Voices Left Behind: An Interview p.110
SPOTLIGHT: Chaplain Jesus Huertas p.16
Homeland Volume 11, Issue 1 Winter 2012/Spring 2013
INSIDE
The land of the free because of the brave
Security ®
Double Issue
for the p.52
big game?
CA Dept. of p.38 Food and Agriculture
prepares for
disasters
Mission Completed ABCHS Receives p.07
NCCA/ICE
Accreditation
for its CHS-v Program
Be Safe & Have a Plan p.26
$6.50 U.S./$9.50 CAN
Interview with Adam Montella From the Discovery Channel’s The Colony
ABCHS: America’s Largest and Most Prestigious Homeland Security Organization
Cover Photo: Mercedes-Benz Superdome in New Orleans. Home of Super Bowl XLVII.
Super Bowl Security How do experts prepare
The American Board for
Certification in
Homeland Security American Board for Certification in Homeland Security (ABCHS) and its sub-boards sponsor certification programs in various homeland security-related areas. The goal of each program is to validate the professional knowledge and skills of certified individuals in a particular area related to homeland security. This is no small task. The Association employs intricate processes for establishing certification program policy, enforcing ethics, developing tests, and operating continuing education programs. These processes align with industry standards (such as those set forth by the American National Standards Institute and the National Commission for Certifying Agencies) and are driven by Subject Matter Experts (SMEs). In this way, those who hold certifications from ABCHS can be confident that their credentials are credible and relevant to their area of homeland security. Join today, along with the thousands who currently carry the ABCHS credential. Together we can protect what matters most—our families, communities, country, and way of life.
Together we can make a difference.
Apply Now!
2 www.abchs.com 877.219.2519 Homeland SecurityÂŽ Winter at 2012/Spring 2013 Call the Chief Inside Executive Officer 877.219.2519 or visit us online at www.abchs.com
CEO’s sign Greetings from ABCHS/CEO January 31, 2013
Inside Homeland Security® ISSN 2167-2261 (Print) ISSN 2167-227X (Online) is a publication of the American Board for Certification in Homeland Security, CHS®, 2013. ABCHS is dedicated to the credentialing, networking, and continuing education of homeland security professionals. The opinions and views expressed by the authors, publishers, or interviewees are their own and do not necessarily reflect those of the ABCHS program, nor does the ABCHS program adopt such opinions or views as its own. The ABCHS program disclaims and does not assume any responsibility of liability with respect to the opinions, views, and factual statements of such authors, publishers, or interviewees, nor with respect to any actions, qualifications, or representations of its members’ or subscribers’ efforts in connection with the application or use of any information, suggestions, or recommendations made by the ABCHS program or any of its boards, committees, publications, resources, or activities thereof. For more information call toll-free 877.219.2519.
Business Offic e 2750 East Sunshine Street Springfield, MO 65804 Toll-Free 877.219.2519 Fax: 417.881.1865
As we enter into a new year and approach the tenth anniversary of ABCHS, I would like to thank all of our members for their commitment to the program. ABCHS grows and makes significant advances each year. We couldn’t have done it without you and your continued dedication! You have made ABCHS what it is today. We started the New Year off with a bang with news that CHS-V has been accredited by ICE/NCCA! This is a huge accomplishment for the CHS program. We are hoping that soon all of the certifications we offer will be approved through ICE/ NCCA. A big thanks goes to all of the ABCHS board members, both current and past, for their dedication in accomplishing this endeavor. This past year’s Executive Summit (2012) proved to be very exciting. Instead of individual presenters, we decided to try something new; key speakers and panel discussions were a huge success, with nothing but great reviews! We had outstanding panelists, and audience participation was excellent. Everyone enjoyed both the panelists and key speakers. We are currently reviewing feedback to determine the best time to hold our next conference. It will also include panel discussions along with various key speakers. If you have a particular discussion that you feel would hold great interest, please send me your ideas. Be watching for more details of dates and locations. This conference is sure to be the biggest one yet! I would also like to take this time to announce a new group that has recently joined ABCHS, CSX Transportation, a subsidiary of the CSX Corporation. The CSX Corporation, based in Jacksonville, Florida, is one of the nation’s leading transportation suppliers. The company’s rail and intermodal businesses provide rail-based transportation services, including traditional rail service and the transport of intermodal containers and trailers. Welcome all CSX employees! As the year progresses, be watching for new happenings within ABCHS! Many of the ABCHS Sub-boards are moving along at great speed creating brand new certifications. This will be a great plus within the homeland security arena. I also have a reminder to members: If you are interested in submitting articles or columns for the Inside Homeland Security® publication, please visit us online at http://www.abchs. com/ihs/ihs_submission.php. Please send all questions and submissions to editor@ abchs.com. Again, thank you for a great ten years. I look forward to the next ten!
Chief Executive Officer Marianne Schmid ceo@abchs.com
Editorial Office Senior Editor Julie Brooks
Graphic Designer Stephanie Lindberg
Editor Megan Turner
Graphic Designer Brandon Alms
Editor Cheryl Barnett
Web Designer Justin Casey
Contributing Editor Ed Peaco
Advertising Julie Brooks
editor@abchs.com
megan.turner@abchs.com
cheryl.barnett@abchs.com
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stephanie@abchs.com
brandon@abchs.com
justin@abchs.com
julie.brooks@abchs.com
www.abchs.com
Regards, Marianne Schmid Chief Executive Officer, ABCHS
M embe r Ne w s WANTED: Homeland Security Manuscripts Inside Homeland Security® is looking for original, unpublished, wellresearched manuscripts from experts within the field. Please review the publication’s submission guidelines at http://www.abchs.com/ihs/ihs_ submission.php. For questions, contact the editor at editor@abchs.com or call 877.219.2519, ext. 122.
Send Your Comments and Letters to Countersign E-mail IHS at editor@abchs.com or address mail to: IHS, Countersign, 2750 E. Sunshine, Springfield, MO 65804. Letters become the property of the journal, and it owns all rights to their use. IHS may edit letters for content and length.
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contents
NEWS RELEASE ✯✯✯✯✯✯✯✯✯✯✯✯✯
ABCHS Receives
A r t i c l es
NCCA/ICE Accreditation
42 Protecting the Criticality of our Infrastructure
by James W. Crissinger
72 The Importance Of Policies & Procedures
in Improving Security Awareness
by David G. Patterson
18
Decision Making Amid Crisis by Irwin C. Harrington and Danielle Narkaus
92 Non-Traditional Counterintelligence Threats
by Michael Chesbro
104 The Islamic Republic of Iran’s Government and National Security System
by Michael A. Torres
72
92
T h e I m p o r ta n c e o f
Policies &
Procedures 4
Inside Homeland Security®
Winter 2012/Spring 2013
42 www.abchs.com
877.219.2519
Volume 11, Issue 1
Winter 2012/Spring 2013
Super bowl Security
52 Columns 34 The Hardest Thing
Chaplain’s Column by David J. Fair
36 Information Overload
Emergency Management by Michael J. Fagel
in every issue 03 CEO Sign 06 Board Members
48 Information Collection
Features 10 New ABCHS President
Plans to Build on Accreditation by Ed Peaco
26 Be Safe & Have a Plan
by Senior Editor Julie Brooks
33 Success Files 63 Conference Recap 114 New Members 116 Newly Credentialed
by Billy Long
68 Sustainability: Chimerical or Reality? by Bill Powers
90 What to do when school gets an…F
Food Security by Ed Peaco
52 Security Teams Expand Rosters for Super Bowls by Ed Peaco
Executive Level Education by Dave McIntyre
98 Stand Your Ground Laws
Legal Column
84 Rough and Ready:
2012 Best in the West
110 Q&A with Dr. Marilyn Gilbert
by Senior Editor Julie Brooks www.abchs.com
62 Intelligence Leaks
Organization Matters
38 Interview with Norma Schroeder
by Mark Withrow
877.219.2519
by Shawn J. VanDiver
Homeland Security Committee
14 Homeland Security News Interview with Adam Montella 16 Member Spotlight
Infrastructure Protection
by Joshua K. Roberts
102 Motivations & Inducements of Homegrown Terrorists: Part 1 of 2 Counterterrorism
by Richard J. Hughbank
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Inside Homeland Security®
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American Board for Certification in Homeland Security, CHS®
Executive Advisory Board President
Vice President
John Joseph Sullivan, Jr., PhD, CHS-V Dr. Sullivan is the Executive Liaison to the Homeland Security Bureau in the Palm Beach Sheriff’s Office (PBSO). He oversees the Executive Council and the Ten Critical Infrastructure Councils that comprise the Sheriff’s Business Partners Against Terrorism (B-PAT) Program, and serves as the Faculty Chair for Public Safety in Capella University’s undergraduate program managing online faculty. Dr. Sullivan has dedicated his entire professional career to public safety. His earned academic credentials include a bachelor’s degree in behavioral science from Lynn University, a Master of Science degree in Management from National Louis University, and a Doctor of Philosophy degree in Organization and Management from Capella University. As a career law enforcement practitioner and educator, Dr. Sullivan remains active in both the law enforcement and higher education communities, most recently having joined the Palm Beach Sheriff’s Office (PBSO) in 2008 as the continuation of an extensive career in both law enforcement and higher education.
American Board for Certification in Infrastructure Protection, ABCIP Chair: Steven G. King, MS, MBA, CHS-V, CPP Vice Chair: Shawn J. VanDiver, E6, MS, CMAS, CHS-V, CAS-PSM, SSI, CTT+ Dale W. Cillian, DABCHS, CHS-V Sherman E. Copeland, Jr., CHS-V, SSI Robert J. Coullahan, CHS-V, CEM Patrick N. Cowan, MBCDRP, CHS-V, SSI, CDP-I, ATM W.D. Fitzgerald, CHS-III, CPP Marc E. Glasser, MS, CHS-V, CPP, CEM Kurt J. Klingenberger, CHS-V Peter A. Petch, CHS-V, RPIH, CIPS, CIMT Paul E. Purcell, CHS-V Debra M. Russell, PhD, CHS-V, CMI-V Terry L. Street Cecelia Wright Brown, DEng, MS, BA, CHS-V American Board for Certification in Dignitary and Executive Protection, ABCDEP Chair: David L. Johnson, DABCHS, CHS-V Vice Chair: Edward Bailor, AA, BS, CHS-III Secretary: Michael S. LoFaso, CHS-I Vern J. Abila, CHS-III Gerald A. Cavis, CHS-III Robert Eric Colliver, CHS-III Dennis C. D’Alessio, CHS-III Jim Floyd, CDP-I, CHS-III Mark E. Garver, CHS-V Marc E. Glasser, MS, CHS-V, CPP, CEM Jerrfey D. Guidry, CHS-III Clint Hilbert, CHS-III Michael E. Nossaman, CHS-III Tony J. Scotti, CHS-III Howard L. Weisman, CIPM, CHS-V, CIPM, CMAS
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Inside Homeland Security®
Thomas Givens, DABCHS, CHS-V, CMI
Secretary William H. Cummins, BA, CHS-V, CDP-I
Members Jessica M. Cummins, DABCHS, CHS-V David A. Goldschmitt, MD, FACEP, DABCHS, CHS-V Jeffrey S. Hatchew, JD Henry L. Homrighaus, Jr., DABCHS, CHS-V, PSNA, FABCHS Cathi Marx, DABCHS, CHS-V Wayne M. Morris, DBA, MA, CHS-V, CPP, PSP Brendalyn Val Bilotti, RN, BS, CHS-V
American Board for Certified Master Chaplains, ABCMC Chair: David Joel Fair, PhD, CHS-V, SSI, CMC Vice Chair: Leatha Warden, PhD, LPC, ACC-I, CMC Secretary: Don Howe, PhD, CMC James H. Ballard, DMin, CHS-I, CMC Mary Dobbs, CMC Rev. Robert F. Fountain, CMC Glenn George Jesus M. Huertas, PhD Joseph J. Prudhomme, PhD, ThD, CHS-II, CMC Charles V. Singletary, CHS-I, CMC Bruce D. Wright, PhD, CMC American Board of Intelligence Analysts, ABIA Chair: John W. A. Didden, CHS-III Vice Chair: James C. Sartori, CHS-V, CNTA, IAC John P. Andrews, CHS-I Michael E. Chesbro, CHS-III, CPO, CSS, CAS, CCIA, IAC, SSI, CFC Nestor L. Colls-Senaha, M.S., CHS-V Mark E. Garver, CHS-V Marquis L. Laude, CPP, CHS-V Peter Probst Michael L. Qualls, CHS-V Anthony A. Saputo, CHS-V, MBA Janet Schwartz, PhD, FACFEI, DABCHS, CHS-V, CDP-I
Winter 2012/Spring 2013
American Board of Information Security and Computer Forensics, ABISCF Chair: Andrew Neal, CHS-III, CISM, CIFI, CSC/I Vice Chair: Margaret Bond, MBA, CISM, CHS-V James Arcara, CHS-III Shayne P. Bates, DABCHS, CHS-V, CPP Rocco Delcarmine, CHS-III J. Clay Fielding, MCP, MCT, CHFE, RFC, GLFI, CEH, CPS, MSCIS, CHS-I Jim Kennedy, PhD, MRP, MBCI, CBRM, CHS-IV Gabriela Rosu, BS, MS, CHS-V Eric Svetcov, CISSP, CISA, CHS-III American Board of Law Enforcement Experts, ABLEE Chair: Sean Kinney, CHS-V, CMI-III, CFC Vice Chair: Stephen Russell, BS, DABLEE, CMI-II, CHS-III David G Arnold, CHS-III, CDP-I Oscar A. Baez, Sgt. (Ret.) CHS-III Kelli Callahan, CHS-III John Cruise, CHS-V Donald Durbin, CHS-V Henry C. Grayson, II, CHS-III, CMI-III Walter Kimble, CHS-V William R. Kushner, MS, CHS-IV Marquis L. Laude, CPP, CHS-V Jonathan D. Rose, MD, CHS-V, CFP Debra M. Russell, PhD, CHS-V, CMI-V Warren L. Shepard, CAPT. SSI, CDP-I, CRC, CHS-V James L. Smith, PhD, JD, EdD, CHS-III Patrick E. Spoerry, PhD, CHS-V, CFC Bret H. Swanson, CHS-V Michelle L. Williams, CMI
www.abchs.com
877.219.2519
News Release Contact: Marianne Schmid Chief Executive Officer (800) 592-0960
For Immediate Release January 2, 2013
The American Board for Certification in Homeland Security® Receives Accreditation of its Certified in Homeland Security, CHS-V program from the National Commission for Certifying Agencies (NCCA)
✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯ WASHINGTON (January 2, 2013)—The NCCA accredited the American Board for Certification in Homeland Security® CHS-V, for a five-year period, expiring December 31, 2017 during its recent meeting. Founded in April 2003, ABCHS is a professional certification organization acting in the public interest by establishing and enforcing education, examination, experience and ethics requirements for certification. Currently, at the present time we have over 400 homeland security professionals that are certified to use the CHS-V designation. The American Board for Certification in Homeland Security®, CHS-V, received NCCA accreditation of its Certification in Homeland Security®, CHS-V program by submitting an application demonstrating the program’s compliance with the NCCA’s Standards for the Accreditation of Certification Programs. NCCA is the accrediting body of the Institute for Credentialing Excellence (formerly the National Organization for Competency Assurance). Since 1977, the NCCA has been accrediting certifying programs based on the highest quality standards in professional certification to ensure the programs adhere to modern standards of practice in the certification industry. To
view the standards visit http://www.credentialingexcellence. org/ncca. There are 254 NCCA accredited programs that certify individuals in a wide range of professions and occupations including nurses, financial professionals, respiratory therapists, counselors, emergency technicians, crane operators and more. Of ICE’s more than 330 organizational members, 119 of them have accredited programs. ICE’s mission is to advance credentialing through education, standards, research, and advocacy to ensure competence across professions and occupations. NCCA was founded as a commission whose mission is to help ensure the health, welfare, and safety of the public through the accreditation of a variety of certification programs that assess professional competence. NCCA uses a peer review process to: establish accreditation standards; evaluate compliance with these standards; recognize programs which demonstrate compliance; and serve as a resource on quality certification. ICE and NCCA are located at 2025 M Street, N.W., Suite 800, Washington, DC 20036-3309; telephone 202/367-1165; facsimile 202/367-2165; website www.credentialingexcellence.org.
National Commission for Certifying Agencies The Accreditation Body of the Institute for Credentialing Excellence
2025 M Street, N.W., Suite 800, Washington, DC 20036-3309 PH. (202) 367-1165 FAX (202) 367-2165
Official NCCA Accreditation Statement On December 31, 2012 the National Commission for Certifying Agencies (NCCA) granted CHS-V, accreditation to the The American Board for Certification in Homeland Security®, for demonstrating compliance with the NCCA Standards for the Accreditation of Certification Programs. NCCA is the accrediting body of the Institute for Credentialing Excellence (formerly the National Organization for Competency Assurance). The NCCA Standards were created in 1977 and updated in 2003 to ensure certification programs adhere to modern standards of practice for the certification industry. ABCHS joins an elite group of more than 100 organizations representing over 250 programs that have received and maintained NCCA accreditation. More information on the NCCA is available online at www.credentialingexcellence.org/ncca or by calling 202/367-1165.
View the Original Certificate on page 9 877.219.2519
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877.219.2519 • WWW.ABCHS.COM The American Board for Certification in
HOMELAND SECURITY Homeland Security as a Field The field of homeland security arose in the wake of the incidents on the morning of September 11, 2001. The terrorist attacks on America that day gave rise to a shared understanding that our nation needed increased security to protect our homeland, and many functional areas essential to providing this security were identified soon thereafter. Today the field of homeland security is very broad, encompassing such areas as the more obvious Emergency Management and Transportation Security to those that might not instantly come to mind, like Agriculture and Environmental Science.
✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯✯
WHY GET CERTIFIED? Potential Benefits to the Field:
Potential Benefits to Employers:
• Standardizes practices and/or standards within an industry
• Improves customer satisfaction
• Advances the specialty/field
• Increases competence level of employees
• Increases cooperation between organizations in the same discipline
• Helps make employment decisions
• Provides a means for an industry to self-regulate Potential Benefits to Those with Current Certification: • Grants recognition of knowledge and skills by a third party • Enhances professional reputation • Provides personal accomplishment • Supports continued professional development • Demonstrates a high level of commitment to the field of practice • Demonstrates a specific level of knowledge and skill • Increases opportunities for career advancement and/or increased earnings • Validates skills and knowledge • Serves as a differentiator in a competitive job market • Meets employer or governmental requirements
Inside Homeland Security®
• Enhances knowledge and skills • Increases confidence in employees’ abilities • Demonstrates employers’ commitment to competence • Provides means to establish and enforce an ethical code • Provides compliance with industry regulation/ government requirements • Increases safety Potential Benefits to the public: • Provides means to establish and enforce an ethical code • Standardizes practice and/or standards within an industry • Advances the specialty/field and increases cooperation between organizations in the same discipline • Helps in identifying qualified service providers
• Communicates credibility
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• Provides professional development opportunities for employees
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• Increases confidence in service providers • Provides disciplinary process to follow in case of complaints
www.abchs.com
877.219.2519
Original Certificate
ABCHS Offers the following testing centers: Tests delivered via FastTEST Web (private sector) Pearson Vue (Military)
ABCHS Recertification Guidelines The ABCHS Recertification Program supports the ongoing professional development of ABCHS certificants and the maintenance of ABCHS certification by: • requiring reasonable and appropriate continuing educational and professional activities; • enhancing the ongoing professional development of certificants; • encouraging and recognizing individualized learning opportunities; • and providing a standardized, objective, and straightforward process for attaining and recording continuing educational and professional activities.
Recertification Cycle The ABCHS Recertification Program requires that certificants accrue the requisite number of Certification Maintenance Units (CMU), within a three-year interval. This cycle ensures that certificants demonstrate currency in knowledge, skills, and abilities within an appropriate period. This recertification period also ensures the relevancy of certificants’ certification since they cannot receive recertification more than once in a single Job Task Analysis cycle (which is five years). The three-year recertification cycle will follow the calendar year. Upon completing the ABCHS Recertification Program, certificants will be given a certification certificate with an updated expiration date.
Certification Maintenance Unit (CMU) Requirements
Certification Vision Statement:
Certificants must accrue thirty (30) CMU during each recertification interval, which is a three-year period. Please see the ABCHS website or contact ABCHS for additional information concerning CMU requirements.
Our vision is to bridge the gap between government and non-government organizations (NGOs) in facilitation of common standards of knowledge in coordinating various scale responses to homeland security and national disaster events.
Recertification Interval
Certification Mission Statement:
Each certificant is subject to a three-year recertification interval. The reporting period begins with the first January after awarding the credential. For example, if CHS Level IV is awarded on July 1, 2012; the 3 year reporting period begins on Jan. 1, 2013 to be due on December 31, 2016.
Our mission is to provide homeland security professionals from government and non-government organizations (NGOs) with certification to assess their knowledge of the current prescribed response frameworks.
877.219.2519
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New ABCHS President
Plans to Build on Accreditation Leadership
By Ed Peaco For Inside Homeland Security
Dr. Sullivan outlined three areas where he plans to contribute to the association.
As ABCHS moves toward more accreditation for its programs from nationally recognized bodies, a new association president takes the helm with plans to build on this fresh foundation. Accreditation signifies that the American Board for Certification in Homeland Security is moving toward higher levels of professionalism, said association President John J. Sullivan, Jr., PhD, CNTA, CHS-V, a career law-enforcement professional. He is Executive Liaison to the Homeland Security Bureau of the Palm Beach County, Florida, Sheriff’s Office. He also has experience in higher education, holding the Faculty Chair for Public Safety in Capella University’s undergraduate program. “Accreditation brings value to the organization so that any outsider looking to it can say, ‘it meets a specific set of standards that I respect,’” Dr. Sullivan said. “And from the consumer’s standpoint, those of us who seek certification can say, ‘I feel comfortable aligning myself with the organization because it values professional development, and they’ve gone the extra mile to seek outside peer-review certification.’” The association just completed the process of receiving recognition from the Institute for Credentialing Excellence (ICE) for the Certified in Homeland Security Level Five (CHS-V) program. Accreditation will enhance opportunities for ABCHS to extend the reach of its educational and certification programs to government agencies and academic institutions. The federal government recognizes ICE accreditation for its educational programs, and these stamps of approval for ABCHS standards will go a long way toward satisfying the need for transparency among taxpayers and agency decision makers who vet organizations and their programs, Dr. Sullivan said. Officials considering ABCHS programs will have outside, independent assurance from those vetting organizations, he said: “And that—in and of itself—offers strong benefit to increasing the size of the membership. Because now we will be attracting the best and the brightest from various disciplines across the spectrum who can contribute to the body of knowledge that comes out of these types of associations.”
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By example: The first area is personal—his accomplishments as an adult learner. He went to school later in his career to acquire three degrees, bachelor (behavioral science), master (management), and doctorate (organization and management). The 11-year investment in studying paid off by validating an already successful career and, more importantly, stimulating a further thirst for learning about the intricacies of his specialties, including fraud, truth verification, and child sexual exploitation. “It just increased my interest in human behavior, both from a criminal aspect—what motivates people to commit crimes, and what motivates them to commit some horrific crimes—and on the other hand, it also motivated me to learn more about what makes us tick,” psychologically, behaviorally, and scientifically. In this way, Dr. Sullivan said he wants his example to serve as motivation for others who aspire to higher development, training, certification, and education. “That’s just one little sliver of what I hope to bring to the table,” he said. “More importantly, what I hope to bring is a closer alliance between our organization and institutions of higher learning, in such a way that it will feed to the first sliver.” Alliances: Dr. Sullivan said he’ll seek relationships with a few universities so that association members may take ABCHS courses and receive academic credit. In addition, the academic institution would extend a tuition scholarship in recognition of members’ service to their communities in the various disciplines of the homeland security field, he said. Through these higher-education alliances, those who may be contemplating career development will have compelling opportunities to follow through.
“Accreditation brings value to the organization so that any outsider looking to it can say, ‘it meets a specific set of standards that I respect,’ ” Dr. Sullivan said. www.abchs.com
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N A LI V 11
Professional portfolios: In addition to his personal example and the plan for alliances with institutions of higher education, Dr. Sullivan said he wants to provide members with the means to build what he calls professional portfolios. Completion of course work and certifications will lead to a set of credentials similar to a portfolio for an artist or writer. “Yet homeland security professionals, so frequently because they stay within one agency, don’t necessarily take the time for professional portfolio building,” he said. “They may be very entrenched where they are, they may enjoy it very well, they may say they have no plans to go elsewhere. But at the same time, to any individual who says ‘I’m fine where I am,’ my challenge would be: What if it were to change tomorrow?” In the homeland security field, this question is crucial, as a job or a career can change drastically in the face of a catastrophic natural or manmade disaster. But short of that magnitude of change, professionals need credentials to document their capabilities for those who will decide whether they will advance, Dr. Sullivan said. “So what I want to occur is that ABCHS serves in a capacity of helping men and women who are professionals in our field create a portfolio that will be recognized by others within their field, whatever their subset expertise may be—like-minded professionals will recognize those credentials.
“What I like about ABCHS is we look at the diversity within the field of homeland security and evaluate each of the groups and ask, ‘what do you bring to the table?’”
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Experience
In his role at the Palm Beach County Sheriff ’s Department, Dr. Sullivan has been instrumental in developing partnerships with the business community, local organizations, and citizens to raise awareness and safeguard the county against terrorism and suspicious activity. Business partners: Five years ago, Dr. Sullivan was asked to help develop Business Partners Against Terrorism (BPAT). The vision came from Sheriff Ric Bradshaw, who saw the need to build personal relationships with key private-sector decision makers so they could serve as a pool of potential subject matter experts in the event of emergencies or disasters. “The common thinking at the time was that if we developed these personal relationships, and we maintained them, then in a time of need, we don’t have to scurry,” Dr. Sullivan said. First, officials performed an inventory of critical infrastructure in the county, using the 18 categories identified by the U.S. Department of Homeland Security (DHS). Of those, Palm Beach County had 11 categories, including communications, information technology, banking and finance, chemical, transportation systems, and food and agriculture. Next, Dr. Sullivan’s job was to recruit, train, and vet the experts. The county gathered a total of 130 business people for the initiative. Upon completing background checks, they began receiving law-enforcement-sensitive information through a secure website. The Sheriff ’s Department set up a training program so that members could learn more about their counterparts in other sectors. The Department scheduled monthly tours of critical infrastructure facilities, such as an agriculture fertilizer plant and a pharmaceutical distribution center. “As a result, we created a knowledge base of subject-matter experts who not only understood and could serve as experts of their infrastructure, but they also served as understanding agents of other infrastructures, so that in a time of crisis we’ve now built a team that knows one another personally,” Dr. Sullivan said. The participants are able to see trends developing and become aware of potential threats. Once the program proved to be successful, the Sheriff ’s Department applied for best practices recognition from DHS. In 2010, the program was entered into the Lessons Learned Information Sharing network (LLIS.gov). Other communities now have access to the Sheriff ’s Department handbook for creating a BPAT. Community partners: To reach more people in Palm Beach County, the Sheriff ’s Department started a new program, Community Partners Against Terrorism (CPAT). It is crafted to serve the beach resorts, condominium complexes, homeowner associations, and other residential communities in the county. Based on the DHS campaign, If You See Something, Say Something™, CPAT provides groups and individuals with training and tools for recognizing suspicious activity and reporting it. Materials include pamphlets, 30-minute training programs, and smartphone apps.
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“If they see something suspicious, they can take a picture of it with their iPhone or Android phone, and within 3 seconds send it to a secure website here at the Sheriff’s Office. It immediately goes into our fusion center, and we can act upon it,” Dr. Sullivan said. Through the efforts of road deputies and crime-prevention officers, CPAT reaches neighborhood groups, with short training programs consisting of a 10-minute video followed by Q&A sessions. The Sheriff ’s Department educates 40,000 to 50,000 people per year on suspicious activity, Dr. Sullivan said.
John J. Sullivan, Jr., PhD, CNTA, CHS-V
Safe Citizen Coalition (SCC): This new program’s purpose is to raise awareness about suspicious activity for any community element that wants to hear about it. The Sheriff ’s Department explains how it processes information from citizens, and it provides citizens with Web and smartphone tools for reporting suspicious activity. The SCC program is helping to solve other kinds of crimes as well. These programs, which have their origin in the heightened awareness since 9/11, are administered with that sense of urgency, Dr. Sullivan said. “One thing we have in common with 9/11 here in Palm Beach County is 19 of the 21 individuals involved in the hijackings and the bombings took up residence here and were training,” Dr. Sullivan said. “And so it hits home so that people are not jaded and saying ‘no, it can never happen here.’ Quite to the contrary, we use our location here to remind people that it can happen anywhere.” Dr. Sullivan credits Sheriff Bradshaw for the local emphasis on homeland security.
• PhD in Organization and Management from Capella University
TV show: Dr. Sullivan is serving as the on-air host of an educational television program, Mission Critical, which covers homeland security topics. The show is in development by producer Capitol Media Group. The pilot episode, which examines technology and emergency management, includes guest Stephen G. King, DHS Geospatial Portfolio Manager and ABCHS member. The project is awaiting sponsors before it proceeds with monthly broadcasts worldwide on Law Enforcement Training Network (LETN) and Government Employee Training Network (GETN). One of the largest consumers of those networks is the U.S. military.
Perspective
Dr. Sullivan said he hopes that within a few years, with the positive effects of the ICE accreditation, that the ABCHS brand will signify dedication to the highest standards of professionalism: “What I like about ABCHS is we look at the diversity within the field of homeland security and evaluate each of the groups and ask, ‘what do you bring to the table? How do you help the homeland security community at large?’ And then as a result of that, ‘what professional standards do you want to see in your specific subset?’ And then we assist those members in further developing the professional development standards within their subset or their field of expertise. “And that’s what makes us unique.”
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Education • BS in Behavioral Science from Lynn University • MS in Management from National Louis University
Currently Executive Liaison to the Homeland Security Bureau of the Palm Beach County, Florida, Sheriff’s Office: Oversees Business Partners Against Terrorism (BPAT), an interdisciplinary, volunteer- and community-based anti-terrorism program; instrumental in developing two outreach programs to enhance safety and security: Community Partners Against Terrorism (CPAT) and the Safe Citizen Coalition (SCC). Faculty Chair for Public Safety in Capella University’s undergraduate program: managing online faculty, contributing to the institution’s educational marketing strategy to public safety professionals, and overseeing specializations in Criminal Justice, Emergency Management, and Homeland Security, including curriculum design and refinement and updating course content.
Law enforcement career highlights • 25 years as a federal criminal investigator. • Senior law enforcement posts: U.S. Customs (now ICE) Agent in Charge for the Palm Beaches (1993-1996) and Fort Lauderdale (1989-1993). Agent-in-Charge for the federally funded Money Laundering Task Force in Palm Beach County. • Led the team that designed, organized and established the U.S. Customs Child Pornography Enforcement Program worldwide and its first program director. • Served as the principal spokesperson for the U.S. Customs Service on child sexual exploitation, and as a Departmental Advisor to the National Obscenity Enforcement Unit and former Attorney General Edwin Meese’s staff at the Justice Department. • Worked at the National Headquarters Section Chief for General Smuggling where he authored some of the earliest threat assessments on terrorism in the 1980s.
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NEWS Homeland Security
Central Florida ICE teams arrest
11 sex offenders, criminal aliens during
Operation SOAR
TAMPA, Fla., October 29, 2012 – Eleven convicted alien sex offenders and other criminal aliens were arrested as part of a four-day operation conducted by U.S. Immigration and Customs Enforcement’s (ICE) Enforcement and Removal Operations (ERO). The goal of this operation, dubbed “SOAR” (Sex Offender Alien Removal), was to identify, locate and arrest aliens who have convictions for sex crimes, especially sex crimes against children. This operation was coordinated with ERO’s fugitive operations teams throughout central Florida. ERO’s Operation SOAR began Tuesday and ended Friday. “This operation was specifically designed to target and arrest criminal aliens who have been convicted of sex crimes,” said Marc J. Moore, field office director of ERO Miami. “By removing these criminal aliens from our streets and our country, ICE is continuing our commitment to improving public safety in these communities as a whole and for our nation’s children in particular.” Arrests took place in the following counties: Manatee, Hillsborough, Hernando and Orange. The arrested individuals are from the following countries: Jamaica, Mexico, Haiti, Cuba and Ecuador.
Photo Credit: U.S. Immigration and Customs Enforcement (ICE)
Criminal summaries of three individuals arrested during this operation include: • A 21-year-old man from Jamaica was arrested by ERO officers Thursday in Orange County. He was convicted of felony child abuse, and that conviction related to sex with a child. • A 57-year-old man from Haiti was arrested by ERO officers Tuesday in Hillsborough County. He was convicted of sexual battery and burglary of a structure. • A 47-year-old man from Mexico was arrested by ERO officers Wednesday in Manatee County. He was convicted of false imprisonment/kidnapping of a minor, along with cocaine possession and domestic battery.
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These arrests were coordinated with ICE’s National Fugitive Operations Program, which is responsible for investigating, locating, arresting and removing at-large criminal aliens and immigration fugitives…who have ignored final orders of deportation handed down by federal immigration courts. ICE’s Fugitive Operations Teams give top priority to cases involving aliens who pose a threat to national security and public safety, including members of transnational street gangs and child sex offenders. ICE is focused on smart, effective immigration enforcement that targets serious criminal aliens who present the greatest risk to the security of our communities, such as those charged with or convicted of homicide, rape, robbery, kidnapping, major drug offenses and threats to national security. ICE also prioritizes the arrest and removal of those who game the immigration system including immigration fugitives or criminal aliens who have been previously deported and illegally re-entered the country. Source: http://www.ice.gov/news/releases/1210/121029tampa.htm www.abchs.com
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Donna Norris, the mother of Amber Hagerman, poses with pictures of her daughter, who was abducted and killed nearly 10 years ago. Her abduction and death led to the creation of the Amber Alert system in Hurst, Texas, January 11, 2006. (Michael Ainsworth/Dallas Morning News/MCT)
November 5th, 2012
Google Joins the Amber Alert Network
L
ast week the Office of Justice Programs (OJP) and the National Center for Missing and Exploited Children (NCMEC) welcomed Google into the AMBER alert network. This innovative and exciting new partnership will provide real-time AMBER Alert updates to users of Google Map and Google Search features. Because we know a child’s chances for a safe recovery are greater when resources are mobilized quickly, Google Public Alerts will help to ensure a rapid response in the first critical hours after a child goes missing. As most people know, AMBER alert is a notification system for abducted children. It began in 1996 in response to the abduction and murder of a nine-year-old girl in Texas named Amber Hagerman. So AMBER is eponymous, but it’s also an acronym – it stands for America’s Missing: Broadcast Emergency Response. To date, 591 abducted children have been recovered and brought safely home through AMBER Alerts. AMBER Alert started as a partnership among law enforcement, broadcasters, and transportation agencies and later expanded to include other groups in what we call a “secondary distribution network,” which allows us to target AMBER Alerts to specific areas and to reach citizens directly. Radio and TV, lottery and highway signs, airports and truck stops, Yahoo, Facebook and AOL, are all part of the AMBER Alert system of getting information about a missing child to people in the very locality in which she was abducted or last seen. Federal part877.219.2519
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ners such as the FBI, US Marshals Service, ICE and others are part of the team too. Now Google, through its Crisis Response/ Disaster Relief projects becomes another critical ingredient in our mission to keep our children safe. What’s so exciting – and innovative – about secondary distribution is that it relies on partnerships between public and private entities. The collaboration with Google builds on that work, and is particularly encouraging in the case of abducted children because we know the safety of our children is an issue we all care about. Our partnership with Google is a premier example of the great ventures that result when public and private groups pool their resources and ideas. I have the privilege of serving as the National AMBER Alert Coordinator, and OJP, through our Office of Juvenile Justice and Delinquency Prevention, is the lead federal office responsible for supporting AMBER activities with our public safety partners. I am tremendously excited about this effort – and about the opportunities this creates for citizens to assist law enforcement in their recovery efforts. We are deeply grateful to Google for their commitment, to NCMEC for their partnership and for all our work together securing the safety of America’s children. Source: http://blogs.justice.gov/main/archives/2541
Courtesy of Mary Lou Leary, Acting Assistant Attorney General for the Office of Justice Programs Winter 2012/Spring 2013
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member spotlight
Jesus Manuel
Huertas D DBS, DMin, CMC
I think what we do through ABCHS and the Certified Master Chaplain program is that we give an opportunity to our clergy who are actually doing a wonderful job, who are committed to what they do.
r. Jesus Manuel Huertas entered the ministry in 1984. His
distinguished career has included two national awards
by the Federal Bureau of Prisons and one by the Aleph
Institute. Chaplain Huertas was part of the Crisis Support Team
during the Timothy McVeigh Execution, and he also assisted during hurricanes Andrew and Rita. He retired from the position of Chaplaincy Administrator for the Mid Atlantic Region of the Federal Bureau of Prisons in June 2012. Chaplain Huertas currently provides consulting in the areas of chaplaincy, human communication, emotional intelligence, life coaching, and management strategies. He currently resides with his wife in Puerto Rico.
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Q: Tell me about your background. A: I am an Anglican clergyman in transition now to the Lutheran church. I’ve been in ministry for close to 30 years. Out of those 30 years, I’ve spent 20 years working for the Federal Bureau of Prisons as a chaplain. In that capacity I went from being a staff chaplain to being a regional chaplain, and several positions in between. In the midst of that experience in life, I achieved several national awards: 1997 Chaplain of the Year, 2006 National Administrative Position Award, and Chaplain of the Year in 2009 by the Aleph Institute, which is a Jewish organization. I have graduate degrees in public communication, mass media, and also theology and counseling. I have two grown children and three grandchildren.
recently I have talked to people in the border patrol who have an interest to improve their standard, and because some people know me, they have contacted me. So there is a lot that CMC and ABCHS can certainly do to improve the quality of chaplaincy in this country, not to mention even in the world. Q: Is there anything else you would like to mention about the chaplain’s program?
A: Well, I would like to certainly see this program expand. I think we have a jewel, something really valuable. A lot of people are what we typically call lay-chaplains—they are not clergymen or clergy people and they don’t want to be. They do want to serve in chaplaincy positions in hospitals, prisons, and firefighting departQ: What was it like working in the federal prison system? ments. I think those people are also a community we can reach out to with programs, if not the CMC then maybe a program A: Well, working for the federal prison was quite an exciting time. tailor-made for them. I would like to see this program expand It really was. It was very rewarding, always challenging. The agen- to its capacity, because in my opinion we are just beginning to cy was very, very thorough in the training of their staff. Every staff scratch the surface. member is considered a correctional worker first. Because of that, we all have to go through training in the National Academy for Federal Law Enforcement Training Center in Glynco, Georgia. Q: How are you enjoying the Executive Summit so far? So we always had to keep a balance of our particular professional component, so if you were a chaplain or psychologist or teacher A: This is great. I’m just going to be honest with you. I arrived or doctor you also had to keep track of your correctional duties. here and I was a little cautious I guess. Guarded and skeptical to It was always challenging, always interesting, always creative, and a certain degree. Again, I come from an agency where everything sometimes dangerous. that was done was quality work and every speaker was top notch, so I didn’t know what to expect. But my goodness, I have been impressed. It has been outstanding. Everything. I mean, everyQ: How do you think the Certified Master Chaplain, CMC thing from the body language training that was excellent, very, certification can help train new chaplains who want to work very practical, very hands on. Then the opportunity to branch out in the prison system? to the other components that we have—American Association of Integrative Medicine—and to get knowledge there that was apA: Wow. Not to sound cliché, but really the sky is the limit. I plicable to at least what I do. think after being in the agency for this long and getting out of the agency and being a civilian for the last four months or so, When disasters or other emergencies occur, there is an I’m coming to realize that we don’t have—in the general comincreased need for religious and psychological support to munity—the same professional standards for chaplains. I think help people and communities recover. certified Master what we do through ABCHS and the Certified Master Chaplain Chaplain, CMC® is designed to help survivors navigate the program is that we give an opportunity to our clergy who are acemotional stages of processing events, working with victims, tually doing a wonderful job, who are committed to what they do. survivors, team members, and others with the transition to They are beginning to achieve a professional standard as chaplains the Incident Command System. For more information visit and serve their community better, more effectively, and be able to www.abchs.com or call 877.219.2519. be a part of this greater component that is the Federal Emergency Management Program and of course homeland security. Here 877.219.2519
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CE Article: 1 CE credit
By Irwin C. Harrington, PhD, CHS-I, CDP-I and Danielle Narkaus, PsyM, NJCSP
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Introduction The August 26, 2009, Station Wildfire north of Los Angeles, in which two firefighters died, serves as a prime example of the need for sound decision making to efficiently mitigate life-threatening risks amid crises.
Check out the Certified in homeland Security, CHSﾂｮ levels I though III (CHS-I窶的II). Take an in-depth look at how the protection of our nation and its citizens has evolved since 9/11. Enroll online at www.abchs.com or call 877.219.2519 for more information.
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At the onset of man-made and natural crises, the course of response by Incident Commanders (ICs) will determine the mitigation of risk to civilians. The August 26, 2009, Station Wildfire north of Los Angeles, in which two firefighters died, serves as a prime example of the need for sound decision making to efficiently mitigate life-threatening risks amid crises. An examination of this incident revealed two major flaws in the standard operating procedures of the United States Forestry Service (USFS). First, the USFS failed to properly frame the incident in advance and consider the strength of the fire, which led the IC to scale back essential resources that could have prevented the spread of flames. Second, with the on-scene IC prohibiting helicopter night flights, valuable fire-suppression time was lost when the intensity of the flames was at its lowest. More recently, a 5.8 earthquake rattled the East Coast from Northern Virginia to Rhode Island on August 23, 2011. This unexpected quake caught more than 75 million people by surprise, thus strengthening the argument that critical incidents requiring sound decision making could occur when least expected. The rare occurrence of the earthquake virtually paralyzed first responders along the coast who typically would never respond to an incident of this magnitude. In Maryland, a firefighter was overheard saying that he was in so much disbelief as to what happened when the earthquake struck at 1:59 p.m. that he froze when civilians asked him whether they should evacuate a building. The above events highlight the need for sound decision making amid crises. In an uncertain world comprised of multiple crises dating back to the terrorist attacks on September 11, 2011, senior officials in the public safety industry and homeland security community must learn to make rational decisions that would efficiently mitigate risks in society. A review of recent incidents suggests that amid crisis, ICs lack the mental capacity to optimize resource allocation in complex environments. In theory, a crisis is an unexpected event that challenges the capability of an organization to mitigate a situation efficiently. In regards to public safety, crises could occur in the form of man-made and natural critical incidents as witnessed during the 2009 Station Fire that investigators identified as a malicious fire, and the 2011 East Coast earthquake that paralyzed first responders who never experienced a quake. Notably, what made the above events crises in nature is the fact that they were both unexpected and presented mitigation challenges to first responders. Winter 2012/Spring 2013
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Abstract History would suggest that the efficient mitigation of critical incidents both natural and man-made requires rapid and sound decisions by individuals in positions of authority to reduce citizen fatalities. The occurrence of unexpected events in the form of crises is something that no form of preplanning could ever prevent. A review of recent events throughout the world highlights the need for Incident Commanders (ICs) to be vigilant in developing a skill set that would allow them to make rational decisions for efficient crisis resolution. The 5.8 Richter scale earthquake that caught millions by surprise along the eastern seaboard of the United States on August 23, 2011, validates the need for public safety professionals to develop essential skills to make sound decisions amid crisis when the lives of their constituents are at risk.
The 5.8 Richter scale earthquake that caught millions by surprise...validates the need for public safety professionals to develop essentials skills to make sound decisions amid crisis...
To get credit and complete the article, please go to http://www. abchs.com/IHSSP0113 and look for course code IHSSP0113 to take the exam and complete the evaluation. If you have special needs that prevent you from taking the exam online, please contact the registrar at 800.423.9737. This article is approved by the following for 1 continuing education credit: The American Board for Certification in Homeland Security, CHS® provides this continuing education opportunity for those individuals Certified in Homeland Security, who are required to obtain 30 Certification Maintenance Unit’s (CMU) per 3-year recertification cycle.
Targeted Audience: The targeted audience is comprised of members from fire, police, emergency medical services, and the homeland security community as well as mental health professionals.
Learning Objectives: 1.
Identify why it is important for an Incident Commander to make sound-rational decisions amid crises to efficiently mitigate risks to citizens.
2.
Discuss the rationale of why improved decisionmaking skills for Incident Commanders could help first responders efficiently minimize fatalities during critical incidents.
3.
Identify proper decision making procedures that would assure an optimal resolution to a critical incident for onscene Incident Commanders.
4.
Assist mental health professionals in the understanding and provision of services to first responders after crisis.
Program Level: Intermediate Prerequisites: None KeyWords: Critical Incident; Crisis Decision-Making; Disaster Response; Emergency Response; Crisis Response; Mental Health Crisis Workers; Psychological Response to Crisis.
Focus of Study This article is an examination of a problem that is more than 60 years old. Past studies of crises illustrate that during moments of on-scene confusion, the ability of public safety personnel to decide the best course of action to optimize resource allocation is often skewed. An IC’s decision that seemed right at the time could easily impede the overall efficiency of the emergency operation. In most cases, ICs choose to resolve critical incidents through the application of internal instincts (gut feelings) fueled by past experiences. ICs use past experiences to resolve crises under the notion that if certain processes worked once, the same process will work again. Yet amid major incidents that have never occurred before, there will be no experience for ICs to use to measure their current 20
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approach. Therefore, the application of rational decisions to optimize resource allocation is essential for the efficient mitigation of casualties. Typically, amid crises the information that ICs receive from on-scene first responders is inarticulate, insufficient, fragmented, and too diverse (to say the least) for them to make rational decisions that would maximize resources. Variables such as the IC’s location and engineering factors play into the haphazard exchange of information. From a proactive standpoint, the problem may lie in the inability of ICs to effectively decipher and rationalize the information they receive from the scene. This impediment clouds decisions about resource allocation and puts citizens and first responders at greater risk. www.abchs.com
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Rationale for Improved Decision Making
ek Friedrich A. Hay
In his 1945 article, “The Use of Knowledge in Society,” Friedrich is imperative for ICs to improve their decision-making abilities A. Hayek argued that people lack the mental capacity to make to assure that when an unexpected event does occur they will sound decisions in complex environments when the information know what to do under stressful conditions. Even when a pothey garner from others is incomplete. He asserted: “The fact that tential critical incident is expected, the manner in which county the knowledge of the circumstances of which we must make use executives and ICs choose to respond will dictate the efficiency of never exist in concentrated or integrated form but solely as the the first responders. For example, although Hurricane Irene was dispersed bits of incomplete and frequently contradictory knowl- well anticipated by first responders along the East Coast, it still edge which all the separate individuals possess” (Hayek, 1945, provided some challenges to senior officials who, in their opinion, p.5). Subsequently, if what Hayek suggests is true about complex made the right choice at the time: In New York City, for the first environments, the challenge is even greater for public safety pro- time in the history of the city’s transit system, all buses and rail fessionals operating amid crises to make sound decisions utilizing services were suspended until after the hurricane passed. the rational economic actor model, as critical incidents evolve to An examination of the New York City Office of Emergency the point where the information received by ICs becomes more Management’s precautionary measures for Hurricane Irene profragmented and diverse. vides a testimony of the need for ICs and county executives to Since Hayek first resolved that humankind’s limited mental ca- develop sound decision-making skills. Mayor Bloomberg’s decipacity impedes the ability of people to make rational decisions in sion to shut down the city’s transit system in advance was wise. Yet, complex environments, few have sought to identify appropriate emergency managers who study this incident should be conscious measures to rectify the issue. Typically, ICs with a limited capacity of the fact that a greater challenge might have presented itself if to rationalize would assume a heuristic approach to resolve criti- the transit system would have been needed to conduct a mass cal incidents. Clearly, the problem with this approach is that it is evacuation. Typically, it takes several hours for trains to restart only worthwhile when an incident occurs that responding public once they have been shut down for an extended period. Furthersafety officials have experienced in the past. When new incidents more, with the discontinuation of bus lines, the majority of the arise, such as the events of 9/11 and the August 2011 eastern drivers would not have been readily available to transport those seaboard earthquake, relying on experience to efficiently resolve in need of care or evacuation if matters worsened. Understandan emergency offers no guarantees. ably, amid crises, the approach ICs choose to mitigate the impact Several gaps need to be filled by the public safety and homeland on citizens is determined by the availability of their organizations’ security communities as the nation prepares for the next cata- human capital and resources. However, we cannot overlook the strophic event. A great degree of confusion exists among these fact that, regardless of the resources or lack thereof, an emergency officials as to what constitutes a crisis and how sound decision service organization allocates toward mitigating the expansion of making is the cornerstone for efficient resolution. Currently only a crisis. In a crisis, there are no guarantees that the impact on a few articles have been published that expound on the impor- citizens and communities will be lessened if the person in charge tance of effective decisions to mitigate risks amid crises. has made the wrong decision beforehand. Confusion remains over basic concepts, such as crisis, crisis management and routine emergency, emergency management, The fact that the knowledge of the circumstances and emergency preparedness. Only a few research publications have of which we must make use never exist in clarified the differences between concentrated or integrated form but solely as disasters and catastrophe and the the dispersed bits of incomplete and frequently differences among normal response contradictory knowledge which all the separate and routine emergency and crisis (Peng, 2008, p.1). individuals possess. Clearly, it is time for those serving as ICs to enhance their decisionmaking skills before the next disaster or Incremental Decision Making terrorist attack occurs. Considered a rare occurrence, the August 23, 2011, earthquake Amid crises, the limited amount of data that public safety profescan easily be regarded as a wakeup call for Americans residing sionals possess hinders their efficiency. The incremental approach on the East Coast. Like most natural incidents where little to to decision making adheres to the notion that no one has comno warning is provided, the brave men and women who first re- plete knowledge of every possible outcome to a problem. Under sponded to this incident were in as much of a daze as the citizens this approach, decisions for crisis resolution are made by taking they served. Despite their prior training or skill level, no form small, incremental steps to arrive at a logical solution to a probof preplanning could ever prepare first responders for an inci- lem. Based on his study of government institutions in the United dent that had not occurred in over 52 years. For this reason, it States, Charles Lindblom stated that the decision making process 877.219.2519
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is so fragmented and complex, incorporating the interaction of of the heuristic approach would not guarantee ICs an efficient various institutions, political entities, pressure groups, and indi- resolution to an emergency. To assure first-responder perforvidual biases, that rationality can only have a marginal effect: mance optimization amid infrequent crises, a rational approach toward decision-making that takes into consideration all possible The police administrator faces a set of limiting political outcomes to a given situation would better serve Incident Comfactors (such as the mayor’s wish to be reelected) that manders than a response fueled by emotions. prevent the decision-making process from being truly rational. For elected sheriffs, the political agendas may Limited Rational Decision Making be so strong that purely rational decision-making is prohibited (as cited in Swanson et al., 2005, pp. 649-650). Empirical studies into the mode of response used by seasoned public safety professionals indicate that, during infrequent inciTherefore, in an uncertain world, it is more feasible for ICs to dents, this group reacts to crises through the application of learned approach complex situations incrementally than attempt to choose protocols that are supported by their intuition. However, surprise among alternatives. Considering the multitude of variables associ- occurrences of environmental and man-made challenges raise the ated with resolving crises, any attempt to maximize every possible stakes for decision makers in the public safety arena who seek to outcome would be a daunting task for even the most seasoned IC. do the right thing for citizens but lack the essential skills to make sound decisions amid crises. Essentially, the concept of rationality suggests that, once decision makers have critically analyzed several Heuristic Decision Making alternative approaches to resolve a situation, they will select the Empirical data would suggest that relative to the need to respond alternative that will maximize organizational goals. spontaneously to save lives amid crises, first responders (fire and The concept of rationality is viable as a means of decision police) would apply a heuristic approach to decision making in making under normal circumstances. That is, when there is no conjunction with the need to react to a situation without haste. The confusion. However, at the onset of a crisis, the human nature apparent value of the heuristic model for this group of professionals of decision makers overrides any sense of rationality that would is that it allows them to make decisions based on past experiences steer them to choose alternative approaches to resolve the crisis. rather than rationalize their actions under pressure. Whether the In addition, decision makers do not have the mental capacity to outcome of a particular experience was good or bad, the application know the statistical probability of every possible outcome that of the heuristic approach is rooted on the premise of individuals op- a particular alternative may or may not produce. Subsequently, erating in their comfort zones to address challenging circumstances. decisions made utilizing the rational approach of decision makAll things considered, the approach Incident Commanders ing are useful only in small-scale environments where there are use to manage crises will set the tone of the response and recov- no overt complications, not in large, complex, and ill-structured ery phases of emergency management. Notably, when Incident environments. Due to their complex roles, public safety personnel, including Commanders approach critical incidents in a calm and confipolice and fire department officials, often find themselves operdent manner, their first responders are likely to be more relaxed ating without immediate supervision. Therefore, being able to and strictly adhere to established operating procedures. However, as critical incidents begin to escalate into crises, the rush of respond to a crisis following one’s intuition is a valuable trait that adrenaline that soars through the veins of ICs quickly changes is difficult to replace. everything. At this point, ICs and first responders alike would For Gore, decision-making is basically an emotional, non-ratiodiscard the settled approach of crisis resolution that is dictated by nal, highly personalized, and subjective process. Therefore, the facts departmental procedures and rely on their intuition. This meth- validating a decision are internal to the personality of the individual od of resolving crises through the use of internal mechanisms is instead of external to it. The key word in this statement is validating regarded as the heuristic approach of decision making, whereby (Swanson et al., 2005, p. 650). individuals use their gut feelings to make difficult choices based The ability to make split-second decisions without haste often on past experiences. “In another opposing concept to rational- means the difference between life and death, not only for civilian ity and logic, Gore identifies the crucial element of humanism constituents, but also for the safety officials amid crisis. Yet, we in decision making. He presents a heuristic model appropriately must not forget that what might have worked during one incident referred to as ‘the gut level approach’ when considering the police will not always work under different circumstances. organization” (as cited in Swanson et al., 2005, p. 650). Crises do not occur in a vacuum whereby a single approach As a vehicle for applying basic instincts, the heuristic approach will suffice during an all-hazard approach, as some suggest. In of decision making directly opposes the logical sequence of cri- our technologically advanced society, the efficiency of response sis resolution that is dictated by standard operating procedures to crises for public safety professionals will be measured by their created to address low-intensity incidents. Amid low-intensity, ability to critically analyze the progression of incidents. Humansmall-scale emergencies in which the IC maintains relative con- kind’s limited ability to make rational decisions is what hurt trol of the scene, a heuristic approach to incident resolution might public safety professionals more than 60 years ago and continues prove worthy in response to critical incidents that have occurred to hinder their effectiveness today. The effectiveness of any crisisbefore. However, in response to infrequent incidents such as the management plan is dependent on the inclusion of three essential 2011 East Coast earthquake and Hurricane Irene, the application measures: crisis recognition, assessment, and evaluation. 22
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A village near the coast of Sumatra lays in ruin after the Tsunami that struck South East Asia. (Philip A. McDaniel/ U.S. Navy)
Decision Making Amid Critical Incidents The horrific events on the morning of September 11, 2001, the 2004 Southeast Asia tsunami, and Hurricane Katrina had one common characteristic that no IC could deny: Namely, no form of preplanning could have helped first responders address disasters of this magnitude. These events, as well as the 2010 East Coast earthquake, paralyzed the immediate response of public safety professionals. Notably, such events could be viewed as a clarion call for ICs and community executives alike to improve their decision-making skills in an effort to become more flexible during major incidents. Additionally, planners should decide before an event how to prepare for the worst and the best way to safeguard emergency responders from environmental elements that will be emitted into the atmosphere. “Ongoing preparedness efforts need to implement joint planning and exercises that embrace practical and rational strategies for worker/responder safety and health” (Reissman & Howard, 2008, p.140). Overall, the responsibility of ICs to make decisions amid crises involves many variables that should not be taken for granted. In every situation the decisions made by emergency managers should incorporate a sense of logic that takes into account the uncertainty of expected events to minimize the occurrence of uncontrollable surprises. Unsurprisingly, a review of departmental records of local emergency organizations indicated that no form of protocols or preplanning were in place to assist responding emergency crews in dealing with the degree of devastation associated with these events. “Adequately functioning emergency plans were found to exist nowhere. Even when warnings were issued, the standing response plans and drills meant little, because they had not been practiced” (Tolentino, 2007, p.147). What sense does it 877.219.2519
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make to have emergency plans if they are never put into practice? No form of sound decision making to assure an optimal response and recovery could evolve from this lackadaisical approach of crisis management. In the case of the tsunami of 2004, the world responded by developing early warning mechanisms to assure that this type of crisis never happens again. The world’s response in the wake of the tsunami seems so far to have evolved around recognition of the need for early warning systems linking countries and regions that are likely to be affected by the same tsunami or a similar event (Tolentino, p.147). The tsunami awakened the world to the fact that a natural disaster capable of claiming thousands of lives in multiple countries can happen at any time. Perhaps the world will be prepared for the next tsunami. As a Chinese proverb states, “a calamity is a time of opportunity.” The 2004 Indian Ocean tsunami served as a wake-up call and has provided the will—however fleeting it might prove to be—to radically improve disaster planning and management. It showed that there is an urgent need to develop a disaster management system for natural disaster-prone developing and less-developed nations (Tolentino, p.153). Research of past crises disclosed that it usually takes a major incident to occur before new policies and modes of pre-incident planning are implemented into safety organizations. The response to the 2004 tsunami, a catastrophe requiring the services of emergency managers and decision makers on every level of government, could be applied to a study of how the United States addresses issues of decision making amid a crisis. Winter 2012/Spring 2013
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Taken at Ao Nang, Krabi Province, Thailand, during the 2004 Indian Ocean earthquake and tsunami in Thailand. (David Rydevik/Wikipedia)
Humankind’s Mental Stability Amid Crisis In October 2007, the Homeland Security Presidential Directive/ HSPD21 identified a need for increased attention to restoring mental health after disasters (Hughes, Derrickson, Dominguez, & Schreiber, 2010). In addition, more consideration was to be placed on the public health, medical preparedness, and behavioral health in emergency response. In regard to the individual crisis and disaster victims, it has become commonplace that these individuals require mental health assistance (Morris, 2011). The psychological damages that are predicted to follow these negative events are posttraumatic stress, depression, and anxiety. Many of those in mental health professions have reported to various places to offer their services after major crises (Morris, 2011). When considering the topic of crisis, it is important to understand that people face negative events on a daily basis. Consequently, it is necessary to make sense of the interconnection of negative events and the process of human decision making to predict and improve people’s responses. According to the Crisis Decision Theory, people go through a three-stage process when facing negative life events (Sweeny, 2008). The
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first stage involves the individual assessing the severity of the negative event in terms of cause, comparative information, and consequences. The second stage is focused on determining response options to the event, which are affected by variables such as feasibility and controllability. Lastly, people evaluate the response options by considering the pros and cons as well as choosing the response option. Individuals may not proceed through the stages in a linear motion and may also get stuck at different stages (Sweeny, 2008). Although all living things have the capacity to respond to the environment, humans are unique in the sense that they have the ability to override their responses and change how they act (Baumeister, 2002). In this instance, the capacity to override thoughts, emotions, and actions is referred to as self-regulation. The downside to this is that utilizing self-regulation that draws upon a common source, comparable to energy or strength, tends to deplete it. In addition, the self ’s capacity to utilize self-regulation is limited, though positive emotions have an important role in replenishing the self-regulation process (Baumeister, 2002).
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Conclusion Recent catastrophic events have shown that the manner public safety professionals use to arrive at optimal decisions for incident resolution has to be revisited. The concept of the economic actor is based on the notion that decisions are made by calculating alternative approaches and selecting the one that maximizes expected results. Under this premise, ICs make decisions by taking into account all possible outcomes to a pending situation through the application of critical analysis. The chosen decision would replicate a socioeconomic model of rationality that is based on the concept of utilizing one’s experience to resolve the right thing to do for the good of society. Unequivocally, the innate ability to make decisions based on their perception of a situation is a trait that cannot be taught. Considering that humankind is not always rational under normal circumstances, how could we expect public safety professionals to make rational decisions for the good of all during large, complex, and ill-structured critical environments? The depth of uncertainty involved in making decisions and difficulty in arriving at a logical solution to a problem are reasons the process of decision making is such a daunting task. “Making decisions when the outcome is uncertain is always a difficult task” (Robinson & Hurley, 2002, p. 1). Amid crises it is impossible for an IC to know the probabilities of every alternative approach. During most crises, the information that he or she will receive will be distorted, inaccurate, and limited. Making the right choice through the application of prior experience would be a challenge for even the most seasoned public safety professionals. As we move forward in tough economic times, the challenges for public safety professionals will continue to compound. Those who fail to grasp an understanding of the various styles of decision making will find themselves in a losing battle. Humankind cannot conceive of every possible outcome to a problem under normal circumstances. Thus it would be even more of a challenge for those safety professionals who base their mode of response on past experiences with fewer operating resources. Approaching crises by following a heuristic approach would no longer suffice in a society where resource reductions have become the norm. These challenges can be addressed only through the development of a unified public safety culture that promulgates a better understanding of the various styles of decision-making. Decision making in the public sector is a process used by government officials to address a particular situation. “Public policymaking is the totality of the process by which a government decides to deal with a particular problem or concern. It is a neverending process” (Shafritz, 2005, p.52). However, at the onset of a crisis when the expected evolves to the unexpected, the notion of decision making should take on a new meaning. The process of decision making should be fueled by a collective process of brainstorming to arrive at an appropriate resolution to an uncertain situation. During a crisis, public safety officials do not have time to choose among alternatives. When lives are in jeopardy, emergency responders must react in an efficient manner that does not result in additional lives lost. 877.219.2519
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References
Baumesiter, R.F. (2002). Ego depletion and self-control failure: An energy model of the self ’s executive function. Self and Identity, 1, 129-136 Hayek, F.A. (1945). The use of knowledge in society. American Economic Review, 35(4), 1-17 Hughes, L.E., Derrickson, S., Dominguez, B., & Schreiber, M. (2010). Economical emergency response and lower profile status: A behavioral health reference for the rest of us. Psychological Trauma: Theory, Research, Practice, and Policy, 2, 102-108 Morris, A.J.F. (2011). Psychic aftershocks: Crisis counseling and disaster relief policy. History of Psychology, 14, 264-286 Peng, Z. (2008). Preparing for the real storm during the calm: A comparison of the crisis preparation strategies for pandemic influenza in China and the U.S. Journal of Homeland Security and Emergency Management, 5(1), 1-25 Reissman, D. B. & Howard, J. (2008). Responder safety and health: Preparing for future disasters. Mount Sinai Journal of Medicine, 75, 135-141 Robinson, L., & Hurley, A. E. (2002). Organizational decision making with similar alternatives. Journal of Psychology, 133(1), 1-9 Shafritz, J. M., Hyde, A. C., & Parkes, S. J. (2004). Classics of public administration (5th ed.). Belmont, CA: Wadsworth. Swanson, M., Territo, L., & Taylor, B. (2005). Police administration: Structures, processes, and behavior (6th ed.). Upper Saddle River, NJ: Pearson-Prentice Hall Sweeny, K. (2008). Crisis decision theory: Decisions in the face of negative events. Psychological Bulletin, 134, 61-76 Tolentino, A.S. (2007) The challenges of tsunami disaster response planning and management International Review for Environmental Strategies, 7(1), p.147-154
About the Authors Irwin C. Harrington, PhD, CHS-I, CDP-I is a 24-year veteran of United States Navy and the Fire Service with World Conflict Experience. It is through the love he has for his family that he has dedicated his life to the field of public safety. He is the President of Chrishanna Fire Protection Consultants. He holds certifications in Homeland Security, Fire Protection Specialist, and Fire Investigation. He currently serves in the United States Navy as a Senior Damage Control and Fire Prevention Instructor. In addition to instructing in the Navy he also served the citizens of New York City as a fire prevention inspector assigned to the New York City Fire Department, Bureau of Fire Prevention. He served as a Life Safety Analyst in the department’s Occupational Health and Safety division after 9/11. His expertise in crisis management and leadership has enabled him to teach members of the military and government methods of leadership to overcome challenges under strict circumstances. Danielle Narkaus, PsyM, NJCSP is a doctoral candidate in the School Psychology Program at the Graduate School of Applied and Professional Psychology, Rutgers University. She works as a school psychologist for the Trenton Board of Education at Rivera Learning Community, an alternative middle school. In her position, she provides individual and group counseling services, conflict resolution, develops Individual Program Plans, and is involved in crisis situations. Her research and interests are working with minority youth, particularly in the areas of violence prevention and leadership skill building as well as program planning and evaluation. Her current project is The Clarification, Re-Design, and Plan for Evaluation of a Women’s Empowerment Program Implemented within A Church-Setting. Winter 2012/Spring 2013
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interview
with Adam Montella
Be Safe
&
Have
a Plan Mr. Montella is an internationally recognized subject matter expert, speaker, and writer on numerous topics relating to homeland security, disasters, survival, preparedness, and business continuity. With more than 27 years of direct homeland security and emergency management experience in government and private industry, Mr. Montella has worked at the local, state, and federal levels of government, as well as private industry, and with the American Red Cross. Montella is considered one of the top disaster planners in the United States. Montella is the on-camera disaster and homeland security expert on the Discovery Channel Series, The Colony. He currently serves as the Principal Subject Matter Expert for the Olson Group (www.olsongroupltd.com).
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Julie: Can you tell me about your background? Adam: I’ve been in the emergency management, homeland security field for about 27 years starting with the American Red Cross. I have worked for federal, state, and local government agencies as well as private industry, and I have a very diverse background in preparedness and response for different audiences. My experience has been enhanced by serving in management or supervisory roles on over 100 headline disasters, including Hurricanes Hugo, Andrew, and Katrina, the L.A. Earthquake, tornadoes, Nor’easters, the September 11th terrorist attacks, and the anthrax release at the U.S. Capital pretty much every major natural or man-made disaster in the last two decades.
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Photo: Courtesy of the Discovery Channel
providing guidance at the federal, state, the shortest distance between you and the and local levels if we are truly to have a na- government is at the local level. But, again, tional posture of readiness. All plans must government can’t do it all. There are only a work together in a catastrophic disaster so limited number of resources to go around we don’t end up with another Katrina. during a disaster response. So, governThrough the Federal Emergency Manage- ment must rely on the local community, ment Agency (FEMA), DHS has improved whether it’s community or faith-based ordramatically since Katrina. However, what ganizations, or private citizens shouldering is still lacking is the kind of deliberate plan- some of the burden themselves. ning that the military uses called JOPES. We need to take personal responsibility The military has done an excellent job in for our own safety and our family’s safety, creating battlefield plans that are relevant alleviating the additional burden of government to care for those who need it the most—elderly, sick, ...the process of planning injured, and those with other special needs. So, again, limitself is more important ited government resources can be spread further for those that than the hard written plan... need it the most. That is why the emergency management and up to date. Imagine conducting a bat- community pushes personal preparedness tle or war with a three-year-old-plan. Why so hard, which makes it surprising that would you respond to a disaster with infor- when I ask audiences of public safety and mation that is out of date? General Dwight emergency management personnel if they D. Eisenhower said, “plans are useless, plan- have disaster plans for their families, an ning is everything.” What he meant was the extremely small number (10-15%) actually process of planning itself is more important raise their hands and say, yeah, I’ve done than the hard written plan because the plan, that for my own family. I attribute this to once you write it, print it, and stick it on them being focused on doing their job at a shelf almost becomes useless from the work, taking it for granted that their own time it’s published because it’s not a living, families are going to be prepared. If you breathing document. go back to any major disaster, Hurricane We need to take advantage of modern Andrew and Hurricane Katrina are good technology such as automated planning examples where the fire department, police software and things of that nature that department, and EMS actually walked off makes the planning process easier. I am the job to take care of their own families not advocating a one-size fits all cookie because they were victims. And in Andrew, cutter approach, but the ability to make one of the local communities sent its pubchanges to our plans as they occur and lic works crews to their employees’ homes have those updated plans in the hands of with plastic sheeting and plywood to shore the individuals who need to use them. up their homes so that they were safe. Only then did they return to work. So, a major Julie: It sounds like you’ve had a lot of Julie: What about local law enforcement? lesson can be learned from that. hands-on experiences with disasters. What do they need to do to prepare? Julie: As for individual and family planAdam: I have, and having to do the Adam: Local government has a greater ning, what do you think people should after-action reports on a lot of those re- responsibility than the federal government. do? Are survival kits enough? What type sponses helps with preparedness as well. So, it doesn’t matter whether it’s a police of training should be involved? department, sheriff ’s office, or fire departJulie: What do you think the respon- ment emergency manager, the buck stops Adam: What FEMA talks about is sibility of homeland security officials here. The citizens of your community having a plan, making a kit, and being inshould be in the case of a disaster? don’t really care that the federal govern- formed. It’s critical to have a family disaster ment was there to help; they are going to plan to let your family know what to do in Adam: The Department of Homeland turn to you first. Where were the local fire case of an emergency—where do we meet, Security (DHS) must provide a meta- and local police, local emergency manage- if my neighborhood is affected, how do I leadership role in defining policy and ment when the disaster occurred? Because get the kids that are in school and Mom 877.219.2519
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that’s at work and Dad that’s at another job across town, how do we get back together if we can’t go to our neighborhood? It’s those kinds of things…and then we also need to plan for vacations as well. When we go on vacation to Disney World or to Hawaii or Tennessee Smokey Mountains or wherever
pre-disaster level. Roads are beginning to clear at that point and electricity is starting to be restored, that kind of thing. The final piece is to be informed, meaning knowing what hazards are in your local area, if there are watches or warnings, and what your community’s disaster plan is. If they have a special needs registration, It literally takes a community to respond register in advance or prepare for a disaster; from the federal so that persons with special needs can be level all the way down to Joe Q. Citizen. accommodated for and planned for in it is, we tend to let our guards down, not the sheltering numbers. Being informed expecting a disaster to happen. can also mean taking a class. You go take Next, we need a disaster supplies kit. a CPR and first aid class at the Red Cross. Basically, you need enough food, enough Get involved in your local Community water, medical supplies—if you’re on pre- Emergency Response Team (CERT) scription medication, enough supplies for and become part of the solution instead that—and cash because in a major disas- of part of the problem. Know what the ter, credit cards aren’t going to work. The hazards are in your area. I can’t tell you infrastructure may be damaged, so ATM how many people move to a new area and machines may not be working. Also, sup- have no idea what to do during a hurriplies for your pets are important, as pets cane or tornado or even a lightning storm. are a big part of a lot of people’s families. Here in Florida, we tend to build homes You need to have enough supplies for your and move to coastal areas or areas near pets—food and medicine—if the pets are water, not taking into consideration the on medication—as well as for the elderly risks of doing that as well. So that’s what and for infants. You have to take a look at we mean by being informed. everyone’s needs. So when you are writing It literally takes a community to respond your plan, conduct a needs assessment for or prepare for a disaster; from the federal the family—almost as if you were creat- level all the way down to Joe Q. Citizen. ing a plan for a business or a government In my work on The Discovery Channel agency. What are the requirements for me Series, The Colony, we conducted a social to function as a family for at least seventy- experiment where we took 10 people from two hours, because that’s about how long different backgrounds and different ecoit’s going to take before infrastructure nomic conditions with different skill sets starts coming back online to somewhat and put them together in a post-disaster Screen capture of Adam Montella on The Discovery Channel Series, The Colony. Visit http://dsc.discovery.com/tv/colony/ to view full episodes.
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environment to survive for 10 weeks with very limited resources. There were bits and pieces of what you would find after a major natural or man-made catastrophic disaster—broken pieces of machinery and solar panels, wire, batteries. What we found which is what I hypothesized for years, is that every individual has a skill set. You may not ever tap into it or realize you have it, but when you are put into a disaster situation, you might have a small piece of the puzzle that’s makes all the difference in the survival of the group. So putting your skill sets together will actually help a group survive. In a post-disaster situation like Katrina, where we’ve got isolated pockets of neighborhoods, it may be as simple as having a freezer full of meat and your neighbor may a have barbeque grill and three extra gas tanks. So, if we put our resources and skills together, collectively we can better survive. Julie: What other important lessons did you learn while working on “The Colony?” Did they always do as you expected or were there any big surprises? Adam: No, there were big surprises, the biggest of which was that it was difficult for them to form a government. However, if you look back at U.S. history, it was extremely difficult to form our own government. Our early history was wrought with arguments and opposition between the colonies on what should go into our constitution, what should go into the Declaration of Independence. So the founding fathers had a tough time forming government and were facing kind of a disaster situation as well. We were at war with the British government, our king. After our own basic needs for survival, the first thing that has to happen in order for a group of people to survive is to form a government. You have to have rules and laws in order to protect society—whether it’s protection from within or from outside our borders. Also surprising was that while the Colonists fought for food and water they neglected the safety and security of their compound, leaving them vulnerable to the attack and pilfering of their supplies. In a real disaster the very survival of the group would have been at risk. www.abchs.com
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[A disaster supplies kit] needs to contain enough survival needs for about seventy-two hours.
Disaster Supply Kit Everyone should have a supply kit of items that would be useful for you and your household in case of an emergency. Assemble this kit in advance because you likely won’t have time to find or buy the supplies. Creating such a kit now ensures you can evacuate on a moment’s notice or survive on your own until help comes. Kits should include the items you need to survive for at least three days. It can sometimes take days for emergency officials to reach you. [Continue reading to see what you should include in your disaster kit.]
Emergency Supplies Basic Supplies:
Julie: Do you believe that the fight for survival is more learned or instinctual? Adam: Oh, definitely instinctual, but there are things we can learn that enhance our ability to survive. Julie: Why did the looting seem to be so much less in Japan after their major earthquake and tsunami compared to other places? Adam: I think that had to do with the social norms of the two different countries. You take Katrina and you take Japan where the earthquake and tsunami hit and the subsequent nuclear emergency. The Japanese people are accustomed to having a lot of people crammed in a very small space with limited natural resources to begin with, so they portion their food on a day-to-day basis. Here in the United States, we are used to glut; we are expected to super-size our fries for $.99. Even our homeless in the United States have it better than the homeless in many other countries because we tend to take care of our own. Whether it’s through government programs or community programs, we help ensure that even our impoverished individuals are able to survive, not necessarily on the scale that they would like to be, but they survive. In some of the other countries around the world, survival is a daily fight, whether it be in an emerging or third world country or even in a heavily populated country like China, Japan, or India. So I guess the answer to your original question is that survival is instinctual. However, we can also do things like our great grandparents and grandparents did during the Depression. They learned how to survive with the resources they 877.219.2519
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• • • • • • • • • • • • • • • • • • • •
Water—one gallon per person per day (for both drinking and sanitation) Food—at least a three-day supply of non-perishable food Disposable cups, plates, and utensils Can opener (for canned food) Formula and diapers (if you have an infant) Battery-powered radio and a NOAA Weather Radio Flashlight Extra batteries First Aid kit and instructions for using it Whistle (to signal for help) Plastic sheeting and duct tape (to create a shelter) Wrench or pliers (to turn off utilities) Rain gear Chlorine bleach (it can be used as a disinfectant or to treat water) Medicine dropper Signal flare Matches (in a waterproof container) Fire extinguisher Cash or traveler’s checks Copies of insurance policies, personal identification, and bank account records
Clothing and Bedding: One change of clothes per person (take into account growing children and the temperature), including: • Jacket • Pants • Long-sleeved shirt • Sturdy shoes • Hat and gloves • Sleeping bag or warm blanket • Dust mask or cotton t-shirt (to filter air)
Sanitation Items:
• • • •
Garbage bags with plastic ties Moist towelettes Paper towels Toiletries
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forget about it. A because I don’t trust the government, but disaster is the same because the government has hundreds of way. We as a na- thousands, if not millions, of people in a tion, whether as an community to take care of. I’ll just take individual, a For- Hillsborough County, Florida, where I tune 500 company, live. Hillsborough is one of the largest or a governmental emergency management agencies in the agency, we spend a lot of effort and time state of Florida. It’s got about 30 full-time and money after a major disaster to be bet- employees, but that’s 30 full-time employter prepared, but the further we get away ees for 1.2 million residents and millions from that major disaster, the less impor- of visitors each year. The resources to prepare or respond tance we place on preparedness because it becomes a distant memory…until the from government just aren’t there and that’s the very reason the federal governnext disaster. ment in the past has done TOPOFF or Julie: What do you believe is the the Top Officials Exercise. Now it’s called biggest misconception about disaster NLE or a National Level Exercise, where preparedness? we actually take a look at having multiple catastrophic disasters occur at the same Adam: I refer back to my statement time in different parts of the country and from earlier; disaster preparedness is not then the Cabinet and the President and just the government’s responsibility. It is the department heads look at the use of everyone’s responsibility, especially at the federal resources and how to apply them. individual or family level. Personally, I’m In some cases there is only one of a special not going to trust my family’s safety and resource and it might be needed in mulsurvival solely to the government. It’s not tiple locations. So those kinds of exercises
...think of a disaster like an approaching train and you’re standing on the train platform. had. We as a country have almost lost that sense of national conscientiousness. You know, everyone during the Cold War, even in World War II, knew what to do in case of an emergency, how to duck and cover, where the bomb shelters were in their community. People have lost that sense because that sense of urgency doesn’t exist. The article “Dump the 3-Ring Binders,” that I co-wrote last year for Inside Homeland Security®, refers to the Dopplarian effect of disasters—think of a disaster like an approaching train and you’re standing on the train platform. You can feel and hear the vibration of the train approaching and as it hits you, it’s the most intense, but as it passes the train platform, it becomes a distant memory. It fades off and we 30
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(Top Left) Levy failure caused the most damage in New Orleans during Hurricane Katrina. (Kevin Caruso/ hurricanekatrina.org) (Bottom Left) Mississippi Neighborhood ravaged by the winds from Katrina. (American Red Cross) (Right) Virtually every structure in East Biloxi, Mississippi, like these on Howard Avenue, was leveled by the storm surge from Hurricane Katrina in August of 2005. (Tim Isbell/Biloxi Sun Herald/MCT)
Anything short of a worst-case scenario we should be able to handle with ease. Julie: I thought it was a good way to get young people involved as well.
For more information on being prepared for all possible man-made and natural disaster incidents, consider becoming Certified in Disaster Preparedness, CDP-I®. Contact member services at 877.219.2519 to learn more now!
give government an opportunity to see where it needs to shore up its capabilities. We look at risk, threat, and vulnerability to shape governmental budgets. We use these and other exercises to identify gaps and shortfalls affecting our readiness or preparedness levels. It’s much better to use the safe environment of an exercise to determine if we have enough training, resources, and personnel, rather than finding out during the next major disaster. Julie: The CDC released information on how to prepare in case of a Zombie pandemic. Do you believe that is a good way to prepare for a disaster? Adam: You know, the whole point behind that (laughing) is not that Zombies are going to rise up from the ground, but if you take a Zombie attack, it has all the elements of a major natural or man-made disaster—it’s a worst-case kind of thing that also appeals to a younger generation that is enamored with vampires, UFO’s and yes, zombies. This is what we’ve done 877.219.2519
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for years (without zombies) in developing exercises and plans. We must look at planning, training, and exercises with an all-hazards approach. It doesn’t matter what the conditions are that cause a disaster…we still respond almost the same way in a lot of events. By this I mean, if we have a hurricane, a wide-spread flood, a major tornado, or a zombie attack, we’re still going to need shelters. So when planning, one of the biggest lessons that I can impart on people is, reuse a lot of what you have used for other types of plans. Take your worst case scenario—take the zombie attack or a Category 5 hurricane—and plan for the worst case.
Adam: It is. Look at the profession as a whole over the last 50 years. We came from Civil Defense where we had a retired fire chief or somebody that worked in the police department with an ancillary duty of being the Civil Defense director and he had a little hard hat and a Geiger counter. Not many had formal educations or specialized certifications. Today almost every major university in the United States has a full-time or part-time emergency management or homeland security degree program. So as the industry has become more professionalized over the years, it is attracting younger people to the profession. Julie: Do you have anything else that you would like to add? Adam: I’ll go back to what I say all the time, that’s kind of my catch phrase: “Be safe and have a plan.” There are emergencies all the time. We have car fires, we have tornadoes, hurricanes, and maybe even in the future—zombies. Those aren’t necessarily disasters. Disasters occur when an emergency extends beyond our ability or capability to respond. If we do well at preparedness, we are going to do well at response. If we do well at response and recovery, we aren’t going to have a disaster; we’re going to have a managed emergency.
Mr. Montella can be reached directly for interviews, speaking engagements, and article collaborations at amontella@olsongroupltd.com or at 813.400.0347.
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S u cc e ss Fi l e s
By Michael G. Oehler, D.Min, CHS-III, CMC, IAC, CMAS, CAS-PSM
H
omeland Security (HS) as a professional field is vast in scope — involving a wide array of natural and man-made problems — and comprehensively impacts every level of American society from the federal to the local including the nation’s interests abroad in positive or negative ways on a daily basis. Given this incredibly significant yet definitely challenging reality, this new IHS feature: Success Files is vitally important reading material if you’re considering a productive, long-term career in any HS-related area. This inaugural column— truly a privilege and honor for me to write as an IHS Editorial Board Member— focuses on certain concepts arguably essential for a successful career in the HS arena, regardless of one’s specialization. The three ideas initially presented are based upon my own experiences while the others which follow come from two extraordinarily accomplished HS professionals. First, I think it is imperative to ‘know yourself to the greatest extent possible.’ Paraphrasing Zweig, if you already possess or can strongly develop, “qualities of courage, loyalty, resourcefulness, charisma, [and] above all, selflessness,” then a successful HS career is more likely. You’ll be one willing to risk your own life, “to protect [your] society’s values, sacrificing [your] personal needs for those of the community.” ‘Practice makes permanent, not necessarily perfect,’ is my second point. Practice alone—especially if conducted improperly— is not apt to lead to the development of highly-honed and therefore acceptable professional HS skills. Get it right from the beginning or else you, your HS colleagues, and others around you might someday end up inadvertently injured or killed. The preceding fact leads to my third vital point which is to ‘learn from those who have been there and done that.’ Do your utmost to study/train under individuals with extensive domestic or international HS experience who repeatedly and successfully overcame the severe challenges they faced carrying out their duties. They have greater capacity than less-experienced persons to competently provide the appropriate, comprehensive, and effective preparation that will lead to your future HS career achievement. Two of my own HS mentors— highly/widely trained and combat experienced— have kindly agreed to share their thoughts on this column’s subject. They are: Doron Benbenisty, a former Israeli Special Forces Operative/Trainer who created and developed the counter suicide bomber/car bombing program currently in use today in Israel. He’s Founder and President of CRI - Counter Terrorism Training School. And Major Anthony (Tony) Jones USAF Special Operations (retired) who served two combat tours in the 877.219.2519
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Middle East, received two Purple Hearts, owns and operates Core Group Las Vegas and was the former CRI Training Director. Both men agree that HS pros today need multi-faceted skill sets— including advanced medical training— enabling them to work in multiple areas simultaneously such as safety/security/ EMT. Those skills, they believe, must be developed from extremely intensive, realistic training which equals or exceeds what a HS professional will actually experience in the field. “Theoretical education alone will open you a window into HS jobs, but that instruction combined with high-level, in-depth tactical training will take you to and through the front door of this world,” Doron emphasizes. Tony, for his part, urges, “Be broadband!” or have the capacity to do whatever it takes to accomplish assigned missions. Tony further notes how, “character and integrity consistently applied breed success” and, “leaders must always be willing to lead by example and excellence, not words.” Other very practical HS-related skills for Doron include listening very carefully to decision-makers at all government levels or in corporations/ social organizations worldwide to fully understand their specific needs before creatively providing effective and tailored solutions for them, along with speaking two or more languages well to facilitate communication between peoples of different cultures. Additionally, they stress that although setbacks in the course of one’s career are inevitable, it is crucial to deal with these shortcomings as positively as possible. Doron reminds us all how, “failure is only rehearsal to success.” Tony concurs with, “failing isn’t failure. Be resilient, move through the problems, keep going.” So, to sum up, be prepared 24/7/365 to put yourself on the line, and learn it all correctly from the best in the HS field before eventually becoming one of the best yourself.
A bo u t the Au tho r Michael G. Oehler, DMin, CHS-III, CMC, IAC, CMAS, CAS-PSM is an editorial board member for Inside Homeland Security Magazine and is the Deputy Director of the World Institute for Security Enhancement presently based in Washington, DC. He was educated/trained in four countries and has 30+ years international experience involving 23 nations in various areas of education & safety/ security. He is listed in Marquis Who’s Who in the World (2007 edition onwards) & Marquis Who’s Who in America (from 2009 edition onwards). E-mail address: mgoehler@worldinstitute.org Winter 2012/Spring 2013
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Chaplain’s Column
By David J. Fair, PhD, CHS-V, CMC
The
Hardest Thing
I
was sleeping soundly when my pager went off. I wasn’t sure what it was at first, then as I began to recognize the familiar sound, I was jolted awake. I was the chaplain on call. Listening to the pager message, I was directed to call the police department. There had been a bad two-car accident which had resulted in one fatality and several injures. I quickly dressed and got in my car. I glanced at the sheet of paper where I had hastily written the address of the accident, and headed in that direction. As I approached the scene, displaying a chaplain card on my windshield, an officer waived me through the roadblock. I parked on the side of the road a safe distance from the scene of the accident. There were al-
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ready fire trucks, ambulances, and police cars at the intersection, their lights flashing and momentarily blinding my eyes. From a distance, I inspected the twisted mass of vehicles in the roadway. Slowly, I approached one of the vehicles. Next to the car, laying on the ground in a heap, I could see a white sheet covering what appeared to be a body. My heart sank when I realized that was the fatality. As I walked towards an officer, he began explaining what had occurred. A carload of young teens were returning from a party late at night. The driver had lost control while going around a curve at a high rate of speed. Their vehicle crossed the center line, striking another car head-on and killing the other driver instantly. Winter 2012/Spring 2013
These are some of the hardest things I encounter as a chaplain. I climbed into the back of the closest ambulance. Inside, I found a young teenage girl who was scared and crying. She had a cut on her head that was bleeding badly. I tried to comfort her by holding her hand and speaking positive encouraging words. Going from ambulance to ambulance, I tried to spend time with each of the injured victims as they laid there strapped to stretchers: confused, frightened, and in pain. While sitting with one of the victims, an officer approached me and handed me a driver’s license. On it was the name, address, and photo of a man. The officer explained that it belonged to the victim, the fatality. It was my duty as a chaplain to notify the next of kin about the accident and ensuing death. I climbed into the patrol car with the officer and we drove to the address on the license. It was well after midnight and most of the lights in the house were out. Now came the hardest part of my job. With some hesitation, knowing the task at hand, I rang the doorbell. After a few moments, a disheveled woman dressed in a housecoat opened the door while rubbing sleep from her eyes. When she saw the officer, she immediately knew something was wrong. Officers just don’t show up in the middle of the night for no reason, and especially not with a chaplain at their side. You could immediately see fear come over her face. After introducing ourselves, we asked to come in and sit down. Taking the lead role, I explained to her that her husband had been in a car accident. I paused momentarily to www.abchs.com
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allow her to process this information. Then, with as much compassion as I could muster, I informed her that her husband was killed in the accident. She sat there motionless with a stunned look on her face for a brief moment. Softly, she started to cry, with tears running down her cheeks. Her moans turned into sobs as her body shook from the emotional pain she was experiencing. As her crying escalated, she fell into my arms. All I could do was hold her and try to be a source of comfort as the officer sat nearby. As her weeping slowed, questions began to pour out of her mouth. We answered what questions we could as best we could with the information we had. She then asked me if I would contact her sister and her pastor. She had been alone at home, but her sister arrived quickly. With family support in place, we gave our condolences and departed for the hospital. There we found the three surviving victims receiving treatment in the emergency room. We provided emotional comfort to the teens and their families as best we could. On my way home, the sun beginning to peek from behind the clouds, I thought of my own teenagers. I knew, when I got home, I would hug them just a little bit tighter than normal. I wouldn’t be able to sleep until I had wrapped my arms around my children, knowing they were safe. certified Master Chaplain, CMC® is designed to help survivors navigate the emotional stages of processing events, working with victims, survivors, team members, and others with the transition to the Incident Command System. For more information visit www.abchs.com or call 877.219.2519.
A bo u t the Au tho r David J. Fair, PhD, CHS-V, CMC, is a member of the ABCHS Executive Advisory Board and chair of the American Board for Certified Master Chaplain (ABCMC). Fair is president and CEO of Homeland Crisis Institute and has served at dozens of disasters, including Ground Zero following 9/11, hurricanes Katrina and Ike, the NASA space shuttle disaster, the Fort Hood shootings, and the Haitian earthquake. 877.219.2519
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BY GIVING JUST A FEW HOURS OF MY DAY
I HELP CHILDREN PREPARE FOR
ABECAUSE LIFETIME OF LEARNING I DON’T JUST WEAR THE SHIRT, I LIVE IT. GIVE. ADVOCATE. VOLUNTEER. LIVE UNITED
®
Ruth Rusie is part of United Way’s ongoing work to improve the education, income, and health of our communities. To find out how you can help create opportunities for a better life for all, visit LIVEUNITED.ORG. Winter 2012/Spring 2013
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By michael j. fagel, PhD, CEM, CHS-IV
The Nassau County Office of Emergency Planning in Bethpage New York is the operations center for Hurricane Sandy Response and Recovery. County, State, and Federal agencies including FEMA partner to assist survivors in the immediate aftermath of the disaster. (Howard Greenblatt/FEMA)
Emergency Management
Information
Overload When does it become Intelligence?
For years we have heard the phrases, “Connect the dots,” or “Why didn’t they know that was coming?” After an event happens, we often hear those words uttered by the press, the public, and the officials that often take credit or umbrage at what has occurred.
I
n the Emergency Management/ Homeland Security field, we cannot let our guard down because we have a responsibility to protect the people we serve. Information can be delivered to us in many ways: open source information, news reports, Suspicious Activity Reports, briefings from our various task forces, and other partners. However, these are all products produced by people like us, people with varying backgrounds, cultures, and biases. Yes, we all have biases, and they do filter into the products we produce. Whether it is an intelligence report, a briefing, or some other product,
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it must be created with a clear focus statement in mind and include an objective. We must understand the subject, audience, and purpose of the report or briefing we are about to prepare. In some communities, the local Emergency Manager/Homeland Security Director will participate in briefings given to various department managers, as well as other elected or appointed officials. It is incumbent upon us to prepare and deliver the most accurate and up-to-date information to teach these decision makers with accurate, timely, and factual information for them to use.
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We will not spend any time in this briefing today discussing the various classifications and sensitivities that should be utilized (that will come in a later brief ), other than to say you must follow the conventions and controls put in place by various agencies and authorities. Information, without proper processing, is just that: information. Information, when processed appropriately, can be useful as a piece of an intelligence product or some other critical information. We must also look at the various threats that some of these products can help us with, like criminal activity, for example. www.abchs.com
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When we look at the list on natural and man-made events, the list gets even larger: • Terrorism • Criminal Activity • Insider Threats • Environmental Activists • Foreign Military/Nations • Splinter Groups This list can grow exponentially. Other elements to add to the listings include seasonal or anticipated events such as hurricanes, tornadoes, and severe weather. Other events that could be in some other categories of concern include but are not limited to: • Fire • Earthquake • Volcanic Eruption • Crop Failure • Drought • Epidemics And these lists can also grow based on region, past history, demographics, and other factors that are unique to your area of operation (AOR). Take a look at the eighteen Critical Infrastructures/Key Resources (CI-KR) our nation is divided into: • Banking and Finance • Chemical • Commercial Facilities • Commercial Nuclear Reactors, Materials and Waste • Critical Manufacturing • Dams • Defense Industrial Base • Drinking Water and Wastewater Treatment Systems • Emergency Services Sector
• • • • • • • • •
Energy Food and Agriculture Government Facilities Information Technology National Monuments and Icons Postal and Shipping Public Health and Healthcare Telecommunications Transportation Systems
Take a look at these sectors and you will be able to list many that are a part of your community or organization. Some of the steps that you will need to be aware of include the following elements: 1. Collection 2. Processing and Exploitation 3. Analysis and Production 4. Dissemination and Feedback 5. Planning and Direction Of course, all focus should be on the customer. As you develop your product, information, or the briefing, you must first hone in on the subject or focus of the product. The subject, audience, and purpose must be clearly understood. You must clearly have a command of the subject before producing any product or it will not have any benefit at all. Then, consider the audience (or customer) that will be getting the benefit of this product. Who are they and what do they know (or not know) about your subject? If it is a sensitive product, can you safely use materials that have been vetted, cleared, and appropriately protected according to classification or other marking and usage conventions as promulgated by the authority having jurisdiction? Last but
not least, consider the purpose of the end product. Is it to warn, inform, or educate the reader about a specific subject or element that may be occurring? You have a responsibility to share accurate and timely information that can save lives (according to appropriate policy, procedures, or conventions). Information, when used appropriately, is the intelligent thing to use! While you look these over, remember that your customer will be utilizing your materials. After all, we are in the “customer service” business.
A bo u t the Au tho r Michael j. Fagel, PhD, CEM, CHS-IV is an instructor in Homeland Security and Emergency Management at the Illinois Institute of Technology, Stuart School of Business, Northwestern University, and Northern Illinois University. He teaches DHS Intelligence Training Courses for the National Center for Bio Medical Research and Training at Louisiana State University. He is a subject matter expert for the National Center for Security and Preparedness. He serves as an elected and appointed official in several public service agencies, and serves on numerous boards and has written four textbooks on Emergency Management, safety and Homeland Security. He also serves as an analyst in Critical Infrastructure protection at Argonne National Laboratory. The views expressed herein are those of the author alone, and do not reflect the policy or endorsement by any local, federal, or state institution, agency, or organization.
Example of a fusion center layout. (Photo by Fagel)
Learn more about Certified National Threat Analyst, CNTA®, where homeland security professionals are able to enhance their knowledge and skills regarding the intricacies of the international terror network. Watch the ABCHS website for the latest developments for CNTA, login to www.abchs.com, or call 877.219.2519. Fagel at training course for information sharing. Communication is the key. (Photo by Fagel)
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F ea t u r e : F o o d S ec u r i t y
Norma Schroeder:
B y E d P e ac o, I n s i d e H o m e l a n d S e c u r i t y
The California Department of Food and Agriculture official works with the Naval Postgraduate School in developing models and simulations for disaster preparedness.
N
orma Schroeder works to prepare California’s disaster responders for all forms of situational threats to the food supply—natural or intentional, small or big. In recent years, she has widened her scope of concern to include shaping research on long-term disruption to the food supply, an endeavor that is beginning to bear fruit. The Center for Infrastructure Defense (CID) at the Naval Postgraduate School (NPS) presented the opportunity for Ms. Schroeder to act on her concerns when in late 2010 it broadcast a statewide call for research topics in homeland security that had yet to be addressed. By responding to NPS, Ms. Schroeder, an Emergency Training, Exercise, and Continuity Planner for the California Department of Food and Agriculture (CDFA), ventured into the examination of worst-case scenarios—high-consequence, low-probability events— which, for agriculture critical infrastructure, only recently had begun to receive increased attention. Such disasters could be either naturally occurring or intentional, and might include such large-scale events as pandemic influenza, a 500-year flood, or an outbreak of a devastating foreign animal disease such as Footand-Mouth Disease (FMD).
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Developing Research Projects
Fostering collaborative research addressing food supply resilience and sustainability
The problem she posed to Dr. David Anderson, NPS CID Director was the need to address potential long-term disruptions in the domestic food supply: disruptions that could last for months. Food security in cities is spatial, dependent upon a periphery for food. Sustaining it—resilient against even catastrophic disasters— is increasingly dependent upon collaboration, evidence-based decisions, and policies grounded in research. Her initial concept paper for NPS supported the following model:
Collaboration Research & Modeling Guide & Support Resiliency Sustainability In it, she referenced the ARkStorm scenario from the United States Geological Survey: a large-scale regional flood inspired by California’s 500-year flood of 1861-62. In the 1800s, many Californians would have been self-sufficient for food, but 21st century residents rely on the modern food-supply system, the endpoint of which is the grocery store. If the food supply is cut off, shelves will soon be empty.
The NPS Mission Ms. Schroeder said she responded to the call because NPS CID focuses on worst-case scenarios, has the resources for researching them, and makes results available to the public. To graduate, NPS students must complete their master’s thesis or doctoral dissertation research on some aspect of critical infrastructure. NPS publishes all but the most sensitive theses on its website, making the knowledge available to all interested parties. The method of inquiry for the students’ projects, as described in the Center for Infrastructure Defense section of the NPS website, is known as operations research, “the science of helping people and organizations make better decisions.” Students pursue this research using mathematical models, statistical analyses, and simulations. The models and simulations can be manipulated to study degrees of disruptions and types of responses. She illustrated this utility by describing NPS research projects she helped initiate. 877.219.2519
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Milk Supply System In Ensuring Resiliency of the Milk and Dairy Industry in California, LCDR Robert G. Alexander (USN) examined vulnerabilities in the industry using three scenarios. His paper, published in December 2011, used attacker-defender modeling to isolate “the attacks that result in worst-case system performance, even after the defender had responded in the best possible manner.� The milk supply system was used because of its economic, social, and nutritional importance. In general, milk is a protein that is easily digestible and can be tolerated in some form by almost everyone. In this society, it is essential for small children and the elderly, and can also substitute for other forms of protein in many diets. In addition, liquid milk is provided fresh and has a short shelf-life, and so it creates a constant demand. It is also a commodity, a class of goods that is delivered to processing plants from many producers, where it is pooled/combined without qualitative differentiation, and then packaged for distribution. Alexander used three scenarios in his examination of milk-supply vulnerabilities, as set forth in his abstract: 1. A quarantine of each county due to a Foot-and-Mouth Disease (FMD) outbreak or any other event that would cause the complete stoppage of production, processing and movement of milk in a county over a seven day period; 2. 1 to 15 attacks on the milk and dairy industry in a 45 day time period; and 3. The isolation of Northern and Southern California over a seven-day time period that could be caused by a natural disaster. In his conclusion, Anderson presented the potential benefits of the research for CDFA and the California Emergency Management Agency (CalEMA):
Images of animals infected with FMD. Photo Credit: The Public Health Image Library (PHIL) on the Centers for Disease Control and Prevention (CDC) website.
Specifically, our analysis of the milk and dairy industry can illuminate where vulnerabilities may exist. This can help CDFA and CalEMA in justifying additional funding to mitigate the impact from vulnerabilities that can be exploited by an intelligent attacker. It can also help them develop Continuity of Operations plans for specific scenarios such as a FMD outbreak. Anderson went on to assert that the model can be refined, updated, and adapted for other commodities. It can also be adapted by other states or regions.
Foreign Animal Disease Foot-and-Mouth disease (FMD) is a highly contagious viral disease affecting clovenhoofed domestic and some wild animals. A hypothetical outbreak of FMD begun in California was recently estimated to have a national impact of up to $55 billion, mostly due to international trade restrictions (Carpenter, OBrien, Hagerman, and McCarl, 2011). Therefore, preparedness for an outbreak is a high priority within the livestock industry, as well as state and federal government. In Simulating the Spread of an Outbreak of Foot-and-Mouth Disease in California, LTC Brian S. Axelsen (USA) used simulation and a designed experiment to identify governmental and industrial surveillance response strategies to control the spread via developing FMD outbreak scenarios across California. These were used in conjunction with a state-of-the-art, animal disease simulation model, as well as development and analysis of an efficient experimental design, allowing for identification of key parameters effecting the spread and containment of an FMD outbreak. His June 2012 publication detailed analyses of over 400,000 simulations and identified key areas to control the disease: 1. Surveillance activities at dairy and dairy-like premises are a dominant factor in early identification of the disease. 2. Increased surveillance leads to lower impacts of an outbreak. 40
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3. Fast initial response and capacity of depopulation resources are key factors in controlling an outbreak even when no preemptive depopulation strategies are considered. Axelsen’s tool has been made available to California state agency personnel. Its application can also be adapted by other states or regions.
Implications for training, exercises, and informing policy Each state is required to participate in at least one yearly statewide disaster exercise as a condition of maintaining grant funding from the U.S. Department of Homeland Security. California’s annual series of exercises is called Golden Guardian. Upcoming themes address earthquakes, tsunamis, and floods. In 2016, the proposed theme is an animal disease outbreak. Researchers can develop tests, trials, and models to identify vulnerabilities, prompting development of cost-effective solutions. They can also validate training, exercise, and outreach materiel, as well as verify competence and management adaptations. Knowing this, Ms. Schroeder asked that research on the food-supply system be modular and progressive, with one project building on another. NPS continues to use some of the same data, the transportation system, as well as mapping and information tools, etc. in developing new inquiries.
Further Research Recent, unprecedented funding for homeland security produced a glut of disaster facts and emergency databases. This means that researchers can turn to producing intelligence, intersector and interdisciplinary analyses, combinations, and systems-level proposals. Broad social change for food supply-chain resilience relies on instituting long-term drivers that support food proximity and adaptability. Research can identify issues, but to effect change, findings and insights must be combined with local expertise, resourcefulness, and social competence. For example, simply increasing the number of food outlets in “food deserts” may prove futile without further investigations. Usefulness will depend upon analyses of transportation costs, convenience, and foodalternatives, along with the relationship between housing, work, and local food customs. This research must be developed through collaboration among agencies, researchers, and the local experts whose understanding of the linkages between the built and human environments can inform complex decisions.
Norma Schroeder Norma Schroeder is an Emergency Training, Exercise, and Continuity Planner for the California Department of Food & Agriculture (CDFA). She proposed food infrastructure research to the Naval Postgraduate School’s (NPS) Center for Infrastructure Defense (CID), and continues to collaborate with them on food supply chain resiliency and sustainability projects. She serves on the International Association of Emergency Managers’ (IAEM) Training & Education Committee and on IAEM’s Food & Agriculture Committee. Before joining CDFA, Ms. Schroeder worked for the Califor877.219.2519
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nia Emergency Medical Services Authority (EMSA) as a Disaster Medical Specialist, for the California Department of Public Health (CDPH) as a Health Facilities Evaluator, and as a public elected official. In the private sector she chaired a Level II Regional Trauma Center, and a California Health Care Foundation. She worked on Disaster Medical Assistance Teams, deployed with the American Red Cross, and is a retired U.S. Naval Warfare Officer. Her education includes licenses as a nurse and health facility administrator; certificates [AgroTerrorism, HACCP, Professional Development, Master Trainer, Master Exercise Practitioner, and Professional Continuity Practitioner]; programs in EmergencyDisaster Management and Adult Education; and degrees in Marketing Management, Business Administration, and Sociology.
Reference Carpenter, T. E., O’Brien, J. M., Hagerman, A. D., & McCarl, B. A. (2011). Epidemic and economic impacts of delayed detection of foot-and-mouth disease: A case study of a simulated outbreak in California. Journal of Veterinary Diagnostic Investigation, 23(1), 26–33.
Helpful Links California Department of Food and Agriculture:
http://www.cdfa.ca.gov Naval Postgraduate School Center for Critical Infrastructure Defense: http://www.nps.edu/cid
• Dr. David Alderson, PhD, CID Director, conducts research on complex network-centric systems, network optimization, game theory, and risk management. The primary area of application of his research is critical infrastructure systems. http://faculty.nps.edu/dlalders • Ensuring Resiliency in the Milk and Dairy Industry in California Alexander, Robert G. (Monterey, California: Naval Postgraduate School, 2011-12) • Simulating the Spread of an Outbreak of Foot and Mouth Disease in California, Axelsen, Brian S. (Monterey, California: Naval Postgraduate School, 2012-06) • Theses Directory: http://www.nps.edu/Academics/Schools/ GSOIS/Departments/OR/CID/Student-Theses/CIDStudentTheses.html ARkStorm Scenario, USGS Open-File Report 2010-1312:
http://pubs.usgs.gov/of/2010/1312 CalEMA Golden Guardian Annual Statewide Exercise Series:
http://www.calema.ca.gov/TrainingandExercises/Pages/ Golden-Guardian.aspx Food Desert Locator:
http://www.ers.usda.gov/data-products/food-desert-locator/ go-to-the-locator.aspx
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F ea t u r e : I n f r as t r u c t u r e
What are reasonable measures American businesses should be taking for disaster preparedness? Does your company have a Business Continuity Plan (BCP)? Learn more about Critical Infrastructure Protection from the ABCHS website at www.abchs.com, or call us at 877.219.2519.
Introduction This is a brief historical overview of the critical infrastructure program and how the program came into existence through several studies and two presidential directives. Moreover, it identifies the National Infrastructure Protection Plan (NIPP), the goal of the NIPP to protect the 18 sectors identified as the critical infrastructure and key resources, and the cooperation and collaboration required for the plan to be successful. Likewise, it briefly delves into some of the dilemmas facing the critical infrastructure program across our country. Lastly, it provides a cursory overview of the assessment processes involved in determining the criticality of assets to determine the vulnerabilities associated with the infrastructures or systems from an “all threats and hazard” perspective through approved risk management and analysis construct.
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Protecting the
Criticality
of our
infrastructure By James W. Crissinger, PhD, CHS-III, CCP
T
Why is protecting our critical infrastructure important?
o answer that, all we have to do is look at a few incidents and the havoc that resulted, or could have easily resulted, because of those incidents. Our first example being the ongoing issues with hackers stealing money from banks online followed by the ever present security code readers that are being maliciously installed in ATMs all over the world, causing financial dilemma for thousands, maybe millions, of victims around the world. Then there was the September and October 2001 Anthrax attacks that shut down government buildings. In August 2003 there was a northeast power outage that affected 50 million people and cost six billion dollars in financial loss. More recently, in August 2010, a computer glitch or computer chip in Atlanta shut down or delayed air travel across the eastern seaboard because of the air traffic control problems associated with the computer glitch. A recent report released by the Federal Bureau of Investigation (FBI) indicated that the infrastructure systems of three U.S. cities had been attacked. During the November 2011 Flemings Cyber Security conference, Michael Welch, Deputy Assistant Direct of the FBI’s Cyber Division, related that hackers had accessed essential water and power supply services of three U.S. cities. These systems or key infrastructure are regularly referred to as Supervisory Control and Data Acquisition (SCADA) system (Red Orbit Staff & Wire Reports, 2011). The SCADA system generally refers to a control system of the industry in which a computer system controls and monitors the process. This process can be infrastructure, facility, or industrial based. Industrial processes include production, refining, manufacturing, fabrication, and power generation that may run in batch, continuous, discrete, or repetitive modes. The infrastructure processes can be private or public
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and includes water treatment and distribution, wastewater treatment and collection, electrical power distribution and transmission, gas and oil pipelines, civil defense siren systems, and the large communication systems. Airports, ships, and buildings—both the private and public facilities—have all these facility processes. These facility processes control and monitor access, consumption, heating, ventilation, and air conditioning (HVAC), and energy. “We just had a circumstance where we had three cities, one of them a major city within the U.S., where you had several hackers that had made their way into SCADA systems within the city,” Mr. Welch told the delegates at the conference. “Essentially it was an ego trip for the hacker because he had control of that city’s system and he could dump raw sewage into the lake, he could shut down the power plant at the mall —a wide array of things,” he added (Red Orbit Staff & Wire Reports, 2011). These SCADA systems are progressively being targeted and attacked by hackers because of weak security. In another attack, a hacker named “pr0f ” had claimed to have broken into a SCADA system that kept water supplied to a city in Texas. The hacker boasted about the ease in which the system had been entered because it had only been protected by a three character password which “required almost no skill” to breach. Mr. Welch declined to comment or confirm if this was one of the three cities of which he was speaking (Red Orbit Staff & Wire Reports, 2011). Whether at home or work, default passwords put us at risk. Ironic as it may seem, many computer system’s default passwords are available for download online and accessible to anybody. Therefore, why put oneself at risk? Always change the default password and use a system of upper and lower case
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Several security experts have indicated that companies that manage these SCADA systems and users themselves often recommend not changing the default passwords... letters, special characters, and numbers. Passwords should be 10 characters or more, and never let the system store your password. Password security is an entirely separate issue. The word of caution and friendly reminder are enough for now. Although the FBI did not elaborate, it certainly appears from the egotistical statement of “pr0f ” that the simple password security was an issue in at least one hack discussed. Several security experts have indicated that companies that manage these SCADA systems and users themselves often recommend not changing the default passwords, which in today’s world is just inviting trouble according to numerous experts in the computer security industry (Red Orbit Staff & Wire Reports, 2011). Following the Oklahoma City bombing, President Clinton established the Critical Infrastructure Working Group. This subsequently led to the formation of a presidential commission exploring the concepts of critical infrastructure and national security. After the commission’s extensive study, they published a report titled “Critical Foundations.” That report ultimately led to Presidential Decision Directive 63 (PDD 63), Protecting America’s Infrastructures. PDD 63 created several new departments, such as the Information Sharing and Analysis Center, to promote cross-feed within the critical infrastructure sectors, such as the banking and finance industries, petroleum and gas industries, and the transportation industries. The sole purpose of these sectors was to inform our private sector of the vulnerabilities that existed within their industries as well as make the information flow possible between public and private sectors. The main thrust of PDD 63 focused on cyber network protection. In 1999, the U.S. Department of Defense (DOD) formed the Weapons of Mass Destruction (WMD) Advisory Panel (U.S. Department of Defense 1999, April 5). Their charter was to assess the domestic response capabilities for terrorism involving WMD. The panel’s first report, titled I. Assessing the Threat, noted, “the possibility, that terrorists will use WMD in this country to kill and injure Americans, including those responsible for protecting and saving lives, presents a genuine threat to the United States” (p. iv). The report went on to address the need and the concern that if an attack occurred, it was imperative local, state, and federal authorities be prepared to respond and address the consequences (WMD Advisory Panel, 1999, December 15). The panel’s second report, titled II. Toward a National Strategy for Combating Terrorism, took note that we “lack a coherent national strategy…”
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(p. ix) toward combating terrorism. The December 2000 report indicated that actions at the federal level were fragmented, there was insufficient coordination and attention to state and local actions to combat terrorism, and there was a lack of clear priorities for combating terrorism. The WMD Advisory Panel (2000, December) also recommended that a national office for combating terrorism be established. Another commission established prior to the DOD WMD Advisory Panel was the U.S. Commission on The National Security/21st Century. This commission, originally known as the National Security Study Group, was chartered by Secretary of Defense William Cohen in 1998 (U.S. Department of Defense [USDOD], 1999, October 13). The group was to provide a comprehensive review of U.S. national security requirements in the 21st century, and thus the term U.S. Commission on National Security/21st Century was created. The commission later became known as the Hart-Rudman Commission or the Hart-Rudman Task Force on Homeland Security. The commission’s charter was “to analyze the emerging international security environment; to develop a US national security strategy appropriate to that environment; and to assess the various security institutions for their current relevance to the effective and efficient implementation of that strategy, and to recommend adjustments as necessary” (USCNS/21, 1999, p. v). The Hart-Rudman commission released their report in three separate phases. The first phase, New World Coming: American Security in the 21st Century, September 15, 1999, anticipated the emerging international security environment within the first quarter of the 21st century and examined how the United States fits into that arena. The second phase, Seeking a National Strategy: A Concert for Preserving Security and Promoting Freedom, April 15, 2000, proposed a new U.S. national security strategy based on the anticipated threats and conditions outlined in the first phase. The third phase, Roadmap for National Security: Imperative for Change, February 15, 2001, recommended changes to the government structure, legislation, and policy to reflect a new national security strategy based on the anticipated 21st century international security environment. A petrifying predication was offered by the Hart-Rudman Commission in their third and final report in February 2001. The Commission believed that the combination of weapons proliferation and terrorism would result in increased vulnerability to the U.S. homeland. “A direct attack against American citizens on American soil is likely over the next quarter century” (p. viii). Was this an accurate prediction of the tragedy that befell our country on September 11, 2001? Scholars, security consultants, intelligence analysts, and think-tanks alike argue this was unfortunately an accurate predication about the type and magnitude of the terrorist attack that adversely affected our country, changed the way security perspectives and procedures would be conducted in the future, and changed how America should protect its critical infrastructures and resources.
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The incident and events surrounding the 9/11 attacks have driven critical infrastructure protection programs to our current state. The 9/11 attacks identified our vulnerability to more infrastructures than simply cyber-security. The aftermath of 9/11 drove numerous changes in our National Strategy and Homeland Security. On December 17, 2003, President Bush signed into law the Homeland Security Presidential Directive (HSPD-7), Critical Infrastructure Identification, Prioritization, and Protection. Moreover, HSPD-7 resulted in the creation of the National Infrastructure Protection Plan (NIPP). The main goal of the NIPP is to protect critical infrastructure and key resources (CIKR) and ensure their resiliency. The overarching intent of the NIPP is to build a safer, more secure, and more pliant country by preventing, deterring, counteracting, and mitigating the effects of terrorist attacks or natural disasters. Furthermore, it is the intent of the NIPP to strengthen our national preparedness, response, and recovery in the event of one of these types of emergencies. The NIPP is a mechanism for developing coordination between the various government entities and the private sector. The 2009 version of the NIPP identified 18 broad sectors of the CIKR. Those 18 sectors were: (1) Agriculture and Food, (2) Defense Industrial Base, (3) Energy, (4) Healthcare and Public Health, (5) National Monuments and Icons, (6) Banking and Finance, (7) Water, (8) Chemical Industry, (9) Commercial Facilities, (10) Critical Manufacturing, (11) Dams, (12) Emergency Services, (13) Nuclear Reactors, Materials and Waste, (14) Information Technology, (15) Communications, (16) Postal and Shipping, (17) Transportation, and (18) Government Facilities. These 18 sectors still guide and serve as a foundation for the CIKR. It should be noted that the DOD has consolidated those 18 sectors into 10 when discussing critical infrastructure within the DOD community. In the preface to the 2009 National Infrastructure Protection Plan, Partnering to Enhance Protection and Resiliency, Michael Chertoff, the second United States Secretary of Homeland Security, stated, “Within the CIKR protection mission area, national priorities must include preventing catastrophic loss of life and managing cascading, disruptive impacts on the U.S.
and global economies across multiple threat scenarios. Achieving this goal requires a strategy that appropriately balances resiliency—a traditional American strength in adverse times—with focused, risk-informed prevention, protection, and preparedness activities so that we can manage and reduce the most serious risks that we face” (NIPP, 2009). Implementation of CIKR protection requires partnerships, coordination, and collaboration amongst all levels of our government and the private sector. In order to be effective, the NIPP must work in concert and complement other plans designed to prevent, prepare for, protect against, respond to, and recover from terrorist attacks, natural disasters, and other emergencies. “Protecting and ensuring the continuity of the critical infrastructure and key resources (CIKR) of the United States is essential to the Nation’s
The process must begin with an understanding of what is critical... security, public health and safety, economic vitality, and way of life. CIKR includes systems and assets, whether physical or virtual, so vital to the United States that the incapacitation or destruction of such systems and assets would have a debilitating impact on national security, national economic security, public health or safety, or any combination of those matters” (NIPP, 2009, pg. 7). Currently more and more people, businesses, and industries, as well as local, state, and federal government agencies talk about critical infrastructure programs and express their concerns. Unfortunately it seems few understand the concepts, and even fewer understand what must be done. The process must begin with an understanding of what is critical and identifying the processes associated with those assets as well as the framework for risk management. This is no easy task and will take the assistance of persons knowledgeable in a multitude of areas such communications, electrical systems, transportation, finance, and water
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systems just to name a few. Their expertise and knowledge will help guide you and the owner/manager of the asset or infrastructure you will be examining. Risk management is the foundation and framework for the protection of CIKR. Risk management can basically be summarized as the identification, analysis, assessment, control, avoidance, minimization, or elimination of unacceptable risk. Simply stated for critical infrastructure protection, it is the risk assessment and risk response associated with your critical asset. Risk assessment involves the criticality, vulnerability, and the threats and hazards associated with the asset. The risk response for that asset is remediation, mitigation, or reconstitution as illustrated. The NIPP risk management framework integrates and synchronizes strategies, capabilities, and control to enable decision makers to make an informed decision regarding CIKR (NIPP, 2009).
critical to the security of the nation. It will enable continued use and availability through approved risk management construct. It examines your vulnerabilities from an all threat and hazard perspective. It provides the options of remediation, mitigation, or risk acceptance when determining the response and action to take. Finally, it will guide leadership and management on what is critical—the associated dependencies on infrastructure, cascading effects, time to affect mission or task, and practical solutions to mitigate risk based on risk analysis. Critical infrastructure programs require attention, specificity, and commitment by all individuals associated with the infrastructure. It is a long-term program, not a quick fix.
The National Infrastructure Protection Plan (NIPP) identifies the following steps to guide you in the process:
National Infrastructure Protection Plan (NIPP). (2009, January). Partnering to enhance protection and resiliency. Washington, DC: U.S. Government Printing Office. Red Orbit Staff & Wire Reports. (2011, December 14). FBI Claims More Municipal Systems Under Attack By Hackers. RedOrbit.com. Retrieved from http://www.redorbit.com/news/technology/1112440183/fbi-claims-moremunicipal-systems-under-attack-by-hackers U.S. Department of Defense, Office of the Assistant Secretary of Defense (USDOD). (1999, October 13). Department of Defense Establishes the National Security Study Group [Press release. No. 527-98]. Retrieved from http://www.defense.gov/releases/release.aspx?releaseid=1866 USDOD. (1999, April 5). Department of Defense Establishes A Weapons of Mass Destruction Advisory Panel [Press release, No. 148-99]. Retrieved from http://www.defense.gov/Releases/Release.aspx?ReleaseID=2032 U.S. Commission on National Security/21 Century (USCNS/21). (1999, September 15). New world coming: American security in the 21st century. Washington, DC: U.S. Government Printing Office. USCNS/21. (2000, April 15). Seeking a National Strategy: A Concert for Preserving Security and Promoting Freedom. Washington, DC: U.S. Government Printing Office. USCNS/21. (2001, February 15). Road Map for National Security: Imperative for Change. Washington, DC: U.S. Government Printing Office. Weapons of Mass Destruction Advisory Panel. (1999, December 15). First Annual Report to the President and the Congress of the Advisory Panel to Assess Domestic Response Capabilities for Terrorism Involving Weapons of Mass Destruction. I. Assessing the threat. Washington, DC: U.S. Government Printing Office. WMD Advisory Panel. (2000, December 15). Second Annual Report to the President and the Congress of the Advisory Panel to Assess Domestic Response Capabilities for Terrorism Involving Weapons of Mass Destruction. II. Toward a national strategy for combating terrorism. Washington, DC: U.S. Government Printing Office.
• Set goals and objectives: Define specific outcomes, conditions, or performance targets that jointly comprise an effective risk management posture. • Identify assets, systems, and networks: Develop an inventory of assets, systems, and networks that contribute to the criticality functionality and then collect information pertinent to the risk of those assets. • Assess risk: Evaluate the risk, taking into consideration an “all threats all hazards” perspective. Include interdependencies associated with each identified asset and known vulnerabilities. • Prioritize: Aggregate and compare risk assessment results to determine the appropriate course of action for the continuity of operation and establish your priorities based on risk and protection. • Implement protective programs and resiliency strategies: Select appropriate course of action that includes mitigation, remediation, acceptance of risk, and reconstitution to address priorities. • Measure effectiveness: Use metrics and other evaluations procedures to measure the progress and assess the effectiveness of the CIKR protection program. (NIPP, 2009) An important strategy that is often overlooked or forgotten, regarding the loss or disruption to a critical asset, is the development of strategies for mitigating the effects of such loss or disruption and the development of a continuity of operations plan. Ensure the development of continuity of operations for assets is included in your processes. Upon completion of those processes you will be prepared through risk management assessment to face the potential threats and hazards associated with your critical assets and infrastructures. It’s important to do the little things as well, such as regularly changing your passwords, testing your systems, and even backing them up whenever possible. Remember this is a presidentially mandated risk management program seeking to assure the availability of networked assets 46
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References
A bo u t the A u tho r James W. Crissinger, PhD, CHS-III, CPP is the program manager for the United States Air Force, Air Education and Training Command’s Critical Infrastructure, Critical Asset Risk Management and Operations Security Programs. He has over 35 years of law enforcement and security experience. He retired from the Air Force and worked three years as a federal law enforcement officer prior to starting his employment with the Department of Defense and the U.S. Air Force. www.abchs.com
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Infrastructure Protection
By Shawn J. Vandiver, MS, Chs-V, CPP, CEM
Information Collection
The cornerstone of an effective critical infrastructure protection program
A
t our last board meeting here at Corporation X, we decided that it would be a good idea to share our sensitive critical infrastructure information with the Department of Homeland Security. We have a warm fuzzy feeling that the information will be safe-guarded using the Protected Critical Infrastructure Information (PCII) program. After all, you’ve got to know when to hold ‘em, and know when to fold ‘em. In this case, we fold because we are confident that DHS will hold. Though, we wonder, how will our information be used? Of course it will be used when natural or man-made disasters occur, but where will this information be stored until needed? Who will we work with to get it into this storage area? What tools are available to us and our local government partners? Who manages all of this information?
... you’ve got to know when to hold ‘em, and know when to fold ‘em... Wouldn’t it be great if there were some sort of inventory of the Nation’s critical infrastructure data? Some sort of index of all (or most) of the assets that allow us to live our daily lives in a convenient and (potentially) efficient manner? Wouldn’t it also be fantastic if local and state homeland security personnel had a tool to help them collect and securely submit information for inclusion in this index? Luckily, those that drafted Homeland Security Presidential Directive–7 (HSPD-7) considered that possibility. HSPD-7 mandated a central federal data repository for analysis and integration to provide DHS (and associated state homeland security and emergency management agencies, generally through a fusion center) with the capability to identify, collect, catalog, and maintain a national inventory of information on assets, systems, and networks critical to the Nation’s well-being, economy, and security. Additionally, the 48
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inventory is an invaluable asset to inform decision-making and specific response and recovery during natural and man-made disasters. The NIPP says that the federated Infrastructure Data Warehouse (IDW) filled this requirement. The IDW is (was) a continually evolving and comprehensive catalog of the assets, systems, and networks that make up the Nation’s critical infrastructure. It enables access to descriptive information regarding the CI. Of note, it is not a list of assets prioritized by criticality, but does have the capability to help inform risk-mitigation strategies across all CI sectors and government jurisdictions. DHS is a continually evolving organization (after all, they were just created about a decade ago, and getting it right takes some trial and error); DHS has gone away from the IDW and towards the Infrastructure Information Collection Division (IICD). PCII and all associated infrastructure information fall under the cognizance of the IICD. IICD manages several programs related to infrastructure information, including PCII (previously discussed). National Critical Infrastructure Prioritization Program Data Call Process In order to accurately collect, classify, and process critical infrastructure for the entire nation and our territories (hello, Puerto Rico), IICD works with the Homeland Infrastructure Threat Risk Analysis Center (HITRAC) to manage the National Critical Infrastructure Prioritization Program (NCIPP) Data Call process. The NCIPP Data Call is the primary means for DHS to collect, identify, and prioritize critical infrastructure from states, the eighteen critical infrastructure sectors, and other partners throughout the nation and its territories. The NCIPP Data Call uses an enhanced Infrastructure Data Collection Application, which provides the ability to input data throughout the year. What does that all mean? It means that DHS works with CI www.abchs.com
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In this case, we fold because we are confident that [the Department of Homeland Security] will hold. stakeholders across the homeland security spectrum to effectively and efficiently collect, catalog, and categorize the information that we (Corporation X) and our contemporaries supply. They do this while protecting that information from our competitors and anyone wishing to disrupt or cause harm to our organizations and/or the critical infrastructure which we own and operate.
So, although ACAMS is not available for Corporation X to use, the local or state government will use it to input information about our facilities and the critical infrastructure that we own. We will assign a liaison to work with them and ensure that they know which information we would like to submit under the PCII program.
Automated Critical Asset Management System DHS (more specifically IICD) provides the Automated Critical Asset Management System (ACAMS) for free to state, local, tribal, and territorial governments to help homeland security and emergency response personnel collect and manage information about critical infrastructure in their communities. ACAMS provides a comprehensive set of web-based tools and resources to support infrastructure protection programs by streamlining collection efforts. It allows law enforcement, public safety, and emergency response personnel to complete the following: • Collect and use critical infrastructure asset data, • Assess critical infrastructure asset vulnerabilities, • Develop all-hazards incident response and recovery plans, and • Build public-private partnerships.
Sensitive security information, certified® is a certification currently in development with the American Board for Certification in Homeland Security, and is geared toward professionals in the field of cybersecurity. For more information visit www.abchs.com or call 877.219.2519.
Infrastructure Data Taxonomy IICD is responsible for establishing standards, requirements, and procedures to ensure the consistency and relevance of data collected. One of the products of this effort is the Infrastructure Data Taxonomy (IDT). The Taxonomy is basically a common terminology for communication related to critical infrastructure. It is a structured system designed to ensure understanding across the critical ACAMS provides state, local, tribal, and territorial governments a infrastructure protection enterprise. It also facilitates more efficient practical way to implement the National Infrastructure Protection data integration and transfer of information between systems; thus, Plan (NIPP), including the NIPP Risk Management Framework. it is the foundation for multiple DHS tools and systems that focus Here are some key features of the latest version of ACAMS: on the identification, collection, sharing, and cataloguing of the • Programmable, role-based access nation’s critical infrastructure. • Comprehensive critical infrastructure asset assessment, The IDT was first developed in 2005 and is the result of onprioritization, and datamanagement tools going collaboration with the Sector-Specific Agencies; the State, • Integrated facility security and emergency response Local, Tribal, and Territorial Government Coordinating Council; planning tools and private sector partners through the Infrastructure Data Tax• Automatically generated standard and customized reports onomy Working Group. Version four is the most recent iteration • Built-in Asset Manager Questionnaires and serves both as a system of categorization and a data standard. • Built-in Buffer Zone development and autoWith its structured terminology, the IDT allows users to dessubmission tools ignate an asset as belonging to a particular group, and then apply • Department-approved critical infrastructure asset additional associated taxonomy levels to detail the specifics of the taxonomy classification tool asset and describe its functions. • Integrated robust mapping and geospatial functionality In the example below, the government and private sector may • Approved for Protected Critical Infrastructure refer to a specific nuclear plant as a plant, a site, or a facility. The Information (PCII) submission and storage example below shows how a specific nuclear facility would be clas• Easy to access snapshot of critical asset information for sified using the taxonomy: emergency responders Sector: The nuclear plant is identified as being part of the Nuclear reactors, Materials, and Waste sector. ACAMS is a secure, online database management and analysis Sub-Sector: Within the Nuclear Reactors, Materials, and platform that allows for the collection and management of critical Waste sector, the nuclear plant is designated as part of the Nuclear infrastructure asset data; the prioritization, analysis, and visualiza- Facility sub-sector. tion of this data; the production of tailored infrastructure reports; Segment: The nuclear plant is identified as part of the Nuclear one-click access to critical asset data to inform emergency re- Power Plant segment to recognize the plant’s purpose. sponse; and the development of a variety of pre- and post-incident Sub-Segment: Finally, the nuclear plant can be categorized as response plans useful to strategic and operational planners and being part of the Boiling Water Reactor sub-segment to recognize tactical commanders. how the plant produces energy. 877.219.2519
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As with most critical infrastructure protection programs, use of the IDT is not mandatory, but many homeland security stakeholders have adopted its use to facilitate information sharing and interoperability. What does the IDT do for us at Corporation X? It allows the person or people responsible for submitting this information to DHS to speak in a language that other homeland security partners can readily understand. At Corporation X we generally call our buildings “locations” (internally), but our CIP folks would use the terms located in the IDT when communicating to DHS. Wrapping it up With all of these tools and programs provided by the IICD, homeland security partners are well equipped to build an effective and efficient critical infrastructure protection program. At Corporation X, we know that we are helping to ensure continuity of our business (and therefore our revenue) and the critical services we provide to the community. We are developing relationships with local and state leaders and sharing best-practices (but certainly not revenue generating ideas) with our peers in the business. As always, the information contained in this column is available in the NIPP or on the official, and recently remodeled, DHS website. If you’d like to hear more about a particular critical infrastructure protection program, please email me at shawn. vandiver@gmail.com and I will address your questions in the following quarter’s column. Next quarter, we will discuss how different aspects of homeland security interrelate to critical infrastructure protection.
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a b o u t t h e a u t h or Shawn J. VanDiver, MS, CHS-V, CPP, CEM, holds the rank of Petty Officer First Class in the United States Navy, operating in support of the Global War on Terror and the War on Drugs and providing sailors in his unit with force protection and anti-terrorism training. He previously served as the Assistant Emergency Management Coordinator for Center for Surface Combat Systems Detachment West, located in San Diego, as well as the lead CPR Instructor, Assistant Safety Officer, and HAZMAT Coordinator for his division. VanDiver spent several months working for the County of San Diego Office of Emergency Services, providing critical disaster preparedness information to and developing relationships with military families in the San Diego area. He also managed the Naval Support Activity South Potomac EOC during hurricane Irene and major flooding response activations. VanDiver attended National University and earned a Master of Science degree in Homeland Security and Safety Engineering and a Bachelor of Science degree in Domestic Security Management (with a minor in criminal justice) in 2011 and 2010, respectively. Currently, he is serving aboard USS CHANCELLORSVILLE (CG-62) as well as holding adjunct faculty positions at two universities. VanDiver is a charter member of the American Board for Certification in Infrastructure Protection and holds several homeland security and anti-terrorism certifications. He has a 4 year old son, Ryan, who would like to be a pirate or a rock star when he grows up.
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D A T A A N D M E S S A G E R A T E S M A Y A P P LY.
By Ed Peaco For Inside Homeland Security
Security teams expand rosters for
Super Bowls
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“ We’re all after the same thing, to ensure the welfare of the general public, and that it’s a successful event for all involved.” Photo provided by Mercedez-Benz Superdome
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The Biggest game of America’s Biggest Sport Rolls out on the biggest stage With the Highest stakes for teams, spectators, and fans. It’s also a pretty big deal for professionals in homeland security and other fields who are charged with securing the build-up, the surrounding festivities, and the big game. Three officers from different security realms shared their insights into preparing and executing plans to keep the Super Bowl safe and lawful. Although their responsibilities are different, all of them pointed to long periods of lead time and thick networks of partners as keys to success. All three officers explained how their roles extend widely in space and time beyond the game and the stadium.
Ray parmer
ice
Ray Parmer, U.S. Immigration and Customs Enforcement (ICE) Special Agent in Charge for Homeland Security Investigations (HSI) for the New Orleans Region, began serving in September 2011 as the Federal Coordinator for Super Bowl XLVII in New Orleans.
danny barkley
Fbi
Danny Barkley, Federal Bureau of Investigation (FBI) Special Agent in Charge in Indianapolis, worked with local, state, and federal law enforcement officials on Super Bowl XLVI in the Indiana capital. He was the FBI-Indianapolis Division lead for all Super Bowl XLVI planning and security.
Randy Spear
USAF
United States Air Force (USAF) Col., Randy Spear, began working in late 2012 on establishing a temporary flight restriction (TFR) over New Orleans for Super Bowl XLVII.
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Provisions for securing important events In the scope of high-profile events, the Super Bowl is big, but not as big as National Special Security Events, such as conventions of major political parties, presidential inaugurations, or summits of world leaders. For those events, the United States Secret Service takes the lead for planning, coordinating, and implementing security. President Bill Clinton in Presidential Decision Directive 62 (PDD-62) established this authority in 1998. Large-scale events such as the Super Bowl reside one step down in the hierarchy of security significance. In events of this magnitude, local municipalities take the lead for security, Special Agent in Charge Parmer said. However, Homeland Security Presidential Directive 5 (HSPD-5) also comes into play. The directive establishes the National Incident Management System (NIMS) and designates the Secretary of Homeland Security as the lead for coordinating federal operations “to prepare for, respond to, and recover from terrorist attacks, major disasters, and other emergencies.” For these types of events, DHS Secretary Janet Napolitano typically designates a federal coordinator to ensure that local officials have the resources they need, Parmer said. HSPD-5 specifies the United States Attorney General for lead responsibility, generally acting through the FBI, for criminal investigations of terrorist threats or acts. “The interagency recognizes that this is a complementary function, not a competing function,” Parmer said. “We’re all after the same thing, to ensure the welfare of the general public, and that it’s a successful event for all involved.”
Photo provided by Mercedez-Benz Superdome
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S
pecial Agent Barkley spent 2½ years preparing for Super Bowl XLVI. He worked within a planning structure similar to the one that HSI Special Agent Parmer used as federal coordinator. For Super Bowl XLVI, FBI-Indianapolis formed a five-member executive board consisting of the FBI-Indianapolis Division Special Agent in Charge, Superintendent for the Indiana State Police, City of Indianapolis Public Safety Director, Chief of the Indianapolis Department of Homeland Security, and U.S. Secret Service-Indianapolis Special Agent in Charge. The board was the controlling entity for the 18 subcommittees, Special Agent Barkley said. In his ongoing role at the FBI, Special Agent Barkley has responsibilities over National Security and Intelligence, Special Events Management, and the Joint Terrorism Task Force. For Super Bowl XLVI, he also was responsible for the Joint Operations Center and the Intelligence Operations Center. The FBI established these interagency command posts to manage terrorist threats or incidents and to conduct investigative and intelligence activities. Super Bowl security was a joint effort involving 45 agencies, 700 federal officers, and 1,700 state and local officers, Special Agent Barkley said. “It was the largest event I’ve ever been involved in,” he said. “Probably the biggest challenge is just the basic understanding of the enormity of the event. Many people think that it is the 3½- to 4-hour event of the actual game, but the events surrounding that occurred for 10 days prior to it. We had to provide for security for that entire time.” Training was essential to the process from the very beginning, he said.
“You’re training for every type of event or every potential possibility that there may be,” he said. “You’re trying to incorporate that into some of your planning process. There will always be things that come up that you have to make adjustments for. Even then, you’re still making adjustments within some of that training expertise.” The NFL Experience in Indianapolis was organized along a four to five block closed section of Georgia Street near Lucas Oil Stadium. This consolidated area offered advantages to security planning, Special Agent Barkley said. Planners were able to set a goal of responding to calls within three minutes. In contrast, the activities for Super Bowl XLV spread over a 50-mile radius in the Dallas-Fort Worth area. For that area, a three-minute response would not have been possible. In Indianapolis, planners expected large crowds during Super Bowl week, but they did not expect the surprisingly balmy midwinter weather, which drew more fans than anticipated, he said. “I think the numbers of people crowded into that Georgia Street area probably surprised us a little bit, but we were able to quickly maneuver resources and get people prepositioned,” he said. In addition to the 75,000 fans in the stadium, roughly 1.1 million people visited Georgia Street over 10 days, Special Agent Barkley said. Over that time, officers had to deal with numerous incidents of suspicious packages, most inadvertently left behind by visitors. Officers met the three-minute response goal, scanned and analyzed packages on the scene, and quickly informed the Joint Operations Center of the outcome. None of the packages turned out to be harmful to the public.
Inside the Mercedez-Benz Superdome in New Orleans during a Saints game.
Outside of the Lucas Oil Stadium in Indianopolis during SuperBowl XLVI.
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FBI
Anticipating Any Possible Scenario
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Continuity
Early in their Super Bowl security planning, Special Agent Parmer and Special Agent Barkley took part in a program where officials in the early stages of planning visit the site of the upcoming Super Bowl to experience the process at a more mature stage of development. Special Agent Barkley visited Dallas and Miami operations, and Special Agent Parmer visited Indianapolis. “It was very enlightening. I got to observe the dynamics between the federal coordination team and the local officials and learned some of the slippery slopes to avoid,” Special Agent Parmer said. “It’s essential to be forthright in your communications, and try to be as transparent as possible with all the parties involved.”
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Photos provided by the U.S. Immigration and Customs Enforcement (ICE)
A
mong the local needs that this process identified was tactical or SWAT support. ICE HSI and the FBI contributed tactical teams to supplement the city’s team, and each team took responsibility for a different part of the city to achieve complete coverage, Special Agent in Charge Parmer said. From an ICE HSI perspective, Special Agent in Charge Parmer also focused on human trafficking, especially with regard to prostitution, and on intellectual property rights violations including selling counterfeit merchandise and tickets. Mardi Gras posed a challenge for security planning, as the carnival season would overlap with the game. Planners ordered parades to be shut down in New Orleans but not in neighboring Jefferson Parish. As a result, the Jefferson Parish Sheriff ’s Office and Louisiana State Police are challenged with being available to incidents in support of the New Orleans Police Department during the Super Bowl period, Special Agent in Charge Parmer said. In another area of security, the city received equipment and expertise for scanning and screening people and materials. The U.S. Customs and Border Protection’s (CBP) Office of Field Operations was prepared to screen all the deliveries to the Superdome during Super Bowl week. Personnel from ICE HSI’s Enforcement and Removal Operations (ERO) provided security and screened drivers at the x-ray site. “That screening process, whether it be individuals or cargo or whatever, is a big part of what we’re doing to assist the city,” Special Agent in Charge Parmer said. He described the screening and credentialing of workers: “Everyone working the game, whether it’s a vendor or an employee of the Superdome, or law-enforcement personnel—all the names are vetted. Everyone has background checks run on them—a thorough screening process. Depending on what their role is for the day of the game,
ICE
or events leading up to the game, they’re provided with credentials that will get them that level of access. If they don’t need to be in the Superdome, if they’re working right outside, in the vending area, or maintenance work, they will have a credential they will wear in full view at all times reflecting their level of access to the venue. There are a series of rings from inside out, with inside the Superdome obviously being the most restricted.”
For game day, U.S. Customs and Border Protection (CBP) Office of Air and Marine (OAM) was prepared to provide enforcement of the aerial temporary flight restriction zone and an aerial video feed to the city’s emergency operations center to show any disturbance on the ground and allow officials to respond promptly. Beyond the Superdome during Super Bowl Week, the NFL Fan Experience became a factor in security. Planners located the interactive theme park for football enthusiasts at the New Orleans Convention Center, near the Mississippi River and about three-fourths of a mile from the stadium. The New Orleans Harbor Police, U.S. Coast Guard, ICE HSI, and CBP—all partners in the DHS maritime Border Enforcement Security Task Force (BEST)—stood ready to patrol the area. Looking back over the months of planning, Special Agent in Charge Parmer said training provided by the DHS Special Events Working Group that he helped arrange for local and state officials throughout the process ranked high among the gratifying outcomes. “In my role as the federal coordinator, one of the most satisfying aspects has been providing a beneficial service to the city—the city in which I live and work,” Special Agent in Charge Parmer said. “We’ve got a lot of positive feedback all through this process.”
HSI Police Special Agent prepares for Super Bowl.
ICE HSI agents screen cargo to ensure safety.
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USAF A
temporary flight restriction (TFR) for an event like the Super Bowl is designed to account for authorized aircraft in an air space and readily identify any aircraft that are not following procedures. Like the terrestrial Super Bowl security efforts, TFRs can require months of planning, but they are typically focused on game day. In an event within the United States, the military works in support of an agency that has authority over the event, USAF Col. Randy Spear said. To establish a TFR, the Air Force works with the Federal Aviation Administration (FAA) and the primary federal coordinators of the security effort. Early meetings bring to light the aircraft in the area flown by law-enforcement and medical agencies, as well as commercial and general aviation interests. “We have to start coordinating early to find out who’s supposed to be there and who’s not,” Col. Spear said. “Nobody’s trying to shut all that down, but we also need to be able to put some restrictions in place that help us determine when somebody’s up to no good in a TFR.” Colonel Spear, who retired on Nov. 20, served as commander of the 601st Air and Space Operations Center based at Tyndall Air Force Base, Fla. The new commander is Col. Thomas Cucchi. The center is responsible for addressing any aviation threat to the citizens of the United States and to U.S. critical infrastructure. Col. Spear described a typical scenario for a TFR, with outer and inner rings of restriction. For example, within a 30 nautical mile circle, aircraft would be required to transmit a specific transponder code and contact air-traffic controllers. These requirements are standard for major cities and therefore easy to implement for Super Bowls. “In the outer ring, if you have somebody show up who’s not talking with air-traffic control or not squawking and following their procedures, that makes them stick out really quick,” Col. Spear said. An area within a 10 nautical mile ring would be more restricted. In this closer circle, only commercial or private aircraft that
Squawking and Talking
have been through Transportation Security Administration security screening would be allowed. If an aircraft fails to respond to transmitted warnings, a fixed-wing aircraft or a helicopter from the USAF or one of its partners, such as CBP or U.S. Coast Guard, would be designated to run an intercept. The interceptor would pull from a menu of attention-getting techniques to communicate with the wayward aircraft. “We’ve got signboards in helicopters that say ‘Contact air-traffic control’ and give the frequency,” Col. Spear said. Pilots also would use standardized worldwide signals that indicate “follow me” or “turn.” A pilot may rock the wings, fly across the nose of the aircraft, or drop flares in front of the offending craft. “We’ll also look in the cockpit and try to characterize who or what is going on inside the cockpit, and to help us characterize that threat as well,” he said. If an offending pilot refused to respond, pilots and other administrators of the TFR could consult two important resources for making assessments about air traffic. First, a domestic event network functions as an unclassified conference call available at all times for discussions among the FAA, security partners, airlines, and others, for matters that range from a drunken passenger disrupting a flight to more serious developments. Also, a classified network provides resources for quickly gathering information on a problem aircraft and to characterize the threat. “If a person doesn’t budge, that’s where decision making gets tough—trying to figure out why he’s there, characterize the threat,” Col. Spear said. “He may be just somebody who doesn’t understand the signals. Or it could be a full-out terrorist attack. We have a very tight interagency partnership with lots of people who would be gathering information to see if there’s any kind of intel that would help us decide whether this is a bad guy or not.” “And as an absolute last measure, we would be prepared to shoot them down if we were under attack.”
Photos provided by the United States Air Force
Fighter aircraft such as these conducted air patrols around Raymond James Stadium in Tampa in support of Super Bowl XLIII.
A helicopter patrols outside of the Lucas Oil Stadium in Indianapolis during Super Bowl XLVI.
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Homeland Security Committee
By Conrgressman Billy Long (Mo-7)
Intelligence Leaks Endanger U.S. Service Members and Civilians
O
ver the last two years, we have witnessed an alarming number of leaks detailing sensitive intelligence operations. The press reported extensively on operational details concerning the raid that killed Osama bin Laden. Disclosure of this sensitive information put our intelligence assets in danger and added unnecessary risks for soldiers participating in later missions. Details concerning drone strikes also leaked, jeopardizing our operations against al-Qaeda and its affiliates. During the same period, sensitive information concerning intelligence penetrations of al-Qaeda in the Arabian Peninsula and cyber operations against Iran’s nuclear program found its way to the public. Regardless of whether these leaks are due to a lack of oversight or deliberate leaks for political benefit, they are a risk to our nation’s security. As a member of the House Committee on Homeland Security, these leaks are an area of particular concern for me. During my time in Congress I have heard classified testimony from a number of witnesses concerning potential risks to our nation. The thought that this kind of knowledge could fall into the wrong hands and inspire terrorists to attack our country at our weakest point is disconcerting. Our efforts to destroy al-Qaeda and its affiliates and to curtail Iran’s nuclear program are critical in ensuring the safety and security of the United States and our allies. Gathering intelligence is a vital component in these efforts, and compromising these operations limits our ability to gather accurate, actionable intelligence. Leaks of this nature have no place in the current security environment. Information is classified for a reason and disclosure of that information is irresponsible and reckless. The effort to protect 62
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national security is constantly adapting to new threats and undergoing rigorous internal review to make sure that information is not being passed to the wrong individuals. We need more effective measures to provide the necessary oversight to prevent such disclosures in the future. Intelligence agencies have implemented many safeguards, including background checks, polygraphs, and monitoring of access to classified information. While mistakes are inevitable in any activity, I believe Congress should be fully engaged with our security agencies to ensure they have all the tools they need to keep our nation’s secrets safe. This includes meaningful oversight to prevent leaks from occurring, the extension of internal safeguards for White House staff, and more investigations by independent prosecutors to deter leaks of this magnitude from occurring in the future.
A bo u t the A u tho r Congressman Billy Long was a real estate broker and owner of Billy Long Auctions, LLC in Springfield, Missouri for more than 30 years, along with being a radio talk show host from 1999–2006 on KWTO AM560. His experience running a small business and his time taking calls on the radio from concerned citizens gives him a unique understanding of the challenges facing families and small businesses in the Ozarks. His top priority in Washington is to stop the irresponsible spending and overreaching of modern day Washington. www.abchs.com
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The 2012 Executive Summit brought together hundreds of experts from the fields of homeland security, psychotherapy, integrative medicine, and forensics from all over the world. Held at the Rio hotel in beautiful Las Vegas from October 17 to 19, ES21 proved be an exciting event, with friends made and lessons learned, proving that not everything that happens in Vegas does indeed stay there. Highlights of the event included body language expert Jan Hargrave, who presented at our opening general session, as well as keynote speakers John Didden, William Flynn, and John Giduck. Association members attended sessions on a wide variety of topics including domestic and transnational threats, cyber security, threat assessment, and the many faces of chaplaincy, just to name a few. In addition to the many amazing speakers and presenters, Thursday night included the annual banquet with speaker Kim Lear from the company BridgeWorks, LLC. Kim presented on the differences between generations and how they can learn to understand each other and, in return, be able to work better together.
Thank you to all of you who attended the 2012 Executive Summit. We greatly enjoyed seeing old friends and making new ones, and we are sure you did too! ABCHS looks forward to seeing you next time!
General Recap
e Summit 201 v i t u c e 2 Ex
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An Impression The Executive Summit 2012 was announced and I decided to attend, albeit with some mixed feelings. I was of the opinion that presentations by a single person would be more attractive to the participants than panel presentations, as this conference would be. Well, I was wrong! The responses of a great number of attendees were very clear: The topics and methods of panel presentations were highly appreciated and the method should be repeated sometime in the future! The Summit is, in my opinion, a golden opportunity for networking— meeting old friends again and making new ones. This is vital for creating a better and safer Homeland Security environment. Individuals cannot do this. Together we can and should combine our knowledge and expertise, be it in the area of security or safety, to have a positive influence and create a safe United States of America. I find the opportunities for networking one of the most important items of the summit. Now, how can the aforementioned be achieved? First of all we would need a highly professional foundation to prepare and arrange such an event. To this end, our organization must have a “golden” staff of hardworking, dedicated, and strongly motivated people. Well, we do! Again and again, Marianne Schmid, Pam Arnold and all of the other staff members have demonstrated such attitude. Nothing was too much to ask of them; the planned programs went well and were on time; and the technical staff, administrative staff, and editorial staff implemented their knowledge and experiences on a high and very polite level—simply being there for us, the participants. I am happy and proud to be a member of this great organization and know that many, many other members are as well. So please allow me to say: “Congratulations and thank you very much” to the Board of Directors, the Executive Advisory Board, the Chief Executive Officer Marianne Schmid, the Registrar Pam Arnold, and all other administrative staff, editorial staff, IT, and the Technical staff for an excellently organized Executive Summit 2012!
— John W.A. Didden
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ABCHS panel discussio n on Safety & Security: Per ception vs. Reality
The networking is unbelievable…One of the benefits of attending is the opportunity to meet other people working in the areas of security and safety for the protection not only of this country, but for the rest of the world as well. – John Didden
John W.A. Didden presents at the ABCHS Pre-Conference Session: It’s Not Too Late...Yet
ecting Our ABCHS panel discussion on Prot
tional Threats Homeland: Domestic and Transna
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One of the most difficult aspects is getting to all the presentations that you really want to get to given the quality of speakers and experts and presenters that we have here. – John Giduck
John Giduck
erus Gilbert Marilyn Kup
Members part icipate
while body lang uage expert, Ja n
Hargrave, pres ents
Walter Kimble
Panelists James Blair, Marilyn K. Gilbert,
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Raymond Hamden, and Linda Doy le.
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and John Panelists Wayne Morris, Val Bilotti,
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Keynote Speakers ♠ John W.A. Didden One of the highlights of the conference was the pre-conference presentation by Mr. John Didden entitled, “It’s Not Too Late…Yet.” In it, Mr. Didden discussed the latest terrorist developments and their links to the United States. He also discussed the apathy among Americans, despite the underestimated threat of the Iranian regime. The presentation provided advice in how the U.S. can/should improve its fight against terrorism.
♦ William Flynn Deputy Assistant Secretary of the Department of Homeland Security (DHS) Office of Infrastructure Protection William F. Flynn presented “An All-Hazards Approach to Critical Infrastructure” to the American Board for Certification in Homeland Security (ABCHS) Executive Summit on Friday, October 19, 2012. The presentation discussed the complex threat environment to critical infrastructure, including terrorism and allhazards. Mr. Flynn described the Office of Infrastructure’s approach to critical infrastructure security and resilience, citing program examples such as the “If You See Something, Say Something™” campaign, MultiJurisdiction Improvised Explosive Device Security Planning and workshops, Bomb Prevention, Active Shooter outreach and training, and the Regional Resilience Assessment Program. Mr. Flynn concluded with opportunities for receiving and sharing information with the DHS Office of Infrastructure Protection.
♣ John Giduck John Giduck presented on the same stage as Mr. Flynn. Giduck discussed a wide variety of topics, including the four types of strategic level terror attacks, the distinction between terror attacks and criminal acts of identical behavior, the six phases of the terrorist mass-hostage siege as it has developed throughout the Modern Era of Terrorism, a recent history of terror attacks, and a predictive model of the next strategic level terror attack. It proved to be an excellent presentation enjoyed by many.
♥ Jan Hargrave Jan Hargrave, renowned author and expert on reading body language, was our opening keynote speaker at ES-21. Ms. Hargrave taught her audience about the ways in which our bodies communicate to the world around us. By taking the information she presented, audience members learned how to “read” their clients, family, prospects, and associates. She revealed how to find the “hidden messages” used in everyday life and showed how to uncover the truth in any conversation or situation. Working with thousands in the field of personal growth and self-expression through seminars and workshops for the past 15 years, Ms. Hargrave’s articulate and expressive delivery kept her audience captivated. Ms. Hargrave inspires and trains leaders in many of today’s leading corporations, such as Boeing, Lockheed Martin, Merrill Lynch, Starbucks, Rockwell, ESPN, Mars Chocolate, Oracle, Apple, ExxonMobil, Chase Manhattan Bank, NASA, El Paso Energy, Bank of America, and at the USA MWR Training and Development Center in Heidelberg, Germany. She was a distinguished addition to our ES-21 lineup.
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Organization Matters
By Bill Powers, CHS-IV
Sustainability:
Chimerical
?
or Reality
‘What’s in a name? …that which we call a rose By any other name would smell as sweet…’ – Shakespeare’s Romeo and Juliet, 1600 Sustainability and Evolution If what matters is what something is and not what it is called, then can what we call the survival strategy of sustainability, evolution, by another name? Conversely, if what we call sustainability is not really sustainable, then what is it? Organizations have to be adept to changing financial, policy, and protocol pressures, and also to the calamity of constant transformation to sustain over what may be very long periods of time. At its core, this was the revolutionary concept posed by Charles Darwin, whose ideas attempted to bring theoretical meaning to the concept of biological sustainability. If what Darwin had suggested was true, it could mean that biological sustainability through evolutionary change might be the most effective, true, and therefore valid criteria for judging biological success and failure. In this theorem sustainability might truly be called sustainable. I digress. Sustainability of homeland security resources, be it physical or human, cannot be viewed as a single budget cycle process and expect to survive. No, what really counts is how long homeland security capability can continue to survive in a budget neutral and budget-declining environment. This thought 68
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must encourage us to wonder instead how capability can become transformed over time into another and then another and then another budget cycle, ad infinitum. Homeland security capability must be viewed like other biological systems that are inter-related and inter-connected in a complex web of interdependencies so that actions and interactions among them and their environment feel and respond to the evolutionary (financial) climate we speak— what I infer to as the ecology of sustainability.
ensure viability. Without continuous training, for example, CPR skills might taper. Is it the rhythmic beat of five compression strokes to one resting count, fifteen to one or fifteen to two that are optimal? Without continued training and annual certification, I have forgotten. Or consider that without a regular honing of the blade and coating with linseed oil that the axe may very well fail at the point when it is essential to breach a wall to reach a trapped victim. Moreover, as described in my first Inside Homeland Security® article, ‘without Sustainability of investment in human capital sustainability, Human Organizations we stand the risk of talent flight [sic]— a Although the term sustainability applies costly venture for any organization.’ to the biological world and the biological Political commentator Andrea Tantaros world contains us, the concept of the sur- recently stated that, “Economic security vival strategy of sustainability as applied is the precipice to national security.” This to human organizations requires, among statement resonated with me. Almost imother actions, that we fulfill the tactics of mediately, I found myself rewinding the continuing stewardship and sensible re- digital video recording to listen to this source management. It would appear to be statement and argument over and over, and a prerequisite for all we do in homeland I was struck by the deeper essence of Tantasecurity— whether it is training, resource ros’s words as I transformed the antecedent allocation, or human capital management. of her claims, in my mind, to mean that All would agree that these capabilities and economic sustainability is the foundation of resources have a shelf life and all require homeland security. Allow me to illustrate updating, nurturing, pruning, and gradual and share my perspective on homeland setransformation when conditions change to curity and leadership sustainability.
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Sustaining Homeland and Leadership Security
may not ever be a bipartisan resolution of our financial woes—only more impending crises about those critical programs that enPartisanship aside, at present, the security sure homeland security: federal, state, local, of our communities and our country may municipal, territorial, and tribal. be in perilous jeopardy. With a rising deficit As we commemorated the eleventh anand soaring unemployment, cutbacks are niversary of the tragic events of 9/11, I inevitable. As of this writing, our elected was reminded and extolled that the fedleaders are sorting through the complexities eral government has infused state and local of the Budget Control Act of 2011, an Act governments with more than $35 billion that without action will levy budget-busting sequestration. Sequestration would impose dollars in funding designed to prevent, across the board budget cuts that range protect, respond to, and recover from from some low estimates of 8% to high es- anomalous events. Thirty-five billion doltimates of 12% on federal departments and lars designed to create and embark upon agencies. For the first time in decades there the path of increasing our federal, state is fear of furloughs and layoffs within the and local response capability. Has this federal workforce and for the first time in saturation and infusion of federal funding several years, lawmakers, citizens, and action Homeland security capability must be viewed like groups understand that other biological systems that are inter-related and at its core, the real chalinter-connected in a complex web... lenge is sustainment of capability. Here you can insert or inject any government program. bought us more capability? Has this investFor sake of discussion, I ask you to consider ment bought us additional protection? Or, the ramifications and challenges of how to has the funding lulled us into a sense of sustain homeland security capability. The false security? Without question this fundcan has been kicked down the road as far ing has bolstered our homeland security as it can be to the point where we must capabilities. On the other hand, my fear is now be forced to face the fact that there how and who owns the responsibility for 877.219.2519
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sustaining these capabilities amid financial uncertainty and surety that $35 billion in federal funding will not likely be available in future federal budgets. This question is posed in the context by the near daily deluge of headlines about cities and municipalities who are forced to declare bankruptcy or must slash pay and benefits of its emergency workers. Recently, for example, Scranton, Pennsylvania Mayor Chris Doherty took the drastic measure of cutting city workers’ pay to minimum wage to avert financial collapse and to stabilize city financial obligations —all to ensure the safety and financial security of the community. Scranton, Pennsylvania, is not alone. According to data derived from governing.com, since 2010 over thirty-five city and municipalities throughout the nation have declared bankruptcy as they have
about preparedness in better days may, in fact, be chimerical as we lose the ability to sustain and protect those plans, programs, resources, training, and capabilities. What impacts will this have on your organizational structure, your human capital, your community responders, and your response networks? What impact will this financial duress have on your homeland security? These questions are not metaphorical. These questions must be at the forefront of our thinking as responders, managers, policy-makers, and legislators. If these questions are not being asked now, then when? Will it be sometime in the future when our bitter lessons from the present crisis have been learned (should the worst come to pass) and the clock has been reset? Will the luck continue beyond the capability driven funding? This “Organization Matter” demands that we, at the very least, inquire what can be done ...our economic security is the to ensure capability precipice to national security. sustainment and ensure that the modicum of homeland security struggled to manage budget deficits and capability at the state and local level repay off debts accrued over time. The logi- mains—versus parceled and diminished cal question that emerges from all of this is because of financial duress. what could happen to those city and municipality preparedness related programs Leading the Sustainable started and purchased with federal fund- Evolution of Our Organizations ing when (not if ) the federal wellspring If the survival strategy of sustainabildries up? Are there contingency plans or ity principles are applied to human rainy day sustainability funds in the finan- resource management, leadership might cial coffers? I think we all know that the be envisioned as a process of directing the evolution of the organizational organanswer to this hyperbolic question. My thoughts return once again to Tan- ism—guiding and restructuring it to adapt, taros’s insight, “our economic security is the adjust, and transform itself in the context precipice to national security.” Call me a of changing conditions. This is to say we pessimist, but for years I have been asking might understand human resource systems the same question of state and local leaders within organizations as ecological systems who have been charged with execution and in which many actions and relationships spending of federal preparedness funding are inter-connected and continue to interby asking them the same question: “how act and “inter-evolve” together as a unified will you (and can you) sustain prepared- living system. The theory and context of ecological ness capabilities?” The recurring answer is what keeps me awake at night as a tax- sustainability was first introduced to me payer and more importantly as a responder. in my PhD studies through dissection of With few exceptions, the answer has been ecological leadership, which is defined as no answer. With limited exceptions the “an emergent process where the continued capital resources do not exist at any level interactions of individuals within human (federal, state, or local). So what may very ecological systems become the basis and well have been our collective confidence genesis of leadership.” This dynamic goes 70
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beyond the simple view of leadership as a relationship between leaders and followers and a process of using power to influence and motivate. Adaptive interaction is a better descriptive characterization and operational definition of this kind of leadership and the resultant evolutionary outcome is organic, recognizing that the only thing of permanence in ecological systems is change. Leadership in such a system resides in all parts of the organization instead of just a few. Viewed through this lens, ecological sustainability perspective encourages all members of an organized unit rise to become leaders and to become more adaptive to emerging realities in the sense of being flexible, scalable, and inclusionary of all parts and surfaces of the organization as distinguished from the kind of leadership that is top-down. In exploring, mastering, and applying ecological leadership, we may expand our capabilities so that we may better sustain our abilities and capability. The challenge before us as leaders, innovators, and managers is to find ways to better preserve our capabilities, evolve our leadership, and become better stewards for our communities. Apropos to our present financial menace that threatens to unwind all of our efforts, rethinking a longer view of the strategy of evolution may challenge us to adopt a more realistic perspective on a deeper conception of homeland security capability and leadership. Perhaps we might reconsider whether we believe in the chimerical kind of sustainability that is so frequently debated about and even enacted as public policy (in the form of short term fixes also known as kicking the can down the road) or whether we would be better off recalibrating this conception in favor of a more permanent form of long-term evolutionary sustainability whose few shining examples last beyond a singular budget cycle and offer better guidance in keeping our homeland secure. Much like Congress, I do not have a simple solution. But I believe we must continue to pontificate on the looming crisis of homeland security sustainability. Luck will only take us so far. It is my hope and my prayer that we do not suffer the consequence of another 9/11, Hurriwww.abchs.com
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cane Katrina, or Oklahoma City bombing before we are once again reminded that the homeland security capabilities we exhibit today within our organizations were birthed from tragedy and disaster. The price paid from these events transcends just physical loss. It reminds us that many lost their lives. They were our fathers and mothers, our brothers and sisters, our sons and daughters, and our colleagues. Let us honor their sacrifice by addressing how to maintain the homeland security capabilities developed and deployed within our communities by finding proactive sustainability solutions. This will be our real contribution to preserving homeland security sustainability and ecological leadership, and not just a chimerical topic to be passed on to the next generation.
A bo u t the Au tho r Bill Powers, CHS-IV, is a Nationally Certified Fire Officer, author and lecturer in the emergency management community. He has worked in the fire service, for the United States Senate Committee on Homeland Security and Governmental Affairs, and currently in the field of Emergency Management Public Policy. Mr. Powers is pursuing his PhD in Human Capital Management, with emphasis to exploit the science behind organizational resiliency in emergency management agencies. Mr. Powers can be reached at bvpowers@cox.net
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1 CE credit CE Article:
By David G. Patterson, CHS窶的II, MEA, CPP, PSP
T h e I m p o r ta n c e o f
Policies &
Procedures i n I m p rov i n g Security Awareness
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CE Article: 1 CE credit
ABSTRACT
This article offers suggestions stemming from the author’s recent research indicating that CSO’s are most concerned with problems relating to their employees from such crimes as violence, fraud, theft, unethical conduct, and drugs and alcohol in the workplace. Often these problems are caused by failure to implement clear policies and procedures, generating behavior that undermines organizational authority, jeopardizes organizational efficiency, and often results in lawsuits due to premises liability, negligence, foreseeability, etc. Organizations need a robust security program with strong policies and procedures to channel employee behavior, create an honest employee culture, and provide legal structure.
To get credit and complete the article, please go to http://www.abchs.com/IHSSP0213 and look for course code IHSSP0213 to take the exam and complete the evaluation. If you have special needs that prevent you from taking the exam online, please contact the registrar at 800.423.9737. This article is approved by the following for one (1) continuing education credit: The American Board for Certification in Homeland Security, CHS® provides this continuing education opportunity for those individuals Certified in Homeland Security, who are required to obtain 30 Certification Maintenance Unit’s (CMU) per 3-year recertification cycle.
Key Words • • • • • • • • • • •
Security Governance Security Program Security Policy Security Standard Security Procedure Employment-at-Will Physical Protection System Security Awareness Framework Enforcement Employee Monitoring
TARGET AUDIENCE
Safety and security managers and others responsible for developing and implementing security programs
Theft occurs in
95% of
American companies.
PROGRAM LEVEL Intermediate
PREREQUISITES None
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Learning objectives • • • • • • • • • •
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Determine why employees represent a risk to your company. List some of the problems employees cause for a company. Define the factors that affect an employee’s behavior. Define policies, standards, and procedures. Define the benefits for a strong security program. Define the security heirarchy. Discuss the three recommended classifications of documentation. Describe what elements are important to the structure of documentation. Understand how to maintain the awareness of security. Describe ways of maintaining consistency to the security awareness program.
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Today’s technology-dependent world makes sabotage more damaging than ever. Developed by experts in the field, Anti-Sabotage Certified, ASC® recognizes in those who carry ASC certification, the skill sets essential to prevention and mitigation of sabotage. For more information visit www.abchs.com or call 877.219.2519.
Of the top eight threats to companies, more than half can be traced back to employees; however, many companies fail to recognize that employees are a major problem and fail to take a proactive approach to the problem. Most companies just live with the problem and react when an incident occurs. The reasons for this vary, but companies often feel that these are isolated incidents caused by a few problem employees or that there is no perceived benefit in pursuing the perpetrators. Most companies try to avoid hiring potential problem employees and detect and investigate employee losses on their own. As long as they catch (and fire) the thief and get some kind of restitution, such as recovering what the employee stole or having insurance cover the loss, companies feel they have done all they can. There is also a fear of negative publicity, although this aspect is changing. Employers are realizing the benefits of letting other employees know that these crimes will be detected and will not be tolerated. To illustrate the severity of the problem, here are a few examples:
Statement of the Problem Many studies have shown that employees are a company’s greatest asset while also the source of their greatest problems. One survey that pinpointed the concern was the survey report by ASIS. The top threats to companies are as follows: • • • • • • • •
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general increases in crime and theft, employee lay-offs and furloughs, increases in theft of physical property, increases in workforce violence, increases in theft of intellectual property, fraud-embezzlement or misuse of funds, increases in general employee dissatisfaction, and damage to company physical property (ASIS, 2009).
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• The median loss caused by the occupational fraud cases in the study was $140,000. More than onefifth of these cases caused losses of at least $1 million. • Theft occurs in 95% of American companies. • Coffin documented that up to three-quarters of all employees steal from their workplace at least once (Coffin, 2003). • 40% to 70% of applicants lie on their applications for employment. • Game playing on office computers actually costs businesses about $50 billion a year and middle managers are the biggest perpetrators. • Homicide is currently the fourth-leading cause of fatal occupational injuries in the United States. According to the Bureau of Labor Statistics Census of Fatal Occupational Injuries (CFOI), of the 4,547 fatal workplace injuries that occurred in the United States in 2010, 506 were workplace homicides. Homicide is the leading cause of death for women in the workplace (Davis, 2009). If you ignore problem employees or handle workplace problems ineffectively, you will soon have an employee turnover problem because your good employees will go elsewhere. Negligence can apply to the hiring, supervision, and retention of an individual employee if a violent act by that person is foreseeable.
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Factors Contributing to the Problem Douglas Watson (Watson, 2000) documented in his doctoral thesis that the four factors that most influence employee behaviors in the workplace are as follows: • • • •
the individual’s culture, the corporate culture, corporate policies and procedures, and other employee attitudes.
Looking at these factors, which ones can we influence to reduce the employee problems in our company? We can easily see that an individual’s culture plays an important part in forming his or her behavior in the organization, but this is not something we can control. However, the other three factors can very much be influenced by the company and are directly related to policies, standards and procedures, and training. The objective we hope to achieve with policies and procedures is to get our employees to believe that having an ethical corporate culture is good for the company and themselves. The company security function can best accomplish this objective by in several ways: • Developing a robust ethical corporate culture by getting a complete buy-in from top management. • Implementing sound corporate policies and procedures that support the corporate culture and provide the basis for a secure work environment. • Implementing an effective communications and training program to train employees on policies and procedures so they understand and abide by them. In this step we must retrain the employees to embrace the company culture despite their own individual cultural background. • Consistently enforcing our policies and procedures by rewarding those who abide by them and punishing those who do not. Without proper program documentation, training, exercises, and enforcement, employees can become confused and overreact; lawsuits may result from inconsistent application, security officers may not know how to respond, valuable time may be wasted, and problems often occur. A review of lawsuits showed several cases where firms were sued for millions of dollars for a variety of issues, including failure to provide proper training for monitoring security systems, failure to have enough security officers on duty, failure to have adequate security patrols during certain hours, failure to conduct pre-employment screening to weed out employees with violent backgrounds, improperly retaining employees who have violated standards of conduct, and other issues that could be traced to lack of or enforcement of policies and procedures. Regulatory authorities have taken action against companies who violate various acts, such as the Financial Services and Markets Act of 2000. One company was fined over $10 million for not taking reasonable care 877.219.2519
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4 Factors the individual’s culture the corporate culture corporate policies & procedures other employee attitudes to establish and maintain effective systems and controls for countering the risks of bribery and corruption associated with making payments to non-authorized, overseas third parties who assisted the company in winning business from overseas clients (Westinghouse Air Brake Technologies Corporation, 2008). The remainder of this report will be devoted to recommendations on how to develop meaningful policies and procedures, gain buy-in from your employees to create an ethical corporate culture, and deal with employee problems legally and effectively. Winter 2012/Spring 2013
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Definitions
Security Governance
Security governance is the set of responsibilities and practices exercised by executive management with the goal of providing strategic direction, ensuring that objectives are achieved, ascertaining that risks are managed appropriately, and verifying that the enterprise’s resources are used responsibly. Our research has shown that through their emerging capabilities in the area of security governance and risk management, many companies are taking proactive steps to ensure that their investments in security controls directly support their objectives for the business. A consistent, company-wide view of security risks that integrates both physical security and IT security is an essential element of this strategy. By combining superior security governance and risk management with an integrated approach to logical and physical security, companies gain an advantage for competing in the global economy with a distinct advantage through an optimized IT infrastructure and better protection for their digital, physical, and human assets.
Security Program
A security program is a system of individuals, processes, policies, standards, and procedures developed to protect its assets and ensure that the company adheres with all applicable federal and state laws, industry regulations, and private contracts governing the actions of the organization. A security program is not merely a piece of paper or a binder on a shelf; it is not a quick fix to the latest hot problem; it is not a collection of hollow words. An effective security program must be a living, ongoing process that is part of the fabric of the organization. A security program must be a commitment to an ethical way of conducting business and a system for helping employees to do the right thing. On a very basic level a security program is about education, definition, prevention, detection, collaboration, and enforcement.
Physical Protection Systems
A Physical Protection System (PPS) integrates people, procedures, and equipment for the protection of assets or facilities against theft, sabotage, or other malevolent human attacks. The functions of PPS are detection, delay, and response (Garcia, 2001).
Security Policy
A security policy is a general statement of management’s intent regarding how the organization manages and protects assets. A policy is a guiding principle or rule used to set direction and guide decisions to achieve rational outcomes 76
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in an organization. It is used as a guide to decision making within the framework of objectives, goals, and management philosophies as determined by senior management. Policies exist to make sure that decisions fall within certain boundaries, leading to a consistent and fair approach. Policies are compulsory and supported by standards and procedures. Security policies are office rules used to support management philosophies and set the tone for a security-minded culture. Security policies are also used to set a standard for projecting your company image or to communicate regulations that apply to all personnel. Policies are most effective when they are issued and supported by top management as a result of interpreting the company mission and vision statements and regulations. Policies are used to implement laws, industry standards, and common practices.
Security Standard
A policy is more effective when standards are also developed. Security standards address what must be accomplished in specific terms, containing the means by which to implement one or more security policies. Standards are compulsory and supported by procedures.
Security Procedure
A security procedure is a set sequence of mandatory activities that perform a specific security task or function. Procedures are normally designed as a series of steps to be followed as a consistent and repetitive approach to accomplish an end result. Once implemented, security procedures provide a set of established actions for conducting the security affairs of the organization, which will facilitate training, process auditing, and process improvement. Procedures implement the consistency needed to decrease variation in security processes, which increases control of security within the organization. Decreasing variation is also a good way to eliminate waste, improve quality, and increase performance within the security department.
The Difference between Policies and Procedures A policy is a guiding principle used to set direction in an organization. A procedure is a series of steps to be followed as a consistent and repetitive approach to accomplish an end result. Together, policies and procedures are used to empower a company with the direction and consistency necessary for successful implementation of security processes.
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Importance of Security Documentation Security policies, standards, and procedures are used to translate the company’s business philosophies into action by utilizing sound security principles. Well-designed security documentation for businesses is an invaluable communication tool for efficiently running operations within the security department and bridging the gap between interrelated departments in the company. Policies, standards, and procedures improve decision making by having an authoritative source for guidance and for answering questions. Well-developed and documented security policies and procedures ensure compliance with national and local laws, regulatory agencies affecting business, government contracting authorities, independent certification organizations, and company standards of conduct. Policies, standards, and procedures serve as a quality control mechanism for the security organization. This helps ensure optimum operations and consistent delivery of the finest security services. This program documentation provides the leadership, organizational structure, and processes that ensure the following for the company: • Strategic security direction is clear • Security risks are managed appropriately • Business objectives are balanced with security risks and are ultimately achieved • Organizational security resources are used responsibly and effectively • Security program effectiveness is measured
Benefits Derived from a Strong Security Program There are many benefits to a company when they implement an effective security program. The following benefits are some of the most important: • Implementing a strong security program demonstrates to other companies that your company has integrity. One of a company’s greatest assets is its reputation; it is very difficult to repair once it is damaged. An effective security program can help preserve and enhance a company’s reputation by preventing fraud and abuse. If policies are issued from executive levels, policies help convince employees and customers that the company is committed to security. Increasingly, as a result of business continuity planning, companies are requesting proof of sufficient levels of security from companies they partner with in doing business. • Security documentation reinforces employees’ support of the corporate culture. Many employees have an inherent sense of honesty and welcome a means to report improper conduct without reprisal. A call to an anonymous hotline addresses this need and may identify issues that raise both ethical and legal concerns. When employees see an affirmative response to reports of wrongdoing, companies strengthen the relationship of trust with their loyal employees and deter future illegal activity. 877.219.2519
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• Implementation of a comprehensive security program improves employees’ security awareness regarding fraud, unethical behavior, and misuse of company assets. An effective program provides ongoing training of employees, monitors their understanding of policies and procedures, and implements the measures to discipline those personnel who violate the company’s code of conduct or other security rules. • Product and service quality is enhanced by an effective security program. The company’s mission sets forth the vision of providing products and/or services of value. Security policies and procedures, continuous security awareness training of employees, thorough investigations, and timely responses to violations and deficiencies enhances the company’s ability to deliver products or services of the highest quality which in turn leads to higher profits. • An effective security program reduces a company’s exposure to civil damages and penalties as well as criminal and administrative sanctions. An effective security program implements procedures for promptly and efficiently responding to problems as they arise. Through early detection and reporting, a company can minimize the losses from false claims, penalties and sanctions imWinter 2012/Spring 2013
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posed by regulatory bodies, fines and repercussions for violating contracts, and losses and expenses due to lawsuits.
within departments and gaining cooperation between departments.
• An effective security program may mitigate sanctions imposed by the government when violations do occur. Even though companies have implemented security programs, some employees may engage in conduct that violates applicable statues and regulations. The Organizational Sentencing Guidelines of the U.S. Sentencing Commission provide for a reduction in criminal fines in cases where an organization has implemented an effective program to prevent and detect violations of the law. Government agents place substantial weight on the existence of an effective security program that predates an incident and resulting investigation.
• Policies and procedures improve consistency and reduce training time. Policies and procedures will be a functional guide for training new and existing employees and will help prevent difficulties in performing duties due to lack of understanding or inconsistent approaches from personnel changes.
• An effective corporate security program may protect corporate directors from personal liability. The fiduciary duties of corporate directors require that they keep themselves adequately informed concerning the operations and finances of the company. An effective security program designed to assure compliance with applicable legal requirements has been recognized as meeting this duty of care. Avoidance of penalties and fines should be a major incentive for organizations to implement a security program. If a government entity finds an organization guilty of fraud and abuse, the penalties can be severe and loss of business and damage to reputation will most assuredly result. • Security documentation improves communications. Security program documentation serves to translate the company’s business philosophies and desires into action. Well-designed policies and procedures are an invaluable communication tool for efficiently running operations
• Program documentation improves productivity. Policies and procedures speed up the decision making of managers by having a handy, authoritative source for answering questions. • Well-written policies and procedures support internal audits. Internal audits are useful tools for pinpointing problem areas and uncovering criminal conduct by employees. These audits should be conducted soon after the program is fully implemented to ensure that the processes put in place are serving their purposes and functioning correctly and so that changes can be made before the undesirable practices become habit and difficult to change. Furthermore, audits may uncover security documentation that needs to be modified or changed completely because it is not serving the intended purposes. • Documentation provides historical records. Security documentation prepared and updated as recommended will serve as a historical record of what practices were in place in a company during a specified time period. This may be very important in a litigation case where a company is being sued for wrongdoing. Evidence that a company had certain policies and procedures and training in place at a particular time may help avoid negligence charges.
The Security Solution Hierarchy
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Many companies believe that the solution to their security problems are through technology and manpower, but in reality, management should implement low cost solutions that support behavior modification, such as implementing policies and procedures, training managers and employees on security matters, and developing frequent security awareness communications programs. Higher cost solutions should be applied, only Personnel after less costly solutions have been exhausted and significant risk remains. This is Consulting, illustrated on the Security Source Online (SSO) website as shown in the figure on Management, Officers the right (Nesbitt, 2007). While it is imperative that the organization has policies and procedures, it cannot be emphasized enough that the only thing worse Electromechanical than not having a policy is having a policy and not enforcing it. Another Locks, Security Systems, Lighting axiom says, “don’t enforce policies you don’t have.” In other words, if you don’t have a policy regarding use of the company telephones, don’t try Behavior Modification to take action against an employee for improper use of the telephone. Policies, Procedures, Training, Awareness The Security Solution Hierarchy
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Content of Documentation No security documentation should be implemented until you have done a complete threat and risk assessment of your company. A qualified and objective professional should conduct security assessments. Often the use of a qualified security consultant achieves the best result because of his or her independent perspective; one of the biggest advantages of using a qualified security consultant is their objectivity. If you decide to contract with a security consultant, be sure the consultant has no ties to the security product industry, including contract guard services and security equipment manufacturers. Once you have assessed the threats and vulnerabilities your organization faces, you consider what steps can be taken to improve your physical security. You then create security policies by putting these steps in writing. The resulting documentation will serve as a basis for the security program. All managers and key employees involved with security should be required to review, improve, and implement these security program documents. Security plan documentation is aimed at reducing your overall risk. It will therefore have at least four objectives, based on your risk assessment: • • • •
Reducing the level of threats you are experiencing. Reducing your vulnerabilities. Improving your employee preparedness for threats. Maximizing your ability to respond to incidents.
Standards of Conduct
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The standards of conduct, first and foremost, demonstrate the company’s ethical attitude and its emphasis on compliance with all applicable laws and regulations. The code of conduct is meant for all employees and contractors of the company. This includes management, vendors, suppliers, and independent contractors. From the board of directors to volunteers, everyone must receive, read, understand, and agree to abide by standards of the code of conduct. The code of conduct provides a process for proper decision-making. It elevates corporate performance in basic business relationships and confirms that the organization upholds and supports proper conduct. Managers should be encouraged to refer to the code of conduct whenever possible, even incorporating elements into performance reviews, and compliance with standards of conduct must be enforced through appropriate discipline when necessary. Disciplinary procedures should be stated in the standards, and the penalty—up to and including dismissal—for serious violations must be mentioned to emphasize the organization’s commitment. All employees must receive, read, and understand the standards and attest in writing that they have done this.
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Recommended
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Security Policies, Standards, and Procedures for Best Practices In addition to the standards of conduct, three types of security policies, standards, and procedures should be developed by every organization: framework, all employee, and security specific. All three types of policies, standards, and procedures are essential to a security program so that rules to which employees will be held accountable and the method for enforcing rules are clearly documented.
Framework Policies, Standards, and Procedures
The framework documentation creates the structure of how the security organization is staffed and how the security program operates. In addition, framework policies also provide other business practices like the employee selection process, background-screening requirements for new employees, the company’s workplace violence policy, and the business continuity plan.
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All Employee policies, Standards, and Procedures
These documents define the applicable laws, security regulations, and rules that apply to all employees and how to operate compliantly within those rules. They also indicate the applicable risk areas to an organization and describe appropriate and inappropriate behaviors with regard to those risk areas. These documents should cover such subjects as the use of company computers, telephones, and other company assets and how the company monitors employees’ actions. These documents set the tone for the corporate culture and should be strict but flexible, designed to meet the employer’s needs, restrict employee actions, diminish the employee’s expectation of privacy, and consistently be enforced. These documents are the most important ones for building a strong corporate culture. While most common laws may recognize the right of an individual to take legal action for an offense known generally as “invasion of privacy,” such actions historically have not provided employees with additional protections. Courts have found that employers’ monitoring of their employees’ electronic transmissions involving e-mail, the Internet, and computer file usage on company-owned equipment is not an invasion of privacy. Invasion of privacy claims against an employer generally require employees to demonstrate, among other things, that they had a “reasonable expectation of privacy” in their communications. Courts have consistently held, however, that privacy rights in such communications do not extend to employees using company-owned computer systems, even in situations where employees have password-protected accounts.
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Security specific policies, Standards, and Procedures
These documents provide detailed instructions to security employees for accomplishing specific security duties. These are extremely important as security system installation, operation, and monitoring are integral to the security program. Security systems such as electronic access control, intrusion alarm, closed circuit TV (CCTV), and monitoring systems are designed to detect events that are not expected in a facility, provide alarms to alert personnel monitoring security systems, assist them in determining the cause of the alarm, and then provide the ability to dispatch an appropriate security response. Access Control Systems should alarm if an unauthorized person tailgates behind an authorized person through a door or turnstile into a facility. Intrusion detection systems should alarm if an intruder opens a door or window at the wrong time or without presenting a valid ID card or code. For each alarm point, security personnel assigned to monitor alarms should have detailed operating procedures describing what actions to take to assess the alarms (David G. Patterson, 2005). Companies are expected to exercise reasonable care in training and supervising their employees in design, installation, operation, and monitoring of security. There are numerous lawsuits concerning poor security personnel practices, negligent training, and negligent supervision.
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Structure of Documentation Companies should establish a consistent structure and format for all policies, standards, and procedures. Companies should also establish a configuration management system to ensure that all documentation is in the same format, is updated annually (at least), and is located on the company intranet where all employees can find and read. Some companies have achieved good results using social media constructs such as blogs, wikis, and Microsoft Office SharePoint Server (MOSS). A wiki is a website that allows the easy creation and editing of any number of interlinked web pages. They are particularly efficient as a central repository for company policies and procedures. Everything can be kept in the wiki, making it easy for employees to revise documents and eliminating the need of emails to circulate these materials. MOSS is also a robust collaboration tool and accessible organization-wide allowing users to view all files and emails that pertain to specific policies and procedures. Each document should have the following sections: • Name – The name of the document • Number – A number assigned by category and chronological order (e.g. Framework (F), All Employee (AE), Security Specific (SS)) • Classification (depends on company document classification scheme) • Version number and date – Current version number and release date • Reason for issuance (initial release of reason for the revision) • Type – Policy, standard, or procedure • Purpose – The purpose of the specific document • Scope – What personnel or what processes the document applies to • Statements – Policy, standard, or procedure statements and main instructions • Compliance – List of who is responsible for complying with the document and the consequences for non-compliance • Enforcement – Date when the policy, standard, or procedure went into effect and description of how it will be tested • Page numbers – All pages should be numbered • Issuing authority – Executive-level signature If only a page or section is changed, a new revision should be issued for the entire document reflecting the date of the change. Don’t replace only changed pages. The security manager should maintain a log showing the name, number, creation date, and revision dates of all documents. In case of litigation, it is important that that all versions of the documents are retained in the files and logs so the security manager can easily demonstrate what business practices were in effect at the time of any claims or incidents. Security program documentation must be living documents, not just a binder on a shelf. They must become integral to the day-to-day operation of the organization. That is what a judge will look for in a litigation case. How are the policies and procedures applied throughout the year? Are they incorporated into employee performance reviews? Are they reviewed and updated according to a schedule and on time? Are employees trained on them?
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Security Awareness Education Security awareness education and training go hand in hand with your policies and procedures and strengthen your company’s security program by demonstrating to employees that management supports the program enough to provide training. Listed below are three suggested types of training: A general session on security awareness for all new employees. These training sessions are meant to heighten awareness among all employees and communicate and emphasize the organization’s commitment to ethical business behavior, which affects all employees. A minimum of one to three hours for basic training in security awareness should be provided for all employees. All new employees should receive a copy of the standards of conduct. The employees should also be trained on how to find the company’s security policies and procedures. Many companies now include all the policies and procedures on the company intranet so all employees can easily view them. At the end of general training, every regular, temporary, and contracted employee should be required to sign and date a statement that confirms his or her knowledge of and commitment to the standards of conduct and the company’s security rules. This signed statement should be retained in the employee’s personnel files. Companies that require their employees to read and sign a statement every year are most successful in gaining compliance.
Refresher training periodically for employees. Specifically focus on refresher training in areas where problems have happened in the past, explaining how crimes have been committed, what signs to watch for, and methods for reporting employee dishonesty. Initial and refresher training for security organization employees regarding their duties. Refresher training should particularly address changes to policies and procedures. Provide longer, more intensive training sessions to employees in certain areas of responsibility, such as those operating security systems.
Monitoring Security Awareness and Maintaining Consistency Your employees are an excellent source of knowledge about what is really going on in the company. Approached in the right way, they will help identify problem employees and weaknesses in controls and make suggestions for improvement. If management responds to their feedback by changing procedures and rewarding them accordingly, employees will recognize their benefit for participating in the process of improving their organization and will continue to find ways to contribute. Periodically send out questionnaires to a sampling of employees for feedback on your program and conduct focus group interviews. Ask them openly about risks they see to the company, their daily activities, the policies and procedures, and whether they observe areas for improvement. Ask employees to be truthful about whether all employees actually follow the policies and procedures or if they find ways to ignore them. Our research concludes that the best method to catch fraud and other crimes commit-
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ted by company employees is through tips received by other employees. One of the keys is to make sure employees that support you with suggestions are rewarded. Data collection and tracking the performance of your security program are very important because they provide you with the ability to accomplish trend analysis and measure progress of the security organization in achieving its goals. Consider the following techniques: • Analyze security incident reports for trends that show improvements or deterioration of security organization performance over a given period. • Review of internal and external complaints filed against the company or against the security organization. • Pose security-related questions to departing employees in exit interviews to identify problems with peer employees or managers.
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Enforcement and Discipline
The following is a typical disciplinary action chain. These steps may be repeated more than once or skipped depending on the level and severity of the offense:
Employees will be much more supportive of the company terminating an employee for a violation of company policy than letting • Verbal warning them go for no reason. The place to start with enforcement is • Written warning back at the beginning with the standards of conduct and the poli• Suspension cies and procedures. One of the framework documents should • Fine(s) set forth the degrees of disciplinary actions that may be imposed • Termination upon corporate officers, managers, and employees for failing to comply with the organization’s security program documentation Punishment should be commensurate with the offense. There and applicable statues and regulations. are offenses, such as blatant acts of fraud, that warrant immediate termination, but most infractions will likely be relatively minor and That policy should include five main points: most likely unintentional. These may best be handled with education or additional training. Education should never be labeled 1. Noncompliance will be punished. as punishment. When put in a positive and supportive context, it 2. Failure to report noncompliance will be punished. can efficiently correct noncompliant behavior. Be sure your policies 3. An outline of disciplinary procedures from reprimand to and procedures include remedial steps such as additional training. dismissal. Discipline is only a part of the enforcement equation. Objectives 4. The parties responsible for actions at each level. and plans for individuals and departments should include security 5. Assurance that discipline will be fair and consistent. initiatives. Achievement of those plans, especially when rewarded, is a positive reinforcement that encourages support for and enFailure to detect or report an offense is a serious act of non- forcement of the security program. Performance appraisals should compliance and equally as deserving of discipline as the actual include security elements and allow supervisors to recognize favormisconduct. Compliance with policies, standards, and procedures able or improved security performance. Your security program will is an active, ongoing process that is everyone’s responsibility. be better enforced if you also find ways to reinforce through posiSecurity managers should consult closely with their human re- tive means and not just disciplinary measures. sources (HR) and legal departments. There are probably existing disciplinary policies and procedures already in place that can serve References as a guide in developing new ones. The HR and legal colleagues ASIS. (2009). Results of 2009 Survey: Impacts of Current Economic Environment on Security. Alexandria, VA: ASIS. should advise that you should not discipline employees without Coffin, B. (2003). Breaking the Silence on While Collar Crime. Risk Management having properly informed them of the rules. Magazine. The first step towards enforcement is distributing standards of David G. Patterson, C. P. (2005). Implementing Physical Protection Systems: A Practice Guide. Alexandria: ASIS Press. conduct and other policies, standards, and procedures and educating employees about them. The training should include the Davis, G. (2009, September 17). Associated Content. Retrieved October 13, 2009, from Associated Content: http:\\www.associatedcontent.com consequences of noncompliance. Punishment for noncompliGarcia, M. (2001). The Design and Evaluation of Physical Protection Systems. Burlingance can range from oral warnings, written warnings, suspension, ton: Butterworth-Heinemann. privilege revocation, termination, or financial penalties. Many Nesbitt, W. (2007, February 3). The Security Solution Hierarchy. Retrieved August 27, 2009, from Security Source: http:\\www.securitysourceonline.com organizations use this type of progressive discipline. The first step in this process should be a supervisor’s conference. Watson, D. (2000). Ehtics and Corporate Investigations. ACFE Fraud Symposium. Dhahran, Saudi Arabia: Saudi Aramco. The purpose of the supervisor’s conference is to make sure the emWestinghouse Air Brake Technologies Corporation, Litigation Rel No. 20457 (SEC ployee understands the problem and is committed to correcting Feb 14, 2008). the inappropriate behavior. Depending on the situation, the next step might be a conference with a higher level of management, or ABOUT THE AUTHOR it could be a written warning. The written warning is the more David G. Patterson, MEA, CPP, PSP, severe next step, and it emphasizes the seriousness of the situation CHS-III is a Principal Partner in Patterson & Asand stresses the urgency of modified behavior. It should also state sociates Global Consulting Services located that the employee will face further disciplinary action, up to and in San Francisco, California, and has over 30 including termination, if the problem behavior continues. Subseyears of international experience as a corpoquent steps might include suspension without pay or infliction of rate safety and security consultant for Fortune a probationary period where the employee is advised to correct the 500 companies, schools, and governments. He behavior within a certain time period, e.g. 30 days, or face termiis a recognized author and lecturer with the ASIS International nation. The final step is termination once all other options have Council on Physical Security in the areas of anti-terrorism, secubeen exhausted. The severity of the infraction will determine the rity systems integration, safety, workplace violence, and business steps. Certainly, any step beyond the basic supervisor’s conference continuity planning. He has also served on the faculty for the should involve the HR and legal departments and the workplace Physical Security Professional (PSP) Certification program and has violence team including a security representative (if one has been developed online courses for this program. established). Proper and thorough documentation will be essential. 877.219.2519
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By Mark Withrow, CHS-V, FABCHS, DABCIP
S
ome ideas are meant to be shared. Add ingredients like teamwork and determination and you’ve got a winning combination for testing the skills of police S.W.A.T. teams. “Best in the West” (BITW), the largest invitational
S.W.A.T. Competition in the western U.S., had its humble beginning in the summer of 1991. Now in its 20th year, this two-day event—held in San Jose, California on September 20 and 21, 2012—has withstood the test of time and is known in law enforcement circles as the annual challenge not-to-be missed.
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201 2 Santa Clara County Sheriff’s Office
Best in the
West
Invitational SWAT
Competition FINAL Event STANDINGS: Top Team: Las Vegas Metropolitan PD Jungle Trail: Alameda, Ca SO Sniper Course: Concord, Ca PD Team Assault: Las Vegas Metro PD Vehicle Assault: Sunnyvale, Ca DPS Physical Challenge: Alameda, Ca SO Two person Assault: Sonoma, Ca SO Top Gun: Dan Livingston, Campbell, Ca PD
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C
reated and hosted by the Santa Clara County Sheriff’s Office (SCCSO), the event had its genesis with former Sheriff Charles Gillingham, and continues today under the leadership of Sheriff Laurie Smith.
Each year, members of the departments Sheriff’s Emergency Response Team (S.E.R.T.) design, physically construct, and oversee an intensive two-day, 7-course competition, where S.W.A.T. teams of the West come to test their tactical skills in a multi-jurisdictional learning experience and challenge that is second to none in this part of our nation. Complete with several yearly variations and twists designed to keep any returning teams from becoming complacent, the event this year hosted 29 teams, over a dozen vendors of high-end law enforcement (LE) equipment, and had an invitational database of over 100 federal, state, county, and municipal jurisdictions.
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Relying solely on corporate and private donations, as well as the modest fees charged to the vendors who display an array of LE products, BITW has never charged an entry fee for any participating team, something unheard of in these days of restrictive training budgets. This is due to the forward thinking of Sheriff Smith, who believes that any venue that can serve as a training ground, and as a forum for exchange of tactical strategy, deserves her utmost support. The event provides an opportunity for tactical teams to challenge and learn from each other, and it also brings together administrative officers from the participating teams, which have come from as far away as the state of Texas. Planning and working on the event as early as seven months in advance, members of the S.E.R.T. offer the vast majority of these efforts on their own time, demonstrating a level of dedication and professionalism one might expect from a top ranked department like SCCSO. Sheriff Smith takes great pride in the team, not only for their own standard of excellence during S.W.A.T. operations, but for their level of commitment and competence in managing the BITW competition. Since only two days (the actual event) are considered ‘work time,’ it’s impressive to see how team members pour their heart and soul into coordinating such a highly rated S.W.A.T. challenge, and make it shine. It would have been difficult to imagine, back in 1991, when the team leaders of three local S.W.A.T. teams got together to conduct a joint firearms training class, that a mid-day hamburger and hotdog barbecue would someday grow to a nationally-recognized event, involving hundreds of officers and some 1,400 catered meals. As years passed, S.W.A.T. teams who had been to BITW fought for space to come back again. All commented on how well organized and demanding the events were, that they had learned new skills, enjoyed themselves, and appreciated the level of camaraderie and high spirits among other extreme athletes. The following seven courses are timed events, and tests competitors for physical conditioning, proficiency with weapons, a demonstration of tactics and decision-making, and marksmanship. Shooters are penalized for poor shot placement, with points deducted from the final score. As SCCSO is the host department, their team members are not allowed to participate in any tactical maneuvers. For safety and liability reasons, BITW is closed to the public. Accredited members of the press and acknowledged tactical publication authors are welcome.
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Physical Challenge Course: A 6-man team must negotiate a demanding obstacle course, while performing such collateral tasks as carrying a 165-pound dummy to safety, or flipping a 500 pound tractor tire over a distance of 50 yards. The variety of physical obstacles requires an organized team effort and pure endurance in order to successfully overcome each challenge. This event was initially designed as a grueling Hill Run, but the dynamics have evolved into a “real life” scenario that is one of the most demanding anywhere.
Sniper Course: While the other five team members address a series of closer balloon targets, the team sniper is required to take a number of precision shots at these distances: 100 yards in the prone position at a moving target, 160 yards from a prone position, 225 yards from the gun turret of an armored tactical vehicle and 300 yards from the standing, kneeling, and sitting positions on targets varying in size and nature from hanging bowling pins to playing cards, and from locations such as building rooftops and ‘tunnels’ constructed to limit their physical movement and field of vision. It should be noted that while the efforts of the remainder of the team count toward overall team standings, their performance does not affect the sniper’s individual score for this event. The course emphasizes the difficulty of the extensive movements a sniper must undertake in order to get into position, and apply pinpoint accuracy with each shot. A more realistic challenge than courses which simply place the shooter at a starting point.
Vehicle Assault Course: A full-team event and relatively short exercise, averaging under one minute in duration, which tests member’s skills in rapid target identification. As part of a dignitary protection detail, the team is the “chase” car and observes the lead cars of the motorcade fall victim to an armed ambush. After “stacking” on the running boards of an armored SUV, the team drives forward, stopping at a pre-designated mark, and approaches the hot zone on foot. They encounter four stationary vehicles (one engulfed in flames), which contain both “good guy” and “tango” (hostile) pop-up targets. As targets appear, team members must quickly analyze the threat and neutralize all hostiles, without engaging any good guys. This event replaces the long-standing shotgun challenge, which tested individual marksmanship skills but was lacking in measuring team cohesiveness.
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The Jungle Trail Designed to simulate a search for fugitives, this one-mile trek through thick brush, heavily populated with both “tango” (hostile) and hostage targets, contains numerous booby traps scattered throughout the course. This event tests how teams react to threats they encounter, as they remain alert during their search operation.
Two Person Assault Course
Combined weapons Course
The skills of a “two-person” team, the smallest and most basic component of all S.W.A.T. units, are tested during this combination of speed, endurance, and marksmanship. One officer is equipped with a submachine gun; the other is armed with only his service handgun. The event begins with a series of physical challenges, including a 6-foot wall traversal, monkey bars and a balance beam walk. Once those challenges are met, the two competitors must engage a series of targets in awkward and confining positions, such as shooting UNDER a wall (necessitating a ‘roll-over prone’ position), or through narrow. ‘gun ports’ in barricades. To test reaction times and target-identification abilities under stress, a rack of steel plates must be accurately hit, before another sprint to the finish line.
This event tests proficiency in the operation of the three basic weapons used by S.W.A.T. teams. The course incorporates running and shooting in a timed setting. The service handgun, submachine gun, and shotgun are fired at multiple targets from a variety of positions, and at challenging and difficult angles. While formerly an “individual event,” this particular course is now factored into the scores for overall “Top Gun” and does not receive an individual award.
Teams Assault Course This live-fire house scenario is the “ne plus ultra” of all S.W.A.T. challenges, and requires fluid team-based execution and a total team effort to properly demonstrate forced entry into a fortified stronghold, identify and neutralize numerous threats (often involving dynamic moving targets), and rescue a real-weight “hostage” dummy. 88
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Competitor Comment Gilroy/Morgan Hill Regional SWAT team 14 years with Gilroy PD 6 years on SWAT 4th time competing at Best in the West The competition is well put together by the Santa Clara County Sheriffs Office and is always an enjoyable event. It’s a great opportunity to really test our skills as a team. I view the competition as valuable training time for the team. Most of us are pretty competitive so this event raises the adrenaline and tests our ability to manage that stress. Short of an actual high stress situation, the competition allows teams to test their marksmanship and decision making skills under stress. It doesn’t matter how well you shoot at the range with no threats against you if you can’t hit your target under stress when it really matters.
The author and The American Board for Certification in Homeland Security (ABCHS) program wish to express their thanks to Santa Clara County Sheriff Laurie Smith; Retired SCCSO Sergeant Mark Leonardini, a former SERT Team Leader who, for a dozen years, was the BITW Event
The event is also a great way to meet operators from other teams, build networks and get new ideas. I think we have a friendly rivalry with some other agencies from the area which gives us a little extra motivation to train a little harder.
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Executive Level Education
By Dave McIntYre, PhD
What to do when school
gets an...
N
ational Security concerns itself with the elements of national power (diplomatic,
informational, intelligence, military, economic, and domestic) to secure and advance national interests overseas. Homeland Security focuses more narrowly on public safety and civil security at home, as well as securing and advancing domestic structures that create national power. Both components of American security derive much of their strength from an educated citizenry and workforce.
Learn more about the Certified in Dignitary anD Executive protection, cdepSM program for professionals, dedicated to the detection and prevention of potentially hazardous incidents, and the quest for national certification. Login on our website at www.abchs.com, or call us at 877.219.2519. 90
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According to a new report by the Council on Foreign Relations (CFR), American education is failing to produce properly educated graduates in sufficient numbers to sustain and expand our national power. This failure endangers the nation at home and abroad. Our schools are making an “F.” What are we to do? Until approximately 150 years ago, the elements of national power were somewhat immutable. Each state had its population base, agricultural potential, and natural resources, and that was pretty much that. www.abchs.com
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The primary ways to amass new power were through military professionalism or conquest. The industrial revolution changed all of that as entities were able to create new national power through better-educated citizens. America excelled at this competition largely because it excelled at mass education. The victory in World War II, the subsequent expansion to a global power, and even the conquest of space bespoke an America capable of turning out planners, builders, engineers, and managers in sufficient numbers to dominate the world. But the basis for national power in the 21st century is different, and so is the social role education plays in our national life. New skills are demanded of our workers, new tasks are demanded of our teachers, new elements of our society are fully incorporated into our classrooms, and new competitors press us from all sides. Our education system is not keeping up with the changes. Recently the CFR sponsored an Independent Task Force to create a report titled U.S. Education Reform and National Security. Chaired by Condoleezza Rice, former U.S. Secretary of State, and Joel Klein, former head of New York City public schools, the report chronicled a dismal list of negative indicators. • Compared to other students in industrialized countries, our children rank 14th in reading, 25th in math, and 17th in science. • More than 25% fail to graduate high school in four years. That number approaches 40% for minorities. • Among those going to college, 43% need remedial courses when they arrive. The list goes on. Based on my personal experiences, these observations are right on target, and they demonstrate a threat to homeland security as well. In the past decade, I have taught hundreds of students in dozens of graduate courses at multiple universities, presented at scores of conferences with representatives from hundreds of schools, and interacted with homeland security leaders at every level—from the secretary’s office in DHS to fire and police responders on the street. The common theme from all these experiences, heard again at the FEMA (EMI) Higher Education Conference last May and at the Center for Homeland Security (Naval Postgrad School) academic workshop last August, is “Our students—mostly adult learners—simply cannot read, write, do the math, and handle the science and technology to take full benefit from our classes.” As a police chief told me recently, “The biggest problem I have with new officers is that they cannot write a report well enough for it to stand up in court.” We have a major problem with national and homeland security implications. Dominated by experts in education, the Task Force recommends changes in three broad policy areas: • Raise expectations and improve assessments in national security related fields (science, technology, engineering, math, and foreign languages) by encouraging states to expand Common Core Standards (an ongoing Department of Education effort). • Provide students (and parents) with new choices in education and educational institutions (such as vouchers and charter schools). 877.219.2519
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• Conduct a “national security readiness audit” to assess student learning, then use the results to raise public awareness of the problems. This is a detailed and objective report, and these recommendations deserve to be taken seriously. But from a business perspective—and especially from the perspective of a quality manager—several more points deserve discussion as well. First, who are the customers and what do they want? Reports by education experts always seem to ask other education experts about the desired outcomes. How about asking private employers and government supervisors what skills they want to see taught and to what levels? And what about asking the taxpayers who pay the bills? Second, something is wrong with our production system. Good raw material comes in, and twelve to eighteen years later, much of our product batch fails to conform to expectations. Better infrastructure and more testing is not necessarily the answer. Quality Systems Management would demand that we examine the system through which the students pass instead of focusing entirely on inputs (resources), outputs (student readiness), and the potential outsourcing of production (private schools).
More
than
25% FAIL
to graduate high school in four years Third, when your experts call for budget increases while the quality of the product steadily declines, you need a different set of experts. Frequently in failing enterprises, the “experts” have a vested interest in preventing essential change. Maybe it is time to put someone besides career educators on the job. Fourth, when there is a problem in a production system, the people on the production line usually know why—they just have no incentive to speak the truth. Yes, sometimes their priority is to protect their own jobs. But faced with hard data and the clear failure of the system, the people closest to the problem frequently have useful input if they think they will be heard. The bottom line is that something is badly wrong with our educational system, and the failure threatens our national interests at home and abroad. Maybe that system could benefit from applying the skills and techniques already used to promote quality in the successful enterprises that will employ our students when they graduate.
A bo u t the A u tho r Dave McIntyre, PhD is Vice President for Homeland Security Programs at the National Graduate School, and a Distinguished Visiting Fellow at the Homeland Security Institute. He is author of the new novel CENTERLINE, about the homecoming of wounded warriors, and co-editor with Bill Hancock of the book Business Continuity and Homeland Security, released by Edward Elgar Publishers. Winter 2012/Spring 2013
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F EATURE | co u n t e r i n t e l l i g e n ce
A bs t r ac t Counterintelligence has traditionally been a battle of spies versus counter-spies, where national intelligence agencies have been pitted one against the other in an effort to advance their own nations’ policies and expand their strategic influence. While these threats from national intelligence agencies still exist, we are now also faced with non-traditional counterintelligence threats in which individuals are targeting United States interests without being directly controlled by a foreign intelligence agency or terrorist group. This article examines emerging non-traditional counterintelligence threats and makes recommendations on how to best address them. The vision for the future of counterintelligence is one of integrated agencies, where the whole is greater than the sum of its individual parts. Counterintelligence must be agile, able to adjust to changing conditions and developing threats, and able to respond to the full range of intelligence threats facing United States national and homeland security.
By Michael Chesbro, BA, MA, CHS-III, IAC
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Non-Traditional Counterintelligence Threats The Department of Defense (2011, p.85) defined counterintelligence as: “Information gathered and activities conducted to identify, deceive, exploit, disrupt, or protect against espionage, other intelligence activities, sabotage, or assassinations conducted for or on behalf of foreign powers, organizations or persons or their agents, or international terrorist organizations or activities.” Counterintelligence has traditionally been a battle of spies versus counter-spies, where national intelligence agencies have been pitted one against the other in an effort to advance their own nations’ policies and expand their strategic influence. Counterintelligence is an important part of both national defense and homeland security, but historically counterintelligence has not been given the same emphasis as other functions within the intelligence community. The Commission on the Intelligence Capabilities of the United States Regarding Weapons of Mass Destruction (2005, p. 485) stated: “counterintelligence efforts remain fractured, myopic, and marginally effective. Our counterintelligence philosophy and practices need dramatic change, starting with centralizing counterintelligence leadership, bringing order to bureaucratic disarray, and taking our counterintelligence fight overseas to adversaries currently safe from scrutiny.” This weakness in the nation’s counterintelligence capability is one of the major challenges faced in today’s national and homeland security environment—a challenge that must be addressed. The fall of the Berlin Wall, the dissolution of the Warsaw Pact, and the defeat of Soviet Communism did not bring an end to foreign intelligence services targeting the United States for espionage and subversion. The United States still faces a foreign intelligence threat from countries such as the People’s Republic of China and Russia. Even long-standing U.S. allies such as France, Israel, and India use espionage to acquire American political, military, and trade secrets. Michelle K. Van Cleave, National Counterintelligence Executive from 2003 to 2006, stated that the majority of the world’s governments and 35 separate terrorist organizations target the United States through human intelligence (HUMINT) collection (Van Cleave, 2007). Robert Mueller III, Director of the FBI, emphasized this continuing espionage threat in a statement before the Senate Judiciary Committee, but pointed out that the United States also faces threats from non-traditional collectors (Mueller III, 2011). Initially, it might be argued that non-traditional adversaries lack the capabilities to penetrate deeply into U.S. Government agencies. They lack the funding, training, resources, and technical capabilities of a national level foreign intelligence service. The intelligence threats from countries such as China or Russia, it may be argued, are more plausible and likely adversaries faced by the United States (Harber, 2009). However, while espionage and subversion conducted by national level foreign intelligence services poses a continuing threat and certainly should not be discounted, recent history is filled with examples of non-traditional threats.
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U.S. Army enlisted intelligence analyst. Arrested and charged with releasing classified documents to wikileaks Bradley e. Manning
Bradley E. Manning In March 2010, Bradley E. Manning, a U.S. Army enlisted intelligence analyst, was arrested and charged with providing classified U.S. diplomatic cables, classified military documents, and videos to persons who then posted this information to the WikiLeaks (http://www.wikileaks.ch/) website. Unlike traditional espionage, Manning did not appear to have been working as an asset of a foreign intelligence service. In times of war, however, access to the type of information stolen by Manning would certainly aid the enemy. Even if it can be argued that Manning had no specific intent to aid the enemy, it is certain that information released into the public venue would be accessed by enemies of the United States and therefore detrimental to the security of the United States.
U.S. Army commissioned officer who shot and killed 13 people and wounded 32 others at fort hood, texas.
Nidal Malik Hasan
Nidal Malik Hasan On November 5, 2009, Nidal Malik Hasan, a U.S. Army commissioned officer, went on a shooting rampage at Fort Hood, TX, where he killed 13 people and wounded 32 others. Although Hasan was in regular e-mail communication with Anwar
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al Awlaki (a radical Yemeni cleric and suspected terrorist leader) it does not appear that Hasan was acting under specific instructions from al Awlaki when he conducted his attack against U.S. military personnel at Fort Hood. However, in the e-mails exchanged between Hasan and Anwar al Awlaki there were clear indications that Hasan had turned against the United States and was likely planning to take some action to kill Americans. According to Ross and Schwartz (2009), Hasan wrote in e-mails to Anwar al Awlaki, “I can’t wait to join you in afterlife.” This wording was something that, to Lt. Col. Tony Shaffer, a military analyst at the Center for Advanced Defense Studies, indicated that Hasan was offering himself up for death, or that he had already crossed that line in his own mind. Investigation also found that Hasan had donated between $20,000 and $30,000 per year to Islamic charities overseas, and that a “number of Islamic charities have been identified by U.S. authorities as conduits to terror groups” (Ross and Schwartz, 2009).
Countering the Non-Traditional Threat The actions of individuals like Manning and Hasan are unique in that while they are committing acts of espionage and terrorism, they are not working directly for a foreign intelligence service or identified terrorist organization. The indicators (such as undue affluence) that might allow counterintelligence personnel to detect espionage conducted for a foreign intelligence service simply do not exist with the non-traditional threats. However, other indicators do exist which, if identified, analyzed, and properly responded to, can mitigate or neutralize these non-traditional counterintelligence threats. A centralized system for suspicious activity reporting is essential for effective counterintelligence operations.
A Centralized system for suspicious activity reporting is essential for effective counterintelligence operations.
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In February 2002, Department of Defense Directive (DoDD) 5105.67 established the Counterintelligence Field Activity (CIFA). The purpose of CIFA was to develop and manage counterintelligence programs within the Department of Defense, and to protect “against foreign influence and manipulation, as well as to detect and neutralize espionage against the Department” (DoDD 5105.67, para.3). The formation of CIFA was a significant step in improving counterintelligence capability within the Department of Defense. The Threat and Local Observation Notice (TALON) reporting system, adopted by CIFA from the U.S. Air Force, provided “the ability to acquire and analyze suspicious activity reports for indications of possible terrorist pre-attack activities (which) is an absolutely critical component of the intelligence support to (the) force protection mission”(Reichelson, 2007). In addition to receiving reports from the military, CIFA’s reporting system also included the Joint Protection Enterprise Network (JPEN), which allowed for input from law enforcement agencies and other elements within the intelligence community. The TALON/JPEN reporting system was an effective tool for reporting and tracking non-traditional counterintelligence threats. The Inspector General of the United States Department of Defense (2007, pp.1) stated: The TALON report is a law enforcement report designed to report anomalies, observations that are suspicious against the steady state context, and immediate indicators of potential threats or antiterrorism concerns. TALONs are raw, non-validated information, may or may not be related to an actual threat, and by their very nature, may be fragmented and incomplete. This ability to report on anomalies and suspicious activity was a significant tool in identifying non-traditional threats. In almost all cases of threat activity there are indicators that if observed, reported, and analyzed can be acted upon to neutralize or mitigate the identified threat. What may seem to be a small or insignificant incident when viewed alone may turn out to be a key indicator of a terrorist or other criminal threat when analyzed with other similar pieces of information. An example of these criminal acts was provided by the Pierce County, WA Sheriff ’s Department stating that anti-military protestors at Joint Base Lewis-McChord, WA had disrupted traffic, assaulted police officers, and committed arsons during their protests (Pawloski, 2011). It is important to remember that little things catch big things. The Inspector General of the United States Department of Defense (2007) found that as part of the TALON/JPEN reporting system CIFA legally collected information about individuals protesting the military. The information was collected for law enforcement and force protection purposes as permitted under Department of Defense regulations. CIFA did not violate the law in collecting information about anti-military demonstrations. Reviewing a sample of 157 reports discussing actual anti-military events showed 75 reports that identified events where the individuals involved had committed acts of violence or destruction of property, resulting in arrests and court appearances. Thus 48% of the reports identified an actual and specific threat against www.abchs.com
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Counterintelligence is a function that is essential to all sectors of the nation’s infrastructure and a function that should be incorporated into each of the critical infrastructure sectors.
military personnel or facilities. Although CIFA was found to be acting within the law and the reporting through TALON/JPEN identified specific and actual threats, there was significant negative press concerning the possibility of violation of civil rights and intelligence gathering on U.S. citizens. According to a letter from Acting Deputy Undersecretary of Defense Roger W. Rogalski in response to a request from Vermont Senator Patrick Leahy, a review of the TALON/JPEN database found only 43 names that had been improperly added to the system. These names were all from reports related to anti-military protests and demonstrations (MSNBC, 2006). Because of concerns regarding the collection of information on U.S. citizens, the TALON/JPEN system was deactivated in June 2006, and CIFA was shut down in August 2008. At the same time that CIFA was shut down, the Department of Defense set up the Defense Counterintelligence and Human Intelligence Center (CI/HUMINT Center) under the direction of the Defense Intelligence Agency. However, the newly established CI/HUMINT Center did not have the law enforcement designation that was held by CIFA (Office of the Assistant Secretary of Defense [Public Affairs], 2008). The lack of a law enforcement designation meant that much of the reporting and analysis that existed with CIFA was not available to the CI/HUMINT Center. The current counterintelligence reporting system and information-sharing environment need to be enhanced and integrated into all aspects of the national and homeland security environment. Personnel from all levels of law enforcement, homeland security, intelligence, national defense, and private-sector partners must be included in a system that allows for reporting of suspicious activity and threat indicators, that provides for analysis and development of intelligence, and that disseminates this information to end-users in a timely manner.
Recommendations There are several counterintelligence challenges faced by the United States. These include foreign powers—such as China and Russia— opposing U.S. interests. Non-state actors such as terrorist groups, violent extremists, insurgents, and transnational criminal groups pose a continuing threat to the United States. Global economics, energy demand and consumption, changing technologies, and pandemic disease must be addressed by U.S. national and homeland security strategies (Director of National Intelligence, 2009). Counterintelligence is a function that is essential to all sectors of the nation’s infrastructure and a function that should be incorporated into each of the critical infrastructure sectors. 877.219.2519
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Information sharing has an essential role in both national and homeland security strategies. Greater emphasis on information sharing with the private-sector, and making information more readily available to private-sector end-users must be incorporated into future counterintelligence and security strategies. A publicly accessible database to screen individuals that pose a threat to homeland security (similar to the National Sex Offender Public Registry - http://www.nsopw.gov/) is necessary to aid the private sector in safeguarding their facilities and assets. This database should include identified homeland security threats, a consolidation of most-wanted lists from law enforcement agencies, and a screening capability to verify U.S. citizenship and lawful presence in the United States (similar to the e-Verify System). Although there are several ‘most wanted’ lists posted online (e.g. FBI 10 Most Wanted, U.S. Marshals Service 15 Most Wanted, and various state and local law enforcement agency most wanted lists), there is no publically available consolidated database where names can be searched and criminals and other threats identified. Security of cyberspace plays a key role in national and homeland security. Emphasis should be placed on the funding and development of cyber-security technologies. Crimes committed by exploiting cyber-vulnerabilities should be vigorously prosecuted. Integrating counterintelligence with cyber-security helps to incorporate the counterintelligence function into each of the critical infrastructure sectors. Enhanced counterintelligence capability is needed to safeguard U.S. national interests against foreign penetration and insider threat. In addition to its defensive capabilities, counterintelligence must develop its offensive capabilities and expand operations against targets overseas. The U.S. Intelligence Community should work in conjunction with the private-sector to develop, obtain, and maintain an economic advantage in international business. A competitive intelligence (business intelligence) capability should be developed and maintained within the Intelligence Community and led by counterintelligence personnel. The vision for the future of counterintelligence is one of integrated agencies, where the whole is greater than the sum of its individual parts. Counterintelligence must be agile, able to adjust to changing conditions and developing threats, and able to respond to the full range of intelligence threats facing United States national and homeland security. Finally, counterintelligence must operate within the rule of law, safeguarding the privacy and civil rights of the American people while targeting threats to the United States (Director of National Intelligence, 2009). Winter 2012/Spring 2013
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References
Commission on the Intelligence Capabilities of the United States Regarding Weapons of Mass Destruction. (2005). Unclassified Version of the Report of the Commission on the Intelligence Capabilities of the United States Regarding Weapons of Mass Destruction. March 31, 2005. Retrieved from http:// www.gpoaccess.gov/wmd/ Department of Defense. (2011). Joint Publication 1-02, DOD Dictionary of Military and Associated Terms. Washington, DC. Retrieved from http:// www.dtic.mil/doctrine/dod_dictionary/ Director of National Intelligence. (2009). National intelligence strategy. August 2009. Retrieved from http://www.dni.gov/reports/2009_NIS.pdf Harber, J.R. (2009). Unconventional spies: The counterintelligence threat from non-state actors. International Journal of Intelligence and Counterintelligence. 22( 2), 221-236. Retrieved from http:// dx.doi.org/10.1080/08850600802698200 Inspector General, United States Department of Defense. (2007). The Threat and Local Observation Notice (TALON) Report Program ( 07-INTEL-09).. Retrieved from http://www.fas.org/irp/ agency/dod/talon.pdf MSNBC. (2011, Mar 10). Pentagon admits errors in spying on protesters. Retrieved from http://www. msnbc.msn.com/id/11751418/ns/us_news/t/ pentagon-admits-errors-spying-protesters/ Mueller III, R.S. (2011). Statement before the Senate Judiciary Committee. Retrieved from http:// www.fbi.gov/news/testimony/oversight-of-thefederal-bureau-of-investigation-1 Office of the Assistant Secretary of Defense (Public Affairs). (2008). DoD activates Defense Counterintelligence and Human Intelligence Center.. Retrieved from http://www.defense.gov/releases/ release.aspx?releaseid=12106 Pawloski, J. (2011, Jan 25). Ex-worker at JBLM collected activist data. The Olympian Newspaper. Retrieved from http://www.theolympian. com/2011/01/25/1518687/ex-worker-at-jblmcollected-activist.html Richelson, J. (2007). The Pentagon’s counterspies: The Counterintelligence Field Activity (CIFA). In National Security Electronic Briefing Book No. 230. Retrieved from: http://www.gwu.edu/~nsarchiv/ NSAEBB/NSAEBB230/index.htm Ross, B. & Schwartz, R. (2009, Nov 19). Major Hasan’s E-Mail: ‘I Can’t Wait to Join You’ in Afterlife’. ABC News. Retrieved from http:// abcnews.go.com/Blotter/major-hasans-mail-waitjoin-afterlife/story?id=9130339#.T0puzPVnXqU Van Cleave, M.K. (2007). Counterintelligence and national strategy.. Retrieved from http://www. dtic.mil/cgibin/GetTRDoc?Location=U2&doc= GetTRDoc.pdf&AD=ADA471485
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Au t ho r B i o Michael Chesbro, BA, MA, CHS-III, IAC is a crime and intelligence analyst working for the Department of Defense. He is responsible for analyzing and evaluating criminal information and developing law enforcement intelligence products. He served more than 20 years in the United States Army as a radio communications specialist and as a counterintelligence special agent, until his retirement from military service in 2001. Mr. Chesbro is currently pursuing a second master’s degree in intelligence studies from the American Military University, to be completed in 2013. He is also a licensed private investigator in Washington State.
Sensitive security information,certified® is a certification currently in development with the American Board for Certification in Homeland Security geared towards professionals in the field of cybersecurity. For more information visit www.abchs.com or call 877.219.2519.
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What’s on Our Bookshelf?
Voices Left Behind
Psychogenic Polydipsia
Personal Journeys Through Loss and Grief By Marilyn K . Gilbert, Ph.D.
Treatment Strategies & Housing Options By Dr. Donald Hutcheon
A sensitive, insightful guide to grief and the impact death and loss can have on those who are often called “survivors.” This very moving book is filled with the poignant stories of those who have been “left behind.” Through these stories, we are able to view grief and loss in a new way. 9780983260196 | 226 pages | $21.95
This textbook attempts to “fill the gap” regarding treatment strategies and housing options for clients diagnosed with psychogenic polydipsia. This potentially lethal affliction of over-consuming any/all fluids is usually identified as a co-occurring disorder. Hardcover 9780983260141 | 222 pages | $39.95
Stuck on Me Missing You...
Psychological Autopsy of Elvis Presley
Culture Notes:
Ronan examines the facts of Elvis Presley to reveal the truths of the legendary rocker’s life—and the root causes of his death. It is pragmatic, highly logical, exhaustively researched and well worth your attention. Hardcover. 9780983260103 | 349 pages | $24.95
Have we all lost our minds? It’s a question we have all asked ourselves as we ponder such modern occurrences as “reality” TV, road rage, and terrorism. Javors’ collection of her columns from the Annals of the American Psychotherapy Association offers prescriptions for “sane living” in the face of life’s challenges. Paperback. 978098221141 | 144 pages | $14.95
Getting Past Self-Absorption to Find Love By Larry A. Bugen, Ph.D. Sometimes our love for others becomes blurred by a preoccupation with oneself. Carried too far, this self-absorption jeopardizes the love bonds we need to survive. Bugen critiques the pervasive narcissism of our contemporary culture, reveals the true nature of love, and presents Six Gifts that ensure its survival among the fittest. Paperback. 9780982212134 | 307 pages | $19.95
By William J. Ronan
Forensic Toxicology Expert Witness By Dr. James Jones
This book is designed to help facilitate the training of Forensic Toxicology Drug Testing Laboratory (FTDTL) scientists in forensic toxicology expert testimony. The information Dr. Jones presents within these pages are a compilation of many years of testifying as an expert witness, researching pertinent information, and listening and talking with other experts in the field. Paperback. 9780983260172 | 31 pages | $9.99
Essays on Sane Living By Irene Rosenberg Javors
www.KSAMediaGroup.com 1-800-423-9737 | 877.219.2519 www.abchs.com
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Legal Column
By Joshua K. Roberts, JD
Deadly Force and
the
Right of Self-Defense
S ta n d Y o u r G r o u n d Law s serious crime worthy of the harshest of punishment. The first known prohibition against murder was handed down over 6,000 years ago to Moses, by way of the Ten Commandments, as recorded in the Bible in Exodus 20:13 and Deuteronomy 5:17. Today, all fifty states have statutes that prohibit murder.
Murder Pictured Above: George Zimmerman’s mugshot taken the night of the conflict. Pictured Left: Zimmerman appears during his second bond hearing in Seminole circuit court in Sanford, Florida, Friday, June 29, 2012. (Joe Burbank/Orlando Sentinel/MCT)
e circled his car around in the mist as he barked into his cell phone to the police dispatcher, telling her of the suspicious character he had seen walking behind the townhomes in his gated community. Ignoring the dispatcher’s instruction not to follow the man and to wait for the police, the head of the neighborhood watch got out of his car and pursued the suspicious character. A confrontation ensued. Cries for help were heard by neighbors. And when the dust settled, George Zimmerman had a broken 98
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nose and was bleeding from the back of his head, while Trayvon Martin lay dead from a single gunshot wound to the chest. The legal battle that ensued brought the ageold question of the use of deadly force in self-defense back into the public eye. Most civilized societies place a high value on human life. Rules and codes of conduct have been in place since the dawn of time to protect the sanctity of life and to guard against the unwarranted taking of human life. Almost all societies, both present and in antiquity, have considered the unjustified taking of human life a most Winter 2012/Spring 2013
Therefore, any analysis of the use of deadly force in self-defense has to necessarily start with an examination of the concept of murder. Murder is the unlawful killing, with malice aforethought, of another human. Put another way, murder is the (1) intentional and (2) unjustified killing of another human being. Note that both elements are required for the act to be considered murder. Not all intentional killings constitute murder. A police officer gunning down a violent assailant in the line of duty, the killing of enemy soldiers during war, or the lethal injection of a death row inmate are entirely intentional, but since they are justified under the law, it is not murder. Likewise, if one accidentally kills another person, while the act may still be criminal, as in a negligent homicide or manslaughter, it will not rise to the level of murder unless there is an intention to kill or at least a reckless disregard for human life. Today many jurisdictions divide murder by degrees. The most common divisions are between first- and second-degree murder. Generally, first-degree murder is one that occurs after “premeditation, cool deliberation and planning,” while secondwww.abchs.com
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degree murder is committed at the spur of the moment in the “heat of passion.”
appropriate, depending upon whether you had a duty to retreat.
Self-Defense—Generally
The Duty to Retreat
The right to defend oneself against an unwarranted attack is also an almost universally accepted concept. A person is always justified in the use of reasonable, non-deadly force to ward off an unwarranted attack. Typically, deadly force is only considered justified in cases where “the actor reasonably fears imminent peril of death or serious bodily harm to himself or another.” From a legal perspective, the right to defend oneself provides a justification for an act of violence that would otherwise be criminal in and of itself. Thus, the right of self-defense is the right to use physical force to defend one’s own life or the lives of others, including the use of deadly force. This is distinguished from the right to defend one’s property, which includes the right to use reasonable physical force, but excludes the right to use deadly force. Deadly force is generally defined as that degree of force that would be reasonably calculated to lead to death or serious bodily harm. Interestingly, early theories made no distinction between the defense of the person and the defense of property. This was true in ancient Rome and Old England, where deadly force was allowed to protect mere property. All modern societies now recognize some distinction between defending property and defending life, namely that deadly force can not be used to defend property. To illustrate this distinction, imagine you are sleeping in a hotel when your car alarm wakes you in the night. As you pull open the curtains, you see that an assailant has broken into your vehicle and is stealing items from within. Despite the violation of personal property, since you are not in any physical danger, you are not legally allowed to pull open the window, draw a weapon and shoot the assailant (deadly force). You are allowed to confront the assailant and use reasonable force to stop the theft and/ or to pursue and retrieve your personal property. If in doing so, the assailant draws a knife, the situation would then have escalated such that deadly force might be
In many states there is a duty to retreat that must be observed before deadly force can be employed. It is usually articulated that “deadly force may only be used if the person is unable to safely retreat from the confrontation.” The duty to retreat is an additional component, which must be addressed if a defendant is to prove that his or her conduct in using deadly force was justified. In those jurisdictions where the requirement exists, the burden of proof is on the defendant to show that he was acting reasonably and could not have safely retreated from the confrontation before eventually using deadly force. The duty to retreat is not universal. For example, police officers are not required to retreat when acting in the line of duty. Similarly, some courts have found no duty to retreat exists when a victim is assaulted in his own home or in a place where he or she has a right to be.
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Castle Doctrine—An Exception to the Duty to Retreat The castle doctrine states that one is justified in using deadly force in self-defense within his own home. Most, but not all states, have a “castle law,” which is an exception to the duty to retreat and which holds that one cannot be expected to retreat from his own home. The term
rule into American jurisprudence in Beard v. U.S. (158 U.S. 550 (1895)) holding that a man who was “on his premises” when he came under attack and who “...did not provoke the assault, and had at the time reasonable grounds to believe, and in good faith believed, that the deceased intended to take his life, or do him great bodily harm...was not obliged to retreat...” Today, states differ in the way they incorporate the castle doctrine into their laws, what premises are covered (abode only or other places), and to what degree retreat or non-deadly resistance is required before deadly force can be used. Typical exceptions to the castle doctrine laws include law enforcement officers acting in their legal capacity, situations of provocation by homeowner, or illegal activity of a homeowner.
Stand-Your-Ground Laws— Expanded Castle Doctrine In some states, one can use deadly force in any location one is legally allowed to be without first attempting to retreat. Such laws remove the requirement that the threat must occur on one’s own property. Stand-your-ground laws state that a person may use force in self-defense when there is reasonable belief of a threat without an obligation to retreat first. In some cases, this allows a person to use deadly force in public areas without any duty to retreat. Under these legal concepts, a person is justified in using force in any location he is entitled to
...any analysis of the use of deadly force in self-defense has to necessarily start with an examination of the concept of murder. originally derives from the Latin “et domus sua cuique est tutissimum refugium” or “one’s home is the safest refuge.” This was adopted in English common law by 17th century jurist Sir Edward Coke in his The Institutes of the Laws of England with the statement that “an Englishman’s home is his castle.” The dictum was carried by colonists to the New World who later removed “English” from the phrase, making it “a man’s home is his castle.” The Supreme Court first articulated this
be and the stand-your-ground law would be a defense or immunity to criminal charges and civil suit. The first known United States case to articulate this concept was Runyan v. State (1877) 57 Ind. 80, 20 Am.Rep. 52, and it is one of the earliest cases to establish in America an individual’s right to initiate self-defense actions up to and including the justifiable use of lethal force against an aggressor anywhere he may rightfully be. In Runyan, the court stated “[w]hen a
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Thousands gather at the Klipsch Amphitheater in Bayfront Park in rally in support for Trayvon Martin, April 1, 2012. (Carl Juste/Miami Herald/MCT)
person, being without fault, is in a place where he has a right to be, is violently assaulted, he may, without retreating, repel by force, and if, in the reasonable exercise of his right of self-defense, his assailant is killed, he is [justified].” This concept was furthered by Justice Oliver Wendell Holmes, Jr. who declared in Brown v. United States (256 U.S. 335, 343 (16 May 1921)), a case that upheld the “no duty to retreat” maxim, that “detached reflection cannot be demanded in the presence of an uplifted knife.” Today, while most states have adopted some form of a castle doctrine, only a handful of states have extended this a step further by passing stand-your-ground laws.
Tracy Martin, left, and Sybrina Fulton, parents to Trayvon Martin, sit in a Seminole County courtroom during the bond hearing for George Zimmerman, Friday, June 29, 2012 in Sanford, Florida. (Joe Burbank/Orlando Sentinel/MCT)
A Representative Statute
776.013 Stand Your Ground.—A person who is not engaged in an unlawful activity and who is attacked in any other place where he or she has a right to be, has no duty to retreat and has the right to stand his or her ground and meet force with force, including deadly force, if he or she
Each state differs in regard to its self-defense laws. By way of example, the Florida statutes dealing with the justifiable use of force are summarized below. These laws incorporate all of the concepts discussed above in a succinct codified statute.
does not have a duty to retreat if: (1) He or she reasonably believes that such force is necessary to prevent imminent death or great bodily harm to himself or herself or another or to prevent the imminent commission of a forcible felony; or (2) The person against whom the defensive force was used was in the process of unlawfully and forcefully entering, or had unlawfully and forcibly entered a dwelling, residence, or occupied vehicle (note: there are exceptions to this rule for other residents, tenants, and law enforcement officers entering homes in the line of duty).
...detached reflection cannot be demanded in the presence of an uplifted knife. 776.012 & .013 Use of force in defense of person.—A person is justified in using force, except deadly force, against another when and to the extent that the person reasonably believes that such conduct is necessary to defend himself or herself or another against the other’s imminent use of unlawful force. 776.013 Use of Deadly Force.—A person is justified in the use of deadly force and 100
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reasonably believes it is necessary to do so to prevent death or great bodily harm to himself or herself or another or to prevent the commission of a forcible felony. 776.041 Use of force by aggressor. —The justification described in the preceding sections of this chapter is not available to a person who: (1) is engaged in criminal activity or (2) initially provokes the use of force against himself or herself, unless he or Winter 2012/Spring 2013
she then exhausts every reasonable means to escape such danger.
Popular Culture & Effects on Crime Rates The concepts of the castle doctrine and stand-your-ground laws have been blended together in popular culture under the term “Make My Day Laws” which is a reference to the line “Go ahead, make my day,” uttered by actor Clint Eastwood’s character Harry Callahan in the 1983 film Sudden Impact, inviting a suspect to make himself liable to deadly retaliation by attacking Callahan. The film, as well as current events, have rekindled the debate as to whether the underlying purpose of these laws is being met. The laws’ effect on crime rates is disputed between supporters and critics of the laws. The third edition of More Guns, Less Crime (University of Chicago Press, 2010) by John Lott provides the most recent academic study on these laws. The research shows that states adopting “standyour-ground” or “castle doctrine” laws saw murder rates reduced by 9 percent and overall violent crime by 11 percent. Florida State Representative Dennis Baxley, an author of the law in Florida, notes that crime rates in that state dropped significantly between 2005, when the law was passed, and 2012. These laws do have their critics. In a 2007 National District Attorneys Association symposium, numerous concerns were voiced that the law could increase crime, would allow criminals to use the law as a defense to their crimes, would result in www.abchs.com
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more people carrying guns, could involve the misinterpretation of clues that could result in the use of deadly force when there was, in fact, no danger, and that racial and ethnic minorities would be at greater risk because of negative stereotypes. The George Zimmerman/Trayvon Martin case is a perfect example of the legitimacy of arguments on both sides of the issue.
Conclusion Ultimately, whether you are a proponent of these laws or not, it is apparent that they have very deep roots in global jurisprudence, including here in the United States. The state-by-state application of the laws makes every case hinge on the specific facts to determine whether circumstances exist that allow for the use of deadly force. With every state having a different set of laws on the books, and each with various caveats and exceptions, it makes it impossible to opine any universal rule in regards to self-defense. Therefore, the best rule of thumb is that you can always use reasonable non-deadly force to defend yourself, your property, and others, and you can use deadly force to protect yourself in your own home, but once outside the confines of your residence, one should seek all avenues to avoid any seriously escalated confrontation and only use deadly force if absolutely necessary.
A bo u t the Au tho r Joshua K. Roberts, JD has been a partner with the law firm of Hazelrigg, Roberts & Easley, P.C. since 1998. The firm is headquartered in Springfield, Missouri, with a satellite office in Ozark, Missouri. His principle practice areas include civil litigation and criminal defense. Josh is a member of the Missouri, Springfield, Metropolitan and Christian County Bar Associations and is a featured speaker on Law Talk, KWTO 560 AM. His largest recent verdict or judgment was $1.9 million in the case of Warner v. Greenleaf. Away from law, Josh is an Elder and Deacon in his church, and enjoys teaching Sunday School and playing bass guitar in the praise band. In his spare time he enjoys spending time with his family and coaching his son’s football and basketball teams. 877.219.2519
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Save a life. Don’t Drive HoMe buzzeD. BUZZED DRIVING IS DRUNK DRIVING. 101
Counterterrorism
By Richard J. Hughbank, CMAS, CHS-IV, CNTA
Part 1 of 2
of Homegrown Terrorists Conscience is a creator of meaning. Martha Stout, PhD The Sociopath Next Door
W
hat motivated Adam “Pearlman” Gadahn, a bright, young man who was born in Oregon, grew up in an average, religiously moderate family in rural California, and played Little League baseball, to convert to Islam at the age of seventeen, join al-Qaeda, and by the age of 27, become one of Usama bin Laden’s senior operatives (Khatchadourian, 2007)? How does Jose Padilla, a 20-year-old Chicago gang member with multiple criminal convictions, become labeled as a terrorist enemy combatant, and serve time in a federal prison for conspiracy to “murder, kidnap, and maim” by aiding terrorist organizations around the world (Saunders, 2004)? What caused Timothy McVeigh, a shy middle child (birth order is often looked at as a critical factor in the psychological make-up of a child) from a small family in rural New York, to transition from a decorated United States military veteran to the man responsible for the single deadliest act of terrorism in the continental United States prior to the September 11, 2001 attacks? Human nature is a critical piece of this psychosocial puzzle and is an inherent component to everyone’s psychological pathology. In other words, human nature is a fluid and extremely dynamic set of individual characteristics within all of us, causing unpredictable changes that directly impact psychological deviations in an otherwise healthy or normal person. The continuing debate of whether a person’s personality is innate at birth (nature) or developed through life experiences (nurture) is really irrelevant to the extent that they might impact those around them. Regardless of whether the cause of personality development is nature or nurture, a person with an antisocial personality disorder who has devolved into a sociopath is a blatant threat to society. When compounded with the emotion of rage, people become even more dangerous, reasoning processes degrade (Goldberg, Lerner, & Tetlock, 1999), and their actions are all but inexorable once they are emotionally committed and/or cognitively committed to carrying out their vicious attacks against the innocent and unsuspecting victims they select as their targets. 102
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It is no longer adequate to look for signs of planning and preparation of a terrorist attack in these types of aggressors. Rather, we must try to find the indicators and reasons for an apparently ordinary person to begin the terrible journey down the road of radicalization which may end in the commission of mass murder predicated on revenge, political beliefs, or religious ideologies. Once we have developed a greater understanding of just how human nature impacts the fanatical process of radicalization, we can more accurately detect, respond to, and mitigate those terrorists who may one day attempt to commit the next 9/11 attack.
A Change in Personality Bhatt and Silber (2007) have meticulously researched and defined four phases of radicalization: pre-radicalization, self-identification, indoctrination, and jihadization. They found this pattern after carefully studying five selective cases of domestic terrorism in foreign countries and then testing those identified trends against three U.S. homegrown terrorism cases (the Lackawanna Six in upstate New York, the Portland Seven in Oregon, and Northern Virginia Paintball) and two New York City-based cases. The report concluded that it may take two to three years for someone to progress through all four stages of radicalization, making it a reasonable likelihood to detect and break the radicalization pattern in the earlier stages, which will undoubtedly act as a specific deterrent to future terrorist attacks. However, one of the more important findings in this study is that “[t]he transnational phenomenon of radicalization in the West is largely a function of the people and the environment in which they live” (Bhatt & Silber, 2007, p. 7). The study also determined the …transformation of a Western-based individual to a terrorist is not triggered by oppression, suffering, revenge, or desperation. Rather, it is a phenomenon that occurs because the individual is looking for an identity and a www.abchs.com
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Learn more about Certified National Threat Analyst, CNTA®, where homeland security professionals are able to enhance their knowledge and skills regarding the intricacies of the international terror network. Watch the ABCHS website for the latest developments for CNTA, login to www.abchs.com, or call 877.219.2519.
cause and unfortunately, often finds them in the extremist Islam (Bhatt & Silber, pp. 7-8). This clearly implies that human nature is directly involved in the radicalization process of these people.
Social Backgrounds In an attempt to analyze the backgrounds of radical Islamists, Marc Sageman (2004) studied 172 people who were or are members of extreme Islamist organizations. He searched for common features that might explain why people would become involved in terrorism. Sageman focused his study on three theoretical approaches: 1. A common social background; 2. A common psychological make-up; and 3. Some people become terrorists because of their “particular situation” at the time of their recruitment. Sageman’s study provides qualitative insight into the profiles of jihadis with respect to education, family background, childhood, socioeconomic background, religiosity, and professions, as well as the process of recruitment into the world of jihad. The data came from publicly available sources, mainly media reports and transcripts of court proceedings, and he openly admits there are many problems with using such data. However, the sampling presents enough information to identify many factors that appear common among terrorists. Sageman also noted that not all of these factors will necessarily be present in the experience of every terrorist, but most will be present to some degree. Sageman also had some surprising findings about the socioeconomic status associated with people with violent radicalization, especially toward jihadism. When criminal activity is studied, factors such as good educational achievement, good socioeconomic background, and marriage have been associated with a reduced likelihood of criminal acts. However, the backgrounds of radical jihadis suggest these factors do not have the same deterrent effect. Sageman found members of extremist Islamist groups tend to be well-educated, with over 60% having some higher level of education. He also discovered the majority (nearly 7%) of the studied Islamist extremists came from middle to upper middle class families. Only a quarter of those studied came from poor or working class households. Furthermore, at the time of joining, the majority of Islamists had professional or semiskilled occupations. Less than a quarter were unemployed or working in unskilled jobs. 877.219.2519
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He concluded, “The data on the socioeconomic and educational background of the mujahedin in this sample empirically refute the widespread notion that terrorism is a result of poverty and lack of education” (2004). Finally, Sageman found that 73% of the members were married, and that most of these men had children. Family commitments have clearly not prevented them from embracing jihad. In the second part of this research, we will examine how the characteristics of human nature are inherent in all human beings. Supporting theories will include Maslow’s hierarchy of needs and Milgram’s psychological experiment on human tendencies. The research will explain their application to human nature and pathology as they directly relate to fundamental human needs.
Author’s note Portions of this column were taken from a book Richard co-authored and co-edited, titled The Dynamics of Terror and Creation of Homegrown Terrorists. You may purchase the book on Amazon. com, Barnesnandnoble.com, or receive a signed copy by purchasing it at http://www.understandterror.com.
References
Bhatt, A. & Silber, M. (2007). Radicalization in the West: The Homegrown Threat. New York Police Department. Retrieved from http://www.voltairenet.org/ IMG/pdf/NYPD-2.pdf. Goldberg, J. H., Lerner, J. S. & Tetlock, P. E. (1999). Rage and reason: the psychology of the intuitive prosecutor. European Journal of Social Psychology, 29, pp. 781-795. Retrieved from http://faculty.haas.berkeley.edu/tetlock/Vita/ Philip%20Tetlock/Phil%20Tetlock/1999-2000/1999%20Rage%20and%20 Reason%20the%20psychology%20of%20the%20intuitive%20prosecutor.pdf. Khatchadourian, R. (2007, January 22). Azzam The American: The Making of an Al Qaeda Homegrown. The New Yorker. Sageman, M. (2004). Understanding Terrorist Networks. Philadelphia: University of Pennsylvania Press. Saunders, D. J. (2004, April 27). Padilla’s life and Times. San Francisco Chronicle. Retrieved from http://www.sfgate.com/opinion/saunders/article/Padilla-s-lifeand-Times-3313935.php.
A bo u t the Au tho r Major Richard J. Hughbank, CMAS, CHS-IV, CNTA, U.S. Army (retired) is an assistant professor in the Criminal Justice Department at Northwestern State University where he teaches graduate homeland security studies. He is also the President of Extreme Terrorism Consulting, LLC. Hughbank, with over 21 years of experience in the Military Police Corps, is a combat veteran in the War on Terror, and a published author in the fields of security, active shooters, terrorism, and homeland security. Hughbank is currently a doctoral candidate in management and homeland security, and holds graduate degrees in Mental Health Counseling and Security Management. Additionally, he is a board certified expert in School Crisis Response, Emergency Crisis Response, and Traumatic Stress by the National Center for Crisis Management. Richard can be contacted through his company website www.understandterror.com, by email at rhughbank@understandterror.com, or on his professional blog on Facebook – “Understand Terror.” Winter 2012/Spring 2013
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T he
Is l a m i c
Republic
o f
Iran’s Government and National Security System
by First Sergeant Michael Torres (Ret), BS, CHS-III, CAS, CFS
Abstract
The ancient nation of Iran, now known as the Islamic Republic of Iran, has traditionally been a major player in the Middle East region (“Iran,” 2011). The 1979 Islamic Revolution, however, changed Iran’s class structure in many ways: politically, socially, economically, and militarily. The purpose of this article is to provide an overview of those revolutionary changes and to examine the structures of the Islamic Republic of Iran’s government and national security system, as well as to compare those to the structures of the United States.
Intelligence facilitates decision-making regarding setting policy for diplomacy, military action, international negotiations, and interactions with working-level contacts in foreign countries. Learn more about becoming Intelligence Analyst Certified, IAC®. To learn more, login to www.abchs.com, or call 877.219.2519.
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The Islamic Republic of Iran’s Government and National Security Systems
iran’s political system
The Political System
(“Iran,” 2011).
Ayatollah Seyed Ali Hoseyni Khamene’i (in Persian: یاهنماخ ینیسح یلع دیس, Azerbaijani: )یاهنماخ ینیسح یلع دیس was born July 17, 1939, and is head of the Muslim conservative establishment in Iran. He is considered a Twelver Shi’a marja. The majority of Iraians are Twelvers, which is the Shi’a mainstream denomination. As their name implies, Twelvers’ believe that there were twelve Imans starting with Ali (“Profile: Ayatollah Ali Khameini,” 2009). Ayatollah Ali Khameini was also the president of Iran from 1981 to 1989, and he has been Supreme Leader of 877.219.2519
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Iran has a complex political system combining elements of an Islamic theocracy with democracy. The whole system operates under a Supreme Leader who, although appointed by an elected body, is in effect answerable to no one. Directly elected
Appointed, approved
CURRENT PRESIDENT: Mahmoud Ahmadinejad
Screens candidates
CURRENT SUPREME LEADER: Ayatollah Ali Khamenei
president
supreme leader
Armed Forces Cabinet Electorate
Following the Islamic Revolution of 1978 and 1979, a national referendum approved a new constitution. According to the constitution, the Islamic Republic of Iran is a republic with nominal separation of powers among the executive, judicial, and legislative branches. The senior figure in the system is the faqih (leader), who is an expert in religious law (Curtis & Hooglund, 2008). The creators of the constitution named Ayatollah Khomeini as their first faqih because he had been a leader in the 1978 and 1979 Revolution. And, according to Kenneth Pollack (The Persian Puzzle, 2004), Khomeini had the ability to mobilize great masses of Iranians and was very much anti-American. Today, leaders are elected by a majority vote of an assembly of experts, who are a nationallyelected body of senior clergymen (Curtis & Hoagland, 2008). Iran’s present leader is Ayatollah Ali Hosseini Khamenei
Shah Mohammad Reza Pahlavi
The ancient nation of Iran, historically known as Persia, has traditionally been a major power in the Middle East region. Despite invasions by Arabs, Seljuk Turks, and Mongols, Iran has always reasserted its national identity and taken pride in its unique cultural and political heritage (“Iran,” 2011). The 1979 Islamic Revolution and the 1980 through 1988 war with Iraq, however, transformed Iran’s class structure in many ways: politically, socially, economically and militarily. During this period, Shi’a clerics took a more dominant position against the Shah’s contact with the West (United States), which affected politics and nearly all other facets of both rural and urban Iranian life, such as stripping them from their land and cutting government subsides. Furthermore, after the fall of the Pahlavi dynasty in 1979, much of the urban, upper-class merchants, industrialists, and professionals—favored by the former monarch, Shah Mohammad Reza Pahlavi—lost their standing and their influence on the senior clergy, as well as their supporters from the upper class (“Iran,” 2011).
Head of Judiciary Parliament
Expediency Council Guardian Council
Assembly of Experts Source: Economist, CIA World Factbook, United Nations, MCT
Iran since June 1989, when the assembly of experts appointed him to succeed Ayatollah Ruhollah Khomeini (Harper, 2004). In 1958, however, while continuing his studies at a seminary in Qom, which is located in central Iran, Khamenei became a disciple of Ayatollah Khomeini, an experience that deepened his participation in the anti-Shah Islamic movement. As a young radical, Khamenei fought to create a new future for his country and to free Iran from what he perceived to be a corrupt government beholden to the interests of the United States. Between 1963 and 1976, the Shah’s secret police (the Savak) arrested Khamenei at least six times for his leadership role in clandestine political operations (Harper, 2004).
Executive Branch The Supreme Leader of Iran, who exercises many de facto executive functions, is elected by a majority vote from the assembly of experts, comprised of an 86-member body of senior clergymen elected by popular vote, to eight-year terms (Iran a Curtis & Hooglund, 2008). Moreover, during annual meetings, the assembly evaluates the Supreme Leader’s work and has the authority to dismiss the leader if the assembly determines he is no longer qualified. The Supreme Leader is also responsible for choosing the commanders of the military services and the head of the judiciary branch of government, setting legislation, declaring war and peace, and commanding the armed forces (including controlling intelligence and security agencies). The ex-
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Iranian President Mahmoud Ahmadinejad gives a speech at the 67th meeting of the General Assembly at the United Nations in New York, New York on Wednesday, September 26, 2012. (Sven Hoppe/DPA via Zuma Press/MCT)
ecutive branch is headed by the president, currently Mahmoud Ahmadinejad, who, in practice, is the second-highest government official and is elected in national elections every four years (Curtis & Hooglund, 2008). Mahmoud Ahmadinejad was born in 1956 in the village of Aradan, which is in the city of Garmsar (Biography.com, 2011). In 1975, he began his academic studies in civil engineering at the Science and Technology University in Tehran. In 1986, he continued his master’s studies at the same university, and, in 1997, he obtained his PhD in Transportation Engineering and Planning (Wall Street Journal, 2011). It wasn’t until attending the university that Ahmadinejad became politically active. He joined the Islamic Association of Students in the Science and Technology University, a faction of the Office for Strengthening Unity between Universities and Theological Seminaries (Wall Street 106
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Journal, 2011). The latter organization was accused of planning the taking of hostages from the U.S. Embassy during the 1979 revolution against the Shah. It is unclear, however, whether Ahmadinejad participated in taking over the embassy. Some of the former hostages have identified him as one of the student leaders involved in holding 52 embassy employees for 444 days between the years of 1979 and 1981 (Biography.com, 2011). Ahmadinejad has denied this claim. When Saddam Hussein ordered the Iraqi military to invade Iran in 1980, Mahmoud Ahmadinejad volunteered to fight against the Iraqis in Western Iran, the home of the Kurdish ethnic minority. According to a BBC article, “Iran’s Revolutionary Guards” (2009), Ahmadinejad was also a former member of the Revolutionary Guard Corps. In addition, he was a member of a paramilitary volunteer militia called the Basij, which operated in cooperation with the Iranian RevolutionWinter 2012/Spring 2013
ary Guard. It is believed he participated in covert operations near the city of Kirkuk and worked to not only stop the Iraqi incursion, but to also suppress any political efforts by the Kurds to form their own state (Biography.com, 2011). In 2005, Mahmoud Ahmadinejad ran for president of Iran with the full support of conservative leaders. Populist in his approach, Ahmadinejad promised to address the poverty and social injustices in Iran and to work to end corruption. He campaigned with the slogan “We can do it” and was the only presidential candidate to speak out openly about discouraging improving relations with the United States (Biography.com, 2011). After his presidential win, Ahmadinejad became an imposing international figure. His stance on Iran’s right to develop nuclear power heightened tensions with the United States. In 2005, during a speech before the United Nations, Ahmadinejad professed his desire to pursue Iran’s nuclear technology program, an endeavor he claimed was for peaceful purposes. At the same time, he condemned the United States for not only proliferating weapons of mass destruction, but also for sowing a “climate of intimidation and injustice.” He issued a veiled threat that “if some try to impose their will on the Iranian people…we will reconsider our entire approach to the nuclear issue” (Biography.com, 2011). Although Ahmadinejad was less than successful in fulfilling many of his economic campaign promises despite possessing the world’s fourth largest oil reserves, he once again ran for president of Iran in 2009 and won the election (Biography.com, 2011). The role of the president in Iran is similar to the role of the president of the United States. Both are elected every four years, can serve no more than two consecutive terms, and can appoint cabinet heads to run governments ministries. The president of United States, however, has the opportunity to select his vice president, acts as Commander in Chief of the Armed Forces, and is essentially the leader of the country (Longley, 2011). This is a stark contrast to the leadership system in Iran, where there is a Supreme Leader who is an expert in religious law, chooses the commanders of both the military and intelligence services, declares war and peace, and exercises overall www.abchs.com
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Ayatollah Ali Khameini President of Iran from 1981 to 1989 Supreme Leader of Iran since June 1989 Makes decisions on security, defense, and foreign policy PHOTO CREDIT: Sajed
authority over states and all political matters in the country. The president of the United States is the primary leader in the system; the president of Iran is the secondary person in the leadership system.
constitution and Islam, the bill becomes law; if the Council finds a bill partially or wholly unconstitutional or un-Islamic, then the bill is sent back to the Majlis for revision (Curtis & Hooglund, 2008).
Legislative Branch
Judicial Branch
The legislative branch consists of a parliament of Majlis (The Iranian Parliament) and the Guardians Council. The Majlis is comprised of 290 deputies elected to fouryear terms. Five of the seats are reserved for special representatives of officially recognized religious minorities: two Armenian Christians and one each for Assyrian Christians, Jews, and Zoroastrians (Curtis & Hooglund, 2008). The speaker, who is currently Ali Larijani, presides over the parliament and is assisted by two deputies as well as a system of 22 permanent committees. Ministers of the cabinet can also present bills. All bills passed by the Majlis must be reviewed by the 12-member Guardians Council for consistency with the constitution and Islamic principles. Members of the Guardians Council must be lawyers, and the Supreme Leader and the Majlis each appoint six members of the Guardians Council. When the Guardians Council finds a bill compatible with the
The highest judicial authority is the Supreme Court, whose members are appointed by the head of the judiciary branch, currently Sadeg Larijani (“Iran,” 2011). The Supreme Leader appoints that individual to a five-year term after approving the candidate list, which the President uses to choose a minister of justice. The Supreme Court has 33 regional branches where the chief of the Supreme Court assigns cases, and all but two of them are located in Iran’s capital, Tehran. The Supreme Court oversees enforcement of laws by the lower courts, sets judicial precedent, and acts as a Court of Appeals. Revolutionary Courts try cases involving political offenses and national security. The Clerical Court, which is outside the court system and overseen directly by the Supreme Leader, deals with crimes committed by members of the clergy, including ideological offenses. Iran also has special courts for members of the security forces and government officials. The judges of all
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courts must be experts in Islamic law (Curtis & Hooglund, 2008). In contrast, the president of the United States appoints justices to the Supreme Court, and justices are confirmed by the full senate. In the United States, Supreme Court justices have the option to serve for the remainder of their lives.
National Security In 2007, the Iranian Armed Forces, including the Navy and Air Force, under the command of the Supreme Leader, included about 420,000 active personnel in the regular forces and approximately 125,000 in the Islamic Revolutionary Guard Corps (IRGC) (Curtis & Hooglund, 2008). Since the Iran-Iraq war of 1980 through1988, one of Iran’s main policy goals was to be as independent from allies and foreign arms supplies as possible. In addition, the technology purchased from North Korea and China and developed by the Domestic Defense Industry supports a growing missile force that, according to Iran, is considered most important of their air defense. Iran’s defense budget rose significantly from $3.3 billion in 2004 and $5.6 billion in 2005, to an estimated $6.6 billion in 2006 or about 2.5% of GDP (Curtis & Hooglund, 2008).
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Diameter 1.38 m (4.5 ft.) Warhead 760 kg-1,000 kg (1,676 lbs.-2,205 lbs.) Range Up to 1,930 km (Up to 1,200 mi.)
Iran’s Shahab-3
Iran says it has successfully tested its medium-range Shahab-3 missile, capable of hitting Israel, in response to threats over the Iranian nuclear program.
Range 1,250 mi. (2,000 km)
TURKEY Med. Sea
Caspian Sea
ISRAEL
Tehran
IRAN
SAUDI ARABIA
Persian Gulf
INDIA
Iran’s Shahab-3
Foreign Military Relations In 2001, Iran signed a 10-year military-technical agreement with Russia that included assistance in aircraft maintenance and design. It was estimated to be worth $4 billion. In 2002, Iran signed a defense cooperation agreement with India, which would allow India to use Iranian military facilities in times of war with Pakistan and provides Iran with India’s technical assistance in building aircrafts and tanks. North Korea has supplied Iran with an unknown amount of assistance and equipment supporting the development of Iran’s Shahab-3 ballistic missile. The Shahab-3 is deVariant of original Shahab-3 rived from the North Origin Based on North Korean Nodong missile Korean missile NoHeight 17.6 m (57.7 ft.) Dong missile (Curtis Diameter 1.38 m (4.5 ft.) & Hooglund, 2008). Warhead 760 kg-1,000 kg (1,676 lbs.-2,205 lbs.) Range Up to 1,930 km (Up to 1,200 mi.)
Corps, or Pasdaran in Persian, was formed by former Supreme Leader vehicle Ayatollah Khomeini in Range the aftermath of the 1979 1,250 mi. (2,000 km) Islamic Revolution, it © 2012 MCT Source: Reuters, Claremont Institute Caspian was originally created as Sea TURKEY a “people’s army,” similar Med. Major Military to the U.S. National Guard (Bruno, 2011). Sea Units Tehran In 2007, the IranianISRAEL army had approxi- The current commander of the IRGC is IRAN mately 350,000 active personnel assigned General Mohammad Ali Jafari-Najafabadi SAUDI six infantry to four armored divisions, (USINDIA State Department, Iran, 2011). ComPersian ARABIA divisions, two commando divisions, Gulf one manders report directly to the Supreme airborne brigade, one special forces bri- Leader. The corps’ primary role is internal gade and six artillery groups. The navy had security, but the force can also assist Iran’s about 18,000 active personnel, including regular army with external defense. Iran’s 2,600 in naval aviation and 2,600Launch marine president appoints military leaders to the vehicle units (Curtis & Hooglund, 2008). The Guards but has little influence on day-toNavy operates bases at Bandar-e-Abbas, day operations. Current forces consist of Bushehr, Khark Islan, Bandar-e Anzali, © naval, air, and ground components, and 2012 MCT Source: Reuters, Claremont Institute Bandar-e Khomeini Bandar-e Mah Shahr, roughly 125,000 fighters (Bruno, 2011). and Chabahar. In 2007, the Air Force had Border skirmishes during the Iran-Iraq about 52,000 active personnel, including War during the 1980s helped transform 15,000 assigned to air defense units. Air the Guards into a conventional fighting Force combat forces were organized in force organized in a command authority, nine ground attack fighter squadrons, five with a chain of command structure similar fighter squadrons, and one reconnaissance to Western armies. Some analysts compare squadron (Curtis & Hooglund, 2008). it to the “old Bolshevik Red Army.” The In contrast, The United States Forces Guards also controls Iran’s Basij Resistance Command website (2008) states that the Force, an all-volunteer paramilitary wing, U.S. Army has 265,000 active duty sol- which, according to the International diers and approximately 560,000 National Institute for Strategic Studies’ annual asGuard and U.S. Army Reserve troops. sessment of the world’s militaries, consists of as many as one million conscripts (BruIslamic Revolutionary Guard no, 2011). Corps (IRGC) In addition, military analysts say that The Army of the Guardians of the Islamic during the Iran-Iraq War of 1980-1988, Revolution (in Persian: نارادساپ هاپسthe Guards (IRGC) began deploying fight)بالقنا, The Islamic Revolutionary Guard ers abroad, “exporting the ideals of the Iran says it has successfully tested its medium-range Shahab-3 missile, capable of hitting Israel, in response Launchprogram. to threats over the Iranian nuclear
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revolution throughout the Middle East” (Bruno, 2011). The Quds Force, a special forces and paramilitary arm of the Revolutionary Guard comprised of less than 1,000 people, emerged as the actual external-affairs branch during the expansion. Its mandate was to conduct foreign policy missions, beginning with Iraq’s Kurdish region, and to forge relationships with Shiite and Kurdish groups. A Quds unit was deployed to Lebanon in 1982, where it helped in the genesis of Hezbollah. Another unit was sent to Bosnia to back Bosnian Muslims in their civil war in the early and mid-1990s (Bruno, 2011). Some experts say the Quds Force has shipped weapons to Lebanon-based Hezbollah, Gaza-based Hamas and Palestinian Islamic Jihad, and is also supplying munitions to the Taliban in Afghanistan and the Shiite militias in Iraq. Furthermore, in the wake of anti-government protests throughout the Middle East in 2011, the United States and the European Union accused the Quds Force of providing equipment and support in order to help the Syrian regime suppress revolts in Syria (Bruno, 2011). In October 2011, according to Charlie Savage of The New York Times, Washington accused the Quds Force of plotting the assassination of the Saudi ambassador to the United States and plotting to bomb the Israeli Embassy in Washington, as well as the Saudi and Israeli Embassies in Argentina. Tehran, in return, denied the accusations, and some experts in the United States were skeptical of the allegations. According to Kenneth Katzman of the Congressional Research Service: “there are a number of dimensions www.abchs.com
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Iranian paramilitaries shooting with heavy machine gun DShk in front line of Iran-Iraq War during Operation Karbala 5. PHOTO CREDIT: Sajed
to this complaint that don’t seem to fit with what’s known about the way Iranians conduct terrorist attacks, the way they decide on terrorist attacks, and the way they implement them” (Bruno, 2011).
Paramilitary Forces The volunteer paramilitary force, also known as the Popular Mobilization Force, or Basij, has an estimated 300,000 personnel (including 90,000 in active service). Most of these personnel are youths, and the Basij has a capability to expand to 1 million if needed. The Basij are under the authority of the Islamic Revolutionary Guard Corps (Iran a Country Study, 2008). The Basij were used extensively after the 2009 elections to quail demonstrations in the street of Tehran.
Military Service Males between the ages of 18 and 49 are legally eligible for conscription (drafted/ enlistment) for an active service term of 18 months. This is followed by voluntary reserve service. Individuals may volunteer for active service as young as 16. About 80% of army personnel are conscripts (Iran a Country Study, 2008).
Police Approximately 70,000 police personnel serve under the Ministry of Interior, who currently is retired Brigadier General Mostafa Mohammad, and part of that police force includes individuals from the border patrol. In addition, the police -110 Unit specializes in rapid response activities in urban areas and dispersing gatherings deemed dangerous to public order. In addition, in 2003, approximately 400 women became the first female members of the police force since the 1978-1979 revolution (Iran a Country Study, 2008). According to the U.S. Bureau of Labor Statistics (2008), the United States has approximately 661,500 police force strength, including local, tribal, state, and federal agencies. They do not serve under one chief, commissioner, or cabinet head like Iran’s police force, which has the Ministry of Interior as its chief and/or commissioner. 877.219.2519
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In conclusion, as Iran continues to be the focus of international attention, it is important for Homeland Security professionals to have a basic understanding of Iran’s government and national security systems in order to better comprehend Iran’s relationship with the United States, and perhaps predict, if possible, Iran’s courses of action in attaining and using nuclear weapons in the very near future.
References Ali Larijani Re-Elected as Iran’s Parliament Speaker (2012). HuffPost: The Internet Newspaper. Retrieved May 8, 2012 from http://www. huffingtonpost.com/2012/06/05/ali-larijani-iranparliament-speaker_n_1570289.html Bruno, G. and Bajoria, J. (2011). Iran’s Revolutionary Guards. Council on Foreign Relations. Retrieved October 21, 2011 from http://www.cfr. org/iran/irans-revolutionary-guards/p14324 Curtis, Glen E., and Hooglund, E. (Eds.) (2008). Iran: A Country Study (5th ed.) Washington, DC: Library of Congress. Harper, L. (2004). Governing Iran: Ayatollah Ali Khamenei. PBS Online NewsHour, Retrieved November 17, 2011 from http://www.pbs.org/ newshour/indepth_coverage/middle_east/iran/ leader_khamenei.html Iran (2011). U.S. State Department. Retrieved November 18, 2011 from http://www.state.gov/r/ pa/ei/bgn/5314.htm Longley, R. (2011). Basic Structure and Functions of the United States Government. About. com: US Government. Retrieved Sept 22, 2011 from http://usgovinfo.about.com/od/ rightsandfreedoms/u/gov101.htm Mahmoud Ahmadinejad (2011). In Biography.com. Retrieved September 22, 2011 from http://www. biography.com/people/mahmoud-ahmadinejad-38656 Mahmoud Ahmadinejad (2011). Wall Street Journal. Retrieved on September 16, 2011 from http:// topics.wsj.com/person/a/mahmoud-ahmadinejad/5388 Middle East: Iran (nd).Central Intelligence Agency: World Factbook. Retrieved April 21, 2011 from https://www.cia.gov/library/publications/theworld-factbook/geos/ir.html Pollack, K. (2004). The Persian Puzzle, The Conflict Between Iran and America. Random House Publishing Group, New York Profile: Ayatollah Ali Khameini (2009). BBC News. Retrieved November 16, 2011 from http://news. bbc.co.uk/2/hi/middle_east/3018932.stm Profile: Iran’s Revolutionary Guards (2009). BBC News. Retrieved September 15, 2011 from http://www. news.bbc.co.uk/2/hi/middle_east/7064353.stm Police Officer (2010). Bureau of Labor Statistics. Retrieved September 21, 2011 from http://bls. gov/k12/law01.htm
Presentruth.com (2011). Picture of the Supreme leader of Iran, Ayatollah Ali Khamenei. Retrieved April 21, 2011 from www.presenttruth.com Reuters.com (2011). Picture of Iran’s Revolutionary Guard Corps in parade ceremony. Retrieved April 23, 2011 from www.reuters.com Savage, C. (2011). The New York Times, Iranians Accused of a Plot to Kill Saudis’ US Envoy. Retrieved on October 12, 2011 from http://www.nytimes.com/2011/10/12/us/usaccuses-iranians-of-plotting-to-kill-saudi-envoy. html?pagewanted=all Time.com (2011). Picture of Iran’s president Mahmoud Ahmadinejad. Retrieved April 21, 2011 from www.time.com US Army Forces Command (2011). Retrieved November 18, 2011 from http://www.army.mil/info/
abo u t the au tho r michael a. torres, BS, CHS-III, CAS, CFS, First Sergeant, US Army (Retired), served 20 years in the Infantry, and is a decorated combat veteran of the Gulf War. He currently is a sergeant/criminal investigator with the Texas Office of the Attorney General. He has over 15 years in law enforcement with an extensive background in white collar crime, undercover operations, gangs, narcotics, and human trafficking investigations, and has attended Executive Security Training in Israel. Michael has conducted research and attended specialized training in the Washington, DC area on issues relating to Iran’s intelligence and counterintelligence, terrorism, and geopolitical issues in the modern age. Michael holds the following certifications: Texas Master Peace Officer, Texas Certified Police Instructor, Certified Fraud Specialist, Certified Anti-Terrorism Specialist, and Certified in Homeland Security-III. He has a certificate in Financial Crimes Investigations from Utica College, and a bachelor’s degree in criminal justice administration from the University of Phoenix. Torres is a lifetime member of ABCHS.
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fea t u r e
QA
As a clinical psychologist, I’ve specialized in the arena of trauma, major loss, and grief. In my practice, I work with individuals resolving personal loss and grief, as well as with varied professional groups who deal with loss and violence, including medical and mental health providers, clergy, educators, first responders, homeland security, and law enforcement.
My work is reflected in my book, Voices Left Behind: Personal Journeys Through Loss and Grief (Voices). The book is a collection of stories shared with me by folks whom I’ve met over the years. They are stories of loss, grief, and the healing and personal growth that arises from loss.
Marilyn K.
Gilbert PhD, LPC, NT, DABFE, CHS-III
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J: What inspired you to write the book?
J: In a review it says that your book is not about how to grieve or console, but it G: After many years of practice, and of deal- explores and exposes the ing with patients of differing ages and life many faces of grief. Is this an experiences, two things became clear. One is accurate interpretation? that loss is a universal experience; it affects all of us. The second is that sharing experiences G: I think it was an insightful review. The with one another is very effective. reader was anticipating another how-todo-it book and apparently was pleasantly I discovered, in delivering therapy with surprised. The stories in Voices illustrate patients, that I was sharing stories of one the many individual responses to loss, person’s experience with another person showing us the personal side of grief. Just in a similar situation. I would find myself as we have individual fingerprints, so do saying to a patient: “You know, I have met we have separate ways of grieving. Voices someone who had a similar loss, and these explores loss from many faces of grief and are the things that helped them in their gives the reader permission to grieve in his experience.” I began to understand that, or her own way and own, private timein my practice, I am a kind of messenger frame. The stories paint pictures of grief as for others who’ve had similar losses. That a natural, normal, and necessary response was really the inspiration for the book— to loss. The book doesn’t tell us how to sharing stories on the universality of loss. feel or what to do, but rather encourages That’s basically what Voices is all about— us to feel what we must, to move at our sharing the experiences and stories of loss own pace, and encourages us along on a and healing from the wounds of grief. In journey through loss, grief, and healing. short, I guess I am a storyteller! J: Who specifically did you J: The focus of your book is write the book for? on loss and grief. How does that coincide with the realm of G: Voices is written for the bereaved (anyone dealing with personal loss) and for homeland security? caregivers (anyone trying to guide and G: Well, I think one important aspect of support someone in grief ). In the book, homeland security is the fact that loss is I’ve explored grief through the experiences a universal experience. No matter who we and voices of those left behind to deal with are, regardless of our culture, politics, or their own loss. Unlike a textbook, these are geography, loss and grief affect us deeply. real voices of real people. The stories are Homeland security addresses issues such as woven together by artwork, photographs, the spoils of war and post-traumatic stress and pen and ink drawing, which speak to disorder (PTSD), which are responses to us in different voices. The style of the book loss and grief. is written to appeal to varied readers. When we are in conflict or at war, often the wounds of war are invisible. There is a story in my book called “Tyler’s War” which illustrates the impact of PTSD on a young Marine who returned from Afghanistan. Tyler returned home to his wife Amy, carrying invisible baggage, confused by his wounds that no one could see. The psychic wounds of war are not visible, and often difficult to identify and treat. But these are issues homeland security confronts and works diligently to resolve. These are wounds of loss and grief as well. 877.219.2519
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One book reviewer could answer your question in a different way. She wrote: “If your life is haunted by grief and loss (old or new), read this book. If you are a professional, reaching out to those in pain, the book will guide you.”
J: Do you have anything else you would like to add? G: So often we think of anything to do with loss and grief as being “a real downer,” or droll and depressing. And of course, that is often the case. But I do believe many of the voices in the book speak of courage, hope, resiliency, and sometimes even a little levity. The overall theme of Voices is that the end result of grief is unexpected personal growth. We realize that it is through our difficult, challenging times we recognize our personal strength and our ability to handle adversity. When things get tough, we pull ourselves up by the bootstraps and we move forward, no matter how long it takes. The best illustration I’ve seen concerning personal growth and resiliency is in one of my favorite quotations by former Ambassador to Iran, Bruce Laingen:
“We are like tea bags. We don’t know our strength until we get in hot water.”
Purchase Your Copy Marilyn Gilbert’s NEW book, Voices Left Behind: Personal Journeys through Loss and Grief, is available today on amazon.com and barnesandnoble.com
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Voices Left Behind Personal Journeys Through Loss and Grief
A sensitive, insightful guide to grief and the impact death and loss can have on those who are often called “survivors.” This very moving book is filled with the poignant stories of those who have been “left behind.” Through these stories, we are able to view grief and loss in a new way. 9780983260196 | 226 pages | $21.95
“Grief is as natural as crying when you are hurt, sleeping when you are tired, Eating when you are hungry, sneezing when your nose itches. It is nature’s way of healing a broken heart” — Doug Manning
To order today, please visit:
Amazon.com or BarnesandNoble.com
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Matthew T. Lake Christopher M. Lambrose Andrew D.Lannutti Jr. Jerry P. Lawyer Owen C. Leaver Roberta R. Lee Benjamin R. Leeman Steven M. Lefler Thomas J. Lego Steven G. Lester Brandon T. Lilly Michael J. Linares Mark A. Lindauer Brendan M. Linnane Matthew P. Littrel Marcus D. Lloyd Kash B. Logan Dana R. Londen Michael M. Lonesome II Robert A. Lowder Sr. Nicholas A. Lowe Unterrial R. Lowe Leanne V. Lucas Larry A. Lynch Peter I. MacDonald David N. Macias Travis J. Mack Kenneth J. Madden Sammy R. Magruder III Jonathan A. Manderville Herbert D. Mangalindan Thomas D. Manke Marco Manuel M. Carrera Carol W. Markham John C. Marroni Carlos Marroquin Jr. Christopher Daniel Martin Preston G. Martin James E. Mason Jonathan P. Mason Oscar H. Mauriciofaguada Alicia D. Mayhew Andrea M. McAnally Andrew J. McCarthy Terra L. McCartney Scott McChesney Lucas W. Mcconn Michael K. McCoy Ronald McCrary Brent A. McFerran James M. McFetridge Myles D. McGee John McGrath Frederick L. McHugh Jeffery Mckoy Titto Medinamontero
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Janpier H. Mendez Martin E.Mendez Daniel J. Mercado Matthew A. Messner Jordan M. Miles Borg F. Miller Joseph A. Miller Markcus Z. Miller Nicholas B. Miller Brittany N. Minor Ryan A. Miserendinoes pinoza Charles E. Mobley Jr. Matthew J. Molumby Kristopher P. Monahan Elizabeth L. Monroe Joseph C. Montellese My’Keyo E. Moore-Jones Erin L. Morgan Marcus J. Morrow John A. Motichka Joshua W. Mugavero Carlos F. Muniz Jr. Franklyn P. Munroe Danielle R. Murphy Kevin M. Murphy Ryan T. Myler Joshua T. Mynear Curtis R. Naugle Anthony S. Navarra Maribel C. Neanover Raychade H. Nellemsbey Scott A. Newton Troy E. Nicol Lyndsey R. Nolan Colleen M. ONeil Jody A. O’Guinn Matthew W. OBrien Eric L. OConnell Sarahi Olague Michael L. Olivier Tolokun Omokunde Diana R. Overton Brelah R. Oxendine-Braddy John M. Panek Neva R. Patterson Matthew L. Pawlus Justin G. Pearce Courtney M. Perdue Raymond V. Perez Jr. Jordan L. Perkins Ronald M. Peterson Jr. Derek R. Peto Lawrence E. Pieper Robert P. Pillars Jr. Matthew J. Pinion Charles M. Pitt
William J. Pook Thomas B. Powers III Jeffrey C. Price Jeremy R. Proctor Gregory D. Psoinos Nicholas J. Pujado Dale R. Racer Steven A. Raczkowski Jr. Raquel Ramos. Timothy K. Reid Randall L. Rempfer Gordon Reno Richard P. Ressel Jr. Jeffrey K. Reyes Shundrea T. Richardson Joshua D. Ritter Robert J. Ritter Jr. Andrew R. Roach Chris M. Robare Ryan P. Roberson Jamie A. Roberts Danielle C. Robinson Erryl K. Roches Lacretia S. Rocker Andrew Rodriguez Miguel A. Rodriquez Alvalon O. Rogers Shaina Rosario Justin C. Ross Sheldon A. Rox Samantha J. Rubin Iridious T. Ruise II Jessica M. Rungfarsan garoo Dustin A. Runyon Shemaiah J. Russ Patrick L. Ryan Christopher Sadler Ryan A. Sampson Gustavo S. Sanchez Edward S. Santiago Richard Santiago Jose D. Santos Suzanne M. Saunders Brandon C. Scales Adam B. Scarborough Justin T. Schauman Matthew T. Schell Josef B. Schmidt Darryl E. Schneider Dustin B. Schrag Gary W. Schulmire Douglas V. Schuman Kane T. Schutzman William J. Schwartz II Joshua R. Sciarratta Jessica A. Scott
Winter 2012/Spring 2013
Earnest R. Scroggins II Tanisha D. Scruggs Thomas Joey D. Sera David A. Setser Randall A. Shaddox Christopher B. Shade Edward J. Shelton Jeffrey R. Shephard Charles D. Shepherd Karl A. Shinn Benjamin T. Shoemaker Jeremy R. Shoemaker Erin L. Shriver William M. Sickler Jr. Frank Signoretti Joshua J. Sikes Terri N. Siler Joseph P. Simons III Clyde A. Simpson Roe R. Simson Bryan D. Sipe Sean M. Sivley Cordero D. Slater Christopher M. Smalley Eric E. Smith Joel W. Smith Michael J. Smith Ryan T. Smith Steven A. Smith Miguel A. Soriano Ashlee C. South Joel C. Spangenberg Timothy A. Spiak Jason M. Spitzley Jonathan G. Squires Patrick C. Squires Seth A. Steber Patricia A. Steele Carsten D. Stevens Damon M. Stevens Jill K. Stevens Jonathan B. Stevens Joseph C. Stevens Danny J. Stockstill Jonathan R. Stoffel Wendy D. Tabora Matthew M. Talarek Daniel P. Tapp Gregory B. Tate Lemuel Taylor Jr. Jeffrey Thelusma Adam T. Thiessen Avery S. Thomas Carol L. Thompson Howard D. Thompson Jr. Wayne S. Thompson
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New Members and Newly Credentialed Cristina Tobon Margaret J. Toelken Andrew P. Tompkins LaMarcus Tompkins Alexis R. Torres Juan Torresnunez Bryan A. Trotter Ken A. Turner Robert J. Turnques Traca L. Tuthill Roman Tyshkun Roberta A. Ulibarri Armando Valencia Jorge F. Valerio Maureen J. Van Hecker Christopher E. Van Christopher E. Vance Christopher S. Verde Emilio L. Verdugo Elizabeth A. Villalobos Casey A. Voelker Anna L. Volz Gary J. Volz Ian J. Wakefield Kiara A. Walker Christopher D. Walsh Michael A. Walter Colt S. Ward Rene P. Watson Rodney A. Watson Anita R. Waugh Joshua T. Weaver Stephanie A. Weaver Roger F. Webb Shane K. Wegner Burnie D. Wells Anthony W. Wenger Jacob C. Wernicke Max O. West Winora O. Whatley Andrae L. White Jr. Brently A. White Cloyd T. White Mark N. Wilkins Milly E. Williams Shawn W. Williamson Larry W. Wilson Anna-Magdalena Gert Winkler Gary S. Wolf Raymond Woodfox John K. Woycke Tyler B. Wright Jeff M. Yang John Yonitch David C. Young Ryan E. Zachary 116
Michael R. Zilavetz Kurt H. Zimmermann Victor Zuniga New Diplomate Karen Dubowy-Karpouzas Robert J. Gordanier Murali Mohan Rao Jonnalagadda Patrick J. Sibley Harry E. Wickhorst
Newly Credentialed Guillermo Acevedovengas Nicki L. Adams Steven C. Adams Christine M. Adams Gordon M. Adkins Kingsley K. Adu Laureen Aguado Sean M. Aguilar Angela C. Ahsue Krystal Airall Jericho M. Alaras Eric P. Albrecht Reesha Alexander Bryon E. Allen Lorenzo A. Allen James D. Allen Aro A. Allen Fernando J. Alvarado Joshua S. Amaral Adrian R. Anderson Cameron C. Anderson Eric D. Andersson John P. Andrews Bradley J. Angell Tiedemann Ronald W. Armstrong Tangela M. Arnold Luis Arroyo Rick A. Avalos Kerri K. Ayo Angel D. Baez Edel B. Bagsic Christopher D. Baker Brian E. Balch Amber A. Ball Julius L. Bariuad Patrick R. Barnes Steven R. Barnes Brennan N. Barrett Nicholas W. Barringer Nicholas A. Barron Alexander J. Bates Geneson O. Bautista Glenn A. Baxter James Baylis
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Alyssa R. Bechore Glen H. Bednarz Donisha M. Behn-Batista Agileo H. Bello Whitney M. Bellow Christopher R. Bennett Joshua R. Bennett Edwin A. Bennett Rebecca L. Bentley Eric S. Bergsohn Michael R. Bernard John J. Bertolotti Gregg G. Bertrand Daniel A. Betor James F. Bibel Michael L. Bibera Daniel R. Bieber Sandra B. Bilak Luis F. Bispo Lorna J. Blackburn John T. Blake Wade A. Bloomer Cameron V. Blount Aaron M. Bochenek John W. Boeglin Justin B. Bongat Megan L. Boswell Kathleen R. Bowman Eric M. Boyajian Steven Brancazio Jonathan J. Brandt Thomas E. Brewer Brandon M. Briggs Ryan S. Brinkerhoff John P. Briody Jonathan P. Brody Michael E. Brooker Christopher D. Brookman John A. Brooks David Broomes Thorn W. Brown Brian J. Brown Larry W. Brown Brett B. Brown Amy L. Brown Darren A. Brown John M. Brubaker Christopher T. Bryant Aaron M. Buchs Shawn A. Buckman Jack Buckner Brian K. Burch Christopher Burke McCandless Shaun A. Burkley Robert R. Buxton Roger G. Byassee
Winter 2012/Spring 2013
Mark S. Byers Scott Cabrera Heather D. Cage Jose Calles Jessica L. Camacho Mitchell J. Cameron Eddie C. Campos CarlJoseph C. Camus Francisco Cancel Keith J. Cannon Rey A. Canonizado Alberto L. Caoile Asterio P. Caras Dawn S. Carlton Marco Carrera Jose A. Carrillo Veronica D. Cartwright Edward Casares Eric E. Casasflores William S. Casselle Arthur J. Castillo Elizabeth M. Castle Leroy Caswell Varney L. Cauley Selene M. Ceballo Carrie K. Cellilo-Garcia Hanley Chan Ranae M. Chavez Danielle L. Church Brandon L. Clapp Brandt D. Clark David Clark William L. Clark Jeffery L. Clark Shavon A. Clarke Douglas E. Clements Eddie L. Coats Douglas E. Cogswell Deborah R. Cohn Zachary B. Collins Christine M. Conley Denise M. Contreras Brittney J. Cook Steven E. Cooney Douglas Cordero Rodolfo D. Cortina Michael A. Cosio Calvin D. Crawford William J. Crawford Brian D. Crenshaw Steven L. Cresci Melissa D. Croom Kevin Cruz Arturo Cruz James S. Cruz Justin D. Cummings Michael L. Curran
Daniel A. Cutrer Alison E. Czuhajewski Nathan J. Czuhajewski Zlando Dahn Alexander D. Dajero Marcus T. Daniel Charles E. Daniels Travis M. Darling Andrew P. Daub Michael T. Davidson Gregory T. Davis Brian P. Day Octave E. DeAlminana Raymond O. Dearing Rodger H. Decker Blaine A. Decker William F. DeGirolamo Gerardo V. Delacruz Joseph J. Delbo Jose C. Deleon Felipe Delreal Blaise K. Dento Aaron C. Deremiah Rock G. Desmarais Kevin R. Devine Mathew J. Dewey Brian K. Dickinson Robert W. Dinwoodie Jeffery T. Ditlevson Thomas J. Dixon Jeremy E. Dodson Mark P. Donahue Justin H. Dove David A. Dozier Gregory P. Drake Colter S. Drew Gregory A. Drew Jason I. Dubaniewicz Daniel R. Dundon Mark S. Dunston Stephanie M. Durazo Frantz Duton William J. Eason Quentin G. Eastridge Alex E. Eck Andrew T. Edgar Aaron J. Edson Thomas P. Ehrenkranz Silvano D. Elizondo Aaron A. Eller Robert C. Ellis Joshua C. Ellsworth Jeffrey T. Elwood Reginald S. Epps Alex S. Escobal Julia J. Esquivel-Ramirez Courtney A. Evans www.abchs.com
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Newly Credentialed Robert J. Faber Paul E. Fahlor Troy E. Fairchild Miguel A. Falcon Emerson H. Fandialan Victorio M. Fazzino Harry St. Felix Jason M. Ferris Jeremy G. Figueroa Daniel A. Fillmon Robert T. Finwall Rachel A. First Jared M. Fischer Aaron M. Fitzgerald Christopher J. Fleming Nathan J. Flint Alberto R. Flores Robert S. Folendore Randolf P. Foronda Maegann E. Foster Justin A. Foxworth Jesse L. Francis David R. Frazier Derek C. Fregeolle Sean K. Freitag Robert M. Frier Alexander E. Frisbee Alfaro Fuentes Jessica M. Fuentes John J. Gaffney Ryan A. Gainey Ordice A. Gallups Michael J. Galvin Frank Garcia Julio C. Garcia Hope A. Garcia Luis M. Garcia Francisco A. Garcia Cathy G. Garcia Patricia A. Garcia Juan A. Garcia Jason A. Garey Clinton A. Garrett James B. Gasaway Casey J. Gelegan Michele Germain Michael F. Gersbach Debra D. Gethers Sylvia P. Giannetta Nicole E. Gieder Ikeleebenette Y. Go Glen R. Golden Terany L. Goldsby Mark G. Goldyn Mario A. Gomez Julian Gonzales Oscar Gonzalez 877.219.2519
Mario A. Gonzalez Jessica D. Goode Leonard B. Gordon Brandon L. Gossett Darren R. Grant Daniel C. Gravante Justin A. Graziano Joseph K. Green Matthew D. Griffin Brittney K. Griffith Lorena A. Guzman Viridiana Hacker Matthew E. Hackett Geneve A. Hails Christina L. Hall Jodi-ann M. Hammith Wykia R. Hansley Wilfred J. Hargraves Terence L. Harmon Eric S. Harper Christine A. Harrier Irwin C. Harrington Chad W. Harris Sunyatia M. Harris Richard J. Harry Sean B. Hawley Cory M. Hays Barion F. Haywood James T. Hegedusich Eric W. Heiden John M. Heiland Yonah Heiland Brian R. Heinkel Nicole Y. Hellums Lisa E. Helman Johnny L. Henderson Nick A. Henley Kareem C. Henry Kelly J. Hernandez Pascal T. Herrling Geoffrey A. Hill Adam C. Hill Carla M. Hinojosa Michael A. Hoar Marissa P. Hock April L. Hodge Trevor W. Hoehn Derek J. Hoffman Seth A. Hollingsworth Jacob L. Holt Jason E. Holtmann Levi E. Holton Curtis L. Honaker Brandon J. Hooks Ronrico Q. Hooks Carlos A. Horne Robert R. Hortaleza
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Jesse J. Houck Michael G. Hovis Kelly S. Hoyle William T. Humble Scott A. Humphreys Amber L. Hunt Warren J. Hurdle Eric W. Hurley David J. Hurtado Keshauna N. Hutchison Richard G. Hyatt Jeremiah J. Hyatt Carlos H. Ibarra Melvin L. Isom Serena N. Jackson Curtis R. Jackson Justin L. Jacobs David A. Jaeger Eric A. James Brandon D. Janice John E. Jasken Terrill D. Jenkins Katrina D. Jennings Andrea F. Johns Cody J. Johnson Jeremy W. Jones Derrick D. Jones Gussie L. Jones Nathan C. Jones Marlan J. Jones Gary W. Jones Marshall A. Jones Eboni R. Joyner Monica Kaileh Lance O. Kalahar Daniel P. Kavanagh Jason D. Kelley Matthew S. Kelley Terry B. Kelly Jason S. Kelsaw Kandace M. Kelsey Dustin A. Kentzell Jonathan R. Keyser Mark Kime Xavier King David E. King Allen M. King Billy J. Kingry William R. Klingler Keith R. Knotek Emil J. Kolick Christopher R. Kordish John R. Kostelnik Bony Koulavongsa Daniel Kregstein Jeremy N. Krieg Kyle R. Kurzendoerfer
John J. Lally Michael G. Langehenning Rodley S. Langston Philip D. Laramie Kristin E. Laura Jerry P. Lawyer Benjamin R. Leeman Alan J. Lemire Joseph A. Lendley Michael J. Leslie Kenny A. Lewis Brandon T. Lilly Michael J. Linares Brendan M. Linnane James D. Linville Marvin R. Little Matthew P. Littrel Kash B. Logan Kris A. Long Thania C. Lopez Mario J. Lopez Robert A. Lowder Leanne V. Lucas Eric J. Lutz Frank A. Magnotta Jamie L. Makowka Jonathan A. Manderville Thomas D. Manke Christopher L. Manning Joshua E. Manning Daniel M. Mariner Carol W. Markham Alex J. Marrondiaz James S. Martin Alecia E. Martin Bobby B. Martinez Jason R. Mason Bryan A. Maule Kristen J. Maxwell Andrea M. McAnally Jessica H. McClure David J. McClurg Andrew P. McClusky Michael K. McCoy Amber C. McCrackin Tiffany S. McDuffie James M. McFetridge Myles D. McGee Billy J. McGowan Frederick L. McHugh David H. McIntyre Brandon M. McKnight Jeremiah A. McLean Keith D. McPherson Anthony L. McPherson Steven V. Medrano Brandon S. Meinbresse
Winter 2012/Spring 2013
Thomas E. Mello Martin E. Mendez Joshua A. Meng Daniel J. Mercado Matthew A. Messner Michael L. Meyervanparis Alan D. Middeker Jordan M. Miles Danielle M. Miller Joseph A. Miller Borg F. Miller Eric R. Milton Brittany N. Minor Kristopher P. Monahan Abbey E. Mongosa Benjamin D. Monnin Paul L. Montanye Steven C. Moores Patrick J. Moreland Michelle R. Morgan Erin L. Morgan Orlando D. Morin Theodore J. Morrison Juan C. Morrobel John A. Motichka Robert A. Muccino Robert J. Mueller Bradly D. Mueller Travis D. Mueller Franklyn P. Munroe Dennis J. Murphy James C. Murphy Danielle R. Murphy Ryan T. Myler Joshua T. Mynear Maribel C. Neanover Raychade H. Nellemsbey Leslye V. Nelsen Breeanna M. Nelson Scott A. Newton Renato E. Ngo Michael T. Nguyen Nicholas E. Nicoloff Brian A. Nielson Earlene M. O’Brien Dan P. O’Brien Eric L. OConnell Clarence E. Ogburn Lauren N. Ogden Jody A. O’Guinn Bok K. Oh Susan E. Olander Angel L. Oliveras Benjamin G. Olney Adam R. Olson Larzon M. Ong Stan C. Ortega
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Newly Credentialed Diana R. Overton John M. Panek David K. Panter Eduardo M. Pareno Sean M. Parker Buddy A. Parsons Rajan B. Patel John A. Pelazza Christopher M. Pellant Michael Pellegrino Dwain Pemberton James L. Penney Brian M. Percle Juan P. Pereyra Jordan L. Perkins Derek R. Peto Wendy B. Phillips Eric E. Phillips Eric E. Pierce Charles D. Pietzman Zachary D. Plumb Kenneth L. Pollock Randolf V. Pono Thomas B. Powers Jamie L. Preciado Lawrence O. Priester Nicholas P. Prince Jonathan D. Proulx Gregory D. Psoinos Zahul Puello Nicholas J. Pujado Jason A. Pusch Eli A. Quintanilla Marisa S. Rainey Jeffrey M. Ramondetta Nelson Ramos Curtis M. Rasmussen Stephen M. Rasmussen Shanna M. Read Ryan E. Readhimer Anthony L. Reanue Martha M. Rector William C. Reed Debbie L. Remele Anthony D. Repice Anibal R. Resendiz Jordan C. Reviczky Jeffrey K. Reyes Joshua A. Reynolds Ryan M. Reynolds Leroy Rhem Anthony T. Rice Aaron D. Richards Daniel W. Richter Corey A. Ring Joshua D. Ritter Robert J. Ritter
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Andrew R. Roach Chris M. Robare Ryan P. Roberson Travis G. Robinson Anthony L. Rodgers Alvalon O. Rogers Vincent C. Rosario Joshua D. Roundy Samantha J. Rubin Mark W. Rudes Jessica M. Rungfarsangaroo Dustin A. Runyon Meaghan E. Russell Roberto C. Ruvalcaba Patrick L. Ryan Sarah M. Saldana Deforest E. Sankey Jose D. Santos Michael A. Satterfield Jason R. Sauerbier Howard V. Scales Matthew T. Schell Kenneth G. Schmidt Josef B. Schmidt Darryl E. Schneider Ryan M. Schnitzler Douglas V. Schuman Matthew W. Schwantz Nachelle D. Scott Earnest R. Scroggins Juan C. Scull Randall A. Searls Joey D. Sera Dereck J. Serna Dominic M. Serra Christopher B. Shade George A. Shaffer Rodger S. Shamblin Michael S. Shelton Jeffrey R. Shephard Charles D. Shepherd Justin Sherman William C. Shirley Momar K. Shirley Benjamin T. Shoemaker Erin L. Shriver Frank Signoretti Nyah L. Simmons Matthew T. Simonini Joseph P. Simons Bryan D. Sipe Cordero D. Slater Charles Smiarowski Andrea L. Smith Kenneth J. Smith Rebecca E. Smith Shannon E. Smith
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Cherrese S. Smith William D. Smith Kevin A. Smith Brian D. Smith Adam J. Smith Ryan T. Smith Steven A. Smith Shane A. Smykalski Travis J. Sonneborn Christian J. Soseman Ashlee C. South Joel C. Spangenberg Errol G. Spence Elsee Spencer Timothy A. Spiak Jason M. Spitzley Pamela Spring William E. Spring Jonathan G. Squires Orlando G. St Louis Jeffrey S. Starck Seth A. Steber Jason L. Steele Robert C. Steele Patricia A. Steele Tyler J. Stein Sean R. Stell Kyle A. Stern Lovenski L. Sterns David W. Stevens Carsten D. Stevens Damon M. Stevens Christopher P. Stills Samantha C. Stoelting Dwight A. Stout Zak A. Swanson Erika L. Tadlock Nathan C. Tannehill Erica S. Tanner Mohamad M. Tarabah Nyiesha L. Taybron Brandon L. Taylor Angelo D. Taylor Kennedy L. Thomas Wayne M. Thomason Victoria Thompson Tiffany C. Timmons Antonio A. Tingco LaMarcus Tompkins James P. Toole Frank N. Topete Luz A. Torojaramillo Amarilys I. Torres Juan Torresnunez April J. Townsend Robert E. Toy Bryan A. Trotter
Winter 2012/Spring 2013
Matthew W. Troupe Thomas T. Trowbridge Carrie M. Tudor Adam M. Turner Aurora F. Turner Charles V. Turner Traca L. Tuthill Roman Tyshkun Larry K. Uber Joel Ubiera Armando Valencia Clement B. Valot Christopher E. Van Maureen J. Van Hecker Julio A. Vela Evelyn A. Velez Michael G. Ventiere Emilio L. Verdugo Emmanuel Viloria Casey A. Voelker Stanley M. Volne Ian J. Wakefield Shenequia M. Walker Kiara A. Walker Michael A. Walter David L. Wampler Larry D. Ward Mark Ward Colt S. Ward Matthew C. Warren Silas Washington Brandon W. Weant Lenward D. Weaver Stephanie A. Weaver Burnie D. Wells Donald R. Welsh Matthew J. Welsh Anthony W. Wenger Jacob C. Wernicke Melburn R. West Max O. West Winora O. Whatley Dwayne M. White Cicely D. Wiggins Donald E. Williams Cheri A. Williams Milly E. Williams Shawn W. Williamson Jeremy S. Wilson Courtney W. Wilson Anna-Magdalena G. Winkler Jeffrey C. Winters Johnathon R. Wistuber Tinisha L. Witt Mark P. Wojtal Raymond Woodfox
Angelo R. Woodrow Duain E. Woodruff Howard T. Woodruff Matthew G. Woods Kylie M. Works Phillip Wright Tyler B. Wright Jeff M. Yang John Yonitch Ryan S. Young Christopher B. Youngman Ryan E. Zachary Kurt H. Zimmermann
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A. ABCHS WOMEN’S DRESS SHIRT $55
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B. ABCHS MEN’S DRESS SHIRT $55
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C. ABCHS PATCH $5 D. ABCHS LAPEL PIN $5
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E. ABCHS MEN’S FLEECE JACKET $60 COLOR: black • SIZES: S to 3XL
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I. ABCHS MEN’S ALL-WEATHER JACKET* $60 COLOR: black • SIZES: S to 3XL *Please circle one: with or without back imprint
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