InfoGram

October 27, 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.

Suicide Bombings Update

Numerous security specialists affirm that suicide bombings have become a preferred terrorist tactic because they are relatively inexpensive and operationally effective. After studying recent incidents, these experts noted that terrorists continue to adapt to protective measures and develop new attack tactics, techniques, and procedures. Furthermore, they believe the threat of suicide bombings will increase and generate greater challenges throughout the world.

To learn more about suicide bomber prevention and protection, the Department of Homeland Security offers the "Prevention of and Response to Suicide Bombing Incidents" (Course # Per 231), "Prevention of and Response to Suicide Bombings Train-the-Trainer" (Course # Per 231-1), and a Suicide Bomber Awareness Module. Arrangements can be made for no cost on-site or off-site training. For more information contact: 1-800-368-6498.

Recognizing the potential for suicide bombings to become more commonplace, the EMR-ISAC reviewed current available literature on the subject to acquire the following observations applicable to the Emergency Services Sector:

• Security checkpoints and perimeters are lucrative targets because they often create chokepoints with large numbers of victims.
• A follow-on attack is always possible to inflict maximum casualties among citizens and their emergency responders.
• In two-stage attacks, the first bomber attempts to breach security to enable the second terrorist to directly attack the target.
• Emergency medical personnel usually assume risk to treat the injured; however, all other responders should secure the area and await the arrival of a bomb squad.
• Emergency medical personnel must be careful when approaching a suspect's remains because malfunctioning or secondary devices can present an explosive hazard.

Flu Pandemic Planning

Since mention of a possible flu pandemic in the 14 October InfoGram, the EMR-ISAC has continued researching a variety of sources for pertinent planning practices relevant to the Emergency Services Sector (ESS). Considering the potential for degradation of critical infrastructure operations and services caused by severe personnel shortages, the EMR-ISAC offers the following basic suggestions for ESS leaders nationwide:

• Understand how a pandemic could affect the organization's human resources.
  Pandemics occasionally occur as a series of waves, i.e., there could be a first wave of approximately eight weeks, possibly followed by others. The overall pandemic could continue for six months. Once it begins, personnel absenteeism rates of 25 to 60 percent are possible.
• Meet with staff well in advance of the onset of a pandemic.
  Discuss the impending emergency and formulate short and long-range plans to facilitate the organization's survivability, continuity, and response-ability. Identify core functions, people, and skills. Strategize how to manage and plan for absences, information management, and any systems that rely on periodic physical intervention to keep them operating.
• Designate an "influenza manager" to conduct preparedness activities.
  This individual creates a system to monitor personnel, ensures all personnel update their medical and health insurance information, facilitates their return to work after an absence, and guarantees adequate supplies of medical and hygiene products, food, water, fuel, etc. (An outline of the role of an influenza manager, flu-versus-cold symptom charts, and a flowchart of steps to take as soon as an individual displays symptoms are included in the "Influenza Pandemic Planning: Planning Guide for Infrastructure Providers" at http://www.med.govt.nz/irdev/econ_dev/pandemic-planning/infrastructure/index.html.)
• Make the ability to communicate a priority.
  Update contact lists and evaluate all communication options to keep personnel informed. Consider using the voice mail system to post daily updates. Establish a way to communicate with suppliers or vendors.
• Plan to step up facility cleaning.
  Change HVAC filters and treat with an anti-bacterial agent, clean telephones daily, and apply anti-bacterial agents daily to all common areas. Create a stockpile of sanitizing products. Determine whether it would be feasible to have a short period between shifts when the facility could have windows opened for ventilation.

A prominent emergency medical physician, Dr. Jerry Mothershead, from the Uniformed Services University of the Health Sciences recently summarized the matter: "Whatever preparedness and response requirements are developed to protect humans from this potential catastrophe are likely to be adaptable to other disasters or public-health emergencies, and thus provide an incentive for dual-benefits solutions." The full article with Dr. Mothershead's commentary can be seen at: http://www.domprep.com/index.lasso?pgID=3&arID=1188.

Regional Hazard Response Consortium

The incessant threat of natural and man-made disasters requires special skill sets, competencies, and capabilities that are not always readily available within a municipality, parish or county. Therefore, the EMR-ISAC has previously written in its weekly InfoGram about the necessity for regional organizations that bring together community leaders with a common goal of protecting critical infrastructures upon which they depend for health and safety.

A current example of regionalization can be found among a number of Mid-Atlantic States. New Jersey, Pennsylvania, Delaware, Maryland, Virginia, West Virginia, North Carolina, and the District of Columbia are forming what they call the "All-Hazards Consortium" (AHC) to increase preparedness by enabling emergency management participants to share strategies and integrate planning. The AHC has already reviewed regional public safety communications, including the ability to share voice and data information during emergencies. Future AHC issues for review are critical infrastructure protection, evacuation planning, port security, and biohazard response and recovery.

Serving as a principal networking and collaborative forum of emergency management stakeholders, the AHC and similar regional organizations have the potential to accomplish the following additional initiatives:

• Solidify relationships and contact lists before a disaster occurs.
• Partner decision-makers for the survivability and continuity of government and citizens.
• Promote the meaningful exchange of information and expertise.
• Identify mutual needs for joint response and recovery procedures and assets.
• Secure inter-state disaster aid agreements.
• Arrange inter-state training and exercises.

Novel Devices

Law enforcement and transportation security agencies confirm that many American teenagers and adults have become adept at creating novel devices to clandestinely transport hidden weapons. For example, knives and razors have been found in belt buckles, wrist bracelets, wrist watches, necklaces, and even key rings. Some security officials contend that this creativity (i.e, concealable weapons) is quickly becoming a credible threat to the safety and duties of first responders.

Because of a growing fascination with weaponry, individuals throughout the United States are improvising instruments of harm using commonly available and relatively inexpensive components. An example of this is the fully functional and dangerous flamethrower efficiently manufactured at home with parts purchased from a local hardware store. On a part-time basis over a period of five days, a teenager assembled a PVC flamethrower that could be seen for several days at website no longer functional. In the wrong hands, this light-weight and easily transportable fire-starter adds to the existing array of novel devices that can terrorize communities and their critical infrastructures.