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pdfChemical Stockpile Emergency
Preparedness Program
Fiscal Year 2010 Report to Congress
Federal Emergency Management Agency
Message from the Administrator
I am pleased to present the 2010 Chemical Stockpile Emergency
Preparedness Program Report to Congress, which has been prepared by
the Federal Emergency Management Agency.
This document has been compiled in response to requirements set forth
in 50 U.S.C. 1521 (c)(5)(C), which directs that “Not later than
December 15 of each year, the Director shall transmit a report to
Congress on the activities carried out under this paragraph during the
fiscal year preceding the fiscal year in which the report is submitted”
and 50 U.S.C. 1521(g)(2)(B), which requires that the report contain
“[a] site-by-site description of actions taken to assist State and local
governments (either directly or through the Federal Emergency
Management Agency) in carrying out functions relating to emergency
preparedness and response in accordance with subsection (c)(4) of this
section.”
Pursuant to congressional requirements, this report is being provided to the following Members
of Congress:
The Honorable Ike Skelton
Chairman, House Committee on Armed Services
The Honorable Howard P. “Buck” McKeon
Ranking Member, House Committee on Armed Services
The Honorable Carl Levin
Chairman, Senate Committee on Armed Services
The Honorable John McCain
Ranking Member, Senate Committee on Armed Services
The Honorable C.W. Bill Young
Ranking Member, House Appropriations Subcommittee on Defense
The Honorable Daniel Inouye
Chairman, Senate Appropriations Subcommittee on Defense
The Honorable Thad Cochran
Ranking Member, Senate Appropriations Subcommittee on Defense
The Honorable Norman Dicks
Chairman, House Appropriations Subcommittee on Defense
Inquiries relating to this report may be directed to me at (202) 646-3900, or to the Department’s Deputy Chief
Financial Officer, Peggy Sherry, at (202) 447-5751.
Sincerely,
W. Craig Fugate
Administrator
Federal Emergency Management Agency
Executive Summary
CSEPP activities are an extension of the FEMA mission, “to support our citizens and
first responders to ensure that as a nation we work together to build, sustain and improve
our capability to prepare for, protect against, respond to, recover from, and mitigate all
hazards.” CSEPP’s mission is to “enhance existing local, installation, tribal, State, and
Federal capabilities to protect the health and safety of the public, workforce, and
environment from the effects of a chemical accident or incident involving the U.S. Army
chemical stockpile.” This mission is accomplished in CSEPP through partnerships with
the Department of Army (DA), Federal departments and agencies, states, one tribal
nation, local governments, volunteer organizations, and private industry. CSEPP’s
mission aligns with FEMA and DA goals by protecting off-post civilians and people who
work on one of the six U.S. Army depots that store chemical warfare agents from the
unlikely event of a chemical accident or incident. DA is fulfilling its mission to eliminate
aging chemical munitions and chemical warfare materials. This objective is in
accordance with international treaties and national policies.
The unique Federal responsibility to CSEPP communities has an added benefit: CSEPP
communities are better prepared to respond to all hazards, regardless of cause. By using
appropriated funds provided by the DA, at the direction of Congress, FEMA helps
CSEPP communities ensure that, regardless of the cause, emergency managers can
determine when an emergency is occurring; assess and predict its impact; broadcast
effective messages to inform the affected population; determine appropriate public
health and safety strategies; and, if required, evacuate and shelter people at risk. The
increased capability of local officials to protect the public will remain a CSEPP legacy
long after the stockpile is successfully destroyed and CSEPP’s mission ends.
CSEPP is guided by two key management tenets. First, is CSEPP’s primary goal to
protect the public from potential incidents involving military installations that house
lethal chemical agents and munitions. Second is the collective commitment of CSEPP
participants to make the communities surrounding each of the stockpile sites safer than
they were before the Program began.
As more sites move toward total elimination of their chemical stockpiles, CSEPP
continues to document lessons learned and best practices of this unique emergency
preparedness program.
For the first time, CSEPP held its annual CSEPP National Workshop as a combined
event with the annual emergency management conference of a State. For the host state,
the Commonwealth of Kentucky, the two-in-one Workshop was also unprecedented.
Thirty-five joint practicums, plus an interactive earthquake seminar, provided an
opportunity for CSEPP staff to share best practices with non-CSEPP communities.
CSEPP leadership, James Kish, Director of the FEMA Technological Hazards Division,
and Carmen Spencer, Deputy Assistant Secretary of the Army (Elimination of Chemical
Weapons), briefed Congressional members on the Alabama Special Needs program,
which CSEPP uses to identify and prepare special needs populations for emergency
situations.
The management of CSEPP was recognized when Dan Civis, CSEPP Branch Chief,
received the U.S. Army Award for Distinguished Civilian Service, the highest U.S.
Army civilian public service award, for his leadership in the advancement of emergency
preparedness in communities near the chemical weapons stockpiles.
CSEPP continues to be a winner for its training videos and received its third Aurora
Award for its Communicating Public Information in Emergencies video. The award is
the result of an international competition that recognizes excellence in the film and video
industries.
These accomplishments demonstrate the CSEPP staff’s dedication to excellence and
innovation until the last of the stockpile is completely destroyed. The Summary of
Significant Activities on page 18 contains more detail on FY 2010 accomplishments.
Table of Contents
Legislative Requirements ............................................................................................................................................2
Background ..................................................................................................................................................................4
Program History .....................................................................................................................................................6
Collaboration ..........................................................................................................................................................6
Funding Administration ..........................................................................................................................................6
The CSEPP Environment .......................................................................................................................................7
Results .........................................................................................................................................................................12
CSEPP Management System ................................................................................................................................12
Program Risk Reduction .......................................................................................................................................12
CSEPP Benchmarks..............................................................................................................................................13
Summary of Significant Activities ............................................................................................................................18
Administration ......................................................................................................................................................19
Alert and Notification ...........................................................................................................................................22
Automation ...........................................................................................................................................................22
Communications ...................................................................................................................................................25
Coordinated Plans .................................................................................................................................................25
Emergency Operations Center ..............................................................................................................................27
Exercises ...............................................................................................................................................................27
Medical Program ..................................................................................................................................................28
Personnel ..............................................................................................................................................................29
Protective Actions.................................................................................................................................................29
Public Outreach and Education.............................................................................................................................31
Training ................................................................................................................................................................33
Programmatic Challenges .........................................................................................................................................36
Appendix A: CSEPP Communities ..........................................................................................................................38
Alabama CSEPP Community (Anniston Army Depot) ........................................................................................39
Arkansas CSEPP Community (Pine Bluff Chemical Activity, Pine Bluff Arsenal) .............................................40
Colorado CSEPP Community (Pueblo Chemical Depot) .....................................................................................42
Kentucky CSEPP Community (Blue Grass Army Depot) ....................................................................................44
Oregon CSEPP Community (Umatilla Chemical Depot) .....................................................................................46
Utah CSEPP Community (Deseret Chemical Depot) ...........................................................................................48
Washington CSEPP Community (Umatilla Chemical Depot) ..............................................................................50
Appendix B: CSEPP Stakeholders ...........................................................................................................................54
Appendix C: National IPT Chairs ............................................................................................................................58
Appendix D: Acronyms and Abbreviations .............................................................................................................60
Legislative Requirements
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Legislative Requirements
Legislative Requirements
The Department of Homeland Security (DHS), Federal Emergency Management Agency (FEMA) is submitting
the Fiscal Year (FY) 2010 Annual Report to the United States Congress in accordance with the requirements set
forth in 50 U.S.C. 1521 (c)(5)(C), which directs that “Not later than December 15 of each year, the Director
shall transmit a report to Congress on the activities carried out under this paragraph during the fiscal year
preceding the fiscal year in which the report is submitted” and 50 U.S.C. 1521(g)(2)(B), which requires that the
report contain “[a] site-by-site description of actions taken to assist State and local governments (either directly
or through the Federal Emergency Management Agency) in carrying out functions relating to emergency
preparedness and response in accordance with subsection (c)(4) of this section.” Pursuant to subsection (c)(4),
the Department of the Army (DA) and FEMA entered into a Memorandum of Agreement whereby the DA
provides funds to FEMA to support the Chemical Stockpile Emergency Preparedness Program (CSEPP)
mission of assisting State and local governments in carrying out functions relating to off-post emergency
preparedness and response in the communities surrounding military installations that store and dispose of lethal
chemical agents and munitions. The DA retained responsibilities for all related on-post activities. This report
reflects the status of FEMA activities implemented by CSEPP to provide “maximum protection” for residents in
the 7 states, 1 tribal nation, and 33 counties that participated in CSEPP in FY 2010. This report includes the
following:
•
A status summary of CSEPP
•
Significant activity for each CSEPP national benchmark
•
A summary of significant programmatic challenges
•
The status of each state CSEPP community
CSEPP FY 2010 Report to Congress
Background
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Background
Background
The Chemical Stockpile Emergency Preparedness Program (CSEPP) is a unique multi-jurisdictional partnership
with participants who share a common goal: prepare and enable communities to protect their residents in the
unlikely event of a chemical emergency at one of the nation’s chemical stockpile sites. More specifically,
CSEPP’s vision is “a fully-prepared team of local, installation, tribal nation, State and Federal professionals,
developing and executing an effective emergency preparedness and response program.”
To fulfill its vision statement, CSEPP’s mission is “to enhance existing local, installation, tribal, State, and
Federal capabilities to protect the health and safety of the public, workforce, and environment from the effects
of a chemical accident or incident involving the U.S. Army chemical stockpile.”
During fiscal year (FY) 2010, communities near six Department of the Army (DA) stockpile sites across seven
states participated in CSEPP. These seven states and their FY 2010 program activities are detailed in Appendix
A.
•
Anniston Chemical Activity, located on Anniston Army Depot (Alabama)
•
Pine Bluff Chemical Activity, located on Pine Bluff Arsenal (Arkansas)
•
Pueblo Chemical Depot (Colorado)
•
Blue Grass Chemical Activity, located on Blue Grass Army Depot (Kentucky)
•
Umatilla Chemical Depot (Oregon and Washington)
•
Deseret Chemical Depot (Utah)
CSEPP FY 2010 Report to Congress
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Thirty-three counties in seven states and one tribal nation participated in CSEPP in FY 2010.
Thirty-three counties and the Confederated Tribes of the Umatilla Indian Reservation (CTUIR) surrounding the
six DA stockpile sites participated in CSEPP in FY 2010. In the 7 states, 10 of the counties and the CTUIR have
areas in immediate response zones (IRZ), the areas closest to where the chemical agents are stored, generally
within an approximate six-mile radius. Eighteen counties are in protective action zones (PAZ), beginning at the
outer edge of the IRZs and extending to a distance of between 6 and 31 miles.1 The remaining five counties are
designated as host counties and lie outside the IRZs and PAZs. Appendix B lists CSEPP stakeholders.
1
Some counties have areas in the IRZ and PAZ.
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Background
Program History
CSEPP FY 2010 Stakeholders:
Providing preparedness assistance to communities near
chemical stockpile sites began in August 1988 with a
• Six Army installations
memorandum of understanding (MOU) between the Federal
• Seven states
Emergency Management Agency (FEMA) and Department of
• Thirty-three counties
the Army (DA). This resulted in enhanced abilities of the
• One tribal nation
original eight chemical stockpile sites in the continental
United States and adjacent civilian communities to respond to
• Residents of CSEPP communities
a potential chemical agent emergency. The MOU established
• Federal facilities in the hazard zone
the framework for partnering with affected State and local
• U.S. Congress
governments to provide for the public’s health and safety,
identifying respective roles and responsibilities, and
• U.S. taxpayers
establishing joint program efforts in planning, training,
• Non-profit and nongovernmental organizations
exercising, and exchanging information. The MOU has been
• Public- and private-sector agencies
reaffirmed and revised over the years as the program matured.
A 1997 MOU revision gave FEMA responsibility and
accountability for all aspects of off-post emergency preparedness. This MOU was reaffirmed in 2004.
Collaboration
CSEPP prides itself on its relationship with State and local partners. Within CSEPP, FEMA is responsible for
the following tasks:
•
Administering off-post CSEPP funds
•
Supporting CSEPP states in developing response plans
•
Developing, delivering, and evaluating training
•
Providing technical assistance
•
Developing programs for evaluating off-post readiness
Funding Administration
CSEPP is administered through the states. FEMA validates off-post requirements and develops a budget in
coordination with State and local governments. These budget requests are then incorporated into the
Department of Defense (DoD) budget submission to Congress. Once appropriated, DA transfers the funds to
FEMA, which has full authority and responsibility for their distribution and expenditure. Both FEMA and DA
continue to cooperate closely and coordinate their efforts. Performance in the area of program management has
been maintained at a very high level because of regular joint meetings, a common budgeting, cost accounting
and performance management system, and aggressive program integration efforts.
CSEPP FY 2010 Report to Congress
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FEMA distributes funds to the states under CSEPP Cooperative Agreements (CAs), based on a negotiated
annual work plan between the states and the FEMA regional offices. Under the CAs, each state identifies its
needs, develops proposed projects to meet those needs, requests funds from FEMA, and disburses these funds to
the various state offices and local governments involved in the proposed projects. The states are responsible for
financial accountability, adherence to Federal grant management rules (described on page 12), and providing
quarterly financial reports and quarterly performance reports addressing the capability improvement realized
through the funds.
The CSEPP Environment
While FEMA and DA strive to execute CSEPP using resources budgeted to the Program, key external factors
may have a significant impact on achievement of these goals. These external factors include programmatic,
political, societal, and technological issues.
Programmatic
Effective risk analysis and planning require a strong and continuous commitment on the part of states,
communities, and the tribal nation. To present and defend their annually updated lifecycle cost estimates
(LCCE), local, State, and Federal agencies developing CSEPP budgets must ensure requirements are valid prior
to funding and execution.
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Background
The local, tribal, and State governments must
maintain a fully operational CSEPP effort
proportionate to the risk through the end of
destruction operations at each stockpile site.
Delays and extensions of chemical destruction
operations will necessitate continued CSEPP
operations, potentially increasing the cost of the
Program beyond past projections.
Political
Congress funds CSEPP through defense
appropriations and has oversight authority over
FEMA and DA as to the execution of those
funds. Increased expectations for FEMA and DA
to provide new capabilities for off-post Red Cross workers and volunteers from the Young Marines
communities, without accompanying funds or discuss logistics in the Benton County, Washington, EOC.
resources, could compromise the FEMA and DA
core missions. Public involvement with local, State, and Federal legislative representatives will continue
throughout CSEPP’s execution. In addition to maintaining a strong relationship with the public, rapid and
continuous communication with these representatives is vital to ensuring that actions by FEMA and DA are
understood. Successful mitigation measures often go unnoticed because chemical accidents and incidents have
been avoided.
Federal Collaboration
In addition to the partnership with FEMA and DA, continued coordination with the Environmental Protection
Agency (EPA), the Department of Health and Human Services’ (HHS) Centers for Disease Control and
Prevention (CDC), Occupational Safety and Health Administration (OSHA), and other Federal agencies is
required to ensure CSEPP uses the most current and comprehensive exposure guidance. This coordination is
crucial in resolving issues such as determining both appropriate permissible exposure limits and published
exposure limits or guidelines for workers and the off-post populations, establishing protocols for emergency
workers, and providing health and safety standards for personal protective equipment (PPE).
Societal
Statute requires FEMA and DA to provide “maximum protection” to people living around stockpile sites,
workers at the stockpile sites, and the environment. FEMA and DA have defined maximum protection as the
completion of steps to “mitigate the effects of an accident to the maximum extent practicable,” achieved
“through the establishment of comprehensive emergency planning and preparedness programs,” and “through
CSEPP FY 2010 Report to Congress
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preventive measures designed to render the stockpile less susceptible to both internally and externally generated
accident scenarios.”2
Technological
Emergency preparedness and response capabilities must be maintained to achieve full operational readiness
through the end of destruction operations. Continued research on chemical warfare agent exposure and
improved detection and identification technologies have reinforced the need to retain state-of-the-art detection,
warning, and reporting capabilities in the CSEPP communities. The overall costs and benefits of replacing
current technology with new systems, however, must be carefully weighed to ensure prudent stewardship of
taxpayer funds.
Integrated Process Teams
To help carry out its mission, CSEPP uses integrated process teams (IPTs). IPTs, authorized under a joint
FEMA and DA memorandum (May 1998), are groups of CSEPP stakeholders who represent Federal, State, and
local agencies. The teams serve as a management tool for programmatic planning and issue discussion, address
specific programmatic benchmarks, and enable stakeholders to share knowledge across the program. IPTs bring
together stakeholders, staff, and other experts to design and implement new processes and create new products.
They are important at the program and community levels. IPTs provide common solutions and consistency of
approach across the CSEPP communities and produce products and tools of immediate value not only to the
CSEPP community but also to the broader emergency preparedness field as well. Each of the CSEPP
communities has its own IPT, and there are national IPTs that correlate with the CSEPP benchmarks. (Appendix
C provides a list of the National IPT chairs.)
National IPTs include the following:
2
•
Automation
•
Closeout
•
Exercise
•
Medical
•
Public Affairs
•
CSEPPWebCA User Group
Chemical Stockpile Emergency Preparedness Program (CSEPP). 1991. Definition of Maximum Protection. CSEPP Policy Paper 1
10
Results
CSEPP FY 2010 Report to Congress
Results
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12
Results
Results
CSEPP Management System
CSEPP focuses on providing the resources necessary to establish a preparedness and response infrastructure that
enables State and local emergency managers to quickly alert the public, manage the response, and communicate
with emergency responders, the public, and the media. An equally important focus is educating residents living
near stockpile locations on what to do in the event of an incident. A key CSEPP management principle focuses
on the concept of “functional equivalency.” Rather than using, for example, a formula grant program based on
population to distribute funds, CSEPP is based on programmatic benchmarks that define a level of functionality
that must be met to achieve compliance. Resources are then provided as needed to meet those benchmarks.
FEMA has a fiduciary responsibility to carefully evaluate and validate requests from states and communities to
achieve “maximum protection” within the limits of funds provided. As such, the goal of FEMA is to deliver
necessary resources to local communities facing the most significant potential threats. FEMA strives to ensure
cost-efficiency in procurement and interoperability between major systems that benefit multiple jurisdictions. In
many cases, this means procurement at the State level for alert and notification, communications, and
automation systems. FEMA must also maintain effective program management at the Federal level to ensure
consistent capabilities throughout all jurisdictions.
From CSEPP’s inception in 1988 through the end of FY 2010, approximately $1.13 billion has been allocated to
states and the tribal nation under the annual CAs or through FEMA-managed contracts. The allocation of
resources is tracked according to the CSEPP organization (including the Army and FEMA) that spends the
funds rather than the jurisdiction that benefits from the service. Therefore, looking at the proportion of funds
spent at both State and county levels does not necessarily reflect the true picture of the benefits received through
CSEPP.
CSEPP Program Status
Total funding amounts in Table 1 represent combined totals for
direct award funds and funding for contracts managed by
FEMA Headquarters on behalf of CSEPP states and CTUIR.
Direct award funds represent amounts sent directly to states via
FEMA CAs. FEMA-managed contracts include contracts
managed by FEMA on behalf of states or amounts FEMA
awarded to the U.S. Army Corps of Engineers (USACE) for
collective protection projects in the communities. These funds
represent a combination of actual expenditures and remaining
funds to expend.
Table 1: CSEPP off-post funds (includes
direct awards and FEMA-managed
contracts)
State
FY 2010
FY 1989–2009
Alabama
$21,238,187
$367,269,346
Arkansas
$8,730,497
$110,588,351
Colorado
$2,903,783
$54,025,723
Illinois
$0
$12,381,201
Indiana
$0
$56,097,448
Program Risk Reduction
Kentucky
$16,774,638
$144,137,302
The most effective way to permanently reduce the risk to
communities surrounding chemical stockpile sites is to destroy
the agents posing the threat. Additional risk reduction during
storage can be achieved by taking steps to further secure the
stockpile. Examples of these measures include reconfiguring
the stockpile and completing mitigation activities to reduce
potential consequences of lightning strikes and earthquakes.
Maryland
$0
$31,887,856
$11,564,914
$139,756,221
Utah
$7,037,482
$108,664,786
Washington
$3,442,284
$72,557,576
$435,736
$5,720,742
$72,127,521
$1,103,086,552
Oregon
CTUIR
Totals
CSEPP FY 2010 Report to Congress
13
DA continues to aggressively pursue storage risk reduction efforts and maintains an enviable safety record at
the stockpile sites.
Currently, two sites (Edgewood Area, Aberdeen Proving Ground, Maryland, and Newport Chemical Depot,
Newport, Indiana/Illinois) have completely destroyed their stockpile, and four others are actively disposing of
agents through incineration. The risk reduction achieved in each of the communities is summarized in the
following table3:
Table 2: Risk reduction figures as of September 2010
Site (State)
Overall Risk Reduction
(Destruction & Mitigation)
Pueblo Chemical Depot (CO)
0%
Blue Grass Army Depot (KY)
40%
Anniston Army Depot (AL)
99%
Pine Bluff Arsenal (AR)
>99%
Umatilla Chemical Depot (OR/WA)
>99%
Deseret Chemical Depot (UT)
>99%
Newport Chemical Depot (IN/IL)
100%
Edgewood Area, Aberdeen Proving Ground (MD)
100%
CSEPP Benchmarks
The CSEPP Programmatic Guidance establishes 12 performance
benchmarks “used by Federal, State, and local government organizations
to identify the CSEPP capabilities being funded…[and] in reporting the
status of CSEPP to Congress in required annual reports.”4 The states are
required to report performance using these benchmarks. CSEPP
Programmatic Guidance also states that each benchmark will be
governed by “functional equivalency.” It is not necessary to provide
identical equipment to every jurisdiction as long as emergency
management capabilities meet CSEPP benchmarks.
CSEPP is based on programmatic
benchmarks that define a level of
functionality that must be met to
achieve benchmark compliance.
CSEPP provides resources as needed
to meet those benchmarks.
The 12 benchmarks apply in general to the installation, state, and IRZ and PAZ counties and are subject to
existing CSEPP guidance. They are as follows:
•
Administrative support for participating jurisdictions
•
Functioning alert and notification systems for the installations and IRZ
•
Functioning automated data processing systems connecting critical on-post and off-post emergency
operations facilities
•
Functioning communications system for the IRZ and installation and between emergency operations
centers (EOCs)/military installations/joint information centers (JICs)/state agencies
•
Coordinated and regularly updated plans conforming to CSEPP guidance
3
Because the highest risk components of the stockpiles (e.g., nerve agent and weaponized munitions) are destroyed first, the
percentage of risk reduction may exceed the percentage of overall stockpile destruction.
4
CSEPP Programmatic Guidance, Chapter 1, Section D, CSEPP National Benchmarks. CSEPP Policy Paper 18
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Results
•
Functioning EOCs for each installation and IRZ county
•
Exercise programs consistent with the Exercise IPT-approved policy
•
Medical program for off-post response to a CSEPP incident/accident
•
Personnel (e.g., coordinators, public information/public affairs officers, planners, and automated data
processing (ADP) specialists) to support CSEPP activities
•
Protective action strategies consistent with guidance for each jurisdiction
•
Public outreach and education programs for workers and the general public
•
Training programs consistent with FEMA State training plans and DA certification requirements that
maintain proficiency of emergency service providers, responders, and staff, according to guidance
The benchmark system is reflected in the LCCE, annual budgets, quarterly performance reports from grantees,
and employee work plans. In addition, status reports updated at quarterly briefings characterize the benchmarks
according to a three-tier system:
•
Green: Benchmark compliance has been achieved (≥ 75 percent)
•
Yellow: Benchmark is not compliant but has met its target (51–74 percent)
•
Red: Benchmark compliancy has not been met (≤ 50 percent)
The following section discusses each benchmark from a programmatic level and provides a summary of
significant activities. The progress and status of each state that CSEPP has a CA with is addressed in Appendix
A.
The communities make each capability determination. As the program has improved and basic capabilities are
met, community expectations have increased. Within a given benchmark, a community may decide to focus on
a specific challenge as a way to gauge that benchmark. This does not mean that capabilities for that benchmark
are incomplete, but it does illustrate where the community’s priorities are now placed. For example, a
community may determine that its compliance in Coordinated Planning is less than 100 percent because it needs
to update its recovery plan. This would not mean that there were overall issues with the community’s
coordinated planning—just that 1 specific issue would need to be resolved to return to 100 percent compliance.
CSEPP has been successful because local perceptions are recognized and valued. The Federal program
managers have decided to use the self-assessments from each of the communities as a basis for determining
compliance.
The graphic on the following page shows benchmark compliance across the Program.
CSEPP FY 2010 Report to Congress
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16
Summary of Significant Activities
CSEPP FY 2010 Report to Congress
Summary of Significant Activities
17
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Summary of Significant Activities
Summary of Significant Activities
During FY 2010, preparedness activities continued at each
CSEPP site. Understanding that FEMA is committed to
ensuring that emergency preparedness capabilities
continue until the chemical stockpile is completely
destroyed, accomplishments in each of the CSEPP
National Benchmarks were monitored, program needs
were established, and appropriate funding was provided to
the communities.
While maintaining the preparedness capabilities in each of
the communities, important planning elements continued
in FY 2010. In Pueblo, Colorado, and Blue Grass,
Kentucky, construction on the chemical disposal facilities
progressed, resulting in a prolonged storage mission for the
U.S. Army and the continued need for long-term
emergency planning in those two communities.
As the U.S. Army nears completion of the disposal
missions in Pine Bluff, Arkansas; Umatilla, Oregon;
Anniston, Alabama, and Tooele, Utah, FEMA worked
closely with community program partners to plan for the
eventual closeout of the those communities from CSEPP.
For these communities, FEMA is using the lessons learned
from the successful program closeouts in Aberdeen,
Maryland, and Newport, Indiana.
Long- and Short-term CSEPP Planning Completed
in FY 2010
• In Estill County, Kentucky, long-term emergency
planning continues with the construction of a
new EOC. Since the chemical disposal facility at
the Blue Grass Army Depot is still being
constructed, CSEPP support will continue until
the chemical stockpile is destroyed. To help
meet this need, Estill County is upgrading its
emergency communications system, which
includes the construction of a new EOC and 9-11 facilities. Other improvements include
upgrading communications towers and
associated equipment to support an emergency
communications system.
• Calhoun County, Alabama, commissioners have
merged the emergency management office and
9-1-1 centers in anticipation of closeout of the
community’s CSEP Program. The emergency
management office will be downsized in both
the number of employees and amount of space
for their emergency operations center. The
county 9-1-1 center will be moved into the
facilities currently occupied by the emergency
management office. A single manager has been
appointed by the commissioners to head both
the emergency management and 9-1-1
operations.
The following are some of the notable accomplishments in
CSEPP communities in FY 2010:
•
The Pine Bluff community conducted a media campaign that informed the public about changes in the
community’s response infrastructure as a result of CSEPP ending, which stressed CSEPP and allhazards preparedness.
•
The Anniston community completed the second phase of the conversion from tone alert radios (TARs)
to the National Oceanographic and Atmospheric Administration (NOAA) Weather Radio All Hazards
(NWRs) for residents and facilities in the six Alabama CSEPP counties. Approximately 160,000 radios
were distributed, leaving residents more prepared than before CSEPP started.
•
In the Deseret community, Tooele County upgraded its microwave network and updated its PPE to
continue its 100 percent readiness capability.
•
Umatilla CSEPP staff continued to work with agencies that serve vulnerable populations to ensure that
they would be prepared for emergencies and could maintain their independence during emergencies.
•
In the Blue Grass community, the Estill County EOC is scheduled to be completed in November 2010,
and the Commonwealth EOC was upgraded.
CSEPP FY 2010 Report to Congress
19
•
Pueblo County completed an upgrade to the outdoor alert system and provided new PPE for hospital and
field medical responders.
•
CSEPP funded a Master Exercise Practitioner Program (MEPP), taught by FEMA Emergency
Management Institute (EMI) instructors, for CSEPP staff from FEMA Headquarters and regions, the
U.S. Army, and State and local governments. Fifty
individuals completed the MEPP course in July and are
now certified Master Exercise Practitioners.
•
For the first time, CSEPP held its annual CSEPP
National Workshop as a combined event with the annual
emergency management conference of a state, the
Commonwealth of Kentucky. This was an
unprecedented partnership that resulted in two
workshops in one.
•
At the National Workshop, Daniel R. Civis, Chief of the
Chemical Stockpile Emergency Preparedness Branch,
was presented the U.S. Army Award for Distinguished
Civilian Service, which is the highest U.S. Army civilian
award. He was recognized by the Army for his
leadership in the advancement of emergency
preparedness in communities near the U.S. Army’s
chemical weapons stockpiles. During Mr. Civis’ tenure
at FEMA, each of the CSEPP communities has achieved
a superior level of preparedness in response to the
Congressional mandate to provide “maximum
Daniel Civis received the U.S. Army Award for
protection” to community residents, workers, and the
Distinguished Civilian Service.
environment.
The next sections outline programmatic activities in FY 2010 that support the 12 CSEPP National Benchmarks
and highlight expertise in effective preparedness planning, training, equipping, and operational practices.
Administration
Significant administrative support is necessary to run a program of CSEPP’s size and complexity. Activities in
this area included the following:
•
Monitored program accomplishments using the CSEPP National Benchmarks.
•
Participated in community IPTs to assist stakeholders identify program needs and prepare budget
requests.
•
Created and negotiated a budget with each State and Tribal grantee for the FY using the CSEPPWebCA
software tool.
•
Requested budget amendments and extensions, as required, and created and submitted timely quarterly
reports on financial performance.
•
Provided staff and contractor support to programmatic and community IPTs to address CSEPP technical
challenges.
20
Summary of Significant Activities
•
Supported CSEPP by developing staff and IPT work plans, purchasing supplies, maintaining equipment
inventory, administering contracts, and monitoring projects.
CSEPPWebCA
CSEPPWebCA
is
a
web-based,
enterprise-wide system for managing
CSEPP CAs across the entire grant
lifecycle, from application through
closeout. System and user requirements were developed by a user group composed of Federal, State, and local
users and refined in response to field experience. Because CSEPP National Benchmarks are incorporated into
the management of CSEPP, they are integrated tightly into the application and reporting processes implemented
in CSEPPWebCA.
CSEPPWebCA automates the preparation and submittal of CA applications and allows FEMA staff at the
regions and Headquarters to review and comment on each application. After Headquarters electronically
submits funding approvals to the FEMA region, the regional grant staff prepare and process awarding and
obligating documentation. While each CA is in post-award status, CSEPPWebCA automates the quarterly
performance and financial reporting, as well as the request, review, and approval of post-award modifications to
grants, including reallocations, performance extensions, requests for additional funds, and changes of scope.
Finally, at the end of the performance period for each grant, the system is used to prepare closeout reports and
make any final adjustments to bring the un-liquidated balance to zero.
With several of the disposal sites rapidly approaching the final stages of agent destruction, program closeout is
of particular concern. During the past fiscal year CSEPPWebCA was updated to provide a means to archive all
of the electronic grant-related documents and transfer them to permanent media (e.g., CDs). Additional
improvements are underway. For example, CSEPP funding to a site ends when all agent is destroyed; however,
it is difficult to predict exactly when the last bit of chemical agent will be destroyed. The new improvements to
CSEPPWebCA will make it easier for grants managers to work around shifting timelines. If agent destruction
finishes ahead of schedule, the grant manager will be able to close out the grant prior to the end of its
performance period.
Closeout IPT
The Closeout IPT pursued two major initiatives during FY 2010. First, it published an updated version of the
Closeout Guidebook. Substantial new material was been added to the Guidebook, including an update to the
definition of closeout reflecting the Congressional language in the 2008 DoD Authorization Act, a new chapter
on property issues, a number of more recent lessons learned on the closeout process, and a section on the use of
CSEPPWebCA during grant closeout. Detailed task checklists to assist grantees and subgrantees through the
planning and implementation of closeout, with references to the applicable sections of the Guidebook and
Federal regulations, were also incorporated. The Guidebook was distributed at the 2010 National Workshop and
posted on the CSEPP Portal.
In addition, the IPT designed and presented a closeout practicum at the National Workshop featuring
representatives from each of the four sites expecting to close out in the near future. On completion of these
activities, the IPT membership reviewed its charter and determined that the tasks within its mission had been
accomplished. Information on best practices and lessons learned will continue to be collected and shared
through the CSEPP Portal and program meetings, but the IPT will become dormant until program management
determines a new need exists.
CSEPP FY 2010 Report to Congress
21
Program Closeout Activities
FEMA sponsored two Headquarters/Regional Closeout planning and monitoring meetings: one in New Orleans,
Louisiana, January 2010 and the other in Salt Lake City, Utah, in August. The following Program closeout
activities highlight some of the notable accomplishments communities made in preparing for the eventual end
of CSEPP during the fiscal year:
•
The CTUIR Emergency Management Office in Oregon is developing a plan to continue its operation
when CSEPP funding ends.
•
A contractor was hired to assist in planning the state of Washington closeout. Work began on a
Washington Consolidated Closeout Planning Framework. It ultimately becomes the roadmap for final
disposition of all personnel, equipment, services, plans, and procedures while serving to track progress
of ongoing and future action items.
•
Benton County, Washington, elected officials were briefed on the current demilitarization schedule; an
overview of existing CSEPP-funded capabilities; procedures for retention or disposal of property,
equipment, and supplies; and the local closeout planning process.
•
The Utah community identified closeout requirements and hired a contractor to assist in planning for
closeout. The necessary documentation was completed, allowing the two CSEPP buildings at Camp
Williams to be transferred from FEMA to the state of Utah at the end of CSEPP.
•
FEMA is working with the State of Arkansas to finalize the transition of more than $90 million in
CSEPP-funded equipment and building improvements to the State and its subgrantees for continued use
in support of community public safety.
2010 CSEPP National Workshop
The 2010 CSEPP National Workshop
was held June 23–24, 2010, in
Louisville, Kentucky. The Workshop
was held in conjunction with the
Commonwealth
of
Kentucky
Emergency Management Conference.
This was the first time the CSEPP Workshop was held in conjunction with a State conference. This provided a
unique opportunity for CSEPP to share its lessons learned directly with other emergency management and first
responder personnel. CSEPP and Commonwealth personnel worked to plan the event, which included shared
plenary sessions and 35 breakout sessions. Workshop topics included emergency protective actions, medical
preparedness, training, exercises, public affairs, and use of emerging technology in emergency preparedness and
gave participants opportunities to share information and ideas.
The workshop was preceded by a variety of meetings, including program managers from the participating
CSEPP states and IPT meetings. The event culminated with an interactive earthquake seminar that brought
members from CSEPP together with their colleagues from non-CSEPP participating communities to work
through an emergency scenario. More than 700 participants from both CSEPP and the Commonwealth
emergency management community participated in the workshop.
22
Summary of Significant Activities
Other Workshops and Meetings
Throughout the fiscal year, FEMA sponsored other meetings with program managers and IPTs, as well as
budget negotiation meetings and sessions that brought subject matters experts together to provide direct
technical assistance in the areas of emergency communications, administration, training, and emergency public
information and public outreach.
2011 CSEPP National Workshop
Planning is underway for the 2011 CSEPP National Workshop, which will be hosted by the Umatilla
community in Portland, Oregon.
Alert and Notification
CSEPP has long maintained robust emergency alert and notification systems in each of the CSEPP
communities. Alert and notification relies on two separate and distinct steps: 1) attracting the attention of the
public (alerting) and 2) providing information concerning appropriate protective actions (notifying). CSEPP
alert and notification consists of a network of outdoor (e.g., public address capable sirens) and indoor (e.g.,
TARs) alerting devices in residential dwellings and special facilities that serve populated areas of the IRZs.
Keeping with the all-hazards approach to emergency planning, the CSEPP-provided alert and notification
systems are also designed to warn residents of other hazards, such as tornadoes.
Major projects accomplished during the fiscal year include:
•
Pueblo, Colorado, completed an upgrade to the outdoor alert system, including installation of new base
units at the poles and new radios at the sites and activations points. The community continued to replace
backup batteries of the deployed TARs.
•
The Blue Grass CSEPP community communication upgrades continue to ensure agencies can
communicate with each other. Upgrades were completed to TARs/weather radios in many of the PAZ
counties. A total of 85 sirens were installed, and 1,500 TARs/weather radios were distributed to
residents in the IRZ and PAZ.
•
In Anniston, Alabama, the switch from TARs to NWRs was completed for all zones. This project
resulted in additional all-hazards alerting and notifications for a greater numbers of homes in the CSEPP
community.
Automation
WebPuff™
CSEPP provided a single CSEPP automation system by developing WebPuff™, a web-based system built
around the D2-Puff™ atmospheric dispersion model now used at all CSEPP communities. This system, a key
component of the quarterly exercises held by DA in each CSEPP community, enables greater information
sharing between installations and the surrounding community during an emergency situation. It also exports all
uniquely CSEPP information in a format compliant with the latest private-sector standards for information
exchange (the Common Alerting Protocol).5 This allows states and counties to use existing or planned
commercial all-hazards automation systems to manage the response to a CSEPP event, avoiding the need to
train personnel on separate systems and the cost of maintaining a separate CSEPP automation system.
5
http://www.incident.com/cookbook/index.php/main_page and http://www.oasis-open.org/committees/emergency.
CSEPP FY 2010 Report to Congress
23
During FY 2010, there were 61 training sessions
offered with approximately 340 users trained to
use the system. CSEPP jurisdictions also have
access to 24/7 helpdesk support to ensure the
system is fully operational to provide maximum
public protection. The local, State, and
installation representatives on the Automation
IPT remain very active in the development and
implementation of WebPuff™.
Additional automation accomplishments include
the following:
•
The Pueblo community completed the
personal computer (PC) and Printer
replacement cycle for the EOC and
Communications
Center.
CSEPP
personnel attended training and started
the process of implementing the new VM
server.
WebPuff hazard assessment model.
•
Kentucky CSEPP implemented a new multipurpose SharePoint server and is in the process of bringing
WebEOC online. Both systems can be accessed by all Kentucky CSEPP counties to share and obtain
CSEPP and emergency management information.
•
The Hazard Analysis Working Group in the Anniston CSEPP community started transitioning to an allhazard approach to emergency management in preparation for closeout.
CSEPP Portal
The CSEPP Portal, www.cseppportal.net, is a web-based information sharing and collaboration platform that
uses Microsoft SharePoint Server 2007’s customizable interface. The Portal provides access to a vast library of
information, including presentations from stakeholder meetings, site event calendars, news articles, current and
archived photos, and Federal guidance on program benchmarks. Active participation by all Federal, State, and
local program participants in this online workspace continues to increase as training is provided at each site to
general users and content managers alike.
The Portal underwent a public-side redesign, including a reorganization of information available to the public,
and an overall upgrade in the look and navigation of the site. Visitors can now select to view information for a
specific audience (e.g., emergency managers, families, visitors, and medical professionals) or for a specific
CSEPP site. Additionally, a CSEPP Legacy section created on the public side contains highlights of the
Program and post-CSEPP lasting legacies. Finally, the Portal provided an Internet-based workspace for
remotely located Federal, State, and local representatives to plan, publicize, and conduct the 2010 CSEPP
National Workshop.
24
Summary of Significant Activities
The CSEPP Portal is a valuable means for sharing and exchanging CSEPP information.
Community Automation Accomplishments
•
Following months of testing, Washington Emergency Management Division (WEMD) incorporated its
newly expanded WebEOC program into a series of full-scale exercises, including the annual CSEPP
exercise. This web-based platform provides operators with quick access to position logs, significant
events, logistics requests, news releases, documents, and maps. WEMD’s WebEOC system links to
similar information at participating county, city, State, and Federal agencies. In all, WEMD has 1,400
WebEOC subscribers.
•
Benton County, Washington, Emergency Services (BCES) continues to host ESiWebFUSION for the
State, allowing situational and operational data to be shared across the northwest region.
CSEPP FY 2010 Report to Congress
•
25
The Utah data network was updated and upgraded. The network servers were converted to virtual
servers. The fielding and implementation of WebPuff™ v4.2 is projected to be complete by the end of
September 2010.
Communications
CSEPP funds communication systems that make it possible for emergency management and first responders to
communicate during emergencies. During FY 2010, CSEPP communities accomplished the following:
•
CTUIR continued to build on its CSEPP initiatives. An amateur radio communicator technician class
was conducted with five students. Phone and data lines in the Tribes’ EOC were extended to provide a
phone and data terminal for eight work stations.
•
BCES updated its aging communication system. The analog 800 MHz radio system was replaced with a
state-of-the art P25 digital radio system. The three-year-long project included infrastructure
improvements, new towers, and buildings to house equipment at Sillusi Butte, Golgotha Butte, and
Rattlesnake Mountain, as well as an upgrade of console equipment at the Southeast Communication
Center in Richland, Washington. The new digital system has more than 1,000 subscribers. Benton
County contributed more than $4 million to ensure its emergency communications capability would be
viable for years to come.
•
In Kentucky, the IRZ 800 MHz system upgrade was funded and is in the beginning stages with a
completion date of early 2011.
•
Both Talladega and Calhoun counties in Alabama started transitioning support of the 800 MHz system
from CSEPP to county governments. User groups were created to address issues that may occur during
this transition.
•
The Tooele County, Utah, microwave network was upgraded to the latest technology. It is more energy
efficient and combines old technology (T1s) with new technology (Ethernet). Also in Utah, new very
high frequency (VHF) narrowband repeaters were installed at key communications sites to provide
infrastructure for secondary communications. A limited number of new VHF radios (narrowband, P25
capable) were purchased to support interoperable communications for search and rescue and volunteer
fire departments in outlying areas that respond regularly with the Bureau of Land Management and
Untied States Forest Service on wildland fires.
Coordinated Plans
CSEPP emergency plans are developed to capture the most effective protective action strategies and procedures.
National Incident Management System (NIMS)-compliant plans are generated using an automated planning
template developed for CSEPP (http://www.csepptemplate.com). The Emergency Operations Plan Template
26
Summary of Significant Activities
(EOPT) is an automated web-based planning tool designed to help emergency planners at all levels of
government develop comprehensive emergency management plans and other plans in a collaborative
environment. The template contains three basic organizational structures for plans, each compliant with the
Comprehensive Preparedness Guide 101. Features in the tool include a NIMS coach, a planning coach, sample
text for each area of the plan, videos for help in using the tool, and links to other State and Federal planning
guidance. It also allows and fosters planning coordination among the Federal, State, and local levels of
emergency response organizations to prepare for hazards.
The EOPT reached a new level of use in Washington and FEMA Region X when Washington demonstrated the
template to counterparts in Oregon in June of 2010 and at the FEMA Region X planning conference in July.
Following the demonstrations, user accounts were created in Oregon, Idaho, and Alaska. A large demonstration
of the template was also held at the Washington State Emergency Management Association conference in
September. Individual demonstrations continue with State agencies and local governments.
The EOPT is drawing attention from outside the CSEPP community as an effective utility for consistent,
collaborative plan development within and among jurisdictions. It has also shown applicability to the
development of installation emergency management plans at Army facilities. The planning tool reflects
CSEPP’s commitment to ensuring that all the community stakeholders are involved in the planning process.
Across all sites, the U.S. Army and the off-post communities work closely to develop coordinated plans.
Jurisdictions can use the EOPT to develop consistent collaborative plans.
In the Umatilla, Oregon, CSEPP community, the Bi-County Incident Response Action Plan and its supporting
annexes were fine tuned for off-post response to an HD mustard incident. Instructions for how to safely exit
shelter-in-place rooms were modified. Public education materials, presentations, and Emergency Alert System
(EAS) messages were updated to inform the public of changes in the local EAS radio station, potential field
decontamination locations, and school plans. The Umatilla CSEPP community also conducted a monitoring,
sampling, and analysis workshop.
Umatilla County and Morrow County emergency management departments continue working with
representatives from agencies who serve their vulnerable populations. Their combined goal is to assist members
CSEPP FY 2010 Report to Congress
27
of this population in preparing for any type of emergency while being able to maintain their independence. A
survey was mailed to Morrow County residents to help identify and prepare individuals who may require extra
assistance during emergency situations.
Emergency Operations Center
EOCs serve as the central location for the management of an emergency. It is in these facilities that the various
response organizations come together to plan and implement the emergency response. CSEPP has funded EOCs
to ensure that communities have the resources necessary to manage an emergency response. During FY 2010,
CSEPP communities accomplished the following:
• Pueblo CSEPP initiated a Programming and Planning Study for the new Emergency Services Center.
• Estill County, Kentucky, continued construction of a new EOC with an estimated completion of
November 2010.
• The Commonwealth of Kentucky EOC was upgraded to better support CSEPP events until a new EOC
is constructed, enhancing its limited resources, and a programming study for an EOC expansion was
initiated.
• Cleburne County, Alabama, began the process of building a new EOC.
• Utah County completed remodeling its alternate EOC.
Exercises
CSEPP continues to maintain a robust exercise program. Annual CSEPP exercises are evaluated by teams of
Federal, State, and local personnel and serve as the major test of community preparedness.
The guidance documents that outline the CSEPP exercise program were updated in the FY 2010. The Exercise
“Blue Book” serves as the primary resource for the planning, implementation, and evaluation of CSEPP
exercises.
CSEPP funded a Master Exercise Practitioner Program (MEPP) course, taught by EMI instructors, for CSEPP
staff from the U.S. Army, FEMA Headquarters and regions, and State and local governments. Fifty CSEPP staff
and contractors completed the course in July and are now certified Master Exercise Practitioners.
The MEPP mission is to improve the capabilities of emergency management exercise personnel in exercise
program management and all phases of the overall exercise process. Through the improvement of the
knowledge, skills, and abilities, both the quantity and quality of exercises conducted at the local, State, Tribal,
trust territory, and Federal levels of government can be improved. The goal of MEPP is to increase the
capabilities of Master Exercise Practitioners candidates in the mastery of exercise program management
essentials and the overall exercise process in accordance with the policy, doctrine, practices, and tools in the
Homeland Security Exercise and Evaluation Program (HSEEP).
28
Summary of Significant Activities
Seven exercises were held in FY 2010, which included the following site-specific exercise accomplishments:
•
CTUIR’s Wildhorse Resort provided the site for the CSEPP Assistance Center during the annual
exercise. The center is a collaborative effort of the Tribes, Wildhorse Resort and Casino, the American
Red Cross, and Umatilla County. Community Emergency Response Team members worked with the
Tribes’ Animal Control officer to provide for pets at the Assistance Center.
•
Pueblo, Colorado, successfully planned and executed its annual full-scale exercise. One staff member
attended and successfully completed the MEPP course.
•
In the Commonwealth of Kentucky, all jurisdictions participated in quarterly Chemical Accident or
Incident Response and Assistance and annual CSEPP exercises.
o Twenty students from Eastern Kentucky University were recruited to work in the simulation cell
during the Blue Grass Army Depot’s June exercise.
•
Sixty-five volunteer medical response victims participated in Utah’s annual exercise.
Medical Program
In FY 2010, CSEPP communities’ medical capabilities to treat
victims of chemical exposure in the event of a chemical emergency
continued to improve. This year, CSEPP provided support to medical
training and exercise activities in all CSEPP states. More than 750
students attended 50 training sessions. More than 90 medical experts
served as evaluators in CSEPP exercises.
CSEPP continued to fund medical preparedness in CSEPP
communities. The following are significant accomplishments that
occurred during this FY:
•
Pueblo, Colorado, maintained responder training and
qualifications and provided new PPE for hospital and field
medical responders.
A medical volunteer tends to a mock
victim during an exercise.
•
In Kentucky, PAZ counties purchased DuoDote antidote for
first responders in their communities. Also, Fayette County
purchased a medical ambulance bus with 33 percent support from CSEPP. The bus has a paramedic
workstation, a ramp to load and unload patients, a generator, suction units, and the capacity to provide
individual metered oxygen for 20 patients.
•
In Utah, 100 additional medical responders were trained in the Toxic Chemical Training Course
(TCTC), and 10 others received training in Aberdeen, Maryland.
Medical IPT
The CSEPP Medical IPT remained active during FY 2010 with bi-monthly teleconference meetings.
Membership is composed of representatives from all CSEPP states, as well as Army, FEMA, CDC, and
contractor support. Meetings serve as a forum for discussion of common problems, identification of solutions,
and as a resource network for addressing health or medical issues related to the destruction of the chemical
weapons stockpile. At the 2010 CSEPP National Workshop, the IPT and the Department of Health and Human
Services hosted a presentation on medical readiness research and a discussion of non-stockpile chemical agent
exposures. In coordination with the Centers for Disease Control and Prevention, the IPT also identified core
CSEPP FY 2010 Report to Congress
29
information on the chemical agents stored in the stockpile, as well as specific decontamination and medical
interventions, for inclusion on the new public side of the CSEPP Portal.
Personnel
Trained and qualified personnel are important to the successful delivery of installation, county, State, and
Federal response capabilities. Plans, procedures, and equipment are useless without experienced people to
oversee the effort, to implement the procedures, and to coordinate response actions. These CSEPP-funded
personnel run the day-to-day execution of the Program, including periodic program management tasks required
to ensure emergency responders are adequately trained and equipped to complete their missions.
All seven CSEPP states maintained compliance in the Personnel benchmark.
Protective Actions
CSEPP policy has always emphasized the philosophy that off-post emergency workers will not be placed in
harm’s way. In fact, it is CSEPP’s policy that these workers never enter the chemical threat area as identified by
the hazard model. However, as an added precaution, OSHA Hazardous Waste Operations and Emergency
Response (HAZWOPER), 29 CFR 1910.120, Level C PPE ensembles have been funded, including a chemical
protective suit, powered air purifying respirator, gloves, and boots. This equipment, along with the necessary
training, is provided to off-post emergency workers who, for example, manage traffic and access control points.
Should there be a significant change in the hazardous area, this equipment can be used as an escape ensemble
for these workers.
To date, more than 5,000 protective equipment ensembles have been provided to protect CSEPP’s emergency
workers. In addition, where local concepts of operation or work rules require it, funds have been approved for
procurement of a limited number of OSHA HAZWOPER, 29 CFR 1910.120, Level A and B protective
ensembles.
Additional site-specific protective action accomplishments include the following:
•
The Pueblo community completed the purchase, training, and deployment of new PPE for responders.
•
Kentucky CSEPP replaced outdated/expired hazardous materials (HazMat) suits for PAZ and host
counties. They also:
o Recalibrated 18 HazMat Plus decontamination detectors for the PAZ and host counties to better
identify possible contamination at decontamination sites.
o Purchased shelter equipment (cots/blankets) for counties that needed/requested the equipment.
•
Tooele County, Salt Lake County, the Utah Health Department, and the Utah National Guard updated all
PPE to maintain a 100 percent readiness capability for the Utah CSEPP community in FY 2010
•
During FY 2010 Salt Lake County, Utah, purchased another tow vehicle with CSEPP funds, which
doubles its decontamination capabilities by providing mobilization for two HazMat decontamination
trailers.
•
Also in Utah, flooding caused by broken pipes in one of the FEMA/CSEPP buildings damaged CSEPP
PPE equipment. FY 2010 funds were used to repair the pipes and replace damaged items.
CSEPP leadership, James Kish, Director of the FEMA Technological Hazards Division, and Carmen Spencer,
Deputy Assistant Secretary of the Army (Elimination of Chemical Weapons), briefed Congressional members
30
Summary of Significant Activities
on the Alabama Special Needs program, which CSEPP uses to identify and prepare special needs populations
for emergency situations. These testimonies highlight the impact of comprehensive, community-based planning
in developing effective programs that serve all citizens. This approach results in individuals who are more
capable of dealing with all potential hazards as well as communities that are more resilient.
Sheltering-in-Place
To maximize effectiveness of available protective actions, CSEPP has funded a number of studies to determine
the best way to protect residents. These include studies to determine optimal timing to begin and end shelteringin-place to maximize protection to sheltering populations. Quantifying the effectiveness of these protective
actions has placed emergency decision-making on a sound, scientific footing.
Residents also have been provided shelter-in-place kits to enhance shelter rooms and decrease possible
infiltration of chemical agent vapor. CSEPP has also developed and distributed two shelter-in-place videos
(residential and business). These are available to the public upon request. CSEPP has distributed more than
100,000 shelter-in-place kits in CSEPP communities.
Overpressurization of Special Facilities
Overpressurization of special facilities or safe areas at such facilities typically involves renovating entire
ventilation and filtering systems. As overpressurization is a highly effective method of protecting the public, its
use is supported where warranted.
However, because they are integrated into the heating and ventilation systems of these facilities, their removal
poses some special challenges, in schools especially, as the program closes down and/or plans for closeout. A
school or hospital cannot simply shut down to allow removal of overpressurization equipment. Historical
experience across the program has shown that planning and conducting removals requires extensive
coordination with facility managers. The process to remove collective protection equipment in Anniston,
Alabama, and Pine Bluff, Arkansas, began in FY 2010.
CSEPP FY 2010 Report to Congress
31
Public Outreach and Education
Public outreach and education initiatives are
essential in ensuring that residents know what to do
in the event of an emergency. CSEPP continued to
support public outreach projects during the fiscal
year. An IPT continues to serve as the central think
tank for public outreach ideas and implementation
strategies.
CSEPP uses community surveys to evaluate the
public’s awareness of chemical emergency warning
methods, sources of information during an
emergency, and willingness and ability to follow
recommended protective actions. The project is a
collaborative effort between FEMA, the U.S. Army,
and participating State and local emergency
managers. The surveys support the development of
public outreach and education efforts that have
measurably improved the preparedness of
individuals who live near CSEPP sites in the United
States.
Another major component to the CSEPP public outreach and education program is the funding of public
information officers (PIOs) in each of the CSEPP communities. These individuals receive extensive training in
disseminating public information to the public during an emergency. These PIOs, with the help of Federal and
State PIOs, develop programs and distribute materials to educate residents about CSEPP, protective actions, and
emergency preparedness. Programs and materials are also developed to reach and address access and functional
needs of populations such as the physically challenged, non-English–speaking residents, and the elderly.
In addition to the programmatic success in public affairs, the following accomplishments occurred in each
community:
Anniston
•
Alabama’s 2010 media campaign included an overhaul of Alabama Emergency Management Agency’s
website.
•
The State developed newspaper ads and inserts on the subjects of preparedness and response, as well as
radio spots and banner ads for newspaper websites.
•
Cleburne County’s 2010 calendar raised awareness of the program, and an updated family preparedness
guide was distributed with four editions of the Cleburne County Lines newsletter.
•
Gadsden, Etowah, St. Clair, and Talladega counties started developing their 2011 calendars.
•
Talladega County began working on a new website coming soon (http://www.talladegaema.org). They
also developed a county-wide newsletter and emergency information guide.
32
Summary of Significant Activities
Blue Grass
•
Full time PIOs are assigned to the State CSEPP office and Madison and Estill counties. Rockcastle and
Garrard counties have part time PIOs. The PIOs work together to disseminate CSEPP information at
fairs, public meetings, and other gatherings.
•
Kentucky CSEPP began the initial stages for a media campaign in 2011. A preparedness survey was
conducted and its findings are being used to develop the campaign materials.
Deseret
•
Deseret CSEPP public outreach efforts included 2010 calendars, a Tooele County Emergency
Preparedness Guide, several newspaper articles, and two articles in the Utah Ready Your Business
magazine.
Pine Bluff
•
Pine Bluff outreach efforts include the 2010 All Hazard Calendar and three commercials that focus on
all hazards planning.
•
Educational items were procured that would make beneficial additions to an emergency disaster kit,
such as document bags, collapsible cups, medicine containers for humans and pets, hand towels, and
hand sanitizer.
•
Pine Bluff is developing a new commercial that will inform citizens of the changes coming to their
community as Arkansas CSEPP closes out.
Pueblo
•
The Pueblo Community developed, drafted, and coordinated State-level PIO/ESF #15 standard
operating procedures (SOPs), lead agency all-hazards PIO checklists, Colorado joint information system
(JIS)/JIC SOPs, and associated, threat-specific information resources and release templates.
•
The Pueblo Community designed and implemented a Colorado JIS—jointly with the Colorado
Department of Public Health and Environment and Division of Emergency Management—within a
shared, web-based server titled "Situational Awareness Tool" (SATool). Once developed, Pueblo
initiated a training program that included public, emergency services, volunteer organization, and
private-sector PIOs/crisis communicators into the system.
•
The Pueblo Community created and introduced a comprehensive, external all-hazards communications
effort, COEmergency (http://www.coemergency.com), for the State Division of Emergency
Management to support incident response. It integrates a full complement of traditional and online
information "spokes," such as local emergency management liaison, Twitter, Facebook, YouTube, and
other developing, web-based tools. Using this strategy, COEmergency quadrupled traffic to its online
information.
•
The Pueblo Community developed a series of resources for the emergency management community
(State customers) and the public to access social media tools without technical knowledge or accounts.
They researched, organized, and published various "lists" for media, emergency services, and local
government feeds (including Twitter and RSS) and for available SMS/text alert systems.
•
Pueblo Public Outreach established a Pueblo County Opt-In Registry and streamlined its online
emergency public information status board name for easier access.
CSEPP FY 2010 Report to Congress
33
Umatilla
•
The Umatilla-Morrow Educational Service District honored CSEPP at their Annual Crystal Apple
Awards for “being a tremendous partner in local education.” CSEPP staff members spend countless
hours in schools each year, teaching staff and students how to shelter in place or evacuate through the
use of Wally Wise Guy and Wally’s Clubhouse. Sixteen schools, five Head Start facilities, and two
school district offices participated in an evaluated preparedness drill.
•
Morrow County, Oregon, and Benton
County,
Washington,
emergency
management agencies expanded their
ability to provide ongoing information
and education through the use of
Social Media. Newly developed
Facebook and Twitter sites were used
to disseminate bilingual emergency
preparedness
and
emergency
information. Now in its eleventh year,
the Umatilla media campaign launched three new TV, radio, and newspaper ads. Monthly topics
included: the first 72 hours are on you; is your car emergency kit ready for winter travel, and who do
you depend on in an emergency?
Tr a i n i n g
CSEPP continued its history of developing valuable training and
public education materials. During FY 2010, CSEPP classroom
training was conducted at national and local levels for participants
from the CSEPP community, as well as other Federal, State, and
local agencies involved in homeland security. CSEPP training is
distributed in both hardcopy formats and through the CSEPP
Training website to many other communities across the United
States. Since 1999, the site has seen nearly 2.4 million downloads,
including approximately 502,000 downloads in FY 2010.
CSEPP continued to share preparedness best practices through
training videos. In FY 2010, CSEPP entered its Communicating
Public Information in Emergencies training video into the Aurora
Awards, an international competition that recognizes excellence in
the film and video industries, and won. This was the third time a
CSEPP video was selected for this honor.
CSEPP is developing a video training program that is intended for
CSEPP won its third Aurora award for a
training video.
emergency personnel who develop plans for administering
assistance to individuals with functional needs during an
emergency. This program is being developed with assistance from FEMA’s Office of Disability Integration and
Coordination and is scheduled to be released by the beginning of FY 2011.
34
Summary of Significant Activities
CSEPP also has produced videos on sheltering-in-place, evacuation, protection of pets and service animals, and
response protocols for hazardous materials and medical professionals during chemical incidents. The CSEPP
training videos can be streamed live or downloaded at http://emc.ornl.gov/CSEPPweb.
Additional training accomplishments include the following:
•
The Pueblo community maintained responder and staff training levels. Staff completed CSEPP Grant
Guidance required training.
•
In Kentucky, all counties participated in first responder training conducted by CSEPP personnel.
Training of local volunteer fire departments is ongoing and has been conducted with good attendance.
•
In Utah, September 30, 2010, is targeted for successful completion of HSEEP training, along with EMI
Independent Study courses IS-120a, IS-130, and IS-139 for all who evaluate and or plan exercises.
CSEPP FY 2010 Report to Congress
Programmatic Challenges
35
36
Programmatic Challenges
Programmatic Challenges
CSEPP continues to address the challenges of four communities planning for the end of the Program while two
communities—Blue Grass and Pueblo—construct facilities to begin destruction of their chemical stockpiles in
the next several years.
Retention of key personnel with specialized programmatic expertise to close out the Program continues to be a
struggle. To remedy this, some communities have transitioned from full time staff to contractors to help
maintain a stable workforce through the end of the program.
Maintaining a state of readiness and keeping the communities energized and focused on preparedness as the
program comes to an end has been a challenge for some sites. Media campaigns with all-hazards messages help
address this issue.
In Umatilla, to continue fiscal support of the CSEPP-funded 450 MHz radio system that provides daily
communications for the emergency response community, voters approved the formation of the Umatilla
Morrow Radio and Data District. However, the measure to fund the district did not pass. Another measure will
be offered in a future election.
In planning for decreased CSEPP exercise support from CSEPP communities nearing closeout, the Blue Grass
community is developing an internal exercise program.
CSEPP FY 2010 Report to Congress
Appendix A: CSEPP Communities
37
38
Appendix A: CSEPP Communities
Appendix A: CSEPP Communities
As was discussed in the previous sections, CSEPP measures its progress by a system of national benchmarks. In
FY 2010, aggressive actions were taken to bring CSEPP communities into full benchmark compliance.
Performance measures were developed further, and CSEPP, working closely with State, local, and tribal
communities, continued to improve community preparedness.
The following section provides detailed information, by CSEPP State or Tribal entity, on FY 2010 Program
activities.
CSEPP FY 2010 Report to Congress
Alabama CSEPP Community
(Anniston Army Depot)
The Anniston Army Depot is located in Calhoun
County, Alabama, on more than 25 square miles of
land. It stored 7.2 percent of the nation’s original
chemical weapons stockpile. The Alabama CSEPP
community includes six counties surrounding the
Depot.
As of September 2010, the Alabama CSEPP achieved
compliance in all programmatic benchmarks.
FY 2010 Accomplishments
The community completed the switch from TARs to
NWRs for all zones.
The Hazard Analysis Working Group began the
process of transition to an all-hazards approach after
CSEPP closeout in Alabama.
Talladega and Calhoun counties started to shift
support of the 800 MHz communications system from
CSEPP to the counties. User groups were created to
address issues that may be raised during this
transition.
Cleburne County is building a new EOC.
The process initiated in 2009 between the U.S. Army
Corps of Engineers and the Calhoun County School
Board to remove collective protection equipment is
underway.
CSEPP leadership briefed Congressional members on
the Alabama Special Needs program, which CSEPP
uses to identify and prepare special needs populations
for emergency situations.
Currently, the community is using a dual track of
public outreach: reduction in risk and closeout of the
CSEP Program.
Challenges
While preparing for and implementing closeout,
Anniston CSEPP found it difficult to maintain a state
of readiness in both the public and first responder
39
Increasing Community Preparedness
• Alabama CSEPP continued its collaborative mass
media campaign with an emphasis on risk
reduction, the need to remain ready for all hazards
contingencies, and closeout.
communities.
40
Appendix A: CSEPP Communities
Arkansas CSEPP Community
( P i n e B l u f f C h e m i c a l A c t i v i t y,
Pine Bluff Arsenal)
Increasing Community Preparedness
The Pine Bluff Arsenal (PBA) is located 30 miles
southeast of Little Rock, Arkansas, and 8 miles
northwest of Pine Bluff, Arkansas. The 14,943-acre
installation has 267 munitions storage igloos and
stored 12.5 percent of the nation’s original chemical
weapons stockpile. The Arkansas CSEPP community
is composed of 10 counties surrounding PBA.
CSEPP, local, State, and Federal stakeholders have
developed strong and productive relationships.
• Employees and first responders were trained in the
MEPP.
The Arkansas CSEPP community has maintained full
compliance in all 12 CSEPP programmatic
benchmarks since 2007.
FY 2010 Accomplishments
Phase I of the upgrade to the sirens located in the IRZ
is complete. Phase I consisted of the rebanding of the
radios. Phase II will begin immediately following
elimination of the stockpile, scheduled to be complete
in December 2010. Phase II consists of removal of the
on-post sirens and transitioning the system to a
standalone system unique to each of the counties.
Plans are in place to remove the indoor alerting
system for disposal immediately following
elimination of the stockpile.
Arkansas has implemented program changes to reflect
the reduction in risk to the public after the elimination
of nerve agent from the Pine Bluff stockpile. The
eight counties comprising the PAZ are no longer
receiving CSEPP funds effective September 30, 2010.
Equipment is being repaired or replaced on an asneeded basis.
Radio consoles in the IRZ counties (Grant and
Jefferson) are being replaced. Grounding issues have
been repaired in Grant County, and completion for
R56 compliancy is under way. R56 is a set of
standards and guidelines for grounding radio towers
and systems. Jefferson County’s grounding and R56
compliance began in September 2010.
• A media campaign focused on all-hazards
emergency preparedness.
• Arkansas CSEPP coordinated CSEPP/HSEEP
evaluator’s training for CSEPP counties, as well as
the surrounding counties,
Staff reduction has occurred through attrition.
Jefferson County has been reduced to three
employees who are funded through CSEPP. Grant
County was reduced to two employees, effective
September 30, 2010. The Arkansas Department of
Emergency Management (ADEM) has been reduced
to one employee, one employee from the Department
of Health, and four contract staff.
The decommissioning of the overpressurization
system in the Jefferson County School District and
Office of Emergency Management is complete, as is
replacement of filter cartridges for the powered airpurifying respirators (PAPR).
CSEPP FY 2010 Report to Congress
41
verbal messages will be removed to allow for a toneonly system.
CSEPP continues to train local responders and
hospital staffs to assure preparedness.
Challenges
Retention of personnel who are key to the closeout of
the program continues to be a challenge. Most
personnel have been placed under a contract in an
effort to maintain adequate staffing levels.
A 2010 all-hazards calendar, three commercials with
a focus on all hazards, and educational items were
developed with the preparation of an emergency
disaster kit in mind. Items for the kit included a
document bag, collapsible cup, medicine containers
for humans and pets, a hand towel, and hand sanitizer.
One new commercial is scheduled to inform citizens
of changes coming with the closeout of CSEPP.
CSEPP State Program Manager Sandi Hensley
received the 2010 Employee of the Year award from
the Arkansas Emergency Management Association.
Evacuation route markers, TARs, and sirens with
42
Colorado CSEPP Community
(Pueblo Chemical Depot)
The Pueblo Chemical Depot (PCD) is located in
southeastern Colorado, approximately 14 miles east
of Pueblo. Approximately 8.5 percent of the nation’s
original chemical weapons stockpile is stored at PCD.
The installation encompasses approximately 23,000
acres of buildings, structures, and undeveloped areas.
The Colorado CSEPP community consists of one
county surrounding the Depot.
Colorado continues to maintain compliance in all 12
CSEPP performance benchmarks.
FY 2010 Accomplishments
In FY 2010, the Colorado CSEPP community
emphasized increasing community awareness,
completed updates to its emergency alert and warning
system, and continued to ensure its first responders
were properly trained and equipped.
The community participated in numerous public
outreach activities and increased the use of social
media as a method for reaching residents with
emergency preparedness information. The State
Division of Emergency Management initiated a
comprehensive, external all-hazards communications
Appendix A: CSEPP Communities
Increasing Community Preparedness
• Colorado CSEPP maintained outreach information via
newsletter, community interaction, website, and
mailers; staffed outreach booths at various
community events.
• Pueblo created a Facebook account to announce
community events and to offer tips on preparedness.
• The community established a multilingual translation
service for emergency event and 9-1-1 usage.
effort called COEmergency to support both evergreen
and incident response. The external communications
plan is supported by integrating a full complement of
traditional and online information "spokes," such as
local emergency management liaison; Twitter;
Facebook; YouTube; and other developing, webbased tools. Using this strategy, COEmergency has
quadrupled traffic to its online information. Since
December 2009, nearly 250 posts have been made
highlighting Division and partner activities.
CoEmergency can be accessed online at
(http://www.coemergency.com).
CSEPP FY 2010 Report to Congress
Pueblo County completed upgrades to the outdoor
alert system, including installation of new base units
at the poles and new radios at the sites and activations
points. Emergency management personnel also
continued the replacement of backup batteries used in
individual TARs that are distributed to county
residents.
New PPE was purchased for hospital personnel. In
addition, personnel received training in the use of the
new PPE. CSEPP personnel also participated in
exercise planning training that was offered by FEMA.
Challenges
With the startup of chemical disposal operations still
years away, it is challenging to keep responder and
public interest focused on preparedness and protective
actions. The emergency management personnel are
meeting this challenge with renewed staff and
community involvement activities to keep the
residents focused on protective actions.
43
44
Kentucky CSEPP Community
(Blue Grass Army Depot)
The Kentucky CSEPP community is composed of 10
counties surrounding the Blue Grass Army Depot
(BGAD). Partnerships among Federal, State, and
local stakeholders contribute to BGAD’s ongoing
campaign to destroy two percent of the nation's
chemical weapons stockpile stored there. Located in
east-central
Kentucky,
BGAD
encompasses
approximately 14,600 acres of land.
In FY 2010, the Kentucky CSEPP community
achieved compliance in all National Benchmarks.
Appendix A: CSEPP Communities
Increasing Community Preparedness
• PIOs continued to be visible at county functions,
distributing CSEPP and emergency preparedness
information.
• The community developed a survey to determine
preparedness needs and ways to increase
community preparedness.
• Communications systems were upgraded throughout
to ensure that agencies can communicate with each
other.
to TAR/weather radios in many of the PAZ counties
were completed. A total of 85 sirens and 1,500
TARs/weather radios were added in the community
and distributed to residents. The IRZ 800 MHz
system upgrade was funded and is in the beginning
stages with a completion date of late 2010 to early
2011.
Efforts continued to ensure that the community
receives preparedness information. The State CSEPP
office and Madison and Estill counties each have a
fulltime PIO now. Rockcastle and Garrard counties
FY 2010 Accomplishments
The Kentucky CSEPP community continued its
preparedness mission with major construction of new
EOCs and communication system upgrades. In Estill
County, work is nearly completed on a new EOC, and
the Commonwealth EOC is being renovated to better
meet the needs of the emergency management
organizations.
Communications systems were upgraded throughout
the KY CSEPP community, ensuring that different
agencies can communicate with each other. Upgrades
CSEPP FY 2010 Report to Congress
have part time PIOs. The PIOs worked together to
communicate CSEPP information at fairs, public
meetings, and other community events.
Kentucky also hosted the 2010 CSEPP National
Workshop, which was held in conjunction with
Kentucky’s
State
Emergency
Management
Conference. CSEPP personnel and Commonwealth of
Kentucky emergency personnel attended.
Kentucky conducted a public outreach survey to help
develop its 2011 media campaign.
Challenges
The population near BGAD continues to increase.
Reaching new residents with preparedness
information will continue to be a challenge for
emergency managers. The community is concerned
about the potential loss of CSEPP personnel from
other sites and how that could potentially affect the
KY CSEPP exercise program.
45
46
Oregon CSEPP Community
(Umatilla Chemical Depot)
The Oregon CSEPP community includes two counties
surrounding the Umatilla Chemical Depot (UMCD).
The community also includes the Confederated Tribes
of the Umatilla Indian Reservation (CTUIR). The
Depot is located 8 miles west of Hermiston, a
community of more than 14,000 residents. Much of
the community’s planning is coordinated with a
CSEPP counterpart in the state of Washington, as a
chemical incident at UMCD could affect residents in
Benton County, Washington.
The Oregon CSEPP is fully compliant in all 12
CSEPP performance benchmarks.
FY 2010 Accomplishments
As of August 23, 2010, the Umatilla Chemical Agent
Disposal Facility had safely destroyed more than
1,956 tons of liquid chemical agents, which is half of
the original total of 3,717 tons, stored at Umatilla
since the 1960s. More than 663 mustard ton
containers have been destroyed with more than 2,000
ton containers left to be destroyed. The Army has
submitted a Rinsate Project Modification Request to
the Oregon Department of Environmental Quality to
expedite the processing by allowing material flushed
from the heel material left in the ton containers after
initial draining to be placed into the liquid
incinerators. The Army is working to eliminate the
remaining mustard stockpile by April 2012.
The Umatilla-Morrow Educational Service District
honored CSEPP at its Annual Crystal Apple Awards
for “being a tremendous partner in local education.”
CSEPP staff spend countless hours in schools each
year teaching staff and students how to shelter in
place or evacuate with Wally Wise Guy and Wally’s
Clubhouse. Sixteen schools, five Head Start facilities,
and two school district offices participated in an
evaluated preparedness drill.
The Bi-County Incident Response Action plan and its
supporting annexes were fined tuned for off-post
response to an HD mustard incident. Instructions for
how to safely exit shelter-in-place rooms were
Appendix A: CSEPP Communities
Increasing community preparedness
• CSEPP received an award for being a partner in local
education.
• Bilingual preparedness and emergency information
is available on Morrow County Emergency
Management’s new Facebook and Twitter sites.
• Drills, tabletops, and exercises are routinely
conducted to validate plans and to identify strengths
and areas needing improvement to help maintain a
high state of overall training readiness.
modified. Public education materials, presentations,
and EAS messages were updated to inform the public
of changes in the local EAS radio station, potential
field decontamination locations, and school plans. A
monitoring, sampling, and analysis workshop was
conducted.
The Oregon Closeout Task Force, composed of
county, State, tribal, and Federal representatives, has
been in place since 2007. The Oregon Consolidated
Closeout Planning Framework documents challenges,
incorporates FEMA national and regional guidance,
CSEPP FY 2010 Report to Congress
and collates the jurisdictional decisions affecting
CSEPP Closeout in Oregon. Closeout work plans and
a detailed Gantt chart have been developed to assist in
project management of Closeout activities.
47
were extended to provide a phone and data terminal
for eight work stations.
Wildhorse Resort provided the site for the CSEPP
Assistance Center during the annual exercise. The
center is a collaborative effort of the Tribes,
Wildhorse Resort and Casino, the American Red
Cross, and Umatilla County. Community Emergency
Response Team members worked with the Tribes’
animal control officer to provide for pets at the
Assistance Center.
The Tribes Emergency Management Office is
developing a plan to continue its operation when
CSEPP funding ends. The Tribes receive no
Emergency Management Performance Grant funding
from FEMA or the state of Oregon and face the loss
of the Tribe’s emergency management program.
Umatilla County and Morrow County emergency
management departments continue working with
representatives from agencies who serve their
vulnerable populations. Their combined goal is to
assist them in preparing for any type of emergency
while maintaining their independence. A survey was
mailed to Morrow County residents to help identify
and prepare individuals who may require extra
assistance during emergency situations.
Morrow County Emergency Management expanded
its ability to provide ongoing information and
education through social media. Newly developed
Facebook and Twitter sites disseminate bilingual
emergency preparedness and emergency information.
Now in its eleventh year, the Umatilla media
campaign launched three new TV, radio, and
newspaper ads. Monthly topics included: the first 72
hours are on you; is your car emergency kit ready for
winter travel; and who do you depend on in an
emergency?
Confederated Tribes of the Umatilla Indian
Reservation
CTUIR continued to build on the CSEPP initiatives
began previously. An amateur radio (HAM)
communicator technician class was conducted with
five students. Phone and data lines in the Tribes’ EOC
Challenges
The 450 MHz radio system funded though CSEPP is
the primary means of daily communications for the
emergency response community. Federal fiscal
support of the regional communications system will
end when the UMCD completes agent destruction. In
May, Umatilla County and Morrow County voters
approved the formation of the Umatilla Morrow
Radio and Data District. The measure to fund the
district did not pass. Another measure to fund the
district will be offered in a future election.
The Oregon Closeout Task Force continues to
identify and work through a myriad of issues that
cross
multi-jurisdictional
boundaries.
Local
jurisdictions have limited financial ability to retain
many
CSEPP-provided
emergency
response
capabilities. Plans call for the removal of non-retained
items, such as alert and notification outdoor warning
sirens, decommissioning of school/mobile shelter
overpressurization systems; and removal of selected
elements of the evacuation control system.
CSEPP-funded staff whose positions will not be
retained post-CSEPP continues to be a challenge. Key
staff with specialized programmatic expertise are
extremely difficult to replace.
48
Utah CSEPP Community
(Deseret Chemical Depot)
DCD has been used to store chemical weapons since
1942 and has historically held 45 percent of the
original chemical weapons stockpile.
Located 60 miles southwest of Salt Lake City, Utah,
the Utah CSEPP community includes 3 counties
surrounding DCD. The Tooele Chemical Agent
Disposal Facility (TOCDF) is fully operational and,
since 1996, has safely destroyed 72 percent of its
stockpile. As a result, risk has been reduced by 99.9
percent.
The Utah CSEPP community is compliant in all 12
CSEPP performance benchmarks.
Appendix A: CSEPP Communities
Increasing Community Preparedness
• The Toole County microwave network was upgraded
to include new technology and to make it more
energy efficient
• Utah CSEPP distributed preparedness calendars and
the Tooele County Emergency Preparedness Guide.
• All PPEs were updated, and the community
continues its 100% readiness capability.
P25 capable) were purchased to support interoperable
communications for search and rescue and volunteer
fire departments in outlying areas that respond
regularly with the Bureau of Land Management and
Untied States Forest Service on wildland fires.
They updated and upgraded the data network. The
network servers have been converted to virtual
servers.
Utah County completed a remodel of its alternate
EOC with CSEPP funding.
FY 2010 Accomplishments
TOCDF continued to destroy chemical weapons
located at the site. This is the largest chemical agent
destruction campaign DA will undertake.
The Utah CSEPP community installed new VHF
narrowband repeaters at key communications sites to
provide infrastructure for secondary communications.
A limited number of new VHF radios (narrowband,
CSEPP FY 2010 Report to Congress
Utah, Tooele County, Salt Lake County, The Utah
Health Department, and the Utah National Guard
updated all PPE to continue its 100 percent readiness
capability
Salt Lake County purchased another tow truck, which
doubled its decontamination capabilities by providing
mobilization for two HazMat decontamination
trailers.
All staff who evaluate and/or plan exercises
completed HSEEP training, as well as IS-120a, IS130, and IS-139 courses.
The Utah CSEPP community began identifying
closeout requirements and hired a contractor to assist
in closeout.
More than 150 attendees received training at the
CSEPP Radio Amateur Civil Emergency Services
(RACES)/Amateur Radio Emergency Services
(ARES) Workshop in November 2009.
Challenges
Utah faces the following challenges:
•
Generating a community-level event scenario
to exercise off-post responders
•
Keeping communities energized and focused
as the program comes to an end
•
Closeout issues
49
50
Wa s h i n g t o n C S E P P C o m m u n i t y
(Umatilla Chemical Depot)
The Washington CSEPP community consists of one
county across the Columbia River from UMCD in
Oregon. Much of the community’s planning is
conducted in conjunction with Oregon CSEPP.
The Washington CSEPP community is fully
compliant in all 12 of the performance benchmarks by
which CSEPP success is measured.
FY 2010 Accomplishments
As of August 23, 2010, the Umatilla Chemical Agent
Disposal Facility had safely destroyed more than
1,956 tons of liquid chemical agents, which is half of
the original total of 3,717 tons, stored at Umatilla
since the 1960s. More than 663 mustard ton
containers have been destroyed with more than 2,000
ton containers left to be destroyed. The Army has
submitted a Rinsate Project Modification Request to
the Oregon Department of Environmental Quality to
expedite the processing by allowing material flushed
from the heel material left in the ton containers after
initial draining to be placed into the liquid
incinerators. The Army is working to eliminate the
remaining mustard stockpile by April 2012.
Following months of testing, WEMD incorporated its
newly expanded WebEOC program into a series of
full-scale exercises, including the annual CSEPP
exercise. This web-based platform provides operators
with quick access to position logs, significant events,
logistics requests, news releases, documents, and
maps. WEMD’s WebEOC system links to similar
information at participating county, city, State, and
Federal agencies. In all, WEMD has 1,400 WebEOC
subscribers.
Benton County Emergency Services (BCES)
continues to host ESiWebFUSION for the State,
allowing situational and operational data to be shared
across the northwest region.
BCES updated its aging communication system. The
analog 800 MHz radio system has been replaced with
a state-of-the art P25 digital radio system. The three-
Appendix A: CSEPP Communities
Increasing community preparedness
• An aging analog communications system was
replaced with a state-of-the-art digital P25 system.
• New Facebook and Twitter sites deliver emergency
preparedness and emergency information.
• Development of a Washington Consolidated
Closeout Planning Framework has begun.
year-long
project
included
infrastructure
improvements; new towers; and buildings to house
equipment at Sillusi Butte, Golgotha Butte, and
Rattlesnake Mountain, as well as an upgrade of
console equipment at the South East Communication
Center in Richland. The new digital system has more
than 1,000 subscribers. Benton County contributed
more than $4 million in county funds to the CSEPP
project to ensure their emergency communications
capability will be viable for years to come.
Benton County Emergency Management expanded its
ability to provide ongoing information and education
through social media. Newly developed Facebook and
CSEPP FY 2010 Report to Congress
Twitter sites disseminate bilingual emergency
preparedness and emergency information. Now in its
eleventh year, the Umatilla media campaign launched
three new TV, radio, and newspaper ads. Monthly
topics included: the first 72 hours are on you; is your
car emergency kit ready for winter travel; and who do
you depend on in an emergency?
A contractor has been hired to assist in planning
closeout, and work has begun on a Washington
Consolidated Closeout Planning Framework. It
ultimately becomes the roadmap for final disposition
of all personnel, equipment, services, plans, and
procedures while serving to track progress of ongoing
and future action items.
Benton County elected officials were briefed on the
current demilitarization schedule, an overview of
existing CSEPP-funded capabilities, procedures for
retention or disposal of property, equipment, and
supplies, and the local closeout planning process.
The Emergency Operations Planning Template
(EOPT), developed by IEM through a contract with
the Program (Army and FEMA), reached a new level
of use in Washington and FEMA Region X. The state
of Washington has stepped up fielding of the EOPT,
an automated web-based planning tool for emergency
planners at all levels of government to support the
development
of
comprehensive
emergency
management plans and other plans. The template
contains three basic organizational structures for
plans, each compliant with the Comprehensive
Preparedness Guide 101. Features in the tool include:
a NIMS coach, a planning coach, sample text for each
51
area of the plan, videos for help in using the tool, and
links to other State and Federal planning guidance.
This software provides an effective means of
developing an emergency plan in a collaborative
environment. It is supported among government
agencies at the State and local level. It will also allow
and foster planning coordination among the Federal,
State, and local levels of emergency response
organizations to prepare for hazards in a secure, webbased environment. Washington demonstrated the
template to counterparts in Oregon in June of 2010
and at the FEMA Region X planning conference in
July. User accounts for Oregon, Idaho, and Alaska
resulted from these demonstrations. A demonstration
was held at the Washington State Emergency
Management Association conference on September
21, 2010, and individual demonstrations continue
with State agencies and local governments.
Challenges
Benton County CSEPP-funded employees whose
positions will not be retained post-CSEPP continue
seeking other jobs. Key staff with specialized
programmatic expertise are extremely difficult to
replace.
52
Appendix B: CSEPP Stakeholders
CSEPP FY 2010 Report to Congress
Appendix B: CSEPP Stakeholders
53
54
Appendix B: CSEPP Stakeholders
Appendix B: CSEPP Stakeholders
•
State of Alabama
o Anniston Army Depot
o Alabama Emergency Management Agency
o Calhoun County
o Clay County
o Cleburne County
o Etowah County
o St. Clair County
o Talladega County
•
State of Arkansas
o Pine Bluff Arsenal
o Arkansas Department of Emergency Management
o Arkansas County
o Cleveland County
o Dallas County
o Grant County
o Jefferson County
o Lincoln County
o Lonoke County
o Prairie County
o Pulaski County
o Saline County
•
State of Colorado
o Pueblo Chemical Depot
o Colorado Division of Emergency Management
o Pueblo County
•
Commonwealth of Kentucky
o Blue Grass Army Depot
o Kentucky Division of Emergency Management
o Clark County
o Estill County
o Fayette County
CSEPP FY 2010 Report to Congress
o Garrard County
o Jackson County
o Jessamine County
o Laurel County
o Madison County
o Powell County
o Rockcastle County
•
State of Oregon
o Umatilla Chemical Depot
o Oregon Emergency Management
o Morrow County
o Umatilla County
o Confederated Tribes of the Umatilla Indian Reservation
•
State of Utah
o Deseret Chemical Depot
o Utah Division of Emergency Services and Homeland Security
o Unified Fire Authority/Salt Lake County
o Tooele County
o Utah County
•
State of Washington
o Washington Military Department Emergency Management Division
o Benton County
•
Citizens Advisory Commissions
•
U.S. Congress
•
U.S. taxpayers
•
Non-profit and nongovernmental organizations
•
Public- and private-sector agencies
55
56
Appendix C: National IPT Chairs
CSEPP FY 2010 Report to Congress
Appendix C: National IPT Chairs
57
58
Appendix C: National IPT Chairs
Appendix C: National IPT Chairs
•
Automation IPT: Paul Corbett, Pueblo Chemical Depot; Charles Williams, Alabama CSEPP
•
Closeout IPT: David Gilder, FEMA
•
Exercise IPT: Ronald Barker, FEMA; Richard Brletich, U.S. Army Chemical Materials Agency
•
Medical IPT: Bob Fowler, Utah Department of Health (October 2009 to August 2010); Paul Green,
Madison County, Kentucky (August 2010 to present); Jim Cody, Pueblo, Colorado, Public Health
(August 2010 to present)
•
Public Affairs IPT: Steve Horwitz, FEMA; Karen Drewen, U.S. Army Chemical Materials Agency
•
CSEPPWebCA User Group: Lisa Darlington, FEMA
CSEPP FY 2010 Report to Congress
Appendix D: Acronyms and Abbreviations
59
60
Appendix D: Acronyms and Abbreviations
Appendix D: Acronyms and Abbreviations
ADEM
ADP
ARES
BCES
BGAD
CA
CDC
CSEPP
CTUIR
DA
DHS
DoD
EAS
EMI
EOC
EOPT
EPA
FEMA
FY
HazMat
HAZWOPER
HSEEP
IPT
IRZ
JIC
JIS
LCCE
MEPP
MOU
NIMS
NOAA
NWR
OSHA
PAPR
PAZ
PBA
PC
PCD
PIO
PPE
RACES
SATool
SOP
TAR
TCTC
Arkansas Department of Emergency Management
Automated Data Processing
Amateur Radio Emergency Services
Benton County Emergency Services
Blue Grass Army Depot
Cooperative Agreement
Centers for Disease Control and Prevention
Chemical Stockpile Emergency Preparedness Program
Confederated Tribes of Umatilla Indian Reservation
Department of the Army
Department of Homeland Security
Department of Defense
Emergency Alert System
Emergency Management Institute
Emergency Operations Center
Emergency Operations Plan Template
Environmental Protection Agency
Federal Emergency Management Agency
Fiscal Year
Hazardous Materials
Hazardous Waste Operations and Emergency Response
Homeland Security Exercise and Evaluation Program
Integrated Process Team
Immediate Response Zone
Joint Information Center
Joint Information System
Lifecycle Cost Estimate
Master Exercise Practitioner Program
Memorandum of Understanding
National Incident Management System
National Oceanic and Atmospheric Administration
NOAA Weather Radio All Hazards
Occupational Safety and Health Administration
Powered Air-Purifying Respirators
Protective Action Zone
Pine Bluff Arsenal
Personal Computer
Pueblo Chemical Depot
Public Information Officer
Personal Protective Equipment
Radio Amateur Civil Emergency Services
Situational Awareness Tool
Standard Operating Procedure
Tone Alert Radio
Toxic Chemical Training Course
CSEPP FY 2010 Report to Congress
TOCDF
UMCD
USACE
VHF
WEMD
Tooele Chemical Agent Disposal Facility
Umatilla Chemical Depot
United States Army Corps of Engineers
Very High Frequency
Washington Emergency Management Division
61
62
Appendix D: Acronyms and Abbreviations
| File Type | application/pdf |
| File Title | Microsoft Word - Fiscal_Year_2010_CSEPP_Report_to_Congress_MASTER_02-11-11 |
| Author | wiggins |
| File Modified | 2011-02-22 |
| File Created | 2011-02-22 |