Bridging the Gap: Utilizing Community Partnerships in Developing Community Threat and Hazard Identification and Risk As

1. Bridging the Gap: Utilizing Community Partnerships in Developing Community Threat and Hazard Identification and Risk Assessment (THIRA) Conference Track: Interoperable Communications/Information/Intelligence Sharing and Preparedness Partner

2. Introductions George DeTella Chief, Office of Risk and Emergency ManagementDuPage County Health DepartmentPhone: (630) 221-7121Email: gdetella@dupagehealth.orgDavid BungeEmergency Management CoordinatorDuPage County Office of Homeland Security and Emergency ManagementPhone: (630) 407-2937Email: David.Bunge@dupageco.org

3. Presentation Overview Introductions Presentation Overview DuPage County THIRA Overview Recommended First Steps to THIRA THIRA Step One: Identify the Threats and Hazards of Concern THIRA Step Two: Give the Threats and Hazards Context THIRA Step Three: Examine the Core Capabilities Using the Threats and Hazards THIRA Step Four: Set Capability Targets THIRA Step Five: Apply the Results THIRA Challenges Question And Answer Period

4. DuPage County THIRA Overview We have yet to receive UASI and/or State guidance concerning our role and responsibilities with THIRA but we are expecting guidance and requirements in July 2012. Based on our need to update Public Health Emergency Preparedness (PHEP) guidance and the need to expand our current hazard mitigation planning in detailing technological and human caused hazards we have begun to conceptualize a THIRA process. We have come to understand that multiple organizations in the county are gathering information on hazards and community profile information; we realize the need to consolidate and focus this information in a centralized and focused structure and method; THIRA seems like a good focal point.

5. DuPage County THIRA Overview As a health department working within the PHEP guidance we wanted to develop a collaborative working relationship to develop a better common operational picture; THIRA provides a framework to understand the process. The challenge and starting point is available funding and personnel to complete this process with significant research and development; we anticipate starting with readily available information. Even working through the information and its sources will be a tremendous benefit as it will hopefully lead to a more streamlined process.

6. Recommended First Steps to THIRA Basic Elements of the THIRA Process

7. Recommended First Steps to THIRA CPG 101: Steps in the Planning Process

8. Recommended First Steps to THIRA Organize Resources and Form a Collaborative Project (Program) Team. Based on FEMA 386-1 State and Local Mitigation Planning and CPG 101 form a project and long-term program team of appropriate organizations. Assess Organization Roles and Responsibilities. There are very likely multiple agencies and organizations involved in the THIRA process; identify the right organizations to ensure threat, hazard, capabilities, and capability information and intelligence are developed and maintained as appropriate. Review Existing Jurisdictional Inputs and Information. The organizations may not be universally aware of the information being collected currently that can be part of or increase the capacity of the THIRA process. Determine THIRA Project/Program Goals and Objectives. Emergency management and public health have existing preparedness activities - e.g. Hazard Mitigation and Public Health Emergency Preparedness (PHEP) – with existing planning cycle requirements; THIRA goals and objectives are likely to be long-term and require careful integration with operational and program requirements. Initiate THIRA Process.

9. Identify Threats and Hazards of Concern Develop and standardized hazards/threat profiles throughout the county (potentially state/region) that can be easily understood by all partners in the THIRA process. Develop and standardized hazard impacts (all-hazard impacts) connecting hazards and impacts that can again be easily understood by all partners in the THIRA process. Expand the threat analysis to threats outside “current” mitigation planning requirements (primarily focusing on natural hazards) to a natural, technological, and human-caused hazard (all-hazard) analysis. Include emergency management, public health, and additional THIRA partners in identifying hazards and threats. As a Chicago Metropolitan Statistical Area (MSA) county we have decided to analyze regional and Chicago based threats as our working population is split 50/50 in commuting to and from Chicago. We are carefully considering hazard frequency as non-frequent hazards may be extremely severe if they were to occur, while conversely frequent hazards cumulative impact may be overlooked.

10. Identify Threats and Hazards of Concern THIRA Guide: Table 2 Types of Threats/Hazards and Examples

11. Give the Threats and Hazards Context Develop hazard context. For example: influenza is considered by severity and type of outbreak with when (time and season) or where (location) being priorities. 1918 Flu Pandemic 2009 H1N1 Flu Pandemic 2002 SARS Outbreak Develop hazard context. For example: with CBRNE – Anthrax is considered by method of attack (time or “awareness” of impact) with a location outside of DuPage County: Attack with no warning (covert) and “awareness ” by regional patients/deaths with no awareness of attack location or scope Attack with warning by sensors Attack with warning or notice by advisory – hours after the attack with no known location Attack discovered and disrupted during execution

12. Give the Threats and Hazards Context THIRA Guide: Table 3 Example Descriptions

13. Examine the Core Capabilities Using the Threats and Hazards Develop core capabilities (table 4 CPG 201) desired outcomes based on current (actual) capability levels and on measurable (quantifiable by time, percentages, numbers, etc.) results. Develop estimated impacts for core capabilities (table 5 CPG 201) based on current (actual) capability levels and on measurable (quantifiable by time, percentages, numbers, etc.) results.

14. Examine the Core Capabilities Using the Threats and Hazards THIRA Guide: Table 4 Example Desired Outcomes (Anthrax)

15. Examine Estimated Impacts for Core Capabilities THIRA Guide: Table 5 Example Estimated Impacts for Core Capabilities (Anthrax)

16. Examine Estimated Impacts for Core Capabilities THIRA Guide: Table 5 Example Estimated Impacts for Core Capabilities (Anthrax)

17. Set Capability Targets Develop capability targets (table 6 CPG 201) based on the nexus of: Core capability desired outcomes (table 4) measurable (quantifiable by time, percentages, numbers, etc.) results. Core capability estimated impacts (table 5) based on appropriate impacts through the common capabilities and mission areas: prevention, protection, mitigation, response, and recovery. Setting capability targets (table 6) based on desired outcomes and highest potential impact and through analysis setting the capability target.

18. Set Capability Targets THIRA Guide: Table 6 Set Capability Targets (Anthrax)

19. Apply the Results Validate preparedness efforts and develop strategic planning in order to justify ever tightening funding for mitigation activities, equipment, and resources. DCHD Five Year Strategic Plan Integration DuPage County Office of Homeland Security and Emergency Management (OHSEM) All-Hazard Mitigation Plan Review and Update DuPage County Hybrid Planning Approach: Pandemic Influenza Scenario-based: 1918 Pandemic Influenza Scenario-based: Anthrax Attack Function-based: County EOP Functional Annexes Capability-based: THIRA Based – identified core capabilities, desired outcomes, estimated impacts, capability targets, and application of results

20. Potential Challenges THIRA process and the CPG 101 planning process should be integrated as needed. Integrating THIRA into current mitigation planning doctrine; e.g. the focus of impacts on capabilities versus community profile; is challenging. Apply the results when it comes to acquiring additional funding regardless of source (municipal bonds, federal grant funding, etc.) during these tough fiscal times seems a daunting prospect. Capability targets are more rationally what we can accomplish within existing county resources first; looking for assistance regionally second; and third within the state; this is including public, private, and non-profit partnerships. Recommend a focus on the common core capabilities as a priority – planning, public information and warning, and operational coordination – prior to applying the results to the remaining core capabilities.

21. Question and Answer Period