A Logical Approach to Interoperability Planning

Agenda

• Background

• A Logical Processg

• Funding Your Interoperability Planning Workg p y g

• DiscussionDiscussion



Background• Approaching 10 Year Anniversary of 9/11 – Interoperability

Remains a Problem in Many Areas• Many Investments Made Without an Overall Strategy or

Identified Goals – Local / Regional Level• Many Regions Struggling with Where / How to Develop a

Plan or Address ALL Elements Needed• Many Regions Have Received Funding Specifically for

Planning and Training but Have Not Taken Full Advantage



Moving Up on the Continuum



Putting the Pieces Together

• True Operable and Interoperable Communications Comes When all the Pieces are Assembled into a Complete Picturep

= Day to Day Usage Day to Day Usage



TICP vs. Strategic Plans• Tactical Interoperability Communication Plans (TICPs) are

Operational Plans that Include SOPs for the Use of Existing Interoperable Resources Interoperable Resources.

– Inventory Interoperable Assets Available Within The Region -Radio Caches, Shared Radio Channels, Interoperable Gateways, and Shared Radio Systems

– Develop SOPs for Using the Existing Resources• Based on NIMS/ICS ProceduresBased on NIMS/ICS Procedures• Typically Include Provisions for Both Training and Exercises• Communications Positions Within Incident Command System (ICS)

Identified• Identify Communications Unit Leaders (COMLs) and Provide for Training

of Communications Staff



TICP vs. Strategic Plans• Strategic Interoperability Plan Will Define Overall Strategy,

Goals and Vision of Interoperability for Your Region– Based on True Understanding of Needs and Issues– Define Investments of Limited Grant / Local Funding Designed to

Address Needs and StrategyAddress Needs and Strategy– Best Positioning to Pursue and Secure Additional Grants and

Fundingg– Identifies Tactics and Elements to Address to Truly Improve

Interoperability– Incorporates Elements and Information Captured in TICP



A Logical Process for Interoperability Planning• Assessment and Documentation

– Understand Current State of All Pieces of the Interoperability Puzzle• Gap Analysisp y

– Analyze Each Element to Identify the What is vs. What Should be• Strategic Plan

– Develop and Document the Region’s Vision to Achieve Interoperabilitye e op a d ocu e e eg o s s o o c e e e ope ab y– Define the Specific Projects or Initiatives to Achieve the Strategic Vision– Timeline and Goals Based on Priorities – Gap Analysis

• Implement Tactics and Programsp g– Technology Investments and Phases– Active Governance and Participation– Training Based on Needs– Documented Knowledge of Resources

• Ongoing Updates



Critical Role of “Local” Governance• Effective Strategic Planning for Interoperability Requires an

Active, Engaged Local Governing Structure.– All Stakeholders Must be Represented Including Key

Administrative and Political Leaders with Budgetary and Management ResponsibilitiesManagement Responsibilities.

– Most of the Needs for Interoperable Communications Arise in the Context of Day-to-day Operations and Incident-based Responses by Local Emergency Responders.

• Oversee and Manage Planning Process• Alignment and Understanding of State Strategies and Goals



Assessment and Documentation• Operational

– Who Needs to Talk to Who, How Often, etc.– SOP’s – Written and Unwritten

• Technical– Identify Existing Radio Communications Assets

• Current Systems/Equipment as Well as Interoperability Resources

T i i• Training– What Kind, Levels, Who

• People• People– Who and Where



Assessment and Documentation• Operational

– Who Needs to Talk to Who, How Often, etc.– SOP’s – Written and Unwritten

• Technical– Identify Existing Radio Communications Assets

• Current Systems/Equipment as Well as Interoperability Resources

T i i• Training– What Kind, Levels, Who

• People

The Detailed Information Collected for These Elements Can be Used to Populate

• People– Who and Where

CASM and to Develop or Update Your TICP



Assessment and Documentation• How Do I Conduct a Needs Assessment?

– Identify SME’s to Lead/Support Each Respective ElementI Ti U f D l h Ri h Q i– Invest Time Up-front to Develop the Right Questions

• What Do I Need to Support the Gap Analysis?– Assemble Forms, Questionnaire’s etc. so all Participants are , p

Following Same Template and Capturing Comparable Information and Level of Detail

– Web Based Surveys Good for Some Types of InformationWeb Based Surveys Good for Some Types of Information• Current System/Equipment Information, Documenting Resources, etc.

– Focus Groups and Open Ended Discussions Better for Documenting Other ElementsDocumenting Other Elements

• Operational Issues, SOP’s, Training Needs, etc.,



Gap Analysis• Analyze Operational Assessment Inputs and Findings

– Identify Trends, Common Issues– Priorities– Knowledge of SOP’s, Existing Resources and How to Access– Level of Training and Needs

• Document, Define and Categorize the Issues and Un-met NeedsNeeds

– Technology, Spectrum, etc.– SOP’s Agreements – SOP s, Agreements, – Training, Personnel, Knowledge



Develop Strategic Plan• Build the “Big Picture” Vision for the Region or Jurisdiction

– Where Do We Need to Be?• Based on Assessments and Gap Analysis• Based on Assessments and Gap Analysis• What Priorities?

– Where Do We Want to Be?C id S tti Sh t d L T G l B d R li ti – Consider Setting Short and Long Term Goals Based on Realistic Funding Availability

• Short Term – Conventional Mutual Aid Overlay Channels and Connectivity NetworkNetwork

• Long Term – Migration to P25 Regional Trunking Using Same Sites and Connectivity Network

– How Do Our Pieces Fit Together?How Do Our Pieces Fit Together?• Governance, Operational, Technology, Training, Funding

– What’s the Timeline for Achieving Each Strategy or Goal



Test Conclusions• Design and Execute Training Exercise(s) Based on Findings

of Needs Assessment and Gap Analysis (and TICP)– Means to Confirm Findings and What’s Working

• SOP’s• Usage of Current Systems and Resources• Usage of Current Systems and Resources• Level of Training and Needs

– Provide Training for Variety of Roles• Responders /Dispatchers• Incident Command / COM-L

• Use Feedback and After Action Report Findings to Update • Use Feedback and After Action Report Findings to Update or Modify Strategic Plan as Needed



Implement the Tactics Supporting Your Plan

• Active Governance and Participation Important– Committee's / Assignments and Responsibilities

• Funding and Grant Requests Aligned with Strategic Plan and Priorities

• Technology Upgrades and Acquisitions Designed to Address Gaps and Overall Strategy

• Establish / Track Training Needs and Delivery of Programs• Ongoing Exercises that Provide Training Platform and Test

Progress



Ongoing Plan Review and Update• Issues and Priorities Can Change

– New Technologies Emerge– SOP’s and Usage Patterns Changes as Resources are Acquired

and Gaps are AddressedK B d t d I t t El t C t• Keep Budget and Investment Elements Current

– Maintaining Accurate Budget Projections to Support the Acquisitions and Activities Defined in the Strategic PlanAcquisitions and Activities Defined in the Strategic Plan

– Monitoring and Pursuing Grant Opportunities• Adjust for Progress Made – or Not AchievedAdjust for Progress Made or Not Achieved



Funding Your Interoperability Planning• Interoperable Emergency Communications Grant Program

(IECGP)– Approx $48M Year Past 3 Years, no Allocation FY 2011– Specifically Targeted for Governance, Planning, Training and

Exercises to Improve InteroperabilityExercises to Improve Interoperability• Show Alignment with State SCIP Goals and Initiatives• Advance the Three Strategic Goals Identified in the National Emergency

Communications Plan (NECP)– Awarded to State Administrating Agency (SAA)

• 80% Pass-through to Local/Regional Jurisdictions80% Pass through to Local/Regional Jurisdictions



Funding Your Interoperability Planning• Eligible Expenditures

– Planning - Develop or Enhance • Interoperable Communications Plansp• Interoperable Communications Assessments and Inventories• Interoperable Communications Protocols

– Training• Develop, Deliver, Attend, and Evaluate Training

– Exercises• Design, Develop, Conduct, and Evaluate Exercises

P l– Personnel• Hiring of Certain Full /Part-time Staff or Contractors/Consultants

– Travel, Supplies, Meeting ExpensesE i t Pl i d P h– Equipment Planning and Purchase

• SAA Must Certify State and/or Pass-through Entities Have Met NECP Goals One and Two Before Purchasing Equipment with IECGP



Funding Your Interoperability Planning• Homeland Security Grant Program (HSGP)

– Various Programs Under the Umbrella• State Homeland Security Program (SHSP)• Urban Areas Security Initiative (UASI)• Operation Stonegarden (Law Enforcement - Border Security)Operation Stonegarden (Law Enforcement Border Security)• Metropolitan Medical Response System (MMRS)• Citizen Corps Program (CCP)

M t h Si il R i t IECGP– Most have Similar Requirements as IECGP• 80% Pass-through• Alignment with NECP Priorities, etc.g ,• Much Same Eligible Expenditures

– Equipment and Related Eligible – Tends to Take Majority



Summary

• Logical Step by Step Process can be Applied to Defining Your Region’s Strategy and Vision to Achieve Interoperability

• Best Way to Get Maximum Results from Limited Funds• Best Means to Position Your Region for Pursuit of Funds

– Grants or Local Investments

Assemble ALL the PiecesAssemble ALL the Pieces of the Interop Puzzle to Reflect Your RegionsReflect Your Regions Unique Needs and Issues



Thank You!

Questions?Copy of Presentation:• Send me an Email with Request• Send me an Email with Request• Visit L. R Kimball Resource Center

Kevin McGeary – Sr. [email protected]‐867‐4566

Kimball Resource Web Site: http://www.lrkimball.com/Resource_Center.aspx



IECGP & HSGP FundingYear IECGP HSGP

2008 $48,575,000 $1.77B

2009 $48 575 000 $1 79B2009 $48,575,000 $1.79B

2010 $48,000,000 $1.78B

2011



Other Notes• NECP Goals

– Goal 1— By 2010, 90 percent of all high-risk urban areas designated within the Urban Areas Security Initiative (UASI) are able to demonstrate response-level emergency communications within 1 hour for routine events involving multiple emergency communications within 1 hour for routine events involving multiple jurisdictions and agencies.

– Goal 2— By 2011, 75 percent of non-UASI jurisdictions are able to demonstrate response-level emergency communications within 1 hour for

i i l i l i l j i di i d iroutine events involving multiple jurisdictions and agencies.– Goal 3— By 2013, 75 percent of all jurisdictions are able to demonstrate

response-level emergency communications within three hours, in the event of a significant incident as outlined in national planning scenarios.g p g

• If an SAA and SWIC/SCIP POC certifies that it’s State, territory, and/or pass-through recipients have fulfilled all of the objectives of Priority Groups one and two, the State, territory, and/or pass-through p y p grecipients may use FY 2010 IECGP funds to purchase interoperable communications equipment.



A Logical Approach to Interoperability Planning

Technology

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