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CBRNE Detection [Target Capabilities List]
"The Chemical, Biological, Radiological, Nuclear, and Explosives (CBRNE) Detection capability provides the ability to detect CBRNE materials at points of manufacture, transportation, and use. This capability includes the detection of CBRNE material through area monitoring, but not by their effects (i.e., signs or symptoms) on humans and animals which is addressed through the public and animal health capabilities. The CBRNE Detection capability does not include actions taken to respond to the consequences of a release or activities to render any CBRNE device safe. The CBRNE Detection capability is not only about technology, but rather the ability to recognize potential CBRNE threats through equipment, education, and effective protocols. The importance of training, communication, and close coordination with key partners, including intelligence, law enforcement, public safety, public health, and international partners, is recognized as a critical enabler for this capability. However, only the CBRNE detection specific tasks to these cross-cutting elements have been identified in this capability."
United States. Department of Homeland Security
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ODP Tactical Interoperable Communications Plan Frequently Asked Questions
"TICP [Tactical Interoperable Communications Plan] serves as a planning tool to help sites exercise interoperable communications and to meet the Congressional mandate that grant recipients develop a tactical plan. TICP meets the requirements of Homeland Security Presidential Directive-5, Management of Domestic Incidents, and the DHS National Incident Management System (NIMS)."
United States. Department of Homeland Security
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Improving Local and State Agency Response to Terrorist Incidents Involving Biological Weapons
"A biological terrorist attack could quickly overwhelm community and state emergency resources. State and/or local offices of emergency management, public health departments, and other departments can help organize a response. This planning guide is a first step in helping your community evaluate current Emergency Operations Plans (EOPs), appendices, and Standard Operating Procedures (SOPs). Using the principles from this guide, your community can begin to incorporate additional planning actions that will allow for an effective response to a terrorist incident involving biological weapons."
United States. Department of Defense
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LLIS Best Practice: Emergency Management Programs for Healthcare Facilities: The Incident Management System
"Healthcare facilities should establish an IMS [Incident Management System] for their organization to use when directing emergency response and recovery operations. Many healthcare facilities are adopting variations of the Incident Command System (ICS) that are tailored for medical operations. ICS principles enable a healthcare facility to improve emergency operations through use of a logical management structure, defined responsibilities, clear reporting channels, and common language. This helps manage facility operations during an emergency, as well as integrate the facility's response with that of other local, regional, and national efforts."
Lessons Learned Information Sharing (LLIS)
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LLIS Best Practice -- Radiological Dispersal Device Incident Response Planning: Roles and Responsibilities of Emergency Response Organizations
"Municipalities have the primary responsibility for incident response within their jurisdictions following an RDD [Radiological Dispersal Device] event. However, an RDD event may overwhelm jurisdictions' capabilities and require resources to supplement local assets. A large number of jurisdictions may not have the resources or authority to respond effectively to an RDD event. In many cases, partnerships between local emergency response organizations and state radiation control authorities will be critical. A number of state and federal agencies can provide municipalities with specialized expertise, equipment, and resources upon request to respond to an RDD incident. This Best Practice discusses roles and responsibilities of jurisdictions following an RDD event. It also provides information on federal and state roles, expertise, and resources that could be deployed upon request. This document can support emergency planners by helping to familiarize themselves with these resources and functions."
Lessons Learned Information Sharing (LLIS)
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LLIS Practice Note: Special Event Management: Serve DC's Volunteer Planning and Coordination during the 2009 Presidential Inauguration
"Serve DC, the District of Columbia Mayor's Office on Volunteerism, successfully recruited and trained volunteers to support the District's operations during the 2009 Presidential Inauguration."
Lessons Learned Information Sharing (LLIS)
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FY2006 Homeland Security Grants Program Guidance and Application Kit
"Several significant changes in the HSGP [Homeland Security Grant Program] and its focus are being made for FY 2006. First, this marks the first grant cycle in which the Interim National Preparedness Goal is in place to outline National Priorities and focus expenditures on building capabilities. This common planning framework and the tools that support it allow the Nation to define target levels of performance and measure progress made toward achieving them. In addition, the Department of Homeland Security (DHS) is adopting in FY 2006 a risk- and need-based approach to allocating funding for certain programs within HSGP. The aim is to allocate and apply these resources to generate the highest return on investment and, as a result, strengthen national preparedness in the most effective and efficient manner. In addition to integrating these new policy developments, the FY 2006 HSGP guidance: Highlights the Interim National Preparedness Goal and its applicability to the FY 2006 HSGP; Highlights the Target Capabilities List and its applicability to the FY 2006 HSGP; Presents overall FY 2006 HSGP policy and program requirements, including overall FY 2006 HSGP allowable costs; Guides grantees in the application and award process for the FY 2006 HSGP; Provides detail on the specific requirements associated with FY 2006 SHSP [ State Homeland Security Program], UASI [Urban Areas Security Initiative], LETPP [Law Enforcement Terrorism Prevention Program], MMRS [Metropolitan Medical Response System], and CCP [Citizen Corps Program]."
United States. Department of Homeland Security
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Strengthen, Prepare, Respond: The Interagency Board FY 2016 Annual Report
"The IAB's [InterAgency Board] mission is to strengthen the Nation's ability to prepare for and to respond safely and effectively to emergencies, disasters, and chemical, biological, radiological, nuclear,
and explosive (CBRNE) incidents. Today, this mission is more complex than in the early days of the IAB. Attacks on police, civil unrest, wildfires, and widespread addiction were not as prominent then as they are now. These incidents have significant impacts on our communities and tax public safety resources. Incidents today routinely cross disciplinary lines and have raised citizens' expectations of local, state, and federal response capabilities. Public safety responses to local incidents now include emergency management, public health, and state and federal partners in addition to police, fire, and emergency medical services. Assets such as the National Guard Civil Support Teams, the Federal Bureau of Investigation, and U.S. Customs and Border Protection are increasingly integrated into local planning meetings. Additionally, our Nation's Fusion Centers are routinely involved in intelligence sharing with local partners. Interagency cooperation across all tiers of response is vital as we all work in a common mission space."
InterAgency Board
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Interagency Board: 2004 Annual Report and 2005 Standardized Equipment List
This is an annual report of the Interagency Board (IAB). IAB for Equipment Standardization and Inter Operability Working Group is designed to establish and coordinate local, state, and federal standardization, interoperability, and responder safety to prepare for, respond to, mitigate, and recover from any incident by identifying requirements for Chemical, Biological, and Radiological, Nuclear, or Explosives (CBRNE) incident response equipment.
InterAgency Board
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Limits and Prospects of Military Analogies for Homeland Security: Goldwater-Nichols and Network-Centric Warfare
This report is part of chapter two of five chapters in the series: Threats at Our Threshold: Homeland Defense and Homeland Security in the New Century: A Compilation of the Proceedings of the First Annual Homeland Defense and Homeland Security Conference. The following is taken from the introduction of the report: "Since the attacks of 9/11, the United States has sought to strengthen its ability to prevent terrorist attacks and respond to high-consequence events affecting the U.S. homeland. Washington's tactic of choice to improve counterterrorism and homeland security has been to reorganize the federal government. The Department of Homeland Security (DHS) was created in 2003 to rationalize assets and centralize activities related to borders, domestic asset protection, preparedness and response, information integration and dissemination, and science and technology. The Office of the Director of National Intelligence (ODNI) was created to better coordinate the fragmented intelligence community Washington's decision to turn to far-reaching reorganization in response to new national security challenges has significant historical precedent. The National Security Act of 1947 created the Department of Defense (DoD) and the Central Intelligence Agency (CIA) to help the United States meet the security challenges it faced after World War II. It took another decade, however, to establish the North Atlantic Treaty Organization (NATO), deterrence and various other critical institutions and concepts to fight the Cold War effectively. For every step in the right direction, there were missteps, trial and error. It took another 39 years before Congress passed the Goldwater-Nichols Act to foster 'jointness' among the military services, something that Dwight Eisenhower had lobbied for both as a general and as President. U.S. efforts to address homeland security and counterterrorism represent the most significant federal reorganization since 1947. But the 'big bang' creation of both the DHS and DNI are not sufficient. Reorganization is only a step in refashioning government and society to meet the challenges of global terrorism and homeland security."
Army War College (U.S.). Center for Strategic Leadership
Prieto, Daniel B.
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Goldwater-Nichols Act for Homeland Security
This report is part of chapter two of five chapters in the series: Threats at Our Threshold: Homeland Defense and Homeland Security in the New Century: A Compilation of the Proceedings of the First Annual Homeland Defense and Homeland Security Conference. The following is taken from the introduction of the report: "All cabinet-level departments need to join together in a Goldwater- Nichols type reform to look at man-made and natural threats and government responses in an integrated manner. By creating better communication and synergistic efforts our government will be better equipped to handle, in a cost effective manner, the outcome of a terrorist act or natural disaster. This course of action will drive a holistic approach for the development of capabilities that will be flexible and resilient while providing a proactive capability to prevent some of the threats facing us today and in the future. The attempted rescue of U.S. hostages held captive by Iranians in 1980 was categorized as unsuccessful, not just for its failed effort, but also because of a plethora of interoperability issues. For example, Marine Corps pilots were operating unfamiliar Navy helicopters, covertly inserting Army Special Forces to waiting Air Force refueling platforms, and while its joint concept appeared fluid, the operation was nevertheless chaotic. Interoperability issues would also plague the U.S. efforts in Grenada three years later. 'Who,' asked Colonel O. E. Jensen, 'hasn't heard about the soldier who called from a phone booth on Grenada back to the States to get a message passed to U.S. Navy ships lying in sight offshore? Who doesn't know that the ATO [Air Tasking Order] in the Gulf War had to be printed, copied, and carried to the Navy by hand because communication systems were incompatible? Such incompatibility could cost lives in the next war."
Army War College (U.S.). Center for Strategic Leadership
Edwards, Michael, 1957-
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National Communications System Annual Report: Fiscal Year 2001: Exploring Solutions for Communications Reliability
This report highlights significant national security and emergency preparedness (NS/EP) telecommunications events and major NCS initiative, actions and accomplishments during FY 2001.
National Communications System (U.S.)
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Fire and Explosion Planning Matrix
"Recent terrorist events in the United States underscore the importance of fire prevention and workplace emergency planning efforts. Fires or explosions created by arson or an explosive device can be the quickest way for a terrorist to affect a targeted business. Consequently, the Occupational Safety & Health Administration (OSHA) developed this Fire and Explosion Planning Matrix to provide employers with planning considerations and on-line resources that may help employers reduce their vulnerability to, or the consequences of, a terrorist's explosive device or act of arson."
United States. Occupational Safety and Health Administration
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Evacuation Planning Matrix
"Recent terrorist events in the United States underscore the importance of workplace evacuation planning. Consequently, OSHA [Occupational Safety & Health Administration] developed this Evacuation Planning Matrix to provide employers with planning considerations and on-line resources that may help employers reduce their vulnerability to a terrorist act or the impact of a terrorist release. Terrorist incidents are not emergencies that OSHA expects an employer to reasonably anticipate. However, if a terrorist release does occur in or near your workplace, an effective evacuation plan increases the likelihood that your employees will reach shelter safely."
United States. Occupational Safety and Health Administration
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Information Assurance: Trends in Vulnerabilities, Threats, and Technologies [Working Paper]
"To better understand the problems of incorporating IT into the battlefield, CTNSP, in concert with The Center for Public Policy and Private Enterprise (CPPPE) of the University of Maryland School of Public Affairs, brought together leaders in the field of military and commercial policy and technology (A list of attendees can be found in Appendix A). The purpose of the meeting was to discuss information assurance issues as they relate to network centric warfare. The workshop objective was to gain insight into transformation risks in the following areas: trends in information system threats and vulnerabilities; vulnerabilities introduced by the complexity of the new digitized battlefield; impact of degraded information systems on battlefield operations; and trends in information assurance technologies and system design. This volume presents the proceedings of that workshop. By virtue of their diverse experiences and concerns, workshop participants offered unique insights into a multiplicity of issues. As was to be expected, they did not always agree. Their disagreements are instructive and highlight the magnitude of the challenges we face in harnessing the operational and technological aspects of network centric warfare."
National Defense University. Center for Technology and National Security Policy
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Global Century: Globalization and National Security
"The Global Century: Globalization and National Security is a two-volume work. Volume I provides an overall framework. It focuses on globalization's impact on world affairs and on the task of forging responsive U.S. policies and strategies. Volume II provides additional analyses of specific global and regional trends, and of policies for dealing with them. Scholarly in their tone and content, both volumes aim to illuminate and educate, not advocate. They do not put forth any single theory of globalization's future or a fixed policy blueprint to follow. Indeed, they present a wide range of opinions, interpretations, and recommendations from more than 50 experts drawn from multiple disciplines and specializations. They offer core themes, including a weighty sense of globalization's strategic essence and an insightful portrayal of the policy choices facing the United States and other countries. Their goal is to help inform the reader about globalization, its consequences, and its policy implications."
National Defense University. Institute for National Strategic Studies
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Information Warfare & Information Operations (IW/IO): A Bibliography
This bibliography, maintained by the Dudley Knox Library at Naval Postgraduate School, contains a compilation of links to books, periodicals, and documents, theses and technical reports on a variety of information warfare and operations topics. Also included are links to doctrinal publications, bibliographies, and internet sites.
Naval Postgraduate School (U.S.). Dudley Knox Library
Marlatt, Greta E.
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Strategic Plan: Fiscal Years 2004-2009
In accordance with the Government Performance and Results Act of 1993, the Department of State and Agency for International Development (USAID) Strategic Plan for Fiscal Years 2004 to 2009 sets forth the Secretary of State's direction and priorities for both organizations in the coming years. The Strategic Plan supports the policy positions set forth by President Bush in the National Security Strategy and presents how the Department of State and USAID will implement U.S. foreign policy and development assistance. In the Strategic Plan, the Mission section defines the primary aims of U.S. foreign policy and development assistance as well as our priorities in the coming years. The remainder of the Strategic Plan provides an overview of our four strategic objectives and describes the key perspectives and outlooks for each associated goal. In addition, key U.S. Government partners and external factors that could affect achievement of goals are identified for each goal. The strategic objectives and goals constitute the strategic planning framework for both agencies. This framework serves as the basis for both organizations' annual performance plans at the Department, Bureau, and Mission levels. The annual plans focus more specifically on efforts to meet tangible performance goals and contain specific performance indicators. Success in meeting performance goals indicates the overall progress in achieving the mission and strategic objectives set forward in this Strategic Plan.
United States. Department of State; United States. Agency for International Development
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Fact Sheet: Making America Safer by Strengthening Our Intelligence Capabilities
This fact sheet outlines President Bush's decision to create the new position of National Intelligence Director (NID) and to establish a National Counterterrorism Center (NCTC). The NID will serve as the President's principal intelligence advisor and the head of the intelligence community. The NID's authorities and responsibilities will further enhance the ability of the intelligence community to give the President and his advisors an integrated intelligence product on threats to national security. The NCTC will be responsible for analyzing and integrating foreign and domestic intelligence acquired from all U.S. Government departments and agencies pertaining to terrorism.
United States. Office of the White House Press Secretary
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Budget in Brief: Fiscal Year 2005 Budget Request
The State Department believes the FY 2005 performance budget identifies the resources required for a proactive U.S. foreign policy, and aims to provide adequate funding to meet the President's commitments in the campaigns waged. The FY 2005 budget request for Department of State appropriations totals $8.552 billion. This amount represents an increase of $364 million over the FY 2004 level, including supplementals. The request sustains key components of the State Department's operations and infrastructure, as well as U.S. engagement abroad through public diplomacy and international organizations. Moreover, it builds on initiatives for people, security, and information technology to meet new requirements in the post-September 11 environment. The requested resources will enable the State Department to: support the war on terrorism; strengthen protection of U.S. borders; meet critical staffing needs; continue to construct and upgrade secure diplomatic facilities; exploit information technology; build alliances of common interests through public diplomacy; conduct strategic educational and cultural exchanges; fulfill U.S. commitments to international organizations; and finally, back international peacekeeping.
United States. Department of State
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Army's Commitment to Supporting the Homeland Security Chemical, Biological, Radiological, Nuclear, and High-Yield Explosive Weapon Terrorist Threat: Can the Reserve Components Meet the Requirement by Themselves?
The United States Government has identified of highest priority the development of effective capabilities for preventing and managing the consequences of terrorists use of chemical, biological, radiological, nuclear and high-yield explosive (CBRNE) materials and weapons on the American homeland. The Department of Defense (DOD) and Army both have a significant role in this effort. This paper will look at those roles and focus on the Army's ability to support the Homeland Security (HLS) CBRNE terrorist threat in the areas of agent sampling, detection, identification, and decontamination operations. Specifically, it will address the Reserve Components (RC) capability for responding to an incident and demonstrate the value-added of Active Component (AC) forces. The conclusion is the RC cannot fulfill the Department of the Army's commitment to this important mission by itself: AC forces must assume a more prominent role to ensure an adequate DOD response in this critical area.
Army War College (U.S.)
Anderson, Donnie P.
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United States Army 2002 Transformation Roadmap
This 2002 Army Transformation Roadmap outlines our Transformation strategy and details how Army Transformation supports sustained progress toward the attainment of the six critical operational goals for Transformation stated in the 2001 Quadrennial Defense Review. It describes steps The Army is taking to create a culture of innovation that seeks to exploit and shape the changing conduct of military competition. The Army will explore new combinations of concepts, people, organizations, and technology in order to produce new or increased capabilities, protecting our Nation and the Joint Force against asymmetric threats. In short, we seek to institutionalize Transformation as a continuous process. Army Transformation, as part of the Department of Defense's transformation, requires a holistic approach to meeting the demands of the evolving National Security Strategy. As such, it includes a fundamental review of how The Army organizes staffs, equips, trains, and develops its leaders to execute its doctrine in the 21st century. Transformation is fundamentally about changing the way we deploy, fight, sustain, and use information. Transformation will provide new capabilities to the Joint Force Commander to enable the Joint Force to assure our allies and friends, dissuade military competition, deter aggression, and, if necessary, decisively defeat aggressors.
United States. Department of the Army
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Analysis of First Responder Grant Funding
"At the direction of Chairman Cox and Subcommittee Chairman Shadegg, Committee staff undertook a review to determine: (1) whether DHS was making its terrorism preparedness grant funds available to States in a timely and effective manner; (2) how DHS terrorism preparedness grants were being allocated by States among their internal jurisdictions, and how quickly; (3) how these grants were being utilized by States and localities; and (4) the reasons for any delay in expenditures of these funds by state and local recipients. Based on a review of the grant data and other information collected, Committee staff found that: 1) DHS awarded homeland security grant funds to States reasonably quickly, but without any real assessment of need or risk (except for the Urban Area Security Initiative). 2) Almost one-third of all States allocated money among their internal jurisdictions without regard to need or risk (other than population), and those that applied risk or need factors did not follow any standard approach to doing so. 3) There were no Federal terrorism preparedness standards or goals to guide expenditure of funds at the state and local levels, leading to numerous examples of questionable spending. 4) Only a very small portion of awarded funds has been utilized to date by state and local recipients. Committee staff found a myriad of explanations for this delay, but identified four common causes: planning to spend the grant, which often occurred late in the grant process, after the grant was awarded and obligated to localities; obtaining local board approval of grant spending; fulfilling state and local procurement regulations; and setting aside funds that could be used to purchase equipment while waiting for reimbursement from DHS."
United States. Congress. House. Select Committee on Homeland Security
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Common Approach to Preparedness: The National Preparedness Goal
"Terrorist attacks, natural disasters, and other emergencies respect neither political nor geographic boundaries. To deal with major events effectively requires a national preparedness system that makes clear the roles and missions of entities at all levels, strengthens preparedness partnerships, establishes performance objectives and measures, and directs the allocation of resources and prioritization of investments. A major milestone in building this national preparedness system is the Interim National Preparedness Goal (the Goal). The Goal will transform the way we think about preparedness by defining capabilities that must be in place, at appropriate levels, to prevent and respond to current and future threats and hazards. The Goal establishes measurable targets and priorities to guide the Nation's planning, and provides a systematic approach for determining how prepared we are, how prepared we need to be, and how we should prioritize efforts to close the gap."
United States. Department of Homeland Security
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HSPD-8 in Context: The NRP, NIMS and the Goal
"Complex 21st century threats, exemplified by the horrific events of September 11th 2001, demand that all Americans share responsibility for homeland security. All levels of government, the private sector, and non-governmental agencies must be prepared to prevent, protect against, respond to, and recover from a wide spectrum of major events that exceed the capabilities of any single entity. These hazards require a unified and coordinated national approach to planning and to domestic incident management. To address this need, Homeland Security Presidential Directive 5: Management of Domestic Incidents (HSPD-5) and Homeland Security Presidential Directive 8: National Preparedness (HSPD-8) establish national initiatives that develop a common approach to preparedness and response. The initiatives are the National Incident Management System (NIMS), the National Response Plan (NRP), and the National Preparedness Goal (the Goal)."
United States. Department of Homeland Security
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Fact Sheet: Office Of State And Local Government Coordination & Preparedness
"The Office of State and Local Government Coordination--headed by Joshua Filler--was established to serve as a single point of contact for facilitation and coordination of Departmental programs that impact state, local, territorial, and tribal governments. The Department of Homeland Security brings together various organizations that provide support to state, local, territorial, and tribal government organizations and associations--this Office helps to coordinate this support. SLGC is responsible for coordinating the programs and policies of the Department as they relate to state and local governments, including funding issues and information sharing."
United States. Department of Homeland Security
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NIMS National Incident Management System
This PowerPoint presentation outlines the NIMS National Response Plan created to be a single, comprehensive national approach to encompass all hazards. It provided a template to enable effective and efficient working relationships for all incidents. NIMS components include command and management, preparedness, resource management, communications and information management, supporting technologies, and ongoing management and maintenance.
United States. Federal Emergency Management Agency
Riesland, Rick
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Trouble Exposed: Katrina, Rita, and the Red Cross: A Familiar History
"While its history and continuing public confidence have earned the Red Cross a reputation for being a reliable and trusted organization, a closer look at its performance in disaster areas reveals significant problems. Most recently, Hurricanes Katrina and Rita have highlighted the Red Cross difficulties in providing rapid and reliable relief to disaster victims " difficulties perhaps most pronounced in economically disadvantaged and minority communities."
United States. Congress. House. Committee on Homeland Security
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Time Sensitive Targeting: Overcoming the Intelligence Gap in Interagency Operations
"The Central Intelligence Agency's attack on a group of terrorists in Yemen epitomized the agency's short-notice capability to detect, track, and destroy a highly mobile and fleeting target of opportunity. The U.S. military and other federal agencies will not respond to terrorist threats overseas where the destruction of the adversary is allowed under the rules of armed combat. These highly mobile threats also may be found in the United States, where the rules of law apply and the target must be apprehended and prosecuted. The Department of Defense (DOD) perceives a time-sensitive target (TST) as an Iraqi mobile SCUD missile launcher, while other agencies view TSTs not as surface-to- air missiles (SAMs) but as humans engaged in a range of quickly moving hostile activities, such as terrorists fleeing in a vehicle. Human targets of interest may be terrorists, drug smugglers, or illegal aliens; they are highly mobile and exploit weaknesses in defense systems. When engaged in hostile or illegal activities, they may be subject to military, diplomatic, economic, intelligence, or law enforcement actions, abroad or in the United States. The present process and capability to detect and identify SCUD-like TSTs lies within the capabilities of DOD and the intelligence community, and national and operational intelligence assets may provide the combatant commander with sufficient data with which to engage TSTs. However, when the source of targets is in or around the United States, and where the lead agency is not the military but a law enforcement agency, strategic and operational intelligence assets are rarely available or used; and if available, are rarely effective. This paper reveals gaps created by a lack of intelligence coordination and interagency cooperation when dealing with TSTs in an interagency environment within the United States."
Naval War College (U.S.)
Hewitt, Mark A.
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National Incident Management System (NIMS) Implementation Plan Template
"This template was developed for use by federal departments and agencies to help ensure that they incorporate the NIMS into their emergency response plans, procedures and policies. However, states as well as local and tribal entities may find this NIMS Implementation Plan Template useful in guiding their own NIMS implementation process."
United States. Federal Emergency Management Agency
