Regional Multi-Year Training & Exercise Plan (T&EP)

Regional Multi-Year Training & for 2008-2010 Southeast Florida Urban Area Security Initiative & South East Regional Domestic Security Task Force Prepared by All Hands Consulting for the SFUASI and SERDSTF

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Regional Multi-Year Training & TABLE OF CONTENTS Table of Contents Preface iii I. PURPOSE 1 II. T&EP METHODOLOGY 1 III. PROGRAM PRIORITIES 3 IV. TARGET CAPABILITIES 5 V. MULTIYEAR TRAINING AND EXERCISE SCHEDULE 8 VI. T&EP MAINTENANCE and EVALUATION 9 VII. REFERENCES 10 VIII. APPENDICES 10 A. IPC Summary 13 B. Planning, Training & Exercise (PT&E) Needs Assessment Summary 21 C. 2008 NIMS Compliance Objectives 39 D. Exercise Types 49 E. Jurisdictions Providing Inputs to PT&E Calendars 53 F. 2008 PT&E Calendar 57 G. 2009 PT&E Calendar 83 H. 2010 PT&E Calendar 91 I. Points of Contact (POCs) 99 i

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Regional Multi-Year Training & PREFACE Preface The Federal Emergency Management Agency (FEMA) National Preparedness Directorate (NPD) requires that every State and Urban Area conduct a Multiyear T&EP annually. As a result, the Southeast Florida Urban Area Security Initiative (SFUASI) and the Southeast Regional Security Task Force (SERDSTF) recently conducted an Improvement Planning Conference (IPC) and a Training & Exercise Planning Workshop (T&EPW) to produce this T&EP. The SFUASI and SERDSTF Multiyear T&EP is the roadmap to accomplish the priorities described in their Homeland Security Strategy. The SFUASI and SERDSTF has pursued a coordinated homeland security strategy that combines enhanced planning, new equipment purchases, innovative training, and realistic exercises to strengthen the Region s emergency prevention and response capabilities. Training and exercises play a crucial role in this strategy, providing the Region with a means of attaining, practicing, validating, and improving new capabilities. iii

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Regional Multi-Year Training & REGIONAL MULTI-YEAR TRAINING & EXERCISE PLAN I. Purpose The purpose of the Multiyear T&EP is to provide a follow-on companion document to the Southeast Florida Urban Area Homeland Security Strategy. It is a living document that will be updated and refined annually. The Multiyear T&EP provides a roadmap for the Region to follow in accomplishing the priorities described in its Homeland Security Strategy. Each priority is linked to a corresponding National Priority, and, if applicable, an Improvement Plan (IP) action. The priority is further linked to the associated target capabilities that would facilitate accomplishment of the priority and the training and exercises that will help the jurisdiction obtain those capabilities and achieve that priority. Included in this Multiyear T&EP is the training and exercise schedule forecast, which provides graphic illustration of the proposed activities, scheduled for the years 2008-2010. It is representative of the natural progression of training and exercises that should take place in accordance with the building-block approach. Southeast Florida Urban Area Homeland Security Strategy Vision: Ensure a safe and secure future through effective all hazards planning, for the Miami and Fort Lauderdale Urban Areas. Mission: Increase preparedness, prevention, protection, response, and recovery capabilities within the Urban Areas and the Southeast Florida Region for all hazards, including terrorism. The South Florida Urban Homeland Security Strategy is based upon the 37 Targeted Capabilities List (TCL) identified within the National Response Framework (NRF, July 2007). A. BACKGROUND. II. T&EP Methodology This Multi-year T&EP methodology included the following: Review of the Region 2005 multi-year exercise plan. Review of regional After Action Reports (AARs) and IPs. An Improvement Planning Conference (IPC). Review and concurrence of the IPC results by Southeast Florida UASI UAWGs. A Planning, Training & Exercise Needs Assessment Survey. A T&EPW. Review and concurrence of this T&EP by the Southeast Florida UASI UAWGs and the SERDSTF. B. REVIEW OF REGIONAL AFTER ACTION REPORTS AND IMPROVEMENT PLANS. In preparation for the IPC thirty-two AARs and/or IP documents from various agencies and entities within Southeast Florida were compiled and reviewed. These documents included both exercise events and real-world events and ranged from 2001 to 2007. 1

REGIONAL MULTI-YEAR TRAINING & EXERCISE PLAN Regional Multi-Year Training & The results were placed into several broad-based and generalized categories that conformed to the new 2007 Target Capability Lists (TCLs). The results summarized specific training and exercise issues that need to be addressed by TCL category. The results were reviewed and validated by IPC participants. C. IPC. On October 18, 2007, the Southeast Florida Urban Area Security Initiative (SFUASI) and Regional Domestic Security Task Force conducted an IPC. As per Federal requirements, the purpose of the IPC was to review Improvement Planning action items from previous year s exercises and real-world events, and to determine new priorities for the regional training and exercise program. The IPC agenda included presentations, small group work sessions and plenary sessions. See Appendix A for details. IPC participants accomplished the following: Identified and prioritized needed regional capability improvements. Shaped the development of the region's T&EP. Identified their jurisdiction/agency/organization's training, planning, exercise needs. The results of the IPC activities were used to lay the foundation and first draft of the region's T&EP. D. ANNUAL T&EPW. On December 12, 2007, the Southeast Florida Urban Area Security Initiative (SFUASI) and Regional Domestic Security Task Force conducted a T&EPW. Conduct of the T&EPW included: Review of the urban area homeland security strategy and development of a Multi-Year Training and Exercise Plan. The T&EPW focus was on coordination of all training and exercise activities occurring throughout the region, including activities sponsored by federal/state agencies and various local governments. The T&EPW purpose was to ensure that regional training and exercise schedules are coordinated to prevent duplication of efforts, ensure resources are not overextended during training or exercises, and maximize the efficiency of training and exercise appropriations. Schedule collaboration will present opportunities for jurisdictions and agencies to fulfill multiple grant requirements with a single exercise or training course. The T&EPW has produced a three year training and exercise calendar for activities that are scheduled or proposed. See Appendices F, G and H. E. PLANNING, TRAINING, EXERCISE NEEDS ASSESSMENT SURVEY. Worksheets were also provided for use by the IPC and T&EPW participants to record their jurisdiction/agency/ organization's training, exercising and/or planning needs or enhancements. The worksheets were populated with issues and items from the AAR/IP review. Participants were also free to add additional training, exercise or planning topics. The results of this needs assessment is found in Appendix B. 2

Regional Multi-Year Training & REGIONAL MULTI-YEAR TRAINING & EXERCISE PLAN F. REVIEW AND CONCURRENCE OF THIS T&EP BY THE SOUTHEAST FLORIDA UASI UAWGS AND THE SERDSTF. The results of the IPC and T&EPW have provided the SFUASI UAWGs with key data and components in developing the planning, training and exercise components of their Strategy. Training and exercises play a crucial role in the Urban Area Homeland Security Strategy, providing the SFUASI with a means of attaining, practicing, validating, and improving new capabilities. This T&EP will ensure that regional training and exercise schedules are coordinated to prevent duplication of efforts, ensure resources are not overextended during training or exercises, and maximize the efficacy of training and exercise appropriations. Scheduled collaboration can present opportunities for jurisdictions and agencies to fulfill multiple grant requirements with a single exercise or training course. A. BACKGROUND. III. Program Priorities The Southeast Florida UASI (SFUASI) is inclusive of the Fort Lauderdale and Miami UASIs. The SFUASI has conducted assessments of regional homeland security needs, capabilities, and vulnerabilities. Using capabilities assessments, the state Homeland Security Strategy, and the October 2007 Regional Improvement Planning Conference findings, the SFUASI has identified priorities on which to focus its planning, equipment acquisition, training, and exercises. While all of the UASI participants take an all hazards approach to the cycle of preparedness, prevention, protection, response and recovery, terrorism is the hazard that the UASI investments focus on due to the requirement to a CBRNE nexus in program activities. B. PRIORITIES. The Miami and Fort Lauderdale Urban Areas have adopted the National Preparedness Goal and the National Priorities established by the United States Department of Homeland Security (DHS) as outlined below. 1. Implement the National Incident Management System (NIMS) and National Response Framework (NRF). Regional and local agencies are currently implementing the NIMS and the NRF. As required under HSPD-5, personnel are being trained in NIMS/ICS. Comprehensive Emergency Management Plans (CEMPs), Emergency Operations Plans (EOPs) and Standard Operating Procedures (SOPs) are being updated to align with the NRF. Regional exercises will assess the level of understanding and utilization of NIMS and NRF procedures. 2. Expand regional collaboration. A three-year cycle of tabletop (TTX), functional (FE) and full scale (FSE) exercises will be held to assess training and regional collaboration. Workshops and seminars will be added to evaluate SOPs and design strategies for addressing specific capabilities. Regional exercises, expanding across county boundaries, will also be conducted. 3

REGIONAL MULTI-YEAR TRAINING & EXERCISE PLAN Regional Multi-Year Training & 3. Implement the Interim National Infrastructure Protection Plan (NIPP). Much work remains to be done in regard to reaching out to both public and private sectors and working with them to ensure that all critical infrastructure in Southeast Florida is protected. It is anticipated that NIPP plans will be assessed by the Region's comprehensive exercise program. 4. Strengthen information sharing and collaboration capabilities. Much work continues in this area. It is anticipated that this National priority will be strengthened through the region's training program and progress will be will be assessed by the Region's comprehensive exercise program. 5. Strengthen interoperable communications capabilities. Work will continue to bridge identified communication gaps. It is anticipated that this National priority will be strengthened through the region's training program and progress will be will be assessed by the Region's comprehensive exercise program. 6. Strengthen CBRNE detection, response, and decontamination capabilities. Southeast Florida has made significant strides to strengthen CBRNE detection, response and decontamination capabilities. Through the use of specialized response teams and other initiatives, this National priority is quite attainable in Southeast Florida. While much of the equipment has been purchased to meet this priority, there needs to be an effort to coordinate the use of equipment and to ensure proper training, exercising, and planning takes place to most effectively use the equipment that has already been purchased. 7. Strengthen medical surge and mass prophylaxis capabilities. Coordination with the health care industry is crucial in ensuring that Southeast Florida is successful in attaining this National priority. The public-private bond between health care organizations must be strengthened to ensure close coordination in achieving this goal. Future activities must include regional planning, and training and exercise among health and medical services. 8. Strengthen emergency operations planning and citizen protection capabilities. Comprehensive emergency management planning should take into account some of the powerful lessons learned from Hurricanes Katrina and Rita that ravaged the Gulf Coast in 2005. The emergency management system involves a myriad of responder disciplines that must integrate and coordinate response activities to face the challenges associated with large scale, catastrophic disasters. Southeast Florida will enhance the effort to review plans, policies and procedures to identify key planning shortfalls associated with lessons learned from Hurricanes Katrina and Rita. Additionally, citizen protection and notification procedures will need to be enhanced. C. REGIONAL COLLABORATION AND COOPERATION. To ensure regional coordination of strategy development and implementation activities among emergency response agencies and private sector partners within the Urban Areas, the Miami and Fort Lauderdale Urban Area 4

Regional Multi-Year Training & REGIONAL MULTI-YEAR TRAINING & EXERCISE PLAN Working Groups (UAWGs) elected to utilize the Southeast Florida Regional Domestic Security Task Force (RDSTF) to provide regional technical support and expertise to the Urban Area Working Groups. The RDSTF is an organization created by State law to coordinate regional domestic security issues. The Southeast RDSTF is comprised of four counties that make up the SFUASI: Miami-Dade County, Broward County, Monroe County, and Palm Beach County. In addition, UAWG membership includes representatives from all Miami and Fort Lauderdale Urban Area named jurisdictions, the four Urban Area counties, Citizen Corps, and the three Urban Area Metropolitan Medical Response Systems. UASI program activities are coordinated with the RDSTF working groups, which represent all first responder disciplines (Fire, EMS, HazMat, Healthcare, Public Health, Emergency Management, Law Enforcement, Public Works, Public Safety Communications and Government Administration) as well as, the Joint Terrorism Task Force (JTTF), the US Coast Guard, ports and transit agencies and private sector and other non-governmental organizations. The RDSTF advises the UAWG and makes recommendations on issues related to homeland security (such as terrorism prevention, response, and recovery) for the Miami and Fort Lauderdale Urban Areas. The UAWGs are currently working with and through the existing RDSTF organization to accomplish UASI objectives and strengthen the regional domestic security posture. The Regional Director of the Florida Department of Law Enforcement (FDLE) attends the monthly UAWG meetings representing the State Administrative Agency (SAA). The UAWGs and the UASI Project Management Office coordinate closely with the Florida State Division of Emergency Management, Florida Department of Law Enforcement, the State Domestic Security Oversight Council, and the State Working Groups, as well as federal agencies such as the Office for Domestic Preparedness, Federal Bureau of Investigations, and United States Coast Guard. In all cases, eligible expenditures from all available grant sources are thoroughly examined and allocated to achieve maximum benefit for the Urban Areas and the Region to develop and sustain a region-wide response model for all disciplines and jurisdictions. It is anticipated that the UAWGs will utilize this multi-year Training and Exercise Plan in determining funding allocations for regional training and exercise activities. IV. Target Capabilities A. THE THIRTY-SEVEN TARGETED CAPABILITIES LIST (TCL). The SFUASI Homeland Security Strategy outlines program activities and priorities and consistent with and supportive of the Florida State Homeland Security Strategy and the State Program and Capability Enhancement Plan. The SFUAS Strategy is based upon the thirty-seven TCL identified within the National Response Framework (NRF, July 2007). These Targeted Capabilities were prioritized in October 2007 based on risk and capabilities assessments by the Southeast Florida Urban Area Work Group (UAWG) as shown on the following page. (TCLs designated with a 3 are the UAWG s highest priority.). Based on this prioritization, implementation T&EPs are identified under each TCL and linked to regional initiatives and activities intended to enhance the preparedness and response capabilities of the Miami and Fort Lauderdale metropolitan areas either by: Current, proposed, or future funding to enhance or sustain a capability or capacity needed within the jurisdictions or the region; or, By reference to existing capability where no enhancement is required or currently planned, but access to those capabilities is needed to fulfill the full range of preparedness, prevention, protection, and response and recovery actions for incidents of all types. 5

REGIONAL MULTI-YEAR TRAINING & EXERCISE PLAN Regional Multi-Year Training & The Strategy includes specific projects that have been funded using UASI grant sources but also incorporates all on-going or future initiatives or projects. In addition to this Base Strategy document, which describes the UASI vision, missions, goal, objectives and implementation T&EPs, the UAWG maintains a Strategy Appendix to capture all Planning, Organization, Equipment, Training and Exercise (POETE) activities under each implementation T&EPs. This Appendix will align all UASI activities to the Target Capabilities and the UASI budget milestones. It is anticipated that the UAWGs will utilize this multi-year Training and Exercise Plan in determining funding allocations for regional POETE activities. B. IMPROVEMENT ISSUES TO CONSIDER FOR FUTURE PLANNING, ORGANIZATION, EQUIPMENT, TRAINING AND EXERCISE (POETE) ACTIVITIES IN SUPPORT OF PRIORITIZED CAPABILITIES Future Regional POETE activities should include the following. These important Improvement Issues were validated by the October 2007 IPC participants. The UAWGs should consider the following in determining funding allocations for regional POETE activities. Note: The following list of TCLs are listed in order based on the UWAG s highest priority ranking of 3. See Prioritized Capabilities on the following page. TCL 2: Communications. Develop alternate communications technologies. Determine common information management process and protocols. Interoperability procedures, processes and assets. Accessibility and use of the Homeland Security Information Network (HSIN); State Tracker System. Improve public alert and warning. TCL 1: Planning. Update WMD/terrorism plans. Develop plans for initial impact assessment teams. Develop joint responder pre-plans for large-venues. Develop critical facilities evacuation plans. Develop COOP plans for critical facilities/dispatch centers. Develop mass evacuation/reentry plans - hazard specific. TCL 14: On-Site Incident Management (Incident Command Systems/Unified Command). Field to/from EOC communication interface. Incident Briefing and IAP. Incident Command staffing and operations issues. Unified Command (UC) issues. Continued on page 8. 6

Regional Multi-Year Training & REGIONAL MULTI-YEAR TRAINING & EXERCISE PLAN Prioritized Capabilities No. Capability Priority 2 Communication 3 1 Planning 3 14 On-Site Incident Management 3 7 Intelligence Analysis and Production 3 19 Emergency Public Safety and Security 3 18 Responder Safety and Health 3 10 Critical Infrastructure Protection 3 24 WMD and Hazardous Materials Response and Decontamination 3 23 Fire Incident Response Support 2 6 Information Gathering and Recognition of Indicators and Warning 2 9 CBRNE Detection 2 4 Risk Management 2 5 Intelligence and Information Sharing and Dissemination 2 16 Critical Resource Logistics and Distribution 2 22 Explosive Device Response Operations 2 36 Restoration of Lifelines 2 15 Emergency Operations Center Management 2 8 Counter-Terror Investigation and Law Enforcement 2 33 Mass Care (Sheltering, Feeding and Related Services) 2 25 Citizen Evacuation and Shelter-In-Place 2 32 Mass Prophylaxis 2 3 Community Preparedness and Participation 2 37 Economic and Community Recovery 2 11 Food and Agriculture Safety and Defense 2 12 Epidemiological Surveillance and Investigation 2 21 Environmental Health 2 29 Emergency Triage and Pre-Hospital Treatment 2 30 Medical Surge 2 28 Emergency Public Information and Warning 2 26 Isolation and Quarantine 2 31 Medical Supplies Management and Distribution 2 13 Laboratory Testing 2 20 Animal Disease Emergency Support 2 35 Structural Damage Assessment 2 27 Search and Rescue (Land Based) 2 34 Fatality Management 1 17 Volunteer Management and Donations 1 TCLs designated with a 3 are the UAWG s highest priority 7

REGIONAL MULTI-YEAR TRAINING & EXERCISE PLAN Regional Multi-Year Training & Continued from page 6. TCL 7: Intelligence Analysis and Production. Expand accessibility to information. Improve the quality of information. Fund regional fusion. TCL 19: Emergency Public Safety and Security Develop procedures and train on scene risk management. Train safety officers. TCL 18: Responder Safety and Health. Revise, update and train on PPE policies and procedures. Monitoring the condition of PPE. Lacked PPE protection for Triage and treatment sectors. Lacked Hospitals PPE. TCL 10: Critical Infrastructure Protection. Regionalize risk formula. Continue evaluation and adjusting to technology and trends. TCL 24: WMD and Hazardous Materials Response and Decontamination Develop decontamination procedures. Lack of decontamination training. PPE policies, procedures, training. Timekeeper assignment, checklists, training for PPE. V. Multiyear Training and Exercise Schedule Appendices F, G and H illustrates the current timeline (calendars) for Southeast Florida s training and exercise activities from to December 2010. This schedule captures Southeast Florida s desire for a progressive increase in training and exercise complexity over the course of the next three years. The jurisdictions within Southeast Florida currently possess different levels of preparedness regarding terrorism and natural disasters. Because of these differences, Southeast Florida s Multi-Year Training and Exercise Schedule uses a building-block approach when determining training and exercises. The building-block approach ensures successful progression in exercise design, complexity, and execution, and allows for the appropriate training and preparation to occur in the community conducting or participating in the exercise. The schedule portrays both training and exercises that correspond with Southeast Florida s Homeland Security 8

Regional Multi-Year Training & REGIONAL MULTI-YEAR TRAINING & EXERCISE PLAN Strategy priorities and the eight National Priorities. In addition to this hardcopy schedule, Southeast Florida s has also electronically scheduled its exercise through the ODP portal. A. BACKGROUND. VI. T&EP Maintenance and Evaluation Carrying out a successful regional training and exercise program requires that all jurisdictions throughout the Region participate and support the goals and preparedness mission. A successful training and exercise program must be integrated into overall preparedness efforts and evaluation and improvement efforts should be built into planning, training, and exercising efforts to assure sustainability. To get the maximum benefit from an exercise, planners and evaluators must look at how participants implemented plans and made decisions in response to the event. This should focus on positive outcomes as well as areas for improvement. The evaluation results should be reviewed by the participating agencies and jurisdictions as an opportunity to identify ways to build on strengths and improve capacity. Because planning and conducting an exercise requires a significant commitment of resources, it is important to maximize the benefits gained form the exercise through the evaluation and improvement process. The goal of exercise evaluation is to validate strengths and identify improvement opportunities for the participating organization(s). This is accomplished by: observing the exercise and collecting supporting data; analyzing the data to compare performance against expected outcomes; and determining what changes need to be made to the procedures, plans, staffing, equipment, organizations, and inter-agency coordination. The focus of the evaluation for tabletop and other discussion-based exercises is on plans, policies, and interagency/interjurisdictional relationships, whereas the focus for operations-based exercises is on assessing performance in preventing or responding to a simulated attack. B. EVALUATION COMPONENTS. 1. After Action Reports (AARs). An AAR provides a description of what happened during the exercise, issues that need to be addressed, and recommendations for improvement. AARs will be developed using the suggested format of the Homeland Security Exercise and Evaluation Program. 2. Improvement Plans (IPs). As mentioned above, the AAR will provide a picture of the response with the exercise participants and community leaders so that everyone can understand what was planned to happen, what actually happened during the exercise, why it happened, and what could have been done differently to improve performance. Generally, the initial IP will be included in the final AAR. The IP is the means by which the lessons learned from the exercise are turned into concrete, measurable T&EPs that result in improved response capabilities. It will be developed by the local jurisdiction. When complete, it specifically details what actions will be taken to address each recommendation presented in the draft AAR, who or what agency(ies) will be responsible for taking the action, and the timeline for completion. The IP should be realistic and should establish priorities for the use of limited resources. Every effort should 9

REGIONAL MULTI-YEAR TRAINING & EXERCISE PLAN Regional Multi-Year Training & be made to address recommendations related to performance of critical tasks. Other recommendations should also be addressed, as appropriate. When the availability of resources may not be immediate, short-term and long-term solutions should be discussed. For example, if one of the recommendations identified the need to improve communications among the various city agencies and the jurisdiction determines that new equipment is needed to resolve this issue. However, they are not likely to receive needed funds from the jurisdiction or to be a high priority for funding from grants. Therefore, the IP should indicate that the emergency management agency will request funds to purchase new equipment and will also implement interim measures to improve communication in the short term, such as providing cell phones to essential personnel. In this fashion, IPs can serve as the basis for a future needs assessments and budgets. C. SHARING LESSONS LEARNED. The goals and benefits of sharing the AAR/IP are several: The AAR/IP should be shared with officials from the agencies that participated in the exercise. For local jurisdictions, the IP will provide a workable and systematic process to initiate and document improvements to plans, policies, and procedures and to identify and secure needed training, equipment and other resources. It is developed by local officials to address local needs. The AAR/IP provides a method for collecting information about corrective actions from local governments so the needs identified can be integrated into urban area strategy process and resource allocation plans. D. TRAINING AND EXERCISE PLAN MAINTENANCE. On an annual basis, the SFUASI will conduct a T&EPW to review this three-year plan. The primary purpose of this review is to ensure that the goals and objectives of the TE&P are meeting the current needs of the SFUASI Homeland Security Strategy, the Region, and its jurisdictions. Any required changes to the TE&P will be made at this time. Beyond an annual review, the Regional jurisdictions should conduct periodic reviews of the training and exercise schedule. Changes and updates should be submitted to the Southeast Florida UASI Project Management office. VII. References Southeast Florida Urban Area Homeland Security Strategy (November 2007). National Response Framework (July 2007). National Preparedness Goal, 37 Targeted Capabilities List. US Department of Homeland Security National Priorities. Homeland Security Exercise and Evaluation Program (HSEEP). A IPC Summary. VIII. Appendices 10

Regional Multi-Year Training & REGIONAL MULTI-YEAR TRAINING & EXERCISE PLAN B PT&E Needs Assessment Summary. C 2008 NIMS Compliance Objectives. D Exercise Types. E Jurisdictions Providing Inputs to PT&E Calendars. F 2008 PT&E Calendar. G 2009 PT&E Calendar. H 2010 PT&E Calendar. I Points of Contact (POCs) 11

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Southeast Florida Urban Area Security Initiative & Regional Domestic Security Task Force Regional Improvement Planning Conference (IPC) IPC Summary Report Prepared By All Hands Consulting Table of Contents: IPC Purpose IPC Attendees IPC Methodology & Process Key Recommendations Conclusion Attac hments: Agenda 5 IPC Methodology 6 Participant 7 Book TOC Target Capability 8 List Prioritization IPC Purpose On October 18 the Southeast Florida Urban Area Security Initiative (SFUASI) and Regional Domestic Security Task Force conducted a 2007 Improvement Planning Conference (IPC). This event was developed and conducted by All Hands Consulting. As per Federal requirements, the purpose of the IPC was to review Improvement Planning action items from previous year s exercises and real-world IPC Attendees Eighty-one personnel participated in the IPC (not including IPC staff). Twenty-six participants represented the Emergency Management sector: 7 from Miami-Dade; 11 from Broward; 2 from Palm Beach; 1 from events, and to determine new priorities for the regional training and exercise program. The results of the IPC and the improvement priorities as determined by the IPC participants will be the foundation for the development of the Region's Multi- Year Training and Exercise Plan. Additionally, participant's aligned the improvement priorities to the federal target capabilities list (TCL). Monroe; 2 from the State and 3 from Federal. Eleven participants represented the Fire Service sector: 6 from Miami- Dade; 3 from Broward and 2 from Palm Beach. Five participants represented Health Care Provider sector: 4 from Miami-Dade and 1 from Broward. Thirty-one personnel represented Law Enforcement sector: 13 from Miami-Dade; 6 from Broward; 6 from Palm Beach and 6 from the State. Three personnel represented the Public Health sector: 2 from Miami- Dade; 1 from the State. Five personnel represented the Public Works sector: 3 from Miami- Dade and 2 from Palm Beach County.

Page 2 of 8 IPC Summary Report IPC Methodology & Process 1. The IPC agenda included presentations, small group work sessions and plenary sessions. See Attachment 1 for details. 2. The IPC methodology and process followed the following road map. See Attachment 2 for details. a. Conference introduction and orientation. Emphasis Was On: Why are you here Federal directive? How to accomplish this Federal directive? What benefits to the Region; you and your agency/jurisdiction? b. SFUASI Homeland Security Strategy Vision and Mission. Emphasis Was On: Training and exercises play a crucial role in this strategy, providing the SFUASI with a means of attaining, practicing, validating, and improving new capabilities. The results of this IPC will provide key components to the strategy. c. Executive Briefing AAR/IP Report. Emphasis Was On: Review and analysis of After Action Reports (AARs) and/or Improvement Plan (IP) documents from various agencies and entities within the Southeast Florida Region for both exercise events and for real events. d. Conference (Roadmap) and Methodology/Work Group Activities. Emphasis Was On: Capabilities-based planning approach to help answer the following: How prepared are we; How prepared do we need to be; and How Key Recommendations do we prioritize efforts to close the gap? e. Conference Conclusion. Emphasis Was On: Where do we go from here? The Multiyear Training and Exercise Plan workshop. 3. An innovative IPC work book was developed to provide participants with necessary information and work sheets to maximize IPC outcomes. A Table of Contents is provided in Attachment 3. 4. Small work group sessions allowed participants to discuss and resolve the following: a. Review of the improvement issues that were distilled from 31 local and regional After Action Reports (AARs) and Improvement Plans (IPs). The identified significant issues were grouped into Target Capabilities List (TCL) categories as per federal guidance. Each work group considered and validated these issues and had the opportunity to add additional improvement items and issues that were deemed important. b. Prioritization of the TCL improvement groupings. 5. Worksheets were also provided for use by the participants to record their jurisdiction/agency/ organization's training, exercising and/or planning needs or enhancements. Items identified by the participants will be included in a local government section within the regional T&EP. The target capabilities deemed as the top priority by the IPC attendees are: TCL 1: Planning. TCL 2: Communications. TCL 5: Intelligence & Information Sharing & Dissemination. TCL 6: Information Gathering & Recognition of Indicators & Warning. TCL 7: Intelligence Analysis and Production. TCL 9: CBRNE Detection. TCL 10: Critical Infrastructure Protection. TCL 11: Food and Agriculture Safety and Defense. TCL 14: On-Site Incident Management (Incident Command Systems/Unified Command). TCL 16: Critical Resource Logistics and Distribution. TCL 18: Responder Safety and Health. TCL 22: Explosive Device Response Operations. TCL 26: Isolation and Quarantine. TCL 28: Emergency Public Information and Warning. TCL 30: Medical Surge (Hospital/Medical/Health). TCL 36: Restoration of Lifelines.

IPC Summary Report Page 3 of 8 Key Recommendations (Continued) Important Improvement Issues. Some of the Key Improvement issues validated by the IPC participants include: TCL 1: Planning Update WMD/terrorism plans. Develop plans for initial impact assessment teams. Develop joint responder pre-plans for largevenues. Develop critical facilities evacuation plans. Develop COOP plans for critical facilities/dispatch centers. Develop mass evacuation/reentry plans - hazard specific. TCL 2: Communications Develop alternate communications technologies. Determine common information management process and protocols. Interoperability procedures, processes and assets. Accessibility and use of the Homeland Security Information Network (HSIN); State Tracker System. Improve public alert and warning. TCL 5: Intelligence & Information Sharing & Dissemination Interconnect with communications. Improve cross discipline information sharing. TCL 6: Information Gathering & Recognition of Indicators & Warning Develop training. Develop reporting protocols. Support regional collaboration. TCL 7: Intelligence Analysis and Production Expand accessibility to information. Improve the quality of information. Fund regional fusion. TCL 9: CBRNE Detection Improve, increase mobile capabilities. Continue training and enhancements to keep up with trends and technology. TCL 10: Critical Infrastructure Protection Regionalize risk formula. Continue evaluation and adjusting to technology and trends. TCL 11: Food and Agriculture Safety and Defense Emergency contact lists of government and private industry and alerting system/process. Situational information sharing issues. TCL 14: On-Site Incident Management (Incident Command Systems/Unified Command) Field to/from EOC communication interface. Incident Briefing and Incident Action Plan (IAP). Incident Command staffing and operations issues. Unified Command (UC) issues. TCL 16: Critical Resource Logistics and Distribution (Southeast Region Domestic Security Task Force (SERDSTF) and Multi-Agency Coordination (MAC) GROUP) MAC exercises. Regional resource inventories. Update MAC Annex and procedures. Clarify MAC "incident command." MAC "mission tracking" authority and process. Develop MAC "play book." TCL 18: Responder Safety and Health Revise, update and train on PPE policies and procedures. Monitoring the condition of PPE. Lacked PPE protection for Triage and treatment sectors. Lacked Hospitals PPE. TCL 22: Explosive Device Response Operations Hazmat detection assets/equipment crosstraining. Improve hazmat techniques. EOD entry team procedures. Response procedures for initial responders (Fire Rescue/ EMS and Law Enforcement). PPE communications issues. TCL 26: Isolation and Quarantine Plan for and pre-designate quarantine locations and staffing. Develop family reunification plans. TCL 28: Emergency Public Information and Warning (Joint Information Center (JIC)/Public Information Officer (PIO)) JIC operations. EOC and JIC coordination issues. Communicate critical messaging via county government websites. TCL 30: Medical Surge (Hospital/Medical/Health) Hospital pre-warning of incident specifics. Hospital hazmat/wmd disaster management plans. Hospital security/ communications issues. Communications and point of contact lists. TCL 36: Restoration of Lifelines Develop recovery plans. Develop restoration priorities.

Page 4 of 8 IPS Summary Report Conclusion The SFUASI and RDSTF Improvement Planning Conference provided the roadmap to accomplish the priorities described in the Homeland Security Strategy. The SFUASI and RDSTF have pursued a strategy that combines enhanced planning, new equipment purchases, innovative training, and realistic exercises to strengthen the Region's emergency prevention and response capabilities. Training and exercises play a crucial role in this strategy, providing the Region with a means of attaining, practicing, validating, and improving new capabilities. Preparedness activities, planning, training and exercising, are the responsibility of every level of government, every department, and every agency consistent with its authorities. This includes coordinating these preparedness activities among partners operating within their jurisdictional borders, as well as across jurisdictional and geographic borders when dictated by identified threats and risk assessments. The Improvement Planning Conference set the stage for the Multi-Year Training and Exercise Plan workshop (T&EPW). It will be a living document that will be updated and refined annually. The Multi-Year T&EPW provides the detail in accomplishing the priorities described in the Homeland Security Strategy. Each priority is linked to a corresponding National Priority, and, if applicable, an Improvement Plan (IP) action. The priority is further linked to the associated target capabilities that would facilitate accomplishment of the priority and the training and exercises that will help the jurisdiction obtain those capabilities and achieve that priority. Included in the Multi- Year T&EPW will be the training and exercise schedule, which provides graphic illustration of the proposed activities, scheduled for the years 2008-2010. It is representative of the natural progression of training and exercises that should take place in accordance with the building-block approach. The Improvement Planning Conference sought to answer the questions: What are our goals upon the completion of this conference? And, did we achieve them? The goals were: identify and prioritize needed regional capability improvements; help shape the development of the region s T&EP; and, develop jurisdiction/ agency/organization s training, exercise, planning needs and 3-year plan that aligns to the region s T&EP and Urban Area Security Initiative Strategy. The degree of success will be measured over the next few months as substance is added to the T&EP. 1. IPC participants accomplished the following: Identified and prioritized needed regional capability improvements. Shaped the development of the region's T&EP. Identified their jurisdiction/agency/organization's training, exercise, planning needs. 2. During the final Plenary Session, the results of each work group's prioritization of the TCLs were recorded and an IPC average was determined. See Attachment 4. 3. The results of the IPC activities will be used to lay the foundation and first draft of the region's Training and. The T&EP will be available for participants to review prior to the T&EPW to be held on November 13, 2007.

IPC Summary Report Page 5 of 8 Attachment 1: Agenda

Page 6 of 8 IPC Summary Report Attachment 2: IPC Presenter Matrix (Excerpt Only) 0900-0930 0930-1000 1000-1015 1015-1030 1500-1530 Welcome Conference Introduction SFUASI Homeland Security Strategy Vision Executive Briefing AAR/IP Report Conference (Roadmap) and Methodology/Work Conference Conclusion and Mission Group Activities Emphasis: Why are you here federal directive? How to accomplish this federal directive? What benefits to the Region; you and your agency/ jurisdiction? Emphasis: Training and exercises play a crucial role in this strategy, providing the SFUASI with a means of attaining, practicing, validating, and improving new capabilities. The results of this IPC will provide key components to the strategy. Emphasis: Review and analysis of After Action Reports (AARs) and/or Improvement Plan (IP) documents from various agencies and entities within the Southeast Florida Region for both exercise events and for real events. Emphasis: Capabilities-based planning approach to help answer the following: How prepared are we; How prepared do we need to be; and How do we prioritize efforts to close the gap? Emphasis: Where do we go from here? The Multiyear Training and Exercise Plan workshop. Key Points Key Points Key Points Key Points Key Points Introduction and walkthrough of the participant workbook. Explain that portions of the workbook will be described in more detail in the following presentations. Executive Summary. See: Regional Improvement Planning Conference, page 5. Requirements Summary. See: Requirements Summary, Regional Improvement Planning Conference, pages 7-10. The intent of this conference is to bring together regional practitioners from across disciplines so that they can effective advisors to the senior decisionmakers who formulate strategies, set priorities, and allocate funds. Vision: Ensure a safe and secure future through effective all hazards planning, for the Miami and Fort Lauderdale Urban Areas. Mission: Increase preparedness, prevention, protection, response, and recovery capabilities within the Urban Areas and the southeast Florida Region for all hazards, including terrorism. The South Florida Urban Homeland Security Strategy is based upon the 37 Targeted Capabilities List (TCL) identified within the National Response Framework (NRF, July 2007). These Targeted Capabilities are prioritized based on risk and capabilities assessments. The prioritization as determined by the IPC will address this need. Collection and Analysis Over Thirty After-Action Reports (AAR) and Improvement Plans (IP) Reports Analyzed AAR/IP Reports Provided From Region, State and Federal Analysis From 2001-2007 Findings Captured Generically Whenever Possible and Lumped Under Like Topics Conference and Methodology-- Capabilities-Based Planning. Connect the National Preparedness Guidance, the National Scenarios, the Target Capabilities List (TCL) and the Universal Task List (UTL) to this conference and subsequent T&EP Workshop. Work Group Activities Group Session One: Validity Group Session Two: Prioritization Plenary Session: Report Summarize conference. What are our goals upon the completion of this conference? 1. Identify and prioritize needed regional capability improvements. 2. Help shape the development of the region s T&EP. 3. Develop your jurisdiction/ agency/organization s training, exercise, planning needs and 3- year plan that aligns to the region s T&EP and Urban Area Security Initiative Strategy. Upcoming T&EPW Activity The T&EPW provides the opportunity to develop a Multi-Year Training and Exercise Plan. There is a focus on coordination of all training and exercise activities occurring throughout the State or Urban Area.

IPC Summary Report Page 7 of 8 Attachment 3: Participant Book TOC

Page 8 of 8 IPC Summary Report Attachment 4: IPC Target Capability List Prioritization Target Capabilities List Group 1 Group 2 Miami-Dade Groups Counties Final Scores Group 3 Group 4 Group 5 Group 6 Group 7 Miami- Dade/Monroe Average 1 Planning 3 3 3 3 3 3 3 3.0 3 2 2.67 3 2 Communication 3 3 3 3 3 3 3 3.0 3 3 3.00 3 3 Community Preparedness and Participation 2 2 1 2 3 3 3 2.3 2 3 2.43 2 4 Risk Management 1 2 2 1 3 3 2 2.0 3 2 2.33 2 5 Intelligence and Information Sharing and Dissemination 3 3 3 3 3 3 3 3.0 3 3 3.00 3 6 Information Gathering and Recognition of Indicators and Warning 2 3 3 3 3 2 3 2.7 2 3 2.57 3 7 Intelligence Analysis and Production 3 3 3 2 3 2 3 2.7 2 3 2.57 3 8 Counter-Terror Investigation and Law Enforcement 3 3 3 2 2 3 3 2.7 2 2 2.24 2 9 CBRNE Detection 3 3 3 2 3 3 3 2.9 2 3 2.62 3 10 Critical Infrastructure Protection 3 3 3 2 3 3 3 2.9 3 3 2.95 3 11 Food and Agriculture Safety and Defense 3 3 1 3 3 3 3 2.7 3 3 2.90 3 12 Epidemiological Surveillance and Investigation 3 2 3 2 2 2 3 2.4 2 2 2.14 2 13 Laboratory Testing 2 3 3 2 2 2 3 2.4 3 1 2.14 2 14 On-Site Incident Management 3 3 2 2 3 3 3 2.7 3 2 2.57 3 15 Emergency Operations Center Management 3 3 2 1 3 3 2 2.4 2 2 2.14 2 16 Critical Resource Logistics and Distribution 2 3 3 3 3 3 3 2.9 2 3 2.62 3 17 Volunteer Management and Donations 3 1 1 1 2 2 1 1.6 2 2 1.86 2 18 Responder Safety and Health 3 3 2 2 3 3 3 2.7 3 3 2.90 3 19 Emergency Public Safety and Security 3 3 2 2 3 3 3 2.7 3 1 2.24 2 20 Animal Disease Emergency Support 3 1 1 2 2 2 2 1.9 2 2 1.95 2 21 Environmental Health 3 2 2 2 2 3 2 2.3 3 2 2.43 2 22 Explosive Device Response Operations 3 3 3 2 2 2 3 2.6 3 2 2.52 3 23 Fire Incident Response Support 3 3 3 2 2 2 3 2.6 1 1 1.52 2 24 WMD and Hazardous Materials Response and Decontamination 3 3 3 3 2 3 3 2.9 1 2 1.95 2 25 Citizen Evacuation and Shelter-In-Place 2 3 3 2 3 3 3 2.7 2 2 2.24 2 26 Isolation and Quarantine 3 3 3 3 1 2 3 2.6 2 3 2.52 3 27 Search and Rescue (Land Based) 3 3 3 1 2 3 2 2.4 2 3 2.48 2 28 Emergency Public Information and Warning 3 3 2 1 3 3 3 2.6 3 2 2.52 3 29 Emergency Triage and Pre-Hospital Treatment 3 3 3 2 2 2 3 2.6 1 3 2.19 2 30 Medical Surge 3 3 3 3 2 3 3 2.9 3 3 2.95 3 31 Medical Supplies Management and Distribution 3 3 2 2 2 2 3 2.4 2 1 1.81 2 32 Mass Prophylaxis 3 3 2 3 2 3 3 2.7 3 1 2.24 2 33 Mass Care (Sheltering, Feeding and Related Services) 2 2 3 2 3 2 2 2.3 3 2 2.43 2 34 Fatality Management 3 2 1 2 3 3 2 2.3 2 3 2.43 2 35 Structural Damage Assessment 3 1 1 1 3 2 2 1.9 2 2 1.95 2 36 Restoration of Lifelines 3 3 3 2 3 2 3 2.7 3 3 2.90 3 37 Economic and Community Recovery 2 1 1 3 2 2 2 1.9 3 3 2.09 2 Broward Palm Beach Average Score Final Score

Regional Multi-Year Training & APPENDICES Appendix B PT&E Needs Assessment Summary TOTALS Questionnaires Received By County a/o 123007 Broward (B) = 6 Miami-Dade (M-D) = 11 Monroe (M) = 2 Palm Beach (PB) = 4 Planning Needs 1. Update WMD/terrorism plans. PLANNING County Year 1 2008 Year 2 2009 Year 3 2010 County Total B 3 4 2 9 M 1 1 M-D 7 2 2 11 PB 1 1 B 3 3 3 9 TOTAL 22 2. Develop radiation plans and conversion charts. 3. Develop plans for pre-post-storm infirm population needs. 4. Develop plans for initial impact assessment teams. 5. Develop emergency purchasing policies and procedures. M 1 1 2 M D 3 1 1 4 PB 2 2 B 4 2 2 8 M 1 1 M-D 3 3 PB 2 2 B 1 2 2 5 M 1 1 M-D 1 2 3 PB 2 2 4 B 3 2 1 6 M 1 1 M-D 1 1 2 PB 1 1 2 17 14 13 11 21

APPENDICES Regional Multi-Year Training & Planning Needs PLANNING County Year 1 2008 Year 2 2009 Year 3 2010 County Total B 3 3 3 9 TOTAL 6. Develop joint responder pre-plans for largevenues. 7. Develop Law Enforcement WMD response safety procedures. 8. WMD/white powder plans for critical facilities. 9. Develop critical facilities evacuation plans. 10. Develop COOP plans for critical facilities/dispatch centers. 11. Develop large-scale food and water disaster plans. 12. Develop air traffic control plans for major events. M 1 1 M-D 3 2 5 PB 1 2 3 B 3 2 1 6 M 1 1 M-D 2 3 PB 1 1 B 2 3 1 6 M 0 M-D 2 2 4 PB 3 1 1 5 B 2 4 2 8 M 0 M-D 3 3 PB 3 1 1 5 B 2 2 1 5 M 2 1 1 4 M-D 2 2 PB 2 2 B 2 2 2 6 M 1 1 M-D 2 2 PB 1 1 2 B 1 2 1 4 M 0 18 11 15 16 13 11 4 22

Regional Multi-Year Training & APPENDICES Planning Needs PLANNING County Year 1 2008 Year 2 2009 Year 3 2010 County Total M-D 0 PB 0 B 2 3 2 7 TOTAL 13. Develop rules of engagement policies for various scenarios. 14. Develop large cache medical kits plans. 15. Develop statewide REGIONAL mutual aid and transfer plans. 16. Develop regional WMD assessment/treatment plans. 17. Develop WMD patient related issues. 18. Develop WMD pediatric pre-plans. M 1 1 M-D 4 1 5 PB 0 B 4 2 2 8 M 1 1 2 M-D 3 2 1 6 PB 1 1 B 3 1 2 6 M 1 1 2 M-D 2 2 1 5 PB 1 1 B 4 2 1 7 M 1 1 M-D 5 2 2 9 PB 1 1 1 3 B 4 2 1 7 M 1 1 M-D 3 1 1 5 PB 1 1 B 4 2 1 7 M 1 1 M-D 2 2 1 5 PB 1 1 13 17 14 20 14 14 23

APPENDICES Regional Multi-Year Training & Planning Needs 19. Develop plans for national assets use. 20. Develop contaminated belongings plans. 21. Develop mass fatalities plans. PLANNING County Year 1 2008 Year 2 2009 Year 3 2010 County Total B 2 2 4 8 M 1 1 M-D 3 1 1 5 PB 2 1 1 4 B 3 1 2 6 M 1 1 M-D 5 1 1 7 PB 2 1 1 4 B 2 2 3 7 M 2 1 1 4 M-D 1 1 PB 1 1 2 4 B 2 2 2 6 TOTAL 18 18 16 22. Develop post-discharge medical surveillance plans. 23. Develop plan for hospital rapid status checks. 24. Develop hospital mass psychological help plans. 25. Develop hospital recovery plans. M 1 1 M-D 1 1 PB 1 1 B 4 1 2 7 M 1 1 M-D 4 1 1 6 PB 1 1 B 2 2 2 6 M 1 1 M-D 3 1 1 5 PB 1 1 1 3 B 3 2 2 7 M 2 1 3 9 15 15 15 24

Regional Multi-Year Training & APPENDICES 26. Update CEMPs. Planning Needs 27. Develop mass migration plans. PLANNING County Year 1 2008 Year 2 2009 Year 3 2010 County Total M-D 3 1 1 5 PB 0 B 3 2 2 7 M 1 1 1 3 M-D 6 2 2 10 PB 2 2 B 2 2 1 5 M 1 1 2 M-D 4 1 1 6 TOTAL 22 14 Biological Plans for: Pan Flu Small Pox PB 1 1 M 1 1 1 Devolution Plan M-D 1 1 1 25

APPENDICES Regional Multi-Year Training & Training Needs 1. Special event training. TRAINING County Year 1 2008 Year 2 2009 Year 3 2010 County Total B 4 1 3 8 M 1 1 2 M-D 5 4 2 11 PB 3 2 1 6 B 4 2 2 8 TOTAL 27 2. Position specific training for key position staffing 3. Training on Incident Command System. 4. Training on command and control. 5. Training on EOC software communications systems for in-house and for external communications. 6. Training for EOC Planning and Logistics Sections. M 1 1 2 M-D 6 3 2 11 PB 3 1 1 5 B 5 3 3 11 M 2 1 1 4 M-D 6 2 2 10 PB 2 1 3 B 5 2 2 9 M 1 1 M-D 5 2 1 8 PB 2 3 2 7 B 4 4 1 9 M 2 2 M-D 5 1 1 7 PB 4 2 2 8 B 3 2 2 7 M 1 1 2 M-D 5 2 1 8 PB 1 1 26 28 25 26 18 26

Regional Multi-Year Training & APPENDICES Training Needs TRAINING County Year 1 2008 Year 2 2009 Year 3 2010 County Total B 3 2 1 6 TOTAL 7. Training for new municipal emergency managers. 8. Training and orientation for new ESF-8 (health) agency staff. 9. Train personnel who process and handle the intake of agency mail on emergency procedures for WMD/white powder incidents. 10. Training and instruction to critical infrastructure contracted cleaning services on how to respond to WMD/white powder incidents and procedures for evacuation scenarios. 11. Hospitals: training on the use of the WMD Mark-1 units and other WMD treatments. 12. Hurricane Category 4 and Category 5 training. M 1 1 M-D 2 2 4 PB 1 1 B 1 2 1 4 M 1 2 1 4 M-D 1 1 PB 1 1 1 3 B 4 2 2 8 M 1 1 M-D 4 1 1 6 PB 3 1 1 5 B 2 3 2 7 M 1 1 M-D 2 1 1 4 PB 1 1 1 3 B 2 1 1 4 M 1 1 M-D 3 2 1 6 PB 2 2 1 5 B 5 3 1 9 M 2 2 M-D 6 1 2 9 PB 3 2 2 7 12 12 20 15 16 27 27

APPENDICES Regional Multi-Year Training & Training Needs 13. Training for WMD related events. 14. Training on ICS positions. TRAINING County Year 1 2008 Year 2 2009 Year 3 2010 County Total B 5 3 1 9 M 1 1 M-D 5 3 2 10 PB 3 1 4 B 6 2 3 11 M 2 1 1 4 M-D 5 3 3 11 PB 3 3 3 9 TOTAL 24 35 COOP Development M 1 1 1 Plan and Annex Training M 1 1 1 Incident Management Team (IMT) Training M 1 1 1 Would like to see Region work on a Command Village rather than everyone having command trucks. A system that brings temporary structures for Logistics, Planning, Operations, Finance, a PIO tent or structure for press conferences, structure for serving food to command staff, a semi full of portipotties. and a semi that folds out to a conference room for briefings. The City of Pembroke Pines. For FY 2008-09 we will continue forward with any NIMS training, and any training on the local level with Emergency Management, PODS, and Active Shooter. The City of Pembroke Pines would like to address more regional type training needs through this program to ensure that our specialized units (ex. SWAT, Field Force, and Fire/Rescue specializations) become included. Realizing the Pembroke Pines is the 2nd most populated city in Broward county, we will have a role in any large protracted event within the County. It is for that reason we firmly believe that the primary teams must take more of a role in including the municipalities who will be expected to assist. Training on the regional level must be expanded to include these specializations. M-D 1 1 B 1 1 1 B 1 1 1 28

Regional Multi-Year Training & APPENDICES Training Needs Specific decon techniques - Biological Radiological, Chemical TRAINING County Year 1 2008 Year 2 2009 Year 3 2010 County Total TOTAL PB 1 1 1 1 1 29

APPENDICES Regional Multi-Year Training & Exercise Needs 1. State Tracker System exercise, drills. 2. Hurricane exercise. 3. WMD response exercise. EXERCISE County Year 1 2008 Year 2 2009 Year 3 2010 County Total B 4 1 2 7 M 2 2 M-D 5 4 2 11 PB 2 1 2 5 B 5 3 1 9 M 1 2 1 4 M-D 6 3 2 11 PB 2 1 2 5 B 4 3 2 9 M 2 2 M-D 7 3 2 12 PB 2 1 2 5 B 2 5 1 8 TOTAL 25 29 28 4. Exercise integration of federal, state, regional, local plans and systems. 5. Exercise EOC and field ICS interfaces. 6. Interoperable communication exercises. M 2 2 M-D 6 3 1 10 PB 2 1 2 5 B 5 3 2 10 M 1 1 2 M-D 7 3 2 12 PB 2 2 4 B 5 3 2 10 M 1 1 2 M-D 7 3 2 12 PB 3 1 2 6 25 28 30 30

Regional Multi-Year Training & APPENDICES Exercise Needs 7. EOC exercise. Functional Exercises: 8. Animal Health Emergency 9 CBRNE Detection 10 Evacuation and Shelter-In-Place 11 Communications EXERCISE County Year 1 2008 Year 2 2009 Year 3 2010 County Total B 5 2 2 9 M 1 1 2 M-D 6 3 1 10 PB 0 B 1 3 3 3 M 1 1 M-D 1 1 PB 0 B 3 4 2 9 M 2 2 M-D 4 2 1 7 PB 1 1 2 B 3 4 2 9 M 1 1 2 M-D 6 2 1 9 PB 1 1 1 3 B 4 4 2 10 M 2 2 M-D 6 3 1 10 PB 2 1 2 5 B 2 4 3 9 TOTAL 21 8 20 23 27 12 Critical Resource Logistics and Distribution M 2 2 M-D 4 3 2 9 PB 2 2 4 24 31

APPENDICES Regional Multi-Year Training & Exercise Needs 13. Economic and Community Recovery 14. Emergency Operations Center Management EXERCISE County Year 1 2008 Year 2 2009 Year 3 2010 County Total B 3 4 1 8 M 2 2 M-D 3 2 1 6 PB 0 B 3 3 3 9 M 2 2 M-D 7 3 2 12 PB 1 1 1 3 B 3 4 2 9 TOTAL 16 26 15. Emergency Public Information and Warning 16. Environmental Health 17. Epidemiological Investigation Surveillance and Investigation 18. Explosive Device Response Operations M 2 2 M-D 4 2 1 7 PB 2 1 2 5 B 2 3 2 7 M 1 1 2 M-D 5 2 1 8 PB 0 B 1 3 1 5 M 2 2 M-D 4 1 1 6 PB 0 B 5 2 3 10 M 2 2 M-D 5 1 2 8 23 17 13 22 PB 1 1 2 32

Regional Multi-Year Training & APPENDICES Exercise Needs 19. Fatality Management 20. Firefighting Operations and Support 21. Food and Agriculture Safety and Defense EXERCISE County Year 1 2008 Year 2 2009 Year 3 2010 County Total B 2 3 3 8 M 1 1 M-D 6 2 2 10 PB 1 1 1 3 B 4 3 2 9 M 1 1 M-D 2 1 3 PB 1 1 2 B 2 1 2 5 M 0 M-D 1 1 PB 0 B 3 4 2 9 TOTAL 22 15 6 22. Information Gathering and Recognition of Indicators and Warnings 23. Intelligence Analysis and Production 24. Intelligence/ Information Sharing and Dissemination M 1 1 M-D 2 2 4 PB 2 1 3 B 3 3 2 8 M 1 1 M-D 2 2 PB 0 B 2 3 1 6 M 0 M-D 5 1 6 17 11 15 PB 2 1 3 33

APPENDICES Regional Multi-Year Training & Exercise Needs 25. Isolation and Quarantine EXERCISE County Year 1 2008 Year 2 2009 Year 3 2010 County Total B 3 3 3 9 M 0 M-D 5 2 1 8 PB 1 1 2 B 2 2 1 5 TOTAL 19 26. Law Enforcement Investigation and Operations 27. Mass Care (Sheltering, Feeding, and Related Services) 28. Mass Prophylaxis 29. Medical Surge 30. Onsite Incident Management M 0 M-D 2 2 PB 0 B 2 2 3 7 M 0 M-D 1 1 PB 1 1 B 3 2 1 6 M 0 M-D 5 2 1 8 PB 1 1 2 B 2 3 2 7 M 0 M-D 5 1 1 7 PB 0 B 3 3 2 8 M 1 1 2 M-D 6 2 2 10 7 9 16 14 23 PB 2 1 3 34

Regional Multi-Year Training & APPENDICES Exercise Needs EXERCISE County Year 1 2008 Year 2 2009 Year 3 2010 County Total B 2 2 3 7 TOTAL 31. Planning 32. Public Health Laboratory Testing 33. Public Safety and Security Response 34. Responder Safety and Health 35. Restoration of Lifelines 36. Risk Management M 2 2 M-D 5 2 1 8 PB 1 1 B 1 3 1 5 M 0 M-D 1 1 PB 1 1 2 B 3 4 2 9 M 1 1 M-D 5 1 1 7 PB 1 1 2 B 2 3 2 7 M 1 1 M-D 5 1 1 7 PB 1 1 2 B 2 2 2 6 M 1 1 M-D 2 1 3 PB 1 1 B 4 2 3 9 M 1 1 M-D 3 3 18 8 19 17 11 14 PB 1 1 35

APPENDICES Regional Multi-Year Training & Exercise Needs 37 Structural Damage Assessment 38. Triage and Pre-Hospital Treatment 39. Search and Rescue (Land-Based) 40. Volunteer and Donations Management EXERCISE County Year 1 2008 Year 2 2009 Year 3 2010 County Total B 4 3 3 10 M 1 1 M-D 3 1 4 PB 2 1 1 4 B 4 2 2 8 M 1 1 M-D 5 2 2 9 PB 2 1 2 5 B 5 2 3 10 M 1 1 M-D 3 1 2 6 PB 1 1 2 B 2 2 1 5 M 1 1 M-D 2 1 3 PB 2 1 3 B 3 2 1 6 TOTAL 19 23 19 12 41. WMD/Hazardous Materials Response and Decontamination M 1 1 M-D 5 2 1 8 PB 1 1 2 17 Interagency Functional Exercise and Interagency Table Top B 1 1 1 3 3 Full Scale Exercise B 1 1 2 2 36

Regional Multi-Year Training & APPENDICES Needs Assessments Received Broward County Monroe County Miami-Dade County Palm Beach County 1. Davie 2. Hollywood 3. Miramar 4. Pembroke Pines Police & Fire 5. Sheriff 6. Westside Regional Medical Center 1. Health Department 2. Key West Fire 1. Aventura Hospital & Medical Center 2. Emergency Management and Homeland Security 3. Florida City Police 4. Health Department 5. Hialeah Fire 6. Homestead Police 7. Medical Examiner 8. Miami Dade Transit 9. North Miami Police 10. Palm Springs Hospital 11. University of Miami Hospital 1. Delray Beach 2. DEM 3. Fire Rescue 4. Healthcare Emergency Response Coalition (HERC) 37

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FY 2008 NIMS Compliance Objectives for States, Territories, Tribal Nations, and Local Governments FY 2008 (October 1, 2007 September 30, 2008) NIMS Compliance Objectives for States, Territories, Tribal Nations and Local Governments Introduction Homeland Security Presidential Directive 5 (HSPD-5) Management of Domestic Incidents called for the establishment of a single, comprehensive national incident management system. As a result, the U.S. Department of Homeland Security released the National Incident Management System (NIMS) in March 2004. NIMS provides a systematic, proactive approach guiding departments and agencies at all levels of government, the private sector, and nongovernmental organizations to work seamlessly to prepare for, prevent, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life, property, and harm to the environment. This consistency provides the foundation for implementation of the NIMS for all incidents, ranging from daily occurrences to incidents requiring a coordinated Federal response. The NIMS document, as revised in 2007, reflects contributions from stakeholders and lessons learned during recent incidents. States and territories play an important role in ensuring effective NIMS implementation; not only must they implement NIMS within State and territory Departments and Agencies, but also ensure that the systems and processes are in place to communicate and support NIMS compliance at all jurisdictional levels. In some instances, when tribal nations or local government may not have the resources to implement all NIMS elements on their own, States and territories should support their efforts by encouraging them to cooperate with other localities in their regions and pool their resources to implement NIMS. The long-term goal of NIMS is to provide a consistent framework for all aspects of emergency management and incident response. This framework should be sustainable, flexible, and scalable to meet changing incident needs and allow for integration of other resources from various partners through mutual aid agreements and/or assistance agreements. FYs 2005-2007 NIMS Compliance Objectives On September 8, 2004, a letter to the Nation s Governors detailed the initial steps that States, territories, tribal nations and local governments needed to take to implement NIMS. The activities, now objectives, outlined in that letter provide the foundation for current NIMS compliance. Since that time, the Incident Management Systems Division (IMSD) continues to expand on this foundation and add additional objectives each developed to enhance the way incidents are managed at all levels of government. Prior to Fiscal Year (FY) 2007, IMSD required States and territories to self-certify their NIMS compliance. Beginning in FY 2007, NIMS compliance was determined by State, territory, tribal nation and local government responses to performance-based metrics. IMSD developed these compliance metrics from previously-required implementation objectives specified in the FY 2006 NIMS Implementation Matrix for States and Territories and the FY 2006 NIMS Implementation Matrix for Tribal Governments and Local Jurisdictions. Additionally, the NIMS Compliance Assistance Support Tool (NIMSCAST) has been expanded to incorporate these metrics as well as provide stakeholders with a way to collect and report data relating to NIMS implementation and compliance. IMSD will analyze this data to help shape the future of its NIMS compliance program. NIMS Compliance in FY 2008 As we move into FY 2008, State, territory, tribal nations, and local governments will address specific compliance objectives, which will outline necessary actions to be accomplished in FY 2008. As with FY 2007 implementation activities, each objective will have corresponding metrics that address expected achievements for FY 2008 and out years. The FY 2008 metrics will clearly outline year end expectations, 1 of 9

FY 2008 NIMS Compliance Objectives for States, Territories, Tribal Nations, and Local Governments while out-year metrics will provide actions that can be implemented in FY08 or addressed in the future. The out-year metrics will allow stakeholders to work within their current level of NIMS implementation and compliance and move ahead in implementation objectives. In FY 2008, there are 16 new NIMS Compliance Objectives for States and Territories and 15 new objectives for Tribal Nations and Local Governments. 2 of 9

FY 2008 NIMS Compliance Objectives for States, Territories, Tribal Nations, and Local Governments NIMS Compliance Objectives S t a t e / T e r r i to ry T r i bal N a t ions L o ca l Govts. Adoption 1. Adopt NIMS for all Departments/Agencies; as well as promote and encourage NIMS adoption by associations, utilities, nongovernmental organizations (NGOs) and private sector emergency management and incident response organizations. 2. New FY08: Monitor formal adoption of NIMS, to include formal NIMS adoption by Departments/Agencies. N/A N/A 3. Establish and maintain a planning process to communicate, monitor and implement all NIMS requirements across the State/Territory (including Departments/Agencies), including local governments. This process must provide a means for measuring progress and facilitate reporting. 4. Designate and maintain a single point of contact within government to serve as principal coordinator for NIMS implementation jurisdiction-wide (to include a principal coordinator for NIMS implementation within each Department/Agency. 5. Ensure that Federal Preparedness Awards [to include, but not limited to, DHS Homeland Security Grant Program and Urban Area Security Initiative Funds] to State/Territorial Departments/Agencies, as well as local governments, support all required NIMS compliance Objectives. 6. Audit agencies and review organizations should routinely include NIMS compliance requirements in all audits associated with Federal Preparedness Awards. N/A N/A 7. Assist Tribal Nations with formal adoption and implementation of NIMS. N/A N/A Total Number of Adoption Objectives 7 4 4 Total New FY08 Adoption Objectives 1 0 0 3 of 9

FY 2008 NIMS Compliance Objectives for States, Territories, Tribal Nations, and Local Governments NIMS Compliance Objectives S t a t e / T e r r i to ry T r i bal N a t ion L o ca l Govts. Preparedness: Planning 8. Revise and update emergency operations plans (EOPs), standard operating procedures (SOPs), and standard operating guidelines (SOGs) to incorporate NIMS and National Response Framework (NRF) components, principles and policies, to include planning, training, response, exercises, equipment, evaluation, and corrective actions. 9. Promote and/or develop intrastate and interagency mutual aid agreements and assistance agreements (to include agreements with the private sector and NGOs). 10. New FY08: Include preparedness organizations and elected and appointed officials in the development of emergency operations plans (EOPs). 11. New FY08: Plan for special needs populations in the development of EOPs (to include, but not limited to, individuals with limited English language proficiency; individuals with disabilities; children; the aged, etc.). Total Preparedness: Planning Objectives 4 4 4 Total New FY08 Preparedness: Planning Objectives 2 2 2 4 of 9

FY 2008 NIMS Compliance Objectives for States, Territories, Tribal Nations, and Local Governments NIMS Compliance Objectives S t a t e / T e r r i to ry T r i bal N a t ion L o ca l Govts. Preparedness: Training 12. Use existing resources such as programs, personnel and training facilities to coordinate and deliver NIMS training requirements. 13. New FY08: Promote and encourage delivery of NIMS training (as identified in the Five-Year NIMS Training Plan Schedule, December 2007). Total Preparedness: Training Objectives 2 2 2 Total New FY08 Preparedness: Training Objectives 1 1 1 5 of 9

FY 2008 NIMS Compliance Objectives for States, Territories, Tribal Nations, and Local Governments NIMS Compliance Objectives S t a t e / T e r r i to ry T r i bal N a t ion L o ca l Govts. Preparedness: Exercise 14. Incorporate NIMS concepts and principles into all appropriate State/Territorial training and exercises. 15. Plan for and/or participate in an all-hazards exercise program [for example, Homeland Security Exercise and Evaluation Program] that involves emergency management/response personnel from multiple disciplines and/or multiple jurisdictions. 16. Incorporate corrective actions into preparedness and response plans and procedures. 17. New FY08: Include NGOs and the private sector in an all-hazards exercise program, when appropriate. 18. New FY08: Promote the integration of Incident Command, MACS, and Public Information into appropriate exercises. Total Preparedness: Exercises Objectives 5 5 5 Total New FY08 Preparedness: Training Objectives 2 2 2 6 of 9

FY 2008 NIMS Compliance Objectives for States, Territories, Tribal Nations, and Local Governments NIMS Compliance Objectives S t a t e / T e r r i to ry T r i bal N a t ions L o ca l Govts. Communications and Information Management 19. Apply common and consistent terminology as used in NIMS, including the establishment of plain language (clear text) communications standards. 20. Utilize systems, tools, and processes to present consistent and accurate information (e.g., common operating picture) during an incident/planned event. 21. New FY08: Institute procedures and protocols for operational and information security during an incident/planned event. 22. New FY08: Institute multidisciplinary and/or multi-jurisdictional procedures and protocols for standardization of data collection and analysis to utilize or share information during an incident/planned event. 23. New FY08: Develop procedures and protocols for communications (to include voice, data, access to geospatial information, Internet/Web use, and data encryption), where applicable, to utilize or share information during an incident/planned event. Total Communications and Information Management Objectives 5 5 5 Total New FY08 Communications and Information Management Objectives 3 3 3 7 of 9

FY 2008 NIMS Compliance Objectives for States, Territories, Tribal Nations, and Local Governments NIMS Compliance Objectives S t a t e / T e r r i to ry T r i bal N a t ion L o ca l Govts. Resource Management 24. Inventory response assets to conform to NIMS National Resource Typing Definitions, as defined by FEMA Incident Management Systems Division. 25. Ensure that equipment, communications and data systems acquired through State/Territorial and local acquisition programs are interoperable. 26. Utilize response asset inventory for intrastate and interstate mutual aid requests [such as Emergency Management Assistance Compact (EMAC)], training, exercises, and incidents/planned events. 27. New FY08: Initiate State/Territory-wide system to credential emergency management/response personnel to ensure proper authorization and access to an incident including those involving mutual aid agreements and/or assistance agreements. 28. New FY08: Inventory and type specific emergency management/ response resources and assets to address unique needs beyond current Tier One NIMS National Resource Typing Definitions. 29. New FY08: Institute policies, plans, procedures and protocols to prevent spontaneous deployment of resources/personnel and/or responding to a request that bypassed official resource coordination processes (i.e., resources requested through improper channels). 30. New FY08: Institute mechanisms to deploy, track, recover, demobilize, and to provide reimbursement for resources utilized during response and recovery. Total Resource Management Objectives 7 7 7 Total New FY08 Resource Management Objectives 4 4 4 8 of 9

FY 2008 NIMS Compliance Objectives for States, Territories, Tribal Nations, and Local Governments NIMS Compliance Objectives S t a t e / T e r r i to ry T r i bal N a t ion L o ca l Govts. Command and Management 31. Incident Command System (ICS): Manage all incidents/ planned events in accordance with ICS organizational structures, doctrine and procedures. ICS implementation must include the consistent application of Incident Action Planning (IAP), common communications plans, implementation of Area Command (AC) to oversee multiple incidents that are handled by separate ICS organizations or to oversee the management of a very large or evolving incident that has multiple incident management teams engaged, and implementation of unified command (UC) in multi-jurisdictional or multiagency incident management, as appropriate. 32. Multi-agency Coordination System (MACS): Coordinate and support emergency management and incident response Objectives through the development and use of integrated multi-agency coordination systems, i.e. - develop and maintain connectivity capability between local Incident Command Posts (ICP), local 911 Centers, local Emergency Operations Centers (EOCs), the State/Territorial EOC and Regional and/federal EOCs and NRF organizational elements. 33. Public Information: Institutionalize, within the framework of ICS, Public Information, [e.g., Joint Information System (JIS) and a Joint Information Center (JIC)] during an incident/planned event. 34. Ensure that Public Information procedures and processes can gather, verify, coordinate, and disseminate information during an incident/planned event. 35. New FY08: Utilize access control measures during an incident, as appropriate Total Command and Management Objectives 5 5 5 Total New FY08 Command and Management Objectives 1 1 1 9 of 9