The purpose of the Agreement is to set forth terms by which DHS and DoD will provide personnel, equipment, and facilities in order to increase interdepartmental collaboration in strategic planning for the Nation’s cybersecurity, mutual support for cybersecurity capabilities development, and synchronization of current operational cybersecurity mission activities. Implementing this Agreement will focus national cybersecurity efforts, increasing the overall capacity and capability of both DHS’s homeland security and DoD’s national security missions, while providing integral protection for privacy, civil rights, and civil liberties.
The most legally sensitive function in DSCA is Military Law Enforcement. Consequently, to prevent violations of the law, all military personnel should be educated on MLE. The main legal obstacle to the use of the military for law enforcement is the Posse Comitatus Act (PCA), discussed briefly in Section 2.3.1 of this chapter. (For more detail on PCA, see Annex A.) The PCA affects National Guard (either in State Active Duty (SAD) or Title 32) and federal forces (Title 10) differently. Thus, it is very important to understand the status of military personnel prior to mission assignment.
The HIIDE includes two separate cameras for imaging an individual’s irises and face, and a sensor pad for scanning fingerprints. These three sensors capture the minute details of a subject’s iris, fingerprint and face, as digital photographs, or “scans.” The HIIDE™ translates the photographic data into a binary code and links that code to biographic data about the individual, such as name and a personal identification number. The HIIDE then processes the code and biographic data and builds a portfolio for the individual that is stored in a database. Once an individual has had a record created, or has been “enrolled,” that individual is part of the HIIDE database. One can “recognize,” or confirm that individual’s identity in the future by comparing a live scan of the subjects: iris, fingerprints and/or face to the biometrics contained in the database.
This roadmap will be the vehicle for prioritizing, aligning, and synchronizing Service JBMC2 architectural and acquisition efforts. Where policy and other acquisition initiatives are defined to drive JBMC2 developments and related activities, the specific means of application to JBMC2 will be via updates to this roadmap and decisions made by the Under Secretary of Defense for Acquisition, Technology, and Logistics (USD(AT&L)) and U.S. Joint Forces Command (USJFCOM) to ensure overall harmonization across affected efforts and programs. This roadmap provides a strategy with three major parts for integrating current and planned JBMC2 capabilities.
The Secretary of Defense directed that DRRS reflect a “transformational” response to significant changes in the strategic environment leading to increasing focus on capabilities-based operations and the rapid tailoring of resources. This transformation provides a unique and timely opportunity to change how the Department measures, assesses, and reports its readiness, and how it uses readiness information in planning and contingency response. Current global operations reinforce the urgent need for a readiness system that can provide accurate, relevant, and timely information to support operational planning as well as offer risk assessments of multiple simultaneous contingencies in the context of the Defense Strategy.
DoD Afghan Economic Sovereignty, Mineral Wealth Briefing, June 14, 2010.
The purpose of the Business Development and Outreach Program (BDOP) Standard Operating Procedures (SOP) is to define the BOOP mission, roles and responsibilities of the Business Development Consultants (SOC) and the J3lDirector, BDOP, U.S. Government contracting procedures, ethical guidelines, BDOP initiatives, education, training and consulting support, vendor engagements, local engagement with government and business leaders, and cultural orientation for u.s. Forces Iraq/Afghanistan and Iraqi/Afghan interlocutors.
This Organization and Operations plan (O&O) is based upon a revised operational concept for Theater Army developed as a result of analysis, discussion, and decisions made by senior Army leaders under Army Campaign Plan (ACP) Decision Point 129 (DP 129), Global Command & Control (C2) Laydown, and DP 123, Division, Corps, and Theater Army Design Refinement. The new Army strategy for global command and control of Army forces relies on the Modular Corps headquarters to C2 major operations instead of theater armies. Under the revised operational concept, theater armies no longer require large Operational Command Posts (OCP) to serve as the base organization for the formation of Joint Task Force (JTF) or Joint Force Land Component Command (JFLCC)/Army Force (ARFOR) headquarters to command and control major operations.
FOUO DoD Network Quantitative Capability Delivery Increments (QCDI) Overview, May 12, 2010.
Eight FOUO documents comprising the U.S. Forces – Iraq Armed Civilian Contractor Oversight Operations Orders from January-March 2010.
1. (U) SITUATION: USF-I, DEPARTMENT OF STATE AND NUMEROUS OTHER ENTITIES IN IRAQ HAVE CONTRACTED SECURITY OPERATIONS FOR FORWARD OPERATING BASES (FOB) AND PERSONAL SECURITY DETAILS (PSD) TO PRIVATE SECURITY CONTRACTORS (PSC). GOVERNMENT OF IRAQ, MINISTRY OF INTERIOR (MOI) HAS IN RECENT MONTHS INDICATED THAT CONTRACTED SECURITY COMPANIES ARE NOT OPERATING WITH THE THE PURVIEW OF ESTABLISHED LAW.
Operation Northwoods was a plan circulated in the U.S. government in 1962 to stage false flag terrorist attacks inside the U.S. and abroad to provoke “military intervention in Cuba”. The plan called for Central Intelligence Agency (CIA) or other operatives to commit genuine acts of terrorism in U.S. cities and elsewhere. These acts of terrorism were to be blamed on Cuba in order to create public support for a war against that nation, which had recently become communist under Fidel Castro. One part of the Operation Northwoods plan was to “develop a Communist Cuban terror campaign in the Miami area, in other Florida cities and even in Washington.”
This publication has been prepared under the direction of the Chairman of the Joint Chiefs of Staff. It sets forth joint doctrine to govern the activities and performance of the Armed Forces of the United States in operations and provides the doctrinal basis for interagency coordination and for US military involvement in multinational operations. It provides military guidance for the exercise of authority by combatant commanders and other joint force commanders (JFCs) and prescribes joint doctrine for operations and training. It provides military guidance for use by the Armed Forces in preparing their appropriate plans.
• The concern: Theater tactical vehicle mishaps
• CENTCOM vehicle accident data Jan 2003 – Aug 2008
• 246 fatalities
• 900 serious injuries
• MNC-I data for CY05
• 384 rollovers
• 71 fatalities
Impact of the Radar JAT
• Designated specific radar acquisition programs as Special Interest
– USMC Ground/Air Task Oriented Radar
– USMC AN/TPS-59 Radar Product Improvement Program
– USAF Three Dimensional Expeditionary Long Range Radar
• Directed Radar Open Systems Architecture Defense Support Team stand-up.
DoD Commercial SATCOM Study
• Conducted from March 2004-March 2005, under sponsorship of:
– Undersecretary of the Air Force/DoD Executive Agent for Space
– Commander, U.S. Strategic Command
– Assistant Secretary of Defense (Networks & Information Integration)
– ASD(NII) –Revised DoD Commercial SATCOM Fixed Satellite Services policy
– NSSO and USSTRATCOM
The acquisition of DoD space systems results from the interaction of three complementary processes: the Joint Capabilities Integration and Development System under the authority of the Chairman of the Joint Chiefs of Staff; the Planning, Programming, Budgeting, and Execution process under the authority of the DoD Comptroller; and the NSS acquisition process under the authority of the DoD Space MDA. To work effectively, the acquisition process requires constant coordination among these processes and their authorities.
Access to the Intelligence Enterprise is through the Distributed Common Ground System-Army (DCGS-A). This Commander’s Handbook is an overview of the capabilities DCGS-A is providing to the commander. It addresses the benefits of employment of DCGS-A as a whole, rather than any particular fielded version. DCGS-A, as a component to the DoD Distributed Common Ground/Surface System Mission Area program, is greatly contributing to the Joint and combined Warfighter needs.
The following casualty data were compiled by the Department of Defense (DOD), as tallied from the agency’s press releases. Table 1 provides statistics on fatalities during Operation Iraqi Freedom, which began on March 19, 2003, and is ongoing, as well as on the number of fatalities since May 1, 2003, plus statistics on those wounded, but not killed, since March 19, 2003.
•DoD is not the Lead Federal Agency
•Provide support only as directed
•Potential missions cover an extremely broad range of activities –anywhere in North America
•Communication interoperability still a nebulous concept
•Strategic, Operational or Tactical?
USCENTCOM Civilian and Contractor Arming Policy and Delegation of Authority for Iraq and Afghanistan
UNCLASSIFIED//FOR OFFICIAL USE ONLY 070902Z Nov 06 DOD, CENTCOM, ORGANIZATIONS, COS USCENTCOM(MC) Subject: MODIFICATION TO USCENTCOM CIVILIAN AND CONTRACTOR ARMING POLICY AND DELEGATION OF AUTHORITY FOR IRAQ AND AFGHANISTAN
• Enemy will focus on irregular warfare using asymmetric means to attack and influence advanced nations
• Conventional, unconventional, lethal, non-lethal, state supported, non-state, hybrid organizations, extremism… produce a very complex environment
A flu pandemic is a worldwide epidemic of an influenza virus. As such, the United States’ response to a flu pandemic would have both international and domestic components. Additionally, the domestic response effort would include contributions from every governmental level (local, state, tribal, and federal), non-governmental organizations, and the private sector.
Title III of the Foreign Intelligence Surveillance Act Amendments Act of 2008 required the Inspectors General (IGs) of the elements of the Intelligence Community that participated in the President’s Surveillance Program (PSP) to conduct a comprehensive review of the program. The IGs of the Department of Justice, the Department of Defense, the Central Intelligence Agency, the National Security Agency, and the Office of the Director of National Intelligence participated in the review required under the Act. The Act required the IGs to submit a comprehensive report on the review to the Senate Select Committee on Intelligence, the Senate Committee on the Judiciary, the House Permanent Select Committee on Intelligence, and the House Committee on the Judiciary.
The National Cyber Security Division (NCSD) United States Computer Emergency Readiness Team (US-CERT) is a partnership between the Department of Homeland Security (DHS) and the public and private sectors. Established in 2003 to protect the nation’s internet infrastructure, US-CERT coordinates defense against and responses to cyber attacks across the nation. The organization interacts with federal agencies, state and local governments, industry professionals, and others to improve information sharing and incident response coordination and to reduce cyber threats and vulnerabilities.