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Office of the Chief of Naval Operations Instruction 5510.165: Navy Insider Threat Program, January 27, 2015
"This instruction applies to all U. S. Navy commands and activities. Governance is applicable to all appropriate Navy enterprise antiterrorism/force protection (AT/FP), counterintelligence (CI), human resources (HR), cyber security (cyber), information assurance (IA), law enforcement (LE), security, and other authorities and processes that impact or influence insider threat deterrence, detection, and mitigation capabilities."
United States. Department of the Navy
2015-01-27
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Exercise Reliant Midwest 3-09: After Action Report
"Exercise Reliant Midwest (RMW) 3-09 was conducted at NAVSTA [Naval Station] Great Lakes on 14 July 2009. The exercise was designed to serve as an integrated training event for the installation, tenant commands, and area partners. […] RMW 3-09 scenario was a tornado touching down […]at naval station great lakes. Approx 275 students from TSC [Training Support Center] role played victims and displaced family members; naval health clinic personnel applied moulage to simulate injuries. Mass notification and warning systems were used to warn of the impending tornado. Child development center personnel exercised their severe weather response plans. After the tornado struck the housing area, great lakes police department and fire and emergency services personnel responded. […] The naval health clinic response team was requested to support the mass casualty event. Patients were assessed and transported to the North Chicago VA [Veterans Administration] Medical Center, Lake Forest Hospital, and Midwestern Regional Medical Center. […] Fleet and family support center set up an emergency family assistance center and processed approx 80 families requesting support."
United States. Department of the Navy
2009-07-14
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2010 Hurricane Preparedness Guide: USS George H W Bush (CVN 77) Military Personnel and Family Members
"This booklet provides guidance on how families should prepare for, and if necessary, live through a hurricane. Hurricane season runs from 01 June to 30 November. Now is the time to prepare for a hurricane, not when it is 72 hours away. The booklet is designed to individuals through the various stages of hurricane preparation, and discusses the recommended actions one should take in the event a hurricane threatens the area." The majority of the information in this document are specific to the Hampton Roads area of Virginia.
United States. Department of the Navy
2010-05-27?
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Chief of Naval Operations Instruction 3440.16E: Navy Defense Support of Civil Authorities Program
The purpose of this instruction is "to establish policy, planning guidance and operational structure, and assign responsibilities to implement Navy defense support of civil authorities (DSCA) as directed in references (a) through (c). This instruction is a complete revision and should be reviewed in its entirety. [...] Per reference (a), the Nation's domestic incident
management landscape encompasses a broad spectrum of threats and
hazards, both man-made and natural. Efforts to anticipate,
respond to, and recover from these varied threats and hazards evolved over the last half of the 20th century; plans were
developed for different jurisdictions, disciplines,
contingencies, and phases of incident management. To respond to
the emerging threats of the 21st century, the Nation must
embrace a unified and coordinated approach to incident
management. The Homeland Security Act of 2002, Presidential
Policy Directive-8 (PPD-8), National Preparedness, issued in
March 2011, and the Homeland Security Presidential Directive-5
(HSPD-5), Management of Domestic Incidents, issued in February
2003, set forth the mission for this new national approach to
domestic incident management. Accordingly, the Secretary of
Defense has directed the Services to develop plans for
conducting DSCA for domestic incidents."
United States. Department of the Navy
2016-05-18
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SECNAV Instruction 3850.2D: Department of the Navy Coutnerintelligence
"Purpose. This instruction provides policy and defines specific responsibilities for Counterintelligence (CI) in the Department of the Navy (DON), per references (a) through (ag) . This instruction has been revised and should be read in its entirety."
United States. Department of the Navy
2016-06-21
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Femal Integration Implementation Plan for Naval Special Warfare: Memorandum to the Director of Navy Military Personnel Plans and Policy, December 11, 2015
"NSW's [Naval Special Warfare] core integration objective is equal opportunity afforded to all qualified candidates. Any deviation from the validated, operationally relevant, gender-neutral standards would undermine true integration, disrupt unit cohesion, impact combat effectiveness, and be a disservice to those exceptional candidates willing to test and serve against the required and validated standards."
United States. Department of the Navy
2015-12-11
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Path Planning for Reduced Identifiability of Unmanned Surface Vehicles Conducting Intelligence, Surveillance, and Reconnaissance
"This research investigates the use of Unmanned Surface Vehicles (USVs) to gather intelligence on targets located in adversarial controlled waters. Specifically, it develops a path planning process to allow USVs to blend in with the normal maritime traffic while conducting such operations."
United States. Department of the Navy
Doherty, Ethan W.
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Implementing Instruction for Information Warfare/Command and Control Warfare (IW/C2W)
"The purpose of this instruction is to issue implementation guidance and organizational relationships for IW/C2W. Information Warfare is the action taken in support of national security strategy to seize and maintain a decisive advantage by attacking an adversary's information infrastructure through exploitation, denial, and influence, while protecting friendly information systems. C2W is the action taken by the military commander to realize the practical effects of IW on the battlefield. It involves both offensive and defensive aspects. It encompasses actions that deny adversary Command and Control (counter-C2), while protecting friendly Command and Control (C2- protection). As defined, C2W integrates physical destruction of enemy C2 targets, Electronic Warfare (EW), military deception, Psychological Operations (PSYOP), and Operations Security (OPSEC). Navy C2W encompasses these disciplines and uses surveillance, intelligence, communications, computers, and database management to ensure effective C2W execution."
United States. Department of the Navy
1995-01-18
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Naval Aviation: Forward Air Power from the Sea
For over two hundred and twenty years America's naval forces the Navy and Marine Corps have been forward-deployed, on call and ready to respond. In peacetime, crisis, and conflict we have answered our nation's call on countless occasions in every region of the world. Today, we find ourselves in an era of 'chaotic peace' where the challenges, though sometimes ambiguous, are as daunting as ever. The proliferation of weapons of mass destruction, along with the availability, of sophisticated weapons and commercial information technology on the open markets contribute to uncertain and often dangerous international situations. Our nation's need for unencumbered, forward-deployed, expeditionary forces to provide true flexibility for rapid response will he critical in the 21st century. The unique expeditionary nature of our Service will permit America to respond whenever and wherever America's citizens, friends, and interest are art risks. The expeditionary nature of naval forces means that we will continue to be the force of choice for crisis response.
United States. Department of the Navy
1997
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War on Terrorism is Just Beginning...
This document discusses that although terrorist camps have been destroyed, terrorist networks disrupted, and the people of Afghanistan and Iraq liberated, there are still many more battles to be fought. History has not yet recorded how the war on terrorism will be characterized. We do know, however, that it will be a long war. It is also a war in which the United States and its allies must prevail because the consequences are so profound. For the first time in the history of mankind, a small number of people with weapons of mass destruction can wreak untold havoc in our cities and against our citizens, against our allies, and against freedom loving people around the world.
United States. Department of the Navy
England, Gordon Richard, 1937-
2003
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United States Navy Fact File [website]
This site provides links to information on multiple weapons and systems, including: aircraft of varying types, guns and weapons, missiles, people, submarines, surface ships, underwater search, and military sealift command.
United States. Department of the Navy
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National Defense Executive Reserve (NDER)
"This release supersedes COMSCINST 3061.1A and provides policies and procedures for the administration of the National Defense Executive Reserve (NDER) Unit of the Military Sealift Command. This brief document addresses the re-establishment of the National Defense Executive Reserve Unit program which provides a reserve of highly qualified individuals from industry and labor to serve in civilian positions in the federal government during a national emergency. Responsibilities of the MSC NDER Coordinator, Personnel, Manpower, and Management Director, Flag Secretary, Public Affairs Office, Office of Counsel, Operations Director, Engineering Director, Comptroller, and Plans, Policy, and Program Director are clarified."
United States. Department of the Navy
1992-05-26
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Physical Security Plan
"The purpose of this document is to provide guidelines and procedures for implementing physical security measures at Headquarters, Military Sealift Command (MSC) and to define specific actions required to safeguard personnel, equipment (including Automated Information Systems (AIS) assets), facilities, material and documents from unauthorized access such as espionage, sabotage, theft or other unlawful acts. The mission of the Military Sealift Command (MSC) is to meet Department of Defense requirements by providing efficient sea transportation, combat-ready logistics forces and reliable special mission ships in peace and war. The document details the Security Office Staffing and Functions; Security Measures; Control Measures; Material Control; Physical Security Aids; Security Force; Terrorist Threat Conditions."
United States. Department of the Navy
1995-05-15
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MSC Anti-Terrorism/Force Protection Policy and Procedures
"The purpose of this notice is to establish Anti-Terrorism/Force Protection (AT/FP) policy, procedures and responsibilities for complying with DoD Force Protection directives and instructions within Military Sealift Command (MSC). This notice applies to all USNS, RRF and chartered (6 months minimum) ships under the control of MSC. Reference (a) is the DoD standard for Protection of DoD Personnel and Activities Against Acts of Terrorism and Political Turbulence. Reference (b) is the Secretary of the Navy/DoD instruction for AT/FP Program Standards. Reference (c) is the DoD Foreign Clearance Guide. Reference (d) is guidance on reporting AT/FP monthly status. Reference (e) is the Deputy Secretary of Defense interim policy for DoD contractors. Reference (f) is OPNAV instruction of Operation Risk Management (ORM). A large number of responsibilities are clarified for various positions. Also included is a MSC deployment checkoff list."
United States. Department of the Navy
1999-02-12
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Operations Security (OPSEC) Plan
"This document supersedes COMSCINST 3070.1 and was issued to update the Operations Security (OPSEC) plan for Military Sealift Command (MSC) in accordance with references (a) and (b). This instruction is a complete revision and should be read in its entirety. The provisions of this instruction apply to the MSC organization, world wide, including ships of the MSC Force. To ensure integrity of operations, Naval Fleet Auxiliary Force (NFAF), Special Mission ships, Prepositioned ships and Strategic Sealift ships while under the operational control of other commands, will operate under the provisions of that Commander's OPSEC Plan. MSC will conduct an aggressive OPSEC Program designed to improve mission effectiveness through the identification and elimination of potential OPSEC vulnerabilities. OPSEC is not a security function; it is an operations function. The practice of OPSEC prevents the inadvertent compromise of sensitive or classified activities, capabilities or intentions at the tactical, operational and strategic levels. In order to conduct an effective OPSEC Program, all assigned personnel and contractors must understand the concept of OPSEC and apply that knowledge and awareness in their day-to-day performance of assigned tasks. Therefore, it is essential that all military and civilian personnel receive appropriate OPSEC training."
United States. Department of the Navy
2000-07-17
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Department of the Navy (DON) Data Management and Interoperability (DMI) Strategic Plan
"The overall purpose of this plan is to guide the evolution to a data services environment that supports mission requirements for both the warfighting and business segments of the Department of the Navy mission through improved decision making support, enhanced operational capabilities, and optimized data management. Its intended audience is the community of IT stakeholders in the DON."
United States. Department of the Navy
2000-11
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DNI Guidance for 2004
This document outlines the Director of Naval Intelligence's (DNI) guidance and priorities for Naval Intelligence for the coming year. It follows the course set by the Chief of Naval Operations in his Guidance for 2004 and responds to specific priorities established for Defense Intelligence as articulated by the Secretary of Defense and the Director of Central Intelligence.
United States. Department of the Navy
Director of Naval Intelligence
2004-03
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Disaster Relief for Vector Control to Charleston Naval Weapons Station Following Hurricane Hugo
"Hurricane Hugo struck Charleston, South Carolina, on 21 September [1989] causing widespread damage to buildings and other structures. Power, communication, and transportation were disrupted by flooding and fallen trees over a wide area. Many areas were without power four weeks after the storm. Several low-lying areas remained flooded weeks after the hurricane, and fallen trees prevented access for normal mosquito larviciding activities. Concurrent with the destruction of Hurricane Hugo, an epidemic of Eastern Equine Encephalitis was also noted in horse populations along the eastern coast of the Untied States. At least one human case was also noted. These situations caused great concern for the health of military and civilian personnel in the Charleston area."
United States. Department of the Navy
1989-11-02
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COMSC Instruction 3141.2: Destructive Weather Plan
"Destructive weather conditions can result in personnel injury and loss of life, as well as costly damage to equipment and property. Hurricanes pose the most widespread threat; however, non-tropical storms can also significantly disrupt operations and endanger life and property. COMSC must maintain a state of readiness that allows for prompt and positive action when destructive weather threatens, to ensure the safety of personnel and to lessen the potential for damage to facilities." The purpose of these instructions is "To promulgate guidance and procedures that Commander Military Sealift Command (COMSC) Headquarters military and civilian personnel must follow during destructive weather conditions such as hurricanes, tornadoes and severe storms and to establish guidelines for protection of the shore establishment."
United States. Department of the Navy
United States. Department of the Navy. Commander Military Sealift Command
2005-07-12
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Preventive Medicine Information Concerning Hurricane Andrew
"Four days following Hurricane Andrew, this Center received a request from CAPT Richard Gorham, U.S. Public Health Service (USPHS) Hurricane Andrew-Preventive Medicine Task Force Leader, to provide preventive medicine/vector control assistance. Three days later, an assessment team consisting of one medical entomologist, one epidemiologist, and two preventive medicine technicians (PMTs) was dispatched to Dade County, Florida. Two additional vector control teams consisting of four medical entomoloqists, three PMTs, and related vector control equipment were a150 sent during the ensuing four days (see enclosure (1)). The area or most severe destruction covered more than 100 square miles, included many medium-sized cities and an entire air force base (Homestead), and damage was estimated at more than 20 billion dollars. At least 150,000 homes were badly damaged (50 percent of those were totally destroyed), and more than 250,000 persons were left homeless. Once in the area, the three teams coalesced into one Navy preventive medicine detachment (PMD) with the following goals: to evaluate needs in the storm-stricken area, establish points of contact, and render all necessary assistance to on-site USPHS and local authorities. Relief efforts included establishing a county-wide CO2-trap mosquito surveillance program, providing mosquito and fly control support to more than 25 separate commands/civilian groups, and furnishing administrative support in the tracking of shipments of donated insect repellent and rodenticides."
United States. Department of the Navy
1992-11-20
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Establishment of Maritime Force Protection Command
The purpose of this notice to approve establishment of subject fleet activity under the administrative chain of command of the Chief of Naval Operations. This establishment is part of the realignment of Explosive Ordnance Disposal(E0D), Expeditionary Salvage, Naval Coastal Warfare(NCW) and Mobile Security Forces(MSF) under one command with primary responsibility for Title 10 functions.
United States. Department of the Navy
2003-12-16
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Disclosure of Classified Military Information and Controlled Unclassified Information to Foreign Governments, International Organizations, and Foreign Representatives
The purpose of this document is "to implement references (a) through (h) with respect to the foreign disclosure by Department of the Navy (DON) personnel of classified military information (CMI) and controlled unclassified information (CUI); to implement reference (i) with respect to the control of foreign national visitors, liaison officers, exchange personnel, cooperative program personnel, and other foreign nationals or their representatives who may have contact with the DON; and, to provide DON foreign disclosure policy and assign responsibilities."
United States. Department of the Navy
2004-10-08
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Implementation of Chief of Naval Operations (CNo) Guidance - Global War on Terrorism (GWOT) Capabilities
Navy memo regarding "..actions to expand the Navy's capabilities to prosecute the GWOT [Global War on Terrorism] as outlined [in a GWOT Working Group Power Point Brief presenteds on 07 June 2005]."
United States. Department of the Navy
2005-07-06
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Secretary of the Navy Instruction 5710.28: Department of the Navy Implementation of, and Compliance with, the United States -- International Atomic Energy Agency Integrated Safeguards Agreements
The purpose of this instruction is to "implement Department of the Navy (DON) requirements and procedures for readiness to implement and comply with United States Government obligations under references (a) [Agreement Between the United States of America and the International Atomic Energy Agency for the Application of Safeguards in the United States, signed 18 Nov 77] and (b) [Protocol Additional to the Agreement Between the United States of America and the International Atomic Energy Agency for the Application of Safeguards in the United States of America, signed 12 Jun 98], as set forth in references (c) [DoD Directive 2060.1 of 9 Jan 2001] and (d) [DoD Instruction 2060.03 of 13 Nov 2008], whose combined activities are henceforth considered 'integrated safeguards' for the purpose of this instruction."
United States. Department of the Navy
2010-06-25
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SECNAV Instruction 3052.2: Cyberspace Policy and Administration within the Department of the Navy
The purpose of this instruction is to "establish policies and responsibilities for the administration of cyberspace within the Department of the Navy (DON) consistent with references (a) through (h). [...] To designate the Under Secretary of the Navy as the DON Chief Cyberspace Officer."
United States. Department of the Navy
2009-03-06
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Secretary of the Navy Instruction 5720.48: Navy Defense Support of Civil Authorities Program: Ensuring the Quality of Information Disseminated to the Public by the Department of the Navy
The purpose of this instruction is to "implement reference (a) within the Department of the Navy (DON), provide procedures for requesting correction of DON information disseminated to the public, and delineate annual reporting requirements."
United States. Department of the Navy
2009-06-26
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U.S. Navy Information Dominance Roadmap, 2013-2028
"This document summarizes the operating and information environments expected during the 2013-2028 timeframe and depicts. Navy's required future Information Dominance capabilities. This is intended to help synchronize and integrate Navy's diverse information-related programs, systems, functions and initiatives to meet future warfighting objectives. This document expands on the initial goals and objectives contained within the Navy Strategy for Achieving Information Dominance, 2013-2017; however, it focuses more on longer-term Navy planning and resourcing decisions for developing the information-based warfighting capabilities and capacities the navy will require to maneuver freely in future high-threat, information-intensive environments at sea."
United States. Department of the Navy
2013-03-26?
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Theater Engagement: Disaster Relief Guidebook
From the foreword: "The complexity of planning and providing for public health and medical responses to both foreign and domestic, natural and man-made incidents should never be underestimated. Every disaster response requires leaders, planners, and response personnel to manage increasingly more information and produce better, faster results. The volume and complexity of information following a disaster often exceeds an individual's ability to respond effectively; therefore, a systematic approach is required - the checklist. Although the checklist is a simple tool, it enables the execution of sophisticated tasks by dividing them into segments that are more manageable, presenting them as a linear thought process. Furthermore, checklists can reduce human error by including rudimentary, yet critical-issues that might not have been considered. This guidebook is a quick reference that is separated into several topic areas, each with its own checklist, which can be selectively tailored to suit a scenario. Although the checklist is a valuable tool, it is .experience that allows for the understanding of a situation with all of its 'nuances of timing and sequence of incidents.' This document should be evaluated at a minimum of every two to three years to take advantage of new insights, experience, and knowledge, but especially following large-scale exercises and major disasters. Without periodic review and revision, this document will quickly become stagnant and fail to meet its intent. Every post-disaster review will drive further development and refinement of these checklists and thought processes, resulting in a dynamic and indispensable tool."
United States. Department of the Navy
2011?
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Information Dominance: The Navy's Initiative to Maintain the Competitive Advantage in the Information Age [transcript]
"I would like to take this opportunity, as I've said, to talk about what I think are some rather significant moves we're making within the Navy to better man, train and equip the United States Navy for the fight that we're in and for the challenges that we're likely to face in the future. I came into my current position having spent the past few years with the operational forces of the United States Navy in the Atlantic and in the Pacific, in joint positions and in Navy positions and it was in that period of time that I had a wonderful vantage point on the uses of information, particularly in an operational sense. How we gathered it, how we processed it, how we managed it, how we exchanged it, and most importantly how we then tried to use it. I also have had the insight recently of being able to make several trips to Iraq and Afghanistan to see how particularly, in the area of special operations, that we have been able to fuse information and intelligence into operations in ways that we have never been able to do before. […] And, it became clear to me and this idea really has been germinating now for about three years that we really needed to transform our strategic concepts, the institutions, the organizations, the capabilities and the processes, and I think possibly most importantly our culture. If we as a Navy are to remain dominant in this information age, this cyber age, or whatever moniker you choose to put on, I think that we have to take advantage of the new opportunities that exist such as the vast stores of collected data. Information and intelligence that often lie at rest, unrecoverable, unavailable and untapped. To take advantage of the ability to filter, to analyze and then disseminate that information and to leak that information, the appropriate information to either kinetic or other decisive effects in real time."
United States. Department of the Navy
Roughead, Gary, 1951-
2009-10-01
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Department of the Navy Women in the Service Review Implementation Plan
From the memorandum: "Navy is fully committed to equal professional opportunities for all uniformed personnel. Currently, over 88% of all Navy billets are open to females. This is the result of Navy's deliberate and steady review and expansion of opportunities at sea for females that began with the first assignment of females onboard ships in 1994. We fully intend to continue our expansion of opportunity in a thoughtful and deliberate manner; our goal is to continue to ensure all Navy men and women have the opportunity to succeed and are set up for success with viable career paths while preserving our warfighting capability."
United States. Department of the Navy
2013-05-02