Lower Rio Grande Valley Development Council

Transcription

1 Lower Rio Grande Valley Development Council Texas Homeland Security Strategic Plan Implementation Plan for 2012 November 30, 2011 Due to the compilation of potentially sensitive data, this Texas Homeland Security Strategy Implementation Plan is marked (FOUO) when completed. This information may be exempt under the provisions of the Freedom of Information Act, 5 U.S.C. 552 and is protected under the provisions of Chapter 418 of the Texas Government Code. As such, anyone wishing to disseminate this document outside of the Texas State Government should contact the Lower Rio Grande Valley Development Council, Homeland Security Advisory Committee/Emergency Management, LRGVDC Executive Committee or General Counsel for disclosure review. Original Date Submitted 11/28/2011

2 PRIVACY STATEMENT The disclosure of information in this plan could compromise the security of essential equipment, services, and systems of the Lower Rio Grande Valley Development Council Region or otherwise impair local government s ability to carry out essential emergency responsibilities. Distribution of this Texas Homeland Security Strategy Implementation Plan in its entirety is limited to those local organizations with a need to know the information in order to successfully implement the plan. Portions of this plan contain information that raises personal privacy or other concerns, and those portions may be exempt from mandatory disclosure under the Freedom of Information Act. See 5 U.S.C. 552, 41 C.F.R. Part Any decision to disclose information in this plan outside Texas or Federal government entity or to withhold information in this plan from a non-texas or Federal government entity must be coordinated with the Lower Rio Grande Valley Development Council Liaison, Homeland Security Advisory Committee/Emergency Management, or the LRGVDC Executive Committee and any other memberships responsible in the development of this plan. 2

3 RECORD OF CHANGES Change No. Copy No. Date Entered Posted By 1 11/3/ /8/ /10/2011 3

4 (LRGVDC) Texas Homeland Security Strategic Plan Implementation Plan for 2012 TABLE OF CONTENTS Foreword...6 Section I: General...7 Section II: Threat Assessment...13 Section III: Concept of Implementation...20 Goal 1: PREVENT TERRORIST ATTACKS IN TEXAS AND PREVENT CRIMINAL ENTERPRISES FROM OPERATING SUCCESSFULLY IN TEXAS.. Objective 1.1: Expand and Enhance the Statewide Intelligence Capability that Reduces the Threat of Terrorism and Criminal Organizations... Objective 1.2: Ensure a Robust Investigative Capability to Address Terrorism and Criminal Enterprises... Objective 1.3: Prevent Terrorists and Criminal Enterprises from Exploiting Texas International Borders, Including Land, Air and Sea... Objective 1.4: Increase Public Awareness and Reporting of Suspicious Activities Related to Criminal Activities and Terrorism, with an Emphasis on Drug Trafficking, Human Trafficking and Smuggling, and Weapons of Mass Effect (WME) and Improvised Explosive Devices (IED s) - Related Activities Goal 2: REDUCE VULNERABILITY TO NATURAL DISASTERS, CRIMINAL AND TERRORISTATTACKS... Objective 2.1: Reduce Vulnerability of Critical Infrastructures and Key Resources in Texas... Objective 2.2: Reduce Risk from Chemical, Biological, Nuclear, and Explosive (CBRNE) Disasters... Objective 2.3: Reduce Vulnerability to Natural and Manmade Threats to the Agriculture Industry... 4

5 Objective 2.4: Enhance the Safety of Schools in Region... Objective 2.5: Use Mitigation Programs to Reduce the Threats Natural Disasters Pose to People and Property... Goal 3: PREPARE TO MINIMIZE DAMAGE THROUGH RAPID, DECISIVE RESPONSE AND QUICKLY RECOVER FROM TERRORIST ATTACKS AND OTHER DISASTERS Objective 3.1: Achieve Statewide Interoperability Communications in Texas... Objective 3.2: Continually Improve the Ability to Employ the National Incident Management System (NIMS) as the State Standard Incident Command System for Addressing all hazards. Objective 3.3: Maximize Responder Capabilities by Expanding the Statewide Regional Response and Mutual Aid Network... Objective 3.4: Amplify Public Health Community Capabilities to Support Multi- Agency and Multi-Jurisdictional Response and Recovery Efforts for all Hazards, including CBRNE events. Objective 3.5: Integrate Homeland Security Training Across all Agencies, Jurisdictions and Disciplines... Objective 3.6: Fully Integrate Homeland Security Exercises Across all Jurisdictions and Disciplines, to Include Exercises Related to the National Planning Scenarios, Medical Surge and Mass Prophylaxis, and Hurricane Evacuation... Objective 3.7: Ensure Updated and Validated Emergency Plans are in Place at Agencies that Provide Vital Public Services Include Public and Private Stakeholder.... Objective 3.8: Increase Citizen Participation in Statewide Preparedness Efforts... Objective 3.9: Maintain Effective Ways to Alert Local Leaders and the Public About all Hazards in Their Communities.... 5

6 (LRGVDC) Texas Homeland Security Strategy Implementation Plan FOREWORD As part of implementing The Texas Homeland Security Strategic Plan dated May 11, 2010, directs State agencies with homeland security responsibilities and the 24 Councils of Governments (COG) will develop annual homeland security implementation plans which delineate specific actions and deadlines for the forthcoming fiscal year to implement the priority actions of the State s strategic plan. For purposes of this document COG also includes Development Councils, Planning Councils, and Advisory Councils. COG is the regional coordinating body that serves the governments in one of the 24 regions in Texas. Implementation plans will include performance actions that are linked to performance measures and implementation milestones. Such a process allows for the synchronization of all homeland security activities across the State. All homeland security efforts will be tracked in a statewide performance measurement system that tracks demonstrable progress toward achieving specific homeland security priority actions. This homeland security implementation plan is for fiscal year It identifies priority actions that have clear performance measures associated with completion milestones as well as the commitment of resources that include time, funds, and manpower. This homeland security implementation plan also ensures that the LRGVDC is fully integrated into the State of Texas Homeland Security Strategic Plan and has identified all the resources necessary to achieve homeland security preparedness goals for fiscal year

7 SECTION I: GENERAL A. Purpose This document establishes the LRGVDC Region Homeland Security Strategy Implementation Plan in order to ensure the Lower Rio Grande Valley complies with the Texas Homeland Security Strategic Plan This implementation plan establishes priority actions with specific performance measures to be completed, as identified, by milestones established in the plan. This plan is a road map for our homeland security preparedness and identifies time, funds, manpower, equipment, organization, planning, training, and exercises required to implement the plan. B. Focus 1. The State s number one goal is to Prevent Terrorist Attacks in Texas and Prevent Criminal Enterprises from Operating Successfully in Texas. Additionally, the State will Improve our ability to Prevent, Protect from, Respond to, and Recover from all Threats. 2. Preparedness, in the context of homeland security, entails a. Planning for all hazards events, b. Organizing prevention, protection, response, and recovery assets c. Equipment and technology for those assets d. Training those organizations e. Exercising the community s ability to prevent, protect, respond, and recover f. Assessing preparedness throughout the process in order to adjust the implementation plan as required 3. The Governor s three high-level goals: a. Prevent terrorist attacks in Texas and prevent criminal enterprises from operating successfully in Texas. b. Reduce vulnerability to natural disasters, criminal and terrorist attacks and catastrophic events. c. Prepare to minimize damage through rapid, decisive response, and quickly recover from terrorist attacks and other disasters. 4. The National Preparedness Guidelines define National all hazards preparedness. There are four critical elements of the Guidelines: a. The National Preparedness Vision, provide a concise statement of the core preparedness goal for the Nation. b. The National Planning Scenarios depicts a diverse set of high-consequence threat scenarios that consist of both potential terrorist attacks and natural disasters. Collectively, the 15 scenarios are designed to focus contingency planning for 7

8 homeland security preparedness work at all levels of government and with the private sector. The scenarios form a basis for coordinated Federal planning, training, exercises, and grant investments needed to prepare for emergencies of all types. c. The Universal Task List (UTL) is a menu of some 1,600 unique tasks that can facilitate efforts to prevent, protect against, respond to, and recover from the major events that are represented by the National Planning Scenarios. It presents a common vocabulary and identifies key tasks that support development of essential capabilities among organizations at all levels. However, no entity will perform every task. d. The Target Capabilities List (TCL), define 37 specific capabilities that communities, the private sector and all levels of government should collectively possess in order to respond effectively to disasters. 5. Our organization must have the capacity to provide continuity of government in the event a disaster directly degrades our operational capability. C. Authorities LRGVDC Region: Cameron County, Hidalgo County, Willacy County including all jurisdictions within the LRGVDC s area of responsibility. D. References 1. The Texas Homeland Security Strategic Plan , dated May, State of Texas Emergency Management Plan, dated February The National Incident Management System, dated December, The National Response Framework, dated January, Interim National Preparedness Goal: Homeland Security Presidential Directive 8: National Preparedness dated March 31, National Preparedness Guidance: Homeland Security Presidential Directive 8: National Preparedness dated April 27, Target Capabilities List, dated September Homeland Security Exercise and Evaluation Program, dated February Department of Homeland Security Infrastructure Taxonomy Version 3.1, dated November Texas Division of Emergency Management Fiscal Year 2012 Training Calendar 8

9 11. The 2010 State of Texas Preparedness Strategy. 12. The LRGVDC Region which consists of Cameron, Hidalgo, and Willacy County to include all jurisdictions that adhere to the regional priorities. 13. The Lower Rio Grande Valley First Responder Preparedness Plan. 14. LRGVDC Cover the Border Hazard Mitigation Plan. E. Scope 1. This document outlines how the LRGVDC REGION plans to implement the Texas Homeland Security Strategic Plan. 2. Provisions of this document apply to all aspects of the LRGVDC s homeland security implementation strategy and preparedness. 3. Provisions of this document apply to all sub-components of or operating under the jurisdiction of the LRGVDC. F. Responsibilities 1. The Homeland Security Advisory Committee (HSAC) is the primary action committee responsible for implementing this plan. City of Brownsville, Emergency Management Coordinator Cameron County, Emergency Management Coordinator City of Edinburg, Emergency Management Coordinator City of Harlingen, Emergency Management Coordinator City of Hidalgo, Asst. Emergency Management Coordinator Hidalgo County, Sheriff City of Los Fresnos, Emergency Management Coordinator City of McAllen, Emergency Management Coordinator City of Mission, Emergency Management Coordinator City of Pharr, Emergency Management Coordinator or Fire Chief City of Raymondville, Emergency Management Coordinator or Police Chief Town of South Padre Island, Emergency Management Coordinator City of Weslaco, Emergency Management Coordinator Willacy County, Emergency Management Coordinator 2. Other agencies and/or jurisdictions with their responsibilities. Cameron County Health Department, Chief Admin Officer Cameron County Health Department Staff 9

10 City of Pharr, Police Chief Hidalgo County Health Department, Chief Admin Officer Hidalgo County Health Department, BT Planner/SNS Coordinator Hidalgo County Health Department, Public Health Preparedness Coordinator LRGVDC Homeland Security Liaison LRGVDC Metropolitan Medical Response System State and District Coordinators Texas DPS Highway Patrol Captain Hidalgo County, Emergency Management Coordinator Figure I-1. Identification of Key Personnel Position Title EMC Cameron County EMC City of Brownsville EMC/Fire Chief City of Harlingen EMC/Asst. Police Chief City of SPI Sheriff Hidalgo County Deputy EMC City of McAllen Asst EMC City of Hidalgo EMC/Fire Chief City of Mission Fire Chief City of Pharr EMC City of Weslaco Point of Contact Humberto Barrera Address/ Office Telephone x.us Area of Responsibility HSAC Member Jeff Johnston HSAC Member Michael Rinaldi Javier Garza HSAC Member/FD HSAC Member/EMC Lupe Trevino HSAC Member Pilar Rodriguez HSAC Member Hector Flores HSAC Member Rick HSAC Saldana Member/FD Jaime HSAC Guzman Member/FD George HSAC Member Garrett 10

11 EMC Willacy County Frank Torres HSAC Member/Willacy County EMS EMC/Police Chief City of Raymondville Uvaldo Zamora HSAC Member/PD EMC/Fire Chief City of Edinburg Shawn Snider HSAC Member/FD EMC / Police Chief City of Los Fresnos James Harris 100@citylf.us HSAC Member/PD Police Chief City of Pharr Cameron County Health Admin Cameron County Health Dept Hidalgo County Chief Admin. Officer Hidalgo County Public Health Preparedness Coord. District Coordinator Texas DPS Highway Patrol Captain Homeland Security & Metropolitan Medical Response System Director Ruben Villescas Yvette Salinas Fidel Calvillo Eduardo Olivarez Evangelina Rubio Jorge Jalomo Juan Rodriguez Jr Manuel Cruz rvillescas@pharrpd.net ysalinas@co.cameron.tx.us Fidel.calvillo@talho.org Eddie.olivarez@hchd.org Eva.rubio@hchd.org jorge.jalomo@dps.texas.gov juan.rodriguezjr@txdps.state.tx.u s mcruz@lrgvdc.org City of Pharr PD Cameron County Health Dept Cameron County Health Dept Hidalgo County Health Dept. Hidalgo County Health Dept. District 3A District 3A LRGVDC Homeland Security Program Administrator Homeland Security Planner Regional Director Claudia Wood Tanya Saldana Dr. Brian Smith cmwood@lrgvdc.org tsaldana@lrgvdc.org Brian.Smith@dshs.state.tx.us LRGVDC LRGVDC Health Service Region 11 State Coordinator Tony Pena tony.pena@dps.texas.gov District 3A 11

12 US Border Patrol- Office of Incident Management US Border Patrol- Office of Incident Management Police Chief-San Juan TRAC EMC, Hidalgo County Ricardo Cantu Juan Salazar Juan Gonzalez Tom Hushen Oscar Montoya USBP USBP RGV Police Chiefs Associations - Chairman tom@tsav.org Regional Administrator Oscar.montoya@co.hidalgo.tx.us EMC 12

13 SECTION II: THREAT ASSESSMENT A. Overview B. Threats The Area of Responsibility (AOR) that the Lower Rio Grande Valley Development Council (LRGVDC) encompasses is a three-county region; Cameron, Hidalgo and Willacy, with a total of 3,643 square miles and is located in the extreme southernmost area of the State of Texas, roughly about 230 mile from the nearest major city. The area is bordered by Mexico to the south, the Gulf of Mexico to the east and rural areas of Starr, Brooks and Kennedy counties to the West and North. It is evident that detention/apprehensions of people from Mexico and countries other than Mexico, Special Interest Aliens (Confirmed Sponsored Terrorist Countries) & Mara Salvatrucha 13 (MS13), Zetas, and Drug Cartel members have drastically increased. Along with this increase an upsurge of Border Violence has surfaced, which includes Law Enforcement Officers being assaulted by these criminals. When an event of this nature occurs the local responding agencies can quickly deplete their limited resources and find themselves needing assistance from other neighboring agencies. With increased defensive/offensive capacity of the criminals it makes apprehensions more difficult and dangerous. With the continued threat of Al Qaeda in the War Front, we continue to be vigilant to the threat being brought home. The criminal and terrorist organizations continue making attempts to enter through the South Texas/Mexico border, which have been successful in most cases, blending with the high volume of people illegally entering the U.S. Public safety personnel must take extra precautionary measures as drug cartel organizations constantly utilize various methods to transport their illegal drug shipments. One recently discovered method is using large trucks carrying toxic chemicals to conceal their illegal product. If trends such as these continue it is only a matter of time until an attempt to enter a weapon or component of a weapon of mass destruction will be made. The region must be prepared for the response and successful intervention. Establish and ensure awareness for local agencies. Increase knowledge of potential threats immigrating to and through the region. Increase cooperation and collaboration among all local jurisdictions about local concerns. Expand Citizen Disaster awareness. Ongoing COG coordination with local Law Enforcement efforts to identify priority messages for a targeted public awareness campaign focusing on reporting of suspicious activities related to terrorism. Inform local law enforcement about programs and systems in place or available for public education and awareness. The LRGVDC three county region has detailed its regional situation and strategies of identifying potential threats, natural disasters, potentially hazardous infrastructure, critical infrastructure, key resources, and vulnerabilities in Sections B and C. 1. Terrorism. 13

14 a. Domestic Violence/Terrorism. Domestic Terrorism is an increasing threat to our region. The transportation of goods and undocumented immigrants, Other than Mexican (OTM), across the international border and ports poses a great threat, thus compromising national security. This fact together with the amount of illegal drug activity crossing the border raises our risk of terrorism vulnerability in the region, as well as the country. In a recent letter from the Texas Attorney General Greg Abbott to the US President, he warns of this increasing threat, the threat from cartels has only grown and the violence is already starting to follow these criminals to the United States, as the increasing cartel activity in South Texas demonstrates. Regionally, there has been: Increase in undocumented immigrants Increase in home invasions Increase in human trafficking Increase in automatic weapons seizures Increase in the use of our border crossings for the transport of weapons, currency, and ammunition Increase in recruitment of juveniles into DTOs The apprehension and intelligence reports indicating a number of upper echelon members of known drug trafficking organizations residing in our communities in order to escape violence in Mexico Increased attacks on Local, State and Federal public safety first responders (Fire, Police, EMS) CBRNE Threats Potential attacks on institutions of higher learning and associated research facilities b. International Violence/Terrorism. The LRGV region is geographically located on the Southern most United States and Mexico Border with nine(9) International Bridges and four (4) port facilities Due to our location, the risk of terrorism is high and the possibility of major threats entering the region, state, and country are enhanced. The transportation of goods and undocumented immigrants classified as Other than Mexican (OTM) across the international border and ports poses a great threat compromising national security. This fact together with the amount of illegal drug activity crossing the border raises our risk of terrorism vulnerability in the country. The probability for an international incident is overwhelming especially when unsecured and unhardened Mexican chemical storage facilities are located directly across from US communities and potential waste imported from Mexico is transported and received at existing US landfills. Increase of hostile encounters across the border between the DTOs and Mexican military. 14

15 Potential catastrophic HAZMAT issues with chemical plants along the border CBRNE Threats C. Impact of Threats These threats adversely affect the quality of life for residents. Negative impact on the local economy due to Drug Trafficking Organizations (DTO) operations along the border. An added affect is economic loss of agricultural and ranching interests in the region due to the Domestic/International Violence. A table with the number of undocumented immigrants apprehended and narcotics seized during the last ten years is listed below: Fiscal Year No.of Undocumented Immigrants Narcotics Seized (lbs.) , , , , , , , , , , , , , , , , , , , , , ,604 (Source: U.S. Customs and Border Protection Region VI-RGV HQ) 2. Natural Hazards. Thunderstorms Hurricanes Flooding Extreme Winds Tornadoes Hail Storms Snow Storm Wild Fires Drought Disease Outbreak 15

16 3. Potential Manmade Hazards. 4. Agricultural Terrorism. Dam/levee Failure Oil/Chemical Spills Gas Pipeline Rupture Fixed Toxic Release Mobile Site Toxic Release Power Plant Failure Train Derailments Ports of Entry Breech and Disruption Disease Outbreak Agricultural Terrorism Transportation Accidents Federal agencies have taken a number of actions. These agencies are coordinating development of protocols to better manage the national response to terrorism to include agro-terrorism. These agencies have created networks capable of diagnosing animal, plant, and human diseases (mad cow, avian flu, fertilizer contamination and crop contamination.) The LRGV region still faces complex challenges that limit the region s ability to quickly and effectively respond to an attack against agro-terrorism. In the event of agroterrorism, losses to farmers and the nation s economy could result from decreases in the price of livestock, poultry, and crops; reductions in sales due to a decline or halt in productivity; inability to move animals; and cost associated with disease control, including disposal of contaminated animal and crop production is concentrated. D. Critical Infrastructure and Key Resources 1. Critical Infrastructure. Hidalgo County comprises the western half of the region and is the largest of the three counties spreading over 1,583 square miles. 1,570 square miles of it is land and 33 km2 (13 mi 2 ) of it is water. The total area is 0.82% water. The southern half of the county is more densely populated and contains twenty-one of the counties s incorporated municipalities and virtually all of its manufacturing and business operations. The largest city in this county is McAllen; however the county seat is the City of Edinburg. The northern half is sparsely populated and is still largely agricultural. The south most part of Hidalgo County is geographically the seventh largest county in Texas contains the majority of population and is estimated to be the sixth most populated county in the state. It s bordered to the south by the Rio Grande River, leading to the Gulf of Mexico. 16

17 According to the 2010 Census, there are 774,769 people living in the county. The median income for a household is $24,863, and the median income for a family is $26,009. Males have a median income of $21,299 versus $18,297 for females. The per capita income for the county is $9, % of the population and 31.30% of families are below the poverty line. Out of the total people living in poverty, 45.50% are under the age of 18 and 23.30% are 65 or older. Cameron County lies at the tip of Texas east of Hidalgo County and comprises of 1,276 square miles. 906 square miles of it is land and 371 square miles of it is water. The total area is 29.03% water. It is home to the largest city in the three-county region, the City of Brownsville, which is also the County Seat. According to the 2010 Census, there are 406,220 people living in the county. The median income for a household in the county is $26,155, and the median income for a family is $27,853. Males have a median income of $22,755 versus $18,182 for females. The per capita income for the county is $10, % of the population and 28.20% of families are below the poverty line. Out of the total people living in poverty, 43.10% are under the age of 18 and 22.90% are 65 or older. Willacy County lies to the north of Cameron County and encompasses 748 square miles. 597 square miles of it is land and 188 square miles of it is water. The total area is 23.92% water. It is the smallest of the three counties. It is primarily rural, having a few small cities and towns and is home to agricultural, mining, and ranching operations. The county seat is the City of Raymondville and is also the largest city within the county. According to the 2010 Census, there are 22,134 people living in the county. The median income for a household in this county is $22,114, and the median income for a family is $25,076. Males have a median income of $19,706 versus $15,514 for females. The per capita income for the county is $9, % of the population and 29.20% of families are below the poverty line. Out of the total people living in poverty, 42.00% are under the age of 18 and 29.90% are 65 or older. Lower Rio Grande Valley Critical Facilities and Areas of Concern. The list of critical facilities includes: Transportation facilities Telephone/Communication facilities Emergency operations facilities including police and fire stations Medical facilities including the animal hospital Religious facilities Cultural/historical facilities Elderly housing Water and sewer facilities including pump stations and wells 17

18 2. Key Resources. Power plant Courthouses, government buildings Causeway International Bridges / Ports of Entry Convention/Event Centers Educational Facilities Foreign Trade Zone International Ferry Water Ports Airports USDA Facilities Postal Distribution Center Correctional/Detention Facilities Commercial development/economic impact areas Large open spaces susceptible to wildfire Dam/Levee System Hazardous Materials storage and transportation of Hazardous Materials Excavation sites susceptible to landslides Major Highways Sports arenas State/Federal Wildlife Reserves Commodity Distribution centers Fuel storage facilities/pipelines There are forty-three cities in the three county area which house thirty (30) school districts, four (4) Universities, Community Colleges, and Technical Colleges, twentyeight (28) Irrigation Districts, four (4) Port Facilities and nine (9) International Bridges, 26 miles of coast line, and Chemical Plant(s). There are two (2) River Basin(s) in the LRGVDC s AOR; the Rio Grande/Rio Bravo basin is the primary water source for the region. It covers 180,000 square miles; the length of the river is 1, miles and stretches across 2 countries (USA and Mexico), 8 states (Colorado, New Mexico, Texas, Chihuahua, Coahuila, Nuevo Leon, Tamaulipas and Durango) and more than 20 Native American nations. The major tributaries of the Rio Grande are the Conchos, Pecos and San Juan Rivers. Situated in this area are two reservoirs: Falcon Reservoir on the US side and El Azucar Reservoir on the Mexico side. The Nueces-Rio Grande Coastal Basin is comprised of the Arroyo Colorado, which traverses both Hidalgo and Willacy Counties and represents a second potential water supply. Use of this water for municipal, industrial or irrigation purposes is severely limited due to the drought conditions and the untreated water quality 18

19 conditions. Nonetheless, the Arroyo Colorado is an important source of freshwater inflows to the lower Laguna Madre. The major aquifer that exists within the Rio Grande region is the Gulf Coast Aquifer, which underlies the entire coastal region of Texas. A less significant aquifer present in the region is the Rio Grande Alluvium. There are four (4) watersheds that cross the AOR of the LRGVDC. They are: 1) South Laguna Madre Watershed, 2) Lower Rio Grande Watershed, 3) Central Laguna Madre Watershed, and 4) the Los Olmos Watershed. All four (4) watersheds cross Hidalgo County. Two (2) of the watersheds, South Laguna Madre and the Lower Rio Grande, crosses Cameron County and two (2) watersheds, Central Laguna Madre and South Laguna Madre, crosses Willacy County. The region is isolated from the other metropolitan areas of Texas. It is 236 miles south of San Antonio and 152 miles south of Corpus Christi. However, the region has eight (8) Ports of Entry into Mexico; four bridges are located in Cameron County and five bridges and one international crossing Los Ebanos in Hidalgo County. Each county has one bridge dedicated to truck traffic. In Cameron County it is the Los Indios Bridge which closely borders the Mexican City of Valle Hermosa (population 658,524). It is situated between Harlingen and San Benito. In Hidalgo County, the Pharr Bridge is located in the City of Pharr, which borders the Mexican City of Reynosa (population 607,532). This region has four (4) ports along the Gulf of Mexico. These are the Port of Harlingen, Port Mansfield, Port Isabel/San Benito and the Port of Brownsville. These ports link the region to the Gulf and East Coasts of the United States, and Mexico. There are three major transportation routes linking areas of the region: Highways US 77, US 83, US 281, and I69. Highway 83 runs east to West from the City of Brownsville to McAllen and westward towards Laredo. Highway US 77 runs north-south from the City of Brownsville, runs concurrently with highway US 83 to the City of Harlingen, and then North to Raymondville and out of Willacy County towards the City of Kingsville and the City of Corpus Christi. Highway US 281 is another route that runs north to South. It begins at the International Bridge in Reynosa, Mexico and runs through the cities of Pharr and Edinburg to the northern boundary of Hidalgo County and ends at Canada s front door. In addition to land and water accessibility, this region has six airports. The largest commercial airports are located in the cities of McAllen, Harlingen, and Brownsville. They are international airports as is the City of Brownsville airport, which provides commercial services. The airports located in the cities of Weslaco and Edinburg is developing into successful general aviation airports and they are designated International Ports of Entry. As of 2008, one hundred and seventy six (176) Twin Industrial (Maquila) Plants were located in Cameron and Hidalgo County. The region has thirteen (13) Regional Response Teams. These teams include one (1) Special Weapons and Tactics teams, which augments other local SWAT teams, two (2) 19

20 Explosive Ordinance Disposal teams, one (1) Medical Response Team/Emergency Medical Task Force (EMTF-11), one (1) Public Works Strike Team, two (2) Heavy Decontamination teams, five (5) Hazardous Material Teams, and one (1) Type 3 Incident Management Team. All teams are available to respond to incidents in the region and statewide. Industries Tourist (An influx of population from Canada the Northern States, and Mexico) Ecotourism Agribusiness Livestock Water Resources Petrochemical Mining Ranching Operations Major Trading Zones Food Distribution Manufacturing SECTION III: CONCEPT OF IMPLEMENTATION A. Overview 1. Although the Texas Homeland Security Strategic Plan establishes the road map for the next five years, this implementation plan focuses on FY2012. Each year the LRGVDC REGION will write a Homeland Security Strategic Implementation Plan for the following year predicated on assessing preparedness actions and adjusted risk assessments from the current year. This section of the implementation plan identifies priority actions that support the goals and objectives listed in SECTION THREE of the Texas Homeland Security Strategic Plan and identify those resources required to accomplish these objectives not later than the established milestones. 2. The implementation plan will leverage the Preparedness Strategy, which includes five areas. a. Planning The LRGVDC s Homeland Security Committee meets as needed to ensure that the regional priorities support the Texas Homeland Security Strategic Plan. Other Planning initiatives include: Regional Response, Interoperable Communications Plans, Interoperable Emergency Communications SOPs, CCP, and CERT Teams. 20

21 b. Organizing-The LRGVDC assists in the coordination and implementation of Mutual Aid Agreements, establishment of Regional Response Teams and Interoperable Communications Standard Operating Procedures. c. Equipment/Technology-The LRGVDC assists all of its jurisdictions in obtaining authorized equipment and training through the Homeland Security Grant Programs, MMRS, CCP, and any other grants that supports local and/or regional capabilities. d. Training - The implementation plan will also exploit available homeland security training, particularly federally-funded training that is vetted and certified and training that has been approved by the State Administrative Agency (SAA) for the State of Texas. In addition, each agency and organization should determine what training is required in order to ensure their staffs are able to perform homeland security responsibilities. The most expedient way to schedule homeland security training is through the Texas Homeland Security Preparedness website at or The TDEM Training and Exercise Supervisor. Additionally, Jorge Jalomo at , jorge.jalomo@dps.texas.gov the District Coordinator-3A from TDEM, is a resource for facilitating training. e. Exercises - The implementation plan will leverage the Regional Exercises, Area Coordination Exercises, Strategic National Stockpile/Mass Prophylaxis (SNS) exercises, and statewide CAPSTONE exercises planned for 2012 and each year thereafter. All exercises in Texas that are funded by federal dollars regardless of the source will be coordinated with the Texas Division of Emergency Management (TDEM) to ensure a coordinated, statewide effort and consistent standard of excellence. Regional exercises are listed below: Operation Lone Star was a joint military and civil authority strategic national stockpile exercise with a focus on medical readiness, mass prophylaxis response, which encompassed nearly 10,000 participants region-wide Various hurricane and communication exercises EMPG Exercises Public Schools/Higher Education Major All-Hazards exercise Hospital Exercise (2 per year) 3. The remainder of SECTION III lists the goals and objectives listed in the Texas Homeland Security Strategic Plan and the corresponding Target Capabilities with associated capability and performance measures. This information is provided to facilitate the application of Planning, Organization, Equipment, Training, and Exercise (POETE) to achieving a preparedness plan for those goals and objectives. 21

22 B. GOAL 1: Prevent Terrorist Attacks in Texas and Prevent Criminal Enterprises from Operating Successfully in Texas. 1. Objective 1.1: Expand and Enhance the Statewide Intelligence Capability that Reduces the Threat of Terrorism and Criminal Enterprises. In the LRGV region, the JTTF coordinates surveillance and information collection from the San Antonio FBI office in conjunction with Joint Operations Intelligence Center (JOIC) which produces intelligence product for the region. Enhanced communication, cooperation and coordination between local, state and federal law enforcement. Support local, state, and federal law enforcement operations such as Operation Unified Alliance, Operation Stonegarden, Operation Borderstar which gathers valuable intelligence and operating methods. Shared intelligence and surveillance resource between University of Texas at Brownsville and CBP. a. Priority Actions: 1) Fully leverage existing intelligence components in the region such as the applicable Joint Terrorism Task Force and Joint Operations and Intelligence Center (JOIC). 2) Coordinate and provide telecommunication and information technology support to state, regional, local, and private sectors. 3) Develop and maintain surveillance and detection systems. 4) In the LRGV region, the JTTF coordinates surveillance and information collection and produce intelligence. 5) Local, state and federal law enforcement agencies will disseminate indications and warnings within the LRGV region. 6) Establish a Lower Rio Grande Valley Fusion Center. b. Capability Measures: 1) Local, State, and Federal agencies have technical infrastructure in place to provide counter terrorism capabilities. 2) State, Federal and local agencies have variant degrees of training for antiterrorism measures. 3) Inter-agency agreements exist to facilitate information sharing. 4) Applicable agencies and entities have the capacity to receive, maintain, and disseminate classified information as appropriate. c. Performance Measures: 1) Relevant terrorism-related information is incorporated into planning, training, and day-to-day operations. 22

23 2) Stakeholders, contributors, and consumers of information and intelligence were identified and included in collaborative activities and the flow of information. 3) Protocols were in place and successfully applied. 4) Information was put in priority, categorized, and disseminated according to established standards. 5) Classified information is properly handled. d. Elements of Preparedness Specify personnel, time, money, and other resources necessary to achieve the priority action. PLANNING WHAT COST WHEN None On a daily basis COG Region/Agencies: Expand Neighborhood Watch, Reserve Deputy, Reserve Officer, and Citizen Academy programs along the border. Continue to coordinate the criminal intelligence capability that reduces the threat from terrorism and crime by working with the LRGV jurisdictions. ORGANIZATION Local law enforcement, FBI, USCG, CBP/JOIC, JTTF, DEA, DSHS, TX DPS, Fire, and Private Sector EQUIPMENT TRAINING Homeland Security grant list. SHSP, LEAP, & UA COG: Establish system to validate & update consolidated CI/KR State database maintained by TFC. Ensure use of TRRN, SPARS, State S.O.C. Messages and CI National Program reports are integrated into regular use by all jurisdictions. Continue to educate and train individuals in counter terrorism programs and provide training and assistance in the use of TRRN, and SWERN to local jurisdictions $30, EXERCISE Conduct local, regional, and state exercises with maximum participation by all jurisdictions and disciplines. TBD Annually 2. Objective 1.2: Ensure a Robust Investigative Capability to Address Terrorism and Criminal Enterprises. Enhanced communication, cooperation and coordination between local, state and federal law enforcement. Support local, state, and federal law enforcement operations such as Operation Unified Alliance, Operation Stonegarden, Operation Borderstar which gathers valuable intelligence and operating methods. 23

24 Shared intelligence and surveillance resource among local, state, and federal law enforcement. a. Priority Actions: 1) Establish an integrated, multi-agency counterterrorism investigative capability throughout the region. 2) Establish a network of human sources that can provide detailed and relevant information on terrorists or organizations providing support to terrorists. 3) Establish counterterrorism and intelligence training requirements for law enforcement and other homeland security personnel within the region. 4) Conduct and Coordinate investigation activities of DTO s and other criminal organizations within the Lower Rio Grande Valley. 5) Report results of investigations through appropriate channels. 6) Support incident response operations. b. Capability Measures: 1) Processes and procedures are in place to conduct terrorism-related investigative operations and/or link the investigation of crimes to terrorism-related activities. 2) Processes and procedures are in place for coordination of law enforcement activities with life-saving activities. 3) Processes and procedures are in place to utilize collaborative policing approaches and investigative methodologies within the confines of the Federal, State, and local laws and statutes for the investigation and apprehension of terrorist suspects. 4) Processes and procedures are in place for identifying and reporting suspicious activities and persons related to suspected terrorist activity to appropriate authorities using appropriate channels. 5) Processes and procedures are in place for gathering, cataloging, and preserving evidence, including laboratory analysis. 6) Processes and procedures are in place for collaborating with legal counsel for prosecution. 7) Processes and procedures are in place for securing and preserving the incident scene. 8) Processes and procedures are codified and utilized in training and exercises 9) Able to access and incorporate current intelligence from local, state, federal, tribal, private sector, and non-traditional sources into investigation plans. c. Performance Measures: 1) Legal investigative jurisdiction was established upon investigation unit arrival at incident. 2) Identified, interviewed, and investigated victims, witnesses, informants, and suspects. 3) Time to apprehend suspects achieved standard. 24

25 4) Time to complete forensics and laboratory investigations achieved standard. 5) Time to secure and preserve the incident scene achieved standard. 6) Time to complete scene investigation achieved standard. 7) Initial assessment of incident scene was conducted. 8) Investigative access was available to all-source intelligence/information from Federal, State, tribal, local, private sector, and other non-federal entities. 9) Identify number of trained investigative personnel onboard vs. number of trained investigative personnel required as identified through assessments. 10) Identify number of task force officers with appropriate clearances vs. number of task force officers with appropriate clearances required. d. Elements of Preparedness Specify personnel, time, money, and other resources necessary to achieve the priority action. PLANNING WHAT COST WHEN COG: Expand Neighborhood Watch, Reserve Deputy, Reserve Officer, and Citizen Academy programs along the border. Establish and maintain a better working relationship with local, state, and federal law enforcement agencies. Dissemination of updated potential threats and criminal activities. Normal day to day operations Continuous Effort ORGANIZATION Local, state, and federal law enforcement agencies EQUIPMENT Reference current Homeland Security grant lists. COG: Ensure timely implementation of TDEx. COG: Establish system to validate & update consolidated CI/KR State database maintained by TFC. Allocation of SHSP, and LEAP grant funding for equipment that allows for current threat management. $3 million TRAINING Local agencies attend state and or national training courses specifically related to terrorist threat programs. $100, EXERCISE Integration of terrorist threat program into all training exercises. Annually 3. Objective 1.3: Prevent Terrorists and Criminal Enterprises from Exploiting Texas International Borders, Including Land, Air and Sea. Established a JOIC in the Lower Rio Grande Valley. 25

26 Implemented a regional Law Enforcement Emergency Response Team (SWAT). Drills/Full-Scale Exercises to include Bi-National Terrorism HAZ-MAT event, UTB Active Shooter Exercise. Increased interdiction by Law Enforcement to reduce drug trafficking and human trafficking. Increased surveillance along the border due to the implementation of un-manned aerial vehicles, UAV. Establishment regional interoperable communications network (LRGVCG-Lower Rio Grande Valley Communications Group). Established the Texas Border Security campaign (DPS Operation Border Star and Operation Stonegarten and etc). a. Priority Actions: 1) Increase local patrols of the border region, particularly points of entry. Harden security measures at our local points of entries. (Bio-watch surveillance system) 2) Support integrated, multi-agency investigations to address violent criminal organizations operating in the Texas border region that threaten public safety and national security. 3) Work with local law enforcement leaders along the Texas-Mexico Border to expand the Neighborhood Watch, Reserve Deputy, Reserve Police Officer, and the Citizen Academy programs along the border. b. Capability Measures: 1) Collaboration between local and federal law enforcement agencies on border related issue. 2) Content of integrated multi-agency material is coordinated between local, federal, and nongovernmental organizations. 3) Expand the Citizen Corp Council in all areas and continue to disseminate relevant material on basic border related activities. c. Performance Measures: 1) Reduce crime in border communities and consequently improve the quality of life and economic vitality of the region. 2) Constant vigilance of our border entries 3) Establish/Enhance current volunteer groups. d. Elements of Preparedness Specify personnel, time, money, and other resources necessary to achieve the priority action. WHAT COST WHEN COG: Expand Neighborhood Watch, Reserve Deputy, Reserve Officer, and Citizen Academy programs along the 26 Continuous Effort

27 PLANNING border. Establish and ensure awareness for local agencies. Increase knowledge of potential threats immigrating to/through the region. Increase cooperation and collaboration among all local jurisdictions about local concerns. Expand Citizen Corps. TBD Ongoing ORGANIZATION JTTF, JOIC, USCG, Local, state, and federal EQUIPMENT Reference current Homeland Security grant lists. COG: Ensure timely implementation of TDEx and TxMAP. COG: Establish system to validate & update consolidated CI/KR State database maintained by TFC. TRAINING EXERCISE 4. Objective 1.4: Increase Public Awareness and Reporting of Suspicious Activities Related to Criminal Activities and Terrorism, with an Emphasis on Drug Trafficking, Human Trafficking and Smuggling, and WMD and IED Related Activities. Public has been made aware of the drug spillover, criminal activity and etc through various Press Releases made by public officials. Increased awareness training for First Responders related to Drug Cartel activities, structure, and identification techniques. Increased training for public through Citizen s Academy and CERT/MRC Programs. Specialized equipment purchased for the Sight/Hearing impaired and Non-English speaking persons. Use of social media and bi-lingual/bi-cultural information. a. Priority Actions: 27

28 1) The region should work to identify priority messages for a targeted public awareness campaign focusing on reporting of suspicious activities related to terrorism. Local Jurisdictions should coordinate local law enforcement efforts. 2) Establish regional and local strategies to increase terror-related public awareness through the media and citizen groups. Local Jurisdictions should coordinate, develop, and implement a public information strategy tailored to the region. 3) Establish plans, procedures, and protocols for special needs populations. 4) Maintain and expand training and exercise programs to prepare volunteers for allhazards incident support. 5) Develop and conduct training courses for citizen participation in incident management. 6) Plan, conduct, and evaluate public education programs for prevention, preparedness, response and recovery. 7) Coordinate and integrate the resources and operations of external affairs organizations to provide accurate, consistent and timely information to the public. 8) Develop and implement community relations plans and operations. 9) Support medical surge capability using volunteer resources. 10) Coordinate mass care, housing, sheltering, mass prophylaxis, and human services support for incidents of State, regional, and local significance. 11) Expand the Texas Citizen Corps by establishing and sustaining Citizen Corps Councils in each of the Governor s state Councils of Government. 12) Detect, defuse, and dispose of IED terrorist weapons. b. Capability Measures: 1) Content of public/citizen preparedness materials is coordinated with emergency responders, government officials, and nongovernmental organizations. 2) Information and materials are distributed through the media as well as multiple community venues such as, neighborhoods, schools, places of worship, private sector businesses, nongovernmental organizations, and through electronic capabilities. 3) Training in preparedness, prevention, first aid, and emergency response skills is provided to all citizens on a routine basis and exercises include a role for citizens in planning, execution, and assessment. 4) Each emergency responder agency/department integrates citizens as volunteer support year round and during a potential or actual incident. 5) Plans, preparedness information, training, exercises, and volunteer programs incorporate citizens with special needs (e.g., non-english speakers, mobility disabilities, cognitive disabilities) and first responders are trained on special needs issues. 6) Simultaneous incidents that can be addressed with existing jurisdictional and/or mutual aid assets. 7) Personnel trained and equipped for explosive detection and response. 8) Deployable certified explosive ordnance disposal teams (EOD) within identified jurisdictions. 28