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HomeMy WebLinkAboutRES 360 Draft 01 2006-2008 ~+tY Ot M4 COUNTY OF HAWAII STATE OF HAWAII T~ Of ~M'~ RESOLUTION NO. 360 07 RESOLUTION AUTHORIZING THE OFFICE OF THE MAYOR TO ENTER INTO AN AGREEMENT WITH THE STATE OF HAWAII DEPARTMENT OF DEFENSE, STATE CIVIL DEFENSE, PURSUANT TO HRS 46-7, FOR THE FY 2007 HOMELAND SECURITY GRANT PROGRAM WHEREAS, the State of Hawaii Department of Defense, State Civil Defense has been awarded the FY 2007 Homeland Security Grant Program (HSGP) funds from the Department of Homeland Security; and WHEREAS, these funds, being granted to the Hawaii County Civil Defense Agency, are provided to prevent, deter, respond to, and recover from threats and incidents of terrorism; and WHEREAS, the FY 2007 HSGP funds integrates funding for three programs for Hawaii County: 1) State Homeland Security Program (SHSP); 2) Law Enforcement Terrorism Prevention Program (LETPP); and 3) Citizen Corps Program (CCP); and WHEREAS, SHSP supports building and sustaining capabilities through planning, equipment, training, and exercise activities and helps to implement the strategic goals and objectives included in Homeland Security Strategies; and WHEREAS, the SHSP supports activities within all four homeland security mission areas as well as the National Priorities identified in the National Preparedness Goal; and WHEREAS, the LETPP builds law enforcement capabilities to prevent terrorist attacks and provide law enforcement and public safety communities with funds to support critical prevention activities; and WHEREAS, the Citizen Corps Program support the Citizen Corps Councils with efforts to engage citizens in personal preparedness, exercises, ongoing volunteer programs, and surge capacity response, in order to better prepare citizens to be fully aware, trained, and practiced on how to prevent, protect/mitigate, prepare for, and respond for all threats and hazards; and WHEREAS, Hawaii Revised Statutes, Section 46-7, requires that county departments obtain the consent of the council to enter into agreements with the federal or state governments respecting action to be taken pursuant to any of the powers granted by law to furnish, expend, and receive any funds or other assistance in connection with projects being or to be undertaken pursuant to those powers. NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE COUNTY OF HAWAII, in accordance with section 46-7, Hawaii Revised Statutes, that the Mayor of the County of Hawaii is authorized to execute, on behalf of the County, the Memorandum of Agreement with State Civil Defense, attached hereto and incorporated herein by reference as Exhibit "A", to enable the County of Hawaii to use these funds for the State Homeland Security Program, the Law Enforcement Terrorism Prevention Program, and the Citizen Corps Program. BE IT FURTHER RESOLVED that the Mayor of the County of Hawaii is authorized to sign the above-referenced agreement and any related documents on behalf of the Office of the Mayor and the County of Hawaii pursuant to the Hawaii County Charter. BE IT FURTHER RESOLVED that the County Clerk of the County of Hawaii shall transmit copies of this resolution to the Office of the Mayor, the Finance Department, the Hawaii County Civil Defense Agency, and the State of Hawaii Department of Defense. Dated at xilo ,Hawaii, this 7tn day of November , 2007. INTRODUCED BY: COUNCIL MEMBER C UN O HAWAII COUNTY COUNCIL ROLL CALL VOTE County of Hawaii AYES NOES ABS EX Hilo, Hawaii FORD X I hereby certify that the foregoing RESOLUTION was by the HIGA X vote indicated to the right hereof adopted by the COUNCIL of HOFFMANN X the County of Hawaii on November 7 2007 IKEDA g JACOBSON X ATTEST NAEOLE X PILAGO X YAGONG X YOSHIMOTO X 8 ~ 1 ~ R ference C-711/F'C-188 COUNTY CLERK CHAIRMAN ESOLUT[ON NO. 360 O'7 Memorandum of Agreement For FY 2007 Homeland Grant Program ARTICLE I -PROGRAM DESCRIPTION This year marks the second grant cycle in which grants have been aligned to the National Preparedness Goal to shape National Priorities and focus expenditures. This common planning framework and the Target Capabilities define how prepared we are, how prepared we need to be, and how we prioritize efforts to close that gap. FY 2007 Grant overview is shown in Attachment 1. Sub grantee is the entity receiving FY 2007 Homeland Security Grant funding. ARTICLE II -AUTHORITIES The Statutory authority for the FY 2007 Homeland Security Program is supported under the Department of Homeland Security Appropriations Act of 2007 (Public Law 109-295). State Civil Defense and sub grantee shall follow the guidance listed in the program title fisted in the Catalog of Federal Domestic Assistance (CFDA) at http://12.46.245.173/pls/porta130/CATALOG. PROGRAM TEXT_RPT.SHOW?p_arg_names=prog_nbr&p_arg_values=97.067. The CFDA number for FY 2007 HSGP is 97.067. ARTICLE III -PERIOD OF PERFORMANCE The Period of Performance shall be thirty-six (36) months from the effective date of the grant award: July 1, 2007 through June 30, 2010. Sub grantee shall not incur costs or obligate funds for any purpose pertaining to the operation of the program or any related program project or activities beyond the expiration date of the period of performance. ARTICLE N -AMOUNT AWARDED AND DISTRIBUTION This agreement for the FY 2007 State Homeland Security Program funds supports the objectives below: Expenditures of all grant funds must be allocated against the Implementation Strategy for Hawaii Homeland Security and/or the Urban Area Security Initiative Homeland Security Strategy. Sub grantee is required to complete an initial Detailed Budget Worksheet and an Initial Strategy Implementation Plan identifying the use of the fund. Once approved the Department of Homeland Security, Preparedness Directorate, Grants and Training must approve changes to the Detailed Budget Worksheets and the Initial Strategy Implementation Plan prior to committing funds. Attachment 2 provides an allowable cost matrix showing the authorized program expenditures by program, planning solution and category for sub grantee. In addition to supporting the equipment categories shown in Attachment 2, the grant funds may be used to support training, FY 2007 Homeland Security Grant Program EXHIBIT "A" Memorandum of Agreement exercises and planning. Sub grantee may use funds to hire program personnel to support the management of the grant; overtime is authorized to support the sub grantee training and exercise program; travel, supplies and contractual services associated with implementing the State and/or Urban Area strategies. All funds may only be allocated against the Investments by program funding as shown at Attachment 3. A synopsis of the enhancement plan supporting each investment allocated for FY 2007 Homeland Security Grant is shown at Attachment 4. Sub grantee is authorized to use up to 3% of the Homeland Security Grant Program funds for maintenance and administrative costs for administering the grant program. Sub grantee is not permitted to sub grant funds to another agency. ARTICLE V -COST-SHARE/MATCH There is no cost-share or match required for these grant funds. If expenditures exceed the maximum amount of funding, sub grantee shall pay the costs in excess of the approved budget. ARTICLE VI -MAINTENANCE OF EFFORT/SUPPLANTING OF FUND The purpose of these funds is to support sub grantee to improve or enhance sub grantee's ability to prevent, deter, respond to, and recover from threats and acts of terrorism program activities. The funds shall be used to supplement and shall not be used to supplant funding dedicated to this effort. ARTICLE VII - ADMINISTRATNE COST RESTRICTION The Homeland Security Grant Program funds cannot be transferred between programs nor can the funds be transferred between investment without prior approval. ARTICLE VIII -REQUEST FOR ADVANCE Provided previous grant funding (FY 2004, FY 2005, and 2006 funds) are 100 percent encumbered sub grantee is permitted to request an advancement of the FY 2007 funds up to 90 days prior to expenditure. The FY 2007 State Homeland Security Program funds may be placed in either an interest-bearing or non-interesting bearing account. Funds placed in an interest-bearing account where interest earned is in excess of $100.00 for all federal grants must be returned to the Department of Health and Human Services. Interest earned must be reported by sub grantee in quarterly report. Prior to receipt of the advancement, sub grantee is required to prepare an Operational Expenditure Plan that identifies when funds are expected to be expended by quarter. State Civil Defense will authorize the advancement of funds based on a Quarterly Cash Advance Request and Report. State Civil Defense will coordinate the Operational Expenditure Plan on a quarterly basis with sub grantee and make adjustments in the cash advance based on expenditures and cash flow. Advancements will be made payable by check to the sub grantee / journal voucher to the sub grantee on a quarterly basis provided appropriate documentation of payments made are submitted to State Civil Defense. FY 2007 Homeland Security Grant Program Memorandum of Agreement If quarterly reports are not filed, the advancement will be delayed or suspended. If an advancement is not requested, payments will be made to sub grantee based on a reimbursement provided required documentation is submitted to State Civil Defense. ARTICLE IX -FINANCIAL REPORTS FINANCIAL STATUS REPORT: State Civil Defense shall submit financial reports (Financial State Report (SF-269) to the Office of the Comptroller within 30 days after end of each quarter. A final financial report for the grant is due 90 days after the close of the grant. Sub grantee is required to provide a status report to State Civil Defense on a quarterly basis so as to allow compliance with the Department of Homeland Security Grants and Training reporting requirements. REPORT SUBMISSION: Sub grantee shall submit quarterly reports to State Civil Defense, Attn: Homeland Security Officer, Anti-Terrorism Planner by the 5th day of the month following the ending of each quarter. Semi-annual Biannual Strategy Implementation Reports are due to the Office for Domestic Preparedness on June 30th and December 31st. Sub grantee is required to submit changes in to the Detailed Budget Worksheet as the changes may have an impact on distribution of funds by program discipline and category. ARTICLE X -OTHER When deemed appropriate and in the best interest to the State, State Civil Defense will request extensions to the grant performance from the Department of Homeland Security. During the grant period, additional funds may be made available to Sub grantee, specifically as the grant is being closed out and time is critical to encumber funds. Conversely, there may be instances where funds are required to support state wide goals and objectives. If such a situation arises and funds are required, no funds will be withdrawn without coordination with the sub grantee. FY 2007 Homeland Security Grant Program Memorandum of Agreement APPROVED/DISAPPROVED: ROBERT G. F. LEE HARRY KIM Major General, HING Mayor, County of Hawaii 65~~ Date Date APPROVED AS TO FORM: MICHAEL VINCENT Date Deputy Attorney General FY 2007 Homeland Security Grant Progam Memorandum of Ageement FEMA's National Preparedness Directorate • FY-2007 Grants Overview The preparedness programs administered by the National Prepaedness 1irectorate within FEMA all support the achievement of the National Prepazedness Goal and the National Priorities, the b1ffiding and sustA~*~*ncnt of capabilities over the long-tem?y and the implementation of a common framework grounded in capabilities-based planning. Although each program has been designed to support a specific purpose, the policy priorities driving each program are mutually. reinforcing and ultimately contribute to raising the prepazedness baseline nationally. These programs can be grouped into two broad categories: (1) overarching homeland security programs that provide funding for a broad set of activities in support of the four homeland security mission areas and the Goal; and, (2) targeted infrastructure protection programs for specific critical infrastructure protection initiatives within identified jurisdictions. OVERARCHING HOMELAND SECURITY GRANT PROGRAMS These arewide-reaching programs that fiord Piaanu?g, °rgantzatt°n> eclmPment, traznmg, and exercise activities in support of the Goal and related national doctrine, such as the National Incident Management System (NIMS), National Response Plan (NRP), and the National Infrastructure Protection Plan (NIPP). Funds through these programs provide critical assistance to state and local homeland security efforts, and can be leveraged to Support resources available through other assistance programs that center on infrastructure protection activities. The State Homeland Secnrity Program (SHSP) supports building and sustaining capabilities at the state and local levels through planning, equipment, training, and exercise activities and helps states to implement the strategic goals and objectives included in state homeland security strategies. The SHSP supports activities within all four homeland security mission areas as well as the National Priorities identified in the National Preparedness Goal This program Provides fitnding to all 56 states and territories based on a combination of foantiila, risk, and effectiveness. The Urban Areas Security Initiative (UASI) addresses the unique multi-disciplinary planning operations, equipment, training and exercise needs ofhigh-threat, high-density urban areas, and assists them in building and stir A;,,;.,g capabilities to prevent, protect against, respond to, and recover from threats or acts of terrorism. This program provides funding to high-risk urban areas based on risk and effectiveness. The Law Enforcement Terrorism Prevention Program (LETPP) builds state and local law enforcement capabilities to prevent terrorist attacks and grovide law enforcement and .public safety communities with fiords to support critical prevenion activities. This program provides funding to all 56 states and territories based on a combination of formula, risk, and effectiveness. The Citizen Corps Program (CCP) supports Citizen Corps Councils with efforts to engage citizens in personal preparedness, exercises, ongoing volunteer programs, and surge capacity response, in order to better prepare citizens to be fully aware, trained, and practiced on how to prevent, protect/mitigate, prepare far, and respond to all threats and hazards. This program provides fimding by formula basis to all 56 states and territories. 1 Attachment 1 FEMA's National Preparedness Directorate • FY 2007 Grants Overview The Metropolitan Medical Response System (MMRS) program assists designated local, metropolitan areas to sustain and further enhance regionally integrated all-hazards mass casualty prepazedness and response capabilities to achieve: adequate progress in meeting designated target capabilities; increased integration with statewide mass casualty initiatives and capabilities; and effective coordination with mutually supporting program guidance from the Depaztment of Health and Human Services and other relevant federal agencies. This program provides funding by formula basis to 124 MMRS jurisdictions. The Emergency Management Performance Grants (EMPG) program assists state and local governments to sustain and enhance the effectiveness of their emergency management program. This program provides funding by formula basis to a1156 states and territories as well as the Federated States of Micronesia and the Republic of the Mazshall Islands. The Assistance to Firefighters Grant (AFG) program provides resources directly to fire departments and nonaffiliated emergency medical services (EMS) organizations to obtain critically needed equipment, protective geaz, emergency vehicles, training, and other resources needed to protect the public and emergency personnel from fire and related hazazds. This program provides funding competitively to fire departments or nonaffiliated EMS organizations that aze operating in the 56 states and temtories. The Fire Prevention and Safety Grants (FP&S) provide support for funding efforts to mitigate incidences of deaths and injuries caused by fire and fire-related hazards especially in high-risk tazget groups such as children, adults over 65, and firefighters. In addition, FP&S supports Firefighter Safety Research and Development activities. This program provides funding competitively to fire departments and fire prevention and firefighter safety reseazch organizations. The Staffmg for Adequate Fire and Emergency Response (SAFER) grants help fire departments increase the number of frontline firefighters. The goal is for fire departments to increase their staffing and deployment capabilities and ultimately attain 24-hour staffing, thus assuring that their communities have adequate protection from fire and fire-related hazards. This program provides funding competitively to fire departments that are operating in the 56 states and territories. The Commercial Equipment Direct Assistance Program (CEDAP) transfers equipment duectly to smaller jurisdictions in azeas of equipment they have not previously been able to acquire through other sources. This program provides funding competitively to smaller emergency responder agencies and departments that would otherwise experience difficulty acquiring needed equipment and technology. INFRASTRUCTURE PROTECTION PROGRAMS Targeted infrastructure protection programs include grants for specific activities that focus on the protection of critical infrastructure, such as ports, mass transit, highways, rail transportation, etc. These funds support the development and sustainment of critical infrastructure protection FEMA's National Preparedness Directorate FY 2007 Grants Overview capabilities. DHS continues to work with states, local jurisdictions, and the owners and operators of critical infrastructure to align their infrastructure protection efforts with national-level critical infrastructure protection priorities and to reinforce activities funded through federal department and agency budgets and other homeland security grant programs. The Transit Security Grant Program (TSGP) creates a sustainable, risk-based effort for the protection of critical transit infrastructure from terrorism, especially explosives and non- conventional threats that would cause major disruption to commerce and significant loss of life. Funding is provided to owners and operators of the nation's critical transit infrastructure, including rail, intracity bus, ferry systems, and Amtrak. For the highest risk urban areas, this funding is provided as a regional allocation; for other urban areas, funding is awazded on a competitive basis. The Port Security Grant Program (PSGP) creates a sustainable, risk-based effort for the protection of critical port infrastructure from terrorism, especially explosives and non- conventional threats that would cause major disruption to commerce and significant loss of life. This program provides funding competitively to eligible parts. In FY 2007, the pool of eligible PSGP applicants was expanded to reflect the changes required by the SAFE Port Act, which states that all entities covered by an Area Maritime Security Plan (AMSP) may submit an application for consideration. However, Congress also specifically duetted DHS to continue its efforts to allocate grant funds to the highest risk ports. In support of this, the FY 2007 PSGP includes 102 specifically identified critical ports, representing 95 percent of the foreign waterborne commerce of the United States as eligible to apply for funding. Based on U.S. Coast Guard recommendations, these 102 ports were aggregated into 72 discreet port funding areas to reflect geographic proximity, shared risk and a common waterway. All other ports covered by an AMSP aze eligible to apply for grants from a PSGP funding pool created for ports identified as a lower risk. The Intercity Bus Security Grant Program (IBSGP) creates a sustainable program for the protection of intercity bus systems and the traveling public from terrorism, especially explosives and non-conventional threats that would cause major loss of life and severe disruption. Program priorities include facility, driver and vehicle security enhancements; emergency communications technology; coordinating with local police and emergency responders; training and exercises; and passenger and baggage screening programs in defined UAST service azeas. This program provides funding competitively to eligible charter and fixed route intercity bus systems servicing UASI urban areas. In FY2007, a two tier funding structure was introduced. Tier 1 applicants have over 250 over-the-road buses and are eligible for $8,150,000. All other bus companies are placed in Tier 2 and aze eligible for $3,490,000. The Trucking Security Program (TSP) sustains the Highway Watch® Program to enhance homeland security through increased vigilance and awazeness on the Nation's highways. The grant priorities of the Trucking Security Program include participant identification and recruitment; ensuring that the Highway Watch Program addresses homeland security and safety issues in conjunction with the National Preparedness Goal; and maintaining afull-time Highway Watch Call Center. This program provides funding to the American Trucking Associations. FEMA's National Preparedness Directorate FY 2007 Grants Overview The Buffer Zone Protection Program (BZPP) supports the development and implementation of Buffer Zone Plans for prevention and protection activities outside perimeter of critical infrastructure sites. The program provides funding to build security and risk-management capabilities to secure critical infrastructure, including chemical facilities, nuclear and electric power plants, dams, stadiums, azenas and otherhigh-risk areas. This program provides funding to states and territories with eligible critical infrastructure and key resource (CI/KR) sites. TRAINING PROGRAMS The Competitive Training Grant Program (CTGP) supports innovation national preparedness training programs that emphasize across-disciplinary approach to training, partnerships to maximize program impact, and strong program performance measures. CTGP training initiatives complement other training offered by NPD's National Domestic Prepazedness Consortium (NDPC), other training partners, as well as other federal agencies. This program provides funding for national preparedness training initiatives that further the DHS mission of preparing the nation to prevent, protect against, respond to, and recover from incidents of terrorism involving weapons of mass destruction or other catastrophic events. LIFECYCLE OF A GRANT NPD administers a wide range of grant programs, which generally have a common lifecycle that can be divided into five broad phases: program development, application submission and review, awazd processing, implementation, and evaluation. Grant programs are resourced through DHS appropriations. Frequently, the congressional language also includes requirements on program scope, awazdees, and deadlines. For example, appropriations language has typically required that program guidance for the Homeland Security Grant Program be released within 45 days of appropriations being enacted; that states pass through 80 percent of grant funds under certain programs to local units of government; and that funds be allocated based on risk and effectiveness. Phase 1: Program Development and Eligibility Determinations. The program development phase typically begins in the third quarter of the previous fiscal yeaz, particulazly for programs with congressionally mandated deadlines during the first quarter. During this phase, the program office develops guidance to effectively communicate to applicants the program purpose, priorities, and requirements related to implementation. Once congressional guidance is finalized, the program development phase accelerates, ensuring that any new requirements are incorporated into the process. Program development process input from federal, state, and local partners on both strategic priorities for the programs as well as tactical guidance on allowable activities. The guidance is subsequently circulated through the Department via the Exec Sec process for review and comment prior to public release. Another critical element of this phase is the determination of eligible applicants forrisk-based programs, based on the Department's risk analysis. The Department must have leadership approval of and publicly identify the candidates eligible to apply for funds must be identified. This eligibility detemunation requirement is applicable to such programs as the Urban Areas Security Initiative, Transit Security Grant Program, and the Buffer Zone Protection Program. 4 _ FEMA's National Preparedness Directorate FY 2007 Grants Overview Phase 2: Application Subaussion and Review. Once program guidance and application requirements aze released publicly, eligible applicants can submit applications for funding. DHS relies primarily on the grants.gov website to receive applications. Some programs-such as the Emergency Management Performance Grant Program-have formula-based allocations and do not require competitive review processes. In these cases, the application requirements aze minimal and the application period will be shorter in order to accelerate the release of funds to the grantee. In other instances, applications involve more detailed submissions by applicants and involve a review process that includes federal, state, and/or local officials. Both the application period and the review period for competitive programs tend to be longer given their increased complexity. For example, under the Homeland Security Grant Program, applicants have 90 days in which to submit applications and DHS has 90 days in which to evaluate the submissions and announce final allocations. Phase 3: Allocations and Award Processing. Department leadership makes the final determination on allocations under the competitive programs. These decisions may involve input both from the application review process and the risk analysis. Upon review and approval of the allocations, final amounts maybe announced publicly to applicants. At that point, the program office can begin the process by which funds are awarded to the grantee. This grant awazd process takes approximately 30 days, involving input from several components within the program office (e.g., program staff, grant operations, budget office, and legislative affairs). Phase 4: Implementation. Grantees spend the grant awazd in accordance with the allowable activities scoped in the program guidance. They submit financial reports quarterly and progress reports on implementation semi-annually. Periods of performance typically range from 1-2 years, depending on the program. Phase 5: Evaluation. Evaluation is conducted throughout the entire grant cycle. Data and trend analysis of grant reporting and monitoring inputs is completed annually. Feedback is also obtained on development, application review, and allocations from federal, state, local, and private partners through a formal after-action process. Several other meetings and conferences are held throughout the year to gain stakeholder feedback on all phases of the grant process. 5 U.S. DEPARTMENT OF HOMELAND SECURITY I HOMELAND SECURITY GRANT PROGRAM Table 5 - FY 2007 Allowable Cost Matrix - Public education & outreach Develop and implement homeland security support programs and adopt ongoing DHS National Initiatives Develop and enhance plans and rotocols Develop or conduct assessments Establish, enhance, or evaluate Citizen Corps related volunteer ro rams Hiring of full- or part-time staff or contracUconsultants to assist with planning activities (not for the purpose of hiring public safety personnel fulfilling traditional public safe duties Conferences to facilitate planning activities Materials required to conduct planning activities Travel/per diem related to planning activities Overtime and backfill costs (IAW operational Cost Guidance) Other project areas with prior approval from GST A-1 Attachment2 ~,f ~-~y, .'a ~ ,~3' - U.S. DEPARTMENT OF HOMELAND SECURITY I HOMELAND SECURITY GRANT PROGRAM • . r • r ~ r 11 •r u r ~ • ~ • n rr - n • ~ r r ~ ~ r r r r r r • • r. Overtime for information, investigative, and intelligence sharing activities (up to 25 percent of the allocation Reimbursement for select operational expenses associated with increased security measures at critical infrastructure sites incurred during periods of DHS- declared Code Oran e Hiring of full- or part-time staff or contractors for emergency mana ement activities Hiring of contractors/consultants for participation in informationMtelligence analysis and sharing groups or fusion center activities (limited to 25 ercent of the allocation . - r r . Personal Protective Equipment Explosive Device Mitigation and Remediation Equipment CBRNE Operational Search and Rescue Equipment Information Technology Cyber Security Enhancement E ui ment Interoperable Communications E ui ment Detection Equipment Decontamination Equipment Medical Supplies and Limited Pharmaceuticals Power Equipment CBRNE Reference Materials CBRNE Incident Response Vehicles A-2 u U.S. DEPARTMENT OF HOMELAND SECURITY I HOMELAND SECURITY GRANT PROGRAM ~ ~ ~ 11 ~ • • r n ~ u u ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Terrorism Incident Prevention E ui ment Physical Security Enhancement ` E ui ment Y Ins ection and Screenin S stems Agriculture Terrorism Prevention, ~ Res onse, and Miti ation E ui ment CBRNE Response Watercraft CBRNE Aviation Equipment CBRNE Logistical Support Equipment Intervention Equipment Other Authorized Equipment - Overtime and backfill for emergency preparedness and response personnel attending G&T-sponsored and approved training classes and technical assistance ro rams Overtime and backfill expenses for part-time and volunteer emergency response personnel participating in G&T trainin Training workshops and conferences Full- or part-time staff or contractors/consu Itants Travel Supplies Tuition for higher education Other items Design, Develop, Conduct and Evaluate an Exercise Exercise planning workshop Full- or part-time staff or contractors/consu Itants Overtime and backfill costs, including expenses for part-time and volunteer emergency response personnel artici atin in G&T exercises t Implementation of HSEEP Travel Supplies Other items ~c A-3 U.S. DEPARTMENT OF HOMELAND SECURITY I HOMELAND SECURITY GRANT PROGRAM • ~ 11 n u ~ n ~ ~ ~ ~ ~ ~ ~ • ~ t Hiring of full- or pait-time staff or contractorslconsultants to assist with the management of the respective grant program, application requirements, compliance with reporting and data collection re uirements Development of operating plans for information collection and processing necessary to respond to G&T data calls Overtime and backfill costs Travel Meeting related expenses Authorized office equipment Recurring expenses such as those associated with cell phones and faxes during the period of erformance of the rant ro ram Leasing or renting of space for newly hired personnel during the period of performance of the rant ro ram "Only select sub-categories within AEL Categories 3 and 20 are eligible for FY 2007 BZPP funding. These sections include: 3.1.6, 3.2.2, 3.2.3, 3.2.4, and 20.3. t A-4 m C E 5 88,88 8 8 8 8 8 8 8 8 8 8 S g 8 a s ~ ~ ~ ~ ~ ~ ~ ~ e _sso $ s s s s w 8 ~ s s 8 ~ s s ~ ~ ~ s.:~ °ss ~g~~€ a s. ~--E° 8' 2 EE~mW U O ~ m S B=E~y' g v_°s? 6ZV°.~@ 2 O ~e 8 m Sm=B y :°@u J~- Q¢¢ 27 ~'E pp°q LLO W v^ E 6 6 WN 9C4 f ~ y ~ <g w °e s°ss s. o we'2 °s~~s a s mU'u n O 9E 8 Sg S 8 ~mE ~ ~ m mi; g 8q. 88q LLEc $ tl b maE ~ f°~m 6 u= a~ 8 8 8$ 8 °q° ~~~A 3 O~dW E i~, o ~ o r~ 5 ~P. ~ ~ € s 9 w ~ Egg. 3 up a°E e x a a ~ g a:wg q U ~ 0 0 2 5g E E E U V ~ E d ! q - E~ d~ ~ m yw Td° m g t U 3 Y 2 U 7 6 U N U O 0 N N ~Y' STATE OF HAWAII ;5~ , _ . _ FY 2007 HOMELAND SECiI~IT~:; GRANT INVESTMENT NARRATIVES _ TO SUPPORT FUNDING DISTRIBUTIQN EXTRACTED FROM FY 2007 Homeland Security Grant Application Attachment 4 Preparedness Disaster Public Information, and Preparedness Education. , Investment 3" Our goal is to create, during the next five years, a `culture of preparedness' in Hawaii that will inspire and motivate individuals, families, businesses, faith based and community service organizations, and government agencies at all levels -county, state, and federal - to prepare and exercise plans for dealing with disasters, natural and man-made, including acts of terrorism. Hawaii's celebrated `Aloha Spirit' - a tradition of helping and sharing -will form the emotional and cultural framework for this endeavor. A key element is the recruitment and training of volunteers who will develop and nurture this personal preparedness effort at the grassroots community level and, at the same time, learn to address the prepazedness requirements of people with special needs in their communities. This Disaster Public Information Education initiative is vital to Hawaii, an island state situated nearly 25 hundred miles from the United States Mainland. Katrina and Rita taught us we must work hazder, and smarter, and do a better job at mazketing public awareness and preparedness. At the same time we must work in coordination with other emergency management and response agencies to provide fast, accurate, reliable information to the public when disaster threatens or strikes. Integrating Citizen Corps into all facets of public information and education will allow us to attain our goal of creating `culture of prepazedness' in our state. This initiative supports Emergency Support Function # 15 on the National Response Plan and follows the plans guidance concerning the immediate establishment of a VJIC during a crisis or disaster. This initiative supports the National Incident Management System by providing an effective, incident driven public information function. Through it's use of a web based Virtual Joint Information System to enhance and augment daily communication among and between government and private industry public personal information offices, and the fact that this same system functions equally well as an immediate Virtual Joint Information Center when an incident occurs, this initiative strengthens information shazing and collaboration capabilities. Achieving this goal is necessary to protect Hawaii's population of more than 1.2 million residents, plus 140,000 visitors on any given day, who are spread out over seven populated islands stretching hundreds of miles across the central Pacific Ocean. An estimated 30-percent of Hawaii's population is made up of people with special needs including: those with vision and hearing impairments, people with mobility problems, residents of nursing facilities and care homes, the developmentally disabled, those recovering from a accident or illness, and the elderly (which is the fastest growing segment of Hawaii's population.) We intend to reach this goal in coordination with our partners, including governmental and private agencies and the news media, through the expansion of organized volunteer programs. We will rely heavily on Citizen Corp and the development of Community Emergency Response Teams in all communities -geographical, social, and cultural -across the state. These and other volunteer groups will serve as a conduit from Hawaii's Civil Defense system to people on every island in the state. The importance of personal prepazedness, and how to practice it, will be brought to the doorstep of all residences, businesses, and other organizations in every community. These same volunteer groups will conduct ongoing outreach programs to locate and Hawaii Apri12007 50 Preparedness I~lsasf~~P4nU11e:I~forma~io~=and~Fepa~ednessvEdt~cati~~,~., r,-;' ~_In~esk~en~3; make contact with people with special needs in each community, helping to prepare them for disasters or emergencies, and assisting them when disaster strikes. Public Awareness future challenges and priorities support sustained activities in several azeas: ? promote the value of disaster risk reduction and public awareness; ? public education and professional training as primary tools; ? closer partnerships between disaster managers and the media; ? promote public awareness campaigns and public events; and ? Using multiple interests to publicize risk issues and public awazeness. To accomplish these activifies, through this initiative State Civil Defense will work with Citizen Corps Neighborhood Watch to provide added security at harbors; include awareness for the law enforcement conununity to identify priority messages for targets public awareness caznpaign focusing on reporting of suspicious activities related to terrorism; establish regional and local strategies to increase terror-related public awazeness through the media outlets and citizen corps; continue to promote and sustain Citizen Corps councils in each region; develop and execute a state-level media and communications campaign to promote preparedness; conduct regional train-the-trainer classes to expand the capabilities of Citizen Corps and Community Emergency Response Teams, to include complementing the Shelter Awareness Program and involving special population groups in all facets of preparedness. Hawaii Apri12007 51 Prevention The long (ten year) and short term (two to five yeazs) strategy for the implementation of the State and County Law Enforcement Operations investments aze to provide tools and equipments, programs and training to enhance interoperabilitybettyeen state, and state and local law enforcement agencies; to provide the various agencies with the capabilities to respond to any type of hazazd whether natural or manmade, individually and collectively. As mentioned before, the primary law enforcement first response rests with the regional/countyfurisdictions. The principle law enforcement capability for the State of Hawaii currently rests primarily on individual counties located on different islands that make up the State of Hawaii. The State of Hawaii's current ability to provide law enforcement and disaster management response over multi jurisdictions or statewide is very limited. This investment will also address the following capability specific national priorities by Strengthening Information Sharing; Collaboration (Intelligence/Information Sharing & Dissemination; Law Enforcement Investigafion and Operations {Prevent Mission Area}); Interoperable Communications (Interoperable Communications {Common Target Capability}); CBRNE Detection, Response, and Decontamination (CBRNE Detection {Prevent Mission Area}; Explosive Device Response Operations {Respond Mission Area}; WMD/Hazazdous Materials Detection, Response, and Decontamination {Respond Mission Area}); and Prophylaxis (Mass Prophylaxis {Respond Mission Area}) capabilifies. In addition, the California Integrated Seismic Network (CISN) is integrated, providing region wide earthquake information. To address the needs of the various law enforcement agencies throughout the state, the following capability requirements have been identified: (a) Specialized Law Enforcement Training: Training in special weapons and tactics/ disaster response (b) Communications infrastructure includes interoperable communications to connect seamlessly to Federal, State, and Local government agencies including Satellite communications to ensure stand alone communications in the event of statewide infrastructure collapse. (c) Communications: Equipped with all necessary command and control and communications systems (including the new 700 MHz radio system) to enhance their capability to conduct a variety of statewide law enforcement and homeland security activities. (d) Specialized information management tools to support law enforcement operations. (e) Continue to develop, train, and exercise the Ready Reaction Force. (f) Statewide EOD capability. (g) Improved border security. (h) Improved harbor security, both on water and land. (i) Surveillance and security of critical infrastructure. (j) Rapid statewide deployment of law enforcement resources. (k) Fusion Center Hawaii Apri12007 34 Prevention The law enforcement at the State level is comprised of the Depamnent of Public Safety Sheriff's Division, investigators from the Department of the Attorney General, Department of Land and Natural Resources Division of Conservation and Resources Enforcement and Department of Transportation Harbor Police. These departments have formed the State Law Enforcement Coalition to provide law enforcement leadership at the state level. The SLEC RRF was developed as astate-wide deployable unit to address the priority needs in law enforcement investigation, operations, and communications. The RRF strengthens the state's ability to effectively prevent, protect, respond, and recover from a terrorist or naturdl disaster event state-wide; increases the state's interoperable communications capabilities as well as its CBRNE detection, response, and interdiction; and coordinates and provides various specialized security missions. The State of Hawaii is comprised of seven islands divided into four Counties. The natural barriers of open ocean serve to protect but also isolate each island, which currently requires each county to be equipped with standalone capabilities. Prolonged law enforcement support during a crisis will tax the three smaller populated counties beyond their capacity in very short order. The state's 1.4 million population combined with an annual 8 million transit population (tourism) creates a remarkable situation where less than 3,000 sworn law enforcement officers statewide aze available to meet our state and federal goals to provide counter-terrorism and/or natural disaster assistance. The current law enforcement resources (ratio 3,100 citizens per Officer) and level of training as well as equipment support to meet these goals are inadequate to handle any lazge or long term incident without combined statewide assistance. Because of these demographics, it is very important that initial response capability be provide neaz term to all law enforcement agencies throughout the state. This initial response capability would incorporate basic communications equipment that is interoperable amongst all state agencies to ensure law enforcement officers in the field can reach back and communicate to multiple agencies both locally and at the state level. Secondly, the State Law Enforcement Coalition currently has the primary responsibility to provide a Ready Reaction Force in the event of any major law enforcement action or natural disaster in the Port of Honolulu and overtime will be the principal state law enforcement agency to deploy as the primazy backup to a county/local law enforcement agency. It is vital to the long term State of Hawaii's long term strategy that SLEC become the preeminent state law enforcement agency with a full range of equipments and capabilities that will allow an effective response to any ALL HAZARD crisis. We have identified four primary projects that are critical to the successful execution of law enforcement operations and which form the basis for the development and implementation of the State's long term strategic law enforcement plan. We propose (1) the Hawaiian Waters Maritime Patrol Enhancement (HWMPE): to provide four patroUresponse vessels for an all hazazd tactical response/insertion capability; (2) Ready Reaction Force Enhancement: to provide material improvements for the protection of Hawaii's Critical Infrastructure as well as for improvements in interoperability between the RRF and other state and local law enforcement agencies when responding to a terrorist or other all hazazds incidents; (3) Communications and Field Reporting (CFR): to provide increased multi-agency information exchange and interoperability by implementing law enforcement mobile data shazing to include COPLINK; and (4) Explosive Ordinance Device Hawaii Apri12007 35 Prevention Mitigation and Remediation (EOD M&R), to develop a robust CBRNE Detection, Response, and Decontamination capability. The vazious statewide law enforcement agencies today have basic/limited capabilities. The sum of the investments will have an exponenfial affect on the total Law Enforcement Operations capability; faz more than by just adding the capabilities of the individual investments. To illustrate; (1) HWMPE vessels will replace the most maintenance intensive vessels and will also provide a capability to meet DLNR's commitment to the SLEC, RRF, and other Law Enforcement Agencies (including the USCG) for a rapid armed tactical response and response to natural disasters; (2) RRF: Currently the SLEC RRF is DHS certified at SWAT LEVEL III, with training and certification in Less Lethal and Noise Flash Diversion and Chemical Devices (NFDD), Counter-Sniper and Basic Crisis Negotiation and with a Law Enforcement Canine (K9) unit certified in explosive/drug detection and fugitive apprehension that has trained in SWAT and K9 Interaction During Deployment (SKIDD). However there is a limited ability to intemperate with other state agencies and operates virtually as astand-alone agency (3) CFR: Currently, we have no existing capability to shaze communications or data so cleazly the ability for the rural law enforcement activities to directly communicate and operate with all the other counties and the state will have a significant multiplying effect on individual as well as overall state capability particulazly if we experience a lazge scale emergency; and (4) EOD M&R: Throughout the State, there is limited individual law enforcement agency capabilities in EOD response, this investment takes the first step to develop a robust state-wide integrated ability with SLEC/RRF to respond at every level and in every locale. Investing in EOD will eliminate reliance on scazce military EOD resources. Hawaii Apri12007 36 Response Emergency Preparedness for Mass Casualty and Destructive Events Investment 6 Preparing for any level of mass casualty or destructive event is aimed at developing a comprehensive statewide Fire, Emergency Medical System (EMS), Hazazdous Materials (HazMat), and Urban Seazch and Rescue program that will provide a timely and effective response to routine CBRNE incidents and catastrophic events. Complimenting the EMS and HazMat, continue the building of the state-wide Urban Seazch and Rescue medium capability and better integration of the Metropolitan Medical Response System into all discipline response capability. To prepare agencies to respond to incidents covered by the plan by insuring equipment and procedures for routine operations that can be readily expanded to address lazge scale incidents. Provide additional equipment, training, and exercises to support mass casualty, mass decontamination, and mobile command requirements of catastrophic incidents. To insure effective command and control through incorporation of communications interoperability and use of the National Incident Management System (NIMS) at all levels." Hawaii's emergency management, response, and support agencies have steadily increased the collaborative ability to respond to single and multi-jurisdiction mass casualty and destructive events since 2001. Hawaii's unique geography, with multiple islands sepazated by ocean and rough waters, gives it the chazacteristics of a region; it is not a contiguous state. Hawaii's unique location, in relatively close proximity (when compared to the Mainland US) to Asia, provides multiple opportunities for terrorists to enter the US. On a daily basis, international cargo and fishing vessels visit the State's hazbors and Hawaii's airports receive passengers and freight from foreign countries. Drug traffickers use a combination of large and small ships to transport narcotics in and out of Hawaii. A similar approach can be taken by terrorists determined to bring CBRNE devices into the US to be detonated in Hawaii (e.g., at a highly symbolic Peazl Hazbor) or elsewhere on the Mainland. When assessing these risks from the standpoint of Hawaii's limited response resources, the potential for disaster is high. The occurrence of a lazge destructive or catastrophic event on any island in Hawaii can only be addressed via cooperation among jurisdictions (i.e., islands) and mobilization of their resources and equipment to the affected area. The continued development of a regional rapid response team is the primary need that this initiative seeks to fill with comprehensive statewide Fire, Emergency Medical System, Metropolitan Medical Response System, HazazdousMaterials, and Urban Search & Rescue capability that provides timely and effective response to routine incidents and catastrophic events. Is Hawaii where it wants to be from the standpoint of effective regional response? No. It is moving the right direction? Yes. This initiative ensures that (1) each regional jurisdiction is developing sufficient capability to address incidents without external support for 72 hours and (2) resources can be mobilized and transported across the state as needed to protect lives and property. This will be achieved through improved region-wide management (organizing, leading, planning, and controlling) and execution (coordinated response through well-equipped and trained responders acting as a cohesive and seamless team). Also required aze additional equipment, training, and exercises to support mass casualty, mass decontamination, and mobile Hawaii Apri12007 46 Response Emergency Preparedness for Mass Casualty and Destructive Events Investment 6 command requirements of catastrophic incidents. The ongoing implementation of Hawaii's interoperable communications initiative and NIMS provide the additional command and control requirements to ensure response effectiveness. Presently, in accordance with the National Response Plan, incidents aze addressed by the local level first responders; support comes from other local agencies, State resources, and Federal resources as requested by the Incident Command. Due to the reliance on local resources resulting from physical separation of the jurisdictions by water, Hawaii uses a "bottom up" approach in contingency planning. State/County, Federal Agency, and private sector partnerships provide the basis for planning by establishing protocols and relationships between the various entities. Since Hawaii is geographically separated from the mainland resources, it is critical that adequate capability exists in Hawaii to address all levels of catastrophic events for up to 72 hours. When considering Hawaii's demographics in respect to catastrophic incidents, capability and planning must address the lazge visitor and military populations present in all of the islands. These additional populations have an especially dramatic impact on the three regional "neighbor island" counties (i.e., Kauai, Maui, and Hawaii), where emergency response infrastructure is geared to a relatively small rural population base. Emergency response coordination is currently achieved through collaborative efforts by State, local, federal, and private sector stakeholders. In accordance with the NRP, NIMS, and Hawaii statutes, local response agencies aze responsible for addressing routine incidents. hi the event of catastrophic incidents, the Hawaii's State Civil Defense statutes delineate the responsibility of the various State and local government resources. Hawaii currently possesses resources capable of responding to routine events of a linuted scope. A lazge destructive or catastrophic event will significantly tax Hawaii's resources. However, statewide coordination is improving through the increased cooperation of response entities as a result of guidance from the Department of Homeland Security and the State's commitment to the three Overazching National Priorities. For example, representatives from each agency recently worked together during amulti-day workshop to engage in a statewide capabilities review. In addition, substantial progress has been made with Hawaii's statewide Urban Search and Rescue Team. It provides Light to Medium capability when each island's resources (consisting of approximately 83 personnel) aze combined. Collaboration with California's US&R Task Force 7 for training and planning resulted in a local sustainable Rescue Systems I Training Program for all Hawaii US&R personnel. Collaboration with the National Association for Search and Rescue has resulted in certification of eight canines for disaster search operations. Drills and exercises aze conducted regulazly to develop operational effectiveness. Furthermore, response agencies across the State actively participate in numerous and regularly scheduled joint training and exercises. Hawaii April 2007 47 Response Emergency Preparedness for Mass Casualty and Destructive Events Investment 6 By extending Hawaii's resources through additional inter-agency coordination and collaboration, detailed process planning, refined response plans, agreements with commercial air and sea transport companies, equipment, standard supply caches, mobile supply containers, and sustainable training/exercise programs, first responders will be much better equipped to rapidly and effectively respond to significant incidents anywhere in Hawaii. The statewide focus on NIMS adoption and interoperable communications will also pay dividends. However, due to , limited State and local funding, significant enhancements can only be reasonably attained with assistance from DHS grants. Implementation of this initiative will be achieved by continuing and expanding upon the collaboration among all response agencies, which is led by Hawaii's State Civil Defense Agency. Given the complexity, duration, and cross-jurisdiction/agency collaboration required to successfully implement the initiative, Hawaii will very likely outsource the management of specific initiative components/projects to an independent external team with expertise in executing Large projects. Seasoned project managers wi111ead project teams consisting of top- level managers from the State Emergency Operations Center (such as the Homeland Security Officer and the Logistics Chief), county civil defense agencies, and jurisdiction response agencies. They will also include subject matter experts in CBRNE Detection, EOC Management, Explosive Device Response, Fatality Management, Firefighting Operations, Mass Care, Mass Prophylaxis, Medical Supplies Management and Distribution, Medical Surge, On- Site Incident Management, Responder Safety & Health, Triage and Pre-Hospital Treatment, Urban Search and Rescue, and WMD/Hazazdous Materials Response and Decontamination. A disciplined system of equipment and service procurement using multiple sources of funding has been implemented and refined over the past five yeazs to suit sub-agency purchasing needs. This initiative plays a major role in the accomplishment of six out of Hawaii's ten Homeland Security Strategy goals (each goal is pazaphrased in this section to provide perspective): Goal 1 - To enhance response capability to hazardous situations; Goa12 - To develop a training and exercise program for CBRNE response and recovery; Goal 4 - To improve the ability to preempt terrorism; Goal 5 - To improve integration of health and medical systems with response agencies; Goa19 - To identify assistance that will improve response; and Goal 10 - To integrate NIMS. The thrust of this initiative is predicated upon making substantial progress in the overarching national priorities. The National Incident Management System has been adopted by the State as the management system used for all hazazd response. It is present throughout all planning and a primary focus in all training and exercises. Additional training will be offered to increase expertise; further planning is scheduled to ensure that know-how is incorporated into operational protocol. Hawaii Apri12007 48 Response Emergency Preparedness for Mass Casualty and Destructive Events Investment 6 The National Response Plan is followed in all prepazedness efforts throughout the State. Hawaii's infrastructure plan will mesh with the National Response Plan. Due to the isolated nahue of Hawaii, Regional Collaboration has always been the key to successful prepazedness planning and major incident response. Efforts will continue to build on this teamwork; they will be expanded to cover security and new threat concerns. The integration and partnering with law enforcement, public safety, harbor police, and operators of critical infrastructure, intelligence, and health systems continues to build a more solid program. The effort to connect the law enforcement Ready Reaction Force, Explosive Device Response and Disposal, and the Radiological Ambient investments are critical to ensure a solid response such that the local jurisdiction HazMat teams have the basic knowledge and confidence that these teams will be able to respond, detect, and decontaminate sites in partnership. This is a theme within the State, county, federal and private sector communities. It is important and articulated in the Implementation Strategy Homeland Security Plan. Hawaii Apri12007 49 Preparedness Intei•o~erable Communications Capabilities Deyelopmgntand Enhancement Iny@stgientll The goal for the communication interoperability is to develop, coordinate, and promote cooperative and effective interoperable communications solutions for Public and Public Responders across all levels of government within the State of Hawaii. Essential to all activities and an effective Incident Command and Control is communications, and impacts all Mission Areas; Prevention, Protection, Response, and Recovery. Current efforts seek to create opportunities for communications and information sharing between agencies, to leverage previous investments to provide communications capabilities, and to provide communications interoperabilitybettyeen responders. Long-term goals include an interconnected network of systems with a common standards based communications protocol. To provide governance in seeking this goal, The Hawaii Wireless InteroperabilityNettyork (HWIN) was formed, and serves as a clearinghouse for agency partnerships, and efforts for all agencies to share costly site and backbone development costs. Ongoing efforts and initiatives by HWIN members include: 1) The State of Hawaii Department of Accounting and General Services and U.S. Coast Guazd aze installing the Anuenue, a statewide high capacity digital microwave radio backbone and survivable infrastructure. 2) In downtown Honolulu, the DOJ " 25 Cities" initiafive high speed digital backbone that connects Federal, State and county radio centers to a DOJ provided voice switch for interoperability. 3) The City and County of Honolulu program request for internal funding to refurbish or replace dilapidated radio towers and sites on Oahu. 4) The neazly completed County of Hawaii effort to modernize the system facilities and replace the existing loop microwave system with a modern digital microwave radio system. 5) The County of Maui effort to increase capacity on the existing non-Project 25 compliant 800 MHz system, plan and budget for the replacernent of the existing, soon to be obsolete, analog system with a standazds-based system utilizing existing 800MHz and future 700MHz resources, and to replace old microwave linking equipment with licensed high capacity digital microwave, fiber optic and free space optics links. 6) The State of Hawaii State Law Enforcement Coalition initiative to establish a narrowband 700 MHz conventional repeater system on Oahu for State law enforcement agencies and eventually expand to a 700 MHz trunk radio system. Some of the communication interoperability gaps include: Interconnection of primary Dispatch Centers within the state Interconnection of different sites of a single system Interconnection of different systems using interoperability gateways to allow interoperability different systems Hawaii Apri12007 61 ' Preparedness Iatero~erable Gommnnications Cap. abibt?es Development and: Enhancement _ Investment,ll;;'. Interconnection of different systems using astandards-based inter-subsystem Interface public safety and public service communications infrastructure Communications Interoperability Discussion Responders statewide have a varied range of interoperable communications capabilities, ranging from the use of national and regional 800 MHz mutual aid channels to the use of jurisdiction- wide franked radio systems with system-specific interoperability talk groups. Currently, the radio systems within the State of Hawaii aze not compatible with other jurisdictions, and require responders to carry system specific radios, or radios with multiple protocols. Communications gateway devices are available in vazious locations in fixed and mobile/transportable configurations, and console patch capabilities exist in the various jurisdictions, with limited cross jurisdiction communications resources. The communications capability required includes developing the major system integration and modernization to attain an operable public safety responder wireless environment while simultaneously building out the existing interagency interoperability. This is an ongoing activity and when complete will link all regions and law enforcement communities. This activity also provides the framework of the State's effort to provide a P25 compliant narrowband digital voice 700 MHz tnmked radio system to serve State agencies in the rural counties (County of Kauai, Maui County, and County of Hawaii). This initiative is one of the two supported by the Hawaii Wireless Interoperability Network (HWIN), an executive level coordinating body that brings together local, State, federal, and militazy decision making authorities. The HWIN was formed to develop the strategy and foster the partnerships necessary to develop a system of systems to provide cooperative and interoperable standards-based land mobile radio services to government fast responders in this region. The other HWIN initiative will support the operation and modernization of the existing City and County of Honolulu 800 MHz franked radio system. The current communication interoperability plan will provide radio coverage to azeas in the County of Hawaii, Maui County, and urban Oahu that contain more than 55% of the population of the State of Hawaii. The new statewide P25 compliant system envisioned will leverage existing rural county and State infrastructure where appropriate. The capability also provides desired redundant and complimentary coverage for Oahu, the State's center of commerce, shipping, and transportation and the home to the majority of the State's population. Initial interoperability between the new system and the City and County of Honolulu radio system, which is not P25 compliant, will be via intersystem connection at the baseband, or voice level or via established mutual aid channels. Similar baseband connections will be made to ensure interoperability with existing military and federal franked and conventional systems as well as existing State and local systems. Ultimately, the capability for communications interoperability will be measured by what is affordable, needed, and can be sustained with the minunum number of independent systems. Hawaii Apri12007 62 Preparedness Interoperable Gommunications Capabilities,AevelopmenY_and EnHancement Investment.lU;': To provide a standardized and complimentary system across the state, approximately 40 portable multi-band conventional mutual aid repeaters will be purchased. Major system operability issues exist across the board, affecting all State and County first responders, were identified and quantified by the recent HWIN Wireless Agency System Assessment. System obsolescence and reliability problems parallel the nature and magnitude of those evidenced by the public safety communicafions systems in the Gulf Coast azea that notoriously failed catastrophically in the face of Humcane Katrina. Locally, the physical sepazation and water locked borders of the counties present major challenges to the development of wireless operations across the region. Across the State, all of the rural counties and most State agencies have very limited interoperability or prospects for increasing interoperability with systems currently in place. However, State and County first responders in Hawaii County have interoperabilitybecaase they are all using the same vintage of decades old VHF equipment! The risk of imminent failure is high for them as well as the users of the various disparate and obsolete radio systems employed by State Medicom, and the members of the State Law Enforcement Coalition. Equipment age, limited or poor coverage, lack or unavailability of spares, and insufficient subscriber equipment make these systems marginal and risky for routine use. The replacement of these radio systems is a priority for each individual agency. Unless a cooperative regional solution is forthcoming, these agencies will have no other recourse than to patch and rebuild single user systems. Hawaii's unique geography presents challenges to statewide communications, and responses to critical incidents. Within the state, there aze eight main islands that span approximately 400 miles, and are sepazated by ocean channels ranging in distances of 7 to 72 miles. The terrain includes mountains dividing portions of each island, deep valleys, and limited effective locations for telecommunications facilities. Travel between the islands is only by aircraft or by boat, as there aze no highways connecting the islands. These features create some of the vistas that Hawaii is noted for, and also present obstacles to deployment of systems with 100% coverage within the state. Communications capabilities within each of the jurisdictions is vaned, and range from multi- channel franked systems to stand-alone repeaters and interconnecting base stations. Currently, there aze three counties with franked radio systems operating in 800MHz National Public Safety Planning Advisory Committee (NPSPAC) band. Each of these systems utilizes different analog or digital protocols, and aze not directly interoperable with the other, and the fourth uses a network of single-channel VHF repeaters. Although there are several interoperability gateway devices within the state, many response plans remain franked system-centric, and rely significantly on these systems for interoperable communications. This reliance on franked systems significantly increases the need for scazce channel resources, and places extreme loads during responses to critical incidents. Furthermore, the concentration of responder Hawaii Apri12007 63 Preparedness ,Inferoperaale Communicahgus Capabilities Development and,Enlancement Investuientll communications within a single, proprietary franked system will result in the neaz total loss of communications should that single system fail catastrophically. The demographical context of the communications interoperability includes the entire region comprised of the State of Hawaii and includes the Urban Area Security Initiative designated City and County of Honolulu. All of the first responder communicators within the region are represented on the Hawaii Wireless Interoperability Network (HW1N) Executive Committee. The HWIN partnership and its planning efforts have resulted in development of the direction, or "way ahead" for State and county agencies. The Oahu based City and County of Honolulu tnmked radio system will be supported in a manner consistent with its dominant role within the State while the State and rural Counties will lead the way to a cooperative statewide Project 25 compliant solution. The approach is all-inclusive and seeks over the long term to address the wireless system modernization and network interoperability of all State and County public safety responders. A future capability will extend the cooperative regional deployment of a shared land mobile radio system that will provide radio coverage to the areas and agencies most in need. Radio coverage will be provided to azeas that contain more than 55% of the population of the State. A desired outcome of a statewide Project 25 compliant 12.5 kHz narrowband digital voice franked radio system operating both in the 700 MHz and 800 MHz NPSPAC bands. Additional items that need to be leveraged or created to facilitate the project include: 1) An expected military and State partnership to develop a major radio relay facility on the windwazd side of Oahu for interagency use by all levels of government. 2) Proposed interagency partnerships to build additional radio sites and microwave backbones in each county to support and augment island-wide wireless coverage. 3) Continuing coordination between the HWIN and Federal agency wireless system development efforts to insure that system level interconnects exist to allow for interoperability between the Federal agencies and their State and county counterparts. Executive level oversight and coordination at all levels will be based upon the Hawaii Wireless Interoperabilityhetwork (HWIN) Charter, which has been adopted by Federal, State and county agencies in Hawaii. The Governor and each county Mayor have committed to the partnership, and aze represented on the HWIN Executive Committee. Federal partners have also been included to address Federal Law Enforcement (FBI), Federal Homeland Security (USCG) and Federal Military (Pacific Command J-6) concerns for management of interagency wireless system management and development. Operable, survivable communications and interoperable communications are necessarily interwoven throughout the Implementation Strategy for Hawaii Homeland Security Plan. The overall initiative supports the National Priority Goal of Communications. The statewide Hawaii Apri12007 64 Preparedness Inteioperable Communications CaQabilities Development and Enhancement Igve~ _ ent`T1 700 MHz initiative has been developed with all of the stakeholders over the last two years. Patches have been made to the existing systems to keep them alive. However, to move forwazd and to have dependable, reliable, committed communications, this initiative is a priority. This initiative will provide digital voice radio system operating in the 700 MHz Public Safety band with statewide coverage capable of supporting the routine and emergency operations of State agencies and interface with rural county First Responders. Modern digital systems aze the only way to efficiently implement radio systems that permit and control sharing, reuse, and interoperability. Statewide coverage based upon a uniform standard is necessary to be able to exploit the intrastate use of personnel and resources from other levels of government and adjoining jurisdictions. It is necessary to deploy a redundant public safety radio system on Oahu to responsibly support responders who serve that highly populated island that contains the bulls of the State's economic, transportation, and shipping resources. The goal is to establish this capability in the 700 MHz Public Safety band to enable the future solicitation of Federal agency participation. The 700 MHz Public Safety band is the only spectrum resource that can be shared with and used by federal agencies for routine operations. The building of a public safety radio resource with a potential for future federal participation would reinforce the local habit of cooperation, learned from Hawaii's isolation, which has aided the formation of mutual aid partnerships that would be deemed unconventional elsewhere. In another initiative, statewide responders met in Honolulu in Februazy 2007 to discuss the interoperable communications needs and to find an immediate solution for region wide communications interoperability. The Interoperable Communications Repeater packages being sought are the result of this collaborative meeting. These packages consist of transportable repeaters configured in groups, or `stacks' and connected with cross-band links. The cross-band link will provide a means for the responders with radios in different bands (VHF /UHF / 800MHz) to be able to communicate directly with other responders at the incident, regardless of the band. The repeaters in these `stacks' will be configured to operate on nationally recognized Mutual Aid channels in each band, or on Regional Mutual Aid channels in 800MHz in addition to the national channels. The transportable configuration provides the added benefit of providing communications on-scene without adversely impacting existing radio system operations. Recent exercises revealed the potential for existing radio systems to be overwhelmed by the load that incident-related communications place on radio systems. This is similaz to the excessive load placed on cellulaz communications during the recent earthquake event. By providing additional communications resources to the incident, responders are able to continue communicating within the affected azea, and utilize the existing radio systems to provide the Incident Commander communications with Emergency Operating Centers. Utilizing nationally identified and regionally coordinated Mutual Aid Channels, communications with inter- and infra-state responders aze supported. The communications needs within the State of Hawaii responders aze significant, and provide the greatest immediate return on investment for the effective, efficient management and resolution of Hawaii Apri12007 65 Preparedness ~xA critical incidents. The initiatives outlined in this area provide opportunities for inter jurisdiction and inter-discipline sharing of resources and information, day to day and during periods of crisis. HWIN CONCEPT Stab TOwersShared Cwnry TOwors-Sharetl Federsl Taeers-Shantl Milibry Towers-Sheretl . Sharetl Interoperable Communications Backtane--r C 8 C W Herwlulu, aui Cowry ono , Subsystem ISbte Subsystem Kaual County an ° I~ ~ ~ Federal Subsystem _v__ /1OOOah Subayatam~ (SAFECOM,IWIN, Etc) Milibry Subrysbm (PACMERS II) Hewai / \ Stele~5ub~s^em Chem-/8`I~ risob P~i7~,F11',: ~?V Sbto-wke 1"Responders - Sbb-w,tla Ytleo Feeds Opersuons Cmbn :~.,-.:r~.,.x......,mm..~::-a-.,~..w.e~~..~.,v.~-.:..,:.a~ww~~.~.~•~:s. m..~.>,..,. ...-a,.:::. ..ms- .,.:~.a.~...:...-~,~....~<.,:m. s,..,9.,:,r+,.....~ea Hawaii ApTi12007 66