, George Washington University Homeland Security Policy Institute

Guiding Principles 1.Strengthen regional coordination among all partners to gain synergy while sustaining jurisdictional authority and enhancing capabilities. 2.Implement homeland security policies and programs while maintaining our constitutionally-based society, particularly the civil rights and civil liberties of the NCR’s diverse population, including persons with disabilities. 3.Prepare for “all-hazards”, including man-made and naturally occurring emergencies and disasters. 4.Advance the safety and security of the NCR in ways that are enduring, relevant, and sustainable. 5.Foster a culture of collaboration, respect, communication, innovation, and mutual aid among all homeland security partners across the NCR. 6.Adopt best-practice, performance-based approaches to staffing, planning, equipping, training, and exercising for all homeland security partners. 7.Strive for an optimal balance of preparedness capabilities across the NCR that recognizes differing risks and circumstances, and leverages mutual aid agreements. “NCR Homeland Security Partners" refers to the region’s local, state, regional, and federal governments, citizen community groups, private sector, non-profit organizations, and non-governmental organizations. A "best-practice" approach draws from actual experience and lessons learned. A "performance-based" approach is outcome focused and can be evaluated using scenarios. “All-hazards” preparedness refers to preparedness for domestic terrorist attacks, major disasters, and other emergencies. (Source: Homeland Security Presidential Directive/HSPD-8, December 2003)

Strategic Goals 1.Planning & Decision-Making: A collaborative culture for planning, decision-making, and implementation across the NCR. 2.Community Engagement: An informed and prepared community of those who live, work, and visit within the Region, engaged in the safety and security of the NCR. 3.Prevention & Mitigation: An enduring capability to protect the NCR by preventing or mitigating “all- hazards” threats or events. 4.Response & Recovery: A sustained capacity to respond to and recover from “all-hazards” events across the NCR. 5

Strategic Goal 1: A collaborative culture for planning, decision-making, and implementation across the NCR.  Objective 1 - Enhance and continually adapt the framework for regional strategic planning and decision-making to achieve an optimal balance of capabilities across the NCR.  Initiative 1 – Document, describe, recommend, and implement enhancements to the regional strategic planning and decision-making process.  Objective 2 - Design and implement an integrated and iterative performance and risk-based regional planning process that engages appropriate NCR homeland security partners.  Initiative 1 – Establish regional feedback mechanisms, that are both cumulative and annual, about the decision-making process. DRAFT

 Objective 3 - Establish an NCR-wide assessment process to identify and remedy gaps in regional, jurisdictional, and sector preparedness.  Initiative 1 – Design a scenario-based risk and threat analysis consistent with HSPD 7 & 8 which details the necessary tasks and capabilities for the NCR.  Initiative 2 – Prepare a comparative gap analysis between existing capabilities and those capabilities defined by the output of the initiative defined above.  Objective 4 - Develop a requirements generation and prioritization process to effectively utilize available public and private homeland security resources to satisfy NCR regional, jurisdictional, and sector preparedness.  Initiative 1 – Identify the needs and requirements for regional, jurisdictional, and sector preparedness, using plain language.  Initiative 2 – Enhance the resource leveraging opportunities of the ESF committee by providing staff and secretarial support and facilitation and direction (Publish and raise awareness of all grant timelines). Strategic Goal 1: A collaborative culture for planning, decision-making, and implementation across the NCR. DRAFT

 Objective 5 - Enhance the oversight and accountability process that coordinates, tracks, and evaluates the implementation and effectiveness of regional decisions.  Initiative 1 – Increase visibility among the NCR projects and partners.  Initiative 2 – Define and staff the SPG’s and CAO’s oversight and accountability function to assure that project management, system performance, and bottom-line public service objectives are being met.  Objective 6-Adopt a lifecycle cost and investment approach to generate enduring and sustainable preparedness across the NCR.  Initiative 1 - Ensure operational resources are available for multi-year operational capabilities that are created.  Initiative 2 – Facilitate efforts to plan for long-term capital investments and improvements to the public and private infrastructure.  Initiative 3 – Develop reserve capability in the event of an incident to accelerate recovery of the economy. Strategic Goal 1: A collaborative culture for planning, decision-making, and implementation across the NCR. DRAFT

 Objective 1 - Deliver timely, coordinated and targeted emergency information across the NCR before, during, and after emergencies.  Initiative 1 – Establish regional protocols for creation, coordination, and release of messages.  Initiative 2 – Establish or enhance a “system of systems” for emergency warning, alert and notification, and continuing information.  Initiative 3 – Identify and enhance methods for targeted communication to reach populations with “special needs.”  Objective 2 - Raise the level of preparedness across the NCR by utilizing and enhancing public awareness and education campaigns.  Initiative 1 – Leverage appropriate media and methods of public outreach.  Initiative 2 – Partner with the media to effectively provide the public with information before, during, and after events.  Initiative 3 – Develop a framework to sustain multi-year campaigns and integrate jurisdictional efforts. Strategic Goal 2: An informed and prepared community of those who live, work and visit within the Region, engaged in the safety and security of the NCR. DRAFT

 Objective 3 - Strengthen public-private-NGO partnerships and communication through increased sharing of information and resources, and expanded participation in preparedness planning across the NCR.  Initiative 1 – Increase opportunities for partnering with civic-private-NGO stakeholders in all phases of public disaster preparedness.  Objective 4 - Engage those who live, work and visit within the region in emergency preparedness across the NCR.  Initiative 1 – Increase civic involvement in all phases of disaster preparedness.  Initiative 2 – Operationalize and leverage volunteer resources to meet preparedness needs.  Initiative 3 – Provide situational awareness and disaster readiness steps for visitors to the Region through targeted advertising and outreach. Strategic Goal 2: An informed and prepared community of those who live, work and visit within the Region, engaged in the safety and security of the NCR. DRAFT

 Objective 1 - Develop and sustain common, multi-disciplinary standards for planning, equipping, training, operating, and (cross-jurisdictional) exercising to maximize prevention and mitigation capabilities across the NCR.  Initiative 1 – Develop a prevention and mitigation framework (i.e. an NRP/NIMS for prevention).  Initiative 2 – Develop a synchronized and integrated training and exercise framework, with appropriate common standards (e.g. ICS, NIMS compliant, HSEEP).  Initiative 3 – Develop an integrated plan related to health surveillance, detection and mitigation functions between NCR Partners.  Initiative 4 – Develop a community-wide campaign, focused primarily on prevention and deterrence. Strategic Goal 3: An enduring capability to protect the NCR by preventing or mitigating “all-hazards” threats or events. DRAFT

 Objective 2 - Strengthen the gathering, fusion, analysis, and exchange of multi- discipline strategic and tactical information and data for shared situational awareness.  Initiative 1 – Develop common regional information sharing and collaboration frameworks, to include determining roles, responsibilities and protocols.  Initiative 2 – Enhance regional interoperability, and protection of sensitive and classified information, through technical connectivity and protocols, while building upon existing programs and promoting a commons system.  Initiative 3 – Ensure that each jurisdiction has appropriate people cleared to receive and act on sensitive and classified information.  Objective 3 - Employ a performance- and risk-based approach to critical infrastructure protection across the NCR, targeting resources where the threat, vulnerability, and impact are greatest.  Initiative 1 – Identify, prioritize and conduct risk assessments of critical infrastructure and high-risk targets within the NCR, by key ESF, working closely with private sector, integrating and leveraging existing assessments. Strategic Goal 3: An enduring capability to protect the NCR by preventing or mitigating “all-hazards” threats or events. DRAFT

 Objective 1 - Develop, adopt, and implement integrated plans, policies, and standards to facilitate response and recovery.  Initiative 1 – Compare results of gap analysis and after action reports with existing plans, and modify plans accordingly.  Initiative 2 – Align and integrate each regional ESF plan across jurisdictions (including Federal partners) and other regional ESFs.  Initiative 3 – Define capabilities and standards for decontamination and re-entry.  Initiative 4 – Develop and coordinate continuity plans (government & operations) and evacuation plans within the Region. Strategic Goal 4: A sustained capacity to respond to and recover from “all- hazards” events across the NCR. DRAFT

 Objective 2 - Ensure the capacity to operate multi-level coordinated response and recovery.  Initiative 1 – Develop coordinated and standardized protocols for mandatory notification of regional partners during and emerging incident to maintain situational awareness.  Initiative 2 – Develop and implement a plan for regionally coordinated adoption and employment of NIMS.  Initiative 3 – Develop architecture, infrastructure, and concept of operations for regional interoperable communications. Strategic Goal 4: A sustained capacity to respond to and recover from “all- hazards” events across the NCR. DRAFT

 Objective 3 - Ensure adequate and effective sharing of resources.  Initiative 1 – Close the gaps identified in the regional assessment of resources and capabilities.  Initiative 2 – Develop a resource management system for the NCR.  Objective 4 - Comprehensively identify long-term recovery issues.  Initiative 1 – Model and exercise the appropriate 15 DHS scenarios to assess region-wide impact.  Initiative 2 – Align public, private and NGO resources with identified needs for response and recovery.  Initiative 3 – Review existing programs, mutual aid agreements, MOUs, and legislation to identify and close gaps in facilitating long-term recovery. Strategic Goal 4: A sustained capacity to respond to and recover from “all- hazards” events across the NCR. DRAFT