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REPORT TO JOINT STANDING COMMITTEE ON PUBLIC SAFETY AND SECURITY

Connecticut

Department of Emergency Management and Homeland Security

January 1, 2011

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Table of Contents

Executive Summary3

Mission Statement7

State Overview8

Regional Collaboration12

Emergency Management/Homeland Security18

Grant/Disaster Aid/Planning27

Communications32

Training and Exercises40

Conclusion42

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Executive Summary

The Department of Emergency Management and Homeland Security (DEMHS) has made tremendous progress in advancing it’s all hazards, multi-discipline approach to emergency management and homeland security, as well as its goals of strengthening planning and coordination regarding emergency management and homeland security; and improving communication, coordination and collaboration with federal, state, local and tribal entities, as well as the private sector.This broad scope is required under the National Response Framework and as a pre-requisite for federal emergency management and homeland security grant funds.

DEMHS, in close collaboration with these partners, directly assists the residents of Connecticut in many ways, especially those who may be most vulnerable in times of crisis or disaster.Some of DEMHS’ activities in 2010 included:

  • In 2010, the Governor activated the State Emergency Operations Center for numerous incidents including the Kleen Energy Plant explosion in Middletown; the March severe flooding and wind events, primarily in Fairfield, New Haven, and New London Counties; Hurricane Earl; and Tropical Storm Nicole. Presidential major disaster declaration requests and appeals this year will result in an estimated $15 million in federal disaster assistance to local and state governments and Connecticut businesses and residents.
  • In 2010, DEMHS was instrumental in the establishment and implementation of the statewide and local Emergency Notification System, to alert some or all Connecticut residents and/or first responders in the event of an emergency.
  • DEMHS is continuing to aggressively solicit new grant opportunities: Grant program responsibility has increased from 3 grants at time of creation of DEMHS to 20 grants, a significant increase over 5 years.
  • DEMHS continued to promote a regional approach to all-hazards planning and response. Working in partnership with the Regional Collaboration Subcommittee of the DEMHS Coordinating Council, DEMHS was successful in establishing, with proper governance, Regional Emergency Planning Teams (REPTs) in each of the five DEMHS regions. Now fully functional for three years, the REPTs perform inter-municipal planning, resource sharing and policymaking functions.
  • Using Homeland Security grant funding, the REPTs have initiated a multi-year budget process, that addresses identified region-wide emergency preparedness priorities, including:
  • communications interoperability across all 5 DEMHS regions;
  • the need to enhance firefighting, law enforcement, mass care and public health resources;
  • identification, cataloging and sharing of regional assets, i.e., resource typing;
  • local emergency management personnel’s use of the WebEOC computer system for regional emergency situational awareness and management; and
  • preparation of a regional emergency support plan (RESP) defining multi-functional roles and responsibilities in managing a regional event. With the support of DEMHS, each Region has completed Version 1.0 of the RESP, which will be exercised within each Region during this calendar year, as a grant deliverable.
  • In 2009-2010, DEMHS, with the Department of Public Health, coordinated the state’s response to the H1N1 outbreaks, including: publishing weekly State of Connecticut H1N1 situation reports, conducting weekly multi-agency H1N1 meetings, and, as needed, state-wide conference calls with all local emergency management directors.
  • DEMHS, in partnership with the Department of Information Technology, continues to implement a WebEOC application for the State of Connecticut. WebEOC is a web-based communication and information sharing tool for emergency planning response and recovery. DEMHS designed a WebEOC tool for the Department of Administrative Services to track absentee rates at state agencies as part of the H1N1 response. The DEMHS WebEOC system can also be used to track hospital status.
  • The DEMHS WebEOC was also used in the winter to assist homeless shelters during severe cold weather. DEMHS also worked with the 2-1-1 United Way Info line system to assist in sheltering of the homeless during severe cold weather.
  • DEMHS worked with the 2-1-1 United Way Info line system to collect resident and business damage information to successfully support the State’s appeal to the President for a major disaster declaration in connection with the March 2010 severe weather events.
  • In support of first responders and communities in times of emergency, during the past year, DEMHS approved over 300 activations of various volunteer teams, including Community Emergency Response Teams (CERT), Incident Management Teams (IMT), Medical Reserve Corps (MRC), and Disaster Medical Assistance Teams (DMAT).
  • During 2010, DEMHS used pre-designated Disaster Recovery Centers (DRCs) to support assistance to residents affected by the March severe weather, particularly in the five counties of Fairfield, New Haven, New London, Middlesex and Windham. The centers provide residents with the opportunity to ask questions and receive information.
  • The State’s interoperable communications capabilities have been enhanced by the ICALL/ITAC system and the deployment of Statewide Tactical On-Scene Communications Systems (STOCS) boxes across the state, to provide for command and control and tactical interoperability between state and local first responders. In addition, DEMHS, working with regional communications subject matter experts, has developed five regional Tactical Interoperability Communications Plans for day- to- day and emergency use.
  • The Department of Emergency Management and Homeland Security developed guidance for municipal adoption and use of a Very High Frequency (VHF) radio telecommunications system. This system is used to communicate with each of the municipalities within Connecticut. The high band radio system contains five radio frequencies, each designated to one of five DEMHS Regions within the state. Each municipality is required by DEMHS to operate one base station on the assigned regional frequency for communications between that municipality and the DEMHS Regional Office during emergency situations. The High Band Radio System’s average operational capability is maintained at approximately 98%.
  • DEMHS received $13 million from the federal Public Safety Interoperable Communications Grant (PSIC), and initiatives are underway to enhance the State’s current 800 MHz to include the 700 MHz frequency band, which will increase communications capabilities for first responders statewide.
  • DEMHS continues to emphasize the importance of the National Incident Management System (NIMS) and the Incident Command System (ICS). NIMS and ICS have been incorporated into the Fire, Police and EMS recruit and refresher trainings.
  • DEMHS continues to support the DEMHS Coordinating Council and its committees. This year, DEMHS work focused on, among other committees, Child Safety and Crisis Response, Mass Care, the Private/Public Sector, and Statewide Interoperable Communications.
  • DEMHS continues to operate and support the state’s Urban Search and Rescue Team (USAR), which was activated in connection with the February 2010 Middletown Kleen Energy Plant explosion, as well as the Bridgeport tornado in June of 2010.
  • In coordination with the Department of Environmental Protection and the Department of Administrative Services, DEMHS has developed and implemented a Debris Management Plan, including contracts for debris removal and monitoring, to be used for disaster recovery. In 2010, Debris Management workshops and training were held.
  • The DEMHS Radiological Emergency Preparedness Unit conducted and led a successful federally evaluated host community exercise of the State Radiological Emergency Response Plan.
  • DEMHS, working with state, local, and federal partners, crafted a new five year Statewide Homeland Security Strategy for 2010-2015. Goals in the first DEMHS five-year strategy (for 2005-2010) are over 89 % completed.
  • DEMHS collaborated with the Military Department, the Department of Public Health and the Connecticut Fire Academy on the development of the New England Disaster Training Center in Windsor Locks, Connecticut. Among other facilities, a new USAR training “rubble pile” is located at the NEDTC.
  • DEMHS provided or supported numerous training and exercise opportunities, including Student preparedness training for over 4000 Connecticut fourth graders; volunteer teams training; Continuity of Operations training for municipalities; and local first responder training.
  • There are a series of activities that illustrate DEMHS’ involvement in interstate as well as international emergency management and homeland security regional collaboration, including:
  • Participation in the Regional Catastrophic Planning Grant (RCPG) with New York, New Jersey and Pennsylvania. The RCPG is designed to identify planning gaps and synchronize catastrophic emergency operations plans across the metropolitan region. RCPG planning projects include executive decision making liaison coordination, evacuation, sheltering, logistics, debris management, disaster housing, infrastructure protection, and mass fatality cooperation.
  • Continuation of the Connecticut, New York and New Jersey partnership on Regional Transit System security projects, including interoperable communications;
  • Participation of DEMHS in the Northeast States Emergency Consortium (NESEC), an organization of state emergency management directors that meets regularly to address current and ongoing emergency management and homeland security issues. Connecticut’s State Emergency Management Director is the current Chair of NESEC;
  • Continuation of involvement in the Emergency Management Assistance Compact (EMAC) process for interstate mutual aid and involvement with the National Emergency Management Association (NEMA). Connecticut’s State Emergency Management Director is a Regional Vice-President for NEMA. The DEMHS Legal Advisor is the Chair of the NEMA Legal Counsel Committee, and both serve on the NEMA Board of Directors.
  • DEMHS participates in the International Emergency Management Group (IEMG), an organization of the New England states and the Eastern Provinces of Canada, which meets regularly to address issues raised under the International Emergency Management Assistance Compact (IEMAC), which is incorporated into Connecticut General Statutes Title 28.
  • The DEMHS Office of Counter Terrorism (OCT) continues to operate a toll-free tips line (866-HLS-TIPS). This allows the citizens of Connecticut a single point of contact to report suspicious incidents or suspected acts of terrorism. This toll free number is staffed 24 hours a day, 7 days a week, and 365 days a year, ensuring that someone will be available to answer the tips line. Tips necessitating a law enforcement response are forwarded to the Joint Terrorism Task Force (JTTF) for investigation.
  • As part of the DEMHS OCT, the Critical Infrastructure Protection Unit (CIPU) works in conjunction with the federal Department of Homeland Security, private industry and local municipalities in the Buffer Zone Protection Program (BZPP). The CIPU, in cooperation with the respective municipal police departments, worked directly with sites identified by US-DHS, performed assessments, and provided resources to support the security of the facilities.
  • The CIPU also provided personnel to work highly visible transit security initiatives along with TSA. These missions are called Visible Inter-Modal Prevention & Response Teams (VIPR). Following the Madrid train bombings, the Transportation Security Administration (TSA) stepped up its efforts to enhance security on rail and mass transit systems nationwide by creating and deploying Visual Intermodal Prevention and Response (VIPR) teams. Comprised of federal air marshals, surface transportation security inspectors, transportation security officers, behavior detection officers, explosives detection canine teams, and members from local and state law enforcement, VIPR teams over the past two years have augmented security at key transportation facilities in urban areas around the country. In Connecticut, these teams have been activated on a periodic basis at mass transit locations in an effort to deter, detect and prevent a potential terrorist attack.
  • Another part of the DEMHS OCT is the Connecticut Intelligence Center (CTIC). CTIC is a multi-agency intelligence fusion center comprised of members from DEMHS, Department of Correction, FBI, DHS, US Coast Guard, Transportation Security Administration (TSA), Connecticut State Police, municipal police departments, and other jurisdictions.
  • Developed and oversee the implementation of the State Homeland Security Strategy for the period 2010 – 2015 and contains 10 goals, 86 objectives and 403 measurable implementation steps.
  • Developed and released the Competitive EOC and Shelter Generator Grant Program. Twenty four municipalities received a total of $ 1.5M to provide backup power during emergencies.

This report is filed in compliance with Connecticut General Statute section 28-1i, which requires DEMHS to submit an annual report that outlines the last year’s activities to the Joint Standing Committee of the General Assembly having cognizance of matters relating to publicsafety.

Mission Statement

The mission of the Department of Emergency Management and Homeland Security (DEMHS) is to direct and coordinate all available resources to protect the life and property of the citizens of Connecticut in the event of a disaster or crisis through a collaborative program of prevention, planning, preparedness, response, recovery and public education.

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Department of Emergency Management and Homeland Security

State Overview

State Background

Connecticut is New England’s second smallest and southernmost state. Its 5,009 square miles (13,023 square kilometers) are bordered by New YorkState on the west, Rhode Island on the east, Massachusetts on the north and by Long Island Sound on the south. The southerly flow of the Connecticut River divides the state roughly in half.

The State is comprised of 169 municipalities and two Tribal Nations, with a total population of approximately 3.5 million residents. Cities with largest populations include Bridgeport, New Haven, Hartford, Stamford, and Waterbury. Approximately two-thirds of the State’s population resides in its coastal communities. The population number increases significantly during the summer months with an influx of tourists to Connecticut’s southern shoreline areas. The area of southeastern Connecticut includes military bases, a nuclear power plant, major defense contractors, and a pharmaceutical manufacturing company. The southwestern area of the State is considered “Metro New York” and contains vital corporate and transportation infrastructure.

Connecticut is the transportation hub for Southern New England. The State is literally bisected from north to south by I-91 and from east to west by I-84. Interstate 95 extends the entire length of the Long Island Sound shoreline passing through three of the five largest cities in the State; Stamford, Bridgeport and New Haven. The average daily traffic volume on I-95 can exceed 150,000 vehicles through the metropolitan areas of Stamford and Bridgeport. Similarly, I-84 accounts for a comparable level of traffic in Hartford, while I-91 supports more than 135,000 vehicles daily.

Mass public transportation assets are an essential component to the region’s transportation network.

Shore Line East (SLE) trains are owned and operated by the Connecticut Department of Transportation under contract with Amtrak to provide daily rail operations. SLE commuter operations serve the segment of Amtrak’s Northeast Corridor between New Haven and New London. SLE Service also connects at New Haven, Bridgeport and Stamford stations for Metro-North service to New York City. SLE provides on average 1,700 rides per day or 425,000 rides a year. Amtrak’s Acela high speed rail service between Boston and Washington, D.C.also stops in New Haven and Stamford.

The New Haven Line service carries 115,000 passengers per weekday and over 33 million trips per year. Nearly eighty percent of the passengers originate from Connecticut traveling to in-state or New York destinations. Metro North Railroad operates the New Haven Lineand Branch Services for the Connecticut Department of Transportation. The New Haven Line is one of the busiest commuter lines in North America. Additionally, CSX Transportation has moved 1.4 million tons of rail freight in Connecticut.

BradleyInternationalAirport, serving both Connecticut and western Massachusetts, has grown significantly in recent years in the number of passengers and the amount of cargo handled. Additionally, Connecticut has three major deepwater ports;Bridgeport, New Haven and New London. These provide entry points for both passenger transportation (i.e. ferries and cruise ships) and commerce. New Haven and Groton are the sites of fifty percent of the Strategic Petroleum Reserve in the Northeast.

The Connecticut River is navigable, by barges and tanker vessels, all the way from Long Island Sound to Hartford. Along its length is a decommissioned nuclear power plant, as well as a number of bridges that, if damaged, could severely impede transportation routes within the northeast. The prolonged disruption of service, whether natural or man-made, on any interstate highway, the airport, the rail systems, or the harbors would have major economic consequences for the State and, likely, the entire Northeast region.

Connecticut’s manufacturing industry is highly diversified. Jet aircraft engines, helicopters and nuclear submarines have given the state pre-eminence in the production of defense, military and transportation equipment. Connecticut also is a leader in such highly skilled and technical fields as metalworking, electronics and plastics. This sort of creativity has made a significant contribution to Connecticut’s standard of life. This, in turn, is responsible, in large part, for the influx of major corporate offices. Another significant source of employment, revenue, and tourism in Connecticut are the resorts/casinos operated by the Mashantucket Pequot and the Mohegan Tribal governments in southeastern Connecticut.

Among its better-known corporate industries, are Connecticut’s insurance companies.