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14 Features Of Actve and Effective Water Security

Implementing the 14 features of an active and effective water security program will help water and wastewater systems reduce risk to public health from terrorist attacks and natural disasters. Learn about the 14 features, how they were developed, and how we are helping the water sector to implement them.

In fall 2003, the National Drinking Water Advisory Council (NDWAC) esbablished a Water Security Working Group (WSWG) to consider and make recommendations on water security issues. The NDWAC directed the SWSG to:

• Identify active and effective security practices for drinking water and wastewater utilities, and provide an approach for adopting these practices.

• Recommend mechanisms to provide incentives that facilitate broad and receptive response among the water sector to implement active and effective security practices.

• Recommend mechanisms to measure progress and achievements in implementing active and effective security practices, and identify barriers to implementation.

The WSWG included stakeholders from many perspectives and used a collaborative, problem-solving approach to develop its recommendations, as illustrated in Figure 1 (left). The NDWAC recommendations on security are structured to maximize benefits to utilities by emphasizing actions that have the potential both to improve the quality or reliability of utility service, and to enhance security. The recommendations were designed for use by water systems of all types and sizes, including systems that serve less than 3,300 people.

The NDWAC identified 14 features of active and effective security programs that are important to increasing security and relevant across the broad range of utility circumstances and operating conditions. The 14 features are, in many cases, consistent with the steps needed to maintain technical, management, and operational performance capacity related to overall water quality. Many utilities may be able to adopt some of the features with minimal, if any, capital investment.

The 14 features of active and effective security programs emphasize that “one size does not fit all” and that there will be variability in security approaches and tactics among water utilities, based on utility-specific circumstances and operating conditions. The 14 features:

• Are sufficiently flexible to apply to all utilities, regardless of size.

• Incorporate the idea that active and effective security programs should have measurable goals and time lines.

• Allow flexibility for utilities to develop specific security approaches and tactics that are appropriate to utility-specific circumstances.

It is recommended that all utilities address security in an informed and systematic way, regardless of these differences. Utilities need to fully understand the specific, local circumstances and conditions under which they operate, and develop a security program tailored to those conditions. The goal in identifying common features of active and effective security programs is to achieve consistency in security program outcomes among water utilities, while allowing for and encouraging utilities to develop utility-specific security approaches and tactics. The features are based on a comprehensive “security management layering system” approach that incorporates a combination of public involvement and awareness, partnerships, and physical, chemical, operational, and design controls to increase overall program performance. The address utility security in four functional categories: organizational, operational, infrastructure, and external.

ORGANIZATIONAL

There is always something that can be done to improve security. Even when resources are limited, the simple act of increasing organizational attentiveness to security may reduce vulnerability and increase responsiveness. Preparedness itself can help deter attacks. The first step to achieving preparedness is to make security a part of the organizational culture, so that it is in the day-to-day thinking of front-line employees, emergency responders, and management of every water and wastewater utility in this country. To successfully incorporate security into “business as usual,” there must be a strong commitment to security by organization leadership and by the supervising body, such as the utility board or rate setting organization. The following features address how a security culture can be incorporated into an organization.

FEATURE 1. Make an explicit and visible commitment of the senior leadership to security.

Utilities should create an explicit, visible, easily communicated, enterprise-wide commitment to security, which can be done through:

• Incorporating security into a utility-wide mission or vision statement, addressing the full scope of an active and effective security program - that is, protection of public health, public safety, and public confidence, and that is part of core day to day operations.

• Developing an enterprise-wide security policy or set of policies.

Utilities should use the process of making a commitment to security as an opportunity to raise awareness of security throughout the organization, making the commitment visible to all employees and customers, and to help every facet of the enterprise to recognize the contribution they can make to enhancing security.

FEATURE 2. Promote security awareness throughout the organization.

The objective of a security culture should be to make security awareness a normal, accepted, and routine part of day-to-day operations. Examples of tangible efforts include:

• Conduct employee training

• Incorporating security into job descriptions

• Establishing performance standards and evaluations for security

• Creating and maintaining a security tip line and suggestion box for employees

• Making security a routine part of staff meetings and organization planning

• Create a security policy

FEATURE 5. Identify managers and employees who are responsible for security and establish security expectations for all staff.

• Explicit identification of security responsibilities is important for development of a security culture with accountability

• At a minimum, utilities should identify a single, designated individual responsible for overall security, even if other security roles and responsibilities will likely be dispersed throughout the organization.

• The number and depth of security-related roles will depend on a utility’s specific circumstances.

OPERATIONAL

In addition to having a strong culture and awareness of security within an organization, an active and effective security program makes security part of operational activities, from daily operations, such as monitoring of physical access controls, to scheduled annual reassessments. Utilities will often find that by implementing security into operations they can also reap cost benefits, and improve the quality or reliability of utility service.

FEATURE 3. Assess vulnerabilities and periodically review and update vulnerability assessments to reflect changes in potential threats and vulnerabilities.

Because circumstances change, utilities should maintain their understanding and assessment of vulnerabilities as a “living document,” and continually adjust their security enhancement and maintenance priorities. Utilities should consider their individual circumstances and establish and implement a schedule for review of their vulnerabilities.

Assessments should take place once every three to five years at a minimum. Utilities may be well served by doing assessments annually.

Guidance on the basic elements of sound vulnerability assessments are:

• Characterization of the water system, including its mission and objectives;

• Identification and prioritization of adverse consequences to avoid;

• Determination of critical assets that might be subject to malevolent acts from adversaries;

• Evaluation of existing countermeasures; and

• Analysis of current risk and development of a prioritized plan for risk reduction.

FEATURE 4. Identify security priorities and, on an annual basis, identify the resources dedicated to security programs and planned security improvements, if any.

Dedicated resources are important to ensure a sustained focus on security. Investment in security should be reasonable considering utilities’ specific circumstances. In some circumstances, investment may be as simple as increasing the amount of time and attention that executives and managers give to security. Where threat potential or potential consequences are greater, greater investment likely is warranted.

FEATURE 7. Employ protocols for detection of contamination consistent with the recognized limitations in current contaminant detection, monitoring, and surveillance technology.

Until progress can be made in development of practical and affordable online contaminant monitoring and surveillance systems, most utilities must use other approaches to contaminant monitoring and surveillance. this includes monitoring data of physical and chemical contamination surrogates, pressure change abnormalities, free and total chlorine residual, temperature, dissolved oxygen, and conductivity.

FEATURE 10. Monitor available threat-level information and escalate security procedures in response to relevant threats.

Monitoring threat information should be a regular part of a security program manager’s job, and utility-, facility- and region-specific threat levels and information should be shared with those responsible for security. As part of security planning, utilities should develop systems to access threat information, procedures that will be followed in the event of increased industry or facility threat levels, and should be prepared to put these procedures in place immediately, so that adjustments are seamless. Involving local law enforcement and FBI is critical.

Utilities should investigate what networks and information sources might be available to them locally, and at the state and regional level. If a utility cannot gain access to some information networks, attempts should be made to align with those who can and will provide effective information to the utility.

FEATURE 11. Incorporate security considerations into emergency response and recovery plans, test and review plans regularly, and update plans to reflect changes in potential threats, physical infrastructure, utility operations, critical interdependencies, and response protocols in partner organizations.

Utilities should maintain response and recovery plans as “living documents.” In incorporating security considerations into their emergency response and recovery plans, utilities also should be aware of the National Incident Management System (NIMS) guidelines, established by DHS, and of regional and local incident management commands and systems, which tend to flow from the national guidelines. Adoption of NIMS is required to qualify for funds dispersed through EPA and DHS.

Utilities should consider their individual circumstances and establish, develop, and implement a schedule for review of emergency response and recovery plans. Utility plans should be thoroughly coordinated with emergency response and recovery planning in the larger community. As part of this coordination, a mutual aid program should be established to arrange in advance for exchanging resources (personnel or physical assets) among agencies within a region, in the event of an emergency or disaster that disrupts operation. Typically, the exchange of resources is based on a written formal mutual aid agreement. For example, Florida’s Water-Wastewater Agency Response Network (FlaWARN), deployed after Hurricane Katrina, allowed the new “utilities helping utilities) network to respond to urgent requests from Mississippi for help to bring facilities back on line after the hurricane.

FEATURE 14. Develop utility specific measures of security activities and achievements, and self assess against these measures to understand and document program progress.

Although security approaches and tactics will be different depending on utility-specific circumstances and operating conditions, it is recommended that all utilities monitor and measure a number of common types of activities and achievements, including existence of program policies and procedures, training, testing, and implementing schedules and plans.

INFRASTRUCTURE

These recommendations advise utilities to address security in all elements of utility infrastructure - from source water to distribution and through collection and wastewater treatment.

FEATURE 6. Establish physical and procedural controls to restrict access to utility infrastructure to only those conducting authorized, official business and to detect unauthorized physical intrusions.

Examples of physical access controls include fencing critical areas, locking gates and doors, and installing barriers at site access points. Monitoring for physical intrusion can include, maintaining well-lighted facility perimeters, installing motion detectors, and utilizing intrusion alarms. The use of neighborhood watches, regular employee rounds, and arrangements with local police and fire departments can support identifying unusual activity in the vicinity of facilities.

Examples of procedural access controls include, inventorying keys, changing access codes regularly, and requiring security passes to pass gates and access sensitive areas. In addition, utilities should establish the means to readily identify all employees including contractors and temporary workers with unescorted access to facilities.

FEATURE 8. Define security sensitive information; establish physical, electronic, and procedural controls to restrict access to security-sensitive information; detect unauthorized access; and ensure information and communications systems will function during emergency response and recovery.

Protecting IT systems largely involves using physical hardening and procedural steps to limit the number of individuals with authorized access and to prevent access by unauthorized individuals. Examples of physical steps to harden SCADA and IT networks include installing and maintaining fire walls, and screening the network for viruses. Examples of procedural steps include restricting remote access to data networks, and safeguarding critical data through backups and storage in safe places. Utilities should strive for continuous operation of IT and telecommunications systems, even in the event of an attack, by providing uninterruptible power supply and back up systems, such as satellite phones.

In addition to protecting IT systems, security sensitive information should be identified and restricted to the appropriate personnel. Security sensitive information could be contained within:

• Facility maps and blueprints;

• Operations details;

• Hazardous material utilization;

• Tactical level security program details; and

• Any other information on utility operations or technical details that could aid in planning or execution of an attack.

Identification of security-sensitive information should consider all ways that utilities might use and make public information (e.g., many utilities may at times engage in competitive bidding processes for construction of new facilities or infrastructure). Finally, information critical to the continuity of day-to-day operations should be identified and backed up.

FEATURE 9. Incorporate security considerations into decisions about acquisition, repair, major maintenance, and replacement of physical infrastructure; include consideration of opportunities to reduce risk through physical hardening and adoption of inherently lower-risk design and technology options.

Prevention is a key aspect of enhancing security. Consequently, consideration of security issues should begin as early as possible in facility construction (i.e., it should be a factor in building plans and designs). However, to incorporate security considerations into design choices, utilities need information about the types of security design approaches and equipment that are available and the performance of these designs and equipment in multiple dimensions. For example, utilities would want to evaluate not just the way that a particular design might contribute to security, but would also look at how that design would affect the efficiency of day-to-day plant operations and worker safety

EXTERNAL

Strong relationships with response partners and the public strengthen security and public confidence. Two of the recommended features of active and effective security programs address this need.

FEATURE 12. Develop and implement strategies for regular, ongoing security-related communications with employees, response organizations, rate setting organizations, and customers.

An active and effective security program should address protection of public health, public safety (including infrastructure), and public confidence. Utilities should create an awareness of security and an understanding of the rationale for their overall security management approach in the communities they serve, including rate setting organizations.

Effective communication strategies consider key messages; who is best equipped/trusted to deliver the key messages; the need for message consistency, particularly during an emergency; and the best mechanisms for delivering messages and for receiving information and feedback from key partners. The key audiences for communication strategies are: utility employees, response organizations, and customers

FEATURE 13. Forge reliable and collaborative partnerships with the communities served, managers of critical interdependent infrastructure, response organizations, and other local utilities.

Effective partnerships build collaborative working relationships and clearly define roles and responsibilities, so that people can work together seamlessly if an emergency should occur. It is important for utilities within a region and neighboring regions to collaborate and establish a mutual aid program with neighboring utilities, response organizations, and sectors, such as the power sector, on which utilities rely or impact. Mutual aid agreements provide for help from other organizations that is prearranged and can be accessed quickly and efficiently in the event of a terrorist attack or natural disaster. Developing reliable and collaborative partnerships involves reaching out to managers and key staff in other organizations to build reciprocal understanding and to share information about the utility’s security concerns and planning. Such efforts will maximize the efficiency and effectiveness of a mutual aid program during an emergency response effort, as the organizations will be familiar with each others’ circumstances, and thus will be better able to serve each other.

It is also important for utilities to develop partnerships with the communities and customers they serve. Partnerships help to build credibility within communities and establish public confidence in utility operations. People who live near utility structures (“water watchers”) can be the eyes and ears of the utility, and can be encouraged to notice and report changes in operating procedures or other suspicious behaviors.

Utilities and public health organizations should establish formal agreements on coordination to ensure regular exchange of information between utilities and public health organizations, and outline roles and responsibilities during response to and recovery from an emergency. Coordination is important at all levels of the public health community - national public health, county health agencies, and healthcare providers, such as hospitals.

CONCLUSION

Ultimately, the goal of implementing the 14 security features is to create a significant improvement in water security on a national scale, by reducing vulnerabilities, and therefore risk to public health from terrorist attacks and natural disasters. To create a sustainable effect, the sector as a whole must not only adopt and actively practice the features, but also incorporate the features into “business as usual.”

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