perry's 2004 strategic plan for homeland security

TexasHomeland

SecurityStrategic

PlanPart I

Governor’s Vision

Rick Perry, GovernorJanuary 30, 2004

Texas Homeland Security Strategic Plan - Table of Contents i

CONTENTS Forward GOVERNOR’S LETTER Part 1 GOVERNOR’S VISION Part 2 GOALS AND OBJECTIVES Part 3 STATE OF TEXAS EMERGENCY MANAGEMENT PLAN

netodd

Note

netodd

Note

This Table of Contents and the Table of Contents for Parts I, II, and III contain links. Just click on the table of contents item and the document will open to that page.

Texas Homeland Security Strategic Plan - Table of Contents ii

STATE OF TEXASOFFICE OF THE GOVERNOR

January 30, 2004

My fellow Texans:

Our great state has always prided itself on its strength and resilience. We have faced countless challenges –from nature’s fury to manmade disasters – with a resolve and grit recognized around the world as uniquelyTexas. Our history has prepared us well to respond to any threat, including terrorism.

Immediately after the tragic attacks of September 11, 2001, my office began working to strengthen ourstate’s ability to prevent and respond to the threat of terrorism. Texas already is home to an emergencysystem that is among the nation’s best. From our largest cities to our smallest towns, I am confident inour state’s ability to handle any crisis. But there is more we can do. Continued vigilance and planning onthe part of state and local officials will help ensure the safety of our citizens, our property and the freedomwe cherish.

On July 16, 2002, President Bush released the National Strategy for Homeland Security, a strategic planbased on the principles of cooperation and partnership. The President’s plan provides states with ablueprint to develop and implement programs to enhance security and reduce the threat of terrorism.Recognizing that state and local governments play important roles in these efforts, the national planchallenges us “to develop interconnected and complementary systems that are reinforcing rather thanduplicative.”

Like its national counterpart, the Texas Homeland Security Strategic Plan, is built on partnerships amonglocal, state and federal agencies, volunteer organizations and the private sector. Our first goal must be todo everything within our power to prevent a terrorist attack. That is why our effort to coordinatecommunication among federal, state and local law enforcement agencies is so vital. We also recognize thatwe must have an emergency management and response that is comprehensive, rapid and orderly.

The Texas Homeland Security Strategic Plan ensures the coordinated and comprehensive use of stateresources and federal funding to deter, detect and respond to terrorism, and it provides our state with clearlines of authority and communication as we work together to accomplish these goals. I have designated aDirector of Homeland Security within my office to ensure the effective coordination of information andresources. My Director of Homeland Security also will serve as the presiding officer of the CriticalInfrastructure Protection Council that was established by House Bill 9 in the 78th Texas Legislature.

The Texas Homeland Security Strategic Plan builds on the mandates of House Bill 9 and the President’splan to outline the principles that will guide our state’s homeland security efforts. My office also has

iii

iv

worked closely with the Texas Engineering Extension Service and Regional Councils of Governments todevelop the more detailed implementation steps and measurable objectives contained in Part II of thestate strategy. Part III of the strategy details operational and procedural guidance to implement theState’s Emergency Management Plan.

The centerpiece of the Texas strategy is a regional network of interlocking and mutually supportingcounter-terrorism and preparedness programs. Disasters, whether manmade or natural, do not recognizecounty lines or regional boundaries. For this reason, we have developed realistic plans that bring togetherthe many emergency response officials who would be expected to work together should a disaster occur.

The nature of terrorism is to exploit weaknesses in a security system, and terrorists will adjust their meansand methods of attack as we work to make our state and nation more secure. I expect the Texas strategy toevolve as our state and nation adjust to the ever-changing threat of terrorism. In the battle againstterrorism, there is no time for complacency. I hope you will join me in taking every effort to ensure thesecurity of our great state.

Sincerely,

Rick PerryGovernor

TexasHomeland

SecurityStrategic

PlanPart I

Governor’s Vision


TEXAS HOMELAND SECURITY STRATEGIC PLAN - PART I - GOVERNOR’S VISION 1

The highest priority of any state is securing the safetyof its people. In Texas, our citizens are well servedand protected by a network of law enforcement,emergency personnel and regulatory agencies. Ourstate is building on this excellence to create a nationalmodel for counter-terrorism and security efforts.

Governor Rick Perry has developed the TexasHomeland Security Strategic Plan to maximize theuse of state resources through coordinated andcomprehensive splanning. The Texas HomelandSecurity Strategic Plan sets three objectives that arecompatible with President Bush’s national strategy:

• Prevent terrorist attacks within Texas. Thestate’s first priority is to detect and deterpotential attacks by enhancing coordinationand communication among state and local lawenforcement agencies and developing effectivepartnerships with federal agencies and privateorganizations.

• Reduce the state’s vulnerability to terrorism.The Governor’s Office works with stateagencies and the private sector to identify andassess risks and take action to protect criticalinfrastructure and key assets.

• Minimize the damage and recover fromattacks that do occur. The Governor’s Officeworks to increase coordination and mutual aidpartnerships among local governments, thestate’s first responder community and stateagencies to ensure a quick and orderly responseto any crisis.

Executive Summary

Leadership and OrganizationTo accomplish these objectives, the Texas HomelandSecurity Strategic Plan is organized around four criticalmission areas to enhance the state’s security:

• Intelligence and warning: The first objectiveof the Texas Homeland Security Strategic Planis to prevent a terrorist attack. The best way toaccomplish this is through the receipt, analysisand dissemination of criminal intelligence.

• Protecting critical infrastructure: Effectivecommunication and coordination among stateagencies and the involvement of the privatesector will be necessary to reduce the state’svulnerability to a terrorist attack and recoverquickly from any attack or other type ofdisaster. The Governor established the StateOperations Group to accomplish this task.

• Emergency preparedness and response: Astatewide network of regional, interlocking andmutually supporting emergency preparednessand response programs promotescomprehensive planning and the collaborativepositioning of equipment and personnel.

• Border security: Ensuring both the securityof the state’s international border and ports andthe efficient flow of traffic and commerce areissues of critical importance and a sharedresponsibility for the state and federalgovernments.

In developing the Texas Homeland Security StrategicPlan, Governor Perry has identified four importantpriorities to help the state allocate resources. The state,

2 TEXAS HOMELAND SECURITY STRATEGIC PLAN - PART I - GOVERNOR’S VISION

which already has received more than $400 millionin federal homeland security grants, will continue toaggressively pursue federal funds to help address thesepriorities:

• Support and train first responders.

• Defend against biological, chemical and nuclearterrorism.

• Protect critical infrastructure.

• Secure the state’s international borders and portsof entry.

For years, Texas’ system of emergency planning hasrecognized that local officials are best able to makedecisions about disaster response. Governor Perry’s

Texas Homeland Security Strategic Plan is built aroundthis premise and emphasizes the importance ofgrassroots input and planning. At the same time, thisplan brings leadership and organization to our state’ssecurity and response systems.

In a cover letter that accompanied the release of theNational Strategy for Homeland Security, PresidentBush called for the development of “compatible,mutually supporting state, local and private-sectorstrategies.” Texas has risen to that challenge. TheTexas Homeland Security Strategic Plan is designed toenhance our security and provide a state plan tosupport and implement President Bush’s vision for asafer, stronger America.


Table of Contents

Texas Homeland Security Strategic PlanPart I - Governor’s Vision

Introduction

Developing a State Strategy Page 5President Bush’s National Strategy for Homeland Security calls on states and localgovernments to implement compatible security strategies. For this reason, Texashas used the national strategy as a model for developing a statewide plan.

Critical Mission Areas

Intelligence and Warning Page 9The first objective of the Texas Homeland Security Strategic Plan is to prevent aterrorist attack. The best way to accomplish this is through the receipt,analysis and dissemination of criminal intelligence.

Protecting Critical Infrastructure The Critical Infrastructure Protection Council provides ongoing strategicplanning and coordination among state agencies to reduce the state’s vulner-ability to a terrorist attack and ensure a quick and orderly recovery from anyattack or other disaster that does occur.

Emergency Preparedness and Response Page 17The most visible element of the Texas Homeland Security Strategic Plan is theRegional Response System. The strength of this system comes from interlock-ing and mutually supportive regional emergency response systems.

Border Security Page 21Ensuring the security of our international border and ports is of criticalimportance and a shared responsibility for the state and federal governments.

Conclusion

A Safer, Stronger Texas Page 23The Texas Homeland Security Strategic Plan provides a solid framework for thestate to build on partnerships among local, state and federal agencies, volunteerorganizations and the private sector.Appendix A: Governor’s Task Force on Homeland Security: Progress Rport Page 25Appendix B: First Responders, Resources Page 32Appendix C: Regional Councils of Governments Page 33

netodd

Note

This Table of Contents contains Links. Click on the item to open.


Introduction

Developing A State StrategySince September 11, 2001, Texas has moved quicklyand surely to reduce the threat of terrorism. OnOctober 1, 2001, Governor Rick Perry establishedthe Task Force on Homeland Security to assess thestate’s readiness and ensure the continued safety ofTexans. The task force took testimony from expertsfrom numerous fields – emergency response, lawenforcement, bioterrorism, border security, food safetyand others – to develop recommendations to enhancethe state’s security.

Armed with the task force recommendations issuedin January of 2002, the Governor’s Office hascontinued to work toward greater protection for ourstate and its citizens. Most of the task forcerecommendations already have been implemented, andthe others require federal action or additional funding.(See Appendix A.) In addition, the State InfrastructureProtection Advisory Council has submitted securityrecommendations to Governor Perry. These reportshave given the Governor’s Office a more completepicture of how well prepared Texas is to respond tothe unthinkable and a starting point to improve ourability to detect and deter terrorism.

On June 22, 2003, Governor Perry signed House Bill9, passed by the 78th Texas Legislature, to set theframework for the state’s homeland security strategy.H.B. 9 provides for more centralized communicationand coordination of the state’s homeland securityefforts, establishes the Critical Infrastructure ProtectionCouncil to serve as an advisory group to the Governor,and creates a communications center to coordinatethe state’s intelligence, warning and response systems.

On July 16, 2002, President Bush released the firstNational Strategy for Homeland Security to mobilizeand organize our nation to secure the U.S. homelandfrom terrorist attacks. In a cover letter to the plan,the President called on states and local governmentsto implement compatible security strategies. For thisreason, Texas has used the national strategy as a modelfor developing a statewide plan.

The National Strategy for Homeland Security sets threebroad objectives for homeland security:

• Prevent terrorist attacks within the United States.

• Reduce America’s vulnerability to terrorism.

• Minimize the damage and recover from attacksthat do occur.

In developing the Texas Homeland Security StrategicPlan, the Governor’s Office has adopted the strategicobjectives of the President’s National Strategy forHomeland Security to ensure that the state and nationalplans are mutually supporting. The President’s planalso calls on each state to establish a single point ofcontact for communication and coordination issuesinvolving federal, state and local agencies. In Texas,the Governor’s Office holds that responsibility.

A Strong FoundationLong before September 11th, our state’s lawenforcement community understood the very realthreat of terrorism. In 2000, the Texas Departmentof Public Safety began working with the TexasEngineering Extension Service on a statewide risk andvulnerability assessment and a process to identify


Two advisory committees developedrecommendations on enhancing thestate’s security:

Governor’s Task Force on HomelandSecurity:Just two weeks after the terrorist attacks ofSeptember 11, 2001, Governor Rick Perryformed the Task Force on Homeland Securityto advise him on matters relating to the state’ssecurity. The Governor named Texas LandCommissioner David Dewhurst to be thechairman of the group. Dewhurst, now thestate’s lieutenant governor, is a former CIAintelligence officer, State Department officialand member of a presidential commission toevaluate the capabilities of the U.S.intelligence community.

Governor Perry charged the task force with:

• Assuring Texans of state and localpreparedness to respond to threats.

• Assessing the ability of state and localgovernment agencies to respond tothreats and to effectively provide victimsassistance.

• Aiding coordination among federal,state and local efforts.

• Developing recommendations on howto improve Texas’ ability to detect, deterand coordinate response to any terroristevents.

“The attacks of September 11 on the World

Reports Lay Groundwork For Security EnhancementsTrade Center and the Pentagon make itabundantly clear that we cannot risk beingcomplacent,” Governor Perry said at the time.“Our goal is to enhance the ability of the stateto identify individuals who might be planningattacks and to stop them before they do anyharm.”

The task force delivered a report to theGovernor on January 31, 2002, that included44 recommendations to help ensure that thestate is well prepared to detect, deter andrespond to terrorism. The Governor’s Officehas accomplished most of the task forcerecommendations. (See Appendix A.) Thecomplete task force report is available atwww.governor.state.tx.us/homelandsecurity.

Attorney General’s State InfrastructureProtection Advisory Committee:Former Texas Attorney General John Cornynconvened an advisory committee to developrecommendations to better protect essentialgovernment services and forms of commercethat enable Texas citizens to function normally.Industry components included thetelecommunications, energy, financial services,water and transportation sectors.

The mission of the State InfrastructureProtection Advisory Committee (SIPAC) was towork with local, state and federal governmentofficials as well as private-sector experts todevelop a strategy to protect state infrastructureand minimize disruption to critical services ifthese infrastructure are compromised.

On March 25, 2002, SIPAC submitted itsreport, which included two primaryrecommendations and 16 secondaryrecommendations. The report is available atwww.oag.state.tx.us/sipac/sipac_report.pdf.


critical infrastructure that could be targeted byterrorists.

Texas also is home to one of the nation’s best emergencyresponse systems. The forces of nature often have testedour state’s ability to cope with disaster. Texans havelearned from these lessons. From our metropolitanareas to rural Texas, our state has developed emergencyresponse systems second to none.

However, our state cannot rest on the knowledge thatwe are well prepared to handle any threat. The verynature of terrorism seeks out and exploits weaknessesin security systems. For this reason, we must remainvigilant in protecting our state.

The sheer size and diverse geography of Texas makesecurity especially challenging. Texas’ 1,200 mileborder with Mexico is home to 14 border crossings,more than any other state. And Texas has 367 milesof coastline and 227,000 farms on 131 million acresof land – more than twice the number of farms ofany other state. All this makes border security andprotecting our nation’s food supply priorities for ourstate, along with safeguarding the state’s 21 millionpeople and other critical infrastructure.

The Next StepGovernor Perry has developed the Texas HomelandSecurity Strategic Plan to build on our emergencyresponse system. This plan maximizes the use of stateresources through coordinated and comprehensivestrategic planning and provides clear lines of authority,responsibility and communication. The TexasHomeland Security Strategic Plan brings leadershipand organization to our state’s security and responsesystems.

The Texas plan addresses four critical mission areas toenhance the state’s security:

• Intelligence and warning.

• Protecting critical infrastructure.

• Emergency preparation and response.

• Border security.

Strategic planning for state security is an integral andongoing priority for the Governor’s Office, and theTexas Homeland Security Strategic Plan will expandin scope and detail as we continue to work with ourlocal and national partners. Governor Perry has nameda Director of Homeland Security to ensure theeffective coordination of information and resourcesand to serve as the presiding officer of the CriticalInfrastructure Protection Council that was establishedby House Bill 9 in the 78th Texas Legislature.

In addition, state agencies that play a role in homelandsecurity have been directed to address security issues

Objectives of the Texas Plan

The Texas Homeland Security Strategic Plansets three objectives that are compatiblewith President Bush’s national strategy:

• Prevent terrorist attacks withinTexas. The state’s first priority is todetect and deter any potential attacksby enhancing coordination andcommunication among state and locallaw enforcement agencies anddeveloping effective partnerships withfederal agencies.

• Reduce the state’s vulnerability toterrorism. The Governor’s Officeworks with state agencies and theprivate sector to assess and identifyrisks and take action to protect criticalinfrastructure and key assets.

• Minimize the damage and recoverfrom attacks that do occur. TheGovernor’s Office works to increasecoordination and mutual aidpartnerships among local governments,the state’s first responder communityand state agencies to ensure a quickand orderly response to any crisis.


in their agency strategic plans. Each agency will beresponsible for developing operational plans toimplement the strategies set forth in their strategicplans.

A great deal has been accomplished since September11, 2001. Countless Texans have worked to assessand enhance our state’s security. From the publicmeetings to the behind-the-scenes planning, theseefforts have built a solid foundation for a statewidesecurity plan.

As we continue this vital work, Texans can be assuredthat every region of our state will have the capacityand capability to deter, detect and, if necessary, respondto a terrorist attack or disaster.

Securing Texas: A Sizable Task

The State of Texas:

• Has 21 million people.

• Covers 267,277 square miles.

• Occupies about 7 percent of the totalwater and land area of the UnitedStates.

• Has 5,363 square miles of waterways.

• Has 227,000 farms that cover 131million acres, more than twice thenumber of any other state.



Intelligence and WarningThe first objective of the TexasHomeland Security Strategic Planis to prevent a terrorist attack.The best way to accomplish thisis through the receipt, analysisand dissemination of criminalintelligence.

While the federal governmenthas the primary responsibility forgathering, analyzing anddisseminating foreign anddomestic intelligence, state andlocal law enforcement plays a keyrole as well. Local peace officers and citizens serve asthe eyes and ears that help protect our state and nation.By virtue of their numbers and positions in ourcommunities, citizens and local peace officers are inthe best position to discover something out of theordinary that prevents a crime or terrorist attack. Thismakes the coordination of local, state and federal lawenforcement more important than ever before.

In Texas, we have taken a giant step forward in thecoordination of state and local law enforcement. InAugust of 2001, at Governor Perry’s direction,representatives of the state’s law enforcementcommunity began developing policies and proceduresto increase coordination between the Department ofPublic Safety (DPS) and local law enforcementagencies that receive state grants.

The DPS Counter-Terrorism Mission Action Plancontinues to integrate the intelligence operations ofthe state’s law enforcement community. This DPS

plan is designed to achieve rapidmobilization of resourcesthroughout the state andcoordinate deployment of thoseresources in the most efficientand logical manner.

The Texas DPS Special CrimesService also is a member of theJoint Regional Intelligence Ex-change System (JRIES), a pow-erful real-time network of fed-eral, state and local agencies dedi-cated to counterterrorism initia-

tives. JRIES is a digital network connection betweenthe U.S. Department of Homeland Security and morethan 60 law enforcement partners. It is also a bidirec-tional program, with all partners agreeing to share in-formation, respond to information requests and con-duct an intelligence and analysis mission.

In October 2001, the state expanded and improvedaccess to the $15 million Criminal Law EnforcementReporting and Information System. This databaseprovides law enforcement agencies in Texas, Arizona,California and New Mexico with information onmore than 140,000 drug traffickers and criminals.

As a result of these actions, our local law enforcementagencies can share criminal intelligence with each otherand with the DPS Criminal Law EnforcementDivision. These changes have helped forge importantpartnerships among local, state and federal lawenforcement agencies.

Meeting the Objectives

The Texas Homeland SecurityStrategic Plan sets objectivescompatible with the nationalplan. By focusing onintelligence and warning, thestate is working to:

Prevent terrorist attackswithin Texas.


State Early Warning SystemsBoth law enforcement and the public must be able torely on clear and timely warnings of any new terroristthreats. The federal government gathers, analyzes anddisseminates foreign and domestic intelligence;however, there are numerous state systems that mustbe able to quickly and effectively relay information,threats and warnings to their members and the public.

Because safety is first and foremost the responsibilityof local law enforcement, our state’s peace officersmust have the benefit of reliable and consistentcommunication with their federal counterparts. Acritical function of Texas Security Alert and AnalysisCenter, established by House Bill 9, is to monitorthe Joint Regional Intelligence Exchange System(JRIES) for information regarding ongoing orsuspicious incidents throughout the United States thatmay have an impact or connection to Texas, to respondto requests for information from members of theJRIES community, and to post relevant informationto the JRIES system regarding incidents in Texas.

In establishing the Texas Security Alert and AnalysisCenter, Texas has implemented the first state-basedEmergency Response Network using the U.S.Department of Homeland Security’s model. TheTexas system provides for comprehensive informationsharing across agencies and disciplines, and it alsooffers a dynamic alert and notification system thatincludes voice, e-mail, pager and fax messages.

Texas law enforcement agencies also have access tothe National Law Enforcement TelecommunicationsSystem, giving the state instant access to federal alerts.The Texas Law Enforcement TelecommunicationsSystem also facilitates the rapid exchange ofinformation among law enforcement agencies.

Texas citizens should be able to rely on the state forinformation on threats or other dangers. The TexasSecurity Alert and Analysis Center’s EmergencyResponse Network uses several statewide componentsto disseminate information:

Emergency Alert System: This system allowsbroadcast stations, cable operators and designated

Information Systems

The Joint Regional Intelligence Ex-change System is a digital network con-nection between the U.S. Department ofHomeland Security and more than 60 lawenforcement partners, who agree to shareinformation, respond to information re-quests and conduct intelligence and analysismissions.

The National Law EnforcementTelecommunication System (NLETS)links more than 310,000 law enforcementand criminal justice offices across thecountry. Users are able to exchangeinformation and alerts in a matter ofseconds. The FBI has used NLETS toissue alerts regarding terrorist threats tostate law enforcement agencies.

The Texas Law EnforcementTelecommunication System provides anelectronic link among the state’s lawenforcement agencies similar to NLETS.

government officials in Texas to disseminateinformation and instructions in potential or actualemergencies to alert the public and provide continuouscommunications services during an emergency.

Federal threat assessment system: Texas is using thefederal color-coded threat assessment system on theTexas homeland security Internet site,www.texashomelandsecurity.com.

Health Alert Network: The Texas Department ofHealth has implemented a secure Internet connectionthat links the state’s health resources and providesinformation and warnings about bioterrorism andother health issues.

Statewide Education Notification System: The TexasEducation Agency has established an Internet-basednetwork that can deliver alerts to the state’s 1,200school districts by pager, e-mail, phone and fax.



Protecting Critical InfrastructureEffective communication andcoordination among stateagencies and the involvement ofthe private sector will be necessaryto reduce the state’s vulnerabilityto a terrorist attack and recoverquickly from any attack or othertype of disaster that does occur.

The Critical InfrastructureProtection Council, establishedby House Bill 9 in the 78th TexasLegislature, provides ongoingstrategic planning andcoordination for homelandsecurity among state agencies.The council is comprised ofrepresentatives from state agencies and the Governor’sOffice. This ensures a clear and consolidated line ofcommunication between the Governor’s Office andstate agencies on homeland security issues as well as aliaison with local governments and the private sector.

The Critical Infrastructure Protection Council meetsregularly and is responsible for statewide planning,coordination and communication. It also helpsindividual state agencies develop operational plans thatare compatible with the Texas Homeland SecurityStrategic Plan. While the Critical InfrastructureProtection Council’s primary responsibility is leadingand organizing security programs and emergencyresponse among state agencies, an important secondarygoal is communication and coordination with local andregional governments and the private sector.

All disasters – whether man-madeor natural – are ultimately localevents. Local responders are thefirst to arrive and the last toleave the scene. This means thesuccess of the state’s strategicplan – and ultimately, thenation’s – rests on thedevelopment of capable andcompatible local plans. TheCritical Infrastructure ProtectionCouncil ensures effectivecommunication of the state’sstrategy and priorities to localgovernments and provide cleardirection and resources for local

and regional emergency planning.

Identifying and addressing critical issues will be animportant part of the state’s homeland security efforts.Cyber security, bioterrorism and food safety are justsome of the areas the Critical Infrastructure ProtectionCouncil is examining.

Cyber SecurityThe ability of society to operate in a normal wayincreasingly relies on maintaining functioningcomputer networks. Virtually every service andindustry – the electric power grid, the banking system,the national air traffic control system, the train system– is vulnerable to a potential cyber attack. For thisreason, the State Infrastructure Protection AdvisoryCouncil (SIPAC) developed recommendations to


The Texas Homeland SecurityStrategic Plan sets objectivescompatible with the nationalplan. By focusing on protectingcritical infrastructure, the stateis working to:


Reduce the state’svulnerability to terrorism.


Protecting Critical Infrastructure and Assets

Governor

Critical Infrastructure Protection CouncilOngoing coordination and strategic planning among state agencies

Maintain liaison with local governments and private sector

Identify and address issues critical to state security

Sector Lead Agency

Air Quality Texas Commission on Environmental Quality

Agriculture Department of Agriculture

Criminal Intelligence Department of Public Safety

Electricity Public Utility Commission of Texas

Emergency Services Governor’s Division of Emergency Management

Food Safety Texas Department of Health

Government Governor’s Office

Information Services Department of Information Resources

Military Texas National Guard

Oil and Gas Railroad Commission of Texas

Public Health Texas Department of Health

Public Safety Texas Department of Public Safety

Telecommunications Public Utility Commission

Transportation Texas Department of Transportation

Water Texas Commission on Environmental Quality


better protect the essential government services andforms of commerce that Texans rely on daily. SIPAC’srecommendations, like those of the Governor’sHomeland Security Task Force, stress the importanceof communication and information sharing inimplementing a successful infrastructure protectionplan, involving the input and cooperation of boththe public and private sectors.

The Texas Department of Information Resources hascreated a State Computer Security Group thatcontinues to review computer security and addressissues raised in the SIPAC report. In addition, theGovernor’s Office is working to develop partnershipsbetween state agencies, the federal government andthe private sector to assess and improve the cybersecurity.

Bioterrorism

Biological weapons present an immense danger to ourstate and nation. In the right environment, biologicalweapons can multiply, and they can naturally mutate,frustrating protective measures. Chemical weapons,for all their horrors, become less lethal as they aredispersed and diluted. But even the smallest quantitiesof disease organisms can be lethal. For example,botulinum toxin has been described as 3 million timesmore potent than the chemical nerve agent sarin.

Texas heath care workers and citizens must beinformed and educated about the potential biologicalweapons of terrorism in order to quickly recognizeand respond to an attack. The Texas Department ofHealth (TDH) has developed Internet resources,www.tdh.state.tx.us/bioterrorism, for the public,health care workers and first responders. TDH alsohas created the Health Alert Network to distributeinformation statewide to local health professionals andofficials. In addition, the Health Alert Networkultimately will have the ability to compile a contactlisting for health professionals throughout Texas inthe event that mobilization or contact becomesnecessary. And TDH has enhanced its disease detectionand response capability by establishing the Office ofState Epidemiologist, increasing regional

Critical InfrastructureProtection CouncilHouse Bill 9 requires that the CriticalInfrastructure Protection Council includerepresentatives from:

• Governor’s Office

• Department of Agriculture

• Office of the Attorney General

• General Land Office

• Public Utilities Commission

• Texas Department of Health

• Department of Information Resources

• Department of Public Safety

• Governor’s Division of EmergencyManagement

• Texas National Guard

• Texas Commission on EnvironmentalQuality

• Railroad Commission

• Texas Strategic Military PlanningCommission

• Texas Department of Transportation

epidemiology staff, developing guidelines for teamresponses, purchasing lab and testing supplies, andexpanding its laboratory capacity.

TDH has received $144 million from the federalgovernment for public health preparedness andbioterrorism response for fiscal years 2002 and 2003,and Governor Perry authorized the transfer of $12.2million in February 2002 to TDH for these types ofactivities.


School SafetyOver the past several years, Texas has been a nationalleader in school safety. The Texas School Safety Center,

originally organized inMay 1999 after theshooting at ColumbineHigh School inColorado, serves as aresource to help Texasschools develop andim-plement policiesand programs for a safelearning environment.In 2001, GovernorPerry signed legislationto formally establishthe safety center,

and the Governor’s Criminal Justice Division hassupported the center with approximately $500,000 infunding each year since 1999.

Another new training initiative also is helping makeour schools safer. The Advanced Law EnforcementRapid Response Training Center, based in San Marcos,specializes in helping officers learn the most effectiveways to handle and diffuse crisis situations such as theColumbine High School shooting or the 1991shooting at Luby’s Cafeteria in Killeen. A $500,000grant from the Governor’s Criminal Justice Divisionwill help train more than 600 Texas officers throughthe center. The new center includes a state-of-the-artweapons simulator facility, a tactical firearms trainingcenter, a multi-story structure that simulates anoffice building or school, a rappel tower and a live-fire house.

In addition, the Texas Education Agency’s new web-based warning system enhances school safety byallowing rapid notification of school districts to alertsor threats. This new system was used after the SpaceShuttle Columbia broke apart over Texas to warnschool officials about the potential danger of shuttledebris.

Airport SecurityThe Aviation Transportation Act, signed by President

Bush on November 19, 2001, gives federal authoritiescontrol over airport security. However, theGovernor’s Office and state leadership will continueto monitor airport security to ensure the safety ofTexas travelers. On August 17, 2002, Governor Perryand the U.S. Deputy Transportation Secretaryannounced that 15 airports had received FederalAviation Administration grants totaling $36.7 million.The grants will fund airport projects to improveefficiency, safety and security.

Agriculture SecurityTexas is the nation’s leading cattle producer and has morethan twice the number of farms of any other state.Protecting our agricultural interests is important bothto the state’s economy and the nation’s food supply.

Following the terrorist attacks on America, AgricultureCommissioner Susan Combs formed a Texas BorderFood Security Coalition of producer groups andassociations to examine security measures at the state’sfarms and ranches. The Texas Department ofAgriculture also compiled recommendations forfarmers and ranchers to help protect our food supplies.

In 2002, the U.S. Department of Agriculture awarded$4.6 million in grants to strengthen the security ofTexas’ farming and ranching food production systems.

Private SectorThe private sector in Texas, including academic,scientific, medical, engineering and technologicalfacilities, is an abundant source of creative andinnovative technologies and ideas. As President Bushnoted in his National Strategy for Homeland Security,these technologies and ideas ultimately will enable ourcountry to triumph over any terrorist threat.

The private sector owns the vast majority of Texas’infrastructure, such as agricultural and food distributionfacilities, utility companies and transportation systems.Thus, a close partnership between the federalgovernment, state government and the private sector isnecessary in identifying and eliminating any potentialthreat to our existing critical infrastructure.

Learn more

Texas SchoolSafety Center:www.txssc.swt.edu

Advanced LawEnforcementRapid ResponseTraining Center:www.swt.edu/alerrt


An example of private sector coordination withgovernment agencies occured after the 2001 terroristattacks with the creation of the Texas Engineers Task

Force on HomelandSecurity. When theGovernor’s Task Forceon HomelandSecurity neededassistance evaluatingthe security of thestate’s criticali n f r a s t r u c t u r e ,

Chairman David Dewhurst turned to the Texas Societyof Professional Engineers.

The engineers established a means to provide the TaskForce on Homeland Security with immediatetechnical assistance and also committed to con-tributing long-term guidance to help the state preventand respond to acts of terrorism and other disasters.The Texas Engineers Task Force on Homeland Securityincludes five response teams to identify and organizeresources to meet potential threats, suggest riskmitigation methods and promote citizen awareness.

Learn more

Texas EngineersTask Force onHomeland Secu-rity: www.tspe.org

Another public-private partnership taking place inTexas involves the implementation of a 211information and referral system. While the Healthand Human Services Commission is responsible fordeveloping and maintaining the system, community-based organizations such as the United Way willoperate information centers that respond to the calls.

Citizen Efforts and VolunteerismThe terrorist attacks of September 11th stirred a desirein many Texans to help their fellow citizens, theircommunities and their country. The Texas homelandsecurity Internet site provides resources to help citizensdevelop safety plans, remain alert for suspiciousbehavior and learn how to become involved incommunity preparedness efforts.

At the federal level, President Bush developed CitizenCorps to create opportunities for individuals to help theircommunities prepare for and respond to emergencies.The goal is to have all citizens participate in making theircommunities safer, stronger and better prepared toprevent and respond to acts of terrorism, crime anddisasters.



Emergency Preparedness and ResponseThe Texas Disaster Act of 1975gives the Governor the authorityto deploy state resources inemergency situations anddisasters. The Act also createsthe Emergency ManagementCouncil, a group of 31 state andvolunteer agencies who advise theGovernor’s Division of Emer-gency Management (DEM).

A state-of-the-art StateOperations Center is staffedaround the clock by DEMemployees and personnel fromother relevant agencies. This center, which monitorsroutine and emergency events as they occur, is theprimary location from which crisis management andcoordination are accomplished in Texas.

Texas has enhanced emergency coordination bydeveloping a regional network that relies onpartnerships among local governments andstrategically placed equipment. This network is builtaround mutual aid and response agreements to ensurethat every area of Texas has the capacity and capabilityto react to a catastrophic event.

Strategic Planning

Effective communication, planning and links toresources will be crucial for local governmentsdeveloping emergency response plans. The CriticalInfrastructure Protection Council, established by the

78th Texas Legislature, workswith local and regionalrepresentatives, local lawenforcement agencies, firstresponders, firefighters, emer-gency services personnel andothers to create a partnership thatseeks out local input and providesresources for local success.

The Critical InfrastructureProtection Council coordinateswith the 24 regional councils ofgovernments (COGs) and otherlocal officials to ensure that every

area of the state enhances emergency planning. Becauseterrorists seek to exploit a system’s weakness, it is criticalthat each region has access to technical assistance andresources to safeguard its people and infrastructure.

An Internet site, www.texashomelandsecurity.com,provides valuable information to both the public andlocal governments. This site is a one-stop resource tothe public for terrorist threat advisories and safety tips.The site also helps local officials by providing accessto technical assistance and links to additional stateand federal resources.

Local officials are in the best position to help the stateaccurately assess our security risks and help us mitigatethose risks. The Critical Infrastructure ProtectionCouncil provides a critical link between the statevision for homeland security and the local ability tomake that vision a reality.


The Texas Homeland SecurityStrategic Plan sets objectivescompatible with the nationalplan. By focusing on emergencypreparedness and response, thestate is working to:

Minimize the damage andrecover from attacks thatdo occur.


Texas Task Force I Search and Rescue TeamTexas Task Force I is an urban search and rescue team designed to provide a coordinatedresponse to disasters in urban environments. The task force specializes in locating andextricating victims trapped in collapsed structures, confined spaces or trenches in largelypopulated areas. Texas Task Force I, based in College Station, is capable of responding to stateand national disasters including earthquakes, hurricanes, tornadoes and man-made technologicaland terrorist events.

Texas Task Force I is one of 28 such teams in the nation, which are coordinated by the FederalEmergency Management Agency, and one of only six teams in the nation designated to respondto incidents involving weapons of mass destruction. The task force is comprised of 210personnel on three, 70-person teams which include hazardous materials and weapons of massdestruction technicians representing fire departments and emergency organizations throughoutthe state. Designed to be logistically self-sufficient for the first 72 hours of operation, the taskforce is able to function for up to 10 days.

Each 70-person task force is divided into two groups, each of which operates in 12-hour shiftson a disaster scene. All task force members are cross-trained in search and rescue skills toensure depth of capability and integrated task force operations.

Each task force brings its own specialized equipment to the scene, including hydraulic jacks,high-tech listening devices, hazardous material monitoring equipment, specialized victimlocation devices and specialized medical and triage equipment.

Photo courtesy of Texas Engineering Extension ServiceTexas Task Force I aided the recovery efforts after the attack on the World Trade Center in New York.


Pecos

Brewster

Webb

Hud speth

Presidio

Terrel l

Culberson

Reeves

Crockett

Val Ve rde

Hil l

Duv al

Fri o

Bell

Har ris

Polk

Clay

Kerr

Irion

Hal l

Edwards

Starr

Jeff Dav is

Elli s

Bee

Hale

Uva lde

Dal lam

Leon

Sutton

King

Har tl ey

Ga in es

Bexar

Erath

Hidalgo

Upton

Gray

Kent Jack

Oldham

Kinney

Za vala

Cas s

Tyler

Lynn Hun t

Kimble

Wise

Rus k

FloydLam b

Dim mit

Medina

Cok e

Terry

La Sa lle

Kenedy

Knox

Andr ews

Lee

Llano

Liberty

Mila m

Ector

Mill s

Travis

Brazoria

Smith

Potter

Jones

Fa lls

Col li n

Bowie

Cottle

Nolan

Motle y

Ga rza

Ward

Taylo r

Lam ar

Burnet

Brown

Cor yell

Young

Moor e

Houston

Real

Rea gan

Martin

Dal las

Zapata

Fi sher

Coleman

Baylor Archer

Cas tro

Jasper

Maverick

Cooke

Scurry Parker

Don le y

To m Gr een

Nav arro

Mason

Bail ey

Har din

Fann in

Den ton

Deaf S mith

Car son

Brooks

Crane

Goliad

Bosque

Crosby

Lav aca

Atascosa

Concho

Run ne lsEl Paso

Hays

Fo ard

Schleic her

Fayette

Tarrant

Has kel l

Gi ll esp ie

Borden

Wha rton

Newton

Randa ll

BriscoeParmer

Shelby

Roberts

Ste rli ng

Grayson

De Wi tt

Pano la

Wood

Swis her

Hoc kley

Mena rd

Victori a

Mitche llHoward

Trini ty

Dic kens

Wil son

Live Oak

Midland

San Saba

Whe eler

Bastrop

McMul len

Jim Hogg

Ande rson

Dawson

Winkler

Grimes

Hem phi ll

Har riso n

Gonza les

Lubbock

Eastland

Walker

Cherok ee

Red Riv er

Colorado

Sher man

Matagord a

Och il tr ee

Nue ces

Karnes

Blan co

Austin

Hansford

Wilbarg er

Kleberg

Wil liamson

Cal lahan

Jefferson

McCulloch

McLenna n

Lip scom b

Lov ing

Jacks on

Bandera

Montagu e

Ste phens

Ange li na

HopkinsStonewa ll

Refugio

Yoak um

Palo Pin to

Coc hra n

Ham ilton

Cam eron

Kaufman

Armstron g

Lim eston e

Fo rt Bend

Freesto ne

Montgomery

Com anc he

Joh nson

Com alKend al l

Hen derson

Titus

Glassc ock

Sabine

Wich ita

Van Zan dt

Jim Wells

Brazos

Ups hur

Robertson

Hutch in son

Hood

Chi ld ress

Waller

Shac kelfo rd

Burleso n

Wil lac y

Nac ogdoch es

Col li ngs wor th

Har dem an

Lam pas as

Throck morton

Marion

Gu adalupe

CaldwellChambers

Del ta

San Patricio

Madison

Wash ington

San Ja cin to

Orange

Calhoun

Rains

Gregg

Morris

San Au gustine

Frankl in

Cam p

Ga lveston

Some rvel l

Aransas

Roc kwall

Regional Response NetworkInterlocking response systems will facilitatestrategic positioning of equipment andpersonnel. The map’s shaded areas represent

the state’s 24 regionalcouncils of governments.

• Identify the risks faced by each jurisdictionand set priorities for addressing those risks.

• Establish policies, procedures and plans forhow jurisdictions will respond to disasters.

• Promote exercises using realistic simulatedconditions to ensure first responders’ abilityto work effectively and as a team.

• Identify operational deficiencies in exercisesand correct them.

• Provide the facilities, equipment and expertiseto implement plans when terrorists strike.

The state’s regional approach also has led to thedevelopment of an effective and efficient system fordistributing federal homeland security funds. Thissystem utilizes risk assessments and relies heavily onregional planning and local input, with the COGsdetermining the distribution of half of the local funds.

Regional Response NetworkThe state’s 24 COG regions set the framework forthe development of regional, interlocking andmutually supporting terrorism prevention efforts andpreparedness programs.

The use of regionally based and interlocking responsesystems promotes comprehensive planning and thecollaborative positioning of equipment and personnel.Each of these regions is approximately 200 miles indiameter, and they are based on the COG boundaries.

A central component of the Regional ResponseNetwork is the Texas First Responder PreparednessProgram. This program creates a partnership amongfederal agencies, state agencies, local government,volunteer organizations and the private sector –working within the framework of the Texas HomelandSecurity Strategic Plan – to:

• Maintain an emergency management andresponse system that is comprehensive, risk-based and capable of responding to any typeof disaster.


In June 2003, Governor Perry announced that morethan 700 Texas jurisdictions would be receiving grantsunder this funding system – a dramatic increase fromprevious years. The local governments receiving thegrants represented more than 90 percent of the Texaspopulation. Using this new funding system, Texaswas able to ensure that available grant money wasdistributed more broadly and fairly than ever before.

Additional Response ResourcesIn addition to capable local first responders andemergency workers, Texas also is home to responseunits with unique abilities to respond in times of crisis.

Texas Task Force I, based in College Station, is an urbansearch and rescue team designed to provide acoordinated response to disasters in urban environments.The task force specializes in locating and extricatingvictims trapped in collapsed structures, confined spacesor trenches in largely populated areas. Texas TaskForce I aided the recovery efforts at the World Trade

Center and has responded after floods in Del Rio andHouston, a tornado in Jarrell and the bonfire collapseat Texas A&M University. (See Page 22.)

The Texas National Guard’s 6th Civil Support Teamis stationed at Austin-Bergstrom InternationalAirport. This unit is trained and equipped to respondto biological, chemical or nuclear incidents. Texaswas among the first states to get a Civil Support Teamwhen 10 such teams were authorized by the federalgovernment in 1998. Today, 32 Civil Support Teamshave been authorized. The Texas team’s mission is togo into an affected area, assess the incident, advise thecivilian emergency responders, and bring in additionalresources to assist with the problem.

The Civil Support Team has sophisticated detection,communication and assessment equipment, includinga mobile laboratory that gives the team the capabilityof identifying more than 125,000 chemicals ordetermine the genetic blueprint of a biologicalcontamination.



Border SecurityTexas has a dozen seaports andmore than 1,000 miles of inlandwaterways responsible for morethan 17 percent of the gross stateproduct. Our state also is hometo 14 border crossings – morethan any other state – includingseven of the nation’s 10 busiestsouthern border crossings.Ensuring the security of ourinternational border and portswhile allowing the smooth andefficient flow of commerce is anissue of critical importance toTexas and our nation.

In 2001, Governor Perry directedthe Texas Department of Transportation to seekfederal funding to design and build efficient and secureinspection facilities at the eight busiest truck crossingsin the state. The resulting $40.8 million awardrepresented 75 percent of the total federal fundingavailable under this grant program for southern borderstates.

Texas is using the funding to build the state’s firstpermanent border inspection stations, where truckswill be checked to make sure they meet all safetystandards. The state also has invited several federalagencies – including the U.S. Customs Service, theU.S. Immigration Assistance Center, the U.S. DrugEnforcement Administration and the U.S.Department of Agriculture – to house inspectionservices in these facilities.

In addition, Texas ports have beenawarded more than $37 millionin federal funding for securityimprovements, including $2.3million for strategic deploymentterminals at the Port of CorpusChristi and $1.8 million for acommand center and expandedsecurity assessment at the Port ofHouston.

While the federal government isprimarily responsible for securityat international points of entry,Texas has taken steps to enhancefederal efforts. The Governor’sOffice has funded large-scale

training exercises in port and border cities to test andimprove the state’s ability to respond to a disaster. Athree-day Port of Houston exercise in 2002, whichprovided training for 400 emergency workers and firstresponders, simulated a catastrophic terrorist attackinvolving a weapon of mass destruction. Similarexercises have taken place in El Paso, Del Rio andother border cities, and in the fall of 2003 state andfederal agencies partnered with private petroleumrefineries to conduct a training program on securityfor the petroleum industry.

The Governor’s Office also launched a $1.5 millionBorder Security Intelligence Network to detect, trackand analyze criminal activity along the border. Theborder network includes officers in Del Rio, Laredo,El Paso and McAllen. A companion water security


The Texas Homeland SecurityStrategic Plan sets objectivescompatible with the nationalplan. By focusing on bordersecurity, the state is workingto:


Reduce the state’svulnerability to terrorism.


initiative will provide additional enforcement andintelligence resources in Brownsville, Galveston,Beaumont, Houston and Corpus Christi.

In September 2003, the Governor’s Office and theTexas Attorney General’s Office joined with federal

agencies to sponsor an international Border TerrorismConference. This conference – the first of its kind inthe nation – brought together local, state, federal andMexican law enforcement agencies and medicalexperts to discuss homeland security planning andefforts on both sides of the border.


The Texas Homeland Security Strategic Plan providesa solid framework for the state to build onpartnerships among local, state and federal agencies,volunteer organizations and the private sector. Theultimate goal is the coordination of law enforcementand emergency response systems that protect our state’speople and resources while safeguarding our freedomand liberty.

House Bill 9, passed by the 78th Texas Legislature,and the President’s National Strategy for HomelandSecurity set the stage for the state’s strategic plan. TheCritical Infrastructure Protection Council created byH.B. 9 has begun meeting, and the Governor’sCriminal Justice Division has awarded $1.7 millionin federal funding to establish the Texas Security Alertand Analysis Center. The state’s 24 regional councilsof governments have submitted first responder plansto the Governor’s Office that lay the groundwork fora statewide network of interlocking and mutuallysupportive regional response systems, and localgovernments have received millions of dollars infederal funding to enhance their security.

The tragic events of September 11, 2001, proved thatthe threat of terrorism is real. The state and its citizensmust respond with a heightened vigilance against anenemy who lays in wait, seeking to exploit anyweakness. But we also must respond with a courageand determination that refuses to give in to fear.

Ultimately, it is our way of life at stake. It is only byachieving this measured vigilance, protecting our statewhile still enjoying our freedom, that we can prevailagainst the threat of terrorism.

Conclusion

A Safer, Stronger Texas

Sept. 11 MemorialOn Sept. 11, 2003, Governor Perry unveiledthe Sept. 11 Memorial at the Texas StateCemetery. The memorial, which featurestwo beams recovered from the World TradeCenter, is dedicated to the Texans killed inthe attacks and in the war on terror.

“We must do more than dedicate amonument,” the Governor said. “We mustdedicate our hearts and minds to the causethat continues on – the cause of freedom.We must maintain our resolve and ourpurpose to rid this world of the terroristelement. We must not waver. We must notretreat. We must remain strong in honor ofthose who died that day and on behalf ofgenerations to come.”


Appendix A

Task Force Progress ReportGovernor Rick Perry created the Task Force on Homeland Security to advise him on matters relating to thestate’s security. The task force delivered a report to the Governor on January 31, 2002, that included 44recommendations to help ensure that the state is well prepared to detect, deter and respond to terrorism. TheGovernor’s Office has accomplished most of the task force recommendations, with the remaining handfulrequiring federal action on additional funding. The following progress report provides a brief look at theongoing work to analyze and implement the task force recommendations.

A 1: Use state warning systems to communicate warning and safety information to the public.Progress: Enhancements have been made to the state’s basic warning systems, and the Governor’sDivision of Emergency Management (DEM) has adopted the federal color-based warning systemannounced by federal Homeland Security Director Tom Ridge on March 22, 2002. This color-codedsystem, along with any state alerts, can be found on the state’s new homeland security Internet site,www.texashomelandsecurity.com. The Commission on State Emergency Communication also isreviewing funding requirements to implement a “reverse 911” system, and the Texas Department ofTransportation is designing an advanced bridge warning system for use on selected bridges that wouldalert bridge users when a bridge is out.

A 2: Encourage public service messages and establish a web page to inform the public about what todo in the event of a terrorist threat.Progress: The state’s new Internet site, www.texashomelandsecurity.com, provides a one-stop resourceto the public for terrorist threat advisories and safety tips. The site also will help local officials byproviding updates on the statewide strategy, access to technical assistance and links to additional resources.

In addition, DEM has expanded its Internet site, www.demwmd.net, to include information aboutterrorism awareness, prevention and preparedness. The Texas Department of Health (TDH) also hasdeveloped an Internet site that addresses bioterrorism issues, incident response planning for masscasualty and medical emergencies.

A 3: Require cell phone companies to maintain portable towers for use in emergencies.Progress: While this a federal issue under the authority of the Federal Communications Commission(FCC), the state has worked with the FCC and cellular telephone companies to ensure that portabletowers will be available if the need arises.


A 4: Develop emergency training for schools on actions to take in the event of a terrorist threat.Progress: The Texas School Safety Center, located at Southwest Texas State University, has beenfunded by the Governor’s Criminal Justice Division since 1999 to provide information and trainingfor emergency situations within Texas schools. In addition, the Governor’s Office also recently approveda $500,000 grant to train more than 600 Texas law enforcement officers at the new Advanced LawEnforcement Rapid Response Training Center in San Marcos. This new center will train officers tohandle and diffuse crisis situations.

A 5: Establish a 1-800 Call Center and e-mail address to allow the public to report certain activity.Progress: The Texas Department of Public Safety (DPS) has a telephone number to allow the publicto report activity that may be terrorist related. The number is (800) 252-5402. In addition, DPS hasposted e-mail addresses for its Counter-Terrorism Intelligence Unit at www.demwmd.net.

A 6: Establish a state agency warning system in the event of a terrorist threat.Progress: In establishing the Texas Security Alert and Analysis Center, Texas has implemented thefirst state-based emergency response network using the U.S. Department of Homeland Security’smodel. The Texas system offers a dynamic alert and notification system that includes voice, e-mail,pager and fax messages. The Texas Security Alert and Analysis Center uses several statewide systems todisseminate information:

• Texas law enforcement agencies have access to the National Law Enforcement TelecommunicationsSystem (NLETS), giving the state instant access to federal alerts and information. The FBI hasused NLETS to issue alerts regarding terrorist threats. The Texas Law EnforcementTelecommunications System provides an electronic link among the state’s law enforcement agencies.

• The Texas Department of Health has implemented the Health Alert Network. (For moreinformation, see progress note for recommendation C 3.)

• The Texas Education Agency has established an Internet-based network that can deliver immediatealerts to the state’s 1,200 school districts.

B 1: Support funding of additional personnel and training for the Department of Public Safety forintelligence and law enforcement efforts.Progress: The Department of Public Safety has enhanced its intelligence and law enforcement effortsthrough an internal reorganization that added resources to these important efforts.

B 2: Request federal authorization and funding for a second Civil Support Team for Texas.Progress: Governor Perry has requested federal authorization for a second Civil Support Team; however,this request has not yet been approved. The Governor’s Office will continue to pursue this request.

B 3: Identify an organization to set minimum standards for emergency response equipment forspecific purposes.Progress: The Department of Justice, as do most federal and state agencies, sets minimum standardsfor equipment purchased with funding obtained through that agency.

B 4: Seek legislation to require appropriate physical documentation to be maintained for all personswho change their legal name.Progress: Such legislation failed to pass the 78th Texas Legislature.


B 5: Support funding for additional personnel for the Governor’s Division of Emergency Managementfor field personnel to support local government efforts to plan and train for disasters.Progress: See progress note for recommendation B 1. The Division of Emergency Management ispart of the Texas Department of Public Safety.

B 6: Develop standards and a process for the certification of public and private Weapon of MassDestruction training courses.Progress: The Texas Engineering Extension Service (TEEX) has developed a voluntary certificationprocess. Legislation would be necessary to require certification of training courses offered through theprivate sector. First responders are encouraged to take courses that are recommended and preferred byTEEX and DEM to ensure that training received conforms to Texas counter-terrorism strategies.

B 7: Ensure that appropriate training resources are available for first response efforts.Progress: The Governor’s Criminal Justice Division awarded a $1 million grant to DEM on October10, 2001, for first responder terrorism and preparedness training. More than 10,000 Texans receivedtraining under this grant and training exercises have been conducted in Texas City, Galveston, Freeport,Hidalgo and Brazoria counties, the Port of Houston, Del Rio, Beaumont, Abilene and Conroe.Additional exercises are planned for fiscal year 2004. In addition, a separate $230,000 grant to theDPS Intelligence Division trained 2,808 first responders in fiscal year 2003 and will train more officersin fiscal year 2004. Other training efforts include:

• TEEX provides first responder training for EMS, firefighters, hospitals and public worksemployees through an interagency contract with the Texas Department of Health.

• Texas Parks and Wildlife Department is using FBI counter-terrorism training for its personnel.• The Texas Commission on Environmental Quality, formerly the Texas Natural resources

Conservation Commission, is conducting emergency response training for agencies andlocalities within its areas of responsibility.

• The Governor’s Criminal Justice Division has approved a $500,000 grant to train morethan 600 Texas law enforcement officers at the new Advanced Law Enforcement RapidResponse Training Center in San Marcos.

• The Governor’s Office is working with DEM to develop a Texas First ResponderPreparedness Program in anticipation of federal funding to states and communities. Thestate’s first responder program is being developed to work within the framework of theTexas Homeland Security Strategic Plan.

B 8: Request all health licensees to complete at least one hour of continuing education requirementseach year on reporting medical events and responding to terrorism.Progress: House Bill 1483 requires nurses to complete continuing education in bioterrorism response.Other state agencies are adding similiar requirements by rule.

B 9: Expand the role of the National Guard at Texas airports and deploy them at selected private andgovernment critical infrastructures during periods of high alert.Progress: The Governor extended the National Guard’s presence at airports on March 7, 2002,through May 2002. Almost 400 members of the Texas National Guard provided security assistanceat 26 Texas airports. In most airports, the Guard remained deployed through May 10, 2002. TheAviation Transportation Act, signed by President Bush on November 19, 2001, now gives federalauthorities control over airport security.


B10: Request all Standard Metropolitan Statistical Areas develop plans for designating hazardousmaterial routes.Progress: State law requires hazardous material routes for cities of greater than 750,000 in population;however, cities with populations less than 750,000 may choose to designate routes. The Governorencourages local and regional governments to work with TxDOT to voluntarily designate hazardousmaterials routes. In addition, the Governor’s Trans Texas Corridor will create hazardous materialroutes outside major cities.

B11: Develop expected security standards for industries that have identified critical infrastructureassets and require such industries to submit security impact reports.Progress: The Texas Commission on Environmental Quality (TCEQ) has conducted risk assessmentsof dams and public drinking water facilities. The Public Utility Commission surveyed security measurestaken by 24 electric industry entities since September 11, 2001, and all reported heightened securityand additional communication with employees regarding information security. In addition, TxDOTis developing site-specific emergency response plans for critical bridges.

B12: Support local efforts to require that new large special events facilities build emergency responserooms.Progress: This is a local zoning issue; however, the Governor’s Office will be providing informationto the state’s 24 regional councils of government to help local officials enhance security.

B13: Support local efforts to require that new large special events facilities build enhanced securitysurrounding heating-venting and air-conditioning, water and wastewater systems.Progress: See progress note for recommendation B12.

B14: Develop a plan to expand real-time monitoring of drinking water supplies to test for chemicaland biological agents that could be used as weapons.Progress: The Governor’s “Controlling Our Destiny” water initiative takes steps to ensure the safetyof the state’s water resources. The governor has directed Texas Parks and Wildlife Department lawenforcement officers to police water supply facilities and dams. In addition, TCEQ is working withthe Environmental Protection Agency to obtain grants for projects related to drinking water protectionand quality assurance.

B15: Improve the research and development associated with detecting, deterring and responding toterrorism.Progress: Funding for research into homeland security will come primarily from the federal level;however, the Governor’s Office supports the efforts of Texas universities to pursue these fundingopportunities. In July, Texas universities signed a memorandum of understanding to develop a proposalfor becoming a research center for homeland security. This new consortium will combine the strengthsof the Texas A&M University System, the University of Texas System, Texas Tech University Systemand the University of Houston System in applications for federal research funding.

B16: Determine whether certain highly toxic chemical agents can be added to the existing air qualitymonitoring network.Progress: TCEQ already monitors air quality in Texas’ major metropolitan areas and will work withthe federal Environmental Protection Agency to determine the feasibility of monitoring for additionalairborne chemical agents.


C 1: Provide the Governor with a list of local jurisdictions that did not complete the jurisdictionalassessments of threat and vulnerability.Progress: DEM and TEEX have conducted risk assessments within Texas communities to examinepotential risks to infrastructure and citizens. DEM and TEEX also have identified those localities thatdid not submit data for the risk assessments. In addition, the state has developed planning standards,sample planning products and instruments that can be used by local officials to develop response andprevention capabilities.

C 2: Assess, identify and provide additional training and resources that may be needed by localemergency response entities.Progress: See progress note for recommendation B 7.

C 3: Support the Texas Department of Health’s recent plan to improve response capabilities in theevent of an anthrax or bio-terrorism event.Progress: Governor Perry authorized the transfer of $12.2 million in February 2002 to TDH forthese activities. TDH has created the Health Alert Network to distribute information statewide tolocal health professionals and officials. The Health Alert Network also will compile a contact listingfor health professionals throughout Texas in the event that mobilization or contact becomes necessary.In addition, TDH has enhanced its disease detection and response capability by establishing the Officeof State Epidemiologist, increasing regional epidemiology staff, developing guidelines for teamresponses, purchasing lab and testing supplies, and expanding its lab capacity. TDH also has received$51.4 million from the federal Centers for Disease Control and Prevention for public health preparednessand bioterrorism response.

D 1: Establish a coordinating council to develop a plan for early detection and streamlining responsesto bioterrorism.Progress: TDH is appointing a Preparedness Coordinating Council to advise TDH and oversee thecoordinated planning and implementation of preparedness and response activities. Recommendationsfor improving the surveillance of disease occurrence and the education and training of health careprofessionals also are being implemented.

D 2: Improve reporting of infectious diseases to TDH.Progress: See progress note under recommendation C 3.

D 3: Review and update plans for quarantine, hospitalization and evacuation procedures in the eventof a terrorist attack.Progress: TDH is updating its epidemic plans that will then be coordinated with the Centers forDisease Control (CDC) and the state’s medical community. CDC has indicated pharmaceuticalcompanies have produced and stockpiled vaccines in preparation for bioterrorism attacks. TDH alsohas established a Preparedness Coordinating Council. This high-level committee will provide adviceon major preparedness issues.

D 4: Develop a statewide plan to administer a mass vaccination and chemoprophylaxis.Progress: See progress note under recommendation D 3.

D 5: Continue funding the Health Alert Network.Progress: See progress note under recommendation C 3.


D 6: Request all health licensing organizations and agencies to require licensees to provide businessfax numbers and e-mail addresses.Progress: See progress note under recommendation C 3.

D 7: Establish 10 Regional HazMat WMD Teams (Hazardous Materials Weapons of Mass DestructionTeams).Progress: DEM, TxDOT and the Texas Engineering Extension Service are preparing their budgetrequest for the next legislative session, and consideration of this issue is part of that process. However,there may be potential to fund regional hazardous materials teams out of anticipated federal funds.

D 8: Monitor the development of communication interoperability for first responders.Progress: The Governor’s Office and DPS continue to monitor an initiative of the Texas SheriffsAssociation to develop a strategy to address the ability of emergency responders to communicateacross agency lines. While the long-term solution probably will include the conversion to a 700 MHzsystem, that option would require a substantial financial commitment. As an interim approach, theTexas Sheriffs Association is investigating the use of radio “switchers” to integrate systems.

D 9: Establish a centralized point of contact for intelligence information involving critical infrastructure.Progress: The DPS Counter Terrorism Intelligence Unit is the statewide centralized point of contactfor intelligence gathering and training, information sharing, threat assessment and investigative responseto terrorist threats or attacks within the state. The unit takes calls and tips at (800) 252-5402 fromlocal law enforcement officers as well as the public.

D10: Support efforts regarding infrastructure protection and business continuity planning to ensurethe continuation of government services.Progress: The state’s Department of Information Resources has created a State Computer SecurityGroup that is reviewing and enhancing the state’s computer security. In addition, Attorney GeneralJohn Cornyn’s report on cyber-security is being reviewed for possible further action.

D11: Support legislation to expand the current Good Samaritan Law to protect industrial responseteams responding to emergencies at neighboring facilities.Progress: House Bill 9 includes provisions to protect workers responding to emergencies from civilliability.

E 1: Review compacts with neighboring states to ensure they address resource sharing before, duringand after terrorist incidents.Progress: DEM currently coordinates with bordering states through compacts established by theState of Texas.

E 2: Initiate dialogue with Mexico to develop protocols for the sharing of resources and intelligenceon matters pertaining to terrorist incidents.Progress: The Texas Secretary of State’s Office and DEM have begun this process.

E 3: Request the federal Office of Homeland Security to establish standardized terrorism classificationlevels and assign minimum expected levels of response by industry and government.Progress: DEM’s Internet site conforms to the federal threat level classifications, which include suggestedprotective measures. Consideration is being given to requesting regional and local governments toformally adopt the system for the sake of uniformity and clear communication.


E 4: Request the federal Office of Homeland Security ensure equal spending along Texas/Mexicoborder as along the U.S./Canada border.Progress: Governor Perry announced in June, 2002, that Texas will receive $40.8 million from theU.S. Department of Transportation to build one-stop border inspection facilities designed to houseboth federal and state inspectors.

E 5: Direct the Texas Department of Transportation to prepare an assessment of assets and needs atTexas ports of entry to aid the Governor in seeking funding for border security.Progress: The Texas Department of Transportation is currently performing this assessment. Texasports have received more than $37 million in federal funding since September 2001 to enhance security,including $2.3 million for strategic deployment terminals at the Port of Corpus Christi and $1.8 millionfor a command center and expanded security assessment at the Port of Houston.

E 6: Request the federal Office of Homeland Security investigate initiating limited background checksfor persons employed in critical infrastructure.Progress: Requires federal legislation. The Governor’s Office will work with the appropriate federalagencies to enhance the state’s security measures and ensure that the state’s strategic plan is compatiblewith President Bush’s federal plan.

E 7: Request the federal Office of Homeland Security to coordinate risk management analysis amongfederal agencies and publish a tool for government and industry to evaluate their infrastructurerisks.Progress: The Governor’s Office will continue to work with the appropriate federal agencies toenhance the state’s security measures and will form partnerships with both the public and privatesectors to help assess the state’s ability to protect critical state infrastructure.

E 8: Coordinate with the federal Office of Homeland Security to create a biological agents registry.Progress: It is expected that a registry of biological agents will be required at the federal level. TheGovernor’s Office will work with the Office of Homeland Security to ensure that the state fullycomplies with all federal guidelines regarding such a registry.


Appendix B

First Responders, ResourcesDivision of Emergency Management

www.demwmd.net

Texas Department of Public Safetywww.txdps.state.tx.us

Texas Engineering Extension Servicehttp://teexweb.tamu.edu

Texas Parks and Wildlife Departmentwww.tpwd.state.tx.us

Texas Department of Transportationwww.txdot.state.tx.us

Texas Adjutant General’s Departmentwww.agd.state.tx.us

Texas Forest Servicehttp://txforestservice.tamu.edu

Texas Office of the Attorney Generalwww.oag.state.tx.us

Texas Commission on Environmental Qualitywww.tceq.state.tx.us

Department of Agriculture www.agr.state.tx.us

Texas Department of HealthDivision of Emergency PreparednessBureau of Radiation Control

www.tdh.state.tx.us

Texas Animal Health Commissionwww.tahc.state.tx.us

Railroad Commission of Texaswww.rrc.state.tx.us

Texas Commission on Fire Protectionwww.tcfp.state.tx.us

Texas Animal Health Commissionwww.tahc.state.tx.us

Department of Information Resourceswww.dir.state.tx.us

Texas Department of Mental Healthand Mental Retardation

www.mhmr.state.tx.us

Texas Commission on Volunteerismand Community Service

www.txserve.org/txcvcs

Texas Association of Regional Councilswww.txregionalcouncil.org

Salvation Armywww.salvationarmytexas.org/disasters.htm

American Red Crosswww.redcrosstexas.org


Appendix C

Regional Councils of GovernmentsRegion 1: Panhandle Regional Planning Commission(806) 372-3381 fax (806) 373-3268

Region 2: South Plains Association of Governments(806) 762-8721 fax (806) 765-9544

Region 3: Nortex Regional Planning Commission(940) 322-5281 fax (940) 322-6743

Region 4: North Central Texas Council of Governments(817) 695-9174 fax (817) 695-9145

Region 5: Ark-Tex Council of Governments(903) 832-8636 fax (903) 832-3441

Region 6: East Texas Council of Governments(903) 984-8641 fax (903) 983-1440

Region 7: West Central Texas Council of Governments(915) 672-1197 fax (915) 676-9541

Region 8: Rio Grande Council of Governments(915) 533-0998 fax (915) 532-9385

Region 9: Permian Basin Regional Planning Commission(915) 563-1061 fax (915) 563-1728

Region 10: Concho Valley Council of Governments(915) 944-9666 fax (915) 944-9925

Region 11: Heart of Texas Council of Governments(254) 756-7822 fax (254) 756-0102

Region 12: Capital Area Planning Council(512) 916-6160 fax (512) 444-7475

Region 13: Brazos Valley Council of Governments(979) 775-4244 fax (979) 775-3466

Region 14: Deep East Texas Council of Governments(409) 384-5704 fax (409) 283-5437

Region 15: S.E. Texas Regional Planning Commission(409) 727-2384, ext. 114 fax (409) 727-4078

Region 16: Houston-Galveston Area Council(713) 993-2427 fax (713) 993-2412

Region 17: Golden Crescent Regional PlanningCommission(361) 578-1587 fax (361) 578-8865

Region 18: Alamo Area Council of Governments(210) 362-5222 fax (210) 225-5937

Region 19: South Texas Development Council(956) 722-3995 fax (956) 722-2670

Region 20: Coastal Bend Council of Governments(361) 883-5743 fax (361) 883-5749

Region 21: Lower Rio Grande Valley DevelopmentCouncil(956) 682-3481 fax (956) 682-3295

Region 22: Texoma Council of Governments(903) 813-3577 fax (903) 813-3539

Region 23: Central Texas Council of Governments(254) 933-7075, ext. 202 fax (254) 939-0885

Region 24: Middle Rio Grande Development Council(830) 876-3533 fax (830) 876-9415

TexasHomeland

SecurityStrategic

PlanPart II

Goals and Objectives


Table of Contents

Texas Homeland Security Strategic PlanPart II - Goals and Objectives

Introduction

Purpose Page 1

Vision Page 1

Focus Page 1

Coordination Page 2

Description of Jurisdictions Page 2

Assessment Process Page 2

Texas Risk Profile

Threat Assessment Page 3

Vulnerability Assessment Page 4

Agricultural Assessment Page 5

Capabilities & Needs Profile

Planning Page 7

Organization Page 7

Equipment Page 8

Training Page 8

Exercises Page 9

The Strategy

Strategy Organization Page 11

Prevention Goal Page 11

Response Goals Page 12

Texas Homeland Security Strategic Plan - Part II - Goals and Objectives i

netodd

Note

This table of contents contains links. Click on an item to move directly to the item.

Recovery Goal Page 20

Response Goal Page 22

Recovery Goal Page 23

Evaluation Plan

Review & Analysis Page 25

Biannual Strategy Implementation Reports Page 25

Reported Information Page 25

ii Texas Homeland Security Strategic Plan - Part II - Goals and Objectives

Chapter 1

IntroductionPurpose

This is a strategic framework to support the National Strategy for Homeland Security and the Texas Homeland Security Strategic Plan Part I. It builds on Texas’ current disaster response network and will assist state and local officials in developing regionally-based, interlocking, and mutually supporting terrorism preparedness programs. The state’s capability to respond to terrorist incidents or other disasters can be enhanced by providing the resources to allow local jurisdictions and their mutual aid partners to respond to a potential terrorist incident, mass casualty incident, or major disaster until additional state and federal resources are available. The size and diversity of Texas requires a Homeland Security program that accounts for the full spectrum of terrorism threats as well as disasters of any kind.

Part II of the Texas Homeland Security Strategic Plan provides information to guide preparedness efforts for the next three to five years. The dynamic nature of the threat to Homeland Security and evolving technologies require this strategy to be a living document. Users of the strategy at the local, regional and state levels are invited to submit recommended changes to Part II at any time to the Texas Engineering Extension Service.

Vision

Prevent Terrorist Attacks Within Texas

The state’s first priority will be to detect and deter potential attacks by enhancing coordination and communication among state and local law enforcement agencies and developing effective partnerships with federal, public and private agencies and organizations.

Reduce the State’s Vulnerability to Terrorism

Identify and assess risks and take action to protect critical infrastructure and key assets.

Minimize the Damage and Recover from Attacks that Occur

Increase coordination and mutual aid partnerships among local governments, the state’s first responder community, and state agencies to ensure a quick and orderly response to any crisis.

Focus

To accomplish the strategic vision, the strategy is organized around the following critical mission areas:

• intelligence and warning

• protecting critical infrastructure

• emergency preparedness, response and recovery

• border security

Response relies on the Incident Command System. Whenever applicable, Texas will use an “all hazards” approach that improves the ability to respond to terrorism incidents as well as other disasters. For years, Texas has had a fully-integrated Emergency Management System (EMS) designed to prepare, respond and recover. Please refer to Part III -State Emergency Management Plan of the Texas Homeland Security Strategic Plan for details on the operation of this system. Texas’ Emergency Management System recognizes that local officials are best able to make decisions about disaster preparedness, response, and recovery. The Texas Homeland Security Strategic Plan is built around that premise and emphasizes the importance of grassroots input and preparedness

Texas Homeland Security Strategic Plan - Part II - Goals and Objectives 1


Intelligence and Warning

The primary focus of the strategy is to prevent a terrorist attack. The best way to accomplish this is through the timely receipt, analysis, and dissemination of criminal intelligence information and adequate warning.

Protecting Critical Infrastructure

Effective communication and coordination between local, state, federal, and public agencies and organizations (along with the involvement of the private sector) will be necessary to reduce the state’s vulnerability to a terrorist attack and recover quickly from any attack or other type of disaster that occurs.

Emergency Preparedness, Response and Recovery

A statewide network of regional, interlocking and mutually supporting emergency preparedness, response, and recovery programs will promote comprehensive planning, provision of suitable emergency facilities, and the collaborative positioning of equipment and personnel.

Border Security

Ensuring both the security of the state’s international border and ports and the efficient flow of traffic and commerce are issues of critical importance and a shared responsibility of the state and federal governments.

Priorities for Resource Allocation

• Prepare and equip emergency responders.

• Protect against Chemical, Biological, Radiological, Nuclear or High-Yield Explosive (CBRNE) terrorism.

• Protect critical infrastructure.

• Security of the state’s international border and ports of entry.

Coordination

Strategy Approval was from the Governor of Texas through the State Director of Homeland Security. The TEEX the State Administrative Agency (SAA) coordinated strategy development with:

• 24 regional Councils of Governments

• Members of the Governor’s Critical Infrastructure Protection Council

• The Texas Division of Emergency Management (DEM)

Part II of the Texas Homeland Security Strategic Plan was developed during regional sessions with the regional Councils of Governments and local jurisdictions. The results from the regional sessions were reviewed in a statewide session that included the regional Councils of Governments and representatives of the other groups previously listed.

A multi-disciplined approach is critical in providing an effective response to a potential terrorist Weapons of Mass Destruction (WMD) incident. The assessment process includes the following disciplines:

• Law Enforcement (LE)

• Emergency Medical Services (EMS)

• Emergency Management Agencies (EMA)

• Fire Services (FS)

• Hazardous Materials (HazMat)

• Governmental Administrative (GA)

• Public Safety Communications (PSC)

• Public Works (PW)

• Health Care (HC)

• Public Health (PH)

At the state level, multi-discipline representation was provided by members of the Critical Infrastructure Protection Committee and the DEM. Representatives of multiple disciplines also participated in the regional strategy development sessions.

Description of Jurisdictions

The jurisdictions of Texas are the legally recognized counties and incorporated municipalities of the state. The additions to the basic definition for the purpose of this strategy include the three Indian tribes located in Texas and the Dallas Fort Worth airport. Coverage of the entire state is a natural outgrowth of the involvement of all 24 Regional Councils of Government together with the jurisdiction definition.

2 Texas Homeland Security Strategic Plan- Part II - Goals and Objectives

Assessment Process

The SAA sent letters to each county judge and each mayor of an incorporated municipality inviting them to participate in the assessment and to designate a point of contact. Jurisdictions began entering data in January 2003 on a Texas website that mirrored the information that would later be available on the ODP site. TEEX used the assessment results for the 2002, 2003 and 2003 II State Homeland Security Grant programs. The site was reopened to allow jurisdictions that had not previously completed the assessment to complete it for the 2004 State Homeland Security Program.


4 Texas Homeland Security Strategic Plan- Part II - Goals and Objectives

Chapter 2

Texas Risk ProfileTo be eligible to receive funding through the State Homeland Security Grant Program, all counties and incorporated municipalities in Texas were required to complete a Domestic Preparedness Assessment, using the Office for Domestic Preparedness developed criteria. These assessments contain data that was self-reported by the individual jurisdictions.

All counties, incorporated cities, and Indian tribes were eligible to complete the assessment. Assessment data gathered for the statewide strategy is also being used for the Urban Area Security Initiatives (UASI) in Dallas, Houston, and San Antonio. Participation in the assessment is a requirement for State Homeland Security Program grant funding in Texas. The following tables summarize data reported by the individual jurisdictions of Texas.

Threat Assessment

One component of the assessment process was a threat assessment that resulted in a threat rating for each jurisdiction that ranged from low to high. Just over 14.5% of the jurisdictions that participated in the assessment received a “high” threat rating.

As part of the threat assessment, each jurisdiction identified the number of potential threat elements (PTEs) that had been identified within their jurisdiction. A PTE is defined as “any group or individual in which there are allegations or information indicating a possibility of the unlawful use of force or violence, specifically the utilization of a WMD, against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of a specific motivation or goal, possibly political or social in nature.” The 928 participating jurisdictions in Texas identified a total of 2,052 PTEs. It is unclear the extent to which this number may include duplicative reporting of a single PTE by multiple jurisdictions.

Threats

Number of Jurisdictions in the Following Threat Rating Categories

Low (Rating of 1)

Moderate(Rating of 2-4)

High(Rating of 5-10)

614 179 135

Jurisdiction Participation in the Assessment

Assessment participation by Texas jurisdictions

Number of Jurisdictions Population

Participated in Assessment 928 20,730,740

Did not Participate in Assessment 525 1,204,156

Total 1453 21,934,896


In addition to reporting the number of PTEs within their areas, jurisdictions were asked to assess whether any of the PTEs in their area had WMD capabilities in any of the five categories or types of terrorism incidents – Chemical, Biological, Radiological, Nuclear and Explosive.

As a final component of the Threat Assessment, jurisdictions were asked to report the number of Chemical, Biological, Radiological, Nuclear or Explosive (CBRNE) incidents that required dispatch of response assets in their jurisdiction between January 1, 2000 and December 31, 2002. Jurisdictions reported which of these incidents were determined to have been criminal.

Vulnerability Assessment

Jurisdictions that completed the assessment conducted a vulnerability analysis. The vulnerability assessment resulted in a vulnerability rating for each jurisdiction that ranged from low to high.

Threats

Total Potential Threat Elements (PTEs) identified in Texas

Identified PTEs 2,052

Documented Capabilities of Potential Threat Elements

Number of PTEs with capability

Chemical 242

Biological 115

Radiological 71

Nuclear 0

Explosive 254

Threats

History of Suspected CBRNE Incidents and Criminal Incidents

CBRNE Incidents CBRNE Incidents Determined Criminal

Chemical 9,064 274

Biological 7,751 171

Radiological 53 4

Nuclear 6 2

Explosive 5,674 1,601

TOTAL 22,548 2,052

4 Texas Homeland Security Strategic Plan -Part II - Goals and Objectives

As part of the Vulnerability Assessment, jurisdictions reported on the number of legal hazardous CBRNE (Chemical, Biological, Radiological, Nuclear and Explosive) sites within their areas.

Agricultural Assessment

Agriculture is the second largest industry in Texas after petroleum with annual cash receipts of more than $12.6 billion dollars. In addition to the concerns for animal and plant well being, a primary impact of an agroterrorism act is the effect it could have on trade. Given the magnitude and diversity of the Texas agricultural industry, the long border shared with 4 states of Mexico, and 4 states of the U.S., and a traditional marketing practice for agriculture, protecting this critical infrastructure represents a major challenge. Even though Texas probably ranks among the best in agricultural emergency response, there are still major vulnerabilies. Texas chose to do the Agricultural assessment at the State level, based on the fact that both animal and plant emergency responses are coordinated at the State level. The assessment was completed by representatives of the Texas Animal Health Commission, the Texas Department of Agriculture, the United States Department of Agriculture and the Texas A&M College of Veterinary Medicine. Texas also recognizes that diseases intended against agriculture could also be zoonotic or could be engineered to infect humans as well as livestock.

The State Agricultural Working Group completed the ODP developed worksheets for typical agriculture facilities in the state. The results are shown below.

Vulnerability

Number of Jurisdictions in the Following Vulnerability Rating Categories

Low (Rating of 1-5)

Moderate(Rating of 6-9)

High(Rating of 10-12)

488 307 135

Vulnerability

Legal Hazardous SitesReported by Jurisdictions

Hazard Number of Sites

Chemical 36,477

Biological 940

Nuclear/Radiological 1,279

Explosive 2,573

Total 41,269

Type of Potential Agricultural Target

Scoreon Worksheet Vulnerability Score on Scale of 1-12

Cattle Industry - Feedlot 35 12

Cotton 34 12

Poultry 31 11

Nursery/Greenhouse 30 11

Cereal Grains 29 10

Swine 29 10

Fruits/Vegetables 26 9

Sheep and Goats 25 9


The planning scenario for animal incidents was a Foot and Mouth disease outbreak at a large feedlot in West Texas. The planning scenario used for the fruit and vegetable industry was the introduction of the Mediterranean fruit fly into the citrus region of South Texas.

The potential magnitude of an agricultural incident is seen in the planning figures. Foot and Mouth at a large West Texas feedlot could result in 500 dead animals with up to 65,000 symptomatic, plus an additional 30,000 exposed but not showing symptoms and up to 500,000 possibly exposed. Introduction of the Mediterranean fruit fly could lead to 200 contaminated trees with up to 3.3 million trees possibly contaminated.

Jurisdiction Prioritization

Jurisdictions are prioritized within each Council of Governments (COG) region using the results of the jurisdiction assessment and the COG categorization of regional capabilities of each jurisdiction in the region. The prioritization scores are used to determine allocation of a portion of available resources. The Regional Councils of Governments determine the allocation for the remaining portion using the assessment result plus consideration of projects and needs for the region.

6 Texas Homeland Security Strategic Plan -Part II - Goals and Objectives

Chapter 3

Capabilities & Needs ProfileThe Domestic Preparedness Assessment process required jurisdictions to self-assess their readiness across five solution areas: planning, organization, equipment, training and exercises. As a component of the assessment process, this data was self-reported by the participating jurisdictions within the state. The following tables summarize the information reported by jurisdictions.

Planning

Jurisdictions reported whether or not that had a current emergency Operations Plan (EOP) and a Terrorism Incident Annex (TIA). Non participating jurisdictions were not credited with having a plan or TIA.

Organization

Jurisdictions were asked to report the number of specialty response teams that are operational within their area. Each jurisdiction also reported if these teams receive and/or provide mutual aid to other jurisdictions.

Planning

Jurisdictions with both an Emergency Operations Plan (EOP) and a Terrorism Incident Annex (TIA)

Percentage of Participating Jurisdictions with EOP and TIA 52.26%

Percentage of Total in Area with EOP and TIA 33.38%

Organization

Emergency Response Teams reported in the State, and Jurisdictions Receiving/Providing Mutual Aid

Type of Team Number of Teams Number Receiving Aid

Number Providing Aid

HazMat 308 640 192

Decontamination Teams

487 586 171

SWAT 353 630 245

Bomb Squad 71 568 58

Technical Rescue 596 590 244

Urban Search & Rescue

395 548 177

Heavy Rescue 219 541 127

MMRS 27 409 39

Public Health Team 265 528 129


Equipment

Jurisdictions were required to assess their equipment inventories and needs in several equipment categories: CBRNE Logistical Support, CBRNE Rescue, Decontamination, Detection, Explosive Device Mitigation & Remediation, Interoperable Communications, Medical Supplies Pharmaceuticals, Personal Protective and Physical Security Enhancement. Because the Texas assessment began before the inclusion of additional items in the Authorized Equipment List (AEL), the assessment reflects information on equipment authorized on the 2002 AEL. In each equipment area, jurisdictions identified the number of pieces of equipment needed and the number on hand.

Training

Jurisdictions reported their training needs by response discipline in ten areas: law enforcement (LE), emergency medical services (EMS), emergency management (EM), fire service (FS), HazMat (HZ), public works (PW), government administrative (GA), public safety communications (PSC), health care (HC) and public health (PH).

Agricultural Organizations (State Level)

Type of TeamNumber of

Teams

Number of Personnel per Team

Agriculture Emergency Response Team 2 100

Agricultural Assessment and Sampling Team 6 4

EquipmentSummary of Jurisdiction Equipment Shortfall:

Equipment Category

Equipment Required

Equipment On-Hand

Equipment Shortfall

% Need Met

Value of Equipment Required

Value of Equipment On-Hand

Value of Equipment

Shortfall

% of Value Met

CBRNE Logistical Support

34,601 454 34,147 1.31% $351,825,524 $8,170,203 $343,655,321 2.32%

CBRNE Rescue 5,247 1,150 4,097 21.92% $86,741,000 $16,828,000 $69,913,000 19.4%

Decontamination 2,143,836 32,455 2,111,381 1.51% $112,207,512 $2,514,708 $109,692,804 2.24%

Detection 137,600 8,977 128,623 6.52% $88,881,648 $5,205,185 $83,676,463 5.86%

Explosive Device Mitigation & Remediation

24,553 3,295 21,258 13.42% $95,470,787 $7,589,290 $87,881,497 7.95%

Interoperable Communications

227,569 78,424 149,145 34.46% $418,018,066 $155,129,045 $262,889,021 37.11%

Medical Supplies Pharmaceuticals

2,751,929 605,140 2,146,789 21.99% 4132,241,336 $24,299,162 $107,942,173 18.37%

Personal Protective

931,160 119,807 811,353 12.87% $191,156,416 $46,050112 $145,106,034 24.09%

Physical Security Enhancement

106,895 45,556 61,339 42.62% $1,193,012,500 $66,090,500 $1,126,922,000 5.54%

TOTAL 6,363,390 895,258 5,468,132 14.07% $2,669,554,788 $331,876,205 $2,337,678,583 12.43%

8 Texas Homeland Security Strategic Plan - Part II - Goals and Objectives

Exercises

Finally, jurisdictions reported the number of exercises needed to maintain WMD response capability. The assessment allowed jurisdictions to indicate the scale of the exercise needed, whether tabletop, functional or full scale.

Training

Training needs by Training Level, by Discipline Percent Requiring Training

Discipline LE EMS EM FS HZ PW GA PSC HC PH All

Awareness 58.16% 40.94% 62.29% 43.24% 29.44% 87.15% 86.44% 73.69% 86.67% 66.98% 73.92%

Performance (Defensive)

84.63% 68.41% 67.28% 61.81% 33.77% 92.35% 88.99% 89.46% 91.67% 90.97% 80.21%

Performance (Offensive)

88.88% 87.04% 71.76% 85.74% 55.94% 90.32% 87.18% 88.37% 86.52% 56.11% 83.62%

Planning/ Management

73.34% 83.69% 74.45% 75.31% 71.23% 82.45% 90.66% 76.69% 93.97% 47.49% 80.28%

Exercises

Number/type of Exercises Requested by Jurisdictions

Type Number Requested

Full Scale 220

Functional 291

Tabletop 687


Chapter 4

Goals and ObjectivesThe pages that follow present the detailed goals and objectives to support Part I - Governor’s Vision of the Texas Homeland Security Strategic Plan and to improve the state’s ability to detect, mitigate, prepare for, respond to and recover from a WMD terrorism incident.

Strategy Organization

Part II of the Texas Homeland Security Strategic Plan is organized to address goals in three areas – prevention, response and recovery – as prescribed by the US Department of Homeland Security’s Office for Domestic Preparedness. One or more goals are identified within each of these three areas. For each identified goal, one or more objectives are presented in possible solution areas that include planning, organization, equipment, training and exercises. For each identified objective, specific implementation steps are outlined, which comprise the implementation plan for the strategy.

Prevention Goal

1. Goal: Enhance Intelligence and Warning

1.1. Planning Objectives

1.1.1. The Governor’s Office determines requirements for a Coordinated Communications Center to facilitate the gathering and sharing of intelligence between local state and federal agencies, and provides a recommended timeline for establishing the center by April 1, 2004.

1.1.1.1. Implementation Step: Governor’s Office determines resource and facility requirements.

1.1.1.2. Implementation Step: The Governor’s Office in coordination with the DEM and TEEX, identify potential sources of funding to meet resource requirements.

1.1.2. By Nov. 1, 2004, the Commission on State Emergency Communications develops an estimate of requirements to establish network redundancy (dual mated tandems) for each 911 administrative entity (COGs, Emergency Communications Districts, Home Rule Cities, Counties).

1.1.3. Implementation Step: Commission on State Emergency Communications determines funding requirements for staff to gather information for 911 system redundancies for each 911 administrative entity (COGs, Emergency Communications Districts, and Home Rule Cities).

1.1.3.1. Implementation Step: TEEX recommends funding for CSEC staff to work on network redundancies project.


1.1.3.2. Implementation Step: Each COG region identifies priority locations for 911 redundancies and uses the information as a potential factor in regional funding allocation.

1.1.4. The Commission on State Emergency Communications provides an estimate of funding requirements for establishing an Emergency Notification System to each COG for use in regional funding decisions by March 1, 2004.

1.1.4.1. Implementation Step: Each COG identifies primary locations in each region for the Emergency Notification System and provides information to the Commission on State Emergency Communications.

1.1.4.2. Implementation Step: The Commission on State Emergency Communications provides an estimate back to each COG on the resource requirements to establish the Emergency Notification System at the primary regional locations.

1.2. Equipping Objectives

1.2.1. Each COG recommends funding distribution to provide resources to local jurisdictions or regional agencies, consistent with other regional priorities and grant guidelines, to establish or expand an Emergency Notification System beginning with the 2004 State Homeland Security Grant Program and continuing annually thereafter as resources are available.

1.2.1.1. Implementation Step: Each COG annually reviews regional funding priorities. Where appropriate, and when funding is available, funding may be awarded to jurisdictions for the specific purpose of establishing or enhancing an Emergency Notification System.

1.2.1.2. Implementation Step: Each COG monitors progress in achieving an operable Emergency Notification System.

1.2.2. Each COG recommends funding distribution to local jurisdictions or regional agencies, consistent with other regional priorities, to establish or expand wireless 911 capabilities beginning with the 2004 State Homeland Security Grant Program and continuing annually thereafter as resources are available.

1.2.2.1. Implementation Step: Each COG annually reviews regional funding priorities. Where appropriate, and when funding is available, funding is awarded to jurisdictions with requirements that it be use to establish or expand wireless 911 capability.

1.2.2.2. Implementation Step: Each COG monitors progress in wireless 911 capabilities.


Response Goals

2. Goal: Provide the resources to maintain a comprehensive state emergency management program and support local emergency management programs.

2.1. Planning Objectives:

2.1.1. By Oct. 1 of each year, the SAA reviews the currency and completeness of the Office for Domestic Preparedness developed assessments of risk, capabilities and needs submitted by jurisdictions. The SAA ensures that the assessments cover at least 90% of the state’s population.

2.1.1.1. Implementation Step: Update the list of Texas Jurisdictions by Feb. 1 of each year to account for any changes due to incorporation or annexation.

2.1.1.2. Implementation Step: Provide newly-created jurisdictions the opportunity to complete the assessment by March 1 of each year.

2.1.1.3. Implementation Step: Require newly-created jurisdictions that want to participate in the State Homeland Security Grant Program to complete the assessment by June 1 of each year.

2.1.2. By October 1 of each year each COG ensures that the regional evaluation of jurisdiction regional capabilities is complete and accurate for all jurisdictions with completed assessments in the COG’s region.

2.1.2.1. Implementation Step: Complete the regional assessment update for newly-created jurisdictions and update regional assessments between June 1 and Step 30 of each year.

2.1.3. By October 1 of each year, the DEM updates threat/hazard assessments, as required, to continue the current program of threat/hazard assessments.

2.1.3.1. Implementation Step: DEM reviews requirements for threat/hazard assessment.

2.1.4. Texas maintains a comprehensive state emergency management plan, complemented by specialized plans for specific types of threats with annual updates as required.

2.1.4.1. Implementation Step: The DEM reviews and updates existing plans in accordance with established frequency requirements and identifies requirements for new specific plans as threats and hazards are identified.

2.1.5. By October 1 of each year complete a review of the status of state and local emergency planning, and provide planning profiles to local governments and state and federal agencies.

2.1.5.1. Implementation Step: A statewide updated report of jurisdiction planning status is completed by Oct. 1 of each year by each COG and by the DEM.

2.1.6. Provide emergency planning guidance and assistance to local governments and state agencies.

2.1.6.1. Implementation Step: The DEM continues to provide planning tools in the form of samples and templates to local jurisdictions.


2.1.6.2. Implementation Step: Each COG works with jurisdictions in the region to assist in plan completion, update, or enhancement.

2.1.7. By October 1, 2004, identify any improvements needed in the system to provide hazard information and emergency preparedness and response guidance to local officials and the general public through multiple means of communication.

2.1.7.1. Implementation Step: The DEM identifies state-level requirements to provide information to the local level and determines any additional resource requirements.

2.2. Organization Objectives:

2.2.1. By October 1, 2004 the DEM, in coordination with other state agencies, will identify any additional state emergency teams required and resources necessary to establish and maintain state emergency teams and specialized response and recovery resources. The DEM will also develop plans and procedures for activation, and use of those resources by October 1, 2005.

2.2.2. By October 1 of each year, the DEM will identify resource requirements to train, equip, and deploy liaison personnel to gather information, advise and assist local officials, and coordinate requests for state assistance during emergencies.

2.2.2.1. The DEM identifies total requirements.

2.2.2.2. The DEM identifies and shortfalls that would impact the liaison program.

2.2.3. By October 1 of each year, determine the funding requirements to support local emergency management organizations in their effort to carry out emergency planning, training, and exercise activities.

2.2.3.1. The DEM determines amounts needed, identifies jurisdictions to receive assistance, and determines funding sources by October 1 of each year.

2.3. Equipment Objectives:

2.3.1. Complete an analysis of requirements to equip, operate, and enhance the capability of state emergency facilities to monitor and analyze threats, issue warnings to government officials, key industries, and the public by October 1 of each year.

2.3.1.1. Implementation step: The DEM coordinates with other state agencies to determine the requirements for state facilities.

2.3.2. By October 1, the DEM reviews the resource requirements to ensure the State can mobilize, deploy, and direct state emergency response and recovery resources to support local emergency operations.

2.3.3. By October 1, 2004 complete a plan to provide redundant telecommunications connectivity between local, state, and federal direction and control facilities and enhance information sharing capabilities.

2.3.3.1. DEM coordinates with other state agencies and with the regional COGs to identify the key facilities and develop a plan.


2.3.4. By April 1, 2004, fully integrate the Homeland Defense Equipment Utilization Reuse (HDER) and other programs to provide radiological monitoring instruments to local governments and state agencies, maintain such equipment, and provide training in its use.

2.3.4.1. The SAA fully integrates the HDER program.

2.3.4.2. The DEM continues management of other available programs for radiological equipment and training.

2.3.5. By June 1, 2004; local jurisdictions have sample formats to assist in the loaning of equipment between jurisdictions or to private facilities such as hospitals.

2.3.5.1. The SAA works with the State Attorney Generals Office to develop the samples.

2.3.5.2. The SAA distributes the information through the Councils of Governments to local jurisdictions.

2.4. Training Objectives:

2.4.1. By October 1 of each year DEM identifies resources requirements to carry out a comprehensive emergency management training program for local and state emergency responders and officials and volunteers active in emergency operations. Ensure critiques are conducted of all training.

2.4.2. By October 1, 2004 complete a plan for developing and conducting specialized training relating to terrorism and WMD, emergency planning, incident management and EOC operations, and emergency response and recovery operations.

2.4.2.1. Implementation step: This objective relates closely to training objectives found under goal 3 and will require close coordination between DEM, TEEX and the Councils of Governments.

2.4.3. Continue to maintain a database of emergency management and specialized training accomplishment. Provide periodic reports of training results. By Oct. 1, 2004 fully integrate the information with the training database found under goal 3.

2.5. Exercise Objectives:

2.5.1. Assist local governments and state agencies in designing, conducting and evaluating exercises and maintain a database of exercise accomplishment. Provide periodic reports of exercise accomplishments in accordance with existing state requirements.

2.5.2. DEM publishes an exercise schedule on an annual basis to coordinate state participation in local and federal emergency exercises.

3. Goal: Improve the capability of local governments to prepare for and respond to terrorist and other hazardous incidents by providing suitable training for emergency responders.

3.1. Training Objectives

3.1.1. Maintain a listing of state, local, and federal courses to include information on when they are scheduled on an easily assessable web site by June 30, 2004.

3.1.1.1. Implementation Step: TEEX and DEM coordinate and select WEB site to use by March 1, 2004.


3.1.1.2. Implementation Step: Each COG provides listing of local courses by May 30, 2004.

3.1.1.3. Implementation Step: DEM provides listing of state courses.

3.1.1.4. Implementation Step: TEEX provides listing of Federal Courses.

3.1.2. State Agencies responsible for certification and licensing provide recommendations on requirements for WMD training and refresher training frequency by Oct. 1, 2005.

3.1.2.1. Implementation Step: TEEX requests recommendations from agencies responsible for certification and licensing by June 20, 2004.

3.1.2.2. Implementation Step: Agencies provide recommendations on specific training requirements and training frequencies to TEEX by Oct. 1, 2005.

3.1.3. By Oct. 1, 2004 establish a program to expand training opportunities through training provided by state-level associations and existing competent training providers.

3.1.3.1. Implementation Step: Using the listing of courses developed by TEEX, DEM, and the COGS, identify existing courses relevant to potential response to a terrorist incident offered by state level associations or competent training providers.

3.1.3.2. Implementation Step: Determine needs for training funding to expand the training opportunities.

3.1.4. By Oct. 1, 2004 develop a plan for the development of a standardized curriculum of specialized training, pertinent to various responder groups, that could be offered on a recurring basis.

3.1.4.1. Implementation Step: TEEX and DEM, working in coordination with representatives of emergency responder groups, identify existing ODP and other developed training that would meet training needs.

3.1.4.2. Implementation Step: Identify additional curriculum requirements.

3.1.5. By Oct. 1, 2004, currently available WMD courses will be evaluated for eligibility for professional certification and continuing education credit. All courses added after Oct. 1, 2004 will be evaluated for eligibility prior to release.

3.1.6. Awareness level training to ODP standards, for all disciplines, is available within each COG region by February 15, 2005.

3.1.6.1. Implementation Step: Each COG identifies training academies, junior colleges, or other training facilities that have the infrastructure and staff to present WMD training.

3.1.6.2. Implementation Step: TEEX will provide curriculum and instructor certification for the ODP developed courses.


4. Goal: Plan and conduct a systematic emergency exercise program using terrorism/WMD scenarios to test plans and procedures and evaluate the adequacy of equipment and training for local and state emergency responders and officials.

4.1. Exercise Objectives

4.1.1. Publish a multi-year exercise schedule for local-state and local-state-federal emergency exercises by October 1 of each year.

4.1.2. Identify funding requirements to support a vigorous terrorism/WMD exercise program and to disseminate lessons learned from such exercises for the next two years by October 1 of each year.

4.1.3. By October 1, 2004, provide guidance to local governments on desirability of conducting regular drills and exercises.

4.1.4. By October 1, 2005, provide a self-contained “exercise in a box” package for jurisdictions that want to conduct practice exercises or additional exercises at a level less than a functional exercise.

4.1.5. Beginning in June 2004, ensure that the Metropolitan Medical Response System and Public Health Teams are incorporated into exercises.

5. Goal: Provide resources and assistance to Counties, Cities, and Tribal jurisdictions, to establish and maintain a statewide interoperable radio communication system that is accessible by local, regional, state, and federal responding agencies when needed.


5.1.1. Identify current radio systems frequency, digital, analog, in each region by Oct. 1, 2004.

5.1.1.1. Implementation Step: Each COG collects the information on the jurisdictions in the region.

5.1.2. The DPS has a plan to ensure ability of DPS to communicate with local jurisdictions by February 1, 2005.

5.1.2.1. Implementation Step: COG prepared listing of current systems in each region are provided to DPS by Nov. 1, 2004.

5.1.2.2. Implementation Step: DPS identifies the best methods and equipment for communicating with local jurisdictions and incorporates into plan.

5.1.3. Assist regions and local jurisdictions in identifying licensing and renewal requirements by Oct. 1, 2005.

5.2. Organization Objectives

5.2.1. Work with the federal, state, and local responding agencies to determine the best avenue to create a statewide interoperable communications system with a target date of February 15, 2005.

5.2.1.1. Implementation Step: Complete the I-35 corridor project and use the lessons learned.


5.3. Equipping Objectives

5.3.1. By October 1 of each year, each COG completes an analysis of remaining funding requirements necessary to assist local jurisdictions in purchasing equipment that will allow regional communications.

5.3.1.1. Implementation Step: TEEX provides regular reports on equipment purchased with grant funding to each COG.

5.3.1.2. Implementation Step: Each COG evaluates remaining requirements and uses the information when making recommendations on distribution of regional funding.


5.4.1. Identify and provide resources necessary to provide training on a regional basis on interpretability by September 30, 2004.

5.4.1.1. Implementation Step: Each COG identifies special training requirements for interoperable communications equipment, i.e. switches, in the region and identifies a location where the training could take place.


5.5.1. All Texas WMD exercises will include interpretability communications by the Oct. 1, 2004 date.

5.5.1.1. Implementation Step: DEM and TEEX include interoperable communications in exercise design.

6. Goal: Enhance local emergency response capabilities by encouraging the adoption of inter-local (mutual aid) agreements for emergency response .


6.1.1. Provide assistance to local jurisdictions in the form of updated Mutual Aid templates, resolution of insurance and liability issues. and resolution of workman’s compensation issues with updates provided by September 30 of each year.

6.1.1.1. Implementation Step: The State Homeland Security Coordinator requests that the Texas Attorney General review inter-jurisdictional Mutual Aid Assistance templates by September 30 of each year to ensure compliance with current legislation. This review should include templates between jurisdictions within Texas, agreements between a Texas jurisdiction and a jurisdiction in another state, and potential agreements between a Texas jurisdiction and a jurisdiction in Mexico. Updated templates can then be distributed to local jurisdictions through the COGs.

6.1.1.2. Implementation Step. The State Homeland Security Coordinator requests the Texas Department of Insurance conduct an annual review of Mutual Aid Agreement insurance issues. Products of the review should include guidance for local jurisdictions to be distributed through the COGs and, when appropriate, proposals for the legislature. This review should be completed by September 30 of each year.


6.1.2. Within each COG region, adequate inter-local (mutual aid) agreements are in place to create regional coverage for emergency services essential for response to a potential terrorist incident by February 1, 2006.

6.1.2.1. Implementation step: Each COG maintains information on the status of Mutual Aid Agreements in the region for multiple emergency response disciplines and functions to include public health.

6.1.2.2. Resources requirements necessary for mutual aid creation and monitoring in each region for the next two years are available by Oct. 1 of each year.

6.2. Equipment Objectives

6.2.1. Major regional responders have the necessary equipment to meet regional requirements by Oct. 1, 2008.

6.2.1.1. Implementation Step: Continue to use the prioritization system that emphasizes regional response.

6.2.1.2. Each COG monitors progress toward regional capability when recommending regional funding distribution.

6.2.2. Develop and maintain a statewide database to provide information on available response resources at the local, regional and state level by February 15, 2006.

6.2.2.1. Implementation Step: the Texas Forest Service makes database available to designated agencies and jurisdictions.

6.2.2.2. Implementation Step: Ensure that the information requested is not an unreasonable burden to local jurisdictions.

6.2.2.3. Implementation Step: Ensure that basic security requirements are met.

6.2.2.4. Implementation Step: The Texas Forest Service makes recommendations to TEEX on any need for planning funding to local jurisdictions to offset costs of maintaining current information.


6.3.1. By October 1, 2004, exercises conducted using State Homeland Security Grant Program funding will exercise Mutual Aid Agreements.

6.3.1.1. TEEX and DEM include Mutual Aid Agreements in exercise design.


7. Goal: Improve the capability of state agencies to assist local governments in responding to all hazards, including terrorist incidents.


7.1.1. By October 1 of each year, state agencies identify projects and resource requirements that improve their ability to assist local governments in responding to terrorist incidents or other disasters.

7.1.1.1. Implementation Step: Agencies submit their requirements by October 1 of each year to the SAA for consolidation.

7.1.1.2. Implementation Step: The SAA prepares recommendations on use of potential grant funding and provides recommendations to the State Director of Homeland Security.

7.1.1.3. Implementation Step: The State Director of Homeland Security presents recommendations to the Governor on use of funds available for state level use.

7.2.Equipment Objectives

7.1.2. By October 1 of each year, equipment requirements for state agencies identified when completing the planning objective are provided to the SAA.

7.1.2.1. Implementation Step: Agencies submit their requirements by Oct. 1 to the SAA for consolidation.

7.1.2.2. Implementation Step: The SAA prepares recommendations on use of potential grant funding and provides recommendations to the State Director of Homeland Security.

7.1.2.3. Implementation Step: The State Director of Homeland Security presents recommendations to the Governor on use of funds available for state level use.

8. Utilize Citizen Corps Councils to enhance response.


8.1.1. By September 30 of each year develop a plan for forming additional Citizen Corps Councils during the next fiscal year.


8.2.1. Provide resources to allow training of Community Emergency Response Teams (CERT) and Citizen Corps Councils by developing a plan for resource allocation by February 15, 2004 and by January 15 of each year thereafter.


Recovery Goal

9. Goal: Minimize recovery time.


9.1.1. By Oct. 1, 2005, each COG region develops a plan for assisting local jurisdictions in establishing private and public sector alliances.


9.2.1. By October 1 of each year, identify resources to provide training for damage assessment team members.

9.2.1.1. Implementation Step: Identify any training opportunities for potential assessment team members on a regional level.

Agricultural Goals and Objectives

Prevention Goal (agriculture)

10. Goal: To reduce the vulnerability of Texas agriculture to any act of terrorism that results in the introduction of a l ivestock or crop pest or disease that causes damage to the agricultural industry, the contamination of food, or poses a threat to public health.

10.1. Planning Objective

10.1.1. The TEEX coordinates efforts of the Texas Animal Health Commission, the Texas Department of Agriculture, and other assets as needed to establish a statewide training program to train first responders, stakeholders, veterinarians and health workers to recognize pests and disease symptoms related to current agroterrorism threats by July 1, 2005.

10.1.1.1.Implementation Step: Determine resources requirements and desired delivery methods.

10.1.1.2.Implementation Step: Identify locations for pilot program.

10.1.1.3.Implementation Step: Identify agencies for curriculum development.

10.1.1.4.Implementation Step: Identify instructors.

10.1.1.5.Implementation Step: Present pilot courses and obtain feedback for curriculum.

10.2. Organization Objective

10.2.1. Improve detection and monitoring to provide early recognition and reporting of a pest or disease outbreak or act of terrorism in high risk areas by July 1, 2005.

10.2.1.1.Implementation Step: Identify high risk areas.

10.2.1.2.Implementation Step: Determine current detection and monitoring capabilities in high risk areas.


10.2.1.3.Implementation Step: Develop a plan to meet the strategic goal for each high risk area.


10.3.1. Increase capability of global information systems (GIS) spatial analysis and remote sensing to analyze the scope of a pest or disease outbreak or attack, trace its origins and manage intervention in Texas by July 1, 2005.

10.3.1.1.Implementation Step: Provide and inventory and analysis of current GIS capability by Jan. 15, 2005.

10.3.1.2.Implementation Step: Integrate efforts with other state agencies using GIS.

10.3.1.3.Implementation Step: Identify needed equipment and software upgrades by June 15, 2005.

10.3.1.4.Implementation Step: Enhance system as resources become available.

10.3.2. Improve response capabilities by enhancing epidemiological models, risk analysis tools, and computerized decision support systems for analysis within high risk areas by Feb. 1, 2006.

10.3.2.1.Implementation Step: Provide an inventory and analysis of current tools by Jan. 15, 2005.

10.3.2.2.Implementation Step: Recommend improvements by June 15, 2005.

10.3.2.3.Implementation Step: Begin acquisition of tools as resources allow.

10.3.3. Increase public information outreach to support all prevention activities focusing on areas of high risk by February 1, 2006.

10.3.3.1.Implementation Step: Evaluate existing public outreach programs.

10.3.3.2.Implementation Step: Solicit industry support.

10.3.3.3.Implementation Step: Identify areas and programs for resourcing.

10.3.4. Develop a system to maintain up to date information on efforts to improve the immune and/or resistance status of animals and plants that are important to Texas agriculture and provide input to research organizations on desired improvements by February 1, 2006.

10.3.4.1.Implementation Step: Work with Texas A&M University to obtain information on efforts to improve animal and plant resistance at A&M and other institutions nationwide.

10.3.4.2.Implementation Step: Identify means to input recommendations on research efforts.


Response Goal (agriculture)

11. Goal: Develop, coordinate, and integrate rapid response plans, systems, and communications to adequately address the needs of the agricultural community as a result of the introduction of a livestock or crop pest or disease that causes damage to the agricultural industry, the contamination of food, or poses a threat to public health.


11.1.1. Evaluate current agricultural response plans by February 1, 2005 and modify as needed.

11.1.2. By September 30 of each year evaluate the need for new agricultural plans and establish a timeline for development of new plans during the next fiscal year.

11.1.3. Develop an effective After Action Review process to evaluate and enhance response operations and improve countermeasures by Feb. 1, 2005.

11.2. Training Objective

11.2.1. Establish a training implementation plan for training responders to effectively implement the agricultural response plans by February 1, 2005.

11.3. Exercise Objective

11.3.1. Develop an exercise plan for conducting agricultural exercises to test the response plans, epidemiological modes, and decision support systems by February 1, 2005.


11.4.1. Identify and obtain an enhanced communications capability in conjunction with overall state interoperable communications efforts with an objective of basic capability by February 1, 2006.

11.4.1.1.Implementation Step: Identify specific communication requirements for the agricultural response.

11.4.1.2.Implementation Step: Follow the objectives and implementation steps found in Goal 5.

11.4.2. Identify and obtain needed response equipment by Feb. 1, 2006.

11.4.2.1.Implementation Step: Identify and prioritize specialized equipment needed to support response to a potential agroterrorism incident.

11.4.2.2.Implementation Step: Identify potential resources to obtain equipment.

11.4.2.3.Implementation Step: Proceed with equipment procurement as resources allow using the priorities identified earlier to guide purchases.

11.4.3. Increase public information outreach to support all response activities in areas of high risk by February 1, 2006.





Recovery Goal (agriculture)

12. Goal: To facilitate the return of the economic, social, and natural environment to pre-incident conditions .


12.1.1. Develop a system to evaluate the economic and social impact of the incident as related to stakeholders, responders, and other affected entities by Feb. 1, 2005.

12.1.2. Develop a state system to quickly identify sources and/or develop mechanisms for rapid compensation of affected parties by February 1, 2005.

12.1.3. Incorporate plans for dealing with stress-related issues for responders and stakeholders to include potential resources into statewide agriculture response plans by February 1, 2006.

12.1.4. Incorporate plans to assist stakeholders in reestablishing their economic viability by restoring production capabilities and markets, or by identifying alternative enterprise options into agriculture response plans by July 1, 2006.

12.1.5. Incorporate plans for evaluating and remediating any adverse environmental consequences as a result of the incident into agricultural response plans by July 1, 2006.

12.1.6. Increase public information outreach to support all recovery activities in areas of high risk by February 1, 2006.





Chapter 5

Evaluation PlanReview & Analysis

The Office for Domestic Preparedness is providing evaluation tools in the form of the Biannual Strategy Implementation Reports. These will be the principal means of evaluating strategy progress. Additional methods include input from the Regional Councils of Governments on regional progress and review of progress with the State Homeland Security Director. The Councils of Governments (COG) will fulfill a key role in gathering information on implementation progress. The State Administrative Agency will conduct weekly conference calls with the 24 COGs to evaluate strategy implementation progress in the areas of Planning, Organization, Equipping, Training and Exercising. Each exercise will include an written After Action Report (AAR) that is provided to the participating jurisdiction, the Division of Emergency Management, and the State Administrative Agency.

Biannual Strategy Implementation Reports

Texas will submit updated strategy implementation information biannually. The Biannual Strategy Implementation Reports will serve as the reporting format for the Categorical Assistance Program Reports (CAPR), which are due within 30 days after the end of the reporting periods (June 30 and December 31), for the life of the award. The Biannual Strategy Implementation Report will update information on obligations, expenditures, and progress made on implementing the strategy. A Final Strategy Implementation Report is due 120 days after the end date of the award period.

Reported Information

Reports will focus on project accomplishment and relate the projects to goals and objectives of the State Homeland Security Strategic Plan Part II.


Annex A

List of JurisdictionsNotes:

County populations have been adjusted to reflect only the population that resides outside of incorporated municipalities.

Jurisdiction FIPS Population Assessment

Alabama and Coushatta Tribes 48901 2,000 Yes

Anderson County 48001 34,427 Yes

Andrews County 48003 3,375 Yes

Angelina County 48005 35,450 Yes

Aransas County 48007 12,218 Yes

Archer County 48009 3,325 Yes

Armstrong County 48011 832 Yes

Atascosa County 48013 20,433 Yes

Austin County 48015 12,195 Yes

Bailey County 48017 2,039 Yes

Bandera County 48019 18,066 Yes

Bastrop County 48021 47,188 Yes

Baylor County 48023 1,144 Yes

Bee County 48025 19,315 Yes

Bell County 48027 51,327 Yes

Bexar County 48029 146,858 Yes

Blanco County 48031 5,907 Yes

Borden County 48033 701 Yes

Texas Homeland Security Strategic Plan - Part II - Goals and Objectives A-1

Bosque County 48035 9,321 Yes

Bowie County 48037 34,598 Yes

Brazoria County 48039 94,747 Yes

Brazos County 48041 18,312 Yes

Brewster County 48043 3,075 Yes

Briscoe County 48045 563 Yes

Brooks County 48047 2,632 Yes

Brown County 48049 14,144 Yes

Burleson County 48051 10,933 Yes

Burnet County 48053 20,425 Yes

Caldwell County 48055 15,002 Yes

Calhoun County 48057 6,513 Yes

Callahan County 48059 6,699 Yes

Cameron County 48061 82,870 Yes

Camp County 48063 7,219 No

Carson County 48065 1,700 Yes

Cashion Community 13198 342 Yes

Cass County 48067 17,674 Yes

Castro County 48069 2,311 Yes

Chambers County 48071 15,713 Yes

Cherokee County 48073 24,384 Yes

Childress County 48075 921 Yes

City of Abbott 100 311 No

City of Abernathy 160 2,771 Yes

City of Abilene 1000 115,225 Yes

City of Ackerly 1108 240 No

City of Adrian 1324 157 No

City of Agua Dulce 1396 737 No



City of Alamo 1576 15,518 Yes

City of Alamo Heights 1600 7,262 Yes

City of Alba 1636 446 Yes

City of Albany 1648 1,937 Yes

City of Aledo 1744 2,074 No

City of Alice 1852 19,104 Yes

City of Allen 1924 57,216 Yes

City of Alma 2044 311 No

City of Alpine 2104 5,934 No

City of Alto 2188 1,127 No

City of Alton 2212 4,856 Yes

City of Alvarado 2260 3,671 Yes

City of Alvin 2272 22,025 Yes

City of Alvord 2284 1,138 No

City of Amarillo 3000 177,010 Yes

City of Ames 3072 1,140 No

City of Amherst 3084 783 No

City of Anahuac 3144 2,176 No

City of Anderson 3192 271 No

City of Andrews 3216 9,576 Yes

City of Angleton 3264 18,538 Yes

City of Angus 3288 354 No

City of Anna 3300 1,277 No

City of Annetta North 3340 488 No

City of Annona 3360 273 No

City of Anson 3372 2,451 Yes

City of Anton 3540 1,178 Yes

City of Appleby 3564 439 No



City of Aquilla 3588 141 No

City of Aransas Pass 3600 8,276 No

City of Archer City 3696 1,857 Yes

City of Arcola 3708 1,137 No

City of Argyle 3768 2,596 No

City of Arlington 4000 349,944 Yes

City of Arp 4156 911 No

City of Asherton 4300 1,322 Yes

City of Aspermont 4408 908 Yes

City of Athens 4504 11,716 Yes

City of Atlanta 4516 5,640 Yes

City of Aubrey 4600 1,731 No

City of Aurora 4672 934 No

City of Austin 5000 671,873 Yes

City of Austwell 5036 190 No

City of Avery 5072 451 No

City of Avinger 5084 455 No

City of Azle 5168 9,968 Yes

City of Bailey 5264 215 No

City of Baileys Prairie 5288 709 No

City of Baird 5336 1,587 Yes

City of Balch Springs 5372 19,480 No

City of Balcones Heights 5384 3,015 Yes

City of Ballinger 5456 4,085 Yes

City of Balmorhea 5468 503 Yes

City of Bandera 5528 1,087 Yes

City of Bangs 5552 1,633 Yes

City of Bardwell 5612 603 Yes



City of Barry 5708 215 No

City of Barstow 5720 390 Yes

City of Bartlett 5732 1,682 Yes

City of Bastrop 5864 6,233 Yes

City of Bay City 5984 18,450 No

City of Bayou Vista 6060 1,653 Yes

City of Baytown 6128 67,360 Yes

City of Beach City 6200 1,750 Yes

City of Beasley 6272 628 No

City of Beaumont 7000 112,871 Yes

City of Beckville 7108 752 No

City of Bedford 7132 48,378 Yes

City of Beeville 7192 12,962 Yes

City of Bellaire 7300 16,739 Yes

City of Bellevue 7396 399 Yes

City of Bellmead 7408 9,480 Yes

City of Bells 7420 1,222 Yes

City of Bellville 7432 4,133 Yes

City of Belton 7492 14,621 Yes

City of Benavides 7528 1,635 No

City of Benbrook 7552 20,652 No

City of Benjamin 7636 254 Yes

City of Berryville 7852 910 No

City of Bertram 7864 1,208 No

City of Beverly Hills 8104 2,099 No

City of Bevil Oaks 8128 1,309 Yes

City of Big Lake 8212 2,760 Yes

City of Big Sandy 8224 1,310 No



City of Big Spring 8236 24,798 Yes

City of Big Wells 8260 716 Yes

City of Bishop 8392 3,255 Yes

City of Bishop Hills 8398 212 No

City of Blackwell 8488 349 Yes

City of Blanco 8536 1,595 No

City of Blanket 8596 400 Yes

City of Bloomburg 8752 372 Yes

City of Blooming Grove 8788 860 No

City of Blossom 8812 1,449 Yes

City of Blue Mound 8860 2,412 No

City of Blue Ridge 8872 763 Yes

City of Blum 9004 420 No

City of Boerne 9160 6,566 Yes

City of Bogata 9172 1,361 Yes

City of Bonham 9328 10,045 Yes

City of Booker 9448 1,340 No

City of Borger 9556 13,709 Yes

City of Bovina 9628 1,849 Yes

City of Bowie 9640 5,231 Yes

City of Boyd 9748 1,182 No

City of Brackettville 9868 1,912 Yes

City of Brady 9916 5,289 Yes

City of Brazoria 10072 2,851 Yes

City of Breckenridge 10132 5,690 Yes

City of Bremond 10144 868 Yes

City of Brenham 10156 13,568 Yes

City of Briaroaks 10216 514 No



City of Bridge City 10252 8,629 Yes

City of Bridgeport 10264 4,606 No

City of Bronte 10528 1,061 Yes

City of Brookshire 10636 3,495 Yes

City of Brookside Village 10648 2,020 No

City of Browndell 10708 222 Yes

City of Brownfield 10720 9,438 Yes

City of Brownsboro 10756 818 No

City of Brownsville 10768 150,425 Yes

City of Brownwood 10780 19,093 Yes

City of Bruceville-Eddy 10828 1,528 No

City of Bryan 10912 66,669 Yes

City of Bryson 10960 535 Yes

City of Buda 11080 3,627 Yes

City of Buffalo 11116 1,867 Yes

City of Bullard 11212 1,263 Yes

City of Bulverde 11224 4,228 Yes

City of Bunker Hill Village 11300 3,754 Yes

City of Burkburnett 11368 10,778 Yes

City of Burke 11380 316 No

City of Burleson 11428 23,825 Yes

City of Burnet 11464 4,935 Yes

City of Burton 11536 357 Yes

City of Byers 11644 534 Yes

City of Bynum 11656 234 No

City of Cactus 11692 2,647 No

City of Caddo Mills 11716 1,170 No

City of Caldwell 11836 3,623 No



City of Callisburg 11968 383 No

City of Calvert 11992 1,403 Yes

City of Cameron 12040 5,757 Yes

City of Camp Wood 12388 789 Yes

City of Campbell 12112 759 No

City of Canadian 12412 2,213 Yes

City of Caney City 12472 244 No

City of Canton 12496 3,382 Yes

City of Canyon 12532 12,980 Yes

City of Carbon 12736 223 No

City of Carl's Corner 12895 143 No

City of Carmine 12916 230 Yes

City of Carrizo Springs 12988 5,584 Yes

City of Carrollton 13024 115,107 Yes

City of Carthage 13108 6,544 No

City of Castle Hills 13276 4,194 Yes

City of Castroville 13312 2,798 Yes

City of Cedar Hill 13492 37,269 Yes

City of Cedar Park 13552 37,764 Yes

City of Celeste 13672 828 No

City of Celina 13684 2,140 Yes

City of Center 13732 5,635 Yes

City of Centerville 13900 932 Yes

City of Chandler 14224 2,169 No

City of Channing 14260 350 No

City of Charlotte 14404 1,727 No

City of Chester 14584 263 Yes

City of Chico 14620 1,005 No



City of Childress 14668 6,650 Yes

City of Chillicothe 14680 759 Yes

City of China 14704 1,089 Yes

City of China Grove 14716 1,272 No

City of Christine 14860 467 No

City of Cibolo 14920 3,712 No

City of Cisco 15004 3,785 Yes

City of Clarendon 15112 1,985 Yes

City of Clarksville 15160 3,748 Yes

City of Clarksville City 15172 818 No

City of Claude 15196 1,313 Yes

City of Clear Lake Shores 15328 1,214 Yes

City of Cleburne 15364 27,492 Yes

City of Cleveland 15436 7,830 Yes

City of Clifton 15472 3,617 Yes

City of Clute 15652 10,698 No

City of Clyde 15676 3,351 Yes

City of Coahoma 15700 933 Yes

City of Cockrell Hill 15796 4,398 No

City of Coffee City 15820 196 No

City of Coldspring 15892 714 Yes

City of Coleman 15916 5,010 Yes

City of College Station 15976 70,550 Yes

City of Colleyville 15988 21,085 Yes

City of Collinsville 16036 1,324 Yes

City of Colmesneil 16048 635 Yes

City of Colorado City 16120 4,037 Yes

City of Columbus 16168 3,869 Yes



City of Comanche 16192 4,296 Yes

City of Combine 16216 1,933 No

City of Commerce 16240 8,243 No

City of Como 16252 629 No

City of Conroe 16432 39,065 No

City of Converse 16468 11,939 Yes

City of Cool 16540 172 No

City of Coolidge 16552 857 No

City of Cooper 16564 2,128 No

City of Coppell 16612 39,460 Yes

City of Copperas Cove 16624 29,599 Yes

City of Corinth 16696 14,925 No

City of Corpus Christi 17000 278,520 Yes

City of Corral City 17024 125 No

City of Corrigan 17036 1,855 Yes

City of Corsicana 17060 25,187 Yes

City of Cottonwood 17200 191 No

City of Cottonwood Shores 17208 933 No

City of Cotulla 17216 3,609 Yes

City of Cove 17336 323 Yes

City of Covington 17372 291 No

City of Crandall 17504 2,984 No

City of Crane 17516 3,087 Yes

City of Cranfills Gap 17540 339 No

City of Crawford 17564 751 Yes

City of Creedmoor 17612 194 Yes

City of Crockett 17744 7,084 Yes

City of Crosbyton 17768 1,814 Yes



City of Cross Plains 17816 1,040 Yes

City of Crowell 17948 1,085 Yes

City of Crowley 17960 8,174 Yes

City of Crystal City 18020 7,114 Yes

City of Cuero 18092 6,654 Yes

City of Cumby 18128 621 No

City of Cuney 18152 147 No

City of Cushing 18224 642 No

City of Daingerfield 18464 2,523 Yes

City of Daisetta 18476 1,082 No

City of Dalhart 18524 7,164 Yes

City of Dallas 19000 1,211,467 Yes

City of Dalworthington Gardens 19084 2,305 Yes

City of Danbury 19120 1,649 No

City of Dawson 19420 875 No

City of Dayton 19432 6,038 Yes

City of Dayton Lakes 19435 104 No

City of De Leon 19672 2,352 Yes

City of Dean 19456 356 Yes

City of Decatur 19528 5,584 Yes

City of Deer Park 19624 28,992 Yes

City of DeKalb 19648 1,802 Yes

City of Del Rio 19792 34,611 Yes

City of Dell City 19708 415 No

City of Denison 19900 23,169 Yes

City of Denton 19972 90,349 Yes

City of Denver City 19984 3,965 Yes

City of Deport 20020 727 Yes



City of DeSoto 20092 39,440 Yes

City of Detroit 20128 758 No

City of Devers 20140 433 No

City of Devine 20152 4,282 No

City of Diboll 20308 5,439 Yes

City of Dickens 20332 326 Yes

City of Dickinson 20344 17,668 Yes

City of Dilley 20428 4,166 Yes

City of Dimmitt 20464 4,236 Yes

City of Dodd City 20680 426 No

City of Dodson 20716 112 No

City of Domino 20848 52 No

City of Donna 20884 15,478 Yes

City of Dorchester 20932 113 No

City of Douglassville 21112 172 No

City of Dripping Springs 21424 1,625 Yes

City of Driscoll 21436 825 No

City of Dublin 21484 3,694 Yes

City of Dumas 21556 13,808 Yes

City of Duncanville 21628 36,203 No

City of Eagle Lake 21844 3,671 Yes

City of Eagle Pass 21892 23,506 Yes

City of Early 21904 2,687 Yes

City of Earth 21928 1,099 No

City of East Mountain 22168 599 No

City of East Tawakoni 22276 857 No

City of Eastland 22132 3,775 Yes

City of Easton 22192 546 No



City of Ector 22516 610 No

City of Edcouch 22528 3,901 No

City of Eden 22552 2,514 Yes

City of Edgewood 22612 1,391 No

City of Edinburg 22660 52,764 Yes

City of Edmonson 22708 121 Yes

City of Edna 22720 5,871 Yes

City of Edom 22744 334 No

City of El Campo 22864 10,889 Yes

City of El Cenizo 22905 3,609 Yes

City of El Lago 23164 3,085 No

City of El Paso 24000 577,415 Yes

City of Eldorado 22960 1,955 Yes

City of Electra 22984 3,089 Yes

City of Elgin 23044 6,313 Yes

City of Elkhart 23140 1,233 No

City of Elmendorf 23272 702 No

City of Elsa 24036 5,934 No

City of Emhouse 24168 167 No

City of Emory 24216 1,138 No

City of Encinal 24240 637 Yes

City of Ennis 24348 17,883 Yes

City of Estelline 24636 163 No

City of Euless 24768 48,464 Yes

City of Eureka 24816 358 No

City of Eustace 24828 812 No

City of Evant 24864 388 Yes

City of Everman 24912 5,880 No



City of Fair Oaks Ranch 25168 5,186 Yes

City of Fairfield 25104 3,338 Yes

City of Falfurrias 25368 5,134 Yes

City of Falls City 25392 590 Yes

City of Farmers Branch 25452 27,454 Yes

City of Farmersville 25488 3,221 No

City of Farwell 25548 1,335 No

City of Fate 25572 1,043 No

City of Fayetteville 25644 264 Yes

City of Ferris 25752 2,224 No

City of Flatonia 26028 1,420 Yes

City of Florence 26136 1,100 No

City of Floresville 26160 6,329 Yes

City of Floydada 26268 3,435 Yes

City of Follett 26328 416 No

City of Forest Hill 26544 13,223 Yes

City of Forney 26604 6,378 No

City of Forsan 26640 225 Yes

City of Fort Stockton 26808 7,588 Yes

City of Fort Worth 27000 567,516 Yes

City of Franklin 27288 1,468 Yes

City of Frankston 27300 1,194 No

City of Fredericksburg 27348 9,346 Yes

City of Freeport 27420 12,802 Yes

City of Freer 27432 3,180 No

City of Friendswood 27648 31,497 Yes

City of Friona 27660 3,807 Yes

City of Frisco 27684 47,652 Yes



City of Fritch 27696 2,162 Yes

City of Frost 27768 673 No

City of Fruitvale 27804 433 No

City of Fulshear 27876 870 No

City of Gainesville 27984 15,930 Yes

City of Galena Park 27996 10,588 Yes

City of Gallatin 28008 388 No

City of Galveston 28068 56,685 Yes

City of Ganado 28080 1,898 No

City of Garden Ridge 28248 2,033 Yes

City of Garland 29000 219,646 Yes

City of Garrett 29036 459 No

City of Garrison 29060 840 No

City of Gary City 29108 303 No

City of Gatesville 29168 15,195 Yes

City of George West 29348 2,443 Yes

City of Georgetown 29336 33,246 Yes

City of Gholson 29408 942 No

City of Giddings 29432 5,269 Yes

City of Gilmer 29564 4,975 No

City of Gladewater 29660 6,161 Yes

City of Glen Rose 29876 2,322 No

City of Glenn Heights 29840 7,946 No

City of Godley 29972 923 No

City of Goldsmith 30044 256 No

City of Goldthwaite 30056 1,794 Yes

City of Goliad 30080 2,008 Yes

City of Golinda 30092 419 No



City of Gonzales 30116 7,244 Yes

City of Goodlow 30188 276 No

City of Goodrich 30224 264 Yes

City of Gordon 30272 455 No

City of Goree 30296 307 Yes

City of Gorman 30308 1,236 Yes

City of Graford 30380 595 No

City of Graham 30392 8,581 Yes

City of Granbury 30416 6,162 Yes

City of Grand Prairie 30464 135,303 Yes

City of Grand Saline 30476 3,095 No

City of Grandfalls 30440 376 Yes

City of Grandview 30512 1,464 No

City of Granger 30548 1,271 Yes

City of Granite Shoals 30584 2,120 Yes

City of Granjeno 30608 313 No

City of Grapeland 30632 1,439 Yes

City of Grapevine 30644 45,830 Yes

City of Grays Prairie 30752 318 No

City of Greenville 30920 24,504 Yes

City of Gregory 31064 2,282 No

City of Grey Forest 31100 432 No

City of Groesbeck 31280 4,311 Yes

City of Groom 31292 590 Yes

City of Groves 31328 15,414 Yes

City of Groveton 31340 1,122 Yes

City of Gruver 31412 1,141 Yes

City of Gun Barrel City 31592 5,411 No



City of Gunter 31616 1,415 Yes

City of Gustine 31628 439 No

City of Hale Center 31820 2,184 Yes

City of Hallettsville 31868 2,291 Yes

City of Hallsburg 31880 530 No

City of Hallsville 31904 2,783 No

City of Haltom City 31928 39,889 Yes

City of Hamilton 31952 2,971 Yes

City of Hamlin 31964 2,136 Yes

City of Happy 32156 632 Yes

City of Hardin 32240 795 No

City of Harker Heights 32312 18,055 Yes

City of Harlingen 32372 59,384 Yes

City of Hart 32576 1,175 Yes

City of Haskell 32696 3,002 Yes

City of Haslet 32720 1,294 No

City of Hawk Cove 80732 478 No

City of Hawkins 32816 1,377 Yes

City of Hawley 32840 630 Yes

City of Hays 32906 242 Yes

City of Hearne 32972 4,711 Yes

City of Heath 32984 5,455 Yes

City of Hebron 33020 155 No

City of Hedley 33044 385 Yes

City of Hedwig Village 33068 2,356 Yes

City of Helotes 33146 4,989 Yes

City of Hemphill 33188 1,083 Yes

City of Hempstead 33200 5,692 Yes



City of Henderson 33212 11,150 Yes

City of Henrietta 33284 3,381 Yes

City of Hereford 33320 14,423 Yes

City of Hewitt 33428 11,944 Yes

City of Hico 33548 1,322 Yes

City of Hidalgo 33560 8,599 Yes

City of Higgins 33608 435 No

City of Highland Haven 33794 472 No

City of Highland Village 33848 13,527 Yes

City of Hill Country Village 33968 1,058 Yes

City of Hillcrest Village 33980 731 No

City of Hillsboro 34088 8,590 Yes

City of Hilshire Village 34148 742 Yes

City of Hitchcock 34220 7,107 Yes

City of Holiday Lakes 34502 1,131 No

City of Holland 34508 1,112 Yes

City of Holliday 34532 1,671 Yes

City of Hondo 34676 8,117 Yes

City of Honey Grove 34700 1,760 Yes

City of Hooks 34736 2,961 Yes

City of Houston 35000 2,009,834 Yes

City of Howardwick 35072 452 Yes

City of Howe 35084 2,610 Yes

City of Hubbard 35180 1,627 Yes

City of Hudson 35228 3,886 Yes

City of Hudson Oaks 35254 1,724 Yes

City of Hughes Springs 35300 1,851 Yes

City of Humble 35348 14,847 Yes



City of Hunters Creek Village 35480 4,515 Yes

City of Huntington 35492 2,091 Yes

City of Huntsville 35528 35,730 Yes

City of Hurst 35576 36,809 Yes

City of Hutchins 35612 2,850 Yes

City of Hutto 35624 2,971 Yes

City of Huxley 35636 305 No

City of Idalou 35732 2,137 Yes

City of Impact 35816 38 No

City of Industry 35984 317 No

City of Ingleside 36008 8,796 No

City of Ingleside on the Bay 36020 649 No

City of Ingram 36032 1,794 No

City of Iowa Colony 36092 866 No

City of Iowa Park 36104 6,323 Yes

City of Iraan 36128 1,215 Yes

City of Iredell 36140 362 Yes

City of Irving 37000 196,119 Yes

City of Italy 37072 2,028 No

City of Itasca 37084 1,558 No

City of Jacinto City 37156 10,382 Yes

City of Jacksboro 37168 4,586 Yes

City of Jacksonville 37216 14,034 Yes

City of Jarrell 37396 1,384 Yes

City of Jasper 37420 7,634 Yes

City of Jayton 37468 484 No

City of Jefferson 37528 2,003 No

City of Jersey Village 37612 7,181 No



City of Jewett 37648 897 No

City of Joaquin 37684 917 No

City of Johnson City 37780 1,248 Yes

City of Jolly 37924 194 Yes

City of Jonestown 38020 1,751 Yes

City of Josephine 38068 675 No

City of Joshua 38080 5,004 Yes

City of Jourdanton 38116 3,956 No

City of Junction 38248 2,631 Yes

City of Justin 38332 2,153 No

City of Karnes City 38452 3,439 Yes

City of Katy 38476 12,430 Yes

City of Kaufman 38488 7,204 No

City of Keene 38548 5,396 No

City of Keller 38632 32,921 Yes

City of Kemah 38776 2,325 Yes

City of Kemp 38788 1,189 No

City of Kempner 38800 1,084 Yes

City of Kendleton 38848 495 No

City of Kenedy 38860 3,431 Yes

City of Kenefick 38872 710 No

City of Kennard 38884 317 Yes

City of Kennedale 38896 6,320 Yes

City of Kerens 38992 1,720 No

City of Kermit 39004 5,466 Yes

City of Kerrville 39040 21,090 Yes

City of Kilgore 39124 11,477 Yes

City of Killeen 39148 92,707 Yes



City of Kingsville 39352 25,175 Yes

City of Kirby 39448 8,707 Yes

City of Kirbyville 39460 2,061 Yes

City of Kirvin 39520 126 No

City of Knollwood 39680 406 No

City of Knox City 39700 1,163 Yes

City of Kosse 39844 503 No

City of Kountze 39868 2,114 Yes

City of Kress 39904 805 No

City of Krugerville 39916 1,046 No

City of Krum 39928 2,321 No

City of Kyle 39952 8,540 No

City of La Coste 40108 1,319 Yes

City of La Feria 40204 6,361 No

City of La Grange 40276 4,577 Yes

City of La Grulla 40288 1,277 Yes

City of La Joya 40384 4,136 No

City of La Marque 41116 13,729 Yes

City of La Porte 41440 33,214 Yes

City of La Vernia 41764 970 Yes

City of La Villa 41788 1,377 No

City of La Ward 41848 201 No

City of Lacy Lakeview 40168 5,778 Yes

City of Ladonia 40180 671 No

City of Lago Vista 40264 4,981 Yes

City of Lake Bridgeport 40450 396 No

City of Lake City 40472 528 No

City of Lake Dallas 40516 6,647 No



City of Lake Jackson 40588 26,954 No

City of Lake Worth 41056 4,668 No

City of Lakeport 40696 889 No

City of Lakeside 40738 332 No

City of Lakeside City 40756 1,008 Yes

City of Lakeview 40888 148 Yes

City of Lakeway 40984 8,236 Yes

City of Lakewood Village 41050 354 No

City of Lamesa 41164 9,657 Yes

City of Lampasas 41188 7,207 Yes

City of Lancaster 41212 27,082 Yes

City of Laredo 41464 191,538 Yes

City of Latexo 41644 275 Yes

City of Lavon 41800 399 No

City of Lawn 41872 348 No

City of League City 41980 51,397 Yes

City of Leakey 42004 385 Yes

City of Leander 42016 11,661 Yes

City of Leary 42028 563 Yes

City of Lefors 42148 548 No

City of Leon Valley 42388 9,338 Yes

City of Leona 42340 189 No

City of Leonard 42352 1,905 No

City of Leroy 42400 329 No

City of Levelland 42448 12,932 Yes

City of Lewisville 42508 83,960 Yes

City of Lexington 42532 1,238 Yes

City of Liberty 42568 8,263 Yes



City of Liberty Hill 42664 1,471 No

City of Lincoln Park 42808 566 No

City of Lindale 42820 3,370 Yes

City of Linden 42844 2,223 No

City of Lipan 42940 451 No

City of Little River-Academy 43066 1,637 Yes

City of Littlefield 43024 6,456 Yes

City of Live Oak 43096 9,567 Yes

City of Liverpool 43120 415 No

City of Livingston 43132 6,172 Yes

City of Llano 43144 3,459 Yes

City of Lockhart 43240 12,769 Yes

City of Lockney 43252 1,966 Yes

City of Log Cabin 43354 774 No

City of Lometa 43516 818 Yes

City of Lone Oak 43636 538 No

City of Lone Star 43684 1,638 Yes

City of Longview 43888 74,330 Yes

City of Loraine 43996 623 No

City of Lorena 44020 1,489 Yes

City of Lorenzo 44032 1,327 No

City of Los Fresnos 44116 4,803 No

City of Los Indios 44128 1,157 No

City of Los Ybanez 44170 31 No

City of Lott 44176 696 Yes

City of Lovelady 44260 611 Yes

City of Lowry Crossing 44308 1,470 Yes

City of Lubbock 45000 203,715 Yes



City of Lucas 45012 3,174 No

City of Lueders 45048 287 Yes

City of Lufkin 45072 32,748 Yes

City of Luling 45096 5,281 Yes

City of Lumberton 45120 8,905 Yes

City of Lyford 45228 1,953 No

City of Lytle 45288 2,524 No

City of Mabank 45324 2,315 No

City of Madisonville 45996 4,189 Yes

City of Magnolia 46056 1,173 No

City of Malakoff 46224 2,290 No

City of Malone 46260 285 No

City of Manor 46440 1,187 Yes

City of Mansfield 46452 31,630 Yes

City of Manvel 46500 3,201 Yes

City of Marble Falls 46584 5,276 Yes

City of Marfa 46620 2,105 No

City of Marietta 46668 110 No

City of Marion 46692 1,122 Yes

City of Marlin 46740 6,428 Yes

City of Marquez 46752 225 No

City of Marshall 46776 23,977 Yes

City of Mart 46824 2,247 No

City of Martindale 46848 997 Yes

City of Mason 46968 2,163 Yes

City of Matador 47004 695 Yes

City of Mathis 47040 5,198 No

City of Maud 47088 1,018 Yes



City of Maypearl 47268 787 No

City of McAllen 45384 113,877 Yes

City of McCamey 45432 1,731 Yes

City of McGregor 45672 4,756 Yes

City of McKinney 45744 73,081 Yes

City of McLean 45780 810 Yes

City of McLendon-Chisholm 45804 937 No

City of Meadow 47316 652 No

City of Meadowlakes 47330 1,520 No

City of Meadows Place 47335 5,176 Yes

City of Megargel 47460 250 Yes

City of Melissa 47496 1,686 No

City of Melvin 47568 148 Yes

City of Memphis 47616 2,395 Yes

City of Menard 47628 1,632 Yes

City of Mercedes 47700 14,150 Yes

City of Meridian 47760 1,491 Yes

City of Merkel 47796 2,597 Yes

City of Mertens 47820 150 No

City of Mertzon 47832 834 Yes

City of Mesquite 47892 128,776 Yes

City of Mexia 47916 6,583 No

City of Miami 47988 569 No

City of Midland 48072 95,829 Yes

City of Midlothian 48096 9,815 Yes

City of Midway 48180 297 No

City of Milano 48336 414 Yes

City of Mildred 48372 424 No



City of Miles 48396 834 Yes

City of Milford 48408 693 No

City of Miller's Cove 48478 125 No

City of Millsap 48564 368 No

City of Mineola 48648 4,680 Yes

City of Mineral Wells 48684 16,968 Yes

City of Mingus 48720 248 No

City of Mission 48768 51,432 Yes

City of Missouri City 48804 59,186 Yes

City of Mobeetie 48852 104 Yes

City of Mobile City 48858 210 No

City of Monahans 48936 6,541 Yes

City of Mont Belvieu 49068 2,447 No

City of Montgomery 49128 523 No

City of Moody 49200 1,401 No

City of Moore Station 49272 187 No

City of Moran 49320 234 Yes

City of Morgan 49356 500 Yes

City of Morgan's Point 49380 342 No

City of Morgan's Point Resort 49392 3,357 Yes

City of Morton 49464 2,089 Yes

City of Moulton 49560 931 Yes

City of Mount Calm 49692 322 No

City of Mount Enterprise 49728 526 No

City of Mount Pleasant 49800 14,174 Yes

City of Mount Vernon 49860 2,325 Yes

City of Mountain City 49600 698 No

City of Muenster 49932 1,625 Yes



City of Muleshoe 49968 4,441 Yes

City of Mullin 49992 176 Yes

City of Munday 50040 1,461 Yes

City of Murchison 50076 606 No

City of Murphy 50100 6,675 No

City of Mustang 50184 51 No

City of Mustang Ridge 50200 893 Yes

City of Nacogdoches 50256 30,289 Yes

City of Naples 50316 1,435 Yes

City of Nash 50352 2,169 Yes

City of Nassau Bay 50376 4,186 Yes

City of Natalia 50400 1,739 Yes

City of Navarro 50448 197 No

City of Navasota 50472 7,154 Yes

City of Nazareth 50496 353 Yes

City of Nederland 50580 17,035 Yes

City of Needville 50628 2,851 Yes

City of Nesbitt 50724 308 No

City of Nevada 50760 592 No

City of New Berlin 50796 483 No

City of New Boston 50808 4,667 Yes

City of New Braunfels 50820 41,239 Yes

City of New Chapel Hill 50876 570 No

City of New Deal 50916 732 No

City of New Fairview 80734 886 No

City of New Home 51012 314 No

City of New London 51168 998 Yes

City of New Summerfield 51336 1,035 No



City of New Waverly 51396 944 No

City of Newark 50772 1,011 No

City of Newcastle 50868 567 Yes

City of Newton 51372 2,447 Yes

City of Neylandville 51444 58 No

City of Niederwald 51492 632 Yes

City of Nixon 51588 2,204 No

City of Nocona 51648 3,213 Yes

City of Nolanville 51708 2,171 Yes

City of Nome 51720 510 Yes

City of Noonday 51756 534 No

City of Nordheim 51792 322 No

City of Normangee 51840 744 No

City of North Cleveland 51984 278 No

City of North Richland Hills 52356 59,186 Yes

City of Novice 52668 137 Yes

City of Oak Grove 52902 777 No

City of Oak Leaf 53115 1,253 Yes

City of Oak Point 53130 2,107 No

City of Oak Ridge 53154 254 Yes

City of Oak Ridge North 53190 3,086 No

City of Oakhurst 52992 241 No

City of Oakwood 53232 485 No

City of O'Brien 53304 130 Yes

City of Odem 53376 2,463 No

City of Odessa 53388 90,961 Yes

City of O'Donnell 53436 983 Yes

City of Oglesby 53520 456 Yes



City of Old River-Winfree 53824 1,850 No

City of Olmos Park 53988 2,317 Yes

City of Olney 54000 3,319 Yes

City of Olton 54012 2,301 No

City of Omaha 54024 999 No

City of Onalaska 54048 1,271 Yes

City of Opdyke West 54075 195 No

City of Orange 54132 18,198 Yes

City of Orange Grove 54168 1,318 Yes

City of Orchard 54192 441 No

City of Ore City 54216 1,138 No

City of Overton 54432 2,334 No

City of Ovilla 54444 3,585 Yes

City of Oyster Creek 54528 1,231 No

City of Paducah 54600 1,409 Yes

City of Paint Rock 54636 308 Yes

City of Palacios 54684 5,238 No

City of Palestine 54708 17,731 No

City of Palisades 54726 364 No

City of Palmer 54744 1,910 No

City of Palmhurst 54780 4,960 No

City of Palmview 54804 4,293 No

City of Pampa 54912 17,312 Yes

City of Panhandle 54960 2,601 Yes

City of Panorama Village 55008 2,125 Yes

City of Paradise 55056 492 No

City of Paris 55080 26,212 Yes

City of Parker 55152 1,672 No



City of Pasadena 56000 145,034 Yes

City of Pattison 56108 452 Yes

City of Patton Village 56156 1,481 No

City of Payne Springs 56276 700 No

City of Pearland 56348 44,540 Yes

City of Pearsall 56384 7,105 Yes

City of Pecan Gap 56468 217 Yes

City of Pecan Hill 56485 697 No

City of Pelican Bay 56640 1,605 No

City of Penelope 56672 219 Yes

City of Penitas 56696 1,175 No

City of Perryton 56912 7,827 Yes

City of Petersburg 56996 1,231 Yes

City of Petrolia 57044 814 Yes

City of Petronila 57056 82 No

City of Pflugerville 57176 23,072 Yes

City of Pharr 57200 51,278 Yes

City of Pilot Point 57476 3,818 No

City of Pine Forest 57524 630 Yes

City of Pine Island 57615 853 Yes

City of Pinehurst 57608 2,245 Yes

City of Pineland 57644 926 No

City of Piney Point Village 57800 3,464 Yes

City of Pittsburg 57908 4,328 Yes

City of Plains 57968 1,440 Yes

City of Plainview 57980 21,916 Yes

City of Plano 58016 238,091 Yes

City of Pleasanton 58280 8,732 Yes



City of Plum Grove 58448 982 No

City of Point 58532 890 No

City of Point Blank 58556 575 Yes

City of Point Comfort 58568 767 Yes

City of Port Aransas 58808 3,505 Yes

City of Port Arthur 58820 56,885 Yes

City of Port Isabel 58892 5,174 No

City of Port Lavaca 58916 11,939 Yes

City of Port Neches 58940 13,338 Yes

City of Portland 58904 15,422 Yes

City of Post 59012 3,796 No

City of Post Oak Bend 59066 426 No

City of Poteet 59084 3,464 No

City of Poth 59096 1,959 Yes

City of Pottsboro 59132 1,619 Yes

City of Powell 59168 108 No

City of Poynor 59192 322 No

City of Prairie View 59336 4,486 Yes

City of Premont 59384 2,795 No

City of Presidio 59396 4,555 No

City of Primera 59540 2,954 No

City of Princeton 59576 3,728 No

City of Progreso 59636 5,053 No

City of Progreso Lakes 59642 242 No

City of Putnam 59984 85 No

City of Pyote 59996 128 No

City of Quanah 60044 2,860 Yes

City of Queen City 60080 1,593 No



City of Quinlan 60140 1,422 No

City of Quitaque 60176 413 Yes

City of Quitman 60188 2,065 Yes

City of Ralls 60356 2,184 Yes

City of Ranger 60632 2,542 Yes

City of Rangerville 60644 204 No

City of Rankin 60668 777 Yes

City of Ravenna 60752 222 No

City of Raymondville 60836 9,630 No

City of Red Lick 61172 852 No

City of Red Oak 61196 5,458 Yes

City of Redwater 61340 884 Yes

City of Reklaw 61508 328 No

City of Reno 61604 2,595 No

City of Reno 61592 2,823 No

City of Retreat 61616 352 No

City of Rhome 61700 682 No

City of Rice 61736 860 No

City of Richardson 61796 96,956 Yes

City of Richland 61820 304 No

City of Richland Hills 61844 8,204 Yes

City of Richland Springs 61880 342 Yes

City of Richmond 61892 11,863 Yes

City of Richwood 61904 3,123 No

City of Riesel 62108 986 No

City of Rio Bravo 62138 5,657 No

City of Rio Grande City 62168 12,603 Yes

City of Rio Hondo 62180 2,019 No



City of Rio Vista 62240 686 No

City of Rising Star 62252 829 Yes

City of River Oaks 62384 7,049 Yes

City of Riverside 62408 425 No

City of Roanoke 62504 3,339 Yes

City of Roaring Springs 62528 247 No

City of Robert Lee 62564 1,157 Yes

City of Robinson 62588 8,220 Yes

City of Robstown 62600 12,608 Yes

City of Roby 62612 659 Yes

City of Rochester 62636 368 Yes

City of Rockdale 62672 5,439 Yes

City of Rockport 62804 8,192 Yes

City of Rocksprings 62816 1,243 Yes

City of Rockwall 62828 22,334 Yes

City of Rocky Mound 62870 96 No

City of Rogers 62924 1,097 Yes

City of Rollingwood 63008 1,382 Yes

City of Roma 63020 10,135 Yes

City of Roman Forest 63044 1,975 No

City of Ropesville 63140 519 Yes

City of Roscoe 63176 1,316 Yes

City of Rose City 63200 519 Yes

City of Rose Hill Acres 63272 483 Yes

City of Rosebud 63188 1,443 Yes

City of Rosenberg 63284 27,136 Yes

City of Ross 63380 233 No

City of Rotan 63464 1,561 Yes



City of Round Rock 63500 73,858 Yes

City of Rowlett 63572 49,908 Yes

City of Roxton 63584 698 Yes

City of Royse City 63668 3,579 No

City of Rule 63752 674 Yes

City of Runaway Bay 63782 1,199 Yes

City of Runge 63788 1,084 No

City of Rusk 63848 5,228 No

City of Sabinal 64004 1,627 Yes

City of Sachse 64064 13,015 No

City of Sadler 64088 419 No

City of Saginaw 64112 15,389 Yes

City of Saint Hedwig 64172 1,968 No

City of San Angelo 64472 87,423 Yes

City of San Antonio 65000 1,194,222 Yes

City of San Augustine 65024 2,480 Yes

City of San Benito 65036 24,068 No

City of San Diego 65180 4,671 Yes

City of San Juan 65516 28,182 Yes

City of San Marcos 65600 41,602 Yes

City of San Patricio 65612 318 No

City of San Perlita 65636 678 No

City of San Saba 65648 2,680 Yes

City of Sanctuary 65066 273 No

City of Sanford 65384 199 No

City of Sanger 65408 5,006 No

City of Sansom Park 65660 4,216 No

City of Santa Anna 65672 1,042 Yes



City of Santa Clara 65690 924 No

City of Santa Fe 65726 10,019 Yes

City of Santa Rosa 65768 2,863 No

City of Savoy 66008 861 Yes

City of Schertz 66128 20,762 Yes

City of Schulenburg 66188 2,747 Yes

City of Scotland 66284 449 Yes

City of Scottsville 66332 268 No

City of Seabrook 66392 10,177 Yes

City of Seadrift 66416 1,376 No

City of Seagoville 66428 11,094 Yes

City of Seagraves 66440 2,282 Yes

City of Sealy 66464 5,563 Yes

City of Seguin 66644 22,741 Yes

City of Selma 66704 1,159 No

City of Seminole 66764 5,803 Yes

City of Seven Oaks 66884 142 Yes

City of Seven Points 66908 1,211 No

City of Seymour 66968 2,785 Yes

City of Shallowater 67136 2,153 Yes

City of Shamrock 67160 1,914 Yes

City of Shavano Park 67268 1,939 Yes

City of Shenandoah 67400 1,541 No

City of Shepherd 67424 2,138 Yes

City of Sherman 67496 35,788 Yes

City of Shiner 67640 2,032 Yes

City of Shoreacres 67688 1,554 No

City of Silsbee 67832 6,451 Yes



City of Silverton 67904 740 No

City of Simonton 67964 788 No

City of Sinton 68036 5,590 No

City of Slaton 68180 6,047 Yes

City of Smiley 68300 465 No

City of Smithville 68456 4,242 Yes

City of Smyer 68504 483 Yes

City of Snook 68576 582 No

City of Snyder 68624 10,415 Yes

City of Socorro 68636 27,964 No

City of Somerset 68708 1,669 No

City of Somerville 68720 1,736 No

City of Sonora 68756 2,959 Yes

City of Sour Lake 68828 1,679 Yes

City of South Houston 69020 16,142 No

City of South Mountain 69120 411 Yes

City of Southlake 69032 23,767 Yes

City of Southmayd 69104 1,052 No

City of Southside Place 69272 1,605 Yes

City of Spearman 69476 2,972 Yes

City of Splendora 69548 1,374 No

City of Spofford 69560 75 Yes

City of Spring Valley 69812 3,669 Yes

City of Springtown 69800 2,299 No

City of Spur 69848 1,057 Yes

City of Stafford 69908 17,935 Yes

City of Stagecoach 69932 480 No

City of Stamford 69980 3,447 Yes



City of Stanton 70040 2,485 Yes

City of Star Harbor 70076 422 No

City of Stephenville 70208 14,894 Yes

City of Sterling City 70232 1,048 Yes

City of Stinnett 70340 1,889 Yes

City of Stockdale 70376 1,468 Yes

City of Stratford 70544 2,072 No

City of Strawn 70580 744 No

City of Streetman 70604 207 No

City of Sudan 70772 1,040 No

City of Sugar Land 70808 68,599 Yes

City of Sullivan City 70868 4,137 No

City of Sulphur Springs 70904 14,612 Yes

City of Sun Valley 71356 53 Yes

City of Sundown 71060 1,530 Yes

City of Sunray 71180 1,961 No

City of Sunrise Beach Village 71228 741 Yes

City of Sunset 71264 345 Yes

City of Sunset Valley 71324 468 Yes

City of Sweeny 71492 3,684 No

City of Sweetwater 71540 10,937 Yes

City of Taft 71684 3,458 No

City of Tahoka 71708 2,794 Yes

City of Talco 71732 571 No

City of Tatum 71924 1,181 No

City of Taylor 71948 14,062 Yes

City of Taylor Lake Village 71960 3,695 No

City of Teague 72020 4,652 No



City of Tehuacana 72080 311 No

City of Temple 72176 54,447 Yes

City of Tenaha 72188 1,061 No

City of Terrell 72284 15,147 No

City of Terrell Hills 72296 5,044 Yes

City of Texarkana 72368 35,205 Yes

City of Texas City 72392 43,063 Yes

City of Texhoma 72464 377 No

City of Texline 72476 511 Yes

City of The Colony 72530 32,257 Yes

City of Thorndale 72776 1,304 Yes

City of Thornton 72788 531 No

City of Thrall 72824 790 Yes

City of Three Rivers 72872 1,805 Yes

City of Throckmorton 72896 834 Yes

City of Timpson 73076 1,100 Yes

City of Tioga 73112 819 Yes

City of Tira 73124 249 No

City of Toco 73196 89 No

City of Todd Mission 73224 156 No

City of Tolar 73268 535 No

City of Tom Bean 73328 967 Yes

City of Tomball 73316 9,725 Yes

City of Tool 73352 2,307 No

City of Toyah 73496 95 Yes

City of Trent 73580 312 No

City of Trenton 73592 665 Yes

City of Trinidad 73652 1,104 No



City of Trinity 73664 2,739 Yes

City of Troup 73724 1,997 Yes

City of Troy 73748 1,369 Yes

City of Tulia 73868 4,918 Yes

City of Turkey 73964 482 Yes

City of Tuscola 74048 725 Yes

City of Tye 74132 1,163 No

City of Tyler 74144 87,030 Yes

City of Uhland 74216 408 Yes

City of Uncertain 74240 149 No

City of Union Grove 74312 358 No

City of Universal City 74408 15,073 Yes

City of University Park 74492 23,817 Yes

City of Uvalde 74588 15,179 Yes

City of Valentine 74648 185 No

City of Valley Mills 74732 1,132 No

City of Van 74912 2,446 No

City of Van Alstyne 74924 2,579 Yes

City of Vega 75188 919 No

City of Venus 75236 2,069 No

City of Vernon 75308 11,044 Yes

City of Victoria 75428 61,031 Yes

City of Vidor 75476 11,302 Yes

City of Waco 76000 115,749 Yes

City of Waelder 76024 969 Yes

City of Wake Village 76096 5,175 Yes

City of Waller 76228 2,072 Yes

City of Wallis 76240 1,210 No



City of Walnut Springs 76348 776 Yes

City of Warren City 76576 344 No

City of Waskom 76636 2,092 No

City of Watauga 76672 23,376 Yes

City of Waxahachie 76816 23,059 Yes

City of Weatherford 76864 20,619 Yes

City of Webster 76948 9,158 Yes

City of Weimar 77020 1,960 Yes

City of Weinert 77044 172 No

City of Weir 77056 628 Yes

City of Wellington 77152 2,189 No

City of Wellman 77164 204 No

City of Wells 77176 791 No

City of Weslaco 77272 29,094 Yes

City of West 77332 2,694 Yes

City of West Columbia 77416 4,308 No

City of West Lake Hills 77632 3,065 Yes

City of West Orange 77752 4,045 Yes

City of West Tawakoni 77896 1,579 No

City of West University Place 77956 14,908 Yes

City of Westbrook 77380 195 No

City of Westminster 77680 410 No

City of Weston 77740 663 No

City of Westworth Village 78064 2,122 No

City of Wharton 78136 9,386 Yes

City of Wheeler 78208 1,307 Yes

City of White Deer 78316 1,071 Yes

City of White Oak 78436 5,786 Yes



City of White Settlement 78544 15,154 No

City of Whiteface 78328 436 No

City of Whitehouse 78388 6,235 Yes

City of Whitesboro 78532 3,919 Yes

City of Whitewright 78628 1,759 Yes

City of Whitney 78664 1,931 Yes

City of Wichita Falls 79000 102,926 Yes

City of Wickett 79036 436 Yes

City of Willis 79408 4,169 No

City of Willow Park 79492 3,069 No

City of Wills Point 79564 3,611 Yes

City of Wilmer 79576 3,651 Yes

City of Wilson 79612 512 No

City of Windcrest 79672 5,110 Yes

City of Windthorst 79696 444 Yes

City of Winfield 79720 515 No

City of Wink 79768 893 Yes

City of Winnsboro 79816 3,667 Yes

City of Winona 79828 595 Yes

City of Winters 79876 2,800 Yes

City of Wixon Valley 79919 232 No

City of Wolfe City 79948 1,606 Yes

City of Wolfforth 79972 2,655 Yes

City of Woodbranch Village 80044 1,356 No

City of Woodcreek 80058 1,367 Yes

City of Woodloch 80144 253 No

City of Woodson 80188 276 Yes

City of Woodville 80212 2,355 Yes



City of Woodway 80224 8,721 Yes

City of Wortham 80296 1,098 No

City of Wylie 80356 18,380 Yes

City of Yantis 80440 336 Yes

City of Yoakum 80560 5,715 Yes

City of Yorktown 80584 2,242 Yes

City of Zavalla 80728 652 Yes

Clay County 48077 5,710 Yes

Cochran County 48079 957 Yes

Coke County 48081 1,620 Yes

Coleman County 48083 2,717 Yes

Collin County 48085 33,801 Yes

Collingsworth County 48087 802 No

Colorado County 48089 10,884 Yes

Comal County 48091 39,089 Yes

Comanche County 48093 6,478 Yes

Concho County 48095 1,032 Yes

Cooke County 48097 17,814 Yes

Coryell County 48099 28,766 Yes

Cottle County 48101 388 Yes

Crane County 48103 787 Yes

Crockett County 48105 3,807 Yes

Crosby County 48107 1,540 Yes

Culberson County 48109 502 Yes

Dallam County 48111 1,051 No

Dallas County 48113 8,231 Yes

Dawson County 48115 4,754 Yes

Deaf Smith County 48117 3,973 Yes



Delta County 48119 3,025 Yes

Denton County 48121 37,650 Yes

DeWitt County 48123 8,733 Yes

DFW Airport 19004 160,000 Yes

Dickens County 48125 1,319 Yes

Dimmit County 48127 2,578 Yes

Donley County 48129 1,065 Yes

Duval County 48131 4,176 Yes

Eastland County 48133 5,820 Yes

Ector County 48135 32,189 Yes

Edwards County 48137 838 Yes

El Paso County 48141 47,056 Yes

Ellis County 48139 78,539 Yes

Erath County 48143 14,489 No

Falls County 48145 9,193 Yes

Fannin County 48147 14,023 Yes

Fayette County 48149 12,988 Yes

Fisher County 48151 2,026 Yes

Floyd County 48153 2,054 Yes

Foard County 48155 460 Yes

Fort Bend County 48157 168,915 Yes

Franklin County 48159 6,634 Yes

Freestone County 48161 9,165 Yes

Frio County 48163 4,978 Yes

Gaines County 48165 6,226 Yes

Galveston County 48167 31,388 Yes

Garza County 48169 1,180 Yes

Gillespie County 48171 12,261 Yes



Glasscock County 48173 1,369 Yes

Goliad County 48175 5,067 Yes

Gonzales County 48177 8,002 Yes

Gray County 48179 3,418 Yes

Grayson County 48181 34,696 Yes

Gregg County 48183 19,668 Yes

Grimes County 48185 17,159 Yes

Guadalupe County 48187 44,025 Yes

Hale County 48189 8,382 Yes

Hall County 48191 474 Yes

Hamilton County 48193 3,657 Yes

Hansford County 48195 1,175 No

Hardeman County 48197 871 Yes

Hardin County 48199 29,356 Yes

Harris County 48201 1,131,952 Yes

Harrison County 48203 31,348 No

Hartley County 48205 2,572 Yes

Haskell County 48207 1,520 Yes

Hays County 48209 48,333 Yes

Hemphill County 48211 1,119 Yes

Henderson County 48213 42,891 Yes

Hidalgo County 48215 193,725 Yes

Hill County 48217 17,479 Yes

Hockley County 48219 6,001 Yes

Hood County 48221 34,012 Yes

Hopkins County 48223 16,188 Yes

Houston County 48225 13,499 Yes

Howard County 48227 7,259 Yes



Hudspeth County 48229 2,926 Yes

Hunt County 48231 37,671 Yes

Hutchinson County 48233 5,111 Yes

Irion County 48235 923 Yes

Jack County 48237 3,844 Yes

Jackson County 48239 6,394 Yes

Jasper County 48241 25,859 Yes

Jeff Davis County 48243 2,026 Yes

Jefferson County 48245 30,461 Yes

Jim Hogg County 48247 5,173 Yes

Jim Wells County 48249 15,803 Yes

Johnson County 48251 67,757 Yes

Jones County 48253 5,810 Yes

Karnes County 48255 6,867 Yes

Kaufman County 48257 36,858 Yes

Kendall County 48259 18,052 Yes

Kenedy County 48261 419 No

Kent County 48263 323 Yes

Kerr County 48265 21,973 Yes

Kickapoo Traditional Tribe of 48902 893 Yes

Kimble County 48267 1,871 Yes

King County 48269 333 Yes

Kinney County 48271 1,460 Yes

Kleberg County 48273 5,950 Yes

Knox County 48275 876 Yes

La Salle County 48281 2,844 Yes

Lamar County 48283 9,554 Yes

Lamb County 48277 1,630 Yes



Lampasas County 48279 17,080 Yes

Lavaca County 48285 10,082 Yes

Lee County 48287 9,822 Yes

Leon County 48289 10,601 Yes

Liberty County 48291 45,992 Yes

Limestone County 48293 9,166 Yes

Lipscomb County 48295 616 No

Live Oak County 48297 7,578 Yes

Llano County 48299 13,558 Yes

Loving County 48301 64 Yes

Lubbock County 48303 27,881 Yes

Lynn County 48305 1,831 Yes

Madison County 48313 1,608 Yes

Marion County 48315 14,266 No

Martin County 48317 25,145 Yes

Mason County 48319 2,448 Yes

Matagorda County 48321 37,748 Yes

Maverick County 48323 856 Yes

McCulloch County 48307 8,574 Yes

McLennan County 48309 9,078 Yes

McMullen County 48311 2,054 Yes

Medina County 48325 22,330 Yes

Menard County 48327 697 Yes

Midland County 48329 20,801 Yes

Milam County 48331 11,567 Yes

Mills County 48333 3,163 Yes

Mitchell County 48335 4,493 Yes

Montague County 48337 9,484 Yes



Montgomery County 48339 268,051 Yes

Moore County 48341 1,925 Yes

Morris County 48343 6,636 Yes

Motley County 48345 394 Yes

Nacogdoches County 48347 26,905 Yes

Navarro County 48349 13,388 Yes

Newton County 48351 12,499 Yes

Nolan County 48353 2,576 Yes

Nueces County 48355 15,051 Yes

Ochiltree County 48357 1,212 Yes

Oldham County 48359 1,080 Yes

Orange County 48361 38,774 Yes

Palo Pinto County 48363 10,481 Yes

Panola County 48365 14,920 Yes

Parker County 48367 55,348 Yes

Parmer County 48369 2,886 Yes

Pecos County 48371 7,618 Yes

Polk County 48373 34,745 Yes

Potter County 48375 14,293 Yes

Presidio County 48377 1,021 Yes

Rains County 48379 7,351 Yes

Randall County 48381 16,742 Yes

Reagan County 48383 422 Yes

Real County 48385 1,825 Yes

Red River County 48387 7,298 Yes

Reeves County 48389 2,935 Yes

Refugio County 48391 2,660 Yes

Roberts County 48393 288 Yes



Robertson County 48395 7,594 Yes

Rockwall County 48397 9,356 Yes

Runnels County 48399 3,404 Yes

Rusk County 48401 28,960 Yes

Sabine County 48403 8,361 Yes

San Augustine County 48405 6,256 No

San Jacinto County 48407 19,579 Yes

San Patricio County 48409 15,225 Yes

San Saba County 48411 3,126 Yes

Schleicher County 48413 989 Yes

Scurry County 48415 5,462 Yes

Shackelford County 48417 1,167 Yes

Shelby County 48419 16,421 Yes

Sherman County 48421 836 No

Smith County 48423 76,223 Yes

Somervell County 48425 4,902 No

Starr County 48427 32,671 Yes

Stephens County 48429 3,763 Yes

Sterling County 48431 298 Yes

Stonewall County 48433 585 Yes

Sutton County 48435 1,158 Yes

Swisher County 48437 1,763 Yes

Tarrant County 48439 33,218 Yes

Taylor County 48441 10,356 Yes

Terrell County 48443 998 Yes

Terry County 48445 2,429 Yes

Throckmorton County 48447 601 Yes

Tigua Tribe Ysleta del Sur 48903 1,288 Yes



Titus County 48449 13,020 Yes

Tom Green County 48451 15,595 Yes

Town of Addison 1240 14,117 Yes

Town of Annetta 3336 1,157 No

Town of Annetta South 3342 579 No

Town of Anthony 3432 3,980 No

Town of Bartonville 5768 1,252 No

Town of Bayside 6104 351 No

Town of Bayview 6140 358 No

Town of Broaddus 10384 186 No

Town of Buckholts 11020 400 Yes

Town of Buffalo Gap 11128 449 Yes

Town of Chireno 14776 399 No

Town of Clint 15544 985 No

Town of Combes 16204 2,830 Yes

Town of Copper Canyon 16636 1,254 No

Town of Cross Roads 17852 626 No

Town of Cross Timber 17917 292 No

Town of Cut and Shoot 18260 1,222 No

Town of Darrouzett 19288 305 No

Town of Double Oak 21028 2,481 No

Town of Edgecliff Village 22588 2,575 Yes

Town of Enchanted Oaks 24228 374 No

Town of Fairview 25224 3,405 Yes

Town of Flower Mound 26232 58,642 Yes

Town of Fulton 27888 1,606 No

Town of Hackberry 31715 467 No

Town of Hickory Creek 33476 2,437 No



Town of Highland Park 33824 8,920 No

Town of Hollywood Park 34628 3,035 Yes

Town of Horizon City 34832 6,707 No

Town of Indian Lake 35918 571 No

Town of Lakeside 40744 1,118 No

Town of Lindsay 42868 851 No

Town of Little Elm 43012 9,147 No

Town of Marshall Creek 46782 470 No

Town of New Hope 51036 692 No

Town of Northlake 52212 995 No

Town of Oak Ridge 53160 521 No

Town of Oak Valley 53217 422 No

Town of Palm Valley 54798 1,292 No

Town of Pantego 55020 2,357 Yes

Town of Pecos 56516 8,945 Yes

Town of Pleasant Valley 58400 395 Yes

Town of Ponder 58664 660 No

Town of Prosper 59696 2,612 Yes

Town of Quintana 60164 39 No

Town of Rancho Viejo 60544 1,762 No

Town of Ransom Canyon 60672 1,054 Yes

Town of Refugio 61436 2,860 No

Town of Round Mountain 63476 116 No

Town of Round Top 63524 78 Yes

Town of Saint Jo 64184 964 Yes

Town of Saint Paul 64220 709 No

Town of San Felipe 65372 902 No

Town of Shady Shores 67100 1,712 No



Town of Skellytown 68120 620 Yes

Town of South Padre Island 69140 2,442 Yes

Town of Springlake 69764 139 No

Town of Sunnyvale 71156 3,498 No

Town of Talty 80736 1,113 No

Town of Thompsons 72740 256 No

Town of Thorntonville 72800 428 No

Town of Trophy Club 73710 7,027 Yes

Town of Valley View 74756 777 No

Town of Van Horn 75032 2,337 No

Town of Westlake 77620 209 Yes

Town of Westover Hills 77788 680 Yes

Town of Windom 79684 246 No

Town of Woodsboro 80176 1,663 No

Travis County 48453 140,768 Yes

Trinity County 48455 10,227 Yes

Tyler County 48457 17,490 Yes

Upshur County 48459 25,596 No

Upton County 48461 779 Yes

Uvalde County 48463 9,702 Yes

Val Verde County 48465 11,292 Yes

Van Zandt County 48467 35,432 Yes

Victoria County 48469 23,901 Yes

Village of Bear Creek 6242 371 No

Village of Bee Cave 7156 778 No

Village of Bonney 9388 409 No

Village of Briarcliff 10197 860 No

Village of Buffalo Springs 11155 495 No



Village of Fairchilds 25068 739 No

Village of Jamaica Beach 37252 1,073 Yes

Village of Jones Creek 37984 2,173 No

Village of Laguna Vista 40336 2,024 No

Village of Lake Tanglewood 40804 833 No

Village of Pernitas Point 56840 262 No

Village of Pleak 58088 1,024 Yes

Village of Rosser 63404 409 No

Village of Salado 64268 1,951 Yes

Village of San Leanna 65552 390 No

Village of Surfside Beach 71384 775 Yes

Village of The Hills 72578 1,871 No

Village of Tiki Island 72989 1,105 Yes

Village of Timbercreek Canyon 73030 445 No

Village of Vinton 75668 1,972 No

Village of Wimberley 79624 2,685 Yes

Walker County 48471 25,289 Yes

Waller County 48473 16,515 Yes

Ward County 48475 2,210 Yes

Washington County 48477 16,701 Yes

Webb County 48479 6,807 Yes

Wharton County 48481 21,054 Yes

Wheeler County 48483 1,697 Yes

Wichita County 48485 6,111 Yes

Wilbarger County 48487 2,983 Yes

Willacy County 48489 7,729 No

Williamson County 48491 98,285 Yes

Wilson County 48493 23,822 Yes



Winkler County 48495 531 Yes

Wise County 48497 32,834 No

Wood County 48499 26,222 Yes

Yoakum County 48501 1,901 Yes

Young County 48503 5,258 Yes

Zapata County 48505 12,788 No

Zavala County 48507 4,442 Yes



Texas Domestic Preparedness Assessment Handbook of Instructions

Texas Jurisdictions contributed a great amount of time and effort to complete the assessment of risk, capabilities and needs. The link below will allow users to access the instructions that were available for the assessment. https://www.texasdpa.com/media/Texas_book.pdf

Texas Homeland Security Strategic Plan - Part II- Goals and ObjectivesLink to Domestic Preparedness Assessment Handbook

https://www.texasdpa.com/media/Texas_book.pdf

TexasHomeland

SecurityStrategic

PlanPart III

State of Texas Emergency Management Plan


Texas Homeland Security Strategic Plan - Part III - State of Texas Emergency Management Plan (Rev 5)

i

STATE OF TEXAS EMERGENCY MANAGEMENT PLAN BASIC PLAN

Revision 5

APPROVAL AND IMPLEMENTATION This plan applies to all State agencies, boards, commissions, and departments assigned emergency responsibilities in this plan, and to others as designated by the Governor or Director of the Governor’s Division of Emergency Management as well as local governments in Texas. The Director, Governor’s Division of Emergency Management, will provide guidance and direction to the State Coordinator, Governor’s Division of Emergency Management, in the conduct of emergency response and disaster recovery activities. This plan is hereby approved for implementation and supersedes all previous editions. Pursuant to The Texas Disaster Act of 1975, Government Code §§ 418.042, 418.043(13), and 418.173(a), failure to comply with this plan or a rule, order, or ordinance adopted under this plan is an offense punishable, for each transaction, by penalty of a fine up to $1,000.00 or confinement in jail for a term not exceeding 180 days. ______________________________________ Date Governor ______________________________________ Director Governor’s Division of Emergency Management ______________________________________ State Coordinator Governor’s Division of Emergency Management


ii

RECORD OF CHANGES

STATE OF TEXAS EMERGENCY MANAGEMENT PLAN

CHANGE NUMBER DATE OF CHANGE INITIALS AND DATE ENTERED


iii

TABLE OF CONTENTS

I. AUTHORITY ......................................................................................................... 1 A. STATE .................................................................................................................... 1 B. FEDERAL .................................................................................................................... 1 C. MUTUAL AID AGREEMENTS AND CONTINGENCY PLANS ....................................... 2

II. PURPOSE ......................................................................................................... 2 A. PURPOSE OF THIS PLAN ............................................................................................ 2 B. RELATIONSHIP TO OTHER PLANNING DOCUMENTS ............................................. 2 1. RELATIONSHIP TO HOMELAND SECURITY STRATEGIES ................................................... 3 2. RELATIONSHIP TO OTHER STATE PLANS ....................................................................... 3 3. RELATIONSHIP TO FEDERAL CONTINGENCY PLANS ........................................................ 3 4. RELATIONSHIP TO INTERSTATE AGREEMENTS ............................................................... 3

III. SITUATION AND ASSUMPTIONS ........................................................................ 4 A. SITUATION .................................................................................................................... 4 B. ASSUMPTIONS .............................................................................................................. 5 IV. CONCEPT OF OPERATIONS ...................................................................................7 A. GENERAL .................................................................................................................... 7 B. PLANNING CONCEPTS.................................................................................................. 7 1. COMPREHENSIVE EMERGENCY MANAGEMENT ............................................................... 7 2. ALL-HAZARDS PLANNING.............................................................................................. 8 3. COMPREHENSIVE RESOURCE PLANNING ....................................................................... 9 4. INFORMATION SUPPORT FOR EMERGENCY PLANNING AND OPERATIONS ......................... 9 C. OPERATIONAL GUIDANCE .......................................................................................... 9 1. THREAT MONITORING ................................................................................................... 9 2. ALERT & WARNING....................................................................................................... 10 3. ACTIVATION OF EMERGENCY FACILITIES ........................................................................ 10 4. PRECAUTIONARY PREPOSITIONING OF RESOURCES ....................................................... 11 5. INTERAGENCY COORDINATION ...................................................................................... 12 6. REQUESTS FOR ASSISTANCE ........................................................................................ 13 7. EMERGENCY MANAGEMENT COUNCIL & DISASTER DISTRICT COMMITTEE OPERATIONS ............................................................................................................... 14 8. STATE LEAD AGENCIES FOR CERTAIN INCIDENTS .......................................................... 15 9. LOCAL GOVERNMENTS ................................................................................................. 16 10. STATE DIRECTION AND CONTROL SYSTEM...................................................................... 17 11. EFFECT OF A DISASTER DECLARATION............................................................................ 18 12. CATASTROPHIC DISASTER OPERATIONS ......................................................................... 18 13. TECHNOLOGICAL HAZARD OPERATIONS ................................................................. 20 14. DROUGHT OPERATIONS ................................................................................................ 20 V. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES...............................20 A ORGANIZATION ............................................................................................................ 20 B. RESPONSIBILITIES ....................................................................................................... 22 1. KEY OFFICIALS............................................................................................................. 22

netodd

Note

This Table of Contents Contains Links. Click on an item to move to the location.


iv

2. ORGANIZATIONS........................................................................................................... 26 3. FACILITIES ................................................................................................................... 36 VI. DIRECTION AND CONTROL ....................................................................................37 A. GENERAL .................................................................................................................... 37

B. EFFECT OF STATE DISASTER DECLARATION ON STATE RESPONSE/RECOVERY OPERATIONS...................................................................... 39

C. EFFECT OF A FEDERAL EMERGENCY OR DISASTER DECLARATION................... 39 VII. READINESS & RESPONSE LEVELS.................................................................... 39 A. STATE READINESS & RESPONSE LEVELS ................................................................ 39 B. HOMELAND SECURITY ADVISORY SYSTEM ............................................................. 41

C. RELATIONSHIP STATE EMERGENCY READINESS & RESPONSE LEVELS AND HSAS ............................................................................................ 42

VIII. CONTINUITY OF GOVERNMENT ......................................................................... 42 A. GENERAL .................................................................................................................... 42 B. LINES OF SUCCESSION ............................................................................................... 43 C. PRE-DELEGATION OF EMERGENCY AUTHORITIES................................................. 43 D. EMERGENCY ACTION STEPS...................................................................................... 44 E. ALTERNATE OPERATING FACILITIES......................................................................... 44 F. PROTECTION OF GOVERNMENT RESOURCES ........................................................ 44 G. PROTECTION OF VITAL RECORDS ............................................................................ 44 IX. ADMINISTRATION AND SUPPORT...................................................................... 45 A. SUPPORT .................................................................................................................... 45 B. AGREEMENTS AND UNDERSTANDINGS.................................................................... 45 C. REPORTS AND RECORDS ........................................................................................... 45 D. EXPENDITURES AND RECORD KEEPING.................................................................. 45 E. CRITIQUES .................................................................................................................... 46 X. PLAN DEVELOPMENT AND MAINTENANCE...................................................... 46 A. DEVELOPMENT.............................................................................................................. 46 B. MAINTENANCE............................................................................................................... 46 ATTACHMENTS

1. State Emergency Management Council 2. State Emergency Management Council – Matrix of Responsibilities 3. Critical Infrastructure Protection Council 4. Critical Infrastructure Protection Council Responsibilities 5. Disaster District Boundaries 6. Channels for Requesting Emergency Assistance 7. Primary Federal & State Functional Responsibilities 8. State Plan Annex Assignments 9. Summary of Agency Emergency Responsibilities

Texas Homeland Security Strategic Plan- Part III - State of Texas Emergency Management Plan (Rev 5)

v

EXPLANATION OF TERMS

A. ACRONYMS

AGD Adjutant General ‘s Department ARC American Red Cross BPC Texas Building & Procurement Commission CAP Civil Air Patrol CERT Community Emergency Response Team CIPC Critical Infrastructure Protection Council COG Continuity of government or councils of government COOP Continuity of operations CPA Comptroller of Public Accounts DADS Department of Aging & Disability Services DARS Department of Assistive & Rehabilitative Service DDC Disaster District Committee DFO Disaster Field Office DPFS Department of Protective & Family Services DHS Department of Human Services DIR Department of Information Resources DPS Department of Public Safety DRC Disaster Recovery Center DSHS Department of State Health Services EAS Emergency Alert System EMAC Emergency Management Assistance Compact EMC Emergency Management Coordinator EOC Emergency Operations Center ERN Emergency Response Network ERT-A FEMA Emergency Response Team – Advance ESC Emergency Support Center ESF Emergency Support Function FCO Federal Coordinating Officer FEMA Federal Emergency Management Agency, an element of US DHS FRP Federal Response Plan FRERP Federal Radiological Emergency Response Plan GAR Governor’s Authorized Representative GDEM Governor’s Division of Emergency Management GLO Texas General Land Office HCA Department of Housing & Community Affairs HSAS Homeland Security Advisory System


vi

ICP Incident Command Post JIC Joint Information Center JOC Joint Operations Center JRIES Joint Regional Intelligence Exchange System MHMR Department of Mental Health and Mental Retardation NAWS National Warning System NCP National Contingency Plan NLETS National Law Enforcement Telecommunication System NRP National Response Plan OAG Office of the Attorney General ORCA Office of Rural Community Affairs PUC Public Utility Commission of Texas ROC FEMA Regional Operations Center RRC Railroad Commission of Texas RRP FEMA Regional Response Plan RSA Resource Staging Area SAO State Auditor’s Office SAC State Area Command SCO State Coordinating Officer SEMC State Emergency Management Council SERC State Emergency Response Commission SERT State Emergency Response Team SOC State Operations Center TAHC Texas Animal Health Commission TCEQ Texas Commission on Environmental Quality TCFP Texas Commission on Fire Protection TDA Department of Agriculture TDCJ Department of Criminal Justice TDH Department of Health TDI Department of Insurance TEA Texas Education Agency TEEX Texas Engineering Extension Service TFS Texas Forest Service TEWAS Texas Warning System TIPCC Texas Infrastructure Protection Communications Center TLETS Texas Law Enforcement Telecommunication System TPWD Texas Parks & Wildlife Department TRC Texas Rehabilitation Commission TSA The Salvation Army TSAAC Texas Security Alert & Analysis Center TSMPS Texas Strategic Military Planning Commission TWC Texas Workforce Commission


vii

TXDOT Department of Transportation US DHS US Department of Homeland Security US EPA US Environmental Protection Agency US NRC US Nuclear Regulatory Commission B. DEFINITIONS Critical Infrastructure: Public or private assets, systems, and functions vital to the security, governance, public health and safety, economy, or morale of the state or the nation.

Emergency: The occurrence or imminent threat of a condition, situation, or event that requires immediate response actions to save lives; prevent injuries; protect property, public health, the environment, and public safety; or to lessen or avert the threat of a disaster. An emergency is a situation larger in scope and more severe in terms of actual or potential effects than an incident. The local Emergency Operations Center (EOC) is typically activated to mobilize local resources, coordinate external resource support, conduct mid- and long-term planning, and disseminate emergency public information. Some technical assistance or resources may be requested from the State; the local Disaster District EOC and the State Operations Center (SOC) are typically activated to monitor and respond to the situation. Emergency situations: This term is used in this Plan when the intent is to describe a full range of crisis situations – from incidents at the low end of the crisis spectrum to disasters at the high end of spectrum. Disaster: The occurrence or imminent threat of widespread or severe damage, injury, loss of life or property that is beyond the capability of the governments within the affected area to resolve with their resources. Local EOCs are activated to carry out the functions described above. State and/or federal response assistance will be needed to resolve the situation and carry out recovery activities. One or more Disaster District EOCs and the State Operations Center (SOC) will be fully activated to respond to the disaster. Homeland Security Activity: Any activity related to the prevention or discovery of, response to, or recovery from a terrorist attack, natural or manmade disaster, hostile or paramilitary action, or extraordinary law enforcement emergency. Incident: An emergency situation that is limited in scope and potential effects on lives and property and is typically handled by one or two local response agencies acting under an incident commander. An incident may require limited external assistance from other local response forces. The local EOC is usually not activated.


viii


1

STATE OF TEXAS EMERGENCY MANAGEMENT PLAN

I. AUTHORITY

This plan applies to emergency management operations in the State of Texas and supersedes all previous editions. Strategic planning guidance and authorities governing its enactment and implementation include: A. STATE

1. Constitution of the State of Texas.

2. Executive Order of the Governor relating to Emergency Management and Homeland Security

3. Chapter 418 (Emergency Management), Government Code.

4. Chapter 421 (Homeland Security), Government Code.

5. Chapter 433 (State of Emergency), Government Code.

6. Chapter 791 (Interlocal Cooperation Contracts), Government Code.

7. Chapter 778 (Emergency Management Assistance Compact), Health and Safety Code.

8. Sections 88.112-88.116 (South Central Interstate Forest Fire Protection Compact),

Education Code

9. Respective State Agency, Department, and Commission enabling legislation.

10. Title 37 (Public Safety and Corrections), Administration Code.

11. The Texas Homeland Security Strategic Plan, Parts I and II, December 15, 2003. B. FEDERAL

1. Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-288, as amended.

2. The National Strategy for Homeland Security, July 16, 2002.

3. Emergency Management and Assistance, Code of Federal Regulations (CFR) 44.

4. Price-Anderson Amendments Act of 1988, Public Law 100-408, as amended.

5. Emergency Management Assistance Compact, Public Law 104-321.

6. Homeland Security Presidential Directive 3: Homeland Security Advisory System.

7. Homeland Security Presidential Directive 5: Management of Domestic Incidents.


2

8. Homeland Security Presidential Directive 7: Critical Infrastructure Identification,

Prioritization, and Protection. C. MUTUAL AID AGREEMENTS AND CONTINGENCY PLANS

1. Southern Agreement for Mutual State Radiological Assistance

2. Federal Response Plan (FRP)

3. FEMA Region VI Regional Response Plan (RRP)

4. Federal Radiological Emergency Response Plan (FRERP)

5. National Oil and Hazardous Substances Pollution Contingency Plan (NCP)

II. PURPOSE A. PURPOSE OF THIS PLAN

1. This plan has been prepared by the Governor’s Division of Emergency Management (GDEM) pursuant to §418.042 of the Government Code, which requires that GDEM prepare and keep current a comprehensive emergency management plan, and Chapter 421 (Homeland Security) of the Government Code. A comprehensive emergency management plan describes how the State will mitigate against, prepare for, respond to, and recover from the impact of hazards to public health and safety, including natural disasters, technological accidents, homeland security threats, and other emergency situations.

2. This plan establishes operational concepts and identifies tasks and responsibilities

required to carry out a comprehensive emergency management program. It describes the State’s emergency management organization and a statewide system of direction and control. It indicates who is expected to do what, when, where, and how to prevent and manage emergency situations. It defines the specific duties and responsibilities of departments, agencies, and organizations represented on the Emergency Management Council and provides for coordination of appropriate preparedness, mitigation, response, and recovery actions with both the federal government and with local governments.

3. This plan addresses the steps necessary to ensure continuity of our representative form

of government in the event of a major disaster as well as the continuity of the operation of State government and local governments to provide protection and essential services to the citizens of the State.

4. This plan, though comprehensive, includes provisions for flexibility of methods,

operations, and actions needed to facilitate the efforts of the State and local governments in accomplishing emergency management objectives.

B. RELATIONSHIP TO OTHER PLANNING DOCUMENTS

1. Relationship to Homeland Security Strategies. This plan is intended to implement the general homeland security strategy for the State established by the Governor in the Texas Homeland Security Strategic Plan, Parts I and II, which in large part implement the


3

national strategy established by the President in the National Strategy for Homeland Security. The Texas Homeland Security Strategic Plan sets three general objectives:

a. Prevent terrorist attacks within Texas by enhancing communication and

coordination. b. Reduce the State’s vulnerability to terrorism by protecting critical infrastructure and

key assets. c. Minimize the damage and recover from attacks that do occur. This plan provides for the employment of state resources in partnership with local governments, industry, volunteer groups, and the federal government to carry out operational strategies to achieve homeland security and emergency management objectives and should be considered as Part III of the Texas Homeland Security Strategic Plan.

2. Relationship to Other State Plans. This basic plan is supported by a number of

specialized state plans. These include specialized plans for complex large-scale hazards such as the Drought Contingency Plan, and other plans developed to address special emergency situations, typically of limited scope and duration, such as the Emergency Drinking Water Plan. Such stand-alone plans are considered as supplements to the State of Texas Emergency Management Plan. The State also produces a State Mitigation Action Plan to guide state hazard mitigation activities and a number of administrative plans required by the federal government which outline policies and procedures for certain recovery programs.

3. Relationship to Local Emergency Management Plans. This plan provides for

coordination with local officials concerning credible threats and the effective integration of state support for local emergency operations when local officials request state assistance. Local emergency management plans provide guidance for the employment of local emergency resources, mutual aid resources, and specialized regional response resources under a local incident commander, who may be supported by a local EOC. Local emergency plans include specific provisions for requesting and employing state resources to aid in managing and resolving emergency situations for which local resources are inadequate.

4. Relationship to Federal Contingency Plans. This plan provides for integration of state

response operations with the federal agencies responding to emergency situations in Texas at the request of the Governor pursuant to the Federal Response Plan (FRP), the Federal Radiological Emergency Preparedness Plan (FRERP), the National Contingency Plan (NCP) and other federal contingency plans. These three federal response plans are in the process of being incorporated into a new National Response Plan.

5. Relationship to Interstate Agreements. This plan also addresses provisions for

requesting emergency assistance from other states or providing emergency assistance to other states pursuant to the Emergency Management Assistance Compact and a number of specialized agreements to which the State of Texas is party.


4

III. SITUATION & ASSUMPTIONS

A. SITUATION

1. The State of Texas Hazard Analysis, published by the GDEM, provides detailed information concerning the occurrences and impact of hazards in Texas. The types of hazards threatening this state include:

a. Natural hazards such as wildfires, floods, hurricanes, tornadoes, lightning, snow or

ice storms and droughts;

b. Technological hazards such as major transportation accidents, oil spills, industrial fires and explosions, nuclear facility accidents, or hazardous material spills (radioactive or chemical);

c. Homeland Security threats, including attacks by foreign military forces and terrorists

with conventional, chemical, biological, nuclear, and radiological weapons; and

d. Other threats, including civil unrest, strikes affecting production and distribution of critical goods and services, and energy shortages.

2. The federal government recognizes that an attack on the United States is possible by

foreign military forces, although that is presently considered highly unlikely; attacks by terrorists are considered more likely. A large-scale military attack would likely be preceded by a period of international tension that may provide strategic warning. However, acts of terrorism can occur any place and at any time with little or no warning.

3. It is possible for emergency situations to occur at any time and at any place in the State

and all levels of government must be prepared to respond with little or no warning. For emergency situations that develop slowly, such as riverine flooding, dissemination of timely warning and implementation of preventive measures may be possible to reduce the threat to lives and property. Similarly, dissemination of specific credible intelligence on terrorist threats may aid local and state officials in preventing terrorist acts.

4. The State of Texas has periodically experienced disasters that were so widespread or

severe that local and state and local resources were insufficient to meet response and recovery needs. In these circumstances, the State has sought and received assistance from the federal government and some other states. However, most large disaster recovery programs are federal programs, and not all disasters that occur in Texas will qualify for federal disaster assistance. In these cases, the State and volunteer groups may be able to provide limited recovery assistance.

5. Many of the threats facing the State have the potential to cause catastrophic damage,

mass casualties, and mass fatalities. The occurrence of a catastrophic disaster could quickly overwhelm affected local governments and rapidly deplete state resources. It is essential that all levels of government be prepared to continue to operate effectively during crises and continue to ensure public safety, provide essential services, and maintain uninterrupted direction and control capabilities.

6. The Constitution of the State of Texas, as well as other state laws, requires the State and


5

local governments to implement certain continuity of government (COG) programs, including providing for emergency succession of governmental officials, identification of alternate operating facilities, preservation of vital records, and protection of government personnel, materials, and facilities. These measures should be in place before threats materialize to ensure continuity of government is maintained following emergencies or disasters.

7. Effective pre-disaster mitigation, thorough preparedness, timely warning, and well-

trained and equipped response forces can reduce the number of deaths and injuries caused by a hazard. Effective pre-disaster mitigation can also reduce the amount of damage to private and public property and facilities that results from a disaster.

8. The ability of the State and local governments to respond to and provide for the safety

and welfare of the public during an emergency or disaster is directly influenced by the effectiveness of preparedness, response, and continuity of government operations. The ability of the State and local governments to recover and resume normal operations following a disaster is directly influenced by the effectiveness of continuity of government, continuity of operations, and recovery planning.

9. The availability of critical emergency response and recovery capabilities and resources

can be expanded through employment of intrastate and interstate mutual aid. Local governments are encouraged to enter into local and regional mutual aid agreements to supplement their capabilities.

10. Although the State and local governments have a wide variety of emergency response

assets, both the State and many local governments also contract with industry for certain specialized emergency response equipment, supplies, and services to supplement their organic resources.

11. Elected officials in Texas do not have the authority to issue mandatory evacuation orders.

However, the Governor, mayors, and county judges may recommend evacuation of the population and control ingress and egress to and from a disaster area.

B. ASSUMPTIONS

1. The State and its political subdivisions will continue to experience emergency situations and disasters that may cause death, injury, and damage, or may necessitate evacuation and sheltering of the public at risk.

2. Local governments will develop, maintain, and implement comprehensive emergency

management plans that address all hazards and contain mitigation, preparedness, response, and recovery elements and procedures in accordance with state planning standards.

3. In the event of an enemy attack involving nuclear, chemical, or biological weapons, large

areas of the State could suffer catastrophic levels of deaths, casualties, physical damages, and long-term contamination. To save lives, the Governor, at the request of the President, may request that residents of possible target areas relocate to areas of lower risk.

4. Emergency response and recovery capabilities can be enhanced by employment of

supplemental resources obtained through intrastate and interstate mutual aid


6

agreements and from private industry.

5. Local emergency operations, including mutual aid, will be directed by officials of the local government, except in those situations where state law requires that a state agency exercise lead responsibility or where local government personnel require special expertise to cope with the problem(s) at hand.

6. State resources may be committed when local resources, including mutual aid resources,

are inadequate to cope with an emergency situation or threat and a valid request for supplemental state assistance is made by a mayor, county judge or their designee. To insure that the most readily available sources of emergency assistance are fully considered, cities must request assistance from their county before requesting assistance from the State. If a state assistance team is operating to cope with a unique emergency situation such as a hazardous material (hazmat) spill or radiological incident, then the local chief elected official or his designee will be kept informed of progress in responding to and rectifying the situation.

7. A number of hazards that threaten Texas are capable of causing a catastrophic disaster.

The most probable is a Category 4 or greater hurricane, with sustained winds in excess of 130 miles per hour, impacting heavily populated areas of the Texas Coast.

8. The occurrence of a catastrophic event could cause such widespread damage to the

infrastructure that existing emergency response capabilities of state and local governments are curtailed or are otherwise inadequate to the needs of the situation. Such an event could result in governments being victims of the disaster and therefore unable to adequately provide for the safety and welfare of the general public.

9. It is expected that state-owned facilities and resources in a catastrophic disaster area

also will suffer widespread damage and destruction. This situation may severely limit or eliminate immediate response capabilities of state agencies within the disaster area.

10. Federal level response and recovery assistance will be necessary to provide for the

public safety before, during, and after a catastrophic event in Texas. It is expected that federal assistance provided to Texas will be based upon specific requests and priorities provided by the State.

11. Although this plan outlines procedures for coordinating the provision of supplemental

emergency assistance, it is essential for all levels of government to be prepared to carry out emergency response and short-term recovery actions on an independent basis.

12. Actions should be taken to maintain a representative form of government in the State.

Emergency situations may cause the death of or injury to key elected and appointed officials. Should this occur, emergency response operations will be more effective if lines of succession have been pre-established that clearly identify who is in charge and what emergency powers they are authorized to use.

13. Government offices, including emergency facilities, may be destroyed or become

inoperable during a major disaster. Emergency response operations will be more effective if emergency facilities are protected and alternate sites for essential government operations pre-selected. Having mobile emergency operations centers or command posts available may also preserve operational capabilities.


7

14. Normal communications systems may be destroyed, degraded, or rendered inoperable in a disaster. Emergency response operations will be more effective if compatible, alternate, and/or mobile communications capabilities are available and operational. Comprehensive pre-planning will be necessary to ensure effective communications during crisis situations.

15. Normal operating procedures can be disrupted during a crisis situation; however,

governments can still operate effectively if employees understand their emergency responsibilities and have pre-designated tasks and assembly instructions.

16. The destruction of key facilities as well as essential equipment and supplies located in

hazard-vulnerable areas can be greatly reduced through preplanned actions to protect these resources in place or by relocating them.

17. The identification and continued protection of vital records is essential to the continuity of

government and the effective return to normal operations of an area affected by a disaster.

IV. CONCEPT OF OPERATIONS A. GENERAL

The State of Texas Emergency Management Plan (the State Plan) is Part III of the Texas Homeland Security Strategic Plan. It is the basic planning document for state-level comprehensive emergency management actions. The State Plan consists of a basic plan (this document) and functional support annexes, which detail general coordination responsibilities and emergency actions required during various phases of emergency management. The Plan establishes Emergency Support Functions (ESF); annexes to the plan outline specific responsibilities of each agency or organization assigned to each ESF. Appendices to most annexes have been prepared to facilitate accomplishment of functional responsibilities. Specific information on how functions are to be performed are outlined in standard operating procedures (SOPs), operating manuals, and other documents which may be referred to in the basic plan, annexes, or appendices.

B. PLANNING CONCEPTS

1. Comprehensive Emergency Management

a. Emergency management consists of phased, coordinated, mutually supporting actions by government at all levels -- local, state, and federal -- to mitigate the effects of hazards, to prepare to conduct effective emergency operations by planning and conducting training, to respond appropriately during emergencies and provide necessary assistance, and to implement recovery operations in order to efficiently return a community to normal following an emergency or disaster.

b. Comprehensive emergency management involves a cycle of activities conducted by

each level of government before, during, and after an emergency situation, including:

1) Mitigation: Mitigation activities eliminate hazards, reduce the probability of their occurrence, or their effects.


8

2) Preparedness: Mitigation efforts alone cannot eliminate or prevent all

emergency situations. Preparedness activities ensure governments and their citizens are ready to react promptly and effectively during an emergency. Preparedness activities include obtaining information on threats, carrying out emergency planning to prepare an organized response to emergencies, providing disaster preparedness training for emergencies, conducting emergency drills and exercises to test plans and training, obtaining and maintaining emergency equipment and facilities, establishing intergovernmental coordination arrangements, and conducting public education related to emergencies

3) Response: Response includes those actions that must be carried out when an

emergency exists or is imminent. It includes notifying key officials and warning the public of emergency situations; activating emergency facilities; mobilizing, deploying, and employing personnel, equipment, and supplies to resolve the emergency situation; and providing emergency assistance to the affected local population.

4) Recovery: Recovery consists of short-term and long-term activities.

a) Short-term recovery operations are conducted to restore vital services, such

as electrical power, water, and sewer systems, clear roads in affected areas, and to provide emergency assistance to disaster victims. Disaster relief programs to help restore the personal, social, and economic well being of private citizens will be administered by non-profit disaster relief and charitable organizations, and local, state, and federal disaster relief programs

b) Long-term recovery focuses on restoring communities to a normal state by

assisting property owners in repairing or rebuilding their homes and businesses and assisting local governments, school districts, and other public non-profit agencies in restoring or reconstructing damaged infrastructure. State and local agencies will administer the provisions of federal and state disaster relief laws to provide for restoration and recovery of vital facilities. Post disaster mitigation programs may also be implemented during the recovery period.

2. All-Hazards Planning

State and local emergency planning in Texas uses an all-hazard approach, which is used by the Federal government and recommended by the US Department of Homeland Security for state and local governments. All-hazard planning is based on the fact that most of the functions performed during emergency situations are not hazard specific. For example, evacuation may be required because of flooding, a chemical spill, or a terrorist threat. Hence, the most efficient approach to planning is to plan in some detail for the tasks required to carry out basic emergency functions, such as warning or evacuation, that may have to be executed whether an incident is caused by a natural, technological, or man-made hazard. All-hazards plans are supplemented by some hazard specific plans for unique threats.


9

3. Comprehensive Resource Planning

a. Comprehensive resource planning should include public sector resources and those private sector resources that can be reasonably expected to be made available, either on a voluntary or paid basis, including resources of industry and volunteer organizations, quasi-public resources, and donations. Similarly both intrastate and interstate mutual aid resources and federal resource assistance should be considered, where appropriate. All emergency organizations should have an inventory of their major emergency resources or provisions for representatives of the departments, agencies, and organizations that develop its plans and staff its emergency operations facilities to provide current resource information.

b. When resources are limited, plans should address suspending, reducing, or

deferring some government services so that personnel, equipment, supplies, and facilities involved can redirected to support emergency operations.

4. Information Support for Emergency Planning and Operations

a. The emergency planning process provides for the development of the information and intelligence needed both to develop realistic plans and to conduct effective emergency operations. This effort should include:

1) An accurate analysis of natural and technological hazards, descriptions and/or

maps of possible impact areas, and information on the characteristics of such areas.

2) Intelligence on the identity, number, capabilities, and intentions of security threats.

3) Estimates of the potential effects of various threats on people and property and where appropriate, tools to make dynamic assessments of such threats.

4) A list of key facilities and major equipment that is needed to carry on the essential functions of government.

5) A list of critical infrastructure, which typically includes both public and private sector facilities that are essential for to security, public health and safety, or the economy.

6) Resource data, including public resources and those industry and volunteer group resources that can reasonably be expected to be available for emergency use.

b. The State shall take the measures necessary to obtain and share intelligence and

operational information essential to conducting effective emergency management operations with both the Federal government and with local governments. In the case of homeland security threats, much of that intelligence is sensitive and must be protected through effective safeguards. Effective information sharing provides decision makers at all levels of government with a sound basis for making decisions to posture and commit resources and implement plans and procedures.

C. OPERATIONAL GUIDANCE

1. Threat Monitoring

a. The SOC will monitor the impact of natural and technological threat information, including weather warnings, disseminated by federal authorities and other agencies


10

as well as monitor the status of incidents that are reported by and being handled by local officials that may require state assistance. The SOC also assesses the potential impact of potential threats.

b. State agencies are expected to monitor security threats reported by the industries

they regulate, and provide information on those threats to the Department of Public Safety (DPS).

c. The Texas Security Alert and Analysis Center (TSAAC) will analyze suspicious

incidents relating to homeland security reported by law enforcement agencies, share information developed by the state with local governments, other states, and the US Department of Homeland Security through the Joint Regional Intelligence Exploitation System (JRIES) and respond to queries relating to such incidents.

2. Alert & Warning

a. Alert. The SOC receives warnings of actual or potential emergency situations from

federal agencies, state agencies, local governments, industry, and other sources. The SOC makes notification of impending threats and significant incidents that have occurred to senior state officials and state agencies. For many types of incidents, the SOC also makes notifications to FEMA and other federal agencies and to volunteer organizations active in disasters.

b. Warning. In its role as the state warning point, the SOC relays warnings received

through the National Warning System (NAWAS) and other warning networks as well as warnings generated by the state officials to regional warning points and local governments. Some types of warning, such as weather warnings, are disseminated on a routine basis. Other warnings are issued after a threat or situation has been analyzed and a determination made by senior officials that special warning is appropriate.

c. The two general warning systems used by the State include the Texas Warning

System (TEWAS) and the Texas Law Enforcement Telecommunications System (TLETS). The Emergency Response Network (ERN) is a specialized alerting system for designated state and local officials. The Emergency Alert System (EAS) is the primary warning system that can be used to provide short warning or information messages directly to the public. Specialized agency communications systems that may be used for certain types of warning include the Department of Health’s Health Alert Network, which reaches health professionals, and the Texas Education Agency’s Statewide Education Notification System, which reaches school officials.

3. Activation of Emergency Facilities

a. Emergency facilities will be activated at a level necessary to effectively monitor or respond to threats or actual emergency situations.

b. State Operations Center (SOC). The SOC operates 24 hours a day, 7 days a

week, but the level of staffing varies with the Emergency Readiness and Response Level.

1) During Normal Conditions (Level 4), the permanent SOC staff operates the

facility.


11

2) At Increased Readiness (Level 3), other member of the GDEM staff may augment the SOC staff.

3) At Escalated Response (Level 2), GDEM SOC teams are activated to conduct operations and the Emergency Management Council will be partially or fully activated, and selected liaison personnel may be summoned.

4) At Emergency Conditions (Level 1), GDEM SOC teams operate the facility, the full Council is typically convened, and liaison personnel are present.

GDEM SOPs for certain hazards provide specific guidance for activation of the SOC for those hazards.

c. Disaster District Emergency Operations Centers (EOCs). Disaster District Chairs

activate Disaster District EOCs as needed. The DDC Chair may partially or fully activate the local Disaster District Committee to assist in coordinating state resource support.

d. Incident Command Posts (ICPs). For most incidents and emergencies, local

governments will establish an incident command post at which state agencies and organizations providing assistance will be represented. State incident command posts may be established as needed for incidents for which the State has primary responsibility, typically incidents that occur on state property.

e. Local EOCs. Local EOCs are activated and deactivated as deemed necessary by

local officials.

f. Agency Emergency Support Centers. State agencies may establish emergency support centers (ESCs) from which to manage agency resources during emergencies and/or disasters. State Council member agencies that establish and operate an ESC to manage agency resources are still required to coordinate emergency operations and provide representatives as appropriate to the SOC and DDC EOCs.

g. Disaster Field Office (DFO). State-federal Disaster Field Offices will be

established by FEMA for those emergency events that result in a federal disaster or emergency declaration. It generally takes four to six days after a disaster or major emergency occurs for a DFO to be activated in the general area of impact. The facility will normally continue in operation until the state and FEMA agree that a centralized disaster recovery facility is no longer required in the affected area and residual functions can be transferred to GDEM and the FEMA regional headquarters.

h. Disaster Recovery Centers (DRCs). Federal and state personnel at the DFO

coordinate on the locations for and opening and closing of DRCs.

4. Precautionary Prepositioning of Resources

a. Where the impact point of an impending threat is known with reasonable certainty and precautionary deployment of personnel and equipment and prepositioning of supplies can facilitate a rapid response, the State may preposition resources. The State Coordinator will coordinate with the Governor’s Office regarding the prepositioning of state resources. The Governor must approve the activation and deployment of National Guard and State Guard assets.


12

b. In instances where a state agency wishes to pre-stage assets, the agency should

coordinate with the appropriate Disaster District chair and the SOC c. Pre-deployment of state resources generally involves a significant cost to the State.

Hence, the benefits of prepositioning resources should be carefully weighed against the cost.

5. Interagency Coordination

a. Coordination

1) The State will coordinate regularly with local governments, federal agencies,

volunteer groups, and industry during impending threats, response operations, and recovery activities to coordinate actions, provide information, and resolve issues.

2) The SOC and DDC EOCs are equipped to conduct telephone conference and

video teleconferences. General coordination conferences are normally conducted several times a day during emergency situations. Separate conference calls or video teleconferences may be conducted on specific issues.

3) The DFO staff conducts periodic conference on disaster recovery and post-

disaster mitigation issues.

b. Situation Reporting

1) Local emergency plans provide that local EOCs will provide Situation Reports (SITREPs) to their Disaster District during major emergencies and disasters.

2) Disaster Districts are required to provide SITREPs to the SOC during major

emergencies and disasters.

3) The SOC uses the SITREPs submitted by Disaster Districts and other information to prepare state SITREPs, which are disseminated to the Governor’s Office, legislators, state agencies, federal agencies, and volunteer groups active in disasters.

c. Liaison Personnel

1) To facilitate information exchange, the State requests liaison officers from

federal agencies, industry, and volunteer groups active in disasters during major emergencies and disasters. The State provides liaison officers to federal agencies and local governments.

2) Liaison Officers at the SOC

The following agencies and organization may be requested to provide liaison officers at the SOC: a) FEMA for most major emergencies and all disasters.


13

b) The FBI for security related situations. c) Volunteer groups for most major emergencies and disasters. d) National Weather Service for severe weather. e) US Coast Guard for maritime incidents and search and rescue. f) US Environmental Protection Agency for major hazardous materials spills. g) US Nuclear Regulatory Commission for nuclear facility incidents. h) Nuclear power plants for nuclear power plant incidents.

3) State Liaison Officers

During major emergencies and disasters, GDEM Regional Liaison Officers and/or other state agency personnel may be deployed to local EOCs to assist in coordinating state emergency response activities with local governments.

6. Requests for Assistance

a. Local governments have primary responsibility for local emergency management activities and directing and conducting emergency response operations during local emergency situations. Affected jurisdictions are expected to use their own resources first to respond to an emergency incident, summon mutual aid resources to assist, activate volunteer auxiliaries such as Community Emergency Response Teams (CERTs), implement any contingency support agreements or contracts that may exist with industry, and request assistance from local volunteer groups who have agreed to support the jurisdiction during emergencies.

b. When an emergency situation exceeds a local government's capability to respond or

recover, that government may seek supplemental assistance, to include assistance in obtaining information needed to respond to an emergency situation, from the State. Counties may request assistance directly from their DDC Chairperson. Cities must first request assistance from their county. If the county cannot provide the requested assistance, the city may then request assistance from the appropriate DDC Chairperson. Attachment 6 illustrates the channels for requesting assistance.

c. The DDC Chair is expected to validate the request for assistance and identify and

task resources available with the District to meet the need. Use of the National or State Guard requires advance approval by the Governor, which will be coordinated by the SOC. If a particular state agency is required by law to render assistance in a certain type of emergency (e.g., oil spill, hazmat, animal disease outbreak, radiological event, etc.), then direct communications between local government officials and that state agency is appropriate; however, the DDC Chair must be kept informed of the operational situation. If state assistance is authorized by the DDC Chair or directed by statute, state agencies will provide response and recovery assistance within their capabilities in accordance with state statutes and regulations and this plan.

d. State assistance furnished to local governments is to supplement local resources,

not a substitute for them. The provision of state response assistance to local governments is not dependent upon a formal declaration of a State of Disaster either by the local government or Governor when such response is required by state law or, in the opinion of either the Governor, the Director of the Division of Emergency Management, the State Coordinator, or the DDC Chair, such assistance is needed for lifesaving operations or to relieve suffering and hardship.


14

e. If the resources or information requested cannot be provided at the Disaster District,

then the request for assistance will be forwarded to the SOC for action.

f. When state resources are insufficient to deal with an emergency situation, the SOC senior staff will coordinate with the Governor’s Office to request specific assistance from other states or the federal government.

1) The Federal government may provide supplemental response and/or recovery

assistance to Texas and its political subdivisions pursuant to the Stafford Act and other statutes. Federal resources are typically activated and employed in accordance with the Federal Response Plan (FRP), the National Oil and Hazardous Substances Pollution Contingency Plan (NCP) or the Federal Radiological Emergency Response Plan (FRERP).

2) Assistance also may be provided by other states in accordance with provisions

of current agreements and plans, to include the Southern Agreement for Mutual State Radiological Assistance, the South Central Interstate Forest Fire Protection Compact, and the Emergency Management Assistance Compact (EMAC), which are discussed in Annexes D, F, and N, respectively.

7. Emergency Management Council & Disaster District Committee Operations

a. The SEMC consists of both state agencies and volunteer organizations named to

the Council by the Governor in the Executive Order Relating to Emergency Management. (See Attachment 1 for SEMC membership.)

b. The SEMC is organized as a matrix organization that includes 22 emergency

support functions, most consisting of a primary agency and one or more support agencies. Each ESF coordinates state planning for a specific emergency function and takes the lead in coordinating the execution of that function during emergencies. (See Attachment 2 for the matrix of ESF assignments.) The federal government also uses an ESF organizational scheme for its emergency operations. The ESF concept provides for efficient allocation of resources and a team approach to problem solving, and facilitates multi-agency operations. SEMC or DDC member agencies may be assigned as both a "primary" and/or a "support" agency for more than one ESF.

1) Primary agencies coordinate the activities of their ESFs to develop and maintain

appropriate annexes to this plan, and related materials and procedures. (See Attachment 8 for annex assignments.) Primary agencies are also responsible for coordinating emergency response and recovery activities through the established state emergency direction and control system as outlined in this plan, and for providing inputs for operational reports and other documentation in accordance with this plan and current procedures.

2) State "support" agencies in each ESF are responsible for assisting designated

primary agencies in accomplishing appropriate functional responsibilities and tasks in accordance with this plan and current procedures. Additionally, they are responsible for providing information and appropriate documentation as requested by designated primary agencies.


15

c. This approach requires no radical organizational changes because, for the most part, the state departments or agencies that are responsible for certain functions on a daily basis retain those responsibilities during emergency response and disaster recovery operations. (See Attachment 9 for general agency responsibilities.) To the extent possible, the same personnel and material resources are employed. There are some exceptions, however, since some emergency management functions, such as managing donations, may not be performed by the state on a regular; in an emergency these functions must be coordinated by the most appropriate ESF of the SEMC and at the appropriate DDC.

d. While ESFs of the SEMC are replicated to the fullest extent possible at the DDC

level, some state agencies do not have regional offices and therefore cannot operate as ESF members except at the DDC. In these instances, the DDC Chairperson will select the most appropriate ESF member agency to act as the "primary" agency for that ESF.

e. Requests for information relating to the emergency situation or requests for state

resource assistance will be assigned to the most appropriate ESF at the DDC or SEMC for resolution. Most requests for assistance can be readily categorized and assigned to an identifiable ESF for resolution. However, some specific support requirements cannot not be easily categorized, such as emergency testing of privately owned water wells, emergency construction of levees, or conducting structural safety inspections in a disaster area. Such requests must be assigned to the most appropriate ESF(s). If the assistance is not available from state government, the ESF member agencies will use their working relationships with industry, associations, and other groups to determine how best the request for assistance might be satisfied.

f. The response to requests for assistance or information addressed to the DDC or the

SEMC will be coordinated by the most appropriate ESF. The agencies composing an ESF are expected to work together to satisfy emergency needs. They are expected to ensure they have a clear understanding of the assistance required, explore the full range of possible solutions, and recommend a preferred solution to the SOC Controller or DDC Chair. These recommended actions could include: (1) providing assistance through resources of an agency/organization in the ESF; (2) providing assistance through resources of a public or private non-state organization associated with an agency within the ESF; (3) providing assistance through a mission tasking to the Military Support ESF; (4) determining that the needed assistance is not available from any organization at the state government level and should be passed to the federal government for resolution; or (5) providing assistance through employment of intra or inter-state mutual aid resources. Based on the recommendations provided, mission assignments will then be issued by the appropriate direction and control authority and implemented by tasked agencies/organizations.

g. Annexes to this plan detail the organization, responsibilities, actions, and operational

procedures of each ESF. Functional responsibilities and tasks are multi-disciplined.

8. State Lead Agencies for Certain Incidents

In accordance with state laws, "lead" state agencies have been designated to exercise state oversight responsibilities for or manage the state response to certain types of


16

incidents. ESF responsibilities contained in the State Plan do not negate or alter these existing these mandates or procedures. Lead agencies designated with specific incident oversight responsibilities are as follows:

a. General Land Office - incidents involving state-owned lands, coastal oil spills, and

onshore/offshore petroleum storage facilities.

b. Railroad Commission of Texas - incidents involving public safety or environmental threats such as spills or releases resulting from the exploration, development, and production of oil or geothermal resources.

c. Department of Health - incidents involving radioactive materials.

d. Texas Forest Service - coordination of response to major or potentially major

wildfires.

e. Texas Commission on Environmental Quality - incidents involving hazardous materials spill response, water quality, and dam safety.

f. Governor’s Division of Emergency Management - long-term energy emergencies

and emergency response to drought.

9. Local Governments

a. By Executive Order, the Governor has designated the mayor of each municipal corporation and the county judge of each county as emergency management directors for these political subdivisions. In that same Executive Order, the Governor further authorized those elected officials to exercise the powers granted the Governor by Chapter 418 of the Government Code an appropriate local scale during disasters.

b. Mayors and county judges are responsible for emergency management planning

within the jurisdiction and for providing guidance and direction for emergency response and recovery operations should emergency situations threaten or occur. Mayors and County Judges may appoint an emergency management coordinator (EMC), who shall serve as an assistant to the chief elected official to manage the emergency management program.

c. Each local and interjurisdictional emergency management agency is required by

state statute to prepare and keep current a local or interjurisdictional emergency management plan. GDEM promulgates state standards for local and interjurisdictional plans. Plans must address all aspects of emergency management to include hazard mitigation, preparedness, response, recovery, and continuity of government.

d. In the event that an emergency situation occurs, local officials are expected to:

1) Activate an incident command operation and, if needed, the local EOC and

other emergency facilities, and commit and direct appropriate local resources, including mutual aid resources and organized volunteer groups such as CERTs, to resolve the emergency situation.


17

2) Take measures to protect public health and safety and public and private property from damage or destruction.

3) Provide information on the emergency situation to the public and instructions on

how to deal with it.

4) Provide situation reports to the appropriate Disaster District. 5) If local resources are insufficient to deal with the emergency situation, request

assistance from the State and facilitate delivery and employment of those resources.

6) Facilitate state and federal recovery support if needed

f. State Assistance

1) Response Assistance. If local emergency resources, including mutual aid

resources, are exhausted, inadequate, or unsuitable for the emergency response tasks that must be performed, the county judge or mayor should request supplemental state assistance from the appropriate DDC Chair. Mayors must initially forward requests for supplemental assistance to the county judge. If the county cannot provide the needed assistance, the city should then forward the request to their DDC Chair. Requests should identify the nature of the emergency/disaster, an estimate of the type and quantity of assistance needed, the approximate length of time the assistance will be required, point-of-contact information, and the desired delivery or staging location.

2) Recovery Assistance. If state and/or federal recovery assistance will be

necessary to cope with a disaster, mayors and judges should submit a written request for such assistance to GDEM. The request should be accompanied by: a completed Disaster Summary Outline (DSO), a local Disaster Declaration, and other documentation as required by the most current version of the Disaster Recovery Texas (DEM-62) distributed by GDEM.

10. State Direction and Control System

a. During emergency operations, state and local emergency responders will remain, to

the extent possible, under the established management and supervisory control of their parent organizations.

b. Key officials have been vested, either by state law, executive order, or this plan, with

the responsibility for executing direction and control of multi-agency state response and recovery operations in a defined area of responsibility within Texas.

c. These key officials are identified and discussed in Section VI of this plan. They are

responsible for deciding response and/or recovery priorities of need. They have been provided the authority to commit state resources necessary and reasonable to satisfy those prioritized needs and likewise provided the authority to escalate the assistance request to a higher response support level. These key officials have the authority to issue mission assignments that involve the commitment of state personnel and/or material resources, and the expenditures of state funds to resolve emergency and/or disaster requirements.


18

d. This direction and control system provides a means for agencies/ organizations to

pursue existing mission requirements and for their emergency workers to continue to operate under their existing supervisory chain of command. This system also provides a means to focus the efforts and actions of multiple agencies/organizations to resolve the most important problems facing the entire impacted area through the prioritized commitment of efforts and deployment of resources.

11. Effect of a Disaster Declaration

a. The Governor, by executive order or proclamation, may declare a State of Disaster

for areas of the state affected by a disaster or the imminent threat of such an event. A county judge or mayor may also declare a local State of Disaster for their jurisdiction.

b. A State of Disaster proclamation activates the disaster recovery and rehabilitation

aspects of this plan and authorizes the deployment and use of resources needed to cope with the disaster situation. Such a proclamation by the Governor is also a requirement to activate the full-range of federal disaster recovery programs available to the state and a condition for requesting interstate mutual aid through the Emergency Management Assistance Compact (EMAC).

c. Emergency response operations will be conducted in accordance with existing

emergency management plans and are not dependent upon the declaration of a State of Disaster either at the State or local level.

12. Catastrophic Disaster Operations

a. Upon determination of a possible catastrophic threat to Texas, the SOC and

appropriate DDC EOCs will commence emergency operations. These facilities will continue operations for as long as needed.

b. If adequate warning time is available prior to occurrence of a potentially catastrophic

event, affected local governments, the applicable DDC Chair(s), and SEMC members will be informed of the situation and advised to commence pre-event response operations. The FEMA Region VI Director also will be advised of the situation and notified of the possible need for federal response assistance.

c. It is essential that, when possible, response operations commence prior to actual

occurrence of a catastrophic event. This requires the deployment and prepositioning of specific personnel, resources, and capabilities so as to be ready for immediate deployment into the disaster area once conditions allow. Based on need, the State Emergency Response Team (SERT) may be notified to report to designated staging areas for possible deployment into the disaster area. Based on anticipated needs and the seriousness of the situation, EMAC member states will also be notified of possible interstate mutual aid support requirements.

d. The Governor must be provided with accurate and timely risk and threat assessment

information prior to occurrence of a catastrophic event. If adequate warning time is available, it is expected that the State Coordinator will request that the Governor declare a State of Disaster based upon imminent threat. The commencement of immediate response operations, however, is not dependent upon such a declaration.


19

As a means to secure federal assistance and funds to reimburse the State and local governments for authorized response and recovery-related expenditures, the Governor will request federal assistance from the President through the FEMA Region VI Director in accordance with the Stafford Act. The Governor may request a Presidential Emergency Declaration prior to occurrence of the potentially catastrophic event (i.e., massive wildfires) and a Presidential Major Disaster Declaration soon after the actual occurrence of such an event.

e. Following a request to the FEMA Region VI Director, the Region’s Emergency

Response Team – Advance Element (ERT-A), consisting of representatives of federal agencies that provide response/recovery assistance, will deploy to the SOC to obtain an update on the situation and coordinate the state staff. If it appears a federal emergency or disaster declaration will be granted, the ERT-A will then deploy to the vicinity of the disaster to inspect facilities for a Disaster Field Office.

f. The Federal Response Plan (FRP) and the associated Region VI Regional

Response Plan (RRP) provide for federal response and recovery assistance through the coordinated actions of federal agencies. Federal agencies are also organized ESFs consisting of a primary agency and support agencies tasked to address functional-related needs, requirements, and capabilities. (See Attachment 7 for federal ESF information.)

g. When requested by a DDC Chair or directed by the State Coordinator, the SERT will

be activated and deploy into the disaster area. The SERT will provide immediate, additional state presence in the disaster area, assess impact, identify immediate lifesaving and hazard-abatement needs, and provide an on-scene capability for enhanced emergency response operations.

h. As soon as safe and practical, state response and recovery operations will begin

in the disaster area. The goal of these operations is to save lives, reduce human suffering, and assist local governments. State and federal-level response and recovery operations in the disaster area are based on demonstrated need. Initial state and federal response assistance is expected to be limited immediately following the occurrence of a catastrophic event because of frequent difficulty in getting resources to the affected area. Affected local governments and state agencies should be prepared to provide for their own needs until the full response capability of state government, interstate mutual aid providers, and the federal government is deployed and operational. This amount of time will be influenced by the levels of preparedness achieved prior to occurrence of a catastrophic event.

i. When a Federal Emergency or Disaster Declaration is approved by the President,

FEMA, in conjunction with the State, will normally establish a Disaster Field Office (DFO) in proximity to the disaster area whenever there is significant field deployment of federal resources to provide response and recovery assistance. The DFO is a state-federal operation that is staffed by designated federal agency staff members and by representatives of designated SEMC agencies needed to coordinate response/recovery activities

j. The SOC will continue operations for as long as needed to facilitate emergency

response and initial recovery activities and until the DFO is staffed and operationally capable of coordinating recovery efforts. Once the DFO is operational, and where practical, the State Coordinator may transfer direction and control of certain state


20

response operations from the SOC to the DFO. This action will not change the role/responsibility of the DDC Chair(s), who will retain responsibility for operations within the Disaster District(s).

k. A Joint Information Center (JIC) is normally established as part of the DFO to

facilitate coordinated news releases to the public and support media operations. This is also a combined state-federal operation. The JIC will remain operational as long as needed to support emergency response and recovery activities, including conducting outreach to disaster victims.

l. Once conditions in the disaster area stabilize somewhat, recovery programs will

begin and response operations will be reduced accordingly. Both response and recovery operations may be conducted concurrently for a limited time. Once response operations are terminated, recovery operations will continue for as long as required by conditions in the disaster area.

13. Technological Hazard Operations

a. A wide range of technological hazards threaten the State. Emergency response and

disaster recovery operations for technological hazards parallel actions taken in response to natural and man-made hazard events, but differ in regards to procedures for accessing federal assistance.

b. Federal assistance is provided under the provisions of several hazard-specific

federal contingency plans. These plans, along with state responsibilities and procedures, are discussed in appropriate annexes to this plan, specifically Annex D (Radiological Emergency Management) and Annex Q (Hazardous Materials and Oil Spill Response).

14. Drought Operations

The Texas Water Code requires a wide range of actions to be accomplished whenever drought conditions threaten the State. Contingency plans and procedures have been developed to insure that these actions are coordinated and parallel emergency response and recovery requirements of this plan. These plans, along with state responsibilities and procedures, are discussed in appropriate annexes to this plan, specifically Annex N (Direction and Control) and Annex V (Food and Water)

V. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES

A. ORGANIZATION

1. Chapter 418 (Emergency Management) of the Government Code provides that emergency management be structured around organized government. The Governor, as Chief Executive of the State, is responsible for meeting the dangers confronting the people of Texas. Chapter 421 (Homeland Security) of the Government Code provides that the Governor shall direct homeland security in the State and develop a statewide homeland security strategy that improves the state’s ability to:

a. Detect and deter threats to homeland security; b. Respond to homeland security emergencies; and


21

c. Recovery from homeland security emergencies. 2. The Governor has by executive order appointed the Director of the Governor’s Office of

Homeland Security as the Director of the Governor's Division of Emergency Management (GDEM) and the Chair of the State Emergency Management Council (SEMC).

3. The SEMC includes representatives of each state agency, board, or commission whose

functions or capabilities relate to important phases of emergency management. The Governor also has appointed representatives of organized volunteer groups to the Council. (See Attachment 1.)

4. The SEMC has been authorized to issue such directives as may be necessary to

effectuate the purpose of the Texas Disaster Act (Chapter 418, Government Code).

5. The SEMC has been organized into Emergency Support Functions composed of personnel and resources of SEMC agencies and organization. Coordination for each group is directed by a primary agency, which has been selected on the basis of its authority or capability in that particular functional area. The other agencies and organizations within the group are designated as support agencies and organizations based on their ability to provide equipment, personnel, and expertise in support of specific functional requirements. (See Attachment 2.)

a. ESFs identified in this plan are similar to, but not exactly the same as, the

counterpart federal-level ESFs contained in the FRP and RRP. This is to facilitate better coordination between the State and its local governments while enhancing coordinated response and recovery operations jointly conducted by state and federal agencies in Texas. A matrix that identifies counterpart state and federal primary agencies for each federal ESF is provided in this plan. (See Attachment 7.)

b. The ESF organization doesn't negate legislated mandates for lead agencies in

certain types of emergencies (i.e., oil spills, hazmat, radiological incidents). In those cases, the lead agency, by law, will always be the lead state responder regardless of its placement (either primary or support agency) in the ESF organization.

6. A state Critical Infrastructure Protection Council (CIPS) has been established to advise

the Governor on development and coordination of the statewide critical infrastructure protection strategy and implementation of that strategy.

7. State Disaster Districts have been established to divide the State into a number of

manageable emergency response/operations areas. These districts parallel the Highway Patrol districts and subdistricts of the Texas Department of Public Safety. (See Attachment 2.)

8. Disaster District Committees (DDCs), consisting insofar as possible of representatives of

each agency/organization represented in the SEMC, are established at the Disaster District level to coordinate state emergency response operations. Commanders of Highway Patrol districts and subdistricts serve as DDC Chairs. Some SEMC agencies do not have field offices and cannot provide representatives at all DDCs.

9. DDC Chairs shall report to the Director of the Office of Homeland Security on matters

relating to disasters and emergencies and shall keep the Director of the Department of Public Safety appraised on all matters as requested by the Director of that Department.


22

10. Regional Liaison Officers (RLOs) of the Governor's Division of Emergency Management

are assigned to each of the Department of Public Safety districts and assist the DDC Chairperson within their assigned areas.

11. Typical state-local emergency management organizational arrangements in the response

phase are depicted in Figure 1. The typical recovery phase organization is depicted in Figure 2.

B. RESPONSIBILITIES

1. Key Officials

a. The Governor

1) The Governor has ultimate responsibility for meeting the dangers to the people of Texas. The Governor may issue executive orders, proclamations, and regulations and amend or rescind them. Such actions by the Governor have the force and effect of law.

2) Under the provisions of Subchapter B of Chapter 418, Government Code, the

Governor, by executive order or proclamation, may declare a State of Disaster if a disaster has occurred or the occurrence or threat of disaster is imminent. During and following a State of Disaster, the Governor is the commander in chief of state agencies, boards, and commissions having emergency responsibilities.

3) Pursuant to authority vested in the Governor under Subchapter B, the Governor

may:

a) suspend the provisions of any regulatory statute prescribing the procedures for conduct of state business or the orders or rules of a state agency if compliance with the provisions, orders, or rules would in any way prevent, hinder, or delay necessary action in coping with a disaster;

b) use all available resources of state government and any political subdivision

that are reasonably necessary to cope with a disaster;

c) temporarily reassign resources, personnel, or functions of state executive departments and agencies or their units for the purpose of performing or facilitating emergency services;

d) commandeer or use any private property if the Governor finds it necessary

to cope with a disaster, subject to compensation requirements of the law;

e) recommend the evacuation of all or part of the population from a stricken or threatened area in the State if the Governor considers the action necessary for the preservation of life or other disaster mitigation, response, or recovery actions;

f) prescribe routes and destinations in connection with an evacuation;


23

Figure 1

State-Local Emergency Management Organization (Response Phase)

Disaster District Chair

DISASTER DISTRICT EOC

Governor

Director of Homeland Security

STATE OPERATIONS CENTER TIPCC & TSAAC

State Emergency Management Council

State Coordinator

Mayor / County Judge

LOCAL EOC

Incident Commander

INCIDENT COMMAND POST

Disaster District Committee

FEMA ROC

JOC


24

Figure 2 State-Local Emergency Management Organization

(Recovery Phase)

US DHS

Governor’s Office

DISASTER FIELD OFFICE

GDEM

SCO FCO

Federal Agencies

ERT (Federal

staff)

State staff

Disaster Recovery Centers

Joint Info.

Center State

Agencies

Mission Assignments Mission Assignments

FEMA Region VI


25

g) control ingress and egress of a disaster area and the movement of persons

and the occupancy of premises in an area;

h) enter into purchase, lease, or other arrangements with an agency of the United States for temporary housing units to be occupied by disaster victims, and may make units available to any political subdivision; and

i) through the use of any state agency or instrumentality, clear or remove

debris or wreckage from public or private lands or water if it threatens public health or safety.

b. Director of the Governor’s Division of Emergency Management

1) By executive order, the Governor has designated the Director of the Governor’s

Office of Homeland Security as the Director of the Governor’s Division of Emergency Management (GDEM).

2) By executive order, The Director serves as the Chair of the state Emergency

Management Council.

3) The Director shall advise the Governor, Lieutenant Governor, and Speaker of the House of Representatives on critical matters relating to homeland security and man-made or natural disasters.

4) As the Director of the Governor’s Office of Homeland Security, the Director is

responsible for overseeing and coordinating state homeland security efforts among local, state, and federal agencies.

c. State Coordinator, Governor’s Division of Emergency Management

1) The State Coordinator is responsible for the day-to-day management and

coordination of statewide emergency management activities, for operating the SOC, and for executing direction and control of statewide resources during emergency response and recovery operations

2) The Executive Order of the Governor Relating to Emergency Management

provides that the State Coordinator shall serve as the Chair of the State Emergency Response Commission (SERC), which carries out certain planning, reporting, and public information access responsibilities relating to hazardous materials that are mandated by the federal Emergency Planning and Community Right-to-Know Act.

3) §16.055 of the Water Code provides that the State Coordinator shall serve as

the State Drought Manager and is responsible for managing and coordinating the drought response component of the state water plan. The State Coordinator chairs the Drought Preparedness Council.

d. Disaster District Committee (DDC) Chairs

1) Disaster Districts are state regional emergency management elements responsible for managing state emergency operations within a given geographic


26

area. See Attachment 3 for a map of Disaster Districts. The DDC Chair, the Highway Patrol captain or command lieutenant for that Highway Patrol district or subdistrict, is responsible for monitoring and reporting on emergency situations. The DDC Chair also receives and validates requests for state emergency assistance from local governments, works with the DDC members to identify resources which can satisfy the request, coordinates arrangements for getting those resources to the place where they are needed, and monitors the use of those resources.

2) The DDC Chairs may activate their EOCs to monitor emergency situations and

execute direction and control of state resources during emergency response and recovery operations within disaster district boundaries.

3) DDC Chairpersons are responsible for overseeing SERT operations within

district boundaries and exercise operational control of mission-assigned National Guard and mutual aid emergency response forces operating in the district.

e. County Judges and Mayors

1) County judges and mayors are responsible for directing, controlling, and

coordinating emergency operations within their jurisdictions. 2) Incident management is typically delegated to local incident commander who

directs operations at the scene and is supported by an EOC providing resource support, resolving problems, coordinate with other jurisdictions and agencies, and providing emergency public information.

2. Organizations

a. State Emergency Management Council (SEMC)

1) The Governor, by executive order, has established the SEMC, which is

composed of the heads of designated state agencies, boards, and commissions, and representatives of the American Red Cross and The Salvation Army. The SEMC is responsible for providing advice and assistance in all matters relating to statewide emergency management activities in Texas. Its primary operational role is to identify, mobilize, and deploy state resources needed to respond to emergency situations, and respond to requests for information needed to conduct response and recovery operations. (See Attachment 1 for a list of SEMC members.)

2) The Director of the Governor’s Office of Homeland Security, who is also Director

of the Governor’s Division of Emergency Management, chairs the SEMC. The Director or the State Coordinator may convene the full SEMC or portions of it when emergency situations occur and request that SEMC members report to the SOC.

3) General Responsibilities. All SEMC agencies and organization will ensure that

capabilities exist for their organizations to execute statewide emergency management responsibilities. Each SEMC member will:


27

a) Ensure that qualified personnel are available to staff and operate state and joint direction and control and support facilities that may be activated during emergency response and recovery operations. These facilities include the SOC, Disaster District EOCs, a Joint Operations Center, on-scene command posts, the Disaster Field Office, a Joint Information Center (JIC), Disaster Recovery Centers (DRCs), and Resource Staging Areas (RSAs). State agency representative to the SEMC and DDCs must be knowledgeable of the type, quantity, and location of agency resources and the capabilities and limitations of those resources; they should have in place procedures to mobilize and deploy those resources in a timely manner to accomplish emergency response and recovery tasks.

b) Designate an individual to serve as the “first call” for their agency and serve

the primary point-of-contact and notification point for emergency management activities as well as at least two additional contact persons. Designations should be in writing and sent to the State Coordinator and include office address, office telephone number and fax number, pager number, and a home telephone number (or the number of a cellular phone which is available during non-duty hours) for each individual. The designation shall include the priority of notification – first call, second call, and third call.

c) Ensure that designated points of contact notify the agency or organization

senior staff of emergency situation and arrange to notify employees who may have to participate in emergency operations.

d) Ensure qualified personnel are available to conduct extended field

operations as a member of the SERT if the agency has been tasked to participate in the SERT.

e) Develop and maintain detailed plans and operating procedures for

accomplishment of agency and functional responsibilities.

f) Provide for direction and control of agency resources, continuity of government, and the collection and reporting of situational information and;

b. Emergency Support Functions (ESFs)

State ESFs include the following:

1) Warning ESF

a) Responsible For: Coordinating plans and emergency actions to use

available warning networks to disseminate warning of emergency situations of state, local, and federal officials and to alert the public of emergency situations and provide information and instructions. Maintains Annex A to the State Plan.

b) Primary Council Agency: Department of Public Safety c) Applicable Federal ESF#: none d) Council Support Agency: Governor's Division of Emergency Management

2) Communications ESF


28

a) Responsible For: Coordinating plans and emergency actions to provide

required telecommunications support (including all software and hardware support for electromagnetic communications) for state emergency response and recovery efforts. Maintains Annex B to the State Plan.

b) Primary Council Agency: Department of Information Resources c) Applicable Federal ESF#: 2 d) Council Support Agencies:

1. General Land Office 2. Texas Building and Procurement Commission 3. Governor’s Division of Emergency Management 4. Public Utility Commission of Texas 5. Railroad Commission of Texas 6. Department of Criminal Justice 7. Department of Health 8. Department of Public Safety 9. Department of Transportation 10. Texas Engineering Extension Service 11. Texas Forest Service 12. Adjutant General Department

3) Shelter and Mass Care ESF

a) Responsible For: Coordinating plans and emergency actions to assist local governments and disaster relief agencies in providing temporary shelter, food, and first aid to disaster victims, coordinate and distribute emergency relief supplies, and feed emergency workers. Maintains Annex C to the State Plan.

b) Primary Council Agency: The Salvation Army c) Applicable Federal ESF#: 6 d) Council Support Agencies:

1. American Red Cross 2. Department of Human Services 3. Texas Education Agency 4. Texas Parks and Wildlife Department

4) Radiological Emergency Management ESF

a) Responsible For: Coordinating plans and emergency actions to provide a

coordinated response to emergency situations involving radioactive materials, assess the impact of such events, and to determine and recommend or implement measures to protect life, property, and the environment in a radiological emergency. Maintains Annex D to the State Plan.

b) Primary Council Agency: Department of Health c) Applicable Federal ESF#: none d) Council Support Agencies:

1. Governor’s Division of Emergency Management 2. Department of Agriculture 3. Department of Public Safety 4. Texas Commission on Environmental Quality 5. Texas Parks and Wildlife Department


29

5) Evacuation ESF

a) Responsible For: Coordinating development of traffic management plans and emergency actions which integrate efforts of state and local agencies to conduct orderly large-scale evacuations of the public from threatened areas to designated reception and care areas, and providing local governments with information to support evacuation planning and execution. Maintains Annex E to the State Plan.

b) Primary Council Agency: Department of Public Safety c) Applicable Federal ESF#: none d) Council Support Agencies:

1. Governor's Division of Emergency Management 2. Department of Transportation

6) Firefighting ESF

a) Responsible For: Coordinating plans and emergency actions to detect and suppress fires on state and private lands, coordinate firefighting operations for large wildland fires encompassing several governmental jurisdictions, and assist in large industrial/structural fires. Maintains Annex F to the State Plan.

b) Primary Council Agency: Texas Forest Service c) Applicable Federal ESF#: 4 d) Council Support Agencies:

1. Adjutant General’s Department 2. Governor’s Division of Emergency Management 3. Texas Commission on Fire Protection 4. Department of Criminal Justice 5. Department of Insurance 6. Department of Public Safety 7. Department of Transportation 8. Texas Engineering Extension Service

e) Other Support Agencies: Civil Air Patrol

7) Law Enforcement ESF

a) Responsible For: Coordinating plans and emergency actions to carry out traffic control, maintain public order, secure designated areas, and provide other law enforcement services as needed to support state emergency response and recovery operations and assist local governments when requested. Maintains Annex G to the State Plan.

b) Primary Council Agency: Department of Public Safety c) Applicable Federal ESF #: none d) Council Support Agencies:

1. Office of the Attorney General 2. Department of Criminal Justice 3. Texas Forest Service 4. Texas Parks and Wildlife Department 5. Department of Family & Protective Services

8) Health and Medical Services ESF


30


supplemental and technical assistance to local governments in identifying and meeting the health and medical needs of disaster victims and emergency workers. Maintains Annex H to the State Plan.

b) Primary Council Agency: Department of Health c) Applicable Federal ESF#: 8 d) Council Support Agencies:

1. American Red Cross 2. Texas Animal Health Commission 3. Department of Criminal Justice 4. Department of Human Services 5. Department of Mental Health and Mental Retardation 6. Texas Commission on Environmental Quality 7. Texas Rehabilitation Commission 8. Department of State Health Services 9. Department of Aging & Disability Services 10. Department of Assistive & Rehabilitative Services

9) Public Information ESF

a) Responsible For: Developing, coordinating, and disseminating emergency information, instructions to the general public, and disaster preparedness educational materials, and by direct contact and through the news media using briefings, presentations, news releases and advisories, and response to public and news media queries. Maintains Annex I to the State Plan.

b) Primary Council Agency: Governor’s Division of Emergency Management c) Applicable Federal ESF#: none d) Council Support Agencies

1. Adjutant General's Department 2. American Red Cross 3. General Land Office 4. Office of the Attorney General 5. Railroad Commission of Texas 6. Texas Animal Health Commission 7. Texas Commission on Fire Protection 8. Texas Economic Development 9. Department of Health 10. Department of Insurance 11. Department of Mental Health and Mental Retardation 12. Department of Public Safety 13. Department of Transportation 14. Texas Forest Service 15. Texas Commission on Environmental Quality 16. The Salvation Army

10) Recovery ESF

a) Responsible For: Coordinating and conducting damage assessment and

post-disaster recovery activities in coordination with federal agencies, processing requests for disaster assistance, and implementing state-administered disaster assistance programs when such programs are


31

authorized. Maintains Annex J to the State Plan b) Primary Council Agency: Division of Emergency Management c) Applicable Federal ESF#: none d) Council Support Agencies:

1. American Red Cross 2. Texas Building and Procurement Commission 3. Office of the Attorney General 4. State Comptroller of Public Accounts 5. Texas Animal Health Commission 6. Department of Housing and Community Affairs 7. Department of Human Services 8. Department of Insurance 9. Department of Mental Health & Mental Retardation 10. Department of Transportation 11. Texas Forest Service 12. Texas Commission on Environmental Quality 13. Texas Workforce Commission 14. The Salvation Army

e) Other Support Agencies: Department on Aging

11) Public Works & Engineering ESF

a) Responsible For: Coordinating plans and emergency actions to provide coordinated engineering support services to accomplish state emergency response and recovery requirements. Maintain Annex K to the State Plan.

b) Primary Council Agency: Department of Transportation c) Applicable Federal ESF#: 3 d) Council Support Agencies:

1. Texas Building and Procurement Commission 2. Department of Criminal Justice 3. Texas Forest Service 4. Texas Commission on Environmental Quality

12) Energy and Utilities ESF


emergency power and other energy sources to support emergency response and recovery efforts and efforts to restore non-telecommunications utility systems damaged as a result of disasters. Maintains Annex L to the State Plan.

b) Primary Council Agency: Public Utility Commission c) Applicable Federal ESF#: 12 d) Council Support Agencies:

1. Railroad Commission of Texas 2. Comptroller of Public Accounts (State Energy Conservation Office)

13) Resource Support ESF


logistical and resource support to state and local emergency response and recovery efforts. Maintains Annex M to the State Plan.

b) Primary Council Agency: Texas Building and Procurement Commission


32

c) Applicable Federal ESF#: 7 d) Council Support Agencies:

1. Department of Criminal Justice 2. Texas Forest Service 3. Texas Workforce Commission

e) Other Support Agencies: Adventist Community Services

14) Direction and Control ESF

a) Responsible For: Coordinating plans and emergency actions to mobilize, deploy, direct, and control appropriate state resources to accomplish emergency response and recovery activities. Maintains Annex N to the State Plan.

b) Primary Council Agency: Governor’s Division of Emergency Management c) Applicable Federal ESF #: 5 d) Council Support Agencies: All Emergency Management Council agencies

provide support for this function.

15) Disaster Mental Health ESF

This ESF is being developed.

16) Hazard Mitigation ESF

a) Responsible For: Planning and conducting mitigation activities intended to eliminate or reduce long-term risk to life and property from natural or man-made hazards. Maintains Annex P to the State Plan.

b) Primary Council Agency: Governor’s Division of Emergency Management c) Applicable Federal ESF#: None d) Council Support Agencies:

1. General Land Office 2. Railroad Commission of Texas 3. Texas Animal Health Commission 4. Department of Housing and Community Affairs 5. Department of Insurance 6. Department of Transportation 7. Texas Engineering Extension Service 8. Texas Forest Service 9. Texas Commission on Environmental Quality 10. Texas Parks and Wildlife Department

e) Other Support Agencies: Texas Water Development Board

17) Hazardous Materials and Oil Spill Response ESF

a) Responsible For: Coordinating planning for and emergency actions to carry out the state response to threatened or actual large-scale releases of hazardous materials and oil spills. Maintains Annex Q to the State Plan.

b) Primary Council Agency: Texas Commission on Environmental Quality c) Applicable Federal ESF#: 10 d) Council Support Agencies:

1. General Land Office 2. Railroad Commission of Texas


33

3. Texas Commission on Fire Protection 4. Department of Health 5. Department of Insurance 6. Department of Public Safety 7. Department of Transportation 8. Texas Engineering Extension Service 9. Texas Parks and Wildlife Department

18) Search and Rescue ESF

a) Responsible For: Coordinating planning for and emergency actions to

provide trained personnel, specialized equipment, and other resources to assist local governments in search and rescue efforts. Maintains Annex R to the State Plan

b) Primary Council Agency: Texas Engineering Extension Service c) Applicable Federal ESF#: 9 d) Council Support Agencies:

1. Governor's Division of Emergency Management 2. Department of Criminal Justice 3. Department of Public Safety 4. Texas Forest Service 5. Texas Parks and Wildlife Department

e) Other Support Agencies: Civil Air Patrol

19) Transportation ESF

a) Responsible For: Coordinating planning and emergency actions for the use of transportation resources for the movement of personnel, equipment, and goods via air, road, rail, or marine transportation to support emergency operations. Maintains Annex S to the State Plan.

b) Primary Council Agency: Department of Criminal Justice c) Applicable Federal ESF#: 1 d) Council Support Agencies:

1. General Land Office 2. Texas Building and Procurement Commission 3. Railroad Commission of Texas 4. Department of Health 5. Department of Mental Health & Mental Retardation 6. Department of Public Safety 7. Department of Transportation 8. Texas Education Agency 9. Texas Engineering Extension Service 10. Texas Commission on Environmental Quality 11. Texas Parks & Wildlife Department

20) Donations Management ESF

a) Responsible For: Coordinating the operations of the State's donations

management program, to include providing information to the public on the most appropriate methods for donating; efficiently handling donations of goods and services, and assisting Texas voluntary disaster relief agencies, as needed, in receiving, storing, and distributing donated goods to disaster


34

victims. Maintains Annex T to the State Plan. b) Primary Council Agency: Governor’s Division of Emergency Management c) Applicable Federal ESF#: none d) Council Support Agencies:

1. Department of Information Resources 2. Texas Building and Procurement Commission 3. State Comptroller of Public Accounts 4. Department of Health 5. Texas Workforce Commission 6. Department of Family & Protective Services

e) Other Support Agencies 1. Texas Voluntary Organizations Active in Disaster 2. Texas Association of Retired and Senior Program Directors 3. Volunteer Center(s) 4. Corporation of National Service

21) Terrorist Incident Response ESF

a) Responsible For: Clarifying of roles and responsibilities for terrorist incident response and coordinating of emergency actions to deter threatened acts of terrorism or respond to acts that have occurred. Maintains Annex U to the State Plan.

b) Primary Council Agency: Department of Public Safety c) Applicable Federal ESF#: none d) Council Support Agencies:

1. Adjutant General’s Department 2. Texas Animal Health Commission 3. Department of Mental Health and Mental Retardation 4. Department of Transportation 5. Texas Forest Service 6. Texas Building and Procurement Commission 7. Department of Health 8. Texas Engineering Extension Service 9. Governor’s Division of Emergency Management 10. Texas Commission on Environmental Quality 11. The Salvation Army

22) Food and Water ESF

a) Responsible For: providing supplemental assistance to local governments

by identifying and obtaining food, water, and ice resources for distribution to areas affected by a disaster. Maintains Annex V to the State Plan.

b) Primary Council Agency: Department of Human Services c) Applicable Federal ESF#: 11 d) Council Support Agencies:

1. Adjutant General’s Department 2. American Red Cross 3. Department of Agriculture 4. Department of Criminal Justice 5. Department of Health 6. Texas Commission on Environmental Quality 7. The Salvation Army


35

e) Other Support Agencies: Texas Voluntary Organizations Active in Disaster

23) Military Support ESF

a) Responsible For: Coordinating planning for and emergency actions to activate, deployment and employ, National Guard and State Guard personnel and equipment to support civil authorities in emergency response and recovery operations as authorized by the Governor. Maintains Annex W to the State Plan.

b) Primary Council Agency: Adjutant General's Department c) Applicable Federal ESF#: none d) Council Support Agency: none

c. Critical Infrastructure Protection Council (CIPC)

1) A state Critical Infrastructure Protection Council has been established

pursuant to §421.021 of the Government Code.

2) The responsibilities of the CIPC include:

a) Advising the Governor on:

1. the development and coordination of a statewide critical infrastructure protection strategy;

2. the implementation of the Governor’s homeland security strategy by state and local agencies and provide specific suggestions for helping those agencies implement the strategy; and

3. other matters related to the planning, development, coordination, and implementation of initiatives to promote the Governor’s homeland security strategy.

b) Submitting an annual report on:

1. the Council’s progress in developing and coordinating a statewide critical infrastructure protection strategy;

2. the status and funding of state programs designed to detect and deter homeland security emergencies;

3. recommendations for actions to reduce threats to homeland security, including threats related to terrorism, and

4. recommendations for improving the alert, response, and recovery capabilities of state and local agencies.

3) CIPC membership is outlined in Attachment 3 to this Plan. Attachment 4

describes the responsibilities of various CIPC members for monitoring various types of infrastructure.

d. Disaster District Committees (DDCs)

DDCs are composed of representatives of state agencies and certain volunteer groups that operate within the District. They function as regional equivalents of the State Emergency Management Council and advise and assist the DDC Chairperson in identifying, mobilizing, deploying, and employing state resources within the


36

District. DDC Chairs activate DDCs and maintain a current call list for their DDC.

3. Facilities

a. State Operations Center

1) The SOC is located in a hardened underground facility at DPS Headquarters in Austin and is operated by GDEM.

2) The responsibilities of the SOC include:

a) Maintaining databases, maps, and other information relating to potential threats, key facilities, critical infrastructure, resources, and other planning data.

b) Coordinating with state agencies, local governments, volunteer groups, and industry with respect to threatened or actual emergency situations.

c) Responding to requests from emergency assistance from local governments and state agencies managing emergency incidents.

d) Supporting the emergency response coordination activities of the Emergency Management Council when it is activated during major emergencies and disasters to coordinate the use of state resources for response and recovering.

e) During emergency situations, providing emergency information and instructions to the public in coordination with the Governor’s Press Office and state agency public information staffs.

f) Coordinating state Amber Alert operations.

b. Texas Infrastructure Protection Communications Center (TIPCC)

1) The TIPCC is the state’s primary entity for planning, coordination, and integration of government communications capabilities to implement the Governor’s homeland security strategy and ensure an effective response to homeland security emergencies.

2) The TIPCC responsibilities include:

a) promoting emergency preparedness; b) receiving notice of and monitoring emergency threats and incidents and

analyzing the impact of such threats and incidents; c) making notification regarding threats and incidents to state officials and

providing situation reports on ongoing emergency situations; d) operating the State Warning Point, receiving warning through NAWAS and

other warning systems and disseminating warning of impending threats to state agencies, federal agencies, and local governments through TEWAS, TLETS, and other means;

e) authorizing and facilitating cooperative efforts related to emergency response and recovery.

3) The TIPCC is collocated and integrated with the SOC.

c. Texas Security Alert and Analysis Center (TSAAC)


37

1) The Texas Security Alert and Analysis Center (TSAAC), staffed by DPS Special Crimes personnel, will analyze suspicious incidents relating to homeland security reported by law enforcement agencies, share information developed by the state with and respond to queries from local governments, other states, and the US Department of Homeland Security through the Joint Regional Intelligence Exploitation System (JRIES).

2) The TSACC is collocated with the SOC.

VI. DIRECTION AND CONTROL A. GENERAL

1. The Governor will provide general guidance for the conduct of major emergency operations.

a. Under the Texas Disaster Act of 1975, as amended, the Governor is granted broad

powers to deal with disasters. Under this Act, the Governor may issue executive orders, proclamations, and regulations and amend or rescind them. Executive orders, proclamations, and regulations have the force and effect of law.

b. Additional authority to issue directives calculated to protect life and property, and to

control and terminate an emergency, is granted the Governor in instances when a State of Emergency is proclaimed under provisions of Chapter 433 of the Texas Government Code.

2. Under the auspices of the Governor, the State Emergency Management Director and

State Coordinator exercise overall direction and control of state emergency response and recovery operations, usually from the State Operations Center (SOC) in Austin.

a. The State Director or State Coordinator establishes objectives and authorizes

mission assignments to state agencies, requests commitment of federal assets and interstate mutual aid emergency response forces, and assigns operational control as required. Coordination of all state activities during emergency situations will be the primary responsibility of the Governor’s Division of Emergency Management.

b. The Assistant State Coordinator for Operations is responsible for managing the state

response. He will provide guidance to the SOC Controllers and special staff and is the single point of contact for SOC Controllers to resolve any issue that the SOC Controller cannot resolve. He will ensure that there is a continually coordinated response to achieve the objectives set by the State Coordinator.

c. The SOC coordinates with state agencies to identify, activate, and deploy state

resources to perform specific missions need to deal with emergency situation. Once deployed, such resources are directed and controlled by the DDC Chair.

3. Disaster District Committee (DDC) Chairs exercise direction and control of State

response operations within the boundaries of a Disaster District.

a. The DDC Chairperson issues mission assignments to state agencies and exercises operational control of National Guard, State Guard, and mutual aid emergency


38

response forces assigned to the District.

b. Texas National Guard and State Guard personnel ordered to state active duty status by the Governor will at all times remain under command and control of military authorities in accordance with the military chain-of-command established by the Adjutant General of Texas. Upon direction of the Governor, the Adjutant General will designate a Task Force Commander to execute command and control of National Guard personnel and their associated resources supporting emergency response and recovery operations in a Disaster District or deployed out of the State under provisions of EMAC. Within the State, the DDC Chairperson will provide mission assignments to the designated National Guard Task Force Commander.

c. State resources provided to assist local governments during emergency situations

are provided to conduct a specific mission. They will not be employed to carry out other tasks without prior approval of the DDC Chair.

4. Tactical Direction & Control

a. Local Incident Command.

1) Mayors and County Judges are expected to provide direction and control of city and county emergency response operations, typically from the local EOC. Local response forces normally establish an incident command post at the scene of an emergency situation, which may operate for some time before state resources are requested and deployed. The local incident commander normally carries out the Incident Command System (ICS) function of command – making operational decisions to manage the incident – from that command post.

2) Responding local mutual resources and state and federal resources will

normally be integrated into the ongoing incident command structure and accept tactical direction from the incident commander.

3) It is desirable that normal supervisors direct organized units.

4) In situations where multiple jurisdictions or state or federal agencies are

providing significant response resources or technical assistance for an emergency, it is generally desirable to transition from the normal ICS structure to a Unified Command structure. This arrangement helps ensure that all participating agencies are involved in developing objectives and strategies to deal with the emergency.

b. State Command Posts. State field command posts may be established for

emergency situations for which the state has primary responsibility, primarily those involving state property. The lead state agency or DDC Chair shall designate a state incident commander to provide direction and control of state personnel involved in site-specific response activity. The State Incident Commander shall keep the DDC Chair informed of the emergency situation and the progress of response operations.

5. State Area Command (SAC) A SAC may be established in the event that an emergency

or disaster area is widespread and encompasses more than one disaster district. A SAC is an organization formed to manage multiple incidents that are each being handled by


39

an incident management team, or very large incidents that have multiple incident management teams. Among the types of emergencies for which a SAC may be established are extensive wildfires or an ice storm that affects a large area.

a. An SAC is expected to establish an overall strategy and priorities, allocate assigned

resources based on priorities, ensure that incidents are properly managed, and that objectives are met and strategies followed. A SAC may be located in an existing DPS regional or district office or in another facility.

b. The State Coordinator, in conjunction with the designated lead agency and affected

DDC Chairs, will determine the need to establish a SAC, and will develop and distribute an Operational Control Plan that specifies the organization, direction and control, resource allocation, and operational procedures for the incident.

B. EFFECT OF STATE DISASTER DECLARATION ON STATE RESPONSE/RECOVERY OPERATIONS

1. When the Governor issues a Declaration of a State of Disaster and requests a Presidential Emergency or Major Disaster Declaration, a Governor's Authorized Representative (GAR), and State Coordinating Officers (SCOs) will be appointed. The Governor will normally select the GAR and SCOs, along with alternates, from GDEM staff personnel.

2. The GAR, assisted by the SCOs, will exercise overall direction and control of State

response/recovery operations, to include management and administration of programs authorized by the Stafford Act. The GAR will delegate mission assignment and federal and mutual aid resource commitment authority as needed, to insure the uninterrupted ability to conduct response and recovery operations throughout the State.

C. EFFECT OF A FEDERAL EMERGENCY OR DISASTER DECLARATION

1. If a Presidential Emergency or Major Disaster Declaration is issued, the President will appoint a Federal Coordinating Officer (FCO) to exercise overall direction and control of all federal response/recovery assistance operations. The FCO, along with the Disaster Recovery Manager (DRM), who is a FEMA official responsible for management and administration of recovery assistance programs authorized by The Stafford Act, may initially operate from the SOC and then from the DFO once that facility is operational.

2. When activated, the DFO is a joint federal operation, with federal agencies supervised by

the FCO and state staff supervised by the SCO. Once a DFO has been activated, state response operations will gradually be shifted to that facility and the SOC will reduce its operational level. Recovery operations will be conducted from the DFO until such time as the State and FEMA agree that a dedicated facility for response coordination is no longer required in the affected area.

VII. READINESS & RESPONSE LEVELS A. STATE READINESS & RESPONSE LEVELS

1. Emergency situations occur on a daily basis throughout the State, and responder agencies/organizations such as fire departments and emergency medical services routinely respond to them. Local responders handle the vast majority of emergency


40

situations without external assistance. However, those potential or actual emergency situations that may produce a severe or widespread impact may create a need for state assistance or for state and federal assistance. The State uses “readiness and response levels" to match the intensity of its preparedness and response activities to the intensity of a potential threat or the impact of an actual events. As the intensity of threats or impacts increases, emergency facilities are activated or increase their operations tempo, staffing and equipment readiness is increased, and additional resources are alerted, mobilized, deployed, and employed.

2. The State uses a four-tier readiness and response level scheme. Plans and standard

operating procedures provide that certain actions be taken at each response level based on the specific hazard anticipated or encounter. The state readiness and response conditions are:

a. Normal Conditions (Readiness & Response Level 4)

During Normal Conditions:

1) Planning, training, drills and exercises, and other preparedness activities are

conducted. 2) Emergency equipment and facilities are maintained. 3) Warning and communications systems are tested. 4) Current natural, technological, and homeland security threats are monitored.

Criminal intelligence is collected, analyzed, and, where appropriate, reported. 5) Local responders generally resolve emergency incidents that occur. Additional

assistance, if needed, is requested from adjacent jurisdictions or responder organizations in accordance with established mutual aid agreements. Normal operations of local government have not been affected.

6) Certain types of incidents reported to the SOC or the TSAAC by local governments, state agencies, other organizations, industry, or the public may be monitored until investigated or resolved.

b. Increased Readiness (Readiness & Response Level 3)

During Increased Readiness:

1) Local responders generally resolve routine emergency incidents that occur. 2) A significant emergency situation has not yet occurred; however, a higher than

normal level of readiness is warranted because of increased vulnerability to a specific hazard, such as an approaching severe storm or extreme wildfire threat.

3) Key staff is alerted and personnel and equipment availability reviewed. Staffing at some emergency facilities may be increased to provide additional situation monitoring.

4) Contingency plans and procedures are reviewed. 5) Equipment needs and supply shortages should be filled, if possible. 6) Some response units may be alerted and equipment readiness may be

increased. 7) Coordination activities increase and extra effort is exerted to review, evaluate,

and update appropriate plans and procedures to ensure ability to meet anticipated challenges of specific hazard.

8) Emergency public information activities should commence.


41

9) Appropriate officials and agency representatives are briefed on anticipated risk situations, expected impacts, and contingency measures. There may be limited impairment of some normal government operations because some staff members may be involved in increased readiness activities.

c. Escalated Response (Readiness & Response Level 2)

During Escalated Response:

1) The scope of the emergency situation has expanded beyond that which can be

handled by normal responder agencies, and additional emergency support functions such as shelter and mass care and evacuation may have to be implemented.

2) Staffing of emergency facilities is increased, and hours of operation are expanded, and coordination is intensified.

3) Response units are deployed and employed. 4) Requests for emergency assistance may be initiated between various

governments, and mutual aid resources may be summoned. 5) Appropriate officials and agency representatives are briefed on the current

situation and anticipated impacts. 5) Emergency public information activities should be expanded. 6) There may be some impairment of normal state and local government

operations.

d. Emergency Conditions (Response Level 1)

During Emergency Conditions:

1) The scope of the emergency has expanded to the point that all appropriate emergency response and recovery assets within some jurisdictions have been committed to the emergency situation or disaster.

2) The SOC and appropriate Disaster District EOCs are fully staffed by representatives from appropriate/required agencies and organizations and remains operational on a continuing basis for as long as needed.

3) Interagency coordination and situation reporting are increased to meet demands for information on the current situation.

4) The State receives requests for emergency assistance from local governments and coordinates resource assistance.

5) Intrastate mutual aid may be sought and federal aid may be requested. 6) State and local government operations in impact areas may be impaired by the

evacuation of personnel or damage to facilities and equipment B. Homeland Security Advisory System (HSAS)

1. The HSAS the means the Federal government uses to disseminate information regarding

the risk of terrorist acts to Federal, state, and local authorities and the general public. The Secretary of the US Department of Homeland Security determines HSAS threat conditions. Use of the system is binding on the Federal government and voluntary by other levels of government and the private sector.

2. The HSAS uses five threat conditions identified by a description and color; the higher the threat condition, the greater the risk of a terrorist attack and the greater protective


42

measures should be implemented. From lowest to highest, the conditions are:

a. Low = Green. This condition is declared when there is a low risk of terrorist attacks. General preventive and protective measures should be developed and implemented.

b. Guarded = Blue. This condition is declared when there is a general risk of terrorist

attacks. General protective measures should be implemented. c. Elevated = Yellow. This condition is declared when there is a significant risk of

terrorist attacks. Surveillance of key facilities and critical infrastructure should be increased; emergency plans may be implemented.

d. High = Orange. This condition is declared when there is a high risk of terrorist

attack. Increased security should be implemented and precautions taken at planned public events; access to key facilities and critical infrastructure may be restricted.

e. Severe = Red. This condition reflects a severe risk of terrorist act. During this

condition, staffing for emergency response and equipment readiness should be increased, and special response teams mobilized; the operation of transportation systems may be curtailed, and some public and government facilities may be closed.

C. RELATIONSHIP BETWEEN STATE EMERGENCY READINESS & RESPONSE LEVELS AND HSAS

1. State Readiness & Response Level 4/Normal Conditions is generally appropriate for HSAS threat condition Green/Low

2. State Readiness & Response Level 3/Increased Readiness is generally appropriate for

HSAS threat conditions Blue/Guarded and Yellow/Elevated. 3. State Readiness and Response level 2/Escalated Response is generally appropriate for

HSAS threat condition Orange/High. 4. State Readiness & Response Level 1/Emergency Conditions is generally appropriate for

HSAS threat condition Red/Severe.

VIII. CONTINUITY OF GOVERNMENT A. GENERAL

1. The occurrence of a disaster could impede the ability of the State and local government to provide for the safety and well being of the people of Texas. Continuity of Government (COG) consists of a variety of comprehensive activities designed to insure the preservation of our representative form of government and the continued ability of state and local governments to provide protection and essential services to the public.

2. Continuity of government requirements include key direction and control actions that must

be accomplished so that State government can continue to operate effectively regardless of the emergency or disaster situation and actions necessary for the reconstruction of State government.


43

B. LINES OF SUCCESSION

1. General

Article III, Section 62 of the State Constitution provides for the prompt and temporary succession to the powers and duties of public offices, whether by election or appointment. At any time the incumbents of those offices become unavailable for carrying on the duties of such offices, the Legislature may appoint successors.

2. Executive

The lines of succession to the Governor are specified in the State Constitution (Article IV, Section 3a) and the Emergency Interim Executive Succession Act (Title 4, Chapter 401.021 - 401.023). The succession order includes the Lieutenant Governor, President Pro-Tempore of the Senate, Speaker of the House of Representatives, the Attorney General, and then the Chief Justice of each of the Courts of Appeals in the numerical order of the Supreme Judicial Districts in which they serve.

3. Legislative

The lines of succession for the State Legislature are detailed in the Emergency Interim Legislative Succession Act (Title 3, Chapters 304.001 -304.011) and extend seven deep for each Legislative position.

4. Judiciary

There is no automatic succession for members of the Judiciary. Vacancies of state judges or justices are temporarily filled by the Governor until the next general election occurs. (Article V, Sections 2 and 28 of the State Constitution detail this process.)

5. State Agencies

Lines of succession for state agencies are detailed in the Emergency Interim Public Office Succession Act (Title 110A, Article 6252-10a of the Government Code) and require a minimum of three and a maximum of seven successors for key positions. Council members are tasked to develop and maintain appropriate lines of succession for key positions and procedures for the orderly succession of responsibilities.

6. Local Governments

Lines of succession for local governments are detailed in appropriate state and local laws, regulations, and local government emergency management plans.

C. PRE-DELEGATION OF EMERGENCY AUTHORITIES

The Governor's Executive Order Relating to Emergency Management, and the Texas Disaster Act of 1975, Government Code Chapter 418, outline legal authorities available to the Governor during a major emergency or disaster situation affecting the State. The State Constitution, Article III, Section 62, outlines when and how the Governor can relocate the "seat of government" if required by a disaster situation. Council members are tasked to identify emergency legal authorities and their limits affecting their agencies and under what circumstances and by whom they may be exercised. This includes those actions that can be


44

carried out by that agency during a declared emergency, which couldn't be accomplished on a normal everyday basis (e.g., changing priorities, limiting/excluding the bidding process, etc.)

D. EMERGENCY ACTION STEPS

Procedures to be followed during emergencies and/or disasters affecting the State are found in this plan or associated documents. Each Council agency member is tasked to develop operating procedures that include actions to be accomplished during emergencies and/or disaster situations to include emergency assignments, responsibilities, duty stations and notification/alerting of staff members. Action Guides are included in each Annex of this plan that identify actions to be taken by each agency and the circumstances that trigger these actions.

E. ALTERNATE OPERATING FACILITIES

Primary and alternate SOCs have been identified and detailed standard operating procedures (SOPs) have been developed. Disaster District EOCs have also been selected. The Department of Public Safety will select alternate EOCs for each Disaster District and develop and maintain SOPs for each facility. Council members will prepare SOPs that detail how their agency will staff and operate from the SOC and Disaster District EOCs as appropriate. SOPs should address, but not be limited to: responsibilities; location of the EOC, emergency notification of personnel, telephone numbers, and other communications capabilities; administrative data and report requirements; security; logistical requirements; public information activities; and staffing requirements to insure 24-hour-a-day operations for a prolonged period of time.

F. PROTECTION OF GOVERNMENT RESOURCES

1. Unless government resources, specifically personnel, facilities, and equipment, remain intact and operational during crisis situations, continuity of government objectives of this plan cannot be accomplished. The emergency situation or disaster may require that state offices, facilities, work areas, or even the State's "Seat of Government" be relocated to safer locations. A relocation of this type will require an adjustment to daily operations and a concentrated effort to accomplish only mission-essential responsibilities resulting in a decreased effort devoted to non-essential functions.

2. State agencies need to develop and maintain procedures for identifying and recalling key

personnel, deciding which mission functions must continue at what level of performance/output, relocating existing work areas including computer operations to pre-selected alternate work areas and/or dispersal sites, establishing applicable security protection measures both en route and at new locations, and clearly identifying those responsible for accomplishment of these tasks. The Department of Information Resources will provide assistance and guidance to state agencies concerning computer operations, specifically security and protection of computer data records.

G. PROTECTION OF VITAL RECORDS

Vital records and reports will be protected in accordance with the Preservation of Essential Records Act (Title 4, Chapter 441.051 - 441.062). Council member agencies should identify those records considered essential for the recovery process following a disaster which has damaged or destroyed state facilities or systems. State agencies should also develop and maintain procedures for the identification, duplication, storage, and protection


45

of essential records and identify those responsible for accomplishment of these tasks.

IX. ADMINISTRATION AND SUPPORT

A. SUPPORT

1. In most situations, requests for federal assistance will be made through the SOC to the Federal Emergency Management Agency (FEMA). Exceptions to this are detailed in federal, hazard-specific contingency plans and procedures and in Annexes D, F, N, and Q to this plan.

2. The process for requesting and providing interstate mutual aid is addressed in Annexes

D, F, and N to this plan. B. AGREEMENTS AND UNDERSTANDINGS

All agreements and understandings entered into for the purchase, lease, or otherwise use of equipment and services will be in accordance with the provision of state law and procedures. The declaration of a State of Disaster, issued by the Governor, may suspend selected rules and regulations that impede emergency response and recovery operations.

C. REPORTS AND RECORDS

1. In addition to individual intra-agency recording and reporting requirements, all Council member agencies will provide emergency management reports in accordance with this plan, its annexes, and procedures.

2. Based on situational requirements, operational reports will be submitted to the DDC

Chairperson(s) affected by the emergency situation for review and consolidation prior to submission to the SOC in Austin. This reporting requirement is applicable to local governments, field-deployed state command posts, and all Council member agencies conducting emergency response activities within the geographical boundaries of a Disaster District.

3. Upon determination of need, the State Director, the State Coordinator, or the GAR may

authorize and impose additional emergency recording and reporting requirements applicable to local governments and state agencies.

D. EXPENDITURES AND RECORD KEEPING

1. It is the intent of the Legislature, and the policy of the State, that funds to meet disaster emergencies always be available, and that the first recourse be to the funds regularly appropriated to state and local agencies.

2. Each agency is responsible for establishing administrative controls necessary to manage

the expenditure of funds and to provide reasonable accountability and justification for federal reimbursement in accordance with the established federal program guidelines, or standard cost accounting procedures, if acceptable by the reimbursing federal agency.

3. Under the provisions of EMAC, Texas is responsible for the reimbursement of expenses

incurred by responding states during the delivery of mutual aid or for the out-of-state


46

sheltering or repatriation of Texas residents. Texas is likewise responsible for the computation and submission of bills for reimbursement of expenses incurred while responding to a requesting state.

4. In accordance with established procedures, state agencies may seek financial assistance

for “unreasonably great” emergency operations costs from the Disaster Contingency Fund pursuant to section 418.073 (b) of the Disaster Act.

E. CRITIQUES

1. “Primary” and “lead” state agencies are responsible for conducting critiques following the conclusion of a significant emergency event/incident or exercise.

2. The critique conducted will entail both written and verbal input from all appropriate

participants, including field personnel.

3. In consultation with appropriate support agencies, the state agency having “primary” and/or “lead” responsibility shall develop a written critique report, which will be provided to the State Coordinator.

X. PLAN DEVELOPMENT AND MAINTENANCE

A. DEVELOPMENT

1. The Governor's Division of Emergency Management has the overall responsibility for emergency planning and coordination of state resources in the conduct of emergency operations.

2. Each member agency of the State Emergency Management Council is responsible for

the development and maintenance of appropriate planning documents that address responsibilities assigned in this plan, to include standard operating procedures.

3. The State Coordinator, Governor's Division of Emergency Management, will ensure

appropriate distribution of the Basic Plan and any changes thereto. Distribution of functional annexes and changes will be accomplished by the designated agency with primary responsibility for the annex.

B. MAINTENANCE

1. The State Coordinator of the Governor’s Division of Emergency Management will authorize and issue changes to this plan until such time as the plan is superseded.

2. The State Coordinator will maintain and update this plan, as required. Council member

representatives may recommend changes and will provide information concerning capability changes that impact their emergency management responsibilities.

3. State Emergency Management Council agencies are responsible for participating in the

annual review of the plan. The State Coordinator will coordinate all review and revision efforts, and ensure that the plan is updated as necessary, based on lessons learned during actual occurrence events and exercises, and other changes in organization, technology and/or capabilities.


47

4. Council members have the responsibility for maintaining annexes, appendices, standard

operating procedures, notification lists, and resource data to ensure prompt and effective response to emergencies. Agency resource data must be accessible to agency representatives at the SOC and at each affected Disaster District EOC to facilitate the capability of agency to support its emergency management responsibilities. Council member agencies are also required to conduct and/or participate in training activities designed to enhance their ability to accomplish their responsibilities as assigned by this plan.

5. This plan shall be exercised at least annually in the form of a simulated emergency in

order to provide practical, controlled, operational experience to those who have SOC responsibilities. This requirement is applicable to the SOC and each Disaster District EOC.

6. All emergency management-related exercises will be designed so as to evaluate the

effectiveness of this plan and it’s associated annexes and procedures. These exercises will be coordinated with the State Coordinator of the Governor's Division of Emergency Management. The Council member agency having primary responsibility for hazard-specific tasks, in consultation with appropriate support agencies, will develop, conduct, and evaluate operational exercises of this plan. As part of the evaluation process, the primary state agency will provide written recommendations for revisions to this plan to the State Coordinator.

Attachments 1. State Emergency Management Council 2. State Emergency Management Council - Matrix of Responsibilities 3. Critical Infrastructure Protection Council 4. Critical Infrastructure Protection Council Responsibilities 5. Disaster District Boundaries 6. Channels for Requesting Emergency Assistance 7. Primary Federal & State Functional Responsibilities 8. State Plan Annex Assignments 9. Summary of Agency Emergency Responsibilities

Attachment 1


1-1

Chair: Director of Homeland Security/Director, Division of Emergency Management

1. Adjutant General’s Department (AGD) 2. American Red Cross (ARD) ** 3. Department of Information Resources (DIR) 4. General Land Office (GLO) * 5. Governor’s Division of Emergency Management (GDEM) 6. Office of Rural Community Affairs (ORCA) 7. Public Utility Commission of Texas (PUC) * 8. Railroad Commission of Texas (RRC) * 9. Salvation Army (TSA) 10. State Auditor’s Office (SAO) 11. State Comptroller of Public Accounts (CPA) 12. Texas Animal Health Commission (TAHC) 13. Texas Attorney General’s Office (OAG) 14. Texas Building & Procurement Commission (BPC) 15. Texas Commission on Environmental Quality (TCEQ) * 16. Texas Commission on Fire Protection (TCFP) 17. Department of Aging & Disability Services (DADS) - when activated 18. Department of Agriculture (TDA) * 19. Department of Assisted & Rehabilitative Services (DARS) - when activated 20. Department of Criminal Justice (TDCJ) 21. Department of Health (TDH) * - will be dissolved) 22. Department of Housing & Community Affairs (TDHCA) 23. Department of Human Services (DHS) – will be dissolved 24. Department of Insurance (TDI) 25. Department of Mental Health & Mental Retardation (MHMR) - will be dissolved 26. Department of Protective & Family Services (DFPS) 27. Department of Public Safety (DPS) * 28. Department of State Health Services (DSHS) - when activated 29. Department of Transportation (TCDOT) * 30. Texas Education Agency (TEA) 31. Texas Engineering Extension Service (TEEX) * 32. Texas Forest Service (TFS) 33. Texas Parks & Wildlife Department (TPWD) * 34. Texas Rehabilitation Commission (TRC) Will be dissolved. 35. Texas Workforce Commission (TWC)

* Indicates departments and agencies which are members of the State Emergency Response Commission (SERC) ** Non-governmental organizations

STATE EMERGENCY MANAGEMENT COUNCIL (SEMC)

Attachment 1


1-2

Attachment 2


2-1

STATE EMERGENCY MANAGEMENT COUNCIL

MATRIX OF RESPONSIBILITIES 1. Organizational acronyms used in the matrix that follows are defined in Attachment 1. 2. Legend:

P = primary agency S = support agency.

Attachment 2


2-2

Part 1 of 2

A -

WA

RN

ING

B -

CO

MM

UN

ICA

TIO

NS

C -

SH

ELT

ER

AN

D M

AS

S

D -

RA

DIO

LOG

ICA

L E

ME

R

E -

EV

AC

UA

TIO

N

F - F

IRE

FIG

HTI

NG

G -

LAW

EN

FOR

CE

ME

NT

H -

HE

ALT

H A

ND

ME

DIC

AL

I – P

UB

LIC

INFO

RM

ATI

ON

J - R

EC

OV

ER

Y

K -

PU

BLI

C W

OR

KS

&

EN

GIN

EE

RIN

G

L-E

NE

RG

Y&

UTI

LITI

ES

M -

RE

SO

UR

CE

SU

PP

OR

T

N -

DIR

EC

TIO

N &

CO

NTR

OL

P -

HA

ZAR

D M

ITIG

ATI

ON

Q -

HA

ZMA

T &

OIL

SP

ILL

R -

SE

AR

CH

AN

D R

ES

CU

E

S -

TRA

NS

PO

RTA

TIO

N

T - D

ON

ATI

ON

S M

GM

T.

U -

TER

RO

RIS

T IN

CID

EN

T R

ES

PO

NS

E

V -

FOO

D A

ND

WA

TER

W -

MIL

ITA

RY

SU

PP

OR

T

O –

RE

SE

RV

ED

/FU

TUR

E U

SE

AGD S S S S S S P ARC S S S S S S CPA S S S S GDEM S S S S S P P P P S P S DIR P S S DPS P S S P S P S S S S S P GLO S S S S S S TBPC S S S P S S S S MHMR S S S S S S OAG S S S S ORCA S S S PUC S P S RRC S S S S S S S SAO S TAHC S S S S S S TCFP S S S S TDA S S S TDCJ S S S S S S S S P S

Attachment 2


2-3

Part 2 of 2

A -

WA

RN

ING

B -

CO

MM

UN

ICA

TIO

NS

C -

SH

ELT

ER

AN

D M

AS

S

D -

RA

DIO

LOG

ICA

L E

ME

R

E -

EV

AC

UA

TIO

N

F - F

IRE

FIG

HTI

NG

G

- LA

W E

NFO

RC

EM

EN

T H

- H

EA

LTH

AN

D M

ED

ICA

L I –

PU

BLI

C IN

FOR

MA

TIO

N

J - R

EC

OV

ER

Y

K-P

UB

LIC

WO

RK

S&

L - E

NE

RG

Y &

UTI

LITI

ES

M -

RE

SO

UR

CE

SU

PP

OR

T N

- D

IRE

CTI

ON

& C

ON

TRO

L P

- H

AZA

RD

MIT

IGA

TIO

N

Q -

HA

ZMA

T &

OIL

SP

ILL

R -

SE

AR

CH

AN

D R

ES

CU

E

S -

TRA

NS

PO

RTA

TIO

N

T - D

ON

ATI

ON

S M

GM

T.

U -

TER

RO

RIS

T IN

CID

EN

T R

ES

PO

NS

E

V -

FOO

D A

ND

WA

TER

W -

MIL

ITA

RY

SU

PP

OR

T

O –

RE

SE

RV

ED

/FU

TUR

E U

SE

TXED S S TDH S P P S S S S S S S DSHS S P P S S S S S S S TDADS S DARS S DFPS S TDHCA S S S DHS S S S S P TDI S S S S S S TEA S S S TEEX S S S S S P S S TFS S P S S S S S S S S S TCEQ S S S S S S S P S S S TPWD S S S S S S S S TRC S S TSA P S S S S S TWC S S S S TXDOT S S S S S P S S S S S

Attachment 2


2-4

Attachment 3


3-1

Chair: Director of Homeland Security/Director, Division of Emergency Management

1. Department of Agriculture (TDA)

2. Office of the Attorney General

3. General Land Office (GLO)

4. Public Utility Commission of Texas (PUC)

5. Department of Health (TDH) - will be dissolved

6. Department of Information Resources (DIR)

7. Department of Public Safety (DPS)

8. Governor’s Division of Emergency Management (GDEM)

9. Adjutant General’s Department (AGD)

10. Texas Commission on Environmental Quality (TCEQ)

11. Railroad Commission of Texas (RRC)

12. Texas Strategic Military Planning Commission (TSMPC)

13. Department of Transportation (TXDOT)

CRITICAL INFRASTRUCTURE PROTECTION COUNCIL (CIPC)

Attachment 3


3-2

Attachment 4


4-1

CRITICAL INFRASTRUCTURE PROTECTION COUNCIL RESPONSIBILITIES

Sector Lead Agency

Air Quality Texas Commission on Environmental Quality Agriculture Department of Agriculture Criminal Intelligence Department of Public Safety Electricity Public Utility Commission of Texas Emergency Services Governor’s Division of Emergency Management Food Safety Department of Health Government Governor’s Office Information Service Department of Information Resources Military Texas National Guard Oil & Gas Railroad Commission of Texas Public Health Department of Health Telecommunications Public Utility Commission of Texas Transportation Department of Transportation Water Texas Commission on Environmental Quality

Attachment 4


4-2

Attachment 5


5-1

STATE DISASTER DISTRICT BOUNDARIES

Dallam Lipscomb

Moore Hemphill

Potter Gray

Parmer

Cochran

Yoakum

Hall

Hale Motley

Lubbock Dickens

Andrews

King

Terry

Sherman HansfordOchiltree

Hutchinson

Wheeler

Randall Armstrong Donley

Castro Briscoe Childress

Cottle

Hardeman

Foard

Hartley Roberts

Oldham Carson

Deaf Smith

Collingsworth

Bailey

Swisher

Lamb Floyd

Hockley Crosby

Gaines

Knox

Lynn Garza Kent Stonewall

El Paso

Hudspeth Culberson

Jeff Davis

Reeves

Loving Winkler

Ward

Ector

Dawson

Martin

Zavala

UvaldeKinney

EdwardsVal Verde

Presidio

Brewster

McMullenLa SalleDimmit

Jim Wells

Webb

BrooksKenedy

Starr

HidalgoWillacy

Cameron

Bowie

CassCamp

TitusFrankli

Morris

Rains Marion

Kaufman Harrison

Panola

Gregg

Rusk

Bell

WilliamsonMilam

Sabine

Trinity

UpshurWood Van

Zandt

Navarro Hill Cherokee

Freestone McLennan

Falls

ShelbyNacogdoches

San Augustine

Jasper

Jefferson

TylerWalker Polk

Robertson Madison

Brazos

Hardin

San JacintoGrimes

Liberty

Chambers

Montgomery Burleson

Lee

Ellis

Goliad

BeeLive Oak

Maverick

Refugio

Nueces

San Patricio

Kleberg

Duval

Zapata Jim Hogg

Smith Henderson

Anderson

Leon

Limestone

Travis

Hays

Comal

Houston Angelina

Newton

Orange

Cooke Grayson Fannin

Collin Denton Hunt

Lamar

Delta

Hopkins

Dallas

Red River

Rockwall

Nolan

Baylor

JonesShackelfordStephens

Archer

Young

Taylor

Fisher

HaskellThrockmorton

CallahanEastlandHoward

Borden Parker

Erath

Palo Pinto

MontagueClay

WichitaWilbarger

WiseJack

Upton

BrownColeman

RunnelsCoke Sterling

GlasscockMidland

Crane

Menard

McCullochConcho

Sutton

Schleicher

Tom Green

CrockettPecos

Irion Reagan

Comanche

Hood

Bosque

Somervell

Hamilton

Kimble

Mason

Mills

San Saba

Blanco

Burnet

Lampasas

Johnson

GillespieTerrell

Llano

Coryell

Tarrant

Washington

Fayette

Lavaca

Jackson

Wharton

Colorado

Austin

Fort Bend

Brazoria

Harris

Bastrop

Matagorda

Kerr

Real

Bexar

Wilson

Karnes

Caldwell

GuadalupeGonzales

DeWitt

Waller

Calhoun

Victoria

Kendall

AtascosaFrio

Medina

Bandera

Galveston

Aransas

Scurry

Mitchell

Sub 2B

5B

5A

4A

4B

Sub 4A

Sub4B

6B

3B

Sub8A

3A

8A

Sub 2C

6A

Sub5A

Sub1A 1A

1B

6C

2C

2A

2B

Sub8A

Attachment 5


5-2

Attachment 6


6-1

CHANNELS FOR REQUESTING OPERATIONAL ASSISTANCE

GOVERNOR Other States

US DHS/ FEMA

STATE OPERATIONS CENTER

TSAAC TIPCC

State Emergency Management Council

DISASTER DISTRICT CHAIR

Disaster District Committee

LOCAL GOVERNMENTS Other

Local Governments

Regional Response

Teams

Business &

Industry

Volunteer Groups

Attachment 6


6-2

Attachment 7


7-1

PRIMARY FEDERAL/STATE FUNCTIONAL RESPONSIBILITIES

FEDERAL

ESF #

FUNCTION PRIMARY

FEDERAL AGENCY PRIMARY

STATE AGENCY

1 TRANSPORTATION Department of Transportation

Department of Criminal Justice

2 COMMUNICATIONS Office of Science & Technology Policy

Department of Information Resources

3 PUBLIC WORKS AND ENGINEERING U.S. Army Corps of Engineers

Department of Transportation

4 FIREFIGHTING Department of Agriculture

Texas Forest Service

5 INFORMATION & PLANNING Federal Emergency Management Agency

Governor's Division of Emergency Management

6 MASS CARE American Red Cross The Salvation Army

7 RESOURCE SUPPORT General Services Administration

Texas Building and Procurement Commission

8 HEALTH & MEDICAL SERVICES Department of Health and Human Services

Department of Health

9 URBAN SEARCH AND RESCUE Federal Emergency Management Agency

Texas Engineering Extension Service

10 HAZARDOUS MATERIALS Environmental Protection Agency

Texas Commission on Environmental Quality

11 FOOD Department of Agriculture

Department of Human Services

12 ENERGY Department of Energy Public Utility Commission

The FEDERAL RESPONSE PLAN assigns emergency support function (ESF) responsibilities to specific federal agencies. This chart identifies federal primary agencies for each numbered federal ESF and their counterpart state agency.

Attachment 7


7-2

Attachment 8


8-1

STATE PLAN ANNEX ASSIGNMENTS

ANNEX EMERGENCY SUPPORT FUNCTION PRIMARY STATE AGENCY

FEDERAL ESF #

Annex A Warning DPS

Annex B Communications DIR 2

Annex C Shelter and Mass Care TSA 6

Annex D Radiological Emergency Management TDH

Annex E Evacuation DPS

Annex F Firefighting TFS 4

Annex G Law Enforcement DPS

Annex H Health and Medical Services TDH 8

Annex I Public Information GDEM

Annex J Recovery GDEM

Annex K Public Works and Engineering TxDOT 3

Annex L Energy and Utilities PUC 12

Annex M Resource Support TBPC 7

Annex N Direction and Control GDEM 5

Annex O (Reserved for Future Use)

Annex P Hazard Mitigation GDEM

Annex Q Hazardous Materials and Oil Spill Response

TCEQ 10

Annex R Search and Rescue TEEX 9

Annex S Transportation TDCJ 1

Annex T Donations Management GDEM

Annex U Terrorist Incident Response DPS

Annex V Food and Water DHS 11

Annex W Military Support AGD

Attachment 8


8-2

Attachment 9


9-1

SUMMARY OF AGENCY EMERGENCY RESPONSIBILITIES

Adjutant General's Department .................................................................................................... 9-2 American Red Cross .................................................................................................................... 9-3 Department of Information Resources......................................................................................... 9-4 General Land Office...................................................................................................................... 9-5 Texas Building and Procurement Commission............................................................................ 9-6 Governor's Division of Emergency Management ........................................................................ 9-7 Office of the Attorney General...................................................................................................... 9-8 Office of Rural Community Affairs................................................................................................ 9-9 Public Utility Commission of Texas .............................................................................................. 9-10 Railroad Commission of Texas ................................................................................................... 9-11 State Auditor's Office ................................................................................................................... 9-12 State Comptroller of Public Accounts.......................................................................................... 9-13 Texas Commission on Fire Protection ........................................................................................ 9-14 Department of Aging & Disability Services ................................................................................. 9-15 Department of Agriculture............................................................................................................ 9-16 Department of Assistive & Rehabilitative Services..................................................................... 9-17 Texas Economic Development ................................................................................................... 9-18 Department of Criminal Justice ................................................................................................... 9-19 Department of Family & Protective Services .............................................................................. 9-20 Department of Health .................................................................................................................. 9-21 Department of Housing & Community Affairs ............................................................................. 9-22 Department of Human Services .................................................................................................. 9-23 Department of Insurance............................................................................................................. 9-24 Department of Mental Health and Mental Retardation ............................................................... 9-25 Department of Public Safety........................................................................................................ 9-26 Department of State Health Services.......................................................................................... 9-27 Department of Transportation ..................................................................................................... 9-28 Texas Education Agency............................................................................................................. 9-29 Texas Engineering Extension Service ........................................................................................ 9-30 Texas Forest Service................................................................................................................... 9-31 Texas Commission on Environmental Quality............................................................................ 9-32 Texas Parks and Wildlife Department......................................................................................... 9-33 Texas Rehabilitation Commission............................................................................................... 9-34 Texas Workforce Commission .................................................................................................... 9-35 The Salvation Army ..................................................................................................................... 9-36 Texas Animal Health Commission .............................................................................................. 9-37

Attachment 9


9-2


AGENCY/ORGANIZATION: Adjutant General's Department (AGD) MISSION: The Texas National Guard (TNG), to include the Texas Army and Air National

Guard, will: Under command of the Governor of Texas, provide trained and equipped

units to assist civil authorities in the protection of life and property and the preservation of peace, order, and public safety in the State of Texas. Support also involves assisting local authorities in civil and natural emergencies as well as community service activities.

When ordered or called into active federal service by the President of the

United States, provide trained and equipped units for war or national emergencies, or at such other times as national security may require, provide augmentation of the United States Armed Forces. This includes supporting Department of Defense airlift requirements worldwide as well as 24-hour alert air defense missions on the Texas Gulf Coast and along the United States' southern border.

The Texas State Guard, as a state reserve force, will, when activated by the

Governor, provide trained and equipped individuals to supplement the Texas National Guard and to replace the TNG when that force is called into federal service.

ENABLING LEGISLATION: Texas Government Code, Section 431.002 PRIMARY AGENCY FOR:Military Support SUPPORT AGENCY FOR: Public Information Direction and Control Food and Water Firefighting Terrorist Incident Response Communications MEMBER OF CIPC

Attachment 9


9-3


AGENCY/ORGANIZATION: American Red Cross (ARC) MISSION: ARC responds year-round to assist victims of hurricanes, floods, earthquakes,

tornadoes, fires, hazardous material spills, transportation accidents, and other incidents. Assists the public in preventing, preparing for, and coping with disasters to include helping people plan for specific types of disasters, reducing their traumatic impact, preventing injuries, saving lives, and reducing property loss. After a disaster occurs, the ARC provides emergency shelter, food, medicine, and first aid to provide for basic human needs, and also distributes food and home clean-up items throughout the affected areas. The ARC also meets immediate emergency needs by providing cash vouchers for groceries, new clothing, temporary housing, emergency home repairs, transportation, basic household items, medicines, and tools. The ARC additionally helps when all other resources, such as insurance benefits and government assistance, are not available or are inadequate to meet disaster-related needs. Disaster relief work by the ARC includes feeding emergency workers, referring those affected by a disaster to other available resources, handling inquiries from concerned family members outside the disaster area, providing blood and blood products to disaster victims, and providing disaster-related mental health services and specialized counseling.

ENABLING LEGISLATION: Act of Congress, January 5, 1905, 33 Sta. 599, as amended by 36

U.S. Code Section 1 PRIMARY AGENCY FOR: (None) SUPPORT AGENCY FOR: Shelter and Mass Care Health and Medical Services Public Information Recovery Direction and Control Food and Water

Attachment 9


9-4


AGENCY/ORGANIZATION: Department of Information Resources (DIR) MISSION: DIR provides the State of Texas with an innovative use of information resources to

support better service delivery, cost-effective use of resources, and increased accountability. DIR also conducts information technology research for the State. Specifically, DIR coordinates and directs the use of information resources technologies by state agencies that provide the most cost-effective and useful retrieval and exchange of information both within and among the various agencies and branches of government to the people of Texas and their elected representatives. DIR additionally operates a disaster recovery site to prevent loss of information.

ENABLING LEGISLATION: Texas Government Code, Section 2054.004 PRIMARY AGENCY FOR:Communications SUPPORT AGENCY FOR: Direction and Control Donations Management

MEMBER OF CIPC

Attachment 9


9-5


AGENCY/ORGANIZATION: General Land Office (GLO) MISSION: GLO is responsible for the management of over 20 million acres of state land and

the mineral rights therein. This includes 13 million acres dedicated to the Permanent School Fund and state-owned "submerged" lands from the mean high tide line out to 10.3 miles into the Gulf of Mexico. The GLO also manages programs which offer qualified Texas veterans low-interest loans to purchase land, homes, and make home improvements; is responsible for inventorying and evaluating more than 2 million acres of property owned by state agencies to ensure highest and best use; and plays an active role in environmental and economic issues to include cleaning-up spills in state coastal waters, operating a recycling education and market development program, mobilizing thousands of volunteers to clean Texas beaches twice a year, and running an alternative fuels program that emphasizes the use of clean natural gas as a fleet vehicle fuel.

ENABLING LEGISLATION: Texas Constitution, Article IV, Section 1 PRIMARY AGENCY FOR:(None) SUPPORT AGENCY FOR: Communications Public Information Direction and Control Hazard Mitigation Hazardous Materials and Oil Spill Response Transportation

MEMBER OF CIPC

Attachment 9


9-6


AGENCY/ORGANIZATION: Texas Building and Procurement Commission (BPC) MISSION: TBPC provides its state customers with a cost-effective central source for the

timely delivery of goods, services, and facilities. This includes centralized purchasing for all state agencies and operating the state's business program; centralized services to state agencies including travel, mail and messenger, vehicle fleet management, alternative fuels, office machine repair, and the central store; providing staff support to the Council on Competitive Government; operating the state and federal surplus property programs; conducting inspections of construction projects and providing minor construction services to state agencies; managing the state's leasing program for rental of office space; overseeing asbestos abatement in the Capitol Complex; providing custodial services and building and grounds maintenance for state-owned buildings; operating the Capitol Complex recycling program; and planning, designing, managing, and operating the statewide TEX-AN communications network and the Capitol Complex Centralized Telephone System.

ENABLING LEGISLATION: Texas Revised Civil Statutes Annotated, Article 601b PRIMARY AGENCY FOR:Resource Support SUPPORT AGENCY FOR: Communications Recovery Public Works and Engineering Direction and Control Transportation Donations Management Terrorist Incident Response

Attachment 9


9-7


AGENCY/ORGANIZATION: Governor's Division of Emergency Management (GDEM) MISSION: GDEM, as a legislated operational arm of the Governor's Office, administers a

program of comprehensive emergency management throughout the State to reduce the vulnerability of citizens and communities of Texas to damage, injury, and loss of life and property from natural or man-made disasters, riots, and/or hostile military or paramilitary actions. The Governor has designated the Director of the Office of Homeland Security as the Director of GDEM who in turn has appointed a State Coordinator to manage the activities of the Division. GDEM administers a variety of emergency management programs, provides guidance and technical assistance, and coordinates emergency management activities at the State, local, and federal government level to mitigate, prepare for, respond to, and recover from emergencies and disasters.

ENABLING LEGISLATION: Texas Disaster Act of 1975 (Government Code, Chapter 418) PRIMARY AGENCY FOR: Public Information Recovery Direction and Control Hazard Mitigation Donations Management SUPPORT AGENCY FOR: Warning Communications Radiological Emergency Management Evacuation Firefighting Search and Rescue Terrorist Incident Response MEMBER OF CIPC

Attachment 9


9-8

SUMMARY OF

AGENCY EMERGENCY RESPONSIBILITIES AGENCY/ORGANIZATION: Office of the Attorney General (OAG) MISSION: The Texas Attorney General is charged to defend the laws and the Constitution of

the State of Texas, represent the State in litigation, and approve public bond issues. The Attorney General also serves as legal counsel to over 300 boards and agencies of the state government. The OAG additionally serves and protects the rights of all citizens of Texas through many of its activities, including consumer and environmental protection, criminal law enforcement, financial litigation, and health and safety enforcements, to name only a few. The OAG further collects unpaid debts owed to the State as well as interpreting and defending state laws. The OAG represents the State in civil matters and in criminal cases in the federal appellate courts and may assist local prosecutors at their invitation. Civil matters include antitrust activities, sales, deceptive trade practices, and other tax collection; bond approval; insurance, banking, and securities activities; labor, agriculture, and housing activities; environmental protection and energy law; representation of the State's agencies and officials; investigation of crime victim's requests for assistance; administration of the state workers' compensation system; and investigation of Medicaid fraud. The OAG also is responsible for enforcing child support to assist the families of non-supporting parents by locating the parents, establishing paternity and court-ordered support obligations, and by enforcing collection of established obligations. The OAG additionally administers the Crime Victims' Compensation Program as well as the Court-Appointed Volunteer Advocate program, which provides volunteer guardian assistance to juveniles.

ENABLING LEGISLATION: Texas Constitution, Article IV, Section I Texas Government Code, Chapter 402 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Law Enforcement Public Information Recovery Direction and Control MEMBER OF CIPC

Attachment 9


9-9


AGENCY/ORGANIZATION: Office of Rural Community Affairs (ORCA) MISSION: ORCA was created in 2001 during the 77th legislative session (House Bill 7) to

serve as a focal agency for the state’s health, economic development, and community development programs targeting rural Texas communities.

The agency’s goal is to “assure a continuing focus on rural issues, monitor governmental actions affecting rural Texas, research problems and recommend solutions, and coordinate rural programs among state agencies.”

The Office administers programs supporting rural health care, the federal Community Development Block Grant (CDBG) non-entitlement program, and programs designed to improve the leadership capacity of rural community leaders. The Office also coordinates and monitors the state’s effort to improve the results and cost-effectiveness of programs affecting rural communities, as well as provide an annual evaluation of the condition of rural Texas Communities.

House Bill 7 created ORCA by merging three existing programs administered by the state: the Center for Rural Health Initiatives (CRHI), previously associated with the Department of Health, the Texas Community Development Program (TCDP) and Local Government Services (LGS), both from the Department of Housing and Community Affairs.

ENABLING LEGISLATION: House Bill 7, 77th Legislature PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Recovery Direction and Control Hazard Mitigation

Attachment 9


9-10


AGENCY/ORGANIZATION: Public Utility Commission of Texas (PUC) MISSION: The mission of the PUC is to assure the availability of safe, reliable, high quality

services that meet the needs of all Texans at just and reasonable rates. To accomplish this mission, the PUC shall regulate electric and telecommunications utilities as required while facilitating competition, operation of the free market, and customer choice.

ENABLING LEGISLATION: Texas Revised Civil Statutes, Article 1446c, Section 5 PRIMARY AGENCY FOR: Energy and Utilities SUPPORT AGENCY FOR: Communications Direction and Control MEMBER OF CIPC

Attachment 9


9-11


AGENCY/ORGANIZATION: Railroad Commission of Texas (RRC) MISSION: The RRC has regulatory responsibility over oil and gas exploration, development,

and production operations; gas utilities; pipeline and rail safety; the liquefied petroleum gas industry; and the surface mining of coal, uranium, and iron ore gravel. In particular, the agency administers regulations to protect public health and safety and the environment from activities associated with oil and gas exploration, development and production operations, which include pipeline transportation of crude oil and natural gas, underground storage of hydrocarbons, and management of oil and gas waste. The RRC administers an industry-funded program to plug abandoned wells and clean-up abandoned, contaminated surface sites, and manages crude oil and natural gas conservation programs. The RRC also ensures a continuous, safe supply of natural gas is available to Texas consumers at a reasonable price; administers a federally funded program to ensure the safe operation of natural gas and hazardous liquids pipeline systems; and regulates propane, compressed natural gas, and liquefied natural gas to protect public safety. The agency additionally inspects railroad operations and equipment, hazardous materials handling on railroads, signal operation, and railroad tracks within Texas. Another responsibility of the RRC is to regulate surface mining of coal, uranium, and iron ore gravel as well as to administer a program for reclaiming abandoned mine lands. Finally the Commission conducts research and educates the public about propane and other environmentally beneficial fuels and develops marketing, advertising, and information programs to increase public awareness about the fuel.

ENABLING LEGISLATION: Texas Constitution, Articles X (Sec 2) & XVI (Sec 30) Texas Revised Civil Statutes, Article 6447 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Communications Public Information Energy and Utilities Direction and Control Hazard Mitigation Hazardous Materials and Oil Spill Response Transportation MEMBER OF CIPC

Attachment 9


9-12


AGENCY/ORGANIZATION: State Auditor's Office (SAO) MISSION: SAO is a legislative agency that functions as the independent auditor of the entities

comprising state government in Texas. The Office reviews state agencies, universities, and programs for management and fiscal controls, effectiveness, efficiency, performance measures, and legal compliance. The State Auditor serves under the general guidance of, and is responsible to, the Legislative Audit Committee, a permanent standing joint committee of the State Legislature. The Office also provides other services, such as responding to legislative requests, advising state agencies, designing and developing technical training for internal auditors, and managing the state employee position classification system.

ENABLING LEGISLATION: Texas Government Code, Section 321.005 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Direction and Control

Attachment 9


9-13


AGENCY/ORGANIZATION: State Comptroller of Public Accounts (CPA) MISSION: The State Comptroller serves as the chief fiscal and revenue forecasting officer for

the State of Texas. The State Comptroller administers and enforces revenue-producing tax laws; collects, processes, and deposits state revenue collections in the State Treasury; monitors and approves expenditures of appropriated state funds; provides accounting services to state agencies; and estimates state revenue for the purpose of certifying legislative appropriations. The State Comptroller also administers certain state energy programs and the oil overcharge fund. The primary functions of the Comptroller's Office are tax administration, funds management, and central administration.

ENABLING LEGISLATION: Texas Constitution, Article IV, Section 1 Texas Government Code, Chapter 403 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Recovery Energy and Utilities Direction and Control Donations Management

Attachment 9


9-14

SUMMARY OF

AGENCY EMERGENCY RESPONSIBILITIES AGENCY/ORGANIZATION: Texas Commission on Fire Protection (TCFP) MISSION: TCFP regulates and provides technical and financial assistance to paid fire

protection personnel and fire departments of municipalities, counties, special-purpose districts, and other political subdivisions of the State. It adopts regulations for certification of marine and aircraft crash and rescue fire protection personnel. The Commission establishes minimum educational, training, physical, and mental standards for fire protection personnel and may establish standards for advanced or specialized fire-protection personnel.

The Commission inspects municipalities to assess the public firefighting services

and capabilities and reviews the key rate schedule of the Department of Insurance and makes recommendations for revisions, which may affect fire insurance rates.

ENABLING LEGISLATION: Texas Government Code, Title 4, Sections 419.002 and 419.004 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Firefighting Public Information Direction and Control Hazardous Materials and Oil Spill Response

Attachment 9


9-15

SUMMARY OF

AGENCY EMERGENCY RESPONSIBILITIES AGENCY/ORGANIZATION: Department of Aging & Disability Services (DADS) MISSION: To be published ENABLING LEGISLATION: To be published

PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Health & Medical Services

Attachment 9


9-16


AGENCY/ORGANIZATION: Department of Agriculture (TDA) MISSION: TDA is involved in regulatory activities, marketing, producers outreach, public

health, agricultural resource protection, agricultural research and economic analysis activities and administers more than fifty separate laws. Current duties include controlling destructive plant pests and diseases; ensuring the quality of seed sold in the State; testing and certifying the accuracy of weights and measures used in commercial transactions; regulating the sale, use, and disposal of pesticides and herbicides; promoting Texas agricultural products locally, nationally, and internationally; and providing financial assistance in agricultural and rural economic development through the Texas Agricultural Finance Authority.

ENABLING LEGISLATION: Texas Agriculture Code, Title 2, Chapter 11 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Radiological Emergency Management Direction and Control Food and Water MEMBER OF CIPC

Attachment 9


9-17


AGENCY/ORGANIZATION: Department of Assistive & Rehabilitative Services (DARS) MISSION: To be published ENABLING LEGISLATION: To be published

PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Health & Medical Services

Attachment 9


9-18

SUMMARY OF

AGENCY EMERGENCY RESPONSIBILITIES AGENCY/ORGANIZATION: Texas Economic Development (TXED) MISSION: TXED is the primary economic development and tourism agency in the State. The

Department works in partnership with economic development organizations, businesses, communities, government entities, and elected officials by creating opportunities for growth among Texas companies and exhibits Texas' relative economic strengths to companies planning to relocate. TXED also provides business, economic analysis, and financial assistance to Texas communities and to businesses seeking to expand or locate in Texas; promotes Texas as an ideal international business location; and provides assistance to Texas companies seeking to export goods or services. The Department additionally promotes the State of Texas as a key travel destination through an extensive national and international media campaign which includes providing information to the travel industry to assist in selling Texas more aggressively and knowledgeably; conducting familiarization tours for travel writers, tour operators, and travel counselors; and participating in travel missions in key national and international markets.

ENABLING LEGISLATION: Texas Revised Civil Statute, Article 4413 (301) PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Public Information Direction and Control

Attachment 9


9-19


AGENCY/ORGANIZATION: Department of Criminal Justice (TDCJ) MISSION: The mission of TDCJ is to provide public safety, promote positive change in

offender behavior, reintegrate offenders into society, and assist victims of crime. The Department, under the operational leadership of an executive director and

delegated staff, is aligned organizationally to address specialized functions. The Institutional, State Jail, Parole, and Community Justice Assistance Divisions provide either direct or indirect supervision and rehabilitative services to offenders within the criminal justice system. Eleven support divisions plan, execute, and manage the logistical functions necessary to maintain the Department’s daily operations. Within this category, services range from administrative support and facility construction to industry operations, financial management, and employee recruitment.

In regard to the TDCJ program for use of offender labor for community and public

service, it is the policy of the TDCJ to provide offender labor for the purposes of developing lands pursuant to a public service program; providing improvement and beautification to units/facilities; providing vocational programs for offenders; aiding offenders’ transition between confinement and society thus reducing recidivism; saving taxpayer dollars; and similar purposes which serve the public interest. This program provides offender labor to state agencies, local governments and entities, and non-profit organizations. This program is in place to provide services to the general public and enhance social welfare and the general well being of the community.

ENABLING LEGISLATION: Government Code, Chapter 493 PRIMARY AGENCY FOR: Transportation SUPPORT AGENCY FOR: Communications Firefighting Law Enforcement Health and Medical Services Public Works and Engineering Resource Support Direction and Control Search and Rescue Food and Water

Attachment 9


9-20


AGENCY/ORGANIZATION: Department of Family & Protective Services (DFPS) MISSION: The mission of DFPS is to protect the unprotected – children, elderly, and people

with disabilities – from abuse, neglect, and exploitation.

DFPS provides adult protective services for elderly people and those with disabilities and child protective services for children in their own homes and in foster care. The agency also licenses child care facilities, including day care homes and centers and residential child-care facilities, and manages community-based programs that prevent delinquency, abuse, neglect, and exploitation of children, the elderly, and disabled.

ENABLING LEGISLATION: To be published

PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Law Enforcement

Attachment 9


9-21


AGENCY/ORGANIZATION: Department of Health (TDH) MISSION: TDH serves as the state's primary agency for public health planning, services, and

regulation. Public health programs of TDH are grouped into six major areas of responsibility: health care delivery, disease control and prevention, health care financing, special health services, environmental and consumer health, and public health regions. Services are provided both directly and by contract with local public and private providers throughout the state.

TDH provides a wide-range of public health services, operates the state's Bureau

of Vital Statistics, and certifies and licenses emergency medical services (EMS) personnel and organizations.

TDH also licenses the possession and use of radioactive materials in Texas, and

department field inspectors ensure that high safety standards are maintained. ENABLING LEGISLATION: Texas Health and Safety Code, Chapter 11 PRIMARY AGENCY FOR: Radiological Emergency Management Health and Medical Services SUPPORT AGENCY FOR: Communications Public Information Direction and Control Hazardous Materials and Oil Spill Response Transportation Donations Management Food and Water Terrorist Incident Response MEMBER OF CIPC

Attachment 9


9-22


AGENCY/ORGANIZATION: Department of Housing & Community Affairs (TDHCA) MISSION: TDHCA's responsibilities are to assist local governments in providing essential

public services to their residents in overcoming financial, social, and environmental problems; to provide for the housing needs of persons and families of low and moderate income; to contribute to the preservation, development, and redevelopment of neighborhoods and communities; to serve as an advocate for local governments by assisting the Governor and the Legislature in coordinating federal and state programs affecting local governments; and to provide information to federal and state offices and the public on methods by which local governments can be assisted. This includes fostering intergovernmental cooperation, regional and community services, rural community services, education and training, research, and economic opportunity; issuing bonds, notes, or other obligations to finance multi-family housing developments or single-family residential housing; providing grants to reduce malnutrition and to provide a healthier environment for the elderly, persons with disabilities, and other special needs populations; providing emergency and permanent shelter, utilities, nutrition, clothing, medical, and other homeless services; providing energy-related assistance to low-income individuals for home weatherization, utility assistance, and financial intervention for energy crisis emergencies; providing affordable housing to low-income persons and providing developers of low-income housing with dollar-for-dollar reduction in federal tax liability for the purpose of promoting the production of low income rental housing; administering housing-related programs and providing funds for rental and home ownership housing to low-income and very low-income persons through housing acquisition, new construction, rehabilitation, and tenant-based assistance; providing grants to large communities for improvements to public facilities and services, physical planning, and economic development; and ensuring that manufactured homes are well constructed and safe, that homes are installed correctly, that consumers are provided fair and effective remedies, and that measures are taken to provide economic stability for the Texas manufactured housing industry.

ENABLING LEGISLATION: Texas Government Code, Section 2306.021 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Recovery Direction and Control Hazard Mitigation

Attachment 9


9-23


AGENCY/ORGANIZATION: Department of Human Services (DHS) MISSION: TDHS provides quality services, which have a positive impact on the lives of

eligible Texans. Services include (1) financial assistance, medical benefits, food stamps, special food and nutrition programs, and assistance to victims of natural disasters; (2) case management, and support services to help Aid For Families With Dependent Children (AFDC) recipients, food stamp recipients, and low-income families become and stay self-sufficient; (3) community care for people who are aged or disabled, including meals, attendant care, nursing care, physical rehabilitation, emergency response, adult foster care, and residential care; and (4) institutional care, when appropriate, for people who are aged or disabled, including nursing facility care. DHS also exercises state responsibility for the state Repatriation Program.

ENABLING LEGISLATION: Texas Human Resource Code, Section 21.001 PRIMARY AGENCY FOR: Food and Water SUPPORT AGENCY FOR: Shelter and Mass Care Health and Medical Services Recovery Direction and Control

Attachment 9


9-24


AGENCY/ORGANIZATION: Department of Insurance (TDI) MISSION: TDI works for the availability of quality insurance products for all Texans at

reasonable prices and under reasonable terms and strives to protect the public from the adverse consequences of insurer insolvency. TDI is also tasked to enforce solvency standards and promote competition in the industry while protecting the public from fraud, misrepresentation, and unfair practices. The TDI is responsible to educate the public about insurance so that Texans can make informed choices, and the Department will insist that the industry be responsible to its customers. Specifically, TDI is responsible to ensure that insurance will be available at the lowest possible cost to all consumers who need it; that consumers' insurance assets are protected; that efforts to ensure prices are fair and reasonable; and that claims are handled fairly, promptly, and professionally.

The Office of the State Fire Marshal investigates arson and suspected arson, and

administers and enforces applicable provisions of the Insurance Code and other laws. The State Fire Marshal also develops educational programs and disseminates materials for public education in fire prevention and safety.

ENABLING LEGISLATION: Texas Insurance Code, Article 1.02 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Firefighting Public Information Recovery Direction and Control Hazard Mitigation Hazardous Materials and Oil Spill Response

Attachment 9


9-25


AGENCY/ORGANIZATION: Department of Mental Health and Mental Retardation (MHMR) MISSION: MHMR is the mental health authority in the State of Texas. The Department

operates and manages a series of residential and treatment facilities. In all, MHMR provides services through its nine (9) State Hospitals, twelve (12) State Schools, two (2) State Centers, and thirteen (13) State Operated Community Centers. The Department also contracts with thirty-six (36) Community MHMR Centers.

The Department strives to respond to the diverse needs of all people with mental

illness and mental retardation by creating an accessible system of services that supports individual choices and promotes lives of dignity and independence.

The Disaster Assistance Program is located within the Office of the Medical

Director. The mission of the program is to assist in reducing, alleviating and/or preventing adverse emotional reactions to all citizens in the State of Texas who may be exposed to serve traumatic events. In short, the major goal of the program is to prevent citizens from entering the MHMR system, support those who do, and assist in promoting dignity and independence of all. The program is also designed to enhance all MHMR facilities and community centers in promoting and assisting in mitigation, preparedness, planning, and recovery from facility-level emergencies.

The Disaster Assistance Program also provides, independently and as a member

of the State Crisis Consortium, Critical Incident Stress Management (CISM) and Crisis Counseling. CISM and/or Crisis Counseling may be provided to emergency responders, recovery personnel, and other groups as requested. MHMR may be required or requested to provide state-level CISM event management and/or assist in the coordination of a situation requiring a CISM response.

ENABLING LEGISLATION: Texas Health and Safety Code, Title 7, Chapter 532 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Health and Medical Services Public Information Recovery Direction and Control Transportation Terrorist Incident Response

Attachment 9


9-26


AGENCY/ORGANIZATION: Department of Public Safety (DPS) MISSION: DPS has responsibilities in three major areas: traffic law enforcement (TLE),

criminal law enforcement (CLE), and emergency management. TLE serves as the State's police authority and is responsible for the supervision of traffic on Texas roadways. It also administers the state driver and vehicle regulatory laws and provides key assistance in the area of criminal law enforcement, furnishes security officers for the Governor, and provides security and law enforcement for the State Capitol, Capitol Complex, and various other state office buildings. CLE is responsible for investigation of criminal activity in Texas and works closely with local law enforcement agencies to investigate crime. This includes investigating the illegal traffic of controlled substances and dangerous drugs; gathering and analyzing information to suppress, investigate, and prosecute crime and corruption in Texas; identifying stolen vehicles and apprehending individuals involved in auto theft; administering polygraph examinations; and examining and analyzing physical evidence (e.g., fingerprints, DNA, etc.). The Director of DPS is appointed as the State Director of Emergency Management by the Governor and in this capacity chairs the State Emergency Management Council and is responsible, through the State Coordinator, for all activities of the Governor's Division of Emergency Management (GDEM).

ENABLING LEGISLATION: Texas Government Code, Chapter 411 PRIMARY AGENCY FOR: Warning Evacuation Law Enforcement Terrorist Incident Response SUPPORT AGENCY FOR: Communications Radiological Emergency Management Firefighting Public Information Direction and Control Hazardous Materials and Oil Spill Response Search and Rescue Transportation MEMBER OF CIPC

Attachment 9


9-27


AGENCY/ORGANIZATION: Department of State Health Services (DSHS) MISSION: To be published ENABLING LEGISLATION: To be published

PRIMARY AGENCY FOR: Health and Medical Services SUPPORT AGENCY FOR: Communications Public Information Direction & Control Hazardous Materials & Oil Spill Response Transportation Donations Management Food & Water Terrorist Incident Response

Attachment 9


9-28


AGENCY/ORGANIZATION: Department of Transportation (TxDOT) MISSION: TxDOT provides for the safe, effective, and efficient movement of people and

goods over state-maintained highways and farm-to-market/ranch roads, via public transportation systems, and at airports throughout the State. TxDOT receives, disburses, and administers federal and state funds for general aviation airports and assists small communities in building, maintaining, and upgrading airports; supervises the design, environmental oversight, acquisition of right-of-way, materials testing and validation, construction, and maintenance of state highways; issues oversize/overweight load permits and is responsible for commercial motor carrier insurance filings and registration, vehicle storage facilities licensing, and interstate movement authority; licenses new car dealers, distributors, converters, and manufacturers doing business in Texas to include enforcement of the Lemon Law; provides financial and technical assistance to urban, rural, and elderly or disabled public transit providers; regulates outdoor advertising and junkyards; oversees programs in traffic engineering, traffic safety, railroad crossing and signals, and traffic management; supports tourism by operating travel information centers and publishing travel literature; administers the statewide system for collecting fees for motor vehicle registration and certificates of title; and advises on international transportation in the region on both sides of the 2,000-mile U.S.-Mexico border.

ENABLING LEGISLATION: Texas Revised Civil Statue, Article 6663 PRIMARY AGENCY FOR: Public Works and Engineering SUPPORT AGENCY FOR: Communications Evacuation Firefighting Public Information Recovery Direction and Control Hazard Mitigation Hazardous Materials and Oil Spill Response Transportation Terrorist Incident Response MEMBER OF CIPC

Attachment 9


9-29


AGENCY/ORGANIZATION: Texas Education Agency (TEA) MISSION: TEA performs specific statutory functions relating to public education for grades

pre-kindergarten through 12. The responsibility for public education in Texas is divided between local school district authorities and the State with the majority of responsibilities vested in 1000+ local school districts.

The primary state responsibility is allocating state funds to local school districts

through per capita aid and payments from the Foundation School Program. TEA also handles federal funds related to public education.

TEA is organized to improve the effectiveness of school teachers and

administrators; to enhance educational programs for students; to provide funding to local districts while ensuring proper use of state and federal funds; to conduct educational research; to develop and administer student and teacher testing programs; and to provide comprehensive information bases.

ENABLING LEGISLATION: Texas Constitution, Art. VII, Section 8 Texas Education Code, Section 11.01 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Shelter and Mass Care Direction and Control Transportation

Attachment 9


9-30


AGENCY/ORGANIZATION: Texas Engineering Extension Service (TEEX) MISSION: TEEX is dedicated to serving the needs of Texans through training, retraining,

continuing education, technical assistance, and technology transfer. The Agency offers more than 700 different training programs that focus on the needs of private industry or assist public agencies in complying with local policies and meeting state and federal laws.

All training is designed to increase the skills of employed workers. Special

emphasis is placed on increasing safety in the workplace, protecting property, building minority-owned business, and increasing productivity in the work place across the Nation and around the world.

TEEX provides training in the following disciplines: electronics, electric power and

safety, fire protection, construction equipment and public works, law enforcement and security, occupational and environmental safety, management, small businesses, transportation, telecommunications, water and wastewater. TEEX also operates the mid-continent Technology Transfer Center (one of six in the Nation) which serves a 14-state area.

ENABLING LEGISLATION: Texas Education Code, Section 88.001 PRIMARY AGENCY FOR: Search and Rescue SUPPORT AGENCY FOR: Communications Firefighting Direction and Control Hazard Mitigation Hazardous Materials and Oil Spill Response Transportation Terrorist Incident Response

Attachment 9


9-31


AGENCY/ORGANIZATION: Texas Forest Service (TFS) MISSION: TFS develops and implements a coordinated plan for effective forest fire protection

for over 20 million acres in 52 East Texas counties. The agency also provides assistance and direction in the suppression of major wildland fires throughout the State as needed. TFS additionally plans and conducts a cooperative fire protection program with rural communities and neighborhood groups, providing development, organizational, and material assistance. TFS provides support and assistance in search and rescue, law enforcement, hazardous materials, evacuation, reconnaissance, communications, and direction and control as needed.

ENABLING LEGISLATION: Texas Education Code, Section 88.101 PRIMARY AGENCY FOR: Firefighting SUPPORT AGENCY FOR: Communications Law Enforcement Public Information Recovery Public Works and Engineering Resource Support Direction and Control Hazard Mitigation Search and Rescue Terrorist Incident Response

Attachment 9


9-32


AGENCY/ORGANIZATION: Texas Commission on Environmental Quality (TCEQ) MISSION: TCEQ is a public agency dedicated to protecting human health and the

environment through efforts to ensure clean air, clean water, and proper and safe disposal of various forms of pollutants, consistent with sustainable economic development.

The agency is actively engaged in five major activities: water resource

management, air quality, waste management, legal and regulatory services, and administrative services.

One of TCEQ's primary goals is to protect public health and safety and the

environment by reducing the release of pollutants and contaminants, ensuring that waste, including low-level radioactive waste, is properly managed and safely disposed of, and expediting the cleanup of contaminated sites. TCEQ is responsible for managing the State's water resources, enforcing compliance with state and federal clean air and water laws, dam safety, floodplain management activities, and for providing meteorological / climatological services.

ENABLING LEGISLATION: Texas Constitution, Article III, Section 49-C Texas Water Code, Sections 5.001, and 5.051 PRIMARY AGENCY FOR: Hazardous Materials and Oil Spill Response SUPPORT AGENCY FOR: Radiological Emergency Management Health and Medical Services Public Information Recovery Public Works and Engineering Direction and Control Hazard Mitigation Transportation Food and Water Terrorist Incident Response MEMBER OF CIPC

Attachment 9


9-33

SUMMARY OF

AGENCY EMERGENCY RESPONSIBILITIES AGENCY/ORGANIZATION: Texas Parks and Wildlife Department (TPWD) MISSION: TPWD provides outdoor recreational opportunities through managing and

protecting wildlife and wildlife habitat and acquiring and managing parklands and historic areas.

TPWD administers hunter and water safety programs, protects and manages

wildlife habitat and resources, enforces game, fish, and water safety laws, acquires and oversees public lands including wildlife management areas, state parks, and historic sites.

ENABLING LEGISLATION: Texas Parks and Wildlife Code, Section 11.011 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Communications Shelter and Mass Care Radiological Emergency Management Law Enforcement Direction and Control Hazard Mitigation Hazardous Materials and Oil Spill Response Search and Rescue Transportation

Attachment 9


9-34


AGENCY/ORGANIZATION: Texas Rehabilitation Commission (TRC) MISSION: TRC is a "Human Energy Agency" that provides services to Texans with disabilities

who are attempting to be more independent, more productive, and more involved in their communities.

TRC serves as the State's principal authority on the rehabilitation of persons with

disabilities, except those with visual impairments and those who are legally blind. The Commission administers a variety of programs and manages transitional planning and services for mentally retarded, mentally ill, and developmentally disabled offenders, and provides administrative support services to the Texas Planning Council for Developmental Disabilities.

TRC is actively involved in providing services for comprehensive medical

rehabilitation, disability determination, vocational rehabilitation, extended rehabilitation, and support for independent living centers located across the State.

ENABLING LEGISLATION: Texas Human Resource Code, Section 111.011 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Health and Medical Services Direction and Control

Attachment 9


9-35


AGENCY/ORGANIZATION: Texas Workforce Commission (TWC) MISSION: TWC serves in a dual function as both an employment service and an agency for

the payment of unemployment benefits. TWC's primary objectives are to promote the well-being of individuals in the State's

labor force, to participate in the development and full use of employment resources, and to serve employers. TWC's specific responsibilities include the operation of efficient employment and training programs that help individuals find employment and furnish employers with qualified applicants and personnel services, and the operation of an unemployment insurance program involving the collection of unemployment insurance taxes with which to pay benefits to assist the unemployed and cushion a community's economy against the detrimental effects of unemployment. TWC also develops and analyzes labor market information and related data to assess labor force characteristics and needs.

ENABLING LEGISLATION: Texas Labor Code, Chapter 202 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Recovery Resource Support Direction and Control Donations Management

Attachment 9


9-36


AGENCY/ORGANIZATION: The Salvation Army (TSA) MISSION: The Salvation Army (TSA) is an evangelical part of the universal Christian Church

with a mission to preach the gospel of Jesus Christ and to meet human needs without discrimination. TSA provides temporary shelter to those individuals in financial straits; low-cost housing to those living on pensions or social security; maternity homes for unwed mothers; emergency shelters, medical and counseling services for women alcoholics and drug addicts; homes for predelinquent adolescent girls; other children's homes; and day care centers. TSA provides financial assistance to families as well as counseling regarding marriages, child/parent relationships, and the problems of adolescents. TSA works cooperatively with the judicial, prison, and probation systems to include ministering to inmates, pre-release job training, community-based rehabilitation centers, halfway houses, and work-release programs. During major disasters, The Salvation Army works cooperatively with federal, state, and local emergency management agencies to meet various emergencies by providing food, clothing, crisis counseling, and spiritual comfort to the disaster victims. The Salvation Army also accepts cases to search for missing persons in all parts of the world.

ENABLING LEGISLATION: None; founded in 1865 in London, England PRIMARY AGENCY FOR: Shelter and Mass Care SUPPORT AGENCY FOR: Public Information Recovery Direction and Control Food and Water Terrorist Incident Response

Attachment 9


9-37


AGENCY/ORGANIZATION: Texas Animal Health Commission (TAHC) MISSION: The mission of the TAHC is the prevention, surveillance, control, diagnosis, and

eradication of certain diseases and conditions affecting livestock, poultry, and exotic animals, some of which have human health implications. These functions contribute to the building of a solid foundation for economic prosperity while decreasing the human health risks for the people of Texas.

The Commission is directed to protect livestock, domestic animals, and domestic

fowl from all diseases recognized as communicable by the veterinary profession; may act to eradicate or control any disease or agent of transmission for any disease that affects livestock, exotic livestock, domestic animals, domestic fowl, exotic fowl, or canines, regardless of whether the disease is communicable; and may adopt any rules necessary to carry out the purposes of this action, including rules for testing, movement, inspection, and treatment.

TAHC consists of a central office in Austin and eight area offices strategically

located across the State. The Commission also works in cooperation, and is partially funded by the U.S. Department of Agriculture’s Animal and Plant Health Inspection Service, Veterinary Services (USDA-APHIS-VS). Field veterinarians and livestock inspectors are the first line of communication between TAHC and producers. They test livestock on ranches and farms, inspect livestock markets to ensure that diseased animals are shipped to proper destinations, and check livestock shipments entering the State to make certain health certificates and permits are valid. They determine when a disease or dangerous pest is present and what animals may be exposed or at risk, communicate with producers to develop epidemiological information, collect specimens, and interpret test results.

TAHC operates the Texas Emergency Response Team (TERT), which ensures adequate planning, collaboration, and coordination among the State’s animal health-related agencies, agriculture industries, and other related agencies and parties including universities, other government officials, and private veterinarians regarding emergency disease situations in livestock. The TERT may also assist in responding to natural and human-caused emergencies and disasters.

ENABLING LEGISLATION: Texas Agricultural Code, Chapter 148 Texas Agricultural Code, Chapters 161-168 PRIMARY AGENCY FOR: None SUPPORT AGENCY FOR: Health and Medical Services Terrorist Incident Response Recovery Public Information Direction and Control Hazard Mitigation

Texas Homeland Security Strategic Plan - Part III - State of Texas Emergency Management Plan Links to Annexes

Links for Additional Information on Part III – State Emergency Management Plan The Division of Emergency Management web-site is a source of valuable information on emergency response in Texas. The link to the downloadable documents page of the DEM site contains documents and templates useful for state and local response in Texas.

Texas Division of Emergency Management Home Page

Downloadable Documents from the Texas Division of Emergency Management The Texas State Emergency Plan includes annexes that provide detailed information. Click on the annex to view it on the DEM website

A: Warning

B: Communications

C: Shelter and Mass Care

D: Radiological Emergency Management

E: Evacuation

F: Firefighting

o Appendix 4 to Annex F – Fire Districts

G: Law Enforcement

H: Health and Medical Services

o Appendix 3 to Annex H – Organizational Chart

o Appendix 4 to Annex H – Foreign Animal Disease

I: Public Information

J: Recovery

K: Public Works and Engineering

L: Energy and Utilities

M: Resource Support

N: Direction and Control

P: Hazard Mitigation

Q: HazMat & Oil Spill Response

R: Search and Rescue

S: Transportation

T: Donations Management

U: Terrorism Incident Response

V: Food and Water

W: Military Support

http://www.txdps.state.tx.us/dem/

http://www.txdps.state.tx.us/dem/documents.htm

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_a.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_b.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_c.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_d.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_e.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_f.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_f_apdx_4.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_g.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_h.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_h_apdx_3.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_h_apdx_h.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_i.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_j.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_k.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_l.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_m.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_n.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_p.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_q.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_r.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_s.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_t.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_u.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_v.pdf

ftp://ftp.txdps.state.tx.us/dem/plan_state/state_annex_w.pdf