1. INTEGRATED RISK MANAGEMENT Decision Maker Workshop February 26, 2013 Franklin County Emergency Management and Homeland Security

2. Agenda 1.Authorities 2.Integrated Risk Management Overview 3.Risk/Capability/Gap Formula 4.Risks 5.Capabilities 6.Gaps 7.Recommended Actions

3. Franklin County Emergency Management and Homeland Security (FCEM&HS) is authorized under Chapter 5502 of the Ohio Revised Code and organized under the 1988 Countywide Agreement to coordinate countywide all-hazards emergency management and disaster preparedness functions for the 42 local government jurisdictions of Franklin County. “…are designed or undertaken to minimize the effects upon the civilian population caused or that could be caused by any hazard and that are necessary to address mitigation, emergency preparedness, response, and recovery.” 3 FCEM&HS Emergency Management Authority

4. 4 FCEM&HS Core Competencies Ohio Revised Code: 5502.21 – 5502.51 Warning Systems: “The control and use of emergency communications, lighting, and warning equipment and systems.” Emergency Operations Center: “The development and construction of emergency operations centers for the conduct and support of coordination, direction, and control activities.” Resources: “The development of resource initiatives.” Recovery: “All activities required and necessary to return an area to its former condition to the extent possible following the occurrence of any hazard.”

5. 5 FCEM&HS Core Competencies Ohio Revised Code: 5502.21 – 5502.51 Planning: “The development of an all-hazards emergency operations plan that has been coordinated with all agencies, boards, and divisions having emergency management functions.” Training: “The recruitment, retention, and training of personnel.” Exercises: “The preparation and conduct of an annual exercise of the all-hazards emergency operations plan.” Citizen Preparedness: “Activities that may be necessary for survival and the overall health, safety, and welfare of the civilian population.” Grants: Administration of SHSP, EMPG, Citizen Corp, HMEP, PUCO.

6. In 2009, FCEM&HS changed the Homeland Security paradigm for Franklin County by implementing a risk- based approach to better prepare for, respond to and recover from all-hazards. This innovative, risk-based approach resulted in a partnership between FCEM&HS, Ohio EMA and policy makers from Department of Homeland Security (DHS). FCEM&HS was selected by DHS as a pilot program to develop an Integrated Risk Management philosophy and program. 6 Integrated Risk Management (IRM)

7. Taking a risk-based approach, assessing our capabilities, and identifying our gaps, is instrumental in our ability to shape the emergency management and homeland security strategic planning and policy-making process. Integrated Risk Management is a process to fuse, unify, and inform the Homeland Security Enterprise. You are all a strategic part of the Homeland Security Enterprise. 7

8. Fire Non- Profits Non- Profits EMA NGOs LE Federal Health Decision Makers Decision Makers Private Sector CEOs Private Sector CEOs State Citizens “Silo-ed” Approach

9. Integrated Approach Fire EMA LE Private Sector CEOs Private Sector CEOs Citizens Health Decision Makers Decision Makers State Federal Local Jurisdictions Local Jurisdictions State and Federal Partners State and Federal Partners NGOs Non- Profits Non- Profits Emergency Partners Emergency Partners

10. Homeland Security Enterprise Homeland Security Enterprise (HSE) is a “whole community” approach. Utilizes partnerships among emergency management, law enforcement, public health, local/state/federal government, private sector, nongovernmental organizations, faith-based & community-based organizations, and the public. Federal guidance focus is on all- hazards preparedness; local HSE partners must share info regardless of threat or hazard, man-made or natural. Foundation of IRM is understanding the Risk  Capabilities  Gaps  Decision-Making process. Local Emergency Partners Jurisdictional CEO’s State and Federal Partners FCEM&HS Communication & Coordination Participation by Decision Makers in the Homeland Security Enterprise is key to fully realizing integrated risk management.

11. Decision Maker Education and Engagement Homeland Security Enterprise 11 Risk/Capability/Gap Formula Resource Allocation, Planning, Training, Exercises, Funding Priorities Franklin County Threat Hazard Identification & Risk Assessment (THIRA) Franklin County Core Capability Assessment Franklin County Gap Analysis CapabilitiesRisk Results Decision Maker Review & Updates GapsCapabilities Risk Recommended Actions Resource Allocation, Planning, Training, Exercises, Funding Priorities Gaps

12. Develop likely, worse-case scenarios Identify risk factors Weight risk factors Score risks Update Risk Assessment based on new methodology and scoring risks Identify priority Core Capabilities based on scenarios Develop Capability Survey based on THIRA results Assess Capability current levels with preparedness goals based on survey results Use Capability Assessment to identify Gaps Prioritize to ensure the higher priority Gaps are accurately identified Identify Solution Areas to determine ways to close the Gaps Finalize with written Gap Analysis Develop Gap Closures, i.e. actions to close identified gaps Prioritize Gap Closures based on survey results and stakeholder input Develop Recommended Actions from Gap Closures to present to Decision Makers Risk Assessment Enhancement Capability Assessment Gap Analysis Recommended Actions Integrated Risk Management Components

13. 13 Risk Process Develop likely, worse-case scenarios Identify risk factors Weight risk factors Score risks Update Risk Assessment based on new methodology and scoring risks

14. 2010 Risks Flooding Severe Winter Weather Dam Failure Terrorism Infectious Disease Tornadoes Severe Summer Weather Extreme Heat Hazardous Materials Incidents Drought Utility Interruptions or Failures Invasive Species Air and Water Pollution/Contamination Transportation Accident – Aircraft Civil Disturbance Earthquake Tornadoes Dam Failure Flooding WMD Terrorist Incident Cyber-Terrorism Infectious Disease Severe Winter Weather Hazardous Material Incident Transportation Accident - Aircraft Severe Summer Weather Utility Interruptions or Failures Civil Disturbance Lone-Wolf Terrorist Air and Water Pollution/ Contamination Extreme Heat Drought Invasive Species Earthquakes 2013 Risks Risk Results Risk scoring process can be found in the Risk Assessment Executive Summary & Methodology (Tab 4)

15. 15 Capability Process Identify priority Core Capabilities based on scenarios Develop Capability Assessment Survey based on the Threat and Hazard Identification and Risk Assessment (THIRA) Assess Capability current levels with preparedness goals Identify “Top 13” Capabilities based on survey results THIRA can be found in Tab 5 & Survey Results in Tab 6 THIRA can be found in Tab 5 & Survey Results in Tab 6

16. PREVENT PROTECT MITIGATE RESPOND Planning Public Information and Warning Operational Coordination Intelligence and Information Sharing Planning Public Information and Warning Operational Coordination Cybersecurity Intelligence and Information Sharing Planning Public Information and Warning Operational Coordination Threats and Hazard Identification Planning Public Information and Warning Operational Coordination Critical Transportation Environmental Response / Health and Safety Infrastructure Systems Mass Care Services Mass Search and Rescue Operations On-Scene Security and Protection Operational Communications Public and Private Services and Resources Public Health and Medical Services Situational Assessment Planning Public Information and Warning Operational Coordination Infrastructure Systems Forensics and Attribution Interdiction and Disruption Screening, Search, and Detection Access Control and Identity Verification Interdiction and Disruption Physical Protective Measures Risk Management for Protection Programs and Activities Screening, Search, and Detection Supply Chain Integrity and Security Community Resilience Long-Term Vulnerability Reduction Risk and Disaster Resilience Assessment Fatality Management Services Economic Recovery Health and Social Services Housing Natural and Cultural Resources RECOVER Priority Core Capabilities

17. 17 Capability Assessment Results Core Capabilities Priority Sequence “Top 13” 1—Public Information & Warning 2—Operational Coordination 3—Planning 4—Mass Care Services 5—Critical Transportation 6—Infrastructure Systems 7—Cybersecurity 8—On-scene Security & Protection 9—Mass Search & Rescue Operations 10—Operational Communications 11—Environmental Response/Health & Safety 12—Public Health & Medical Services 13—Intelligence & Information Sharing Capability Prioritization process can be found in the Gap Analysis (Tab 7)

18. 18 Gap Process Use Capability Assessment to identify Gaps Prioritize to ensure the higher priority Gaps are accurately identified Identify Solution Areas to determine ways to close the Gaps Finalize with written Gap Analysis

19. Gaps Analysis Results 19 Core Capability Corresponding Gap Closures Public Information & Warning Continue outreach with elected officials and various organizations to ensure there are programs to support and provide prompt and accurate information to the public, including people with functional needs. Operational Coordination Assign Corrective Actions from the After Action Report/Improvement Plan (AAR/IP) to the appropriate department or agency and encourage departments to follow through with Improvement Plans and ensure Corrective Actions are completed. Planning Continue to encourage, educate and generate more involvement and support from elected officials. Mass Care Services Provide cross-training of staff for emergency partners to ensure backup positions are prepared and trained to handle additional responsibilities. Critical Transportation Effectively implement mutual aid assistance agreements and compacts. Infrastructure Systems Encourage training for chief executives and other key officials in Franklin County and from local jurisdictions to participate in the Homeland Security Enterprise. Cybersecurity Build organizational structures and relationships, establish coordination linkages, and develop and implement training programs to enhance Cybersecurity among the whole community in Franklin County. Entire Gap Closure list can be found in the Gap Analysis (Tab 7)

20. 20 Recommended Actions Implement an Annual Decision Maker meeting to review IRM progress and continue to encourage, educate and generate more involvement and support from elected officials Continuation of training and multi-discipline, regional exercises Maintain organizational structures and current working groups to ensure emergency management and homeland security partners continue to collaborate despite declining grant funding Develop a Cybersecurity Workgroup to build organizational structures and relationships among the whole community in Franklin County

21. Decision Maker Education and Engagement Homeland Security Enterprise 21 Risk/Capability/Gap Formula Resource Allocation, Planning, Training, Exercises, Funding Priorities Franklin County Threat Hazard Identification & Risk Assessment (THIRA) Franklin County Core Capability Assessment Franklin County Gap Analysis CapabilitiesRisk Results Decision Maker Review & Updates GapsCapabilities Risk Recommended Actions Resource Allocation, Planning, Training, Exercises, Funding Priorities Gaps

22. QUESTIONS/DISCUSSION Franklin County Emergency Management and Homeland Security