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• Role of Information and Communication in Disaster Response: An Overview

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  This report is part of chapter five of five chapters in the series: Threats at Our Threshold: Homeland Defense and Homeland Security in the New Century: A Compilation of the Proceedings of the First Annual Homeland Defense and Homeland Security Conference. The following is taken from the introduction of the report: "Only recently has emphasis (at least in words if not deeds) on the information element of power surfaced as a key contributor to strategic success. In fact the United States is just getting around to coming up with an acceptable term to describe the way the nation wields information as power: Strategic Communication. The government is still arguing about the pure definition of this term, but, in order to establish a baseline, consider the definition from the Department of Defense's Quadrennial Defense Review. Strategic Communication is defined as: Focused United States Government (USG) processes and efforts to understand and engage key audiences in order to create, strengthen, or preserve conditions favorable to advance national interests and objectives through the use of coordinated information, themes, plans, programs, and actions synchronized with other elements of national power. In its simplest form, strategic communication in disasters and catastrophes serves several purposes: first, prior to the event, it can serve to manage the expectations of the public regarding the capabilities and potential assistance provided at all levels of government; second it provides public information prior to and during the event to facilitate the safety and security of U.S. citizens; and finally, it can, if proactively and effectively used in conjunction with visible ongoing relief efforts, serve to increase the credibility of government and serve as a calming influence to the citizenry. Strategic communication during domestic disasters also serves a foreign policy role. Effective USG strategic communication can portray the United States as a capable, efficient and effective responder to the needs of its people and so send a message to emerging democracies regarding the role of government toward the needs of its citizens. On the other hand, poor USG strategic communication can contribute to the opposite perception world-wide."

  Army War College (U.S.). Center for Strategic Leadership

  Murphy, Dennis M.
• Transformation of the Reserve Component

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  Compilation of the Proceedings of the First Annual Homeland Defense and Homeland Security Conference. The following is taken from the introduction of the report: "The 'Transformation of the Reserve Component,' the title of our panel, is interesting but should not necessarily be examined in a vacuum, as the transformation of the reserve component cannot be generally separated from the transformation of the Department of Defense (DoD). When President Bush was first elected, he articulated his goal for DoD transformation. Since that time, efforts have continued to reach that goal, even in the midst of on-going combat operations in Afghanistan and Iraq. Some have questioned whether these efforts--transformation and combat operations--should be conducted simultaneously, but I would argue that it is the only approach we can take in today's world. I have heard Ms. Mackenzie Eaglen, a Senior Policy National Security Analyst at the Heritage Foundation, suggest the Army National Guard employ a Stryker Brigade Combat Team in their efforts to reorganize, modernize and equip in lieu of heavy brigades or heavy battalions. Those of us who currently serve or who have served in the Army know that the size and shape of the forces used in combat operations, war, are made up of the forces you currently have. Although Secretary of Defense Donald Rumsfeld was criticized when he stated, 'you go to war with the army you have, not the army you want,' he was speaking the truth. In hindsight, it's easy to say 'shoulda, coulda, woulda,' in how we approached, conducted and continue to conduct our operations abroad, but we are where we are. Being from the 'we are where we are' school of management, I believe we cannot go back, but must instead move on from where we are now. The DoD has adopted and now lives by the 'total force concept,' which means having the right forces for the right capabilities for the right operations at any given time. What many may not understand is that the National Guard and the Reserve Components which include the Army and the Air Force National Guard, as well as the Service Title 10 Reserve Components are, in fact, fully integrated into that total force concept. Therefore, the Reserve Component is part of those right forces and are employed for their right capabilities to be used for the right operations at any given time."

  Army War College (U.S.). Center for Strategic Leadership

  Verga, Peter
• Limits and Prospects of Military Analogies for Homeland Security: Goldwater-Nichols and Network-Centric Warfare

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  This report is part of chapter two of five chapters in the series: Threats at Our Threshold: Homeland Defense and Homeland Security in the New Century: A Compilation of the Proceedings of the First Annual Homeland Defense and Homeland Security Conference. The following is taken from the introduction of the report: "Since the attacks of 9/11, the United States has sought to strengthen its ability to prevent terrorist attacks and respond to high-consequence events affecting the U.S. homeland. Washington's tactic of choice to improve counterterrorism and homeland security has been to reorganize the federal government. The Department of Homeland Security (DHS) was created in 2003 to rationalize assets and centralize activities related to borders, domestic asset protection, preparedness and response, information integration and dissemination, and science and technology. The Office of the Director of National Intelligence (ODNI) was created to better coordinate the fragmented intelligence community Washington's decision to turn to far-reaching reorganization in response to new national security challenges has significant historical precedent. The National Security Act of 1947 created the Department of Defense (DoD) and the Central Intelligence Agency (CIA) to help the United States meet the security challenges it faced after World War II. It took another decade, however, to establish the North Atlantic Treaty Organization (NATO), deterrence and various other critical institutions and concepts to fight the Cold War effectively. For every step in the right direction, there were missteps, trial and error. It took another 39 years before Congress passed the Goldwater-Nichols Act to foster 'jointness' among the military services, something that Dwight Eisenhower had lobbied for both as a general and as President. U.S. efforts to address homeland security and counterterrorism represent the most significant federal reorganization since 1947. But the 'big bang' creation of both the DHS and DNI are not sufficient. Reorganization is only a step in refashioning government and society to meet the challenges of global terrorism and homeland security."

  Army War College (U.S.). Center for Strategic Leadership

  Prieto, Daniel B.
• Equipping the Army National Guard for the 21st Century

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  This report is part of chapter three of five chapters in the series: Threats at Our Threshold: Homeland Defense and Homeland Security in the New Century: A Compilation of the Proceedings of the First Annual Homeland Defense and Homeland Security Conference. The following is taken from the introduction of the report: "The Army National Guard does not have an equipment modernization program of its own that is specifically designed to meet its unique needs and capabilities. While not ideal, the lack of a modernization program was acceptable when the National Guard was primarily an adjunct force to active units, for use typically in the later stages of conflict. Over the past five years, however, the Army National Guard has contributed nearly half of all Army troops on the ground in Iraq and has assumed an increased role in homeland defense missions. Somewhat surprisingly, the Army National Guard currently faces a severe shortage of available equipment within the United States. The equipment that is available is typically older, more difficult and expensive to maintain, and not easily deployable or useful in all types of domestic missions. The lack of equipment is negatively affecting readiness. The Army National Guard needs its own modernization program to buy the equipment that meets both the low-end and high-end mission needs unique to the Guard. The common sense solution to, and only affordable option available for, this equipment modernization program is the Army's Stryker Brigade Combat Team model."

  Army War College (U.S.). Center for Strategic Leadership

  Eaglen, Mackenzie M.
• Goldwater-Nichols Act for Homeland Security

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  This report is part of chapter two of five chapters in the series: Threats at Our Threshold: Homeland Defense and Homeland Security in the New Century: A Compilation of the Proceedings of the First Annual Homeland Defense and Homeland Security Conference. The following is taken from the introduction of the report: "All cabinet-level departments need to join together in a Goldwater- Nichols type reform to look at man-made and natural threats and government responses in an integrated manner. By creating better communication and synergistic efforts our government will be better equipped to handle, in a cost effective manner, the outcome of a terrorist act or natural disaster. This course of action will drive a holistic approach for the development of capabilities that will be flexible and resilient while providing a proactive capability to prevent some of the threats facing us today and in the future. The attempted rescue of U.S. hostages held captive by Iranians in 1980 was categorized as unsuccessful, not just for its failed effort, but also because of a plethora of interoperability issues. For example, Marine Corps pilots were operating unfamiliar Navy helicopters, covertly inserting Army Special Forces to waiting Air Force refueling platforms, and while its joint concept appeared fluid, the operation was nevertheless chaotic. Interoperability issues would also plague the U.S. efforts in Grenada three years later. 'Who,' asked Colonel O. E. Jensen, 'hasn't heard about the soldier who called from a phone booth on Grenada back to the States to get a message passed to U.S. Navy ships lying in sight offshore? Who doesn't know that the ATO [Air Tasking Order] in the Gulf War had to be printed, copied, and carried to the Navy by hand because communication systems were incompatible? Such incompatibility could cost lives in the next war."

  Army War College (U.S.). Center for Strategic Leadership

  Edwards, Michael, 1957-
• Goldwater-Nichols for the Executive Branch: Achieving Unity of Effort

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  This report is part of chapter two of five chapters in the series: Threats at Our Threshold: Homeland Defense and Homeland Security in the New Century: A Compilation of the Proceedings of the First Annual Homeland Defense and Homeland Security Conference. The following is taken from the introduction of the report: "The United States military's successful return to dominance following the Vietnam War was marred by a series of setbacks during the 1980s that revealed a need for further improvement in the way the various branches of the military fought together in battle. One of the most compelling examples is Operation Desert One, the failed attempt in 1980 to rescue the Americans held hostage in Iran. Of the many problems that plagued the aborted attempt to rescue the American embassy hostages, a core lesson was the need for the armed services to better train and exercise their ability to conduct joint, complex operations. Three years later, when the U.S. military invaded the island of Grenada, several mishaps again demonstrated that while the Services each possessed impressive individual capabilities and strengths, they still did not operate together well as a team. Inter-Service rivalries led to friction among leaders, and incompatible communications systems and operational doctrine hampered cohesion among the many units involved. To address these problems, Congress passed the landmark Goldwater- Nichols Department of Defense Reorganization Act of 1986. A chief objective of the legislation was to force the disparate Services to forge themselves into a true joint force able to operate with their collective and unified might, seamlessly weaving together their capabilities for a common purpose."

  Army War College (U.S.). Center for Strategic Leadership

  Bagnal, Joel
• DoD - Not the Department of Disaster

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  This report is part of chapter one of five chapters in the series: Threats at Our Threshold: Homeland Defense and Homeland Security in the New Century: A Compilation of the Proceedings of the First Annual Homeland Defense and Homeland Security Conference. The following is taken from the introduction of the report: "The notion that the Department of Defense (DoD) should serve as the lead federal agency for major disasters and catastrophic events is not new. In 1992, in the aftermath of Hurricane Andrew, discussions took place regarding this issue, and more recently, the topic resurfaced after Hurricane Katrina devastated areas of Louisiana and Mississippi in 2005. DoD is certainly capable of serving as the lead federal agency for catastrophic events and major disasters; but examining this issue from an operational rather than an academic point of view leads to the conclusion that a more useful and appropriate role for the department would be to enable and support other federal agencies--equally, or even better suited to lead the federal response efforts. In the event of a catastrophe, the DoD has three combatant commands which would be more than capable of anchoring the lead in a response to catastrophe: the United States Northern Command, the Pacific Command, and (perhaps less intuitively) the United States Southern Command. The experience and competence of the commands' leadership--coupled with the department's ability to conduct a wide variety of missions such as civil affairs, civil administration, reconstruction and restoration--lead many people to automatically default to the position that the DoD should serve as the lead agency in the event of a major disaster or catastrophe. The inherent capacities the department carries in the realms of communication, transportation, and a wide range of logistics capabilities only serve to reinforce this notion. Unfortunately, while this position is convenient from an operational point of view, this is not necessarily the best alternative."

  Army War College (U.S.). Center for Strategic Leadership

  Tussing, Bert B.; Chavez, Richard
• Constitutional Charter of the Guard

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  "The Army National Guard's charter is the Constitution of the United States. Article I, Section 8 of the U.S. Constitution contains a series of "militia clauses," vesting distinct authority and responsibilities in the federal government and the state governments. These clauses and follow-on legislation have sculpted the Guard as you see it today. Here are summaries that will help you understand how the Guard came to be what it is today."

  United States. National Guard Bureau
• Classification of Death and Injury Resulting from Terrorism

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  The National Center for Health Statistics has developed a set of new codes within the framework of the ICD and the ICD-9-CM that will allow the identification of deaths from terrorism reported on death certificates through the National Vital Statistics System as well as for injuries and illnesses from terrorism reported on medical records used for statistical purposes and for reimbursement. Presented herein is the process that produced the codes and a set of guidelines related to the codes.

  National Center for Health Statistics (U.S.)
• Information Warfare and International Law

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  The authors of this monograph, members of the Project on Information Technology and International Security at Stanford University's Center for International Security and Arms Control, have surfaced and explored some profound issues that will shape the legal context within which information warfare may be waged and national information power exerted in the coming years. They note that despite the newness of both the technology of Information Warfare (IW) and the evolving concepts for its employment, legal constraints will almost certainly apply to IW. Also noting that concepts of sovereignty based on physical territoriality do not function well in cyberspace, the authors observe that there is no authoritative legal or international agreement as to whether an IW "attack" equals an "attack" or "use of force" in the traditional sense. With this as a context, the authors offer several legal approaches the United States could employ to protect the national information infrastructure or clarify options useful for offense, defense, or retaliation. They are under no illusions that they have answered all of the questions relating to information warfare and international law, but rather can take great satisfaction in having cogently and thoroughly explored key legal questions and issues that information warriors, jurists, and policy makers will wrestle with in the future. In doing so, they have made a significant and lasting contribution to national and international security, stability, and peace.

  National Defense University

  Soo Hoo, Kevin J.; Goodman, Seymour E.; Greenberg, Lawrence T.
• Theory of Information Warfare: Preparing for 2020

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  This article postulates a theory of information warfare within the larger context of warfare and proposes ways to wage information warfare at the strategic and operational levels. The tools to wage information warfare are at hand, and because information weapons are such powerful weapons, both combatants and noncombatants need to be protected against them. The vulnerability to information warfare is universal. The decisions to pursue the development of information weapons or to prosecute information warfare are governmental decisions. These decisions need to be made consciously and deliberately and with an understanding of the moral and ethical risks of information warfare. After assessing all the risks and deciding to create information weapons or engage in information warfare, the decision makers should first have an understanding of these weapons and a weapon employment theory before such warfare starts rather than after the weapons are deployed or have already been employed. The United States should expect that its information systems are vulnerable to attack. It should further expect that attacks, when they come, may come in advance of any formal declaration of hostile intent by an adversary state. When they come, the attacks will be prosecuted against both knowledge systems and belief systems, aimed at influencing leadership choices. The knowledge and beliefs of leaders will be attacked both directly and indirectly. Noncombatants, those upon whom leaders depend for support and action, will be targets. This is what we have to look forward to in 2020 or sooner.

  Air University (U.S.). Press

  Szafranski, Richard
• Information Warfare, 1995

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  Much of what is discussed in this essay on information warfare is unofficial speculation. There is no official, open-source US government definition of information warfare. The Department of Defense calls its current thinking and approach to information warfare "command and control warfare" (C2W). There is little agreement among the services about either information warfare or C2W; and among civilian defense analysts looking at the issues of information warfare, there is even less agreement. Why, then, should we be thinking about this new and strange idea? The chief reason, of course, is that while we don't know just what we've got here, all the services agree that information warfare is something important. Was Desert Storm the first war of third-wave information warfare or the last war of mechanized second-wave industrial warfare? Nobody is sure, but a lot of people, including potential rivals, are trying to figure it out. This article attempts to make some sense of this new idea called information warfare. It looks at four sets of ideas: (1) A definition of information warfare; (2) How we should start thinking about developing a strategy of information warfare; (3) Why current Air Force doctrine may be the best framework for developing a doctrine of information warfare; and (4) A very brief comment on the danger of failing to develop information warfare.

  Air University (U.S.). Press

  Stein, George J.
• Theater Missile Defense: Reflections for the Future

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  The two distinctive Theater Missile Defense (TMD) lessons that emerged from the Gulf War were (1) that missiles will play a significant role in future wars, and (2) that locating, targeting, and destroying mobile missile transporter-erector-launchers (TEL) is both time and resource intensive. Yet before the United States Air Force develops new TMD doctrine, tactics, techniques, and procedures, it would serve us well to first reflect on the past. Major topics of the article include Background information, Crossbow Campaign, The Great SCUD Chase, and Future Considerations. Author concludes that if the Air Force is to remain the leader in air and space power, it must require its members to become better students of history. While not yielding specific doctrinal templates, history does provide fertile ground for developing judgement. If Air Force leadership and doctrine are to remain reliable and relevant to the future, our understanding of history must prove equally as sound.

  United States. Department of the Air Force

  Kipphut, Mark
• Weaponization of Space: It Doesn't Happen in a Vacuum

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  This article details the history of the weaponization of space, beginning with a description of 1950s United States space policy as outlined by President Dwight D. Eisenhower. Subsequent major sections of the article discuss Early Steps toward Weaponization, Overt Advocacy, Arms Control Counterargument, Chicken Little, and Back to the Future. The conclusion delineates lessons learned from the Air Force's space weaponization, and ultimately states that the nonweaponization of space may be eeven more in the national interest than in Eisenhower's day.

  United States. Department of the Air Force

  Belote, Howard D.
• Impact of the National Guard Counterdrug Program in America. Where Do We Go from Here?

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  The illegal drug scene is spreading and changing, but how to deal with drug abuse is a much disputed subject. How you look at the drug scene depends on where you are, who you are and what you know about the scenario for tomorrow. Although the abuse of some drugs is decreasing, serious drug problems are found everywhere, in cities and rural communities, in all age groups, and among people of all races and economic status. For several years the National Guard has played a key role in the Counterdrug efforts to stop the flow and spread of illicit drug into and within the United States. The purpose of this study is to examine the National Guard Counterdrug programs in America and its efforts in neutralizing the use and spread of illegal drugs.

  Army War College (U.S.)

  Geary, Reginald B.
• Chapter 4: Economic Strategy in the War on Terrorism

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  President Bush has expressed a new U.S. resolve to win the war on terrorism. "We will not tire. We will not falter. We will not fail." In addition to winning the war on terrorism, President Bush is determined to return the nation towards the path of economic recovery. This document traces the immediate actions that were taken by national leaders in an attempt to head off financial disaster in light of the 9-11 attacks and the subsequent call for a war against terrorism.

  United States. Pacific Command

  Rosenberger, Leif; Chun, Clay
• Federal Employee's Emergency Guide, 2003

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  "More than ever, the work of Federal employees is critical to the well-being and security of our Nation. However, Federal employees face unprecedented uncertainty. Individuals who are unwilling to impact the world through constructive efforts have instead stated their intention to harm freedom-loving civilians. While terrorists are determined in their hatred, they cannot match the strength, ingenuity, or systems of our democratic Government. Just as they typically rely on rudimentary methods to attack unprotected and unsuspecting individuals, we must increase our vigilance to deal effectively with man-made or natural threats. The intent of this guide is to provide a general document that educates Federal employees on the repercussions of various attack scenarios (or unintentional accidents) and to identify the steps that employees can take before and during an attack to mitigate the repercussions of an event. While the scope of this guide is to provide general information, resources (with website addresses) have been included which offer more comprehensive information on preparing for emergency events."

  United States. Office of Personnel Management
• Funding Homeland Security

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  This document answers questions about the Department of Homeland Security and how to evaluate the importance of each agency within the department. This evaluation allows the Office of Management and Budget to work collaboratively with the Office of Homeland Security to develop a budget for homeland security activities.

  United States. Office of Management and Budget

  Daniel, Michael
• Individual's Guide for Understanding and Surviving Terrorism

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  This reference publication gives an overview of terrorism, explains antiterrorism individual protective measures, and what to do if taken hostage. MCRP 3-02E supersedes Fleet Marine Force Reference Publication (FMFRP) 7-14A, The Individual's Guide for Understanding and Surviving Terrorism, dated 31 October 1989, and FMFRP 7-37, Vehicle Bomb Search, dated 30 April 1990.

  United States. Marine Corps
• Images of the World Trade Center Site Show Thermal Hot Spots on September 16 and 23, 2001 [website]

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  This report presents results of Airborne Visible/Infrared Imaging Spectrometer (AVIRIS) remote sensing data and interpretations that map the distribution and intensity of thermal hot spots in the area in and around the World Trade Center on September 16 and 23, 2001. Data collected on the 16th were processed, interprested and release to emergency response teams on the 18th of September, 2001. The September 23 data were processed, interpreted and the results released on October 12, 2001. The images of the World Trade Center site show significant thermal hot spots on Sept. 16, 2001. By Sept. 23, 2001, most of the hot spots had cooled or the fires had been put out.

  Geological Survey (U.S.)

  Clark, Roger N.; Green, Robert O.; Swayze, Gregg A.
• InfraGard [website]

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  InfraGard is a partnership between Private Industry and the U.S. government (represented by the FBI). The InfraGard initiative was developed to encourage the exchange of information by the government and the private sector members. Private sector members and an FBI field representative form local area chapters. These chapters set up their own boards to govern and share information within the membership. Each chapter is also part of an organization which is InfraGard.

  Infragard
• United States Department of Health and Human Services (HHS) [website]

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  The Department of Health and Human Services is the United States government's principal agency for protecting the health of all Americans and providing essential human services, especially for those who are least able to help themselves.

  United States. Department of Health and Human Services
• National Communications System Annual Report: Fiscal Year 2001: Exploring Solutions for Communications Reliability

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  This report highlights significant national security and emergency preparedness (NS/EP) telecommunications events and major NCS initiative, actions and accomplishments during FY 2001.

  National Communications System (U.S.)
• Homeland Security and Geographic Information Systems: How GIS and Mapping Technology Can Save Lives and Protect Property in Post-September 11th America

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  Timely, accurate information, easily accessed and capable of being shared across federal, state, and local political jurisdictions is fundamental to the decision making capability of those tasked with the homeland security mission. But without the real-time ability to quickly visualize activity patterns, map locations, and understand the multi-layered geospatial context of emergency situations, homeland security will not be achieved. The current state of geospatial information technology can provide decision-makers the data they need to confidently confront a wide variety of threats including natural disasters, terrorist attacks, sabotage, and similar crises. However, the current implementation of that technology, across all the federal, state, and local agencies and jurisdictions necessary to fully coordinate an effective response, is seriously lacking in specific areas. As the concept of Homeland Security becomes infused into the work-a-day pattern of government and the everyday life of our citizens, decision makers will greatly profit from the crisis management "edge" that GIS provides. Homeland Security leaders should understand and implement the policy changes necessary to fully realize this technology's capability, and make the management decisions necessary to implement it on a national basis.

  United States. Federal Geographic Data Committee
• Effects-Based Operations: The End of Dominant Maneuver?

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  This essay introduces Effects-Based Operations as the term was originally coined and applied in an analysis of the Gulf War air campaign's targeting. The author then provides a theoretical assessment of effects-based operations, addresses the three aspects of effects-based operations, and provides a model illustrating the use of compelling and coercive forces in war. He then discusses a new version of effects-based operations and recommends that the Joint Forces Command define the parameters of effects-based operations and its associated relevance to each level of war. Regardless of how the term is defined, the author contends that effects-based operations will not end the requirement for dominant ground maneuver.

  Army War College (U.S.)

  Cheek, Gary H.
• Office for Domestic Preparedness: Weapons of Mass Destruction Training Program: Enhancing State and Local Capabilities to Respond to Incidents of Terrorism

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  The ODP training program enhances the capability of the Nation to prepare for and respond to events of terrorism involving weapons of mass destruction, including chemical, biological, radiological, nuclear, and explosive (CBRNE) devices. ODP awards grants to State and local jurisdictions based upon needs and vulnerabilities assessments. ODP provides assistance to State and local jurisdictions through equipment acquisition support, training, exercises, and technical assistance. The ODP training programs are tailored for a broad spectrum of emergency responders, including fire service, hazardous materials, law enforcement, emergency medical services, public health, emergency management, public works agencies, governmental administrative, healthcare, and public safety communications.

  United States. Office of Justice Programs. Office for Domestic Preparedness
• Public Safety and Homeland Security Bureau [website]

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  The Public Safety and Homeland Security Bureau's mission is to "collaborate with the public safety community, industry and other government entities to license, facilitate, restore and recover communications services used by the citizens of the United States, including first responders, before, during and after emergencies by disseminating critical information to the public and by implementing the Commission's policy initiatives." The primary goal of PSHSB is to "support and advance initiatives that further strengthen and enhance the security and reliability of the nation's communications infrastructure and public safety and emergency response capabilities that will better enable the FCC to assist the public, first responders, law enforcement, hospitals, the communications industry and all levels of government in the event of a natural disaster, pandemic or terrorist attack."

  United States. Federal Communications Commission
• U.S. Centennial of Flight Commission - Aviation Security

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  "Civil aviation security exists to prevent criminal activity on aircraft and in airports. Criminal activity includes acts such as hijacking (air piracy), damaging or destroying aircraft and nearby areas with bombs, and assaulting passengers and aviation employees. Today, aviation security is high on the list of priorities of air travelers, the Federal Government, and the international air community. In the earliest days of aviation, however, aviation security was only a minor concern." This essay provides a brief historical overview of aviation violence and aviation security.

  United States. Centennial of Flight Commission

  Rumerman, Judy A.
• U. S. Coast Guard Office of Search and Rescue [website]

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  This website contains information regarding: "Search and Rescue (SAR) is one of the Coast Guard's oldest missions. Minimizing the loss of life, injury, property damage or loss by rendering aid to persons in distress and property in the maritime environment has always been a Coast Guard priority. Coast Guard SAR response involves multi-mission stations, cutters, aircraft and boats linked by communications networks. The National SAR Plan divides the U.S. area of SAR responsibility into internationally recognized inland and maritime SAR regions. The Coast Guard is the Maritime SAR Coordinator. To meet this responsibility, the Coast Guard maintains SAR facilities on the East, West and Gulf coasts; in Alaska, Hawaii, Guam, and Puerto Rico, as well as on the Great Lakes and inland U.S. waterways. The Coast Guard is recognized worldwide as a leader in the field of search and rescue."

  United States. Coast Guard
• NASA Goddard Space Flight Center: Search and Rescue Mission Office [website]

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  This is the official site of the NASA Goddard Space Flight Center Search and Rescue Mission Office. The site contains research and development materials on search, rescue, and recovery systems and equipment such as location tracking systems, transmitters, receivers, and antennas capable of locating aircraft, ships, spacecraft, or individuals in potential or actual distress.

  United States. National Aeronautics and Space Administration