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CBP's and USCG's Controls Over Exports Related to Foreign Military Sales
From the Executive Summary: "Within the Department of Homeland Security, under the Foreign Military Sales program, the United States Coast Guard (USCG) procures and provides defense-related articles and services to foreign governments, and U.S. Customs and Border Protection (CBP) controls exports of articles related to Foreign Military Sales. In February 2013, the U.S. Government Accountability Office deemed Foreign Military Sales a high risk area for the Federal Government. We performed this audit to determine whether CBP and the USCG have adequate controls over the Foreign Military Sales export process. [...] We made three recommendations that, when implemented, should improve CBP's and USCG's controls over exports related to Foreign Military Sales. CBP and the USCG concurred with the recommendations."
United States. Department of Homeland Security. Office of Inspector General
Best, Alex; Carroll, Cecilia; Bobrowski, Thomas J. . . .
2013-09
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Command & Control as an Operational Function of Information Warfare in the Context of 'Information' - The Nature of Information and Information Transfer
"There are established characteristics that bound the conduct of Information Operations (IO), Command and Control (C2) and Net-centric Warfare within the Department of Defense (DoD). These characteristics specifically describe the intended information infrastructure as installed aboard aircraft, ships, submarines and other warfare assets, in training facilities, at shore-based sites and deployed with forward units. Over the past few years, military posturing has changed from focusing on static superpower confrontations to regional conflicts involving dynamic alliances. This has naturally led to the need for new military strategies and tactics, which have, in turn, highlighted the need for 'information superiority.' At issue is that Information Warfare has taken on a new meaning. The consequences of recent wartime events have led to the need for an integrated information capability that not only meets the needs of command and control in today's modern warfare tactics but which also can be provided in an affordable and near-term manner."
Command and Control Research Program (U.S.)
Campbell, Douglas E., 1954-; Curts, Raymond J.
2004-06-15
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Command & Control as an Operational Function of Information Warfare [Presentation]
This presentation supplements a paper addressing command and control as an operational function of information warfare. "There are established characteristics that bound the conduct of Information Operations (IO), Command and Control (C2) and Net-centric Warfare within the Department of Defense (DoD). These characteristics specifically describe the intended information infrastructure as installed aboard aircraft, ships, submarines and other warfare assets, in training facilities, at shore-based sites and deployed with forward units. Over the past few years, military posturing has changed from focusing on static superpower confrontations to regional conflicts involving dynamic alliances. This has naturally led to the need for new military strategies and tactics, which have, in turn, highlighted the need for 'information superiority.' At issue is that Information Warfare has taken on a new meaning. The consequences of recent wartime events have led to the need for an integrated information capability that not only meets the needs of command and control in today's modern warfare tactics but which also can be provided in an affordable and near-term manner."
Command and Control Research Program (U.S.)
Campbell, Douglas E., 1954-; Curts, Raymond J.
2004-06-15
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Analyzing C4ISR Architectures Through an Automated Data Visualization Environment
"Command and Control (C2) organizations continue to deal with the problem of architecture design, implementation and integration because they still must integrate multiple, interconnected, component architectures into joint, entity-wide information infrastructures. Experience has shown that most C2 decision-making continues to be based upon an infrastructure that consists of stove-piped, legacy systems. Even when new architectures are designed and systems built to speed up the decision-making process, the procurement cycle, typically 10 to 15 years, lags significantly behind the current 12 to 24 month technology advancement cycle in IT related areas. In other words, an architecture is written, assessed, and published with a review and update every couple of years thereafter but never fast enough nor complete enough to keep up with technology nor operational needs. The authors continue to see this process as ill-defined, disjointed, disorganized, and failing to adequately complete even the first phase of architecture definition -- requirements collection and analysis. Indeed, the sheer mass of research, information and analyses required prevents it from being a fluid dynamic. In this paper, the authors will attribute this to the lack of consistent taxonomies, processes, organizational constructs and automated architecture assessment tools, and offer a few suggestions toward a solution."
Command and Control Research Program (U.S.)
Campbell, Douglas E., 1954-; Curts, Raymond J.
2003-06-17
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CISA Can Improve Efforts to Ensure Dam Security and Resilience
From the Highlights: "Nationwide, there are more than 91,000 dams, levees, and other water retention structures protecting homes and businesses, delivering electricity, and providing recreation and transportation. Recent dam failures in Oroville, CA, and Midland, MI, and widespread flooding in the Midwest highlight a need for comprehensive Federal oversight and guidance. In 2018, CISA [Cybersecurity and Infrastructure Security Agency] became the newly formed DHS component responsible for Dams Sector security and resilience. Our audit objective was to determine to what extent CISA's oversight has improved Dams Sector security and resilience."
United States. Department of Homeland Security. Office of Inspector General
Starinsky, Yesenia; Campbell, Douglas; Teal, Kirsten . . .
2021-09-09
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Lessons Learned from FEMA's Initial Response to COVID-19
From the Document: "During the initial months of the Federal Emergency Management Agency's (FEMA) COVID-19 [coronavirus disease 2019] response, the Nation faced dramatic shortages of personal protective equipment (PPE) for healthcare personnel as hospitals experienced an unprecedented demand for ventilators to treat patients. The objective of this audit was to determine how effectively FEMA supported and coordinated Federal efforts to distribute PPE and ventilators in response to the COVID-19 outbreak. [...] We made three recommendations to improve FEMA's current and future pandemic response operations."
United States. Department of Homeland Security. Office of Inspector General
Salmon, Thomas; Starinsky, Yesenia; Campbell, Douglas . . .
2021-09-21
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