Assessment of the Bureau of Reclamation's Security Program (2008) / Chapter Skim
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5 Conclusions and Recommendations
5 Conclusions and Recommendations
Pages 83-104
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From page 83... ...
In the committee's opinion, Reclamation has made significant progress toward establishing an effective security program. However, the committee's overall conclusion is that although the Bureau of Reclamation is now 83
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From page 84... ...
However, some recommendations require action sooner than others because they will help to avoid undesirable outcomes and will yield both immediate and long-term benefits. These actions include the development of • An out-of-cycle process for security assessments; • Policy on the use of deadly force; • Response plans for security-related incidents; • A streamlined personal identity verification process; • A pre-project planning process for security-related projects; and • Policies related to the sharing of intelligence-based information.
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From page 85... ...
Finding 2: Reclamation plans to conduct security assessments on a 3- to 6-year cycle even though security threats are continually emerging and must be continuously monitored. Discussion of Findings 1 and 2 Reclamation has developed a risk management program that incorporates a screening procedure; threat scenarios; vulnerability and risk assessments for individual facilities; a cost-benefit analysis for risk mitigation measures; and a decision analysis framework.
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From page 86... ...
In 1998 BOR established a "risk cadre" composed of five experts at the Technical Services Center to further the development of risk analysis processes for dam safety. The risk cadre developed a consistent risk analysis methodology, developed toolboxes for loading probability and consequences, and trained others in risk analysis with the objective of continually improving Reclamation's risk analysis processes.
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From page 87... ...
Finding 5: Reclamation evaluated a very limited number of standard threat scenarios for its security assessments. Security-related intelligence has not been integrated into site-specific, realistic threat scenarios to the committee's knowledge.
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From page 88... ...
Recommendation 3: Reclamation and the SSLE should review their facility security plans as a system, identify gaps in the integration of the various elements, develop a range of realistic, site-specific threat scenarios based on local conditions and intelligence from all available sources, and conduct both contingency planning and training exercises using these scenarios. A protocol for regular review and adjustment of scenarios should be adopted to assure that planning and training are aligned with current conditions (Findings 3, 4, 5)
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From page 89... ...
Discussion of Findings 6 Through 10 In the event of a security breach or an actual attack on a BOR facility, a response by appropriately trained and equipped security or law enforcement personnel is called for. With few exceptions, such as the Hoover and Grand Coulee dams, Reclamation relies on local law enforcement entities to provide that response.
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From page 90... ...
The various security and law enforcement entities at each facility should train together to practice the actions each entity would be responsible for in a realistic scenario (Findings 6, 7, 8)
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From page 91... ...
Implementing an effective preproject planning process for Reclamation's risk-mitigation projects should overcome the types of design flaws observed, avoid rework, use available resources more effectively, and
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From page 92... ...
Because of the many statutes and local jurisdictions, policies on the use of deadly force will need to be developed in collaboration with individual state and local law enforcement officials so that the guidance will be legally binding. Recommendation 8: Reclamation and the SSLE should work with local law enforcement entities to expedite the development of clear, legally binding guidance on the use of deadly force.
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From page 93... ...
The Reclamation Manual does not include guidance on the safeguarding of plans or limitations on the number of copies in circulation. The report Managing Construction and Infrastructure in the 21st Century Bureau of Reclamation said that "consistently implementing Reclamation's mission will require clear statements of policy and definitions of authority and standards (NRC, 2006, p.
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From page 94... ...
The legislation giving Reclamation law enforcement authority does not address issues of antiterrorism or security, nor does it permit Reclamation to directly hire its own law enforcement personnel. Discussion of Finding 16 The committee is not in a position to recommend specific changes to the authorizing legislation.
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From page 95... ...
Managerial actions and the behavior of SSLE's Denverbased staff have in some cases created distrust among the regional and area office staff that is damaging to internal working relationships and that limits the effectiveness of the security program. Discussion of Findings 17 and 18 The 2006 NRC report Managing Construction and Infrastructure in the 21st Century Bureau of Reclamation states as follows: A major factor in achieving the desired balance between decentralized and centralized authority and responsibility is the quality and quantity of communication -- particularly face-to-face communication.
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From page 96... ...
When SSLE staff bypass regional and area offices to talk directly with local law enforcement or Reclamation stakeholders, fail to seek input on risk mitigation projects from the area offices and facility operators, or so restrict the flow of security-related information that it affects the ability of the field personnel to do their jobs, they signal their lack of trust and respect. The outcome is resentment on the part of the field personnel and poor working relationships that hinder the effectiveness of the security program.
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From page 97... ...
Improved working relationships would improve the effectiveness of the security program and help to embed security into Reclamation's culture. Recommendation 13: SSLE staff should endeavor to find ways to better inform senior managers and field personnel about potential threats to facilities based on security-related intelligence.
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From page 98... ...
In the years since, Reclamation has made an effort to recruit personnel with backgrounds in security and law enforcement and to upgrade the organization's overall security-related knowledge, skills, and abilities. Because Reclamation relies on good working relationships with internal staff and outside partners for effective operations, SSLE staff in particular need good communication, negotiation, and team-building skills.
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From page 99... ...
Reclamation's commissioner, deputy commissioners, and regional directors and the SSLE director and program managers are responsible for leading change within the organization and leading people to achieve the organization's mission. Development of a security program and a culture of security represents a significant change within Reclamation.
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From page 100... ...
Additional training for SSLE staff in communication, negotiation, and other behavioral skills is required to develop the sound working relationships that are fundamental to Reclamation's activities. Reclamation's overall budget has been decreasing at the same time as demands for funding facilities operations and maintenance and security requirements have been increasing.
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From page 101... ...
Others may not agree with BOR's risk assessments or the measures needed to correct security deficiencies. Some of this controversy might be eliminated if the same cost-sharing mechanism used for some operations and maintenance costs related to dam safety could be applied to dam security costs -- that is, 85 percent federal funds and 15 percent stakeholder funds.
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From page 102... ...
Where appropriate, it should use measures developed by other federal programs that are active in law enforcement and intelligence gathering. Performance outcomes should be measurable, achievable, and consistent (Finding 27)
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From page 103... ...
Discussion of Findings 30 and 31 Mission and vision statements, plans, and goals are all important because among other things they are meant to inspire and motivate employees and stakeholders. An organization's vision and its strategic goals typically are communicated from senior executives to managers and line staff.
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From page 104... ...
If Reclamation moves toward integrating the dam safety and security programs, physical assurance would be an objective of an all-hazards approach. Once a vision statement for the security program has been formulated, additional strategic goals and objectives can be set to provide a framework for addressing policy, program, and resource issues and for creating a culture of security that is as strong as Reclamation's culture of safety.
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