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Attachment D-l
<br />21 UASI lnvestment Justification
<br />The FY 2021 Metropolitan StatisticalArea (MSA) analysis scored the Seattle Urban Area's (UA) relative risk
<br />as 8.61 which ranks it as the 13th highest at risk UASI area, reflecting an increased risk from FY 2020. MSA
<br />scoring looks at threat (likelihood of an attack being attempted by an adversary), vulnerability (likelihood that
<br />an attack is successful, given that it is attempted), and consequence (effect of an event, incident, or
<br />occurrence). The Seattle UASI has consistently had a high relative risk score and must be prepared to
<br />prevent, respond to, mitigate, or recover from acts of terrorism.
<br />The Seattle UASI's three levels of governance are involved in project development and management:
<br />(1) UASI subcommittees: Consist of discipline-specific members representing the various jurisdictions that
<br />make up the UA. Subcommittees develop projects to build or sustain capabilities based on identified gaps
<br />and established priorities.
<br />(2) The UAWG: Responsible for review, ranking, and oversight of the projects submitted by the
<br />subcommittees. lt oversees the application process and develops all policies and procedures for the UA. The
<br />UAWG is not a decision-making body; its recommendations are presented to the third level of governance,
<br />the UASI Core Group, for final direction.
<br />(3) The UASI Core Group: Provides over-arching principles, priorities, policy development and approvalto
<br />guide the UAWG in addressing core capabilities and managing the UASI Grant Program.
<br />The Core Group directed the UAWG to develop FY21 regional projects focusing on specific core capabilities
<br />in support of strengthening work impacting national priority areas and closing UASI-related capability gaps in
<br />key areas.
<br />The FY21 projects were selected to build upon or sustain a range of Core Capabilities identified in the 2020
<br />UASI SPR as well as to support the NPAs of enhancing Cybersecurity, enhancing the protection of soft
<br />targets/crowded places, enhancing information and intelligence sharing, combating domestic violent
<br />extremism, and addressing emerging threats. The FY21 investments support the Planning, Organization,
<br />Equipment, Training, and Exercise solution areas with a focus in the following Core Capabilities:
<br />Cybersecurity, lntelligence & lnformation Sharing, lnterdiction & Disruption, Mass Search & Rescue
<br />Operations, Physical Protective Measures, Planning, Public Health, Healthcare, & Emergency Medical
<br />Services, Screening, Search, & Detection, and Supply Chain lntegrity & Security.
<br />Regional Rlsks - Reasons for thE Work
<br />Terrorist targets i n cl ude:
<br />. Largest passenger ferry system in the United States
<br />. Third largest port system in the nation
<br />. Airports (Boeing Field, Paine Field, SeaTac lnternationalAirport)
<br />. Critical lnfrastructure and Key Resources (Amazon, Boeing, Columbia Tower, Microsoft, Sound Transit
<br />(train and light rail), the Space Needle, and Starbucks)
<br />. Sports Venues (Cheney Stadium, Climate Pledge Arena, Huskey Stadium, Lumen Field, T-Mobile Park,
<br />and Tacoma Dome)
<br />DHS-FEMA-HSGP-UASI-FY2 1 Page 36 of 57 SPD, E22-113 Revised
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