Security vision emerges 9-point state plan drafted at Bangor conference

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BANGOR – Protecting Maine from terrorist attack will involve preparing first responders, identifying and assessing threats and vulnerabilities and upgrading and integrating communications networks.

Those were among the conclusions reached by participants during a four-day Homeland Security Planning Conference at the Maine Air National Guard Base that ended Thursday.

Nearly 80 state, county and local leaders, as well as representatives from several trade associations, produced a strategic vision and a nine-point plan for defending the state against terrorist acts. Both documents remain in draft form and are subject to approval by the governor, according to Maj. Gen. Joseph Tinkham II, adjutant general and commissioner of the Maine Department of Defense and Emergency Management.

Tinkham said Thursday the goal is to have the all aspects of the plan in effect by May 2005, but some elements of the plan could be put into place well before that.

During the next several months, nine teams will be pulled together to develop the objectives in greater detail.

Co-sponsored by Gov. Angus King and the Maine National Guard, the gathering was designed to formulate state policies for dealing with terrorism in the wake of the Sept. 11 terrorist attacks. Tinkham said Maine is among the first states in the nation to start work on anti-terrorism strategies.

“It’s been a tough four days,” said Tinkham, who represented the governor during the conference.

As the conference wound down Thursday afternoon, Tinkham said participants had gained valuable insight into “the complexity and enormity of the job” of developing a strategy for defending the state against terrorist attacks.

The process was led by facilitators from Advanced Management Catalyst Inc., a national consulting firm formed in 1992 as the result of the merger of Advanced Management Technologies, based in Manhattan, N.Y., and Coastal Group Technology of Wiscasset. The firm specializes in a collaborative approach to the development and implementation of organizational strategy. As organizers expected, the process required conference attendees to strike a balance between security and civil liberties.

To that end, participants hammered out the following strategic vision:

“Maine promotes and protects a way of life that is free from the fear and intimidation of terrorism. If terrorism occurs, Maine is prepared to provide immediate and effective response and recovery.

“Our citizens and public officials are engaged, educated, trained and equipped to secure the health and safety of our communities.

“Maine as a community shares information and intelligence, develops plans, coordinates resources and communicates at all levels. Maine citizens know their roles and the critical part they play in defending against terrorism.

“Our homeland security efforts are effective, sustainable and minimally intrusive. These efforts respect our human, legal and constitutional rights.

“We join the national and international community to prevent and combat terrorism and secure our homelands.”

The nine objectives participants developed during the course of the conference were the following:

. Prepare first responders;

. Identify and assess threats and vulnerabilities;

. Upgrade and integrate communications networks;

. Secure infrastructure and institutions;

. Strengthen response and recovery capacity;

. Align roles and responsibilities;

. Strengthen public health preparedness and response;

. Secure political and financial support; and

. Inform and engage the public.

According to Col. Mark Gilbert, public comment will be sought on the strategic vision and list of objectives. However, for reasons of security, some elements of the plan must remain under wraps, he said.

As one of their final exercises Thursday, conference participants broke into nine smaller groups to consider subordinate objectives under each of the nine major points. That process involved defining expected results, identifying any “showstoppers” or hurdles that need to be taken into consideration, and listing the various projects that accomplishing each objective will require.

As part of a brainstorming exercise, participants were asked to contribute the names of people who may be able to provide some expertise in various aspects of the plan. The names formed the beginning of a resource pool for Tinkham to forward to leaders of the teams that will be assembled to flesh out each of the nine objectives.