Homeland Security Task Force
Strategic Plan
FY 2013-FY 2017
CAPCOG Homeland Security Task Force Strategic Plan
FY2013-FY2017
Table of Contents
Section I: General ............................................................................................................ 1
Section II. Committee Strategic Plans ............................................................................... 5
Regional Preparedness Committee............................................................................................. 5
Fire/Rescue Subcommittee ........................................................................................................... 8
Law Enforcement Subcommittee .................................................................................................. 8
Medical Subcommittee.................................................................................................................. 8
Long-Term Telecommunications Interoperability Committee ........................................... 12
Section III. Annual Regional Priorities ............................................................................. 14
Overview ........................................................................................................................................ 14
FY 2013 (October 1, 2013—September 30, 2014) ................................................................. 14
FY 2014 (October 1, 2014—September 30, 2015) ................................................................. 15
FY 2015 (October 1, 2015—September 30, 2015) ................................................................. 16
FY 2016 (October 1, 2016—September 30, 2017) ................................................................. 17
FY 2017 (October 1, 2017—September 30, 2018) ................................................................. 17
Section IV: Management and Maintenance of the Plan .................................................. 18
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CAPCOG Homeland Security Task Force Strategic Plan
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Section I: General
Purpose:
This document establishes the priorities for homeland security preparedness and funding
administered by the Capital Area Council of Governments (CAPCOG) Homeland Security Task
Force (HSTF). The CAPCOG region includes Bastrop, Blanco, Burnet, Caldwell, Fayette, Hays,
Llano, Lee, Travis, and Williamson counties.
Background:
The HSTF was formed in 2002 to facilitate regional homeland security activities among local
jurisdictions to include planning, training, funding, and mutual aid. The HSTF consists of twentyseven members appointed by the CAPCOG Executive Committee. The work of the HSTF is
facilitated by five standing committees focusing on communications interoperability, regional
preparedness, technical response, public health and medical response, and strategic planning.
The HSTF works to identify, evaluate, and recommend projects to be funded from federal
homeland security grants.
Overview of Homeland Security Program Priorities:
The U.S. Department of Homeland Security sets priorities for grants under the Homeland
Security programs. Jurisdictions in the CAPCOG region will build capabilities that support the
federal Homeland Security goals and objectives as delineated in the National Response
Framework, National Preparedness Guidelines, National Planning Scenarios, and National Core
Capabilities List. In addition, jurisdictions in the CAPCOG region will build and/or enhance or
sustain capabilities that support the goals outlined in the Texas Homeland Security Strategic
Plan 2010-2015and the State Preparedness Report.
The National Core Capabilities outlined in the table below provide the basis towards
preventing, protect from, mitigate, responding to, and recovering from threats, acts of
terrorism, or any natural or man-made disaster. Each of four HSTF committees has identified
specific Core Capabilities relevant to their strategic plan. Several of the capabilities overlap with
each group, especially Planning and Operational Communications.
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Prevention
Protection
FY2013-FY2017
Mitigation
Response
Recovery
Planning
Public Information and Warning
Operational Coordination
Forensics and
Attribution
Intelligence and
Information
Sharing
Access Control
and Identity
Verification
Cybersecurity
Interdiction and
Disruption
Intelligence and
Information
Sharing
Screening, Search,
and Detection
Interdiction and
Disruption
Physical
Protective
Measures
Community
Resilience
Critical
Transportation
Economic
Recovery
Long-term
Vulnerability
Reduction
Environmental
Response/Health
and Safety
Health and Social
Services
Risk and Disaster
Resilience
Assessment
Fatality
Management
Services
Infrastructure
Systems
Threats and
Hazard
Identification
Infrastructure
Systems
Natural and
Cultural Resources
Mass Care
Services
Risk Management
for Protection
Programs and
Activities
Mass Search and
Rescue Operations
Screening,
Search, and
Detection
Operational
Communications
Supply Chain
Integrity and
Security
Housing
On-scene Security
and Protection
Public and Private
Services and
Resources
Public Health and
Medical Services
Situational
Assessment
Funding Policy Guidance:
CAPCOG has instituted a regional grant management process for administering homeland
security grants. Applicants submit projects for consideration within the region utilizing project
worksheets. The project worksheets are prioritized in each of the four HSTF committees based
on their strategic plans. Chairs of the HSTF committees meet jointly with the HSTF Strategic
Directions Committee to review and prioritize all proposed projects. The HSTF finalizes the
prioritized list before it is submitted to the CAPCOG Executive Committee for approval.
Funding allocated according to this process will be used to build capabilities that support the
federal and state Homeland Security goals and objectives as delineated in the National
Response Framework, National Preparedness Guidelines, National Planning Scenarios, National
Core Capabilities List, Texas Homeland Security Strategic Plan 2010-2015and the State
Preparedness Report.
Risk-informed Funding Allocation:
Homeland Security Grant Program (HSGP) funds have been made available for allocation by the
regional councils of governments (COGs) beginning in FY 2003. In the first year of the program,
funding was provided to six counties and 36 cities across the CAPCOG region. No attempt was
made to address either risk or development of regional capabilities in this allocation process.
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In FY 2004, CAPCOG began including consideration of risk in the process of allocating HSGP
funding. The CAPCOG Homeland Security Task Force (HSTF) had been organized and was
beginning to function as an effective nexus for regional collaboration and coordination. The
HSTF brought together emergency management and public safety personnel from across the
region, including the emergency management coordinators from all 10 counties and the City of
Austin, as well as representatives of the major public safety disciplines. Its members brought
considerable insight into the threats and vulnerability of their individual jurisdictions to hazards,
both natural and man-made. Additionally, their positions provided a broad-based knowledge of
the capabilities that exist to prevent, mitigate, prepare for, respond to and recover from
emergencies.
Beginning in FY 2004, the HSTF made recommendations for allocation of HSGP funding that
were based upon its members’ collective understanding of the risks faced by jurisdictions
within the region and gaps in the capabilities needed to respond to those risks. Emphasis was
placed upon funding projects that built regional—not just local—capabilities, and attention was
paid to the risks that would be addressed by these additional capabilities. Funding was provided
for: development of interoperable communications capabilities; establishment of four regional
strike teams with enhanced capabilities to deal with the effects of CBRNE (Chemical, Biological,
Radiological, Nuclear and Explosive) attacks; implementation of a regional emergency
notification system; as well as homeland security planning, training and exercise activities. Each
of these initiatives was informed by the HSTF’s collective awareness of the challenges and
needs that faced the region.
In subsequent years, the process for allocation of HSGP grant funds has been continuously
refined. Project requests are initiated by local jurisdictions, prioritized by subject matter experts
on the various HSTF committees, reprioritized by a committee charged with maintaining the
HSTF’s strategic focus in concert with the regional strategic plan, reviewed by the entire HSTF
and ultimately approved by the CAPCOG Executive Committee. At every stage in the process,
the potential impact of each project on identified risks is considered.
Instead of relying on numeric formulas comparing a limited number of variables, this approach
relies on the collective knowledge of a group of individuals with a firm grasp of local and
regional concerns and needs. The end result has been an effective use of available funding to
build capabilities to deal with risks of all types.
At the direction of the Texas Homeland Security State Administrative Agency (THSSAA),
planning for allocation of HSGP funds for FY 2013 and beyond must be based upon the region’s
inputs into the Texas Homeland Security Strategic Plan—Implementation Plan (THSSP-IP) for the
CAPCOG region. These inputs were submitted to the THSSAA at the end of November, 2012 and
are derived from the development of a regional Threat and Hazard and Risk Assessment Process
(THIRA) and regional inputs to the State Preparedness Report (SPR).
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In accordance with state guidance, CAPCOG used the THIRA to identify a limited list of Core
Capabilities to be addressed in 2013 and beyond. As noted in the THSSP-IP, “The following core
capabilities will be addressed by CAPCOG and its member jurisdictions in 2013:
a. Planning—Although much operational planning has been done, planning continues to
be an ongoing activity, especially the application of previously developed plans to
operations.
b. Public Information and Warning—Based upon scenarios developed during the THIRA
process, continued emphasis will be placed upon the upgrade and implementation of
the CAPCOG Regional Emergency Notification System (ENS) as a means to provide
timely warning to citizens at risk.
c. Fatality Management Services—Lack of comprehensive planning for management of
large numbers of fatalities has been identified on several occasions as a major
preparedness gap within the CAPCOG region.
d. Operational Coordination—The experience of CAPCOG jurisdictions in responding to
large incidents such as large, fast-moving wildfires have stressed the importance of
implementing a coordinated response that make the most effective use of available
resources while maintaining enough reserve capacity to be able to deal with additional
threats.
e. Operational Communications—Implementation of a regional approach to interoperable
communications has proceeded from concept to reality. As build-out of these
interconnected systems reaches completion, emphasis will be focused on completing
the procedures for use of the systems and training end users on those procedures.
f. Long-term Vulnerability Reduction—In accordance with provisions of the Disaster
Mitigation Act of 2000 (Public Law 106-390) CAPCOG jurisdictions have developed
comprehensive Hazard Mitigation Action Plans (HMAPs) containing lists of actions to
reduce their vulnerability to the threats they face.
g. Intelligence and Information Sharing—Although it was not identified as a priority in this
year’s THIRA and SPR, this capability is included in this implementation plan because the
Austin Regional Intelligence Center (ARIC) has been provided sustainment funding from
the regional Homeland Security Grant Program (HSGP) allocation for 2013.”
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Section II. Committee Strategic Plans
Regional Preparedness Committee
Background:
The Regional Preparedness Committee facilitates regional planning, training and exercise
activities, including coordination of regional citizen preparedness activities and oversight of the
ongoing implementation of the regional Emergency Notification System and WebEOC ®
applications.

Planning
o Goal: Provide oversight, coordination and funding for regional planning.
o Objectives:
 Increase regional homeland security coordination and efforts (including Regional
Response Plan, Wildland Urban Interface, etc.).
 Conduct needs assessments/gap analysis for Regional Programs.
 Identify vulnerable populations, using geo data or other data available to the
region and develop processes to maintain the data.

Public Information and Warning
o Goal: Improve public information and warning for functional needs population.
o Objective:
 Enhance ability to communicate with functional needs population using new
technologies, using online registration/updating of information by the citizen or
via faith-based or other community service entities.
o Goal: Sustain regional warning capabilities.
o Objective:
 Provide for maintenance and improvements to the regional emergency
notification system (ENS).

Long-term Vulnerability Reduction
o Goal: Provide oversight, coordination and funding for regional training and
exercises, public/citizen awareness and preparedness activities.
o Objective:
 Increase regional public/citizen awareness and preparedness activities through
regional initiatives.

Operational Communications
o Goal : Sustain and Improve regional Interoperable communications
o Objective:
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
FY2013-FY2017
Complete the procedures for use of the interoperable communications systems
and train end users on those procedures.
Provide for maintenance of and improvements to the regional WebEOC system.
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Technical Response Committee
Background:
The Technical Response Committee facilitates and coordinates the preparedness activities of
the disciplines that are involved in the operation of the CBRNE (Chemical, Biological,
Radiological, Nuclear and Explosive) Strike Teams and discipline-specific issues. The committee
consists of one representative each from each of the CBRNE Teams (City of Austin, Travis
County, Williamson County, and Hays County); two representatives from the Fire/Rescue
subcommittee (also known as Regional Standardization of Equipment and Training (ReSET));
two representatives from the Law Enforcement subcommittee (also known as Law Enforcement
Standards Exercise and Training (LESET)); and two representatives from the Medical
subcommittee (also known as Medical Standards Exercise and Training (MEDSET)).
2013 Priority Core Capabilities relevant to Technical Response:
 Long-term Vulnerability Reduction
o Goal: Sustain current capabilities to detect and respond to CBRNE incidents.
o Objective:
 Sustain maintenance and upgrade of specialized detection and monitoring
equipment used in responding to CBRNE incidents.
 Sustain maintenance and upgrade of specialized equipment used in responding
to CBRNE incidents.

Planning
o Goal: Enhance preparedness and protection capabilities
o Objectives:
 Develop and maintain minimum standards of training and coordination for
CBRNE/HAZMAT/Special Rescue.
 Establish and maintain operational protocols between fire, law enforcement,
EOD, and EMS.
 Participate in regional planning especially related to regional evacuation
planning

Operational Coordination
o Goal: Enhance emergency coordination among CBRNE teams
o Objectives:
 Coordinate common response protocols including intelligence sharing,
notification, response, reporting, and communication between various levels of
organizations for alignment during special operations.

Operational Communications
o Goal: Enhance emergency communications among CBRNE teams
o Objectives:
 Develop and test radio interoperability among the CBRNE teams to provide for
communications capabilities during a catastrophic event.
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CAPCOG Homeland Security Task Force Strategic Plan
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
FY2013-FY2017
Develop a communications template for jurisdictions to obtain CBRNE assets
during a catastrophic event.
Develop a communications template for notification of multiple agencies that
support a CBRNE response.
Fire/Rescue Subcommittee
In collaboration with fire/rescue agencies in the CAPCOG region, the Fire/Rescue Subcommittee
focuses on enhancing the capabilities and effectiveness of CBRNE response, HAZMAT response,
Urban Search & Rescue, and other fire-based issues.
Law Enforcement Subcommittee
In collaboration with law enforcement agencies in the CAPCOG region, the Law Enforcement
Subcommittee will work towards enhancing the capabilities and effectiveness of the regional
law enforcement response.
Medical Subcommittee
In collaboration with the Public Health and Medical Committee, the Medical Subcommittee will
work towards enhancing the capabilities and effectiveness of medical operations with fire and
law enforcement. While each EMS agency operates under its own respective medical protocol,
a catastrophic incident will require a multi-jurisdictional response to include EMS. Training and
equipment is important to medical procedures, and patient and responder medical monitoring.
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Public Health and Medical Committee
Background:
The Public Health and Medical Committee cooperates with the Capital Area Trauma Regional
Advisory Council (CATRAC), and other medical and public health organizations under the
umbrella of the Capital Area Public Health and Medical Preparedness Coalition (CAPHMPC). The
CAPHMPC provides a collaborative forum for coordinating public health and medical activities
of organizations within the CAPCOG and CATRAC regions. It facilitates a regional focus on
preparedness and response planning.
The overarching vision of the Public Health and Medical Strategic Plan is to create and evaluate
mechanisms to promote regional coordination of public health and medical response.
Mission:
 Facilitate the development of medical and public health preparedness plans
 Coordinate operations and logistical functions for medical and public health
preparedness
 Promote and share system-based solutions in the continuum of care
 Facilitate and coordinate communications with participating agencies
 Facilitate and coordinate medical and public health disaster related exercises and
trainings
 Serve as a advisory committee to the City of Austin Metropolitan Medical Response
System (MMRS)
In concert with Homeland Security National Response Framework, National Preparedness
Guidelines, Core Capabilities List, National Planning Scenarios, and Texas Homeland Security
Strategic Plan 2011-2016, the CAPHMPC has created this document to serve as a strategic plan
for public health and medical initiatives in the CAPCOG/CATRAC Region.
2013 Priority Core Capabilities Relevant to Public Health and Medical:
 Planning
o Goal: Develop and Enhance Public Health and Medical Capabilities for Mass
Casualty, Medical Surge Capacity to Include Response to All-Hazards Events
o Objectives:
 Develop organizational structure, roles and responsibilities, and notification
procedures for the Medical Operations Center/Regional Operations Center
model and structure using standardized terminology.
 Create an inventory of deployable medical resources within the
CAPCOG/CATRAC Region, including but not limited to, mobile medical trailers,
decontamination equipment, and personal protective equipment.
 Enhance information exchange with home health agencies, long-term care
facilities, and other medical providers in the region.
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
FY2013-FY2017
Participate in and coordinate regional efforts with the Texas First Responder
Authentication Credentialing (TX-FRAC) process.
Conduct at least one exercise annually to test various capabilities for regional
response related to public health and medical events.
Coordinate use of the Texas Disaster Volunteer Registry (TDVR) in the Region.

Public Information and Warning
o Goal: Develop and Facilitate Transparency of Information to the Public Ensuring the
Process is Accessible to Public Review and Input
o Objectives:
 Continually update and maintain contacts for stake holders in community
emergency planning and response.
 Post agendas, planning materials and meeting minutes to the CAPCOG website.

Fatality Management Services
o Goal: Develop and Enhance Public Health and Medical Capabilities for Mass
Fatalities
o Objectives:
 Coordinate Mass Fatality planning between regional stakeholders including
county level emergency management, CATRAC, and Office of the Medical
Examiner. (proposed measure: support development of mass fatality plans for
all metro area counties; execute regional tabletop exercise of mass fatality
scenario to test RMOC/ Area Command communications and resource
allocation)

Operational Communications
o Goal: Develop and Enhance Capabilities for Information Dissemination during AllHazards Events
o Objectives:
 Facilitate training and use of WebEOC® medical/public health boards within the
Region. Assist and coordinate the creation of WebEOC® medical/public health
boards needed in the Region to include development of regional Public Health
board(s).
 Create standard operating guidelines (SOGs) for equipment and resource
tracking.

Operational Coordination
o Goal: Develop and Enhance Capabilities for Epidemiologic Response, Responder
Safety and Health & Disease Surveillance for All-Hazards Events
o Objectives:
 Develop and standardize post-exposure guidelines for first responders
throughout the Region. Standardize and enhance Personal Protective Equipment
(PPE) for responder health and safety within the region.
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Coordinate biosurveillance and communication mechanisms to facilitate
coordination of region response
o Goal: Develop and Enhance Capabilities for Mass Prophylaxis to Include Response to
All-Hazards Events
o Objectives:
 Facilitate development of Closed POD agreements with major employers in the
CAPCOG/ CATRAC region. Develop plan for regional exercise of SNS distribution
to be implemented by 2016 – to include series of progressive exercises leading
up to full scale.
 Enhance resources for the rapid dispensing of pharmaceuticals and medical
countermeasures, to include trained and equipped personnel and logistical
support.
 Assess current capabilities to rapidly dispense pharmaceuticals and medical
countermeasures, including coverage of first responders and their families
during a public health emergency.
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Long-Term Telecommunications Interoperability Committee
Background:
In 2004, CAPCOG created the Long-Term Interoperability Committee (LTI) under the HSTF.
Members were appointed by their respective county judges to provide subject matter expertise
at the regional level. This committee is comprised of public safety professionals from various
focus areas within interoperable communications and homeland security and was formed to
identify the status of interoperable communications, areas of improvement and
communications funding priorities. The committee was charged with overseeing, updating and
objectively evaluating progress of various initiatives and, importantly, providing critical input
into the development of interoperable plans.
LTI was charged with developing “workable solutions for achieving communication
interoperability” within the guidelines established by the Governor (CAPCOG Long-Term
Interoperability Plan, 2006). This directive from the Governor's Division of Emergency
Management (GDEM, now the Texas Division of Emergency Management or TDEM) provided
that the 24 Texas Councils of Government create a regional plan for achieving "Level 4"
interoperability by January 2007. (At the time, the Texas Radio Communications
Interoperability Plan, or TRCIP, defined “Level 4” as interoperability via radio system gateways
and console patches.) LTI’s first interoperability plan . was approved by the State and
implemented in January 2006. The plan followed the mandates provided by the Governor’s
Office of Homeland Security to determine immediate, intermediate, and long-term
interoperability needs, create guidelines for implementation of new hardware and best
practices, and provide assistance to CAPCOG agencies. On April 11, 2007, in a news conference
at the State Capitol, Governor Perry announced that Texas had achieved a (basic) Level 4
interoperability capability statewide. This announcement was reaffirmed in the Texas State
Preparedness Report, published in March 2008 by GDEM, as follows: "The state goal of
achieving Level 4 tactical radio interoperability as defined in the TRCIP has been achieved in all
24 planning regions" (p.60).
In 2007, in response to a mandate from the federal government that all states create statewide
plans so that they may qualify for their share of grant funding for interoperable
communications projects, the Texas Radio Coalition (TxRC) was formed. TxRC was charged by
the Governor's Office with crafting the Statewide Communications Interoperability Plan (SCIP)
that became the guiding document for all federal grant funding allocations for public safety
voice and data communications (not including 9-1-1) in the state.
The CAPCOG Long-Term Interoperability Strategic Plan for Communication Projects was
developed and approved in May 2008. . . The purpose of the plan is to promote and develop
regional coordination of communications interoperability procedures and equipment.
Communications funding allocations align with federal and state interoperability goals, and
follow the SCIP vision: “By the end of 2015, provide all public safety and critical infrastructure
responders at all levels of government, including local, county, special districts, tribal, state, and
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CAPCOG Homeland Security Task Force Strategic Plan
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federal, with the highest level of real-time direct interoperable voice and data radio
communications utilizing shared standards-based systems.”
.
2013 Priority Core Capabilities relevant to Communications Interoperability:
 Planning
o Goal: Regional Governance/Standard Operating Procedures.
o Objective:
 Create regional operating procedures for daily and emergency response.
o Goal: Voice Interoperability.
o Objective:
 Create standards for voice interoperability through communications radio and
dispatch templates and programming.

Operational Communications
o Goal: Operation, maintenance, and replacement of grant-funded systems and
equipment.
o Objective:
 As funding is available, sustain capabilities developed with grant funds.
o Goal: Data Interoperability.
o Objective:
 Implement data interoperability for CAD-to-CAD interfaces and utilize Next
Generation 9-1-1 infrastructure for redundancy of operability and
interoperability.
o Goal: System build-out.
o Objective:
 P25 interoperability with the Greater Austin-Travis County Regional Radio
System (GATRRS) for Fayette County and Hays County.
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Section III. Annual Regional Priorities
Overview
Background:
In previous editions of this document, prioritization of projects for HSGP funding was limited to
that decided upon by the various committees. Compilation of the final prioritized list was
accomplished by taking the top priority items from each of the committees and including them
in the final list. Depending upon the level of funding available and the size of the requests, five
or more items could be funded from each committee’s list.
This approach was successful because the level of funding was sufficient to fund a relatively
large number of projects. Beginning with FY 2011, available funding was dramatically
decreased. At the same time, a large portion of the available funding was needed to complete
the multi-year interoperable communications project for Blanco, Burnet and Llano counties.
This resulted in no funding for projects that had been prioritized by the Technical Response
Committee and limited funding for projects that had been prioritized by other committees.
Purpose and assumptions:
In anticipation of even more severe funding cuts in FY 2013 and beyond, this section outlines
the possible funding streams for each of the fiscal years within the scope of this document and
identifies the priorities for regional homeland security activities. The funding assumptions used
in this section include:
 Homeland Security Grant Program funding for FY 2013 may be available to fund regional
activities;
 FY 2013 HSGP funding will be reduced by 25% to 50% from FY 2012; and
 No HSGP funding is guaranteed for subsequent years.
FY 2013 (October 1, 2012—September 30, 2013)
Funding:
Homeland Security Grant Program funds from FY 2011 and FY 2012 are available to fund
projects as approved by the CAPCOG Executive Committee. Other funding options will be
explored.
Projects currently funded:
 Interoperable communications—
o Regional VHF Trunked Communications System for Blanco, Burnet and Llano
counties—Funding from FY 2011 has been allocated to substantially complete this
system. All funds are expected to be expended within the performance period of the
respective grants.
 CAPCOG Homeland Security Division activities—
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o State Homeland Security Program (SHSP) Regional Planning and SHSP Management
and Administration (M&A) grants for FY 2011 and FY 2012 are sufficient to fund
activities at the current level through May, 2014.
Emergency Notification System—
o SHSP Regional Planning for FY 2011 and FY 2012, dedicated project funding and
assessments to participating jurisdictions are sufficient to fund software
maintenance and personnel costs through April, 2014.
WebEOC—
o SHSP Regional Planning for FY 2011 and FY 2012 dedicated project funding and
additional grant funding through CATRAC and public health agencies are sufficient to
fund activities at the current level through March, 2014.
o Additional funding will be sought from other organizations participating in the
regional WebEOC implementation.
Priority activities:
 Sustain CAPCOG Homeland Security Division activities—Maintain activities at the level
required by the THSSAA-mandated Statement of Work (SOW) in effect for the grant year
from which funding is provided.
 Sustain Regional ENS and WebEOC.
 Interoperable communications—Continue activities as approved for funding from the FY
2011-2012 HSGP.
 Citizen Corps Program (CCP) projects—Continue activities as approved for funding from
the FY 2011-2012 HSGP.
 Regional Training and Exercises—Coordinate and conduct activities to the extent
allowed by available funding.
 Sustain regional response teams, including, but not limited to: CBRNE Strike Teams, the
Austin Police Department Bomb Squad, Special Weapons and Tactics (SWAT) teams, and
Mobile Field Force (MFF) teams.
 Sustain Public Health and Medical Committee goals.
 Conduct gaps analysis to identify and make recommendations regarding ongoing
equipment, planning, training, exercise and sustainment needs.
 Conduct region-wide risk assessment as required by TDEM and the THSSAA.
FY 2014 (October 1, 2013—September 30, 2014)
Funding:
It is anticipated that limited Homeland Security Grant Program funds will be available to fund
projects. Other funding options will be explored.
Projects currently funded:
 None
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Priority activities:
 Sustain CAPCOG Homeland Security Division activities—
o Continue funding activities as funding is available.
 Sustain Regional ENS and WebEOC.
 Interoperable communications—
o Continue funding activities identified in the LTI strategic plan as funding is available.
 Sustain regional response teams, including, but not limited to: CBRNE Strike Teams, the
Austin Police Department Bomb Squad, Special Weapons and Tactics (SWAT) teams, and
Mobile Field Force (MFF) teams.
 Citizen Corps Program (CCP) projects—
o Continue funding activities as funding is available.
 Regional Training and Exercises—
o Coordinate and conduct activities to the extent allowed by available funding.
 Sustain Public Health and Medical Committee goals.
 Update gaps analysis to identify and make recommendations regarding ongoing
equipment, planning, training, exercise and sustainment needs.
FY 2015 (October 1, 2014—September 30, 2015)
Funding:
It is anticipated that limited Homeland Security Grant Program funds will be available to fund
projects. Other funding options will be explored.
Projects currently funded:
 None
Priority activities:
 Sustain CAPCOG Homeland Security Division activities—
o Continue funding activities as funding is available.
 Sustain Regional ENS and WebEOC.
 Interoperable communications—
o Continue funding activities identified in the LTI strategic plan as funding is available.
 Sustain regional response teams, including, but not limited to: CBRNE Strike Teams, the
Austin Police Department Bomb Squad, Special Weapons and Tactics (SWAT) teams, and
Mobile Field Force (MFF) teams.
 Citizen Corps Program (CCP) projects—
o Continue funding activities as funding is available.
 Regional Training and Exercises—
o Coordinate and conduct activities to the extent allowed by available funding.
 Sustain Public Health and Medical Committee goals.
 Update gaps analysis to identify and make recommendations regarding ongoing
equipment, planning, training, exercise and sustainment needs.
Adopted by CAPCOG Executive Committee 3/13/2013
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CAPCOG Homeland Security Task Force Strategic Plan
FY2013-FY2017
FY 2016 (October 1, 2015—September 30, 2016)
Funding:
It is anticipated that limited Homeland Security Grant Program funds will be available to fund
projects. Other funding options will be explored.
Projects currently funded:
 None
Priority activities:
 Sustain CAPCOG Homeland Security Division activities—
o Continue funding activities as funding is available.
 Sustain Regional ENS and WebEOC.
 Interoperable communications—
o Continue funding activities identified in the LTI strategic plan as funding is available.
 Sustain regional response teams, including, but not limited to: CBRNE Strike Teams, the
Austin Police Department Bomb Squad, Special Weapons and Tactics (SWAT) teams, and
Mobile Field Force (MFF) teams.
 Citizen Corps Program (CCP) projects—
o Continue funding activities as funding is available.
 Regional Training and Exercises—
o Coordinate and conduct activities to the extent allowed by available funding.
 Sustain Public Health and Medical Committee goals.
 Update gaps analysis to identify and make recommendations regarding ongoing
equipment, planning, training, exercise and sustainment needs.
FY 2017 (October 1, 2016—September 30, 2017)
Funding:
It is anticipated that limited Homeland Security Grant Program funds will be available to fund
projects. Other funding options will be explored.
Projects currently funded:
 None
Priority activities:
 Sustain CAPCOG Homeland Security Division activities—
o Continue funding activities as funding is available.
 Sustain Regional ENS and WebEOC.
 Interoperable communications—
Adopted by CAPCOG Executive Committee 3/13/2013
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CAPCOG Homeland Security Task Force Strategic Plan





FY2013-FY2017
o Continue funding activities identified in the LTI strategic plan as funding is available.
Sustain regional response teams, including, but not limited to: CBRNE Strike Teams, the
Austin Police Department Bomb Squad, Special Weapons and Tactics (SWAT) teams, and
Mobile Field Force (MFF) teams.
Citizen Corps Program (CCP) projects—
o Continue funding activities as funding is available.
Regional Training and Exercises—
o Coordinate and conduct activities to the extent allowed by available funding.
Sustain Public Health and Medical Committee goals.
Update gaps analysis to identify and make recommendations regarding ongoing
equipment, planning, training, exercise and sustainment needs.
Section IV: Management and Maintenance of the Plan
This strategic plan is considered a living document with periodic reviews and refinement
necessary as homeland security priorities change and initiatives are completed. At a minimum,
each committee will review and update its portion of this plan annually.
Upon receipt of the updates from each of the committees, the Strategic Directions Committee
will review the revised document and recommend the revisions to the HSTF for approval.
Adopted by CAPCOG Executive Committee 3/13/2013
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