InfoGram

November 3, 2005

NOTE: This InfoGram will be distributed weekly to provide members of the Emergency Services Sector with information concerning the protection of their critical infrastructures. For further information, contact the Emergency Management and Response - Information Sharing and Analysis Center (EMR-ISAC) at (301) 447-1325 or by email at emr-isac@fema.dhs.gov.

Reporting CIP Information

The efficient prevention, protection, and response activities of the Emergency Services Sector (ESS) are not possible without the multi-disciplinary and multi-jurisdictional sharing of critical infrastructure protection (CIP) information by stakeholders at all levels of the public and private sectors. The EMR-ISAC further asserts that CIP information exchanges will facilitate the distribution of relevant, actionable, and timely unclassified information that achieves coordinated awareness and preparedness for all hazards. Simply stated, it's all about "getting the right information, to the right people, at the right time."

The EMR-ISAC electronically pushes CIP information to ESS leaders, owners, and operators nationwide. The major purpose of doing so is to promote CIP by decision-makers, with the desired effect being the survivability, continuity, and response-ability of all emergency management and response organizations throughout the United States. The EMR-ISAC utilizes secure and non-secure portals of DisasterHelp.gov to disseminate periodic CIP (For Official Use Only) Notices, occasional CIP Bulletins, and weekly InfoGrams.

As the EMR-ISAC proactively attempts to do its part, it requests ESS departments and agencies do their part as well. First responders are continuously moving around their areas of responsibility in the performance of duties. This perpetual service to communities provides frequent opportunities to observe suspicious activities, unexplainable behaviors, strange objects, unusual circumstances, etc. Reporting observations directly to the National Infrastructure Coordinating Center (NICC) will give Department of Homeland Security analysts the input necessary to "connect the dots," save time, track potential threats, and possibly prevent a future terrorist attack.

The EMR-ISAC urges ESS organizations to report suspicious activities, threats, and vulnerabilities to their local authorities, but also the NICC at (Voice) 202-282-9201, (Facsimile) 703-487-3570, (email) nicc@dhs.gov. Non-cooperation could deny sector leaders critical information about patterns, methods, and sources of potential malicious actions that threaten the critical infrastructures of communities and their emergency services.

Lone Wolf Terrorism

Anti-abortionist Eric Rudolph and Los Angeles Airport shooter Hesham Ali Hadayet demonstrated that "lone wolves" can inflict serious harm and cause significant damage within the United States. Furthermore, their actions encourage other criminals and inspire copycats that are difficult to uncover and stop. Therefore, the EMR-ISAC suggests that Emergency Services Sector organizations consider "lone wolf extremists" among the threats to their critical infrastructures.

Terrorism specialists indicate that "lone extremists" usually operate independently or on the fringes of established extremist groups. Many "lone wolves" have no known direct links to conventional terrorist groups. Some may initially join a radical group with an ideology they support, but soon leave because the group is not active or fanatic enough. Other "lone wolves" are eventually rejected by a group because their views are too extreme.

Case studies by terrorism experts confirm that "lone extremists" display some similar traits. Most seem to function poorly within societal standards and institutions. Several have psychological issues that motivate their violent acts more than a devotion to a principle. There are other possible indicators (not an inclusive listing): a history of psychological disorders, admiration for another "lone wolf," interest in explosives, expressions of militant beliefs, and possession of extremist propaganda and materials.

Emergency Services Sector personnel who observe individuals exhibiting these indicators should exercise caution and contact their local law enforcement authorities for further investigation.

Emergency Operations Centers

The 2005 hurricane season provided an opportunity for community leaders and emergency responders to examine their Emergency Operations Centers (EOCs) and consider the necessity for renovation or new construction. To identify critical infrastructure protection (CIP) issues in this matter, the EMR-ISAC reviewed hurricane-related reports with insights regarding EOCs. Given this review, the EMR-ISAC offers the following observations acquired from multiple sources about fundamental EOC design considerations:

• Location. Assess the site by performing a threat and vulnerability analysis. Look for the risks to avoid as well as the services to access. Determine the proximity to major transportation routes and government offices. Ensure the elevation is adequate to protect the location from flooding. For example, one community decided to locate its EOC on the upper level of a parking garage next to a government complex. The garage offered storage for emergency vehicles, was on land eight feet above sea level, and was virtually impregnable to the effects of storms or flooding.
• Redundancy. Build in alternative systems whether they pertain to fuel, power, communications or general supplies. Some sources state that two generators are needed as well as a provision for pad-mounted generators to be brought in and hooked to the electrical system. Dual mechanical systems to keep building systems operational are advisable. Backup batteries to power such critical systems as dispatch for at least four hours are important. An alternate site is a good redundancy if roads become impassable.
• Self-sufficiency. Prepare to care for the needs of EOC workers for a period that could range from 3 to 14 days. For example, one EOC stocks a 14-day supply of meals-ready-to-eat (MRE) for 100 to 120 people, 20,000 gallons of potable water, 120,000 gallons of water for fire protection, 50,000 gallons of diesel fuel for its generator, and sanitary sewer holding for 20,000 gallons.
• Communications. Provide dual communication feeds, including dual Internet fiber connections not in the same trench, and that enter the building in separate locations. Select communication systems that come from separate central offices (two separate phone lines) and an electrical system that has redundant lines. A backup data center located elsewhere, a mobile communications center, and provisions for ham operators to work from the EOC are helpful. Also useful are a multi-band radio system, media interface/emergency broadcast system, the ability to receive video from fixed cameras and to control programmable traffic signs, a document vault, the ability to configure a secure area for classified work, GIS mapping, and call-tracking software.

All-Disaster Guide

After suffering from repeated fires, floods, and earthquakes, leading to its designation as the most vulnerable community in the Los Angeles area, the Topanga Coalition for Emergency Preparedness produced an all-disaster guide that San Bernardino County officials and residents hope will serve as a prototype for other hazard-prone communities. The 150-page guide addresses fire, flood, and earthquake emergencies and gives site-specific evacuation plans for different scenarios.

"Even for those of us who are seasoned, when the disaster strikes we find we're not as prepared as we think we are," according to the chief of the Big Bear Lake Fire Department. Officials who helped coordinate the guide's production and distribution said that the most critical thing was bringing government, emergency responders, and community volunteers to the same table.

The Topanga Coalition identified communications between agencies and residents as the area's biggest gap and focused on creating a playbook of guidance for before and during a disaster.

Mountain Division Fire Chief Thom Wellman refers to the guide as "very well done one-stop shopping for disaster preparedness." Additionally, the EMR-ISAC suggests that the Topanga Disaster Survival Guide may have practical recommendations for local emergency managers and first responder organizations.

This no-cost guide should be downloadable at http://www.topangasurvival.org by 7 November. However, contact 213-974-3333 to obtain a copy or if you experience any difficulty with this large document. More information about the Topanga Coalition for Emergency Preparedness is available at http://www.t-cep.org.