National Strategy for Homeland Security 2007

8/14/2019 National Strategy for Homeland Security 2007

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Contents

Overview of Americas National Strategy for Homeland Security

odays Realities in Homeland Security

odays Treat Environment

Our Vision and Strategy for Homeland Security

Prevent and Disrupt errorist Attacks

Protect the American People, Critical Infrastructure, and Key Resources 25

Respond to and Recover from Incidents

Ensuring Long- erm Success

Conclusion


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N S H S

Overview of AmericasNational Strategy for Homeland Security

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odays Realities in Homeland Security

volution of the Paradigm

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Homeland Security Defned

Homeland Security is a con-certed national e ort to preventterrorist attacks within the UnitedStates, reduce Americas vulner-ability to terrorism, and minimizethe damage and recover romattacks that do occur.


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hared esponsibility

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State and Local Governments

This Strategy de nes State to mean anyState o the United States, the District o Columbia, Puerto Rico, the Virgin Islands,Guam, American Samoa, the Common-wealth o the Northern Mariana Islands,or the trust territory o the Paci c Islands.This Strategy also de nes local govern-ment as any county, city, village, town,

district, or other political subdivision o anyState, and includes any rural community orunincorporated town or village or any otherpublic entity or which an application orassistance is made by a State or politicalsubdivision thereo .


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Progress in Homeland ecurity and eyond

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odays hreat Environment

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errorism

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N S H S

Our Vision and Strategy for Homeland Security

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Prevent and Disrupt errorist Attacks

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Preventing WMD Terrorism

The intent o our principal terrorist enemies to infictcatastrophic damage on the United States, coupledwith their demonstrated contempt or human li e, has

ueled their desire to acquire WMD. Among our mostimportant missions in denying entry to terrorists, their

weapons, and other implements o terror is to detect,disrupt, and interdict the movement o WMD-relatedmaterials into the Homeland. This is one objective inour comprehensive strategy to prevent WMD terror-ism, which is ully discussed in the National Strategy for Combating Terrorism . By integrating the opera-tional and intelligence e orts o all levels o govern-ment, the private sector, and our oreign partners, andenabled by an international ramework and domesticinstitutions supporting its implementation, our strat-egy involves simultaneous action to:

Determine terrorists intentions, capabilities, and

plans to develop or acquire WMD; Deny terrorists access to the material, expertise,

and other enabling capabilities required to developWMD;

Deter terrorists rom employing WMD;

Detect and disrupt terrorists attempted movemento WMD-related materials, weapons, and personnel;

Prevent and respond to a WMD-related terrorist at-tack; and

De ne the nature and source o a terrorist-employed

WMD device.

WMD in the hands o terrorists is one o the gravestthreats we ace, and we cannot permit the worldsmost dangerous terrorists to threaten us with theworlds most destructive weapons.


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eny errorists, heir Weapons, and ther error- elatedaterials ntry to the Homeland

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Border Security and Interior En orcement

As part o our broader e ort or comprehensive im-migration re orm, we will work to urther secure theHomeland and disrupt terrorist and other criminalactivity in the United States. This includes improv-

ing our ability to detain and remove criminal andugitive aliens and visa violators. We will continue

to hire, train, and deploy additional Border Patrolagents, Customs and Border Protection o cers,and Immigration and Customs En orcement o -cers, as well as to build on the substantial improve-ments to the in rastructure and technology de-ployed at our borders. Additionally, we will expanddetention bed space or aliens subject to detentionand removal.

At the same time, we will enhance interior en-orcement e orts, including worksite en orcement

programs. Employers should be required to veri ythe work eligibility o all employees, preventing il-legal immigrants rom obtaining jobs through raudor the use o stolen identi cation, including SocialSecurity numbers. In order to accomplish this, wemust expand the use o an electronic employmenteligibility veri cation system that is timely, accu-rate, and easy or employers to use. We also willcontinue to crack down on employers who know-ingly hire illegal immigrants by applying criminalpenalties to those who circumvent the law. Inaddition, we will continue to step up e orts to veri ythe status o non-immigrants studying in the UnitedStates through the Student and Exchange VisitorIn ormation System (SEVIS) and have appropriate

ollow-up where there may be violations. Takentogether, these e or ts will rein orce signi cantlyenhanced border and interior security and helpdeny employment to those who are present in ourcountry illegally, including criminals and potentialterrorists.


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REAL ID A

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Screening People The REAL ID Act establishes Federal standards or

State-issued drivers licenses and non-drivers identi-cation cards.

Secure Flight will require airlines to submit passen-ger in ormation to DHS or fights that operate to,

rom, and within the United States, as well as thosethat fy over the continental United States.

The Student and Exchange Visitor In ormationSystem (SEVIS) is an internet-based system thatis improving Americas ability to track and monitor

oreign students and exchange visitors.

The United States Visitor and Immigrant StatusIndicator Technology (US-VISIT) program, when ullyimplemented, will create an entry and exit systemthat matches oreign travelers arrival and departurerecords using biometrics to screen applicants oradmission to the United States.

The Western Hemisphere Travel Initiative (WHTI)reduces the number o identi cation and citizenshipdocuments that may be used by persons entering orre-entering the United States, rom more than 8,000documents, to a ew dozen secure documents. Thisexpedites document review at ports o entry whilecombating raudulent documents.

The Visa Waiver Program (VWP) enables nationalso over two dozen countries to travel to the United

States or tourism or business or stays o 90 daysor less without obtaining a visa.


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isrupt errorists and heir apacity to peratein the nited tates

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Intelligence-Led Policing

Intelligence-Led Policing (ILP) is a management andresource allocation approach to law en orcement using

data collection and intelligence analysis to set speci cpriorities or all manner o crimes, including those as-sociated with terrorism. ILP is a collaborative approachbased on improved intelligence operations and com-munity-oriented policing and problem solving, which the

eld o law en orcement has considered bene cial ormany years. Today it is being adopted by a variety o law en orcement entities.


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Improvised Explosive Devices

Over the past several years, al-Qaida ourprincipal terrorist enemy has demonstratedits ability and intent to employ innovativeweapons against U.S. interests, including inthe Homeland, and our riends and allies over-seas. The disrupted 2006 U.K.-based plotto blow up multiple trans-Atlantic commercialairliners with liquid explosives is especiallynoteworthy. We remain particularly concernedabout the employment o improvised explo-sive devices (IEDs) in an attack against theHomeland, given the ready availability o IED

components and the relative technologicalease with which they can be ashioned. Inconjunction with an array o activities to denyterrorists the weapons and tools they useto kill the innocent, our National Strategy for Combating Terrorist Use of Explosives , which isbeing developed pursuant to Homeland Secu-rity Presidential Directive-19 (issued February12, 2007), will help guide our e orts.


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Foreign Intelligence Surveillance ActModernization

Since its enactment in 1978, the Foreign Intel-ligence Surveillance Act (FISA), as amended, hasprovided a legal ramework through which the Intel-ligence Community law ully collects oreign intel-ligence in ormation o value to our Nations security,while simultaneously protecting the civil liberties o Americans. Revolutionary changes in technologysince 1978 had the e ect o expanding the scopeo FISAs coverage to include oreign intelligencecollection e orts that Congress did not intend tosubject to the statutes requirements. This unin-tended expansion o FISAs scope meant that ourintelligence pro essionals, in a signi cant numbero cases, needed to obtain a court order to collect

oreign intelligence in ormation against a targetlocated overseas. This circumstance created an un-necessary obstacle to our Intelligence Communitysability to gather real-time in ormation about theintent o our enemies overseas and diverted scarceresources that would be better spent sa eguardingthe civil liberties o people in the United States,not oreign terrorists who wish to do us harm. TheProtect America Act o 2007, which passed with bi-partisan support in the House and the Senate, wasan important interim step in modernizing FISA toaccount or modern changes in technology and thethreats that we ace in the 21 st century. Working

with Congress, we must make additional re ormsto FISA and ensure that the statute is permanentlyamended so that our intelligence pro essionals con-tinue to have the legal tools they need to gather in-

ormation about the intentions o our enemies whileprotecting the civil liberties o Americans now andin the uture.


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Protect the American People,Critical Infrastructure, and Key Resources

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Protection and Risk Management

Despite our best e or ts, achieving a complete state o CI/KR protection is not possible in the ace o the nu-

merous and varied catastrophic possibilities that couldchallenge the security o America today. Recognizingthat the uture is uncer tain and that we cannot envisionor prepare or every potential threat, we must under-stand and accept a certain level o risk as a permanentcondition. Managing homeland security risk requires adisciplined approach to resource prioritization and thediversi cation o protective responsibilities across the

ull spectrum o our Nations homeland security part-ners. Applying a risk-based ramework to all homelandsecurity e orts will help to ensure our success over thelong term and is discussed in detail in the chapter titledEnsuring Long-Term Success.


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The National In rastructure Protection Plan

Guiding our e orts to protect the Nations CI/KRis the 2006 National Infrastructure Protection Plan (NIPP) and its supporting Sector-Speci c Plans, whichwere developed pursuant to Homeland Security Presi-dential Directive-7, issued on December 17, 2003.The NIPP sets orth a comprehensive risk manage-ment ramework and provides a coordinated approachto CI/KR protection roles and responsibilities or Fed-eral, State, local, and private sector security partners.It sets national priorities, goals, and requirements

or the e ective distribution o unding and resourcesthat will help ensure that our government, economy,and public services continue to unction in the evento a man-made or natural disaster. In accordancewith HSPD-7, the NIPP includes an augmented ocuson the protection o CI/KR rom the unique andpotentially catastrophic e ects o terrorist attacks.However, the NIPP ramework supports a larger all-hazard approach to CI/KR protection.


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Critical In rastructure and Key Resources

Our Nation has identi ed 17 sectors o criticalin rastructure and key resources, each with cross-cutting physical, cyber, and human elements:

Agriculture and FoodBanking and Finance

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De ense Industrial BaseDrinking Water and Water Treatment Systems

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Postal and ShippingPublic Health and Health Care

TelecommunicationsTransportation Systems


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Cyber Security: A Special Consideration

Many o the Nations essential and emergencyservices, as well as our critical in rastructure, relyon the uninterrupted use o the Internet and thecommunications systems, data, monitoring, andcontrol systems that comprise our cyber in ra-structure. A cyber attack could be debilitating toour highly interdependent CI/KR and ultimately toour economy and national security.

A variety o actors threaten the security o ourcyber in rastructure. Terrorists increasingly exploitthe Internet to communicate, proselytize, recruit,raise unds, and conduct training and operationalplanning. Hostile oreign governments have thetechnical and nancial resources to supportadvanced network exploitation and launch attackson the in ormational and physical elements o ourcyber in rastructure. Criminal hackers threatenour Nations economy and the personal in orma-tion o our citizens, and they also could pose athreat i wittingly or unwittingly recruited by oreignintelligence or terrorist groups. Our cyber net-works also remain vulnerable to natural disasters.

In order to secure our cyber in rastructure againstthese man-made and natural threats, our Federal,State, and local governments, along with the pri-vate sector, are working together to prevent dam-age to, and the unauthorized use and exploitationo , our cyber systems. We also are enhancing ourability and procedures to respond in the event o an attack or major cyber incident. The NationalStrategy to Secure Cyberspace and the NIPPsCross-Sector Cyber Security plan are guiding oure orts.


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Respond to and Recover from Incidents

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Incident Management Versus Response

The homeland security community has used theterms incident management and response incomplementary and occasionally interchangeablemanners. Within this Strategy , response re ersto actions taken in the immediate a termatho an incident to save lives, meet basic human

needs, and reduce the loss o property. Incidentmanagement, however, is a broader concept thatre ers to how we manage incidents and mitigateconsequences across all homeland securityactivities, including prevention, protection, and re-sponse and recovery. This concept, including therole o the National Incident Management System(NIMS), is discussed urther in the chapter titledEnsuring Long-Term Success.


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trengthen the Foundation for an ffectiveational esponse

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Roles and Responsibilities

In todays dynamic threat environment, we must strive or a national response based on engagedpartnerships at and across all levels that enable us to anticipate where we should increase orreduce support based on changing circumstances. Success starts with understanding the ol-lowing undamental roles:

Community Response. One o the undamental response principles is that all incidents should be handled at the lowest jurisdictional level possible. The initial response to themajority o incidents typically is handled by local responders within a single jurisdiction and goesno urther. When incidents exceed available resources, the local or Tribal government may relyon mutual aid agreements with nearby localities or request additional support rom the State. Itis worth noting that or certain types o Federal assistance, Tribal nations work with the State,but, as sovereign entities, they can elect to deal directly with the Federal Government or othertypes o assistance.

State Response. State governments have the primary responsibility or assisting local governments to respond to and recover rom disasters and emergencies. When an inci-dent expands to challenge the resources and capabilities o the State coordinate requests or

additional support, the State may request support rom the private and nonpro t sector, turn toother States or support through the Emergency Management Assistance Compact, or call uponthe Federal Government or assistance. States also may collaborate with one another to ensurea broader, more e ective regional response.

Federal Response. The Federal Government maintains a wide array o capabilities and resources that may be made available to States and local governments. Federal assis-tance is provided when needed to support State and local e orts or lessen or avert the threato a catastrophe within the United States. Accordingly, Federal response e orts are designed tocomplement and supplement, rather than supplant, the State and local response. The FederalGovernment also maintains relationships with private and non-pro t sector entities to aid in

acilitating additional support.

Private and Non-Proft Sector. The private and non-proft sectors ulfll key roles and work closely with communities, States, and the Federal Government. The private sector plays anessential role implementing plans or the rapid restoration o commercial activities and criticalin rastructure operations, which can help mitigate consequences, improve quality o li e, andaccelerate recovery or communities and the Nation. Non-pro t organizations serve a vital roleby per orming essential services within communities in times o need, such as mass sheltering,emergency ood supplies, counseling services, or other vital support services.

Special Circumstances. There are special circumstances where the Federal Government exercises a larger, more proactive role. This includes catastrophic incidents when local andState governments require signi cant support, and incidents where Federal interests are directlyimplicated, such as those involving primary Federal jurisdiction or authorities. For example, theFederal Government will lead response e orts to render sa e weapons o mass destruction andcoordinate related activities with State and local partners, as appropriate.


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Maintaining situational awareness is essential to assess-ing emerging incidents as well as conducting operationsand ultimately ensuring the e ective management o inci-dent response. It demands that we prioritize in ormationand develop a common operating picture, both o whichrequire a well-developed national in ormation managementsystem and e ective multi-agency coordination centers tosupport decision-making during incidents. The concept o situational awareness, along with other undamental prin-ciples o incident management, is detailed in the chaptertitled Ensuring Long-Term Success.


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Since September 11, the Federal Government

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Emergency Response Teams (ERT) to bereplaced by the Federal Incident Response Sup-port Teams (FIRST) and Incident ManagementAssistance Teams (IMAT)

Damage Assessment Teams

Nuclear Incident Response Team (NIRT)

Disaster Medical Assistance Teams (DMATs)

Department o Health and Human Services In-cident Response Coordination Team ormerlythe Secretarys Emergency Response Team

Department o Labor/Occupational Sa ety andHealth Administrations Specialized ResponseTeams

National Veterinary Response Teams (NVRT) ormerly the Veterinarian Medical AssistanceTeams (VMATs)

Disaster Mortuary Operational Response Teams(DMORTs)

Medical Emergency Radiological ResponseTeam (MERRT)

National Medical Response Teams (NMRTs)

Scienti c and Technical Advisory and ResponseTeams (STARTs)

Donations Coordination Teams Urban Search and Rescue (US&R) Task Forces

Incident Management Teams (IMTs)

Domestic Emergency Support Team (DEST)

Domestic Animal and Wildli e EmergencyResponse Teams and Mitigation AssessmentTeam


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Figure 1HOMELAND SECURITY MANAGEMENT SYSTEM

DOCTRINE AND PLANNING GUIDANCE

Fundamental principles and instructions by which organizations guide their actions in ulflling strategy

STRATEGY

An integrated approach to achieve a policy that takes into account underlying assumptions, context, tradeo s, and necessary resources.

POLICY

High-level executive articulation o broad goals that must be achieved

GUIDANCE

PLANNING

STRATEGIC PLANNING

REQUIREMENTS AND CAPABILITIES

EDUCATION

Pro . Development Continuing Education

TRAINING

Mission-specifc Multi-disciplinary

LOGISTICS

Public and Private Supply Chains

Intermodal Delivery

RESOURCES

People

Equipment Technology

Funds

OPERATIONAL AND TACTICAL PLANNING

EXECUTION

EXERCISES

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OPERATIONS

All Hazards

ASSESSMENT AND EVALUATION

BEST PRACTICESLESSONS LEARNED


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Investing in Intellectual and Human Capital

In order to ensure the success o the HomelandSecurity Management System, our Nation must

urther develop a community o homeland securitypro essionals. This requires establishing multidisci-plinary education in homeland and relevant nationalsecurity policies and strategies; the planning pro-cess; execution o operations and exercises; andoverall assessment and evaluation. Furthermore,this should include an understanding and apprecia-tion o appropriate regions, religions, cultures, legal

systems, and languages. Education must continueoutside the classroom as well in order to enhanceknowledge and learning, build trust and amiliar-ity among diverse homeland security practitioners,break down organizational stovepipes, and advancethe exchange o ideas and best practices, we mustcontinue to develop interagency and intergovernmen-tal assignments and ellowship opportunities, tyingthem to promotions and pro essional advancement.Executive Order 13434 o May 17, 2007 (NationalSecurity Pro essional Development) and the result-ing National Strategy for the Development of Security Professionals are essential steps orward in meet-

ing these educational needs, and we will continueto build on these endeavors to ensure that we havethe necessary depth and breadth o intellectual andhuman capital across all levels o homeland securitypartnerships and disciplines.


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Principles and Requirementso Incident Management

Incident Command System

Uni ed Command

Crisis Action Planning Resources

Situational Awareness

Prioritization o In ormation

Multi-Agency Coordination Centers

Skilled Leaders and Partners

Training and Exercises


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Interoperable and ResilientCommunications

Our Nation continues to con ront two distinctcommunications challenges: interoperabilityand survivability. Unimpeded and timely fow o in ormation in varying degrees across multipleoperational systems and between di erent dis-

ciplines and jurisdictions is critical to command,control, and coordination o operational activi-ties. To achieve interoperability, we must havecompatible equipment, standard operatingprocedures, planning, mature governance struc-tures, and a collaborative culture that enables allnecessary parties to work together seamlessly.Survivable communications in rastructure iseven more undamental. To achieve survivability,our national security and emergency prepared-ness communications systems must be resilient either able to withstand destructive orcesregardless o cause or su ciently redundant to

su er damage and remain reliable. Without theappropriate application o interoperable communi-cations technologies, standards, and governancestructures, e ective and sa e incident manage-ment will be hindered. Although much progresshas been made, e ective communication duringmajor disasters requiring multi-jurisdictional co-ordination depends on continued improvement toour Nations communications systems.


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In ormation Sharing Environment

In December 2004, Congress passedand the President signed the IntelligenceRe orm and Terrorism Prevention Act o 2004 (IRTPA). IRTPA calls or, amongother things, the creation o the In orma-tion Sharing Environment (ISE) a trustedpartnership among all levels o government,the private sector, and our oreign partnersto detect, prevent, disrupt, preempt, andmitigate the e ects o terrorism against theterritory, people, and interests o the UnitedStates through the appropriate exchange o terrorism in ormation.

In addition, IRTPA establishes a ProgramManager or the ISE who is responsible oroverseeing its implementation. With theenactment o the Implementing Recom-mendations o the 9/11 Commission Act o 2007, the ISE has been expanded urtherto include not only terrorism in ormationas de ned in IRTPA but also other catego-ries o homeland security in ormation andweapons o mass destruction in ormation.


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Conclusion

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National Strategy for Homeland Security 2007

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