National Strategy Documents

"On behalf of the Pollinator Health Task Force, we are pleased to transmit the National Strategy to Promote the Health of Honey Bees and Other Pollinators (Strategy). Developed through a collaborative effort across the Executive Branch, this Strategy outlines a comprehensive approach to tackling and reducing the impact of multiple stressors on pollinator health, including pests and pathogens, reduced habitat, lack of nutritional resources, and exposure to pesticides. Building on the current state of the science, and with a renewed emphasis on expanding our understanding of the complex interactions among the various factors impacting pollinator health, the Strategy lays out current and planned Federal actions to achieve the following overarching goals: [•] Honey Bees: Reduce honey bee colony losses during winter (overwintering mortality) to no more than 15% within 10 years. This goal is informed by the previously released Bee Informed Partnership surveys and the newly established quarterly and annual surveys by the USDA National Agricultural Statistics Service [NASS]. Based on the robust data anticipated from the national, statistically-based NASS surveys of beekeepers, the Task Force will develop baseline data and additional goal metrics for winter, summer, and total annual colony loss. [•] Monarch Butterflies: Increase the Eastern population of the monarch butterfly to 225 million butterflies occupying an area of approximately 15 acres (6 hectares) in the overwintering grounds in Mexico, through domestic/international actions and public-private partnerships, by 2020. [•] Pollinator Habitat Acreage: Restore or enhance 7 million acres of land for pollinators over the next 5 years through Federal actions and public/private partnerships. The Strategy addresses the four themes central to the June 2014 Presidential Memorandum 'Creating a Federal Strategy to Promote the Health of Honey Bees and Other Pollinators,' namely: conducting research to understand, prevent, and recover from pollinator losses; expanding public education programs and outreach; increasing and improving pollinator habitat; and developing public-private partnerships across all these activities. A critical component of the Strategy is to advance the science underpinning the government's land management and regulatory decisions. To this end, the Task Force has prepared the accompanying 'Pollinator Research Action Plan,' which outlines gaps in current knowledge of pollinators and pollinator declines, and identifies priority research efforts needed to close these gaps."

"Consistent with the President's National Security Strategy, this new NSAS [National Strategy for Aviation Security] focuses first on protecting the United States and its interests. It broadens the scope of potential threats to, or disruption of, the Aviation Ecosystem beyond the previous more narrow focus on terrorist groups, criminals, and hostile nation states to also include insiders, foreign intelligence activities, and the spread of infectious disease via air travel. The new NSAS directs a holistic and adaptive approach to securing the Aviation Ecosystem that prioritizes enhanced domain awareness, collection of anticipatory information, augmentation and sustainment of layered security measures, improved system resilience, and effective engagement with government and private-sector partners. The NSAS underscores the importance of, and recognizes the interdependent roles of, Federal, State, and local authorities, the private-sector, and international partners to securing the system and facilitating aviation safety and commerce."

From the Introduction: "The 2014 'Caribbean Border Counternarcotics Strategy' (Strategy) articulates the U.S. framework for reducing the threats associated with drugs at the border and is guided by the following strategic goal and six strategic objectives: (1) Enhance intelligence and information-sharing capabilities and processes associated with the Caribbean border; (2) Interdict illicit drugs and drug proceeds at and between U.S. ports of entry in the Caribbean; (3) Interdict illicit drugs and illicit drug proceeds in the air and maritime domains in and around the Caribbean border; maximize evidence and intelligence collection to support criminal investigations leading to associated and higher echelon networks; (4) Disrupt and dismantle transnational criminal organizations operating in and around the Caribbean border; (5) Substantially reduce the level of drug related violent crime in Puerto Rico and the U.S. Virgin Islands; and (6) Strengthen communities and reduce the demand for drugs. Each of the Strategy's six chapters addresses one of the Strategic Objectives by including background, providing a summary of supporting actions, and identifying the Federal agencies responsible for coordinating and executing these actions. […] Federal agencies participate in a variety of activities directly impacting drug-related violent crime in Puerto Rico and the U.S. Virgin Islands. Due to the limited interior landmass and unique nature of the Puerto Rico/U.S. Virgin Islands maritime borders, Federal collaboration with state, local, and territorial law enforcement agencies is one of the major areas of emphasis within the Strategy. By building upon existing architecture, identifying needed resources, and enlisting state and local law enforcement in a genuine partnership, this Strategy will enable the Nation to address the threat in a comprehensive manner."

"Criminal activity along the Southwest Border (SWB) poses a significant national security threat for the United States. The almost 2,000-mile border that separates the United States and Mexico includes major population centers, transportation hubs, and large tracts of uninhabited desert. Criminal organizations have used that vast area to engage in cross-border drug trafficking, human smuggling, weapons trafficking, money laundering, and other associated illegal activities. The U.S.-Mexico border is the primary entry point into the United States for all major illicit drugs, with the exception of controlled prescription drugs and certain new synthetic drugs. Mexican Transnational Criminal Organizations (TCOs) operating primarily on the Mexican side of the U.S.-Mexico border supply the majority of the heroin, methamphetamine, cocaine, and foreign-produced marijuana available in U.S. illicit drug markets. These drugs are also smuggled into the United States across other land, sea, and air frontiers, but not on the same scale as the substances transported across the SWB."

"To preserve and uphold U.S. economic security and prosperity, and secure our border, the U.S. Department of Homeland Security (DHS) must facilitate lawful trade and travel, reduce security risks and vulnerabilities, and promote cross-border resiliency and collaborative partnerships. In 2017, DHS conducted an assessment of Northern Border security and concluded that while the Northern Border remains an area of limited threat in comparison to the U.S. Southern Border, safeguarding and securing the Northern Border presents unique challenges. The most common threat to U.S. public safety along the Northern Border continues to be the bi-directional flow of illicit drugs. The Strategy articulates three main goals with key objectives identified under each goal: GOAL 1: Enhance Border Security Operations; GOAL 2: Facilitate and Safeguard Lawful Trade and Travel; GOAL 3: Promote Cross-border Resilience ."

"We are writing to transmit the Banking and Finance Sector-Specific Plan (SSP), which was prepared and approved in 2010. The U.S. Department of the Treasury, as the Sector-Specific Agency for the Banking and Finance Sector, developed this SSP through close collaboration with the members of the Financial and Banking Information Infrastructure Committee (FBIIC) and with the private sector members of the Financial Services Sector Coordinating Council for Critical Infrastructure Protection and Homeland Security (FSSCC). Collectively, input was received from over 100 organizations representing all aspects of the sector. The Banking and Finance Sector is large in both the number of assets and the number of individual businesses. […] Collectively, these organizations form the backbone of the Nation's economy and a vital component of the global economy. They are tied together through a network of electronic systems with innumerable entry points. A successful attack on these systems would have detrimental effects on the entire economy. To help manage this risk, the Department of the Treasury and its government and private sector partners have developed this Banking and Finance SSP. The Banking and Finance SSP provides the unifying structure for the integration of sector protection efforts into a single national program to help achieve the goal of a safe, secure, and resilient America through enhanced protection of the Nation's critical infrastructure and key resources (CIKR). As an annex to the National Infrastructure Protection Plan (NIPP), the Banking and Finance SSP describes how the NIPP risk management framework is being implemented in and integrated across the Banking and Finance Sector. This release of the 2010 Banking and Finance SSP reflects the maturation of the sector partnership and the progress of the sector programs first outlined in the 2007 SSP."

In the context of this report, NIPP stands for National Infrastructure Protection Plan. From the Executive Summary: "The Chemical Sector converts raw materials into more than 70,000 diverse products and is a major component of the U.S. economy, contributing approximately 25 percent of the Nation's gross domestic product (GDP). The Chemical Sector employs nearly 800,000 workers who manufacture, store, and transport chemicals to customers in multiple critical infrastructure sectors. About 96 percent of U.S. goods in 2013 were manufactured using Chemical Sector products, making uninterrupted chemical production and transportation essential for national and economic security. […] The majority of chemical manufacturing, transportation, storage, and warehousing facilities are privately owned and operated. Because of their potential health and safety hazards, chemicals must be carefully managed from manufacturing to end use in research, pharmaceutical, agricultural, petrochemical, and water treatment applications, to name a few. With facilities, suppliers, and end users located around the globe, Chemical Sector operations are vulnerable to a variety of disruptions stemming from natural disasters, extreme weather, cyberattacks, biohazards, and pandemics. Local or regional disruptions to critical suppliers can cause cascading disruptions across geographic regions and in multiple industries. Owners and operators should secure their products from theft and diversion for use in chemical or explosive weapons. The Chemical Sector now faces increasingly sophisticated cyber adversaries and a growing concern among operators of insider threats. Owners and operators also find it difficult to accurately characterize the likelihood of known threats to a specific facility, making it difficult to prioritize security measures."

"Reducing methane emissions is a powerful way to take action on climate change; and putting methane to use can support local economies with a source of clean energy that generates revenue, spurs investment, improves safety, and leads to cleaner air. That is why in his Climate Action Plan, President Obama directed the Administration to develop a comprehensive, interagency strategy to cut methane emissions. This document lays out that strategy -- summarizing the sources of methane and trends in emissions; setting forth a plan to reduce both domestic and international methane emissions through incentive-based programs and the Administration's existing authorities; and, outlining the Administration's efforts to improve measurement of these emissions. This strategy also highlights examples of technologies and industry-led best practices that are already helping to cut methane emissions."

In the context of this report, NIPP stands for National Infrastructure Protection Plan. From the Executive Summary: "The Commercial Facilities (CF) Sector is made up of an extremely diverse range of sites and assets where large numbers of people congregate daily to conduct business, purchase retail products, and enjoy recreational events and accommodations. Given the national and international visibility and potential human and economic consequences associated with commercial facilities, it is important for the Federal Government and the CF Sector to work together to ensure the protection of our Nation's prominent business centers and gathering places. The majority of CF Sector facilities are privately owned, operate with minimal regulations, and house the business activities and commercial transactions that dominate the U.S. economy. The sector is divided into eight subsectors-Entertainment and Media, Gaming, Lodging, Outdoor Events, Public Assembly, Real Estate, Retail, and Sports Leagues-to facilitate coordination among facilities with similar functions, operations, and security issues. The Retail Subsector is further divided into two councils: the Shopping Center Subsector Council, which includes mall developers, and the Council of Retailers, which includes stores within malls and standalone retail establishments. While diverse, CF stakeholders, facing common existing and developing risks, must balance security priorities with their need for open access, public confidence, and economic vitality. Natural disasters, armed attacker and terrorist threats, pandemics, theft, supply chain, and geopolitical disruptions are persistent risks to the CF Sector. Risks associated with cyberattacks continue to grow, as CF Sector reliance on cyber systems, such as for online financial transactions and building management, rises. The use of social media has facilitated increasingly coordinated protest activities and has also allowed terrorist organizations to solicit support."

"This Communications Sector-Specific Plan (CSSP) is an update to the sector's 2010 Sector-Specific Plan (SSP) in accordance with the 'National Infrastructure Protection Plan 2013: Partnering for Critical Infrastructure Security and Resilience' (NIPP 2013). The NIPP 2013 establishes a set of broad critical infrastructure security and resilience national goals, which the sector-specific priorities and planned activities outlined in this CSSP support. This update tailors the strategic guidance provided in the NIPP 2013 to the unique operating conditions and risk landscape of the Communications Sector."

"The Critical Manufacturing Sector includes the manufacturing industries that are the most crucial for the continuity of other critical sectors and have significant national economic implications. Manufacturers in the sector process raw materials and primary metals; produce engines, turbines, and power transmission equipment; produce electrical equipment and components; and manufacture cars, trucks, commercial ships, aircraft, rail cars, and their supporting components. A failure or disruption in the Critical Manufacturing Sector could result in cascading disruptions to other critical infrastructure sectors in multiple regions."

In the context of this report, NIPP stands for National Infrastructure Protection Plan. From the Executive Summary: "The Dams Sector delivers critical water retention and control services in the United States, including hydroelectric power generation, municipal and industrial water supplies, agricultural irrigation, sediment and flood control, river navigation for inland bulk shipping, industrial waste management, and recreation. Its key services support multiple critical infrastructure sectors and industries. Dams Sector assets irrigate at least 10 percent of U.S. cropland, help protect more than 43 percent of the U.S. population from flooding, and generate about 60 percent of electricity in the Pacific Northwest. The Dams Sector's significant economic and public safety benefits are countered by the magnitude of potential consequences associated with the failure, damage, or disruption of critical assets. […] Sector assets include dam projects, hydropower plants, navigation locks, levees, dikes, hurricane barriers, mine tailings, and other industrial waste impoundments. A large and diverse set of public and private entities own and operate these facilities under highly distributed regulatory oversight from Federal, State, and local entities. The National Inventory of Dams lists more than 87,000 dams, of which the private sector owns about 65 percent and State or local entities own about 31 percent. Individual State dam safety programs permit, inspect, and regulate about 80 percent of U.S. dams. The Federal Government owns and self-regulates only 4 percent of dams, yet these dams account for 80 percent of the largest and highest-consequence U.S. dams. The U.S. Army Corps of Engineers oversees all navigation locks and about 10 percent of U.S. levees."

"The Defense Industrial Base (DIB) is an unmatched element of national power that differentiates the United States from all potential opponents. In 2009, the Secretary of Homeland Security published the updated National Infrastructure Protection Plan (NIPP). The NIPP provides the overarching approach for the nation's critical infrastructure and key resources (CIKR) protection initiatives as a single integrated national effort. The Department of Defense (DoD) as the Sector-Specific Agency (SSA) for the DIB is responsible for leading the collaborative, coordinated effort to identify, assess, and improve the risk management of critical infrastructure across the DIB with its partners. As Assistant Secretary of Defense for Homeland Defense and Americas' Security Affairs, I am pleased to publish our second edition of the DIB Sector-Specific Plan (SSP). The SSP outlines a common vision, goals, and approach in applying risk management activities to the sector. This plan is a product of extensive collaboration across DoD, its interagency partners, and representatives of the private sector, both national and international owners and operators that range from small proprietors to Fortune 500 corporations. The 2010 DIB SSP reflects continued maturation of the relationship between government and private sector DIB partners. […]This plan is a living document that will evolve as the national security environment changes. To this end, the DIB partners are committed to work together to review the plan so that the resulting revisions reflect the highest level of preparedness and readiness for the risk mitigation activities that keep the DIB resilient. Protection of the DIB is paramount to maintain the competitive advantage in executing U.S. national strategy."

"Critical infrastructure and key resources (CIKR) provide the essential services that support basic elements of American society. Compromise of these CIKR could disrupt key government and industry activities, facilities, and systems, producing cascading effects throughout the Nation's economy and society and profoundly affecting our national prestige and morale. Protection of U.S. CIKR is therefore vital to our Nation's security, economic vitality, and way of life. Because the functional categories of schools and higher education are aligned with the Government Facilities Sector (GFS), the Education Facilities Subsector (EFS) is a GFS subsector under the National Infrastructure Protection Plan (NIPP) for coordinating infrastructure protection efforts for schools and higher education institutions. The U.S. Department of Education's (ED) Office of Safe and Drug-Free Schools (OSDFS) serves as the Sector-Specific Agency (SSA) for the subsector under the NIPP, as designated by the U.S. Department of Homeland Security (DHS). ED's mission is to promote student achievement and preparation for global competitiveness by fostering educational excellence and ensuring equal access. Within ED, OSDFS administers, coordinates, and recommends policy for improving quality and excellence of programs and activities involving student health and safety, including guidance and information on emergency management efforts for schools and higher education institutions. OSDFS supports ED's mission by building school emergency management capacity and resilience at the Federal, State, and local levels. As the EFS SSA, OSDFS provides guidance and information to the education community in relation to infrastructure and security programs and resources for subsector CIKR protection."

In the context of this report, NIPP stands for National Infrastructure Protection Plan. From the Executive Summary: "The Emergency Services Sector (ESS) includes a diverse array of disciplines and capabilities that enables a wide range of prevention, preparedness, response, and recovery services to serve and protect the Nation's critical infrastructure as well as the American public. As its operations provide the first line of defense for nearly all critical infrastructure sectors, a failure or disruption in the ESS could result in significant harm or loss of life, major public health issues, long term economic loss, and cascading disruptions to other critical infrastructure. […] The majority of ESS operations are organized, staffed, and managed at the State, local, tribal, and territorial (SLTT) level and are therefore highly geographically distributed. The sector's personnel-encompassing law enforcement, fire and rescue services, emergency medical services, emergency management, and public works disciplines-are its most critical assets. With the mission to prepare for and respond to a wide variety of emergencies, the ESS is vulnerable to the same risks those emergencies present to other critical infrastructure. The sector's diversity in organization, mission, and assets makes disabling the entire emergency services system difficult. However, damage or disruption to ESS components can dramatically impede the protection of the public, other critical infrastructure sectors, and disciplines internal to the sector. Given the critical mission of the ESS, risks to its operations and functions could prove disastrous to the safety and morale of the public, the protection of other critical infrastructure sectors, and the safety of its own disciplines. Significant risks to the sector derive from cyberattacks or disruptions; natural disasters and extreme weather; violent extremist and terrorist attacks; and chemical, biological, radiological, and nuclear incidents."

"The 2015 Energy Sector-Specific Plan (SSP) was developed in accordance with the 'NIPP [National Infrastructure Protection Plan] 2013: Partnering for Critical Infrastructure Security and Resilience', which guides the national effort to manage risk to the Nation's critical infrastructure. The U.S. Department of Energy (DOE), as the Sector-Specific Agency (SSA) for the Energy Sector, led the development of the 2015 Energy SSP in close collaboration with its sector partners. A myriad of Energy Sector partners exist in both private and public sectors in the Critical Infrastructure Partnership Advisory Council (CIPAC) framework, under which the Electricity and Oil and Natural Gas Subsector Coordinating Councils (SCCs) and the Energy Government Coordinating Council (GCC) operate. Energy Sector partners have developed a valuable and increasingly trusted partnership in the past decade, which has been the cornerstone of the Nation's integrated risk management approach to critical infrastructure security and resilience. The Energy Sector is characterized by widely-diverse infrastructure components, a multifaceted operational environment, and complex ownership and regulatory structures. Further, the Energy Sector provides one of the key lifeline-functions upon which all other critical infrastructure sectors rely--the Nation's security and economy depend on it. In turn, the Energy Sector depends on many other critical infrastructure sectors, such as transportation, information technology (IT), communications, water, and financial services. In addition, the sector faces evolving threats and risks, such as natural disaster events, cyber and physical security threats, aging/failing infrastructure, and the potential shortage of a skilled workforce."

"The security and resilience of the Financial Services Sector depends on close collaboration among a broad set of partners, including Financial Services Sector companies; sector trade associations; Federal government agencies; financial regulators; State, local, tribal, and territorial governments; and other government and private sector partners in the U.S. and around the world. These partners seek to reduce the physical and cybersecurity risks that take many forms but, particularly in the case of cybersecurity threats, are becoming increasingly pressing. Responding to a broad set of risks in a complex environment requires a shared and flexible strategic framework to inform decision-making among individual stakeholders, each of whom maintains their own distinct approach to risk management. The 2015 SSP provides an overview of the sector and the risk it faces, establishes a strategic framework that serves as a guide for prioritizing the sector's day-to-day work, and describes the key mechanisms through which the strategic framework is implemented and assessed."

"Protecting the Nation's food and agricultural critical infrastructure is an important responsibility shared by Federal, State, local, tribal, and territorial governments and private sector partners. Interruption of operations within the sector could have a potentially devastating impact on the Nation's public health and economy. The security and resilience of infrastructure in the Food and Agriculture (FA) Sector requires all sector partners to undertake a number of integrated processes and procedures. As such, the FA Sector has developed a new set of sector priorities in this updated 2015 SSP [Sector-Specific Plan] that will help guide security and resilience efforts, inform partner decisions, reflect activities to enhance security and resilience, and improve risk management practices over the next four years. The achievement of the corresponding FA Sector goals will not only enhance security and resilience in the sector, but will also help measure the progress towards the NIPP [National Infrastructure Protection Plan] 2013 goals, the JNP1 [Joint National Priorities for Critical Infrastructure Security and Resilience], and the National Preparedness Goal."

"This Sector-Specific Plan provides a strategy for Federal facility resilience, establishes priorities for enhancing security and resilience for Federal facilities, and defines overarching strategic goals, objectives, and actions while acknowledging challenges that exist. The Plan addresses the time frame from 2016 to 2019 and will be reassessed after four years. Through addressing several core capabilities over this four year period, Federal facility security and resilience can be further enhanced. Beyond the Federal facility community, the larger govenment facility landscape of State, local, tribal, and territorial (SLTT) entities will benefit from this Plan as beneficial results are transfeJTed for broad application."

"This Healthcare and Public Health (HPH) Sector-Specific Plan (SSP) is designed to guide the Sector's internal and collaborative, cross-sector efforts to enhance the security and resilience of HPH critical infrastructure to all-hazards across its physical, cyber, and human dimensions. The SSP tailors the strategic guidance provided in the National Infrastructure Protection Plan 2013 (NIPP 2013) to the unique operating conditions and risk landscape of the vast and complex HPH Sector."

"The Information Technology (IT) Sector produces and provides high-assurance IT products and services for governments, critical infrastructure sectors, commercial businesses, and private citizens around the globe. Government and industry partnership is critical to creating a continuous risk reduction system across a Sector as large and diverse as the IT Sector. To meet these challenges, effective collaboration among public and private sector partners is imperative to ensure the protection and resilience of IT Sector functions upon which the Sector and Nation depend. With critical infrastructure protection being the primary concern, the IT Sector's vision is 'to achieve a sustained reduction in the impact of incidents on the Sector's critical functions.' Many critical infrastructure Sectors are primarily composed of finite and easily identifiable physical assets. Unlike some other Sectors, the IT Sector is a functions-based Sector that comprises not only physical assets, but also virtual systems and networks that enable key capabilities and services in both the public and private sectors. Six critical functions support the Sector's ability to produce and provide highassurance IT products and services for various Sectors. These functions are required to maintain or reconstitute networks (e.g., the Internet, local networks, and wide area networks) and their associated services."

"The National Monuments and Icons (NMI) Sector-Specific Plan (SSP) was created to complement the National Infrastructure Protection Plan (NIPP) in improving protection of the NMI Sector in an all-hazard environment. The NMI SSP promotes a col¬laborative partnership at all levels of government to foster the cooperation necessary to improve the protection of NMI critical infrastructure and key resources (CIKR). The NMI SSP is a pathway to identify and prioritize assets, assess risk, implement pro¬tective programs, and measure the effectiveness of protective programs. This document represents the collaborative efforts of our sector partners, all dedicated to the protection and resilience of CIKR assets as it relates to all hazards within the NMI Sector."

"In recent years, advances in communications technology, along with reductions in trade barriers and production costs, have opened new markets and created new jobs and opportunity for workers. The global supply chain system that supports this trade is essential to the United States' economy and security and is a critical global asset. We have seen that disruptions to supply chains caused by natural disasters - earthquakes, tsunamis, and volcanic eruptions - and from criminal and terrorist networks seeking to exploit the system or use it as a means of attack can adversely impact global economic growth and productivity. As a nation, we must address the challenges posed by these threats and strengthen our national and international policies accordingly. Through the National Strategy for Global Supply Chain Security, we seek to strengthen global supply chains in order to protect the welfare and interests ofthe American people and secure our Nation's economic prosperity. We reject the false choice between security and efficiency and firmly believe that we can promote economic growth while protecting our core values as a nation and as a people. Through this Strategy, we endorse a national approach and active collaboration with the international community. We will integrate and energize our efforts to enhance our ability to manage risk by building a layered defense, addressing threats early, and fostering a resilient system that can absorb and recover rapidly from unanticipated disruptions. By institutionalizing information-sharing arrangements, streamlining government processes, and synchronizing standards and procedures, we can realize new efficiencies while strengthening global supply chains."

The National Strategy for the Physical Protection of Critical Infrastructure and Key Assets establishes a foundation for building and fostering the cooperative environment in which government, industry, and private citizens can carry out their respective protection responsibilities more effectively and efficiently. Moreover, this document identifies a clear set of national goals and objectives and outlines the guiding principles that will underpin the efforts to secure the infrastructures and assets vital to national security, governance, public health and safety, economy, and public confidence.

"Our national well-being relies upon secure and resilient critical infrastructure--those assets, systems, and networks that underpin American society. To achieve this security and resilience, critical infrastructure partners must collectively identify priorities, articulate clear goals, mitigate risk, measure progress, and adapt based on feedback and the changing environment. 'NIPP [National Infrastructure Protection Plan] 2013: Partnering for Critical Infrastructure Security and Resilience' (hereafter referred to as the 'National Plan'), guides the national effort to manage risk to the Nation's critical infrastructure. The community involved in managing risks to critical infrastructure is wide-ranging, composed of partnerships among owners and operators; Federal, State, local, tribal, and territorial governments; regional entities; non-profit organizations; and academia. Managing the risks from significant threat and hazards to physical and cyber critical infrastructure requires an integrated approach across this diverse community to: [1] Identify, deter, detect, disrupt, and prepare for threats and hazards to the Nation's critical infrastructure; [2] Reduce vulnerabilities of critical assets, systems, and networks; and [3] Mitigate the potential consequences to critical infrastructure of incidents or adverse events that do occur. The success of this integrated approach depends on leveraging the full spectrum of capabilities, expertise, and experience across the critical infrastructure community and associated stakeholders. This requires efficient sharing of actionable and relevant information among partners to build situational awareness and enable effective risk-informed decision making."

"Nuclear power reactors generate 20 percent of U.S. electricity, while more than 20,000 licensees use nuclear materials in diagnosis and and medical therapy--an estimated 20 million medical procedures each year in science and biomedical research--for irradiation of food and medical products, and during construction and oil exploration. Accidents, failures, or disruptions in the Nuclear Sector could have severe human health and safety consequences and cascading effects on critical infrastructure sectors that rely on nuclear power or nuclear medicine and industrial uses. Uniquely hazardous characteristics make Nuclear Sector assets the most highly regulated and heavily guarded of all civilian infrastructure."

"The State, Local, Tribal, and Territorial Government Coordinating Council (SLTTGCC, Council) is a national cross-sector council under the National Infrastructure Protection Plan 2013 (NIPP 2013) partnership structure. Since its designation in 2007 by the Federal Government, the Council has served as the organizational structure to voluntarily coordinate across jurisdictions and disciplines to provide senior-level strategic communications and coordination on State, local, tribal, and territorial (SLTT) agency security and resilience initiatives, activities, and best practices. This 2015 SLTTGCC Annex to the NIPP 2013 describes SLTT critical infrastructure assets and risks, partnership activities for security and resilience, and Council goals and priorities to guide the community's critical infrastructure efforts over the next four years. The Council's goals and priorities closely align with the NIPP 2013, 2014 Joint National Priorities for Critical Infrastructure Security and Resilience, and Executive Order 13636: Improving Critical Infrastructure Cybersecurity. SLTT critical infrastructure programs are actively implementing a partnership approach to security and resilience; sharing information across the critical infrastructure community; and ensuring coordinated, comprehensive risk management."

"The fundamental challenge to securing the freight rail network is to protect against a constantly changing, unpredictable threat environment without impeding the continuous movement and free flow of commerce. While there is no specific threat or intelligence points to freight rail transportation, the potential exists for using the freight rail system as a target for terrorism or as a delivery system for a weapon of mass effect. The efficient operation of our critical interstate freight rail network requires a uniform nationwide approach to railroad security. The Department of Homeland Security (DHS) will continue to work with its private sector, and Federal, State, and local partners to achieve the transportation sector goals outlined in this document. The freight rail mode will continue to apply the National Infrastructure Protection Plan (NIPP) risk management framework for developing programs and initiatives to enhance the protection of Critical Infrastructure and Key Resources (CI/KR). As outlined in chapter 1 of the Transportation Sector-Specific Plan (TSSP), the transportation sector identified three goals to help achieve the sector vision of a "secure, resilient and efficient transportation network." The freight rail mode will focus on these goals when identifying key assets and will evaluate consequence, vulnerability, and threat information to adequately assess risks facing the system. Initial security gaps have been identified, and security programs have been developed and implemented to mitigate these risks. The government continuously evaluates security gaps in freight rail, as in all modes. Mitigation strategies are updated as gaps are identified."

"The Highway Infrastructure and Motor Carrier Modal Annex to the Transportation Sector Specific Plan (TSSP) describes how transportation sector goals and objectives will be achieved to protect the highway transportation system. These assets include, but are not limited to, signature bridges, major tunnels, operations and management centers, trucks carrying hazardous materials (HAZMAT), other commercial freight vehicles, Motorcoaches, school buses, and key intermodal freight transfer facilities. All of these components help create what is referred to as the Highway Transportation System. While the in-vehicle and highway facilities infrastructure optimizing the movement of people, services, and cargo through the Highway Transportation System are robust, some are essential in facilitating Federal and State services to maintain the health of the public, economic vitality, telecommunications, electricity, and other essential services. Even temporary debilitation of a bridge or tunnel could result in regional shutdowns, diversions, or costly repairs with potentially severe results. Security of the highway transportation system is a shared responsibility among Federal, state, and local governments and private stakeholders. Measures to secure the assets of the Highway Transportation System must be implemented in a way that balances cost, efficiency, and preservation of commerce in this Nation. The Highway Infrastructure and Motor Carrier Annex will require periodic updates to reflect current conditions, enhanced strategies, new programs, and Government Coordinating Council (GCC)/Sector Coordinating Council (SCC) scope of planning for the following year. Federal, State, local and tribal government agencies, along with private stakeholders, will lead the national effort to maintain the capability to move freely and facilitate interstate commerce in all conditions. Vehicles that use the highways are potential targets and weapons that terrorists or criminals could use to attack critical infrastructure or other assets."

"Salt water covers more than two-thirds of the earth's surface. These waters comprise an immense maritime domain, a continuous body of water that is the earth's greatest defining geographic feature. Ships that ply the maritime domain are the primary mode of transportation for world trade, carrying more than 80 percent of the world's trade by volume. United States maritime trade is integral to the global economy, representing more than 20 percent3 of global maritime trade. Through the Maritime Transportation System (MTS), the maritime mode is the primary transportation mode providing connectivity between the U.S. and global economies; 99 percent of overseas trade by volume enters or leaves the U.S. by ship. The MTS enables the U.S. to project military presence across the globe, creates jobs that support local economies, and provides a source of recreation for all Americans. The Nation's economic and military security are fundamentally linked to the health and functionality of the MTS. The security of the MTS is paramount to protecting the Nation and its economy, but it presents daunting and unique challenges to managers of the Maritime Mode. Security of the MTS is intrinsically linked to the security of the maritime domain which contains critical infrastructure and key resources (CI/KR) from many of the other critical infrastructure sectors and Transportation Sector modes. Providing for the security of the MTS depends upon understanding the diverse array of activities in the maritime domain through the transparency of all sector and transportation modal infrastructure and security activities."

"The mass transit and passenger rail industry and their Federal, State and local partners face many challenges in their efforts to provide a secure and protected public transportation environment. The systems are open, serving millions of passengers every day. The networks cover wide geographical areas providing numerous points of access, transfer, connection to other means of transportation, and egress, leading to high passenger turnover difficult to monitor effectively. As the public and private partners move forward with implementing the plan to secure the mass transit and passenger rail systems, new challenges arise. In this context, public and industry partners seek to provide a secure environment for passengers and employees through training, public outreach, procedures and hardening of physical assets and expanding visible/covert, random, and unpredictable security measures. This plan for mass transit and passenger rail security sets out to achieve the objectives and priorities enumerated in the Transportation Systems Sector Security Plan (TSSP), the Presidential Executive Order 13416, "Strengthening Surface Transportation Security," as well as other national and regional strategies to mitigate transportation risk. Within the GCC/SCC framework, mass transit and passenger rail governmental and industry partners have devised, and are implementing, a plan consistent with the approach set out in the NIPP. This plan aims to enhance security through collaborative efforts nation-wide and in regional areas throughout the Nation to employ the full spectrum of security resources in the most effective manner possible. Essential components of the plan include maximizing the power of information, using risk-based principles in conducting assessments of assets and systems, and applying the results to ensure domain awareness and to identify and implement security programs and concrete and specific criteria to measure the effectiveness of these programs. These efforts are advanced in the context of an ever-changing threat environment and encompass proactive measures to reduce vulnerabilities in general and improve overall preparedness to meet a range of contingencies, including response to specific threat intelligence and security incidents."

"Each day, thousands of businesses and millions of people rely on the safe, secure, and efficient movement of commodities through the transportation system. Manmade or natural disruptions to this critical system could result in significant harm to the social and economic well-being of the country. The Nation's pipeline system is a mode of transportation with unique infrastructure security characteristics and requirements. As required by Executive Order 13416, the Pipeline Modal Annex implements the Transportation Sector Specific Plan (TSSP) and was developed to ensure the security and resiliency of the pipeline sector. The vision of this plan is to ensure that the pipeline sector is secure, resilient, and able to quickly detect physical and cyber intrusion or attack, mitigate the adverse consequences of an incident, and quickly restore pipeline service. The core of the plan is a pipeline system relative risk assessment and prioritization methodology. This methodology provides a logical prioritization process to systematically list, analyze and sort pipeline systems and critical pipeline components within those pipeline systems. By prioritization, security resources can be effectively used to manage risk mitigation in order to protect critical pipelines from terrorist threats. The methodology is based on the Transportation Sector Systems-Based Risk Management (SBRM) methodology, which is in turn based on the Risk Management Framework presented in the NIPP."

"The purpose of the 2015 Transportation Systems Sector-Specific Plan (TS SSP) is to guide and integrate efforts to secure and strengthen the resilience of transportation infrastructure and to describe how the Transportation Systems Sector (hereafter referred to as the Sector) contributes to the overall security and resilience of the Nation's critical infrastructure, as set forth in Presidential Policy Directive 21 (PPD-21), 'Critical Infrastructure Security and Resilience'. The TS SSP tailors the strategic guidance provided in the National Infrastructure Protection Plan 2013, 'Partnering for Critical Infrastructure Security and Resilience' (NIPP 2013), to the unique operating conditions and risk landscape of the Nation's varied transportation systems. The TS SSP represents a collaborative effort among Federal departments and agencies; State, local, tribal, and territorial (SLTT) governments; non-governmental organizations; and public and private critical infrastructure owners and operators to achieve shared goals and priorities to reduce critical infrastructure risks. It also reflects the maturation of the Sector partnership and the progress made by the Sector since the 2010 TS SSP to address evolving risks as well as operating and policy environments. This Plan describes an approach to manage security and resilience efforts while enhancing the efficient use of the capabilities and resources of the Sector's government and industry partners. Transportation systems encompass diverse and interconnected networks of fixed and mobile assets that provide essential services for the Nation's livelihood and economic prosperity."

"Drinking water and wastewater treatment are essential to modern life and the Nation's economy. Therefore, it is critical that we enhance the security and resilience of the Nation's drinking water and wastewater infrastructures, collectively known as the 'Water and Wastewater Sector' (Sector). The purpose of this 2015 Water and Wastewater Sector-Specific Plan (Water SSP) is to guide and integrate the efforts intended to secure and strengthen the resilience of the Sector's infrastructure. This Water SSP tailors the strategic guidance provided in the 'National Infrastructure Protection Plan' (NIPP) 2013 to the unique operating conditions and risk landscape of the Sector."

"The National Counterintelligence Strategy of the United States of America 2016 (Strategy) was developed in accordance with the Counterintelligence Enhancement Act of 2002 (Pub.L. No. 107-306, 116 Stat. 2383 (as amended) codified at 50 U.S.C. sec. 3383(d)(2)). The Strategy sets forth how the United States (U.S.) Government will identify, detect, exploit, disrupt, and neutralize foreign intelligence entity (FIE) threats. It provides guidance for the counterintelligence (CI) programs and activities of the U.S. Government intended to mitigate such threats. Each U.S. Government department and agency has a role in implementing this Strategy in the context of its own mission and through application of its unique responsibilities and authorities. Nothing in this Strategy shall be construed as authorization of any department or agency to conduct CI activities not otherwise authorized under statute, executive order, or any other applicable law, policy, or regulation."

"'This National Intelligence Strategy' (NIS) provides the Intelligence Community (IC) with strategic direction from the Director of National Intelligence (DNI) for the next four years. It supports the national security priorities outlined in the 'National Security Strategy' as well as other national strategies. In executing the NIS, all IC activities must be responsive to national security priorities and must comply with the Constitution, applicable laws and statutes, and Congressional oversight requirements. All our activities will be conducted consistent with our guiding principles: We advance our national security, economic strength, and technological superiority by delivering distinctive, timely insights with clarity, objectivity, and independence; we achieve unparalleled access to protected information and exquisite understanding of our adversaries' intentions and capabilities; we maintain global awareness for strategic warning; and we leverage what others do well, adding unique value for the Nation."

"Our national security depends on our ability to share the right information, with the right people, at the right time. This information sharing mandate requires sustained and responsible collaboration between Federal, state, local, tribal, territorial, private sector, and foreign partners. Over the last few years, we have successfully streamlined policies and processes, overcome cultural barriers, and better integrated information systems to enable information sharing. Today's dynamic operating environment, however, challenges us to continue improving information sharing and safeguarding processes and capabilities. While innovation has enhanced our ability to share, increased sharing has created the potential for vulnerabilities requiring strengthened safeguarding practices. The 2012 'National Strategy for Information Sharing and Safeguarding' provides guidance for effective development, integration, and implementation of policies, processes, standards, and technologies to promote secure and responsible information sharing. Our responses to these challenges must be strategic and grounded in three core principles. First, in treating Information as a National Asset, we recognize departments and agencies have achieved an unprecedented ability to gather, store, and use information consistent with their missions and applicable legal authorities; correspondingly they have an obligation to make that information available to support national security missions. Second, our approach recognizes Information Sharing and Safeguarding Requires Shared Risk Management. In order to build and sustain the trust required to share with one another, we must work together to identify and collectively reduce risk, rather than avoiding information loss by not sharing at all. Third, the core premise 'Information Informs Decisionmaking' underlies all our actions and reminds us better decisionmaking is the purpose of sharing information in the first place."

"Threats to US national security will expand and diversify in the coming year, driven in part by China and Russia as they respectively compete more intensely with the United States and its traditional allies and partners. This competition cuts across all domains, involves a race for technological and military superiority, and is increasingly about values. Russia and China seek to shape the international system and regional security dynamics and exert influence over the politics and economies of states in all regions of the world and especially in their respective backyards. [...] The post-World War II international system is coming under increasing strain amid continuing cyber and WMD proliferation threats, competition in space, and regional conflicts. Among the disturbing trends are hostile states and actors' intensifying online efforts to influence and interfere with elections here and abroad and their use of chemical weapons. Terrorism too will continue to be a top threat to US and partner interests worldwide, particularly in Sub-Saharan Africa, the Middle East, South Asia, and Southeast Asia. The development and application of new technologies will introduce both risks and opportunities, and the US economy will be challenged by slower global economic growth and growing threats to US economic competitiveness."

"Since the publication of the 2013 National Strategy for the Arctic Region (Strategy), the United States has demonstrated a commitment to leadership in adapting to changing Arctic conditions. Climate change is exerting diverse and accelerating impacts on the Arctic, on the people who live there, and on related societal, environmental, economic, and security issues. Accordingly, the U.S. Government must periodically review its actions to ensure they are appropriately prioritized to advance U.S. interests. This document supersedes the 2014 Implementation Plan for the National Strategy for the Arctic Region (Implementation Plan), putting forward an updated Implementation Framework for the National Strategy for the Arctic Region (Framework) to ensure that U.S. efforts successfully address all three lines of effort from the Strategy: 1. Advancing United States Security Interests, 2. Pursuing Responsible Arctic Region Stewardship, and 3. Strengthening International Cooperation."

"Through this 'National Strategy for the Arctic Region', we seek to guide, prioritize, and synchronize efforts to protect U.S. national and homeland security interests, promote responsible stewardship, and foster international cooperation. This strategy articulates three priority lines of effort. It also identifies guiding principles as a foundation for Arctic region activities. Through a deliberate emphasis on the priority lines of effort and objectives, it aims to achieve a national unity of effort that is consistent with our domestic and international legal rights, obligations, and commitments and that is well coordinated with our Arctic neighbors and the international community. These lines of effort identify common themes where specific emphasis and activities will be focused to ensure that strategic priorities are met. The three lines of effort, as well as the guiding principles are meant to be acted upon as a coherent whole."

"The Arctic is a key region of the United States with critical influence on the global environment and economy. The Arctic is a peaceful and stable region in the world, and the United States will continue to work with the international community to understand the region, and its impacts on the globe, through coordinated scientific research and traditional knowledge. The importance of the region, coupled with a coordinated approach, provides unique and fresh opportunities for unprecedented regional cooperation and expansion of international governance. The 'National Strategy for the Arctic Region (Strategy)' laid out the United States' priorities for the region; its 'Implementation Plan' then provided clear guidance and responsibilities to achieve milestones associated with the 'Strategy'. This report describes implementation progress along the three lines of effort described in the 'Strategy': (1) Advance United States Security Interests, (2) Pursue Responsible Arctic Region Stewardship, and (3) Strengthen International Cooperation."

"Public diplomacy and strategic communication should always strive to support our nation's fundamental values and national security objectives. All communication and public diplomacy activities should: Underscore our commitment to freedom, human rights and the dignity and equality of every human being; Reach out to those who share our ideals; Support those who struggle for freedom and democracy; and Counter those who espouse ideologies of hate and oppression."

From the foreword by President Barack Obama: "As we look toward the future, it is clear that Africa is more important than ever to the security and prosperity of the international community, and to the United States in particular. Africa's economies are among the fastest growing in the world, with technological change sweeping across the continent and offering tremendous opportunities in banking, medicine, politics, and business. At the same time, the burgeoning youth population in Africa is changing economies and political systems in profound ways. [… ] We will work with our African partners to build strong institutions, to remove constraints to trade and investment, and to expand opportunities for African countries to effectively access each other's markets and global markets, to embrace sound economic governance, and diversify their economies beyond a narrow reliance on natural resources, and--most importantly--create opportunities for Africa's people to prosper. As we support these efforts, we will encourage American companies to seize trade and investment opportunities in Africa, so that their skills, capital, and technology will further support the region's economic expansion, while helping to create jobs here in America. […] America's partnership with this new generation of Africans will extend beyond our Government to the broad and deepening relationships between our peoples, businesses, and institutions. These roots will drive our path to a future of democracy, peace, and prosperity for generations to come."

"Like other forms of illicit trade, wildlife trafficking undermines security across nations. Well-armed, well-equipped, and well-organized networks of criminals and corrupt officials exploit porous borders and weak institutions to profit from trading in poached wildlife. Record high demand for wildlife products, coupled with inadequate preventative measures and weak institutions has resulted in an explosion of illicit trade in wildlife in recent years.That trade is decimating iconic animal populations. Today, because of the actions of poachers, species like elephants and rhinoceroses face the risk of significant decline or even extinction. But it does not have to be that way. We can take action to stop these illicit networks and ensure that our children have the chance to grow up in a world with and experience for themselves the wildlife we know and love. Addressing these challenges requires a U.S. strategy that is proactive, recognizes immediate imperatives, and balances our strengths and expertise to address challenges comprehensively over the long term. This is a global challenge requiring global solutions. So we will work with foreign governments, international organizations, nongovernmental organizations, and the private sector to maximize our impacts together. Our efforts will aim to strengthen enforcement, reduce demand, and increase cooperation to address these challenges. The entire world has a stake in protecting the world's iconic animals, and the United States is strongly committed to meeting its obligation to help preserve the Earth's natural beauty for future generations."

"Human traffickers prey on some of the most vulnerable members of society. Human trafficking, as defined in federal law, includes sex trafficking, in which a commercial sex act is induced by force, fraud, or coercion, or in which the victim is under 18 years of age; and labor trafficking, i.e., the recruitment, harboring, transportation, provision, or obtaining of a person for labor or services through the use of force, fraud, or coercion. Human trafficking of either type does not require movement, either within the United States or across a U.S. border. [...] The Attorney General has developed and will implement and maintain this National Strategy for Combating Human Trafficking (National Strategy) in order to enhance the Department's work to combat the atrocity of human trafficking. The National Strategy sets forth plans to enhance coordination within the Department, and to develop specific strategies within each federal district to stop human trafficking."

"Identity theft has swiftly become a serious issue for victims, police, and prosecutors, and is a problem that is requiring an increased commitment of resources by private enterprise. The Major Cities Chiefs Association (MCCA) recognized the severity of this problem in 2003 and surveyed its members to explore police-related identity theft issues. Survey results demonstrated that deterring identity theft was impeded for the most part because police departments were functioning in isolation from each other and other parts of the criminal justice system. The MCCA concluded that new levels of prevention, response, and collaboration were needed to stop this rapidly increasing crime. To gain greater insight into the challenges facing police in responding to the identity theft problem, the MCCA and the DPSL conducted two surveys to obtain a broad base of information from police and others on the problem and potential solutions. The project also organized two focus groups comprising police, prosecutors, federal officials, victim assistance professionals, and representatives from the private sector. The first focus group discussed the problem in detail, shared experiences, and provided the background needed to develop the surveys. The second focus group discussed the survey results, framed recommendations for a national response to identity theft, and identified best practices. Participants are listed in Appendix B. This report, A National Strategy to Combat Identity Theft, describes the components of a national strategy, the interrelationships of the components, and best practices to illustrate each component."

From the Forward: "This maritime strategy describes how we will design, organize, and employ the Sea Services in support of our national, defense, and homeland security strategies. It also sets maritime priorities in an era of constrained resources, while emphasizing warfighting capabilities and forward naval presence to advance national interests today and guide preparations for tomorrow's challenges. Forward naval presence is essential to strengthening alliances and partnerships, providing the secure environment necessary for an open economic system based on the free flow of goods, protecting U.S. natural resources, promoting stability, deterring conflict, and responding to aggression. As global maritime commerce expands, populations increase, competition for energy and natural resources grows, and advanced military technologies proliferate across the oceans and through the littoral, so too will challenges arise for anyone operating in those regions. The American people will continue to rely on the Sea Services to respond to fast-changing and complex world events that threaten the security of the United States and our allies and partners. Our Sailors, Marines, and Coast Guardsmen stand ready to meet these challenges with the same determination and responsiveness they have demonstrated for more than two centuries."

"The Domestic Outreach Policy Action Working Group was one of eight working groups assigned to develop implementation plans in support of the National Strategy for Maritime Security (NSMS). Acting on the direction of NSPD-41/HSPD-13, the Domestic Outreach working group facilitated the process of gathering comments and recommendations from non-federal stakeholders to help other working groups develop their implementation plans. Simultaneously, the Domestic Outreach working group created its own implementation strategy for outreach activities to support the roll out of NSMS and related plans. Outreach objectives were designed to open a meaningful dialogue between key stakeholders and the NSPD-41/HSPD-13 working groups. In order to gain fair, representative feedback on behalf of the millions of individual stakeholders who have an interest in maritime security-within the available time frame-successively broader outreach was conducted in two stages, focusing on strategically selected individuals and organizations that represent larger groups of stakeholders, without giving any specific organization a competitive advantage over another."

"The International Outreach and Coordination Strategy focuses on (1) garnering international support for maritime security programs and initiatives that are central to an effective global maritime security framework and (2) enhancing international outreach efforts to ensure the security of the United States interests in the Maritime domain."

"Maritime Commerce Security Plan establishes a comprehensive plan to secure the maritime supply chain. The Maritime Commerce Security Plan was developed in conjunction with the other component plans of the National Strategy for Maritime Security. In particular, the development of the Maritime Transportation System Security Plan and the Maritime Infrastructure Recovery Plan was closely coordinated with this plan. The Maritime Transportation System Security Plan addresses the security of the maritime transportation system as a system including vessels, facilities and ports that contribute so greatly to cargo security and, in this way, complements this plan."

"The MIRP [Maritime Infrastructure Recovery Plan] contains procedures for recovery management and provides mechanisms for national, regional, and local decision-makers to set priorities for redirecting commerce, a primary means of restoring domestic cargo flow. This plan is employed when the Secretary of Homeland Security declares an actual or threatened Transportation Security Incident (TSI; 33 CFR 101.105) that occurs under, in, on, or adjacent to waters subject to the jurisdiction of the United States, to be an Incident of National Significance (INS), in accordance with the criteria set out in the National Response Plan (NRP) and HSPD-5. Any such TSI declared to be an INS accordingly is referred to as a 'national TSI.' Additionally, the MIRP reflects the organizational constructs detailed in the NRP, as well as the use of Incident Command System (ICS) and unified command procedures. As such, the plan can be used for other similarly disruptive incidents requiring maritime infrastructure recovery management. Following an incident that triggers the implementation of this plan, the MIRP is used to guide the designees of the Secretary of Homeland Security in the decision making process to maintain the nation's MTS operational capabilities, and if compromised, to restore transportation capabilities."

"This Plan provides the context to understand the importance of MDA [maritime domain awareness] to maritime security and why it is imperative to enhance MDA. It will empower the U.S. Government to understand the characteristics of the current maritime domain, identify the strategic approach we seek to employ, clarify our strategic and foundational priorities, and develop an implementation plan to improve MDA that enables decision-makers to perform their responsibilities consistent with Presidential Policy Directive 18 (PPD-18) and the National Strategy for Maritime Security (NSMS)."

"As one of the world 's leading maritime and trading nations, the United States relies on an effective and efficient Marine Transportation System (MTS) to facilitate commerce and project our national security. On December 17, 2004, President Bush directed a cabinet-level committee, the Committee on the Marine Transportation System (CMTS), to create a partnership of Federal agencies. Currently, 18 different Federal agencies serve on the CMTS. The President charged the CMTS with providing high-level leadership and improved coordination to promote the safety, security, efficiency, economic vitality, sound environmental integration, and reliability of the MTS for commercial, recreational and national defense requirements. The CMTS developed the National Strategy for the Marine Transportation System: A Framework/or Action to serve as both a policy framework for the next five years and as a structure upon which to build an implementation plan for that policy. It presents the most pressing. current challenges facing marine transportation, and calls for coordinated Federal action in five priority areas: capacity, safety and security, environmental stewardship, resilience and reliability, and finance and economics. To identify the priority areas and Federal actions needed. the CMTS actively sought perspectives and ideas from a diverse group of stakeholders. The National Strategy responds to issues raised by and incorporates recommendations from commercial, national defense, and recreational interests. This framework/or Action helps ensure that America's Marine Transportation System serves the needs of the Nation now, and will grow to meet the challenges projected for the future."

"This strategy identifies specific goals where efforts can achieve the greatest impacts across the breadth of the maritime domain. Its guiding principles are: developing risk-based decision making solutions; enhancing security and safety through education and training; reducing risk without excessively impeding freedom of operation adversely affecting the economy, or compromising national security needs. It proceeds with the understanding that one-size-fits-all solutions cannot address the widely different characteristics of small vessels; that risk mitigation efforts should be based on coordinated efforts, operator education and appropriate use of technology. The overarching goals of the Small Vessel Security Strategy are to: enhance maritime security and safety based on a coherent plan with a layered, innovative approach; develop and leverage a strong partnership with the small vessel community and public and private sectors in order to enhance maritime domain awareness; leverage technology to enhance the ability to detect, infer intent, and when necessary, interdict small vessels; and enhance cooperation among Federal, state, local, and Tribal partners and the private sector (e.g., marinas, shipyards, small vessel and facility operators), as well as international partners. This strategy lays out the appropriate way forward in managing and controlling risks posed by the threat of small vessel exploitation."

"[Defense Intelligence] has two missions: first, to respond to the unique policy, operational and acquisition requirements of the Department of Defense, and second, to respond to national intelligence missions assigned to the Department of Defense. [...]. This first Defense Intelligence Strategy seeks to integrate the two missions by demonstrating how, where and why defense intelligence, counterintelligence, and security activities support the National Intelligence Strategy and respond to requirements of the U.S. military and the Department of Defense. The Defense Intelligence Enterprise must fit seamlessly into a larger network of activities that serves the entire U.S. Government and develops people and systems that also can integrate easily and quickly into the larger network. This new strategy highlights the following four strategic goals (four E's): Extend the full advantage of the U.S. intelligence enterprise to all defense users to ensure timely and accurate decisions, as well as ensure defense intelligence is available to the broader U.S. intelligence enterprise; Enhance all services and capabilities provided by the U.S. intelligence enterprise to satisfy the changing needs of defense intelligence users; Explore concepts, technologies, and strategies to address customer requirements and emerging threats; Enable us to counter and deny adversary capabilities to acquire and exploit our technologies or knowledge of the battle space. Ultimately, this strategy will allow all members of the Defense Intelligence Enterprise to see their role in the larger network and every Department of Defense intelligence customer to see how the enterprise will improve its service to them."

The [Department of Defense] DoD released the 2008 National Defense Strategy today [July 31, 2008]. The strategy outlines the national approach to the defense of this nation and its interests. The NDS is issued periodically and the last one was published in March 2005. It outlines how the Department supports the President's National Security Strategy and informs the National Military Strategy and other subordinate strategy documents. The strategy builds on lessons learned and insights from previous operations and strategic reviews such as the 2006 QDR [Quadrennial Defense Review].

"The National Military Strategic Plan for the War on Terrorism (NMSP-WOT) constitutes the comprehensive military plan to prosecute the Global War on Terrorism (GWOT) for the Armed Forces of the United States. This document reflects the lessons of the first four years of the Global War on Terrorism, including the findings and recommendations of the 9-11 Commission and a rigorous examination within the Department of Defense (DoD), personally led by the Secretary of Defense and the Chairman of the Joint Chiefs of Staff. The NMSP-WOT outlines the Department's strategic planning and provides strategic guidance for military activities and operations in the GWOT. The document guides the planning and actions of the Combatant Commands, the Military Departments, Combat Support Agencies and Field Support Activities of the United States to protect and defend the homeland, attack terrorists and their capacity to operate effectively at home and abroad, and support mainstream efforts to reject violent extremism."

From the Chairman's Foreword: "This National Military Strategy [NMS] describes how we will employ our military forces to protect and advance our national interests. We must be able to rapidly adapt to new threats while maintaining comparative advantage over traditional ones. Success will increasingly depend on how well our military instrument can support the other instruments of power and enable our network of allies and partners. The 2015 NMS continues the call for greater agility, innovation, and integration. It reinforces the need for the U.S. military to remain globally engaged to shape the security environment and to preserve our network of alliances. It echoes previous documents in noting the imperative within our profession to develop leaders of competence, character, and consequence. But it also asserts that the application of the military instrument of power against state threats is very different than the application of military power against non-state threats. We are more likely to face prolonged campaigns than conflicts that are resolved quickly...that control of escalation is becoming more difficult and more important...and that as a hedge against unpredictability with reduced resources, we may have to adjust our global posture. Despite what is likely to be a difficult future, we are blessed to be able to count on the young Americans who choose to serve, to live an uncommon life, and to defend their fellow citizens. Our focus must remain that they are the best-led and best-equipped force in the world. The 2015 National Military Strategy of the United States offers a blueprint towards that end."

"The following document articulates the broad strategy the President set forth in 2003 and provides an update on our progress as well as the challenges remaining." The Strategy details how the United States will continue to help "the Iraqi people defeat the terrorists and build and inclusive democratic state. In the short term, we expect an Iraq that is making steady progress in fighting terrorists and neutralizing the insurgency, meeting political milestones; building democratic institutions; standing up robust security forces to gather intelligence, destroy terrorist networks, and maintain security; and tackling key economic reforms to lay the foundation for a sound economy. In the medium-term, an Iraq that is in the lead defeating terrorists and insurgents and providing its own security, with a constitutional, elected government in place, providing an inspiring example to reformers in the region, and well on its way to achieving its economic potential. In the longer-term, an Iraq that has defeated the terrorists and neutralized the insurgency. The war on terrorism is the defining challenge of our generation, just as the struggle against communism and fascism were challenges of the generations before. As with those earlier struggles, the United States is fully committed to meeting this challenge. We will do everything it takes to win."

"Defending U.S. territory and the people of the United States is the highest priority of the Department of Defense (DoD), and providing appropriate defense support of civil authorities (DSCA) is one of the Department's primary missions. This 'Strategy for Homeland Defense and Defense Support of Civil Authorities' orients the Department towards an increasingly complex strategic environment. It emphasizes innovative approaches, greater integration, deepening of external partnerships, and increased effectiveness and efficiencies in DoD's homeland activities. It applies the vital capabilities of the Total Force - in the Active and Reserve Components - to make the nation more secure and resilient. Finally, the Strategy guides future decisions on homeland defense and civil support issues consistent with the 'Defense Strategic Guidance' and the 'Quadrennial Defense Review' (QDR)."

Space security not only plays a vital role in strengthening U.S. national security, it also supports diplomatic efforts and empowers the U.S. economy. As more nations seek space and counterspace abilities, the United States is faced with many difficult challenges. The Department of Defense recently announced the release of the National Security Space Strategy, which was signed jointly by Secretary of Defense Robert Gates and Director of National Intelligence James Clapper. This report "charts a path for the next decade to respond to the current and projected space strategic environment." According to the report: "We seek a safe space environment in which all can operate with minimal risk of accidents, breakups, and purposeful interference. We seek a stable space environment in which nations exercise shared responsibility to act as stewards of the space domain and follow norms of behavior. We seek a secure space environment in which responsible nations have access to space and the benefits of space operations without need to exercise their inherent right of self-defense."

"This National Security Strategy sets a positive strategic direction for the United States that is meant to reassert America's advantages on the world stage and to build upon our country's great strengths. During the Trump Administration, the American people can be confident that their security and prosperity will always come first. A secure, prosperous, and free America will be strong and ready to lead abroad to protect our interests and our way of life. America's renewed strategic confidence is anchored in our recommitment to the principles inscribed in our founding documents. The National Security Strategy celebrates and protects what we hold dear - individual liberty, the rule of law, a democratic system of government, tolerance, and opportunity for all. By knowing ourselves and what we stand for, we clarify what we must defend and we establish guiding principles for our actions. This strategy is guided by principled realism. It is realist because it acknowledges the central role of power in international politics, affirms that sovereign states are the best hope for a peaceful world, and clearly defines our national interests. It is principled because it is grounded in the knowledge that advancing American principles spreads peace and prosperity around the globe. We are guided by our values and disciplined by our interests. This Administration has a bright vision of America's future."

"The Strategy to Combat Transnational Organized Crime applies all elements of national power to protect citizens and U.S. national security interests from the convergence of 21st century transnational criminal threats. This Strategy is organized around a single unifying principle: to build, balance, and integrate the tools of American power to combat transnational organized crime and related threats to national security- and to urge our foreign partners to do the same. The end-state we seek is to reduce transnational organized crime (TOC) from a national security threat to a manageable public safety problem in the United States and in strategic regions around the world. The Strategy will achieve this end-state by pursuing five key policy objectives: 1) Protect Americans and our partners from the harm, violence, and exploitation of transnational criminal networks. 2) Help partner countries strengthen governance and transparency, break the corruptive power of transnational criminal networks, and sever state-crime alliances. 3) Break the economic power of transnational criminal networks and protect strategic markets and the U.S. financial system from TOC penetration and abuse. 4) Defeat transnational criminal networks that pose the greatest threat to national security by targeting their infrastructures, depriving them of their enabling means, and preventing the criminal facilitation of terrorist activities. 5) Build international consensus, multilateral cooperation, and public-private partnerships to defeat transnational organized crime. The Strategy also introduces new and innovative capabilities and tools, which will be accomplished by prioritizing within the resources available to affected departments and agencies. A new Executive Order will establish a sanctions program to block the property of and prohibit transactions with significant transnational criminal networks that threaten national security, foreign policy, or economic interests. A proposed legislative package will enhance the authorities available to investigate, interdict, and prosecute the activities of top transnational criminal networks. A new Presidential Proclamation under the Immigration and Nationality Act (INA) will deny entry to transnational criminal aliens and others who have been targeted for financial sanctions. A new rewards program will replicate the success of narcotics rewards programs in obtaining information that leads to the arrest and conviction of the leaders of transnational criminal organizations that pose the greatest threats to national security. An interagency Threat Mitigation Working Group will identify those TOC networks that present a sufficiently high national security risk and will ensure the coordination of all elements of national power to combat them."

"The Department of Defense's enduring mission is to provide combat-credible military forces needed to deter war and protect the security of our nation. Should deterrence fail, the Joint Force is prepared to win. Reinforcing America's traditional tools of diplomacy, the Department provides military options to ensure the President and our diplomats negotiate from a position of strength. [...] This unclassified synopsis of the classified 2018 National Defense Strategy articulates our strategy to compete, deter, and win in this environment. The reemergence of long-term strategic competition, rapid dispersion of technologies, and new concepts of warfare and competition that span the entire spectrum of conflict require a Joint Force structured to match this reality. A more lethal, resilient, and rapidly innovating Joint Force, combined with a robust constellation of allies and partners, will sustain American influence and ensure favorable balances of power that safeguard the free and open international order. Collectively, our force posture, alliance and partnership architecture, and Department modernization will provide the capabilities and agility required to prevail in conflict and preserve peace through strength."

From the Executive Summary: "Human activities, particularly CO2 emissions from fossil fuel combustion, have driven atmospheric greenhouse gas (GHG) concentration levels higher than at any time in at least 800,000 years (IPCC 2013). As a result, the Earth has warmed at an alarming rate over the past century, with average temperatures increasing by more than 0.8°C (1.5°F). The consequences are already severe. Heat waves and droughts are more common, wildfire seasons are longer and fires larger and more costly, and extreme weather is becoming more intense and unpredictable. Left unchecked, from 2000 to 2100, global average temperature increases of 2 to 5°C (3.6 to 9°F) and sea level rise of two to four feet are likely, and much larger increases are possible. Climate change will reduce long-run economic growth and jeopardize national security. With the adoption of the Paris Agreement in December 2015, the world took a decisive step toward avoiding the most dangerous impacts of climate change. The Paris Agreement aims to hold the increase in the global average temperature to well below 2°C above pre-industrial levels and pursue efforts to limit the temperature increase to 1.5°C above pre-industrial levels. Consistent with this objective, Parties aim to balance GHG emissions sources and sinks in the second half of this century or, in effect, achieve net-zero global GHG emissions. Countries have submitted near-term targets to address GHG emissions, called 'nationally determined contributions' or NDCs, and will review and extend these targets every five years. The Paris Agreement further invited countries to develop by 2020 'mid-century, long-term low greenhouse gas emission development strategies.' This document answers that call, laying out a strategy to deeply decarbonize the U.S. economy by 2050."

"The National Strategy for Pandemic Influenza guides our preparedness and response to an influenza pandemic, with the intent of (1) stopping, slowing or otherwise limiting the spread of a pandemic to the United States; (2) limiting the domestic spread of a pandemic, and mitigating disease, suffering and death; and (3) sustaining infrastructure and mitigating impact to the economy and the functioning of society. The Strategy will provide a framework for future U.S. Government planning efforts that is consistent with The National Security Strategy and the National Strategy for Homeland Security." Key components of this strategy include preparedness and communication, surveillance and detection, and a section on response and containment.

"A new influenza strain, influenza A (H5N1), is spreading through bird populations across Asia, Africa, and Europe, infecting domesticated birds, including ducks and chickens, and long-range migratory birds. In response to this threat, the President issued the National Strategy for Pandemic Influenza on November 1, 2005. The Strategy outlines the coordinated Federal Government effort to prepare for pandemic influenza. This Implementation Plan for the National Strategy for Pandemic Influenza further clarifies the roles and responsibilities of governmental and non-governmental entities, including Federal, State, local, and tribal authorities and regional, national, and international stakeholders, and provides preparedness guidance for all segments of society. It also provides guidance for families and individuals to ensure appropriate personal protection. The Implementation Plan represents a comprehensive effort by the Federal Government to identify the critical steps that must be taken immediately and over the coming months and years to address the threat of an influenza pandemic. It assigns specific responsibilities to Departments and Agencies across the Federal Government, and includes measures of progress and timelines for implementation to ensure that we meet our preparedness objectives. This Plan will be revised over time. The pandemic threat is constantly evolving, as is our level of preparedness."

"In 2005, the U.S. Department of Health and Human Services (HHS) developed the HHS Pandemic Influenza Plan to prevent, control, and mitigate the effects of influenza viruses that pose high risk to humans. Influenza viruses, of which there are many types, can cause rapid, widespread disease and death. Pandemic influenza outbreaks in the 20th Century alone left tens of millions of people dead in their wake and cost hundreds of billions of dollars in lost lives, wages, productivity and economic devastation. Influenza viruses with pandemic potential require the rapid development, production and availability of medical countermeasures (MCMs) such as vaccines, diagnostics and antiviral drugs to mitigate the impact of the pandemic, as well as additional preparedness and response efforts beyond medical countermeasures. HHS has made substantial progress in pandemic influenza preparedness since the 2005 Plan was released. In the current document, HHS reviews that progress, highlighting both the successes and remaining gaps in our preparedness and response activities for pandemic influenza. Most significantly, HHS efforts in pandemic influenza preparedness now are closely aligned with seasonal influenza activities, harnessing expanded surveillance, laboratory, vaccine, and antiviral drug resistance monitoring capacity. These activities are linked to efforts to communicate protective measures to the public and to help the health care system manage the demands of seasonal and potential pandemic influenza. Research across all these areas, and increased global capacity to diagnose and type the influenza viruses encountered outside the United States, contribute to domestic preparedness against pandemic influenza."

Taken from the Office of the Biomedical Advanced Research and Development Authority Strategic Plan: "Within the last ten years, the United States has experienced an intentional attack with a biological agent in the form of the anthrax letters as well as naturally emerging outbreaks of high-consequence infectious diseases, including pandemic influenza and SARS. These events represented national security threats and public health emergencies. The past decade has also witnessed the dramatic spread of antimicrobial resistance and community outbreaks of multidrug-resistant bacteria that had previously been confined to hospitals. Concerns persist about the potential use of chemical, biological, radiological and nuclear agents by terrorists. Effective medical countermeasures such as vaccines, antimicrobials, therapeutics, and diagnostics have the potential to reduce the impact of such threats and are a bulwark of our national defense and public health emergency preparedness. The mission of the Biomedical Advanced Research and Development Authority (BARDA) is to develop and procure medical countermeasures that address the public health and medical consequences of chemical, biological, radiological, and nuclear (CBRN) accidents, incidents and attacks, pandemic influenza, and emerging infectious diseases."

"The drug crisis our country faces today is unprecedented. It has evolved over the past several decades and has steadily worsened with time. Every state and county, and every socioeconomic group in our country, is directly affected by the negative consequences of illicit drug use. However, today we can see American ingenuity across the Nation, sparked by the commitment to save lives, at work to establish lasting solutions to this monumental problem. Law enforcement and public health innovators working side-by-side at the local level, assisted and inspired by families who have lost loved ones to the scourge of drug use, resourced by government agencies at every level working with private sector partners, are already making a difference. This National Drug Control Strategy, the Trump Administration's first, establishes the President's priorities for addressing the challenge of drug trafficking and use, now and in coming years. It also provides the strategic direction necessary for the Federal government to prevent initiates to drug use through education and evidence-based prevention, provide treatment for those suffering from the disease of addiction so they can reach long-term recovery, and reduce the availability of these dangerous drugs in every American community."

From the Executive Summary: "The Nation's first comprehensive National HIV/AIDS [human immunodeficiency virus/acquired immunodeficiency syndrome] Strategy for the United States (Strategy) was released in 2010, and in the subsequent five years, people and organizations have joined together around its vision and goals. […] This is the first update of the Strategy (Update), which is designed to look ahead to 2020. The Update reflects the hard work accomplished and the lessons learned since 2010. Moreover, it incorporates the scientific advances that could one day bring the United States, and the world, closer to virtually eliminating new HIV infections, effectively supporting all people living with HIV to lead long and healthy lives and eliminating the disparities that persist among some populations. The Strategy remains a steady foundation on which to build future efforts. As such, this Update retains its vision and four main goals through 2020. At the same time, the Strategy is also a living document, designed to be updated. The Update includes the following changes: 1.) The Steps and Recommended Actions under each of the goals have been revised to reflect past progress and activities to meet the Strategy goals (see 'At-A-Glance' summaries on pages 8-11). 2.) The Update has 10 quantitative indicators-some of which are new additions, and some of which are revised-to better monitor progress and ensure that the Nation is constantly moving in the right direction to achieve its goals (see list on page 12 and detailed information in the Indicator Development and Progress Appendix). In addition, three areas have been identified as priorities for developing indicators: PrEP [Pre-Exposure Prophylaxis], stigma, and HIV among transgender persons."

"In this Progress Report, we assess our accomplishments for 2016 in implementing the National HIV/AIDS [Human immunodeficiency virus infection and acquired immune deficiency syndrome] Strategy: Updated to 2020 (Strategy) amidst a backdrop of progress in our nation's response to the HIV epidemic in America since the Strategy's first release in 2010. It is clear by many measures that our National HIV/AIDS Strategy is paying off-we're on the right track to reach most of our 2020 goals-but significant challenges remain. This report focuses on the most recent data for the Strategy's indicators of progress, as well as Federal and community actions to implement the Strategy during 2016."

"'The National HIV/AIDS Strategy: Updated to 2020' ('Update') is informed by the latest research and data about HIV prevention and treatment. The Update includes 10 indicators to monitor progress towards the goals, with specific targets set for 2020. The 'Indicator Development and Progress' Appendix of the Update describes each indicator and current progress. This Indicator Supplement is a companion document to the Update. As such, it provides detailed information on the measurement of each indicator. Additional information about the methods, data systems, and results are available in the references cited for each indicator."

"The purpose of the National Strategy to Support Microbial Forensic Research is to guide and focus the research efforts of the US Government to advance the discipline of microbial forensics and provide the nation with the most scientifically sound and statistically defensible capability to provide scientific data to support attribution investigations of a potential or actual biological attack. The Strategy has three primary goals: I. Develop a strategic microbial forensics research agenda that will produce a national microbial forensic capability that is ultimately capable of high confidence, robust detection, characterization and comparison of biological agents in forensic samples. II. Promote interagency communication, coordination and information sharing on microbial forensics research and development efforts. III. Develop effective interagency education and training on microbial forensics designed to inform policymakers and scientific and technical personnel. This Strategy shall form the framework of an interagency implementation plan that will begin to address research and interagency communications issues that are required for an enduring national capability in microbial forensics."

"CDC [Centers for Disease Control and Prevention] provides technical assistance and resources to state and local public health agencies to support their efforts to build prepared and resilient communities. CDC provides subject-matter expertise and assistance for domestic and global surveillance, laboratory, occupational health and epidemiology functions, and health threats including anthrax, smallpox, influenza and other infectious diseases, food-borne illness, and radiation, among others. CDC's Office of Public Health Preparedness and Response (OPHPR) leads the agency's preparedness and response activities by providing strategic direction, support, and coordination for activities across CDC as well as with local, state, tribal, national, territorial, and international public health partners. In the decade since September 11th and the anthrax attacks, significant investments have been made in the nation's public health system to respond to all-hazard threats. Public health departments at all levels of government can now quickly staff public health emergency operations centers; there is improved proficiency in laboratories testing for biological and chemical agents across the nation and the globe; and states can receive urgent disease reports and rapidly communicate information about health threats and related preventive and protective actions to the public."

"The 'National Strategy for Biosurveillance' sets forth the United States Government approach to strengthen our national biosurveillance enterprise and describes a core set of functions critical to this Strategy's success.The approach builds on existing biosurveillance concepts and capabilities in seeking to enable more rapid detection, knowledge, and characterization of human, animal, or plant disease activity to enhance incident situational awareness.At the same time, this Strategy outlines an approach that is more selective and deliberate in its intent. The Strategy defines biosurveillance as the process of gathering, integrating, interpreting, and communicating essential information related to all-hazards threats or disease activity affecting human, animal, or plant health to achieve early detection and warning, contribute to overall situational awareness of the health aspects of an incident, and to enable better decisionmaking at all levels. […] This Strategy articulates an overarching goal supported by core functions.It also includes guiding principles that provide a foundation for biosurveillance activities and specific enablers to achieve a well-integrated, national biosurveillance enterprise.Through a deliberate emphasis on the identified core functions and enabling focus areas, the aim is to enhance the Nation's ability to detect, track, investigate, and navigate incidents affecting human, animal, and plant health, thereby better protecting the safety, well being, and security of the American people. The Guiding Principles serve as the Strategy foundation and inform biosurveillance efforts. The Core Functions focus and prioritize our biosurveillance efforts. The crosscutting Enablers are aimed at facilitating the successful implementation of our Strategy."

From the Executive Summary: "The discovery of antibiotics in the early 20th century fundamentally transformed human and veterinary medicine. Antibiotics now save millions of lives each year in the United States and around the world. The rise of antibiotic-resistant bacterial strains, however, represents a serious threat to public health and the economy. The Centers for Disease Control and Prevention (CDC) estimates that annually, at least two million illnesses and 23,000 deaths are caused by antibiotic-resistant bacteria in the United States alone. If the effectiveness of antibiotics (drugs that kill or inhibit the growth of bacteria) is lost, we will no longer be able to reliably and rapidly treat bacterial infections, including bacterial pneumonias, foodborne illnesses, and healthcare associated infections. As more strains of bacteria become resistant to an ever-larger number of antibiotics, our drug choices have become increasingly limited and more expensive and, in some cases, nonexistent. In a world with few effective antibiotics, modern medical advances such as surgery, transplants, and chemotherapy may no longer be viable due to the threat of infection. The National Strategy for Combating Antibiotic Resistant Bacteria identifies priorities and coordinates investments: to prevent, detect, and control outbreaks of resistant pathogens recognized by CDC as urgent or serious threats, including carbapenem-resistant Enterobacteriaceae (CRE), methicillin-resistant Staphylococcus aureus (MRSA), ceftriaxoneresistant Neisseria gonorrhoeae, and Clostridium difficile, which is naturally resistant to many drugs used to treat other infections and proliferates following administration of antibiotics; to ensure continued availability of effective therapies for the treatment of bacterial infections; and to detect and control newly resistant bacteria that emerge in humans or animals."

From the White House Press Release (December 9, 2009): "Today, President Obama released the National Strategy for Countering Biological Threats. This Strategy outlines the President's vision for addressing the challenges from proliferation of biological weapons or their use by terrorists. It highlights the beneficial nature of advances in the life sciences and their importance in combating infectious diseases of natural, accidental, and deliberate origin. It also outlines how the risks associated with misuse and potential consequences of a biological attack require tailored actions to prevent biological threats. The Strategy emphasizes the need to (1) improve global access to the life sciences to combat infectious disease regardless of its cause; (2) establish and reinforce norms against the misuse of the life sciences; and (3) institute a suite of coordinated activities that collectively will help influence, identify, inhibit, and/or interdict those who seek to misuse the life sciences. Through this Strategy the United States Government will work with domestic and international partners on the following seven objectives to PROTECT against misuse of the life sciences to support biological weapons proliferation and terrorism."

"This document was developed by the Interagency Working Group (IWG) for Detecting and Mitigating the Impact of Earth-bound Near-Earth Objects (NEOs) (DAMIEN). The Strategy seeks to improve our Nation's preparedness to address the hazard of near-Earth object (NEO) impacts by enhancing the integration of existing national and international assets and adding important capabilities that are currently lacking. The Strategy builds on efforts at the National Aeronautics and Space Administration (NASA) to better detect and characterize the NEO population as well as recent efforts at the Department of Homeland Security (DHS) to prepare for and respond to a NEO impact."

From the Document: "Space weather comprises a set of naturally occurring phenomena that have the potential to adversely affect critical functions, assets, and operations in space and on Earth. Extreme space weather events can degrade or damage critical infrastructures, which may result in direct or cascading failures across key services such as electric power, communications, water supply, healthcare, and transportation. Preparing for space weather events will help protect infrastructure and activities vital to national security and the economy of the United States. [...] This National Space Weather Strategy and Action Plan (hereafter referred to as the Strategy and Action Plan) identifies key objectives and activities that will improve national preparedness for space weather events over the next 10 years. It leverages existing national efforts and seeks to align ongoing and future space weather activities to increase associated Federal Government efficiency and to enhance American innovation."

"The President authorized a new national space policy on August 31, 2006 that establishes overarching national policy that governs the conduct of U.S. space activities. This policy supersedes Presidential Decision Directive/NSC-49/NSTC-8, National Space Policy, dated September 14, 1996. [...] Freedom of action in space is as important to the United States as air power and sea power. In order to increase knowledge, discovery, economic prosperity, and to enhance the national security, the United States must have robust, effective, and efficient space capabilities."

"Leadership in science and technology has been the foundation of American national security since World War II. This leadership--coupled with America's capacity for innovation and the ability to translate new ideas into deployable weapons, systems, and concepts of operation--has long ensured the Nation's military advantage. […] A new generation of threats and opportunities has emerged, moreover, which will continue to evolve in unprecedented ways. The United States must continue to lead in developing science and technology solutions to effectively address global problems, such as infectious disease and climate change, which will ultimately affect U.S. national security. The U.S. national security ST&I [Science, Technology, and Innovation] enterprise must continue to evolve to meet these emerging threats and challenges. America's national security research and development system is structured to respond to the military threats and economic opportunities of the last century. Recognizing the crucial role of technology in the Second World War, postwar America created an extensive infrastructure for national security science and technology that provided the foundation for the nuclear triad, the intelligence gathering infrastructure, and an array of other military capabilities and advanced tools to meet the threats of the Cold War era. This enterprise nurtured transformative technologies, including stealth technology, integrated command and control, and precision-guided munitions, all designed to counter peer adversaries in large-scale military conflicts. […] This document […] lays out the needs, opportunities, and challenges facing America's national security ST&I enterprise and sets forth a vision for its health and sufficiency enterprise in four critical areas: (1) workforce; (2) facilities and infrastructure; (3) governance roles and responsibilities; and (4) innovative capacity to transform ideas into working technology."

"The foundation of the United States' international cyberspace policy is the belief that networked technologies hold immense potential for our Nation, and for the world. Over the last three decades we, the United States, have watched these technologies revolutionize our economy and transform of our daily lives. We have also witnessed offline challenges, like exploitation and aggression, move into cyberspace. As we adapt to meet those challenges, we will lead by example. The United States will pursue an international cyberspace policy that empowers the innovation that drives our economy and improves lives here and abroad. In all this work, we are grounded in principles essential not just to American foreign policy, but to the future of the Internet itself. [...] Our policies flow from a commitment to both preserving the best of cyberspace and safeguarding our principles. Our international cyberspace policy reflects our core commitments to fundamental freedoms, privacy, and the free flow of information."

"Each year, Federal agencies invest billions of dollars in civil Earth observations. Through these investments, the U.S. government ensures that the Nation's decision makers, businesses, first-responders, farmers, and a wide array of other stakeholders have the information they need about climate and weather, disaster events, land-use change, ecosystem health, natural resources, and many other characteristics of the planet. Taken together, Earth observations provide the indispensable foundation for meeting the Federal Government's long-term sustainability objectives and advancing U.S. social, environmental, and economic well-being. As the Nation's Earth-observation capacity has grown, however, so has the complexity of this endeavor. Today, U.S. Earth-observation efforts are distributed among more than 100 programs under the purview of Federal agencies and non-Federal entities that both produce and use these data. The National Strategy for Civil Earth Observations, developed in response to congressional direction, is designed to maximize interagency coordination, increase efficiency and efficacy of future Earth-observation efforts, and promote environmental and economic sustainability."

"A secure cyberspace is critical to our prosperity. We use the Internet and other online environments to increase our productivity, as a platform for innovation, and as a venue in which to create new businesses 'Our digital infrastructure, therefore, is a strategic national asset, and protecting it--while safeguarding privacy and civil liberties--is a national security priority' and an economic necessity. By addressing threats in this environment, we will help individuals protect themselves in cyberspace and enable both the private sector and government to offer more services online As a Nation, we are addressing many of the technical and policy shortcomings that have led to insecurity in cyberspace Among these shortcomings is the online authentication of people and devices: the President's Cyberspace Policy Review established trusted identities as a cornerstone of improved cybersecurity In the current online environment, individuals are asked to maintain dozens of different usernames and passwords, one for each website with which they interact The complexity of this approach is a burden to individuals, and it encourages behavior--like the reuse of passwords--that makes online fraud and identity theft easier At the same time, online businesses are faced with ever-increasing costs for managing customer accounts, the consequences of online fraud, and the loss of business that results from individuals' unwillingness to create yet another account Moreover, both businesses and governments are unable to offer many services online, because they cannot effectively identify the individuals with whom they interact Spoofed websites, stolen passwords, and compromised accounts are all symptoms of inadequate authentication mechanisms."

This updated strategy sets the course for winning the War on Terror. It builds directly from the National Security Strategy issued in March 2006 as well as the February 2003 National Strategy for Combating Terrorism, and incorporates our increased understanding of the enemy. From the beginning, we understood that the War on Terror involved more than simply finding and bringing to justice those who had planned and executed the terrorist attacks on September 11, 2001. Our strategy involved destroying the larger al-Qaida network and also confronting the radical ideology that inspired others to join or support the terrorist movement. Since 9/11, we have made substantial progress in degrading the al-Qaida network, killing or capturing key lieutenants, eliminating safehavens, and disrupting existing lines of support. Through the freedom agenda, we also have promoted the best long-term answer to al-Qaida's agenda: the freedom and dignity that comes when human liberty is protected by effective democratic institutions. In response to our efforts, the terrorists have adjusted, and so we must continue to refine our strategy to meet the evolving threat. Today, we face a global terrorist movement and must confront the radical ideology that justifies the use of violence against innocents in the name of religion. As laid out in this strategy, to win the War on Terror, we will: Advance effective democracies as the long-term antidote to the ideology of terrorism; Prevent attacks by terrorist networks; Deny terrorists the support and sanctuary of rogue states; Deny terrorists control of any nation they would use as a base and launching pad for terror; and Lay the foundations and build the institutions and structures we need to carry the fight forward against terror and help ensure our ultimate success.

From the Executive Summary: "Today's terrorist landscape is more fluid and complex than ever. For this reason, counterterrorism remains a top priority for this Administration. Our principal terrorist enemies are radical Islamist terrorist groups that seek to conduct attacks globally, violate our borders, and radicalize and recruit potential extremists within the United States and abroad. We continue to face threats from Iran, the most prominent state sponsor of terrorism, through its global network of operatives and its ongoing support to an array of terrorist groups. Terrorists motivated by other forms of extremism also use violence to threaten the homeland and challenge United States interests. These terrorist threats are different in many ways, but they all seek to use violence to undermine the United States and disrupt the American way of life."

From the introduction: "In 2011, the United States adopted the Strategy for Empowering Local Partners to Prevent Violent Extremism in the United States (Strategy) and a corresponding Strategic Implementation Plan. Since publication, the mission to prevent violent extremism has progressed, and violent extremist threats have continued to evolve. The overall goal of the Strategy and United States Government efforts to implement it remains unchanged: to prevent violent extremists and their supporters from inspiring, radicalizing, financing, or recruiting individuals or groups in the United States to commit acts of violence. This updated Strategic Implementation Plan responds to the current dynamics of violent extremism and reflects experiences and knowledge acquired over the last five years. It replaces the 2011 Strategic Implementation Plan for Empowering Local Partners to Prevent Violent Extremism in the United States."

"The National Strategy to Combat Terrorist Travel presents an integrated plan to ensure the United States stops terrorist attempts to travel to conduct attacks on the homeland or against our interests abroad. The strategy outlines how the United States Government will expand coordination and maximize the full capabilities of Federal departments and agencies to identify, detect, and deter terrorists from transiting international borders. The United States Government will use all available tools to constrain terrorist travel planning, facilitation, and mobilization, including providing support to law enforcement, private-sector partners, and communities. Key to detecting and interdicting terrorists attempting to travel will be enhancing systems that validate identities and advancing the use of biometric technologies. The United States Government will work closely with state, local, tribal, and territorial governments to achieve these goals. The strategy also recognizes that the United States cannot pursue these goals alone - our foreign partners are vital to the effort to identify, disrupt and deter terrorist travel. The United States Government will therefore leverage foreign partners to improve global travel security capabilities and capacity consistent with strong counterterrorism (CT) measures that the United States has pioneered since the attacks of September 11, 2001."

"The Strategic Plan for the Chemical and Biological Defense Program (CBDP) outlines the strategic priorities-linked to the ends, ways, and means-to accomplish the CBDP four overarching and interrelated strategic goals that must be taken for the next 10 to 15 years in order to realize the CBDP vision and achieve the mission. [...] The CBDP Strategic Plan intent is to influence ongoing near- and mid-term actions and provide the direction for the next 10 to 15 years, to realize the CBDP vision and achieve the mission. This strategy portrays the first comprehensive, integrated roadmap for the CBDP Enterprise by outlining the overarching direction for the organization. The CBDP Enterprise is composed of all those organizations, people, facilities, and their associated processes that are responsible for producing CBRN defense capabilities for the Warfighter. For CBRN defense, the CBDP defines Warfighters as those individuals and units from Active Forces, Reserve Components, governmental and departmental civilians, and contractors that participate in the growing range of military operations worldwide."

"Emergency response teams across the Nation require reliable and interoperable chemical, biological, radiological, nuclear, and explosives (CBRNE) equipment that can be used with confidence for the protection of life, health, property, and commerce. The United States Government will, together with commercial and end-user communities, facilitate the development and implementation of national consensus CBRNE standards and establish an enduring capability to coordinate, prioritize, and implement those standards. It is the vision of the National Science and Technology Council (NSTC) to establish and coordinate implementation of an integrated standards development approach that spans the full spectrum of standards, including performance, interoperability, test and evaluation, conformity assessment, operating procedures, training, and certification. This will assure that equipment is reliable and interoperable, and provides consistent and accurate results. This Strategy describes the elements of a standards and testing infrastructure needed to counter CBRNE threats. The Subcommittee has consulted across the Federal government to identify research efforts and current practices with respect to performance specifications and test methods, as well as standards development needs. The Subcommittee recognizes that the CBRNE mission may be only one component of what users do each and every day. Therefore, the goals reflect not just the technical performance of the technology, but the interoperability with their suite of equipment, as well as concepts of operations involved in their deployment and the training of the users."

From the Executive Summary: "The National Strategy for Countering WMD [weapons of mass destruction] Terrorism describes the United States Government's approach to countering non-state WMD threats, emphasizing the need for continuous pressure against WMD-capable terrorist groups, enhanced security for dangerous materials throughout the world, and increased burden sharing among our foreign partners. The United States will draw on the full range of our nation's and partner nations' capabilities to place WMD and associated materials and expertise beyond the reach of terrorists. We will also strengthen our defenses at home to ensure the peace and security to which every American is entitled. [...] The National Strategy for Countering WMD Terrorism is designed to achieve a set of strategic objectives whose common purpose is to greatly reduce the probability that extremist groups and individuals will conduct attacks using WMD."