[Senate Hearing 109-943]
[From the U.S. Government Publishing Office]
S. Hrg. 109-943
SECURING THE NATIONAL CAPITAL REGION: AN EXAMINATION OF THE NCR'S
STRATEGIC PLAN
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HEARING
before the
OVERSIGHT OF GOVERNMENT MANAGEMENT,
THE FEDERAL WORKFORCE AND THE DISTRICT
OF COLUMBIA SUBCOMMITTEE
of the
COMMITTEE ON
HOMELAND SECURITY AND
GOVERNMENTAL AFFAIRS
UNITED STATES SENATE
ONE HUNDRED NINTH CONGRESS
SECOND SESSION
__________
SEPTEMBER 28, 2006
__________
Available via http://www.access.gpo.gov/congress/senate
Printed for the use of the Committee on Homeland Security
and Governmental Affairs
U.S. GOVERNMENT PRINTING OFFICE
30-603 PDF WASHINGTON DC: 2006
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For sale by the Superintendent of Documents, U.S. Government Printing
Office Internet: bookstore.gpo.gov Phone: toll free (866)512-1800
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Washington, DC 20402-0001
COMMITTEE ON HOMELAND SECURITY AND GOVERNMENTAL AFFAIRS
SUSAN M. COLLINS, Maine, Chairman
TED STEVENS, Alaska JOSEPH I. LIEBERMAN, Connecticut
GEORGE V. VOINOVICH, Ohio CARL LEVIN, Michigan
NORM COLEMAN, Minnesota DANIEL K. AKAKA, Hawaii
TOM COBURN, Oklahoma THOMAS R. CARPER, Delaware
LINCOLN D. CHAFEE, Rhode Island MARK DAYTON, Minnesota
ROBERT F. BENNETT, Utah FRANK LAUTENBERG, New Jersey
PETE V. DOMENICI, New Mexico MARK PRYOR, Arkansas
JOHN W. WARNER, Virginia
Brandon L. Milhorn, Staff Director
Michael L. Alexander, Minority Staff Director
Trina Driessnack Tyrer, Chief Clerk
OVERSIGHT OF GOVERNMENT MANAGEMENT, THE FEDERAL WORKFORCE AND THE
DISTRICT OF COLUMBIA SUBCOMMITTEE
GEORGE V. VOINOVICH, Ohio, Chairman
TED STEVENS, Alaska DANIEL K. AKAKA, Hawaii
eNORM COLEMAN, Minnesota CARL LEVIN, Michigan
TOM COBURN, Oklahoma THOMAS R. CARPER, Delaware
LINCOLN D. CHAFEE, Rhode Island MARK DAYTON, Minnesota
ROBERT F. BENNETT, Utah FRANK LAUTENBERG, New Jersey
PETE V. DOMENICI, New Mexico MARK PRYOR, Arkansas
JOHN W. WARNER, Virginia
Andrew Richardson, Staff Director
Richard J. Kessler, Minority Staff Director
Nanci E. Langley, Minority Deputy Staff Director
Emily Marthaler, Chief Clerk
C O N T E N T S
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Opening statements:
Page
Senator Voinovich............................................ 1
Senator Akaka................................................ 3
WITNESSES
Thursday, September 28, 2006
Anthony H. Griffin, County Executive, Fairfax County, Virginia,
and Chairman, Chief Administrative Officers Committee,
Washington Metropolitan Council of Governments................. 4
Edward D. Reiskin, Deputy Mayor for Public Safety and Justice,
District of Columbia........................................... 6
Hon. Robert P. Crouch, Jr., Assistant to the Governor for
Commonwealth Preparedness, Commonwealth of Virginia............ 8
Hon. Dennis R. Schrader, Director of the Governor's Office of
Homeland Security, State of Maryland........................... 10
Thomas Lockwood, Director, Office of National Capital Region
Coordination, U.S. Department of Homeland Security............. 11
William O. Jenkins, Jr., Director Homeland Security and Justice
Issues, U.S. Government Accountability Office.................. 13
Alphabetical List of Witnesses
Crouch, Hon. Robert P., Jr.:
Testimony.................................................... 8
Joint prepared statement with attachments.................... 34
Jenkins, William O., Jr.:
Testimony.................................................... 13
Prepared statement........................................... 208
Griffin, Anthony H.:
Testimony.................................................... 4
Prepared statement........................................... 29
Lockwood, Thomas:
Testimony.................................................... 11
Prepared statement........................................... 204
Reiskin, Edward D.:
Testimony.................................................... 6
Joint prepared statement with attachments.................... 34
Schrader, Hon. Dennis R.:
Testimony.................................................... 10
Joint prepared statement with attachments.................... 34
APPENDIX
Joint Responses to Questions for the Record from Mr. Reiskin, Mr.
Crouch, Jr., and Dennis R. Schrader............................ 233
Responses to Questions for the Record from Mr. Lockwood.......... 239
Responses to Questions for the Record from Mr. Jenkins, Jr....... 240
SECURING THE NATIONAL CAPITAL REGION:
AN EXAMINATION OF THE NCR'S
STRATEGIC PLAN
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THURSDAY, SEPTEMBER 28, 2006
U.S. Senate,
Subcommittee on Oversight of Government
Management, the Federal Workforce,
and the District of Columbia,
Committee on Homeland Security
and Governmental Affairs,
Washington, DC.
The Subcommittee met, pursuant to notice, at 10:03 a.m., in
room SD-342, Dirksen Senate Office Building, Hon. George V.
Voinovich, Chairman of the Subcommittee, presiding.
Present: Senators Voinovich and Akaka.
OPENING STATEMENT OF SENATOR VOINOVICH
Senator Voinovich. The Subcommittee will come to order.
Good morning. We have quite a panel here in front of us,
Senator Akaka.
We want to thank you for joining us. Today the Subcommittee
on the Oversight of Government Management, the Federal
Workforce, and the District of Columbia meets for the third
time this Congress to examine the collective ability of the
governments and responsible authorities of the National Capital
Region (NCR), to respond to a terrorist attack or natural
disaster.
The National Capital Region is the seat of the Federal
Government and, as the symbol of freedom in the world, remains
a prime target for a terrorist attack. At the same time, the
record-breaking rains the region experienced in June, which
closed down streets all over the region, disabled parts of the
Metro system, and closed Federal buildings, demonstrated that
we must be prepared to respond to all hazards.
In June 2004, GAO released a report which recommended that
the Office of the National Capital Region Coordination within
the Department of Homeland Security work with local
jurisdictions to develop a coordinated strategic plan to
establish goals and priorities, monitor the plan's
implementation, and identify and address gaps in the emergency
preparedness. In addition, I believe that any strategic plan
must include measurable performance goals.
At our first Subcommittee hearing in July 2005, Mr.
Lockwood testified that a final strategic plan would be
released in September 2005. Although a year late, I am pleased
to see that NCR has developed a strategic plan to prevent,
protect, and respond to a terrorist attack or a natural
disaster. I am also pleased to learn that it was a
collaborative effort between all jurisdictions within the NCR.
With a region that is comprised of many Federal, State, and
local jurisdictions all playing a part in decisionmaking, it
certainly makes the job more difficult. I understand how
difficult it can be. As a former mayor and county commissioner,
getting people together in Cuyahoga County was no easy task.
I understand the importance of both State and local
officials collaboratively working together toward a unified
goal. Mr. Lockwood, I look forward to hearing how you
coordinated Federal, State, and local officials to complete the
plan.
I am also pleased to learn that NCR worked with the
Government Accountability Office to develop this strategic
plan. I encourage all of you to continue this relationship as
the plan matures over time. Mr. Jenkins, I am interested in
learning GAO's assessment of the strategic plan and the role of
your agency in the process.
I am also interested in examining specific capabilities and
programs in the NCR. Based upon the last Subcommittee hearing
on the NCR, it was not clear if the region had an effective,
interoperable communications system. Earlier this month, my
Subcommittee staff attended an NCR interoperable communications
exercise, the purpose of which was to demonstrate voice
communication capabilities across the region. I understand that
the exercise was a success. I am pleased to know that NCR is
able to communicate in a time of crisis.
I am interested in hearing from our panel how the NCR plans
to enhance interoperable communications in a region to include
data interoperability. I am particularly interested in it
because Ohio is a leader in interoperability communications
systems. They are now working on data interoperability.
Since September 11, 2001, the NCR has received significant
resources for equipment, training, planning, and other
preparedness efforts. At the last hearing, we discussed the
development of a web-based tracking program to manage and
monitor the region's Urban Area Security Initiative (UASI)
grants. However, I still have concerns with the lack of
information regarding non-UASI funding in the database as there
is significant non-UASI funding flowing into the region.
Without a central system to track all types of grants, I am
concerned that it will make it difficult to priorities
initiatives and lead to duplicative spending. I look forward to
learning if the region plans to fully implement the
recommendations of GAO to track all grant funding.
Before concluding my remarks, I would like to again
recognize the hard work and dedication of all the panelists
today and the first responders in the region. I know the
development of the strategic plan took a great deal of work
from all of you and your staffs. Your work and dedication is
vital to improving the safety of the NCR.
We recently observed the 5-year anniversary of September
11, 2001. The anniversary reminds all of us of the threat that
still looms to the region and the need to be diligent in every
aspect of securing the NCR. I offer whatever assistance I can
to ensure that you have the necessary resources to get the job
done, and I assure you that I will continue to monitor the
progress in the region. It is very important to me, and I
intend to stay on top of this, and so does Senator Akaka, in
terms of our oversight responsibilities.
I now yield to my good friend, Senator Akaka, who has just
come off a very successful primary victory in his home State of
Hawaii. Senator Akaka.
OPENING STATEMENT OF SENATOR AKAKA
Senator Akaka. Thank you very much, Mr. Chairman. It has
been a pleasure working with you to pursue the completion of
this NCR Strategic Plan. I want to commend you on your
leadership of this oversight Subcommittee. We are fortunate
that we have this ability to work together on these matters.
Today, we convene the Subcommittee's third hearing on the
security of the National Capital Region (NCR), and I want to
welcome our witnesses back to the Subcommittee, and I want to
tell you that, from what I can see, you have made tremendous
progress.
Completing a Homeland Security Strategic Plan for the NCR
is a huge step forward. Bringing 14 State and local
jurisdictions together and achieving consensus is not easy.
However, in the case of the Nation's capital, it is necessary
and I commend you for accomplishing this task.
The final version of the strategic plan is a vast
improvement upon the draft documents that preceded it. However,
I have a few suggestions for improvement. The first is metrics.
Many of the goals in the plan are hard to measure. The second
is the timeline. Most of the target dates are in 2006, 2007,
and 2008. A strategic plan should look beyond 2 years in the
future. So I encourage you to treat the plan as a working
document so it may be continually reviewed and updated.
While the focus of today's hearing is the strategic plan, I
also would like to address the issue of interoperability and
the Urban Area Security Initiative (UASI) grants.
The NCR has made great strides in the area of interoperable
communications. Many have asked whether first responders in the
NCR have the ability to communicate with each other in times of
crisis. As our witnesses will tell us, the answer is yes.
My staff attended a demonstration of the communications
capability of the NCR jurisdictions in early September, and
they listened as Prince George's County firefighters talked to
their counterparts in Montgomery County, who talked to the D.C.
Police. Press reports which State that Prince George's County
is not interoperable with the rest of the NCR have
oversimplified the issue. First responders from PG County can
communicate with first responders in the rest of the NCR
through a technical bridge, otherwise known as a patch, which
takes minutes to apply. This region is far ahead of most parts
of the country in terms of interoperability, which is an
immensely difficult challenge. And, again, I am really praising
you. You all deserve credit for that.
An area of concern for me is this year's NCR and UASI grant
is the UASI grant application. This region has access to
unprecedented resources and expertise, including the Department
of Homeland Security's (DHS) Office of National Capital Region
Coordination, because it is the Nation's capital. So I was
surprised to hear DHS say that the region's UASI application
was lacking. I hope that next year it is risk and need, not
paperwork, that determines the NCR's homeland security funding.
In particular, I want to ensure that the DHS ONCRC is
providing adequate assistance to the region given that Members
of this Subcommittee worked to significantly increase the
ONCRC's budget in fiscal year 2007.
Again, I would like to commend the members of the NCR, both
State and local officials, for what you have accomplished
because your jobs are not easy. Many challenges lie ahead, and
I urge you to continue on a path of cooperation and
coordination as you have, and we look forward to still more
progress. So thank you again.
Thank you, Mr. Chairman.
Senator Voinovich. Thank you, Senator Akaka.
We do have an excellent panel today. Anthony Griffin is
County Executive for Fairfax County. Ed Reiskin is Deputy Mayor
for Public Safety and Justice for the District of Columbia.
Hon. Robert Crouch is Assistant to the Governor for
Commonwealth Preparedness for the State of Virginia. Hon.
Dennis Schrader is the Director of Maryland's Governor's Office
of Homeland Security. Thomas Lockwood is Director of the Office
of National Capital Region Coordination at the Department of
Homeland Security. And William Jenkins is Director of Homeland
Security and Justice Issues at the Government Accountability
Office.
Gentlemen, it is a pleasure to see you again, and we look
forward to your testimony. I would appreciate it if you would
hold your comments to 5 minutes. Of course, you know that your
full written statement will be entered into the record. It's
the custom of this Subcommittee, if you will all stand, I will
swear you in.
Do you swear that the testimony you are about to give is
the truth, the whole truth, and nothing but the truth, so help
you, God?
Mr. Griffin. I do.
Mr. Reiskin. I do.
Mr. Crouch. I do.
Mr. Schrader. I do.
Mr. Lockwood. I do.
Mr. Jenkins. I do.
Senator Voinovich. Mr. Griffin, we will start with you.
TESTIMONY OF ANTHONY H. GRIFFIN,\1\ COUNTY EXECUTIVE, FAIRFAX
COUNTY, VIRGINIA, AND CHAIRMAN, CHIEF ADMINISTRATIVE OFFICERS
COMMITTEE, WASHINGTON METROPOLITAN COUNCIL OF GOVERNMENTS
Mr. Griffin. Thank you, Mr. Chairman.
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\1\ The prepared statement of Mr. Griffin appears in the Appendix
on page 29.
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Mr. Chairman and Ranking Member Akaka, thank you for the
opportunity to speak to you on behalf of my fellow chief
administrative officers in the National Capital Region on the
role of local government in securing the National Capital
Region.
The chief administrative officers worked in close
partnership with others in the region in developing the
recently completed National Capital Region's Homeland Security
Strategic Plan. It is a long-term, unified effort to improve an
all-hazards approach across the region. This plan lays out our
regionwide strategy for strengthening our capabilities across
all phases of preparedness--prevention, protection, response,
and recovery--to manage homeland security risks. It sets our
course and provides a strategic approach for planning and
decisionmaking.
The all-hazards approach to preparedness means we need to
weigh the likelihood and consequences of a broad array of
threats. These include, but are not limited to, extremes in
weather, industrial hazards, viral pathogens, and, of course,
terrorism that can take many forms.
Implementing the plan will be a complex process that will
involve all of the National Capital Region's partners to
include government as well as private and civic sectors. The
NCR needs tangible programs that are aligned with the strategic
plan. The region must allocate resources and find additional
sources of funding to support these programs and must put in
place oversight and accountability structures and processes.
The Emergency Preparedness Council has assumed responsibility
for implementing the strategic plan, and the chief
administrative officers look forward to supporting them.
Local governments continue to lead the way in emergency
response. We generally operate the same on a day-to-day basis
as we do during emergency situations. Therefore, if a terrorist
attack were to happen in Fairfax County, Fairfax County would
be in charge of the response. If an incident took place in
Prince George's County, Prince George's County would lead the
way.
Local Emergency Operation Plans outline the areas of
responsibility for local agencies when responding to disasters
or large-scale emergency situations. These plans assign broad
responsibilities for disaster mitigation, preparedness,
response, and recovery to local government agencies and support
organizations.
All emergency responses begin at the local level; however,
when a local jurisdiction determines that it no longer has
adequate resources to manage the event, the locality can
request assistance from other localities through the region's
mutual aid network or declare an emergency and request
assistance from the State. Once the State has been notified, it
will provide assistance within its capability. If the State is
unable to provide the requested assistance, the governor in
turn will contact the President to request a declaration of
emergency and Federal disaster assistance coordinated by FEMA.
Should the region need military support, the Joint Force
Headquarters-National Capital Region was established to plan
and coordinate for homeland defense and civil support
operations. This support would be coordinated through the
Defense Coordinating Officer in the Joint Field office
subsequent to a Presidential Disaster Declaration except in
life-threatening situations where support would be provided
immediately. We have continued to strengthen our homeland
security collaboration with Major General Swan and the Joint
Force Headquarters. We also coordinate with the U.S. Department
of Homeland Security's Office of National Capital Region
Coordination. Both of these Federal offices will help ensure a
timely response by the Federal Government to requests for
assistance.
I am going to summarize my comments by focusing on the last
page of my testimony.
As critical as the UASI funding is to the NCR for
enhancement of the region's ability to prevent and respond, I
want to emphasize that the cost of response rests primarily
with the local governments. In Fairfax County alone, funding in
fiscal year 2007 dollars has been allocated to the following
functions which account for the majority of our first
responders: Police, $162.4 million; fire and rescue, $166.3
million; sheriff, $38.6 million; Office of Emergency
Management, $1.45 million; Health Department, $45 million; 911
communications, $8.9 million--for a total of $422.65 million.
Additionally, the county is currently building a Public
Safety and Transportation Operations Center which will include
facilities for the State Police and the Virginia Department of
Transportation's regional traffic management system. The
county's share is approximately $90 million. Given the county's
investment in 36 fire stations, 9 police substations, and other
supporting facilities, and our collaborative approach to
response utilized through the emergency support functions,
Fairfax County spends approximately half a billion dollars
annually to give the county the capacity to respond to
emergencies on an all-hazards basis.
Our companion jurisdictions in the National Capital Region
are funding comparable investments according to population and
geographic size.
In summary, local governments in the NCR are better
prepared and more coordinated since September 11, 2001. Our
ability to communicate and cooperate has been tested several
times since with anthrax, snipers, hurricanes, and tropical
storms. Valuable experience also was gained from sending local
government teams to the Gulf Coast last year. We have made
plans for pandemic flu and have completed the strategic plan.
We have learned much, but know that we have much to do. We are,
however, prepared to respond now and anytime in the future.
Thank you.
Senator Voinovich. Thank you very much. Mr. Reiskin.
TESTIMONY OF EDWARD D. REISKIN,\1\ DEPUTY MAYOR FOR PUBLIC
SAFETY AND JUSTICE, DISTRICT OF COLUMBIA
Mr. Reiskin. Thank you, Mr. Chairman, Ranking Member Akaka.
I would like to start by requesting that, in addition to our
written testimony, the strategic plan itself and the associated
documents be entered into the record.
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\1\ The joint prepared statement of Messrs. Reiskin, Crouch, and
Schrader with attachments appears in the Appendix on page 34.
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Senator Voinovich. Without objection.
Mr. Reiskin. I would like to start by affirming, as Mr.
Griffin indicated, that we work collaboratively and in a
coordinated way across the region every day. We work across
jurisdictions, across disciplines, across sectors to provide
for and improve the safety and security of the region. And
while we have been working together for decades in the region
through the Council of Governments, we certainly stepped that
effort up after September 11, when the Mayor of the District of
Columbia and the Governors of Maryland and Virginia came
together to commit to a joint effort in securing the National
Capital Region. And since that time, we have planned together.
We have developed a Regional Emergency Coordination Plan. We
are currently developing a Regional Evacuation and Sheltering
Plan. We have trained our first responders and incident
managers together. We have practiced together in exercises and
many real events, as Mr. Griffin indicated. We have agreed on
common standards for equipment and communications. We have
jointly developed education, outreach, and alert notification
systems for the public. And we have developed regional systems
that are truly regional in nature, such as a disease
surveillance system, law enforcement data-sharing system, water
quality monitoring systems, and the interoperable
communications infrastructure that Mr. Crouch will discuss.
My point is that collaboration and coordination across the
region is not something new. It is something that we do every
day.
The strategic plan that has been the subject of interest to
this Subcommittee is just another manifestation of that
collaboration, albeit it a significant one. This plan, which
updates the previous strategy that we had developed in 2003,
represents a significant effort of broad-based collaboration,
and collaboration far beyond the stakeholders that you see
sitting at this table, to identify how we should move forward
to safeguard and secure the region. It incorporates learnings
from a regional emergency management accreditation program
assessment process from the Department of Homeland Security's
National Plan Review, from our own review of our programs and
capabilities.
As we have previously testified, the plan starts with a
vision for a safe and secure region and articulates the mission
of the many homeland security partners in the region to achieve
that vision. It establishes four goals: Improved coordination,
improved community engagement, improved prevention and
protection, and improved response and recovery. And under each
of these goals are objectives we have identified to achieve
each goal, and under each objective are initiatives we need to
execute in order to achieve the objectives.
Some of these initiatives, in fact, are already underway. A
critical one and one that will help further shape the plan's
implementation is a regionwide risk assessment. The risk
assessment will analyze the threats faced by the region, take a
look at our vulnerabilities and the consequences of various
different threat scenarios in order to develop the risk profile
of the region, both for natural and manmade disasters, which
will help us to better prioritize our efforts and this plan
moving forward.
Overall, the plan provides a robust framework for
decisionmaking. It has the buy-in of all the stakeholders
across our diverse region, and it will guide decisions, not
just of funding but of policy, of procedure, of legislation, of
standards. And, indeed, since we have had this plan largely in
place for a while now, we have already used it. It guided our
allocation of the last round of UASI funds, and we are using it
to prioritize our activities now on an ongoing basis. And,
Ranking Member Akaka, it is most certainly a working document,
and, in particular, as both you and the GAO have suggested, we
will work to refine and improve the metrics so that we can hold
ourselves accountable for improvement moving forward.
I do want to note that this plan is not an operational
plan. This is not the document that you pick up when a
hurricane strikes or when a bomb explodes. Jurisdiction
Response Plans--in our case, the District Response Plan--are
what prescribe our response. And we have all had Response Plans
in place for a long time. We train our people to those plans,
we exercise those plans, and we activate those plans during
disasters. So I do want you to rest assured, and as I think Mr.
Griffin indicated, that we have the ability to respond today.
The strategic plan will help us improve our capabilities not
just to respond but to prevent, protect against, and recover
from disaster.
With my remaining seconds, I would like to take a moment to
brag a little bit. Earlier this week, Secretary Chertoff joined
Mayor Williams at the ribbon-cutting ceremony for our new
Unified Communications Center, which is a brand new center off
of Martin Luther King Jr. Avenue in Southeast Washington, DC,
which will house--or is housing now a state-of-the-art public
safety communications system and a new state-of-the-art
Emergency Operations Center. This is an investment largely of
local dollars, though with some Federal support, and it is
really a tremendous step forward for us on bringing together
all the critical communications that are needed both on a day-
to-day basis as well as that would be needed for a disaster. So
it is something that we are very proud of, and I invite you and
your staffs to come visit it at any time.
With that, I thank you for having us here today.
Senator Voinovich. Thank you very much. Mr. Crouch.
TESTIMONY OF HON. ROBERT P. CROUCH, JR.,\1\ ASSISTANT TO THE
GOVERNOR FOR COMMONWEALTH PREPAREDNESS, COMMONWEALTH OF
VIRGINIA
Mr. Crouch. Yes, sir. Thank you, Mr. Chairman, Ranking
Member Akaka. It is a pleasure to be with you here this morning
and to speak to interoperability in the National Capital
Region. And I was impressed that both the Chairman and the
Ranking Member in their opening statements mentioned the fact
that we do indeed have effective voice interoperability
throughout the National Capital Region, and that was
demonstrated on September 12 at the demonstration in
Alexandria. That demonstration brought together 50 different
agencies and responder groups from throughout the National
Capital Region, including firefighters, police officers, and
others from the city of Alexandria; from Arlington County; the
District of Columbia; Fairfax County; Frederick County,
Maryland; Loudoun County, Virginia; Montgomery County; Prince
George's County, as was noted by Senator Akaka--and thank you
for making that reference, Senator--Prince William County;
Maryland State Police; Maryland Department of Transportation;
the Virginia State Police; the Virginia Department of
Transportation; the FBI; and ATF.
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\1\ The joint prepared statement of Messrs. Reiskin, Crouch, and
Schrader with attachments appears in the Appendix on page 34.
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What that demonstration evidenced was not simply that those
agencies had the capacity to connect through voice
interoperability, but that, in fact, they frequently do so day
to day as they respond to the concerns of the people within the
District of Columbia and in the Maryland and Virginia suburbs.
So it is important to note that this is operational voice
interoperability that we have throughout the National Capital
Region.
An important aspect of that interoperability is incident
command. We know that interoperability, whether it is data or
voice, is not simply a matter of technology, but it is also a
matter of culture. And I would echo what both Ed Reiskin and
Tony Griffin have said earlier in this testimony regarding the
importance of our reliance on the localities, and the
localities are where these events occur and where the great
credit needs to go in terms of developing these responses.
We, at the State level and at the Federal level, can say a
lot and try to do a lot in terms of cooperation and
coordination, but unless the localities and the first
responders in those localities are committed to that
cooperation, our rhetoric is for naught. And the
accomplishments that have been achieved thus far in the
National Capital Region and the interoperability field
otherwise really are to the credit of our first responders and
our local departments and agencies and local governments. But
incident command is a critical aspect of that, and all of our
agencies have adopted the National Incident Management System,
trained to that, and practice it every day.
As the printed submitted testimony indicates, throughout
the National Capital Region we have used over $50 million in
UASI funding in the past 3 years to address interoperability
issues. Many of those projects are included among those
projects are reverse 911 systems, patient tracking for mass
casualty and surge capacity, the development of the WebEOC
system. The Chairman asked about data interoperability, and
this is clearly our next big challenge as we move forward. We
have several initiatives already ongoing in the data-sharing
arena, including WebEOC, which is Emergency Operations Center
to Emergency Operations Center, giving visibility of events one
to another; LInX, a Law Enforcement Information Sharing System;
AFIS, an Automatic Fingerprint Identification System;
RoamSecure, which provides e-mail alerts via handheld devices;
the National Capital Region Syndromic Surveillance Network,
which is a health trend surveillance network for disease; and a
Hospital Mutual Aid Radio System.
As we move forward in terms of our efforts for the National
Capital Region, it is important, again, to emphasize that all
of this is linked to efforts within the States and within the
localities. In Virginia, we have a very robust project underway
to develop a new communications system among our 21 State
agencies. We call it STARS. The Commonwealth has invested $360
million in that. That effort is closely linked to what we are
doing in the National Capital Region.
Additionally, we have a Commonwealth Interoperability
Office that works closely with our localities, has developed a
strategic plan that the Department of Homeland Security uses as
a model for States throughout the Nation, and governs the
grants process for interoperability efforts throughout the
Commonwealth. But all of those efforts at the State level are
linked closely with what we are doing in the National Capital
Region, just as the Unified Communications Center and efforts
in Maryland, as well as Washington, DC, are also linked to
those efforts.
Data communication is our next focus, Mr. Chairman. We
obviously need to continue building that out as we have
continued to build out voice interoperability.
It is a pleasure to be with you this morning, and I look
forward to your questions.
Senator Voinovich. Thank you. Mr. Schrader.
TESTIMONY OF HON. DENNIS R. SCHRADER,\1\ DIRECTOR OF THE
GOVERNOR'S OFFICE OF HOMELAND SECURITY, STATE OF MARYLAND
Mr. Schrader. Mr. Chairman, Ranking Member Akaka, thank you
for having us here today. I want to mention that implementing
the plan requires focus, a fiduciary responsibility on our
part, which leads to management of cost, schedule, and
performance, and that is the hallmark of the implementation of
this plan. The plan includes 30 initiatives with items such as
designing and conducting risk-based threat analysis, which is
underway as we speak; increasing civic involvement and
volunteerism in all phases of disaster preparedness; and
developing a common regional information-sharing and
collaboration framework.
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\1\ The joint prepared statement of Messrs. Reiskin, Crouch, and
Schrader with attachments appears in the Appendix on page 34.
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I might add that we have been working on linking our Fusion
Centers, and just anecdotally, recently when the United Kingdom
situation unfolded, we were doing our monthly program review
meeting in Richmond, and we managed our efforts collaboratively
out of Richmond. So we are very well oriented towards working
together. But getting those Fusion Centers linked is very
important.
The plan allows us to give strategic guidance to the
practitioner community so that they can develop and execute
specific projects to implement these initiatives. We have to
have a system that is inclusive and transparent, and we have
been developing that over the last 3 or 4 years, where we work
in direct coordination with the local practitioners who guide
us in implementation. And the strategic plan will give us the
measures to gauge performance covering the full spectrum of
activity and outcome measures that will lead us to success.
In order to accomplish all this and coming out of our
original plan that we adopted in 2003, we realized that we
needed to focus on program management and accountability, which
is not a small task. And the Program Management Office was
established in 2004 and serves as the integrated State
Administrative Agent for the National Capital Region and the
District of Columbia and is responsible for program
administration. That process has been evolving and continues to
improve. The office was established to effectively manage the
more than $234 million in grants that have been given to the
region.
We need additional tools, and we are in the process and by
the end of the year we will have a new system called the State
Preparedness Administrative Response System--the acronym is
SPARS--which will allow us to do web-based project management
through a web portal, and we are hoping that will migrate to
the States.
The Program Management Office is charged with implementing
the strategic plan. It has a critical role in developing the
processes, the methodologies, and tools to ensure that projects
are completed on schedule and within budget. And there are
monthly reviews of these projects.
The projects are managed by sub-grants to the local
jurisdictions which requires a significant amount of energy,
time, and effort by the local jurisdictions, who also have day
jobs. And we are sensitive to the fact that the Program Office
has to work collaboratively, and it is quite an undertaking.
In addition, the chief administrative officers who have
shouldered the burden for being responsible for project
implementation regularly review these projects, as we do, and
we are focused on making sure that they are on time, and if not
on time, we have a reprogramming process that reviews what
backlog of projects could be moved up on the queue to move the
program along.
Last, I will mention that we are also very focused in this
process of integrating Maryland, District of Columbia, and
Virginia programs in the seven fundamental areas of homeland
security, which include public safety communications,
information sharing and intelligence, law enforcement,
transportation security, emergency preparedness, health and
medical, and critical infrastructure protection. I would add
that, for example, in our transit grants, we have one committee
which manages all the Maryland and NCR grants collaboratively
because of the feeder systems that come from Maryland and
Virginia into the District, and that has been very successful.
Probably our greatest challenge is the execution of project
management and our fiduciary role in that, and we take that
very seriously. And it is ongoing week by week. We have weekly
conference calls where we focus on this on a week-in and week-
out basis. Thank you, Mr. Chairman.
Senator Voinovich. Thank you very much. Mr. Lockwood.
TESTIMONY OF THOMAS LOCKWOOD,\1\ DIRECTOR, OFFICE OF NATIONAL
CAPITAL REGION COORDINATION, U.S. DEPARTMENT OF HOMELAND
SECURITY
Mr. Lockwood. Mr. Chairman, Ranking Member Akaka, thank you
for the opportunity to come to discuss our efforts. The last
time that we met, the Subcommittee raised a number of questions
and concerns regarding regional coordination and the status of
the strategic plan. Per your recommendations, we have worked
very closely with GAO on several occasions for advice, input,
and to discuss key recommendations.
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\1\ The prepared statement of Mr. Lockwood appears in the Appendix
on page 204.
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As you have heard from my State and local colleagues, we
have made significant progress in the National Capital Region,
beyond the plan itself, but also the fundamentals that go
within the plan. The centerpiece of this effort, in fact, is
the strategic plan that is complete, and I join Ed Reiskin, my
fellow members of the SPG, and our local government, in
submitting this plan for the record. The plan has three parts:
The Core Plan that provides the overall strategy goals and
objectives; Volume II, which is the detailed practitioner-level
information; another piece is the overview briefly summarizing
key points of this for the lay personnel.
The completion of the plan is a significant milestone. In
reviewing our homeland security plans, including those supplied
by GAO, it is clear that this plan is unprecedented. Our region
is complex. We have multiple jurisdictions. We have multiple
challenges and organizations here which we detailed in the last
testimony. As you can appreciate, any catastrophic event,
whether natural or human-caused, respects no boundaries. When
coupled with the geopolitical complexities in the NCR, we can
appreciate the significant challenges in this region.
Completion of this plan required significant investment of
resources, time, and focus at all levels--public and private.
It has been unprecedented, and they have built a strong, long-
term plan.
The plan is a 3- to 5-year plan for managing risk and
strengthening homeland security. The 3-year phase of the plan
looks at the programming, budgeting, and execution, but
provides an overall planning framework for the next 5 years. It
sets forth clear strategic goals, objectives, specific
initiatives to make the NCR safe and secure. It provides a
means to gauge the region's progress and over time to make
informed adjustments to the strategy.
The NCR partners went to great lengths to align the details
of the plan with large numbers of planning documents, guidance,
and recommendations from GAO on various assessments. While
assessing risks and identifying vulnerabilities and
understanding their consequences are critical to determining
what needs to be done, the fundamentals of collaboration,
coordination, and information and resource sharing are the
principal means of how to build and sustain these capabilities
in the region. The plan serves as a road map for strengthening
these capabilities and enhancing the capacity to realize this
vision over time.
In March, we reported that the final plan was delayed in
order to take into account results and outcomes of the
Emergency Management Accreditation Program assessment and DHS's
National Review Plan. Since that time, all of the jurisdictions
have completed the regional assessments. This is the first time
in the Nation that this assessment has been applied in a
regional context.
The process demonstrates that jurisdictions or in this case
multiple jurisdictions, are aiming to use its resources to
provide these capabilities, and it truly is revolutionary what
was done here. This was discussed recently with the National
Emergency Management Association truly as a precedent.
Additionally, in June, the Department completed the
National Plan Review and provided post-Katrina recommendations
and assessments. The results of these have been included in the
plan.
In moving forward, we have talked about the framework that
has been established to execute the plan. A team,
collaborative, bottom-up approach that we will use to continue
to develop and promote the culture in the region. We will
continue to enhance our coordinated approach for communications
and interaction amongst the stakeholders for more effective
prioritization and execution within the region.
We will update this plan on an annual basis to reflect
changes in conditions. It provides the region with a common
framework to coordinate and implement.
In closing, the plan is the outcome of a long,
comprehensive, collaborative process. It is part of the long-
term regional picture of preparedness efforts. The region
continues to work well, working across as peers and
stakeholders within the safety for the National Capital Region.
Senator Voinovich. Thank you, Mr. Lockwood. Mr. Jenkins.
TESTIMONY OF WILLIAM O. JENKINS, JR.,\1\ DIRECTOR HOMELAND
SECURITY AND JUSTICE ISSUES, U.S. GOVERNMENT ACCOUNTABILITY
OFFICE
Mr. Jenkins. Chairman Voinovich, Ranking Member Akaka, I am
pleased to be here today to discuss the National Capital
Region's recently completed strategic plan. We first
recommended in 2004 that the NCR create a strategic plan. A
coordinated strategic plan, appropriately implemented, is
fundamental to ensuring that the region as a whole is prepared
for the risks and hazards it faces. To be effective, the plan
must be a living document that is used as a guideline and road
map for funding and implementing initiatives to build and
sustain needed emergency preparedness and response capabilities
within the region.
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\1\ The prepared statement of Mr. Jenkins appears in the Appendix
on page 208.
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In our testimony last March, we identified six desirable
characteristics of strategic planning that we suggested should
be embodied in the NCR Strategic Plan, and the completed plan
includes all six. These characteristics reflect three basic
principles: One, the inclusion of a clear statement of what is
important and why; two, identification of resources to achieve
the identified goals and objectives; and, three, the
establishment of performance measures and accountability for
monitoring progress and achieving key goals and objectives.
The plan's structure is more streamlined than previously
and includes three basic parts: An overview, a core plan, and a
detail appendix with initiatives and information on such things
as risk, cost, roles, and responsibilities.
The plan is a noticeable improvement over prior documents
and more clearly defines the roles and responsibilities of
various groups responsible for developing, revising, and
implementing the plan. Although the completed plan is a
noticeable improvement, the substance of the information in the
plan could be improved. Two examples:
First, the plan does not reflect the results of the
comprehensive risk assessment for the region. Completion of
such an assessment, which is underway, using a common framework
as a priority initiative in the plan and should be completed as
soon as possible. When this more comprehensive assessment is
completed, it may indeed require revisiting some of the plan's
priorities.
Second, although the plan defined objectives as being key,
measurable milestones for each goal, performance measures for a
number of objectives are stated in rather vague terms, such as
``enhance,'' ``improve,'' ``increase,'' or ``strengthen.''
Although the plan includes outcome measures, a number of its
measures are activities, such as number of registered
volunteers.
The plan identifies 30 initiatives with the leads dispersed
across a number of organizations. It will be essential that the
activities of the various lead organizations are well
coordinated and that they have the authority, resources, and
mechanisms to carry out their lead responsibilities
effectively. Moreover, there is a potential gap between the
estimated cost of the plan's initiatives, about $100 to $150
million, and the resources that may be available to the NCR and
its member jurisdictions from Federal sources. This year, for
example, the NCR received about $100 million less than it had
requested for its Urban Area Security Initiative grant.
Therefore, the plan should recognize that if the plan's
initiatives are to be implemented on schedule, especially the
18 scheduled for completion in 2007, NCR jurisdictions may need
to contribute more than originally anticipated toward their
completion.
As has been noted, the NCR is not an operational entity,
but the result of implementing the NCR Strategic Plan must be
effective regional operational capabilities. Thus, it is
essential that the operational plans in member jurisdictions
align with and support the NCR strategic goals and objectives.
In conclusion, Mr. Chairman, the NCR has made noticeable
progress in developing its first strategic plan. Although we
have identified limitations that should be addressed, the
challenge now is one of effective implementation. This includes
careful monitoring of initiatives and ongoing assessment of the
plan's success in achieving needed capabilities and operational
plans. The goal must be the region's collective ability to
protect against, prepare for, and respond with effective, well-
planned, and well-coordinated actions that will save lives and
mitigate the effects of a major or catastrophic disaster in the
region.
That concludes my statement, Mr. Chairman. I would be
pleased to respond to any questions you or the Ranking Member
may have.
Senator Voinovich. Thank you very much.
Mr. Schrader, you mentioned that the NCR has received more
than $234 million in grants. Mr. Griffin, you also mentioned
that in your respective jurisdictions you are spending a lot
more money than you had originally anticipated.
I would like to know the numbers from your respective
jurisdictions in terms of the amount of additional money that
you believe you are spending that is attributable to this new
challenge since September 11, 2001. We are trying to get this
information for the Department of Homeland Security. It is a
significant sum of money, and it is interesting to know just
what we are doing to protect the homeland and the NCR.
Mr. Jenkins, the issue always is are we going to be able to
measure success. From an oversight point of view, 6 months from
now if we had a hearing, what are the measurements that we
would use to determine whether or not things are on track in
the NCR?
Mr. Jenkins.Well, I think as we say in our statement, one
of the things is as these initiatives are put forward, the way
you are going to be able to measure progress is that the
initiatives have themselves specific measures that are a little
bit--definitely more specific than ``strengthen'' or
``enhance,'' as well as the objectives. So you know that this
initiative is designed to get you to a certain point, and it
should be focused on capabilities, the capabilities that you
are gaining by being able to do this. And that means that you
have to have, first of all, a notion of where I want to go,
what is the end goal that I want to get to, some notion of
where I am relative to that goal and how much this particular
initiative or combination of initiatives is going to help you
close that gap.
Senator Voinovich. Mr. Jenkins, are there measurements in
the plan right now that we can look to?
Mr. Jenkins. There are a mixture of measures, and there are
outcome measures. We think that there--as I said in my oral
statement, there are things where they really can focus a
little bit more on things that are quantifiable measurements.
They should not be so much activity measures. They should be
essentially outcome measures to the maximum extent possible.
And they do have some outcome measures, but we would be happy
to--we have pointed out to them in an oral briefing that we had
on our assessment where we think some of the measures can be
improved.
Senator Voinovich. Mr. Reiskin, you are an appointee of the
mayor. Are you civil service?
Mr. Reiskin. I am not. I serve at the pleasure of the
mayor.
Senator Voinovich. The District of Columbia is going to
have a new mayor. Has consideration been given in the event
that they bring in somebody else that there is going to be a
baton transfer?
Mr. Reiskin. Well, I guess all I can say is both the
current mayor and the presumptive mayor-elect have both said to
each other and publicly that they are both absolutely committed
to a smooth transition in all areas, but particularly including
this one. And I actually was recently appointed interim city
administrator for the District, and the one thing the mayor
said to me was, ``What I need you to do is ensure that the
transition is smooth.'' So I think that the commitment is
clearly there on both sides to ensure that happens.
Senator Voinovich. Do you have reliable people working with
you that are civil service?
Mr. Reiskin. Yes. The majority of the government, of
course, is in a civil service or protected position. It is
really just the top layer that is not.
Senator Voinovich. Are all of the other people in front of
me appointed, with changes in administration? When I was
governor, I would tell my folks that you have got to have
somebody who can takeover if something happens to you. You have
all thought about this and are prepared?
Mr. Reiskin. And we have recently, in Virginia, gone
through a transition where the person that we worked with on a
day-to-day basis moved on, a new governor came in, and I would
say that we really carried on without skipping a beat in terms
of coordination across the region. So I expect that would
continue.
Senator Voinovich. Great. From my perspective, you all get
along together. You can have the best plan in the world, but if
folks do not get along then you are in trouble. But if everyone
gets along then you have a wonderful opportunity to be
successful.
Senator Akaka, we will have 5-minute rounds.
Senator Akaka. Thank you very much, Mr. Chairman.
Mr. Reiskin, on September 17, the NCR held an exercise to
test the region's ability to evacuate Metro transit system
after a bomb exploded. That was the scenario. One capability
tested was whether first responders could communicate if radio
equipment in the Metro tunnels was knocked out.
Will you please share what worked, what did not work, and
what procedural changes have been made since the exercise?
Mr. Reiskin. Certainly, I will try, Ranking Member Akaka.
One of the objectives in the exercise was to take down the
communications system. That was the purpose of the exercise, to
test what the response would be.
What worked was our radio cache. With our Federal dollars
we purchased 1,250 radios that are deployed across the region,
that are all programmed in the same way so that when direct or
patched communications do not work, for whatever reasons, a
reason like this or because something is coming in from the
outside, we have ways to interoperate and communicate. That
cache was deployed, and I would say that aspect of this worked.
A temporary repeater was brought down into the tunnel to enable
the radios to work. That part worked.
What I think did not work was the communication between the
radio cache radios and the Metro system radios that were
brought back up when the repeater was put down. And it was not
a technological issue. It was a matter of the programming of
some of the Metro radios. As I think Mr. Crouch indicated,
often the technology is not the issue. We can do virtually
anything voice-wise to connect people. But protocols have to be
in place, radios have to be maintained, and my understanding is
that the fleet maps, how the different channels on the radios
were set were not consistent such that people could find each
other from a cache radio to a Metro radio.
That is my understanding. I think they are still doing an
after-action review, but, clearly, one of the lessons that will
come out of that--and I would imagine it is happening already--
is to ensure that all of the fleet mapping of all the radios
are up-to-date. One of the things our new Unified
Communications Center houses is our radio function, and we,
within the District, have centralized that to make sure that we
maintain our radios and keep them up-to-date. That is a piece
of making sure interoperability across the region works.
Senator Akaka. Thank you. I would like--and I should have
mentioned it--to hear from Mr. Crouch and Mr. Schrader on the
same question.
Mr. Crouch. Thank you, Senator. I certainly would agree
with Mr. Reiskin's assessment. I would also point out that one
use of the radio caches that he mentioned--and we have three of
those that have been purchased through the UASI funding
throughout the National Capital Region--is to have radios that
are available if folks were to come from Richmond or Baltimore,
for example, to assist in an event and we would have those
additional radios available. But it is important to note that
those radios are not just used in an exercise such as the
recent Metro exercise, but they are used on events like the 4th
of July and other events regularly in the region. So we make
sure that the maintenance is up-to-date in that regard.
Senator Akaka. Mr. Schrader.
Mr. Schrader. Yes, Ranking Member Akaka. I also wanted to
add that one of the things that the development of this plan
has done for us is it has brought us much closer to the WMATA
leadership. Mr. Tangherlini has made it his business to get
engaged. We have worked collaboratively. In this past grant
cycle, for example, we are investing $3 million in improving
and upgrading the communications elements down in the tunnels.
So we recognize that the WMATA asset is an asset for the
region, and each of our jurisdictions has a major stake in
that. And these exercises are funded through this process, and
quite frankly, it is good that we are finding these things in
the exercises.
So I think that as a takeaway it is actually--it did what
it was supposed to do. It highlighted where the gaps might be,
and we are going to be able to fix them.
Senator Akaka. One interesting comment that was made by Mr.
Reiskin--and I just want to ask you to expand on that. You used
the word ``protocol'' as possibly a problem. Can you explain
what you mean by that?
Mr. Reiskin. The technology of interoperable communications
is fairly well developed, and I think within the region we are
fairly advanced in it. But if we do not have agreement and
understanding of when an incident happens this is the channel
we are going to go to, or we do not have the protocols in place
to be able to communicate that information, or if the fleet map
on the radios in the District are different than where they are
in Arlington and I am not keeping up with their changes, then
all the technology in the world will not help us. We need to
have those protocols clearly laid out, exercised, and
understood. And then we have to maintain the system such that
the protocols can be successfully implemented.
And, frankly, in exercises we have all the time, we find
glitches where somebody has changed a channel on the radio
that, if people were going to try to converge on that channel
to talk, they would find that they could not.
So it takes quite an effort to make sure that the radio
systems are maintained and that the protocols are in place.
But, fortunately or not, we get a lot of practice in using the
cache during major events or radio systems during any kind of
mutual aid event. So we have kind of a constant feedback cycle
built in to make sure that our protocols are in place such that
the technology can be effective.
Senator Akaka. Thank you for that. Mr. Chairman, my time
has expired.
Senator Voinovich. In the testimony you discussed risk
assessment. I would suspect that each of you in your own
respective jurisdictions have done your own risk assessments.
Is that true?
Mr. Reiskin. Yes.
Senator Voinovich. Mr. Lockwood, are you looking at the
whole region and prioritizing according to risks in the region?
Mr. Lockwood. One of the outcomes of the EMAP assessment
was a shortcoming of the true understanding of the integrated
risk, and I believe that was picked up by the GAO testimony.
The region has coordinated amongst itself to do a common risk
assessment to pull in the various types of risks, whether they
be the environmental risks, or all-hazard risks, to get a
better understanding of the priorities and potential gaps. That
assessment has already started, and we are actively engaged in
that task now.
Senator Voinovich. Does the Department of Homeland Security
have some really good way of measuring this? For example, after
the recent risk assessment there was a lot of moaning and
groaning that people were not getting the money that they
needed. Do you think that the tools that you have to look out
there and ascertain the risk is adequate? Are you the one that
is doing risk assessment for the region? Are all of you sitting
at the table together and developing your own type of
assessment based on your experience? How does that work?
Mr. Lockwood. We as a community--and what you have heard a
number of times today is the word ``partners''--whether that is
the public or private partnership that we have, the local
government, State, Federal, coming together to write a joint
statement of work that we agree with for a risk assessment to
be done.
Part of my responsibility to the group is to reach out to
those within the Department of Homeland Security that are risk
experts and to make sure that they actively participate in this
effort. For the Department this is truly a regional effort that
is bringing in multiple perspectives beyond terrorism but
including all hazards.
Senator Voinovich. So you are taking advantage of the
expertise that is at the Department of Homeland Security and
then adding some things based on your own experience?
Mr. Lockwood. Right.
Senator Voinovich. You are going to have that done when?
Mr. Lockwood. What is the timeline? Is it 6 months?
Mr. Reiskin. It should be done the end of January 2007, so
within about 4 months.
Mr. Schrader. Mr. Chairman, could I add something to that?
Senator Voinovich. Sure.
Mr. Schrader. Let me give you an example of how it really
works in a practical way. In Maryland, we have been working on
maritime risk. We put a strategic plan together working with
our Area Maritime Security Committee, and we have brought that
to the group and said we need to be thinking about maritime
risk. And people have said, Virginia has got concerns in
Norfolk, we have concerns. We then said, we need to get
together on this and really integrate these risks.
So as a practical matter, it is working, and we need to
have our own focused areas. For example, Maryland has a
significant stake in the Chesapeake Bay and up through
Maryland's Port of Baltimore, the Bentley Port. But until we
actually come together and put it on the table, we may not get
the benefit.
Now we have put it on the table. We are going to be working
on that, and those are the kinds of practical things that we
are working on together.
Senator Voinovich. The Metro system has asked for an
authorization of $1.5 billion. Are you familiar with that
request?
Mr. Griffin. Mr. Chairman, you said a billion and a half?
Senator Voinovich. Yes.
Mr. Griffin. Yes, that is a request oriented towards
maintaining the system so it can continue to handle its current
passenger load.
Senator Voinovich. You are fairly familiar with it then,
Mr. Griffin?
Mr. Griffin. Somewhat familiar. Fairfax County is a funding
partner.
Senator Voinovich. Is a portion of that going to be
attributable to dealing with homeland security?
Mr. Griffin. No, sir.
Senator Voinovich. It is not. It is just strictly to
guarantee the system can operate.
Mr. Griffin. Maintenance, can continue to operate at the
levels it is operating now.
Senator Voinovich. Separate and apart from things that you
need to do from a technology point of view in terms of threats
of terrorism.
Mr. Griffin. That is correct. However, as has been noted
earlier, WMATA has been working with the CAOs and with the
Senior Policy Group to identify critical issues from a security
perspective, and where we have had the capacity financially to
support that, we have done so.
One example related to enhancing communication in the
tunnel system. The other priority is having a duplicate or
back-up operations center for the Metrorail system, something
they have not been able to fund with their normal budgetary
allocation. And we are working with them to support that as
well.
Senator Voinovich. At our last hearing in March, we talked
about the tracking of non-Urban Area Security Initiative grants
in the region. Could any one of you describe in detail what the
region has done to assure the Subcommittee and the people
within the NCR that the non-UASI funds that are being spent in
the region are being spent in a coordinated, transparent
fashion?
Mr. Schrader. Yes, let me start with that, Mr. Chairman. In
our testimony, we talk about the regional program working
groups that we have established, and particularly in the area
of training and exercises, critical infrastructure, just to
name two, and health and medical. What those groups are tasked
with--and let me just be specific; the individual who chairs
our critical infrastructure program and the individual who
chairs Bob's critical infrastructure, and also Ed's, all work
together on this working group, and their charge is to
integrate the three programs. So the money we----
Senator Voinovich. So there are many pots of money?
Mr. Schrader. Yes.
Senator Voinovich. And you are all familiar with the pots
of money that each of you have.
Mr. Schrader. Absolutely.
Senator Voinovich. In each State and the District.
Mr. Schrader. Right. In Maryland, we have over $400 million
over 5 fiscal years, which includes the central Maryland urban
area, health and medical from HHS. So we have a high-level
overview.
Senator Voinovich. You look at the money so everybody knows
where it is and then try to figure out how could it benefit
somebody else so you do not have a duplicate situation?
Mr. Schrader. I will give you a very specific example
around Prince George's County. We have a governance group in
Maryland that oversees interoperability. They have an over $60
million initiative in place to put in a 700-mega-hertz system.
Governor Ehrlich is investing $10 million a year in building a
backbone statewide.
We coordinate that, and in coordination with the NCR, we
have gotten some additional money, almost $1.8 million from the
NCR to contribute to that. So it is all integrated into one
project, and with these multiple sources of money that are
going toward the project. That is just one example.
Senator Voinovich. Senator Akaka.
Senator Akaka. Thank you, Mr. Chairman.
Mr. Reiskin, we have heard in previous hearings that the
District has extensive evacuation plans in case of emergency in
Washington, DC. Earlier this year, the city experienced
significant flooding, which shut down the Metro, gridlocked the
traffic, and made some parts of the city inaccessible.
So my question to you is: Did you exercise any portion of
the evacuation plan during the flood? And if so, please specify
what actions you took and what you learned from it?
Mr. Reiskin. No, we did not exercise or activate any aspect
of the evacuation plan because we were not, in fact, trying to
evacuate the District or the downtown. However, the management
of traffic during that situation--there were some roads that
were flooded. There were, I guess, some disruptions on Metro.
The management of the traffic during that situation, even
though we were not evacuating, did not work as well as it
should. We had some coordination issues between our
transportation and police departments that should not have
happened. And I think we could have done that a lot better.
So it was not an issue of the evacuation plan working or
not, but there were definitely some fairly easy lessons learned
from that that we ensured when Hurricane Ernesto came through,
we were prepared to ensure those would not happen again.
Senator Akaka. I asked that question just to see whether
the evacuation plan could have been applied there. As you said,
you did not, and yet I guess it will take some of these
disasters that come up for us to try the plan out and see how
it works.
Mr. Reiskin. If I may, we actually have twice now, on the
last two 4ths of July, activated--at least a partial activation
of our evacuation plan, and I can tell you that this past July
4 it went a lot better than the first because of the lessons we
learned from the first. So that is one way that we can actually
test the plan and a way that does not inconvenience people. As
a matter of fact, it actually conveniences them because it
allows people to get out more quickly. But unless it is our
goal to get people out of the city quickly, which is not our
goal every day at rush hour and it was not our goal during that
flooding, we cannot test the evacuation plan per se.
Some of the mechanisms that we need, such as traffic
monitoring and deploying intersection control officers, are
common to both, and that is where there are learnings from
these other kinds of events that will, in fact, enhance our
evacuation planning, although we are not activating the plan
itself.
Senator Akaka. Thank you.
Mr. Crouch. Ranking Member Akaka, may I add a response?
Senator Akaka. Mr. Crouch.
Mr. Crouch. I believe it was mentioned earlier in the
testimony that we are currently undertaking a new evacuation
study for the region in cooperation with the Department of
Homeland Security. We hope that, taken with the risk management
study, will help inform our strategies additionally.
And I would like to add that while our core focus from the
Senior Policy Group perspective is the National Capital Region,
we also recognize that what happens here and what we do here in
response to events can potentially impact other parts of the
country, and certainly the Mid Atlantic Region.
Many of us participated earlier in the summer in a
conference on evacuation that was held in West Virginia. There
were representatives of eight States as well as the District of
Columbia at that, including, Mr. Chairman, from the State of
Ohio, to discuss issues focused on events in the National
Capital Region and how those would impact out into other areas
of the Mid Atlantic and West.
So I just want to point out that our efforts here in the
National Capital Region are not simply limited to Maryland,
Virginia, and the District of Columbia, but we are also
coordinating and have a very active dialogue with other States.
Senator Akaka. Let me just further ask the question that I
asked Mr. Reiskin about that flood. Did you, Mr. Schrader, make
an effort to see how you would be able to help the District of
Columbia during the flooding?
Mr. Schrader. Yes, I specifically spoke to Mr. Reiskin
during the flood and asked him--because they had declared an
emergency. I have his cell phone number, and I called and
offered assistance. He indicated that because of the water
table here in the District around those areas, often basements
would flood and it would cause problems with buildings, but at
that point in time they did not need our assistance from
Maryland. So we talked as the situation was ongoing.
Senator Akaka. The reason I asked about the flood is
because it was an unplanned natural disaster as opposed to
something that you can see coming, such as a planned or
simulated event.
Thank you, Mr. Chairman. My time has expired.
Senator Voinovich. Is there an NCR intelligence network or
joint task force?
Mr. Crouch. Yes, Mr. Chairman, we have Fusion Centers in
both of our States, and as mentioned, now the Unified----
Senator Voinovich. Is that what it is called, a Fusion
Center?
Mr. Crouch. Yes, sir.
Senator Voinovich. It is where all of the local and Federal
groups are continuing to get information and sharing it with
each other so you have something that is dynamic?
Mr. Crouch. Yes, sir. It is an intelligence-gathering and
analysis function, and in Virginia, it is led by our Virginia
State Police and our Department of Emergency Management as
partners with other State agencies, local law enforcement, and
Federal agencies.
Senator Voinovich. From your perspective, how is it
working?
Mr. Crouch. Well, the Fusion Center concept is relatively
new at the State level. We just stood ours up in Virginia at
the beginning of this year. It is working well thus far. As in
many other cases, it is an area where we need more resources,
more analysts at the State level. We have had a very active
dialogue with the Department of Homeland Security and the
National Geospatial-Intelligence Agency regarding those
partnerships, and we are hopeful that they will develop.
Senator Voinovich. You have one in Virginia and Maryland.
Mr. Reiskin, do you have one here in the District?
Mr. Reiskin. We are actually in the process of standing up
a Fusion Center. We have been working for the last 6 months or
so with the Department of Homeland Security and the Washington
Field Office of the FBI, and we are fairly close to being
there. We have the functions in place. We have analysts in
place. We have a very strong working relationship with the FBI
through the Joint Terrorism Task Force. But our actual center
will be up in the next 6 months.
Senator Voinovich. What I think about is that through the
intelligence network you find out that something is going to
happen and how quickly that information can get to the NCR and
trigger that so that you have a response.
For example, on September 11, 2001 there was information
about a plane still in the air, which was the plane that went
down in Pennsylvania. I do not know when we finally got
information about the plane, but everybody was evaculated. I
will never forget that day as long as I live. But it would be
interesting to know how soon did that information get out, and
what was done to respond to it. Do these Fusion Centers put you
in a much better position than if you had a repeat of that day,
you would be able to react to it in a much quicker way?
Mr. Reiskin. I would say generally yes, although in some
ways there are slightly different issues, both of which we have
prioritized within the strategic plan. On the intelligence
side, it is often more on prevention and gathering global
intelligence, local intelligence, assessing our threats to
figure out where we need to focus our resources, what we need
to exercise. And as Mr. Schrader mentioned, we are working to
link our Fusion Centers, to fuse our Fusion Centers, so that we
are part of the network nationwide that goes up to the Federal
Government, down to the local governments, to be able to
process all that information to be able to prevent things from
happening.
We have also been working on this alert notification issue,
so when there is an emergent event, we can get the information
either down from the Feds, up to the Feds, and out to the
people who need to know that. That may or may not be a function
within the Fusion Center. The emergent threat may go more
through our Emergency Operations Center, and those centers, as
Mr. Crouch mentioned, are now linked multiple ways, including
through the interoperable data systems.
Senator Voinovich. A couple times, the NCR airspace has
been violated and we were evacuated. With that kind of
information, how fast was that information translated to the
NCR? And it gets back to your assessment. What are you going to
do under those circumstances? I am pleased to know that you are
continually exercising your interoperable communications.
Mr. Crouch. Mr. Chairman, I would mention, too, that we do
have--and this has been funded through the Urban Area Security
Initiative funds--in the National Capital Region a system we
call the Regional Incident Communications and Coordination
System--RICCS is what we refer to it as--and that links all of
us as well as folks at the local level in the region and in
Federal agencies. Through the pager system and other methods,
we get very quick notification of events as they are developing
in the National Capital Region.
Senator Voinovich. How much have we spent to secure the
Capitol complex? I am working on trying to get a dollar figure,
and it has been very difficult. Senator Akaka, you might be
interested. I am trying to get how much have we really spent on
the bollards. There is speculation that the green bollards cost
$30,000 apiece. I hope that is not true. Is the District
involved at all? We have all these hydraulic barriers that have
been built, and we have closed off streets. Does the District
have anything to say about it?
Mr. Reiskin. The answer is--who is in charge of the
security of the Capitol? It is the U.S. Capitol Police, and
their jurisdiction is, I believe, statutorily defined and it
actually extends beyond the immediate grounds. They report, as
you probably know, to a Police Board, which are the Sergeant at
Arms of the two Houses, as well as the Architect of the
Capitol. And my understanding is that the decisions about
bollards and pop-up barriers and the like are generally made by
that board.
Most of those decisions have happened without consultation
with the District, and sometimes in the face of opposition from
the District, because while we certainly respect and understand
the need to protect these grounds, overprotection can inhibit
our ability to respond to events and the needs of the citizens
and residents and people who work in the District.
That said, we try to work as closely as we can, the
Metropolitan Police Department and the U.S. Capitol Police work
very closely together because they are obviously----
Senator Voinovich. So you have knowledge of the bollards
and street closings before they happen? Or they just go ahead
and do it and you find out about it afterwards?
Mr. Reiskin. In some cases, the latter has happened.
Senator Voinovich. Do you think that communication could be
improved?
Mr. Reiskin. I think it has improved. It could probably be
improved more. But ultimately they have, I believe, statutory
authority to do some of these things, and I do not think they
need to ask our permission, let alone consult with us. But we
work to build relationships on the ground level, the street
level. There is very good coordination between the police
forces, but the decisions of the Police Board are their
decisions, and I think they have the authority to make them
unilaterally.
Senator Voinovich. Senator Akaka, it might be a good idea
that we have a hearing on how the Capitol Police work with the
other police in the NCR. I know we had a hearing about 4 or 5
years ago dealing with that issue. There are several police
forces that we have here. I think that the recent incident
where a man drove into the Capital complex and climbed the
steps and was in the Capitol with a firearm makes you ask
yourself, really how secure are we?
Who is in charge of securing the White House? The Secret
Service? Do they have a geographic area where they are in
charge of deciding what they are going to do?
Mr. Reiskin. Yes, that is correct. And I do not know if
theirs is statutorily----
Senator Voinovich. Like Pennsylvania Avenue, right in front
of the White House, it is closed off. I wonder how that closing
fits in with traffic patterns and moving people in and out of
the city.
Mr. Reiskin. Right, and that example, we have formally
requested the reopening of Pennsylvania Avenue and of E Street.
Ultimately, it is Federal property--or it is surrounded by
Federal property. And, interestingly, Pennsylvania Avenue right
in front of the White House is still District property,
although they have closed it off. They own the sidewalks. We
own the street. It is a little bit of a complicated situation.
But operationally on the ground, I want to assure you that
both with the Secret Service and the Capitol Police that our
police work very closely with them because anybody who is
trying to get in here has to come through the city. So if our
police were alerted to something happening, they are in direct
communication with the Capitol Police.
Senator Voinovich. Thank you. Senator Akaka.
Senator Akaka. Thank you, Mr. Chairman. I agree with you. I
think we need to look into a possible hearing on that.
Mr. Schrader, your testimony mentioned the usefulness of
Citizen Corps Councils in Maryland.
Mr. Schrader. Yes, sir.
Senator Akaka. And what interests me is that this expands
the parameter beyond government and to the citizenship.
Mr. Schrader. Yes, sir.
Senator Akaka. The only way for this country to be truly
prepared for a disaster is to improve individual citizens'
preparedness. Yet I have been concerned that the Citizen Corps
program is not utilized or supported as well as it could be.
The question is: Based on your experience in Maryland, how
can the National Citizens Corps program be improved? And is
there anything that Congress or DHS can do to improve Citizens
Corps at the Federal level?
Mr. Schrader. Well, in Maryland, Governor Ehrlich is very
pleased with the Citizen Corps Council. We actually were the
first State in the Union to have a Citizen Corps Council in
every county in our State, and that was over a year and a half
ago. Tomorrow, we are actually having our first statewide
Citizen Corps Council at the Maryland Emergency Management
Agency, so there is a commercial for tomorrow's conference. And
we are reaching out.
What really needs to happen is you have to have the
emergency directors in the local jurisdictions embracing the
Citizen Corps Councils. You have to have the CERT programs, the
Citizen Emergency Response Teams, brought into that. And the
other thing that needs to happen is you have to have a very
clear mission for these folks who are trained because there is
a concern, for example, within the professional public safety
community that we do not want to train people who are going to
suddenly show up at the scene of an incident now because they
have gotten a couple days' worth of training.
We are also talking to our folks, as you know, Health and
Human Services has a requirement for pandemic planning. Our
thinking in Maryland is that in the event of a pandemic, you
are going to have a situation where you are going to need
citizens in local jurisdictions. You are going to need local
response capability.
So we are trying to weave all this together. We also
believe that the community colleges--Governor Ehrlich has put a
tremendous amount of money into community colleges in these
past 4 years since he has been in office. We believe that is a
platform because a lot of what has to happen here is
nonresident continuing education for adults. And that is
another thing. So we have linked the community colleges also.
So there are some techniques. The States are uniquely
positioned to drive this. A lot of what is going on at DHS with
the Ready.gov program as well as the National Preparedness
Month program give us the framework, but it is really
fundamentally a State and local responsibility to drive this.
And we are having a lot of success, so we think it is a very
worthwhile program.
Senator Akaka. My question was what can Congress and DHS do
on a Federal level, but I understand what you are saying, that
primarily it is a State----
Mr. Schrader. I think you have done a lot already. By
creating the framework and providing the framework of resources
and the program and the national websites and those sorts of
things, you have enabled us.
The thing about empowerment, you have empowered us to
deliver. Empowerment is a two-way street, so it is our job to
deliver the results on the emergency management performance
grant, and we appreciate the fact that you have empowered us in
that way, and we are taking--we have to take the effort to move
it ahead.
Senator Akaka. Thank you.
Mr. Lockwood, a recent Washington Post article reported
that DHS allocated additional funding and personnel to the
Office of National Capital Region Coordination in recent
months. It is my understanding that your office received
approximately $30,000 from the avian flu supplemental, which
clearly would be insufficient to fund any additional staff. So
I have two questions for you.
One, what was the avian flu funding used for? And did your
office receive any funding or personnel in addition to that
$30,000?
Mr. Lockwood. Yes, sir. As discussed by Director Schrader,
what we try to do is collaboratively pool our resources. The
$30,000 resources for avian influenza is going to support the
credentialing, the identity management capabilities of first
responders, in particular the health care community. That is
leveraging some of the other work that we are doing on identity
management and credentialing of first responders to the health
community.
With regard to other resources, I understand that there are
resources available through the chief medical officer's shop.
We will coordinate that with our State and local partners
through ESS 8 and 6 for prioritization of those and, again, the
strategic plan will provide part of that framework.
Senator Akaka. Did you receive any personnel assistance as
well in this?
Mr. Lockwood. Again, currently this year we have three
full-time positions assigned to the office. We have had several
detailees that have come to the office from TSA, and the
Department of Defense again, Joint Forces Headquarters,
National Capital Region. General Swan has been a great partner,
again, trying to make this coordination between homeland
security and homeland defense more seamless. We have been
actively leveraging and working with the general.
Senator Akaka. Mr. Lockwood, the budget for your office
will increase over 100 percent next year. How will those
additional funds be used? Do you have an idea?
Mr. Lockwood. Yes, sir. Right now there are a number of
coordinating bodies that we cannot devote full-time personnel
to, in particular both with the fire, law enforcement,
emergency management communities. In some cases, we sit in the
coordinating meetings by exception rather than as a matter of
process, which we believe we should. Those resources will
ensure that we are coordinating there.
Another piece that you have heard today is the discussion
with regard to protocols. Part of the effort needs to be
coordinated protocols, and you will see within the strategic
plan that some of these resources will be applied for the
coordination and maturation of protocols.
Senator Akaka. Let me, Mr. Chairman, just finally, since I
am on the subject of funding, ask Mr. Griffin: What percentage
of the homeland security funding spent in the NCR comes from
non-Federal, that is, State or local funds?
Mr. Griffin. Senator, I do not have a precise number, but
my estimate is that in excess of 90 percent, probably closer to
95 percent of all funding spent on homeland security in the
National Capital Region comes from State or local resources,
with the vast majority of that actually coming from local
resources.
Senator Akaka. Thank you very much, Mr. Griffin.
Thank you, Mr. Chairman.
Senator Voinovich. Thank you.
Senator Akaka, I just received an alert, and we get these
all the time, about strange substances and stay away from
certain areas. I do not think that the people in our respective
States or the District fully appreciate the amount of money
that we are putting into securing the homeland. You have to
wonder how we can pay for all of it. I had an analysis done
that said, if we are going to try to balance up the money that
we are spending on homeland security and the war, we would have
to cut the domestic nondiscretionary budget by 30 percent. I
suspect in each and every one of your cases, Mr. Lockwood, that
you could use more money. I know there are a lot of areas in
Homeland Security. But I just think that we need to do a better
job of communicating to the public how serious this is. You
take State budgets. I would be interested in knowing how much
more money States are absorbing to pay for homeland security.
Are there things that you have given up that you should be
doing, but you are not doing because you are putting the money
into the NCR? I really think it is important that we do a
better job of letting people know. This is very serious
business, and it is costing a whole lot of money. We talk about
securing the border, and the reason why we have got a problem
with the border is we did not spend the money in the first
place to secure the border. Now we have a problem, and now we
are going to spend the money. But it is going to be very
costly. All of this spending keeps adding up and adding up.
I will never forget that day when--I do not know whether
you were in the Hart Building or not, Senator Akaka, when we
had to evacuate. I remember coming back and I had heard about
the Twin Towers going down, and then seeing on television there
was a short building, and I said, ``That cannot be New York.''
And my staff said, ``No. That is the Pentagon.'' And the next
thing we know, I was out of here.
I was so angry, I said, ``I am not going. I am not going to
let them, those terrorists, intimidate me.'' And my chief of
staff almost picked me up and said, ``You are going out of
here. If I do not get you out of here, somebody else is going
to get you out of here.'' I do not know if you get mad about it
or not, but Osama bin Laden has really wrought unbelievable
change in this country. Somehow we have to figure out how to
deal with it, and I just wonder if we are ever going to have it
off our back. I think about my seven grandchildren. Senator
Akaka has a lot more than that. But you wonder when will this
ever be off their back? How far do we go to secure the homeland
without bankrupting the country?
It is a very frustrating time for all of us. I want to
thank all of you for the good work that you are doing. It is
very comforting to me to know that you are working with each
other and trying to get the job done. It is not easy, and we
will do what we can to be supportive of your efforts. If
something comes up where you think we can be of help to you, I
certainly want you to know to please contact us. Thanks again
for being here.
Senator Akaka. Mr. Chairman, may I ask one more question?
Senator Voinovich. Sure.
Senator Akaka. And this is for all of the witnesses
representing the NCR. As you know, the NCR received an
unexpected 40-percent cut in UASI funding this year. So my
question to you is: How will this cut impact the timeline we
are talking about for planned initiatives laid out in the
strategic plan? Your answer does not have to be long.
Mr. Crouch. I will take the first cut at that, Ranking
Member Akaka. We talked about improving our data
interoperability, and essentially it slows the process. We will
accomplish our goals, but it pushes them out a couple of years
farther than we would want. And part of the importance of that
is that these are tools not just to address potential terrorist
acts, but our approach is an all-hazards approach. So they are
tools that are useful for our law enforcement and first
responders day to day, every day and night as they serve the
needs of the people in the National Capital Region communities.
Senator Akaka. I guess you all agree with that.
Thank you very much, Mr. Chairman.
Senator Voinovich. Thank you, Senator Akaka.
[Whereupon, at 11:44 a.m., the Subcommittee was adjourned.]
A P P E N D I X
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