SECURITY PREPAREDNESS

1. SECURITY PREPAREDNESS Coordination with the Local Emergency Services Industrial Security Awareness Seminar February 21, 2007 Steven W. Mehl, CEM, CPM Director of Emergency Preparedness Paramus, New Jersey

2. HOW DO YOU INTERACT? • No contact with local emergency services • Minimal contact – meet regulations • Total reliance for emergency planning and response THERE MUST BE A CONNECTION BETWEEN FACILITY AND LOCAL EMERGENCY PLANS

3. EMERGENCY MANAGEMENT CONTRIBUTIONS • Background in “All Hazards” Emergency Planning • Overall knowledge of emergency services • Ability and responsibility to manage resources • Experience in designing exercises and coordinating training

4. EMERGENCY MANAGEMENT CONTRIBUTIONS • Ability to declare a local state of emergency • Responsible for evacuation, shelter and congregate care • Point of contact for local, county, state, federal and private agencies and resources • Primary role in the recovery process

5. POTENTIAL ROAD BLOCKS • Confidentiality • Law enforcement sensitive information • Civilian status • Tension between emergency response agencies

6. THE COORDINATED EFFORT • Hazard Identification and Prioritization • Vulnerability & Threat Assessment • Gap Analysis • Use of Technology and Resources • Build an Integrated Plan • Design of Drills and Exercises • Develop Emergency Response Teams BUILD A RELATIONSHIP

7. PHASES OF EMERGENCY MANAGEMENT • Mitigation • Planning • Preparedness • Response • Recovery

8. “ALL HAZARDS PLANNING” • Plans are based on hazards – not events • Plans include multiple agencies and resources • Plans include a “Handshake” between facility plans and local plans • Meets all federal standards including the National Incident Management System

9. NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) • A nationwide standard for managing an event • Federal mandate to all government agencies • Encouraged for all private entities and non-government organizations • Incorporates the Incident Command System

10. UNIQUE NIMS COMPONENTS • Incident Typing • Based on the life hazard and anticipated required resources • Provides for a rapid response that meets the magnitude of the emergency • Immediate deployment of the necessary resources

11. UNIQUE NIMS COMPONENTS • Common Text – Plain Language • Reduces the confusion of code words or numbers • Eliminates slang or local terminology • Sets standards for emergency transmissions

12. UASI MODEL MALL PROJECT • A mission to develop a “virtual buffer zone” to protect facilities, such as shopping malls, that cannot use conventional methods of target hardening. • Think “outside of the box” using technology and unique mitigation strategies to reduce threats

13. THE PARAMUS SHOPPING MALLS ALL THREE PARAMUS MALLS ARE TIER 1 CRITICAL INFRASTRUCTURES • Always had a working relationship • Reinforced that relationship following WTC • Conducted a full-scale exercise • Joint meetings to address gaps • Became the test bed for the UASI project

14. THE RESULTS A PUBLIC / PRIVATE GOVERNANCE MODEL THAT SHARES • Personnel • Technology • Vendors • Expenses

15. RESULTS • Shopping Mall Planning Committee • Review of vulnerabilities and threats • Information sharing • Group problem solving • Develop relationships

16. RESULTS • Critical Incident Task Force • Response to a large scale or long term incident • Trained critical incident managers • Shared equipment • Prompts Unified Command • Addresses communications issues

17. RESULTS • Drills & Exercises • Equipment tests • Regularly scheduled isolation/evacuation drills • Table top exercises • Compressed time exercises

18. RESULTS • Security Guard Training • Local program to train security forces in local procedures and protocols • Provide useful law enforcement information • Traffic direction • Crowd control • Evacuation • Safety and legal issues

19. RESULTS • Cameras & Technology • Detect anomalies using “smart” cameras • Provide immediate information and intelligence to first responders • Capture and use of message boards and computerization to provide direction • Wireless access points that create a mess network • Testing of new software including “white-boarding”

20. RESULTS • PD Emergency Services Unit • Primary unit for response to infrastructure threats • Trained in special and tactical operations • Trained in heavy rescue, haz mat, etc. • Carries detection devices and tactical weapons

21. RESULTS • THREAT Exercises • Mass police presence in shopping malls during the holiday season • State, county, and local police participation • Intelligence, special operations, K-9, bombs, CBRNE, aviation • Public relations component

22. RESULTS • Funding • Government funding for Buffer Zone protection • Shared among malls to benefit all • Funds and in-kind contributions from malls • Example of public/private governance

23. RESULTS • Working Together • All agencies are involved • Intelligence gathering • Information sharing • Advancement in technology • Greater sense of trust • An integrated plan • BUILDS A PUBLIC/PRIVATE PARTNERSHIP

24. Due to the efforts of all those involved in the Model Mall Project, Westfield Garden State Plaza and the Borough of Paramus were co-recipients of the 2005 PARTNERS IN PREPARENDESS AWARD Presented by the International Association of Emergency Managers

25. QUESTIONS? Thank you for your attention. Steven W. Mehl, CEM, CPM 201-262-3400 x 573 smehl@paramuses.org