By the authority vested in me as President by the Constitution and the laws of the United States of America, including section 361(b) of the Public Health Service Act (42 U.S.C. 264(b)), it is hereby ordered as follows Based upon the recommendation of the Secretary of Health and Human Services, in consultation with the Surgeon General, and for the purpose set forth in section 1 of Executive Order 13295 of April 4, 2003, section 1 of such order is amended by adding at the end thereof the following new subsection: (c) Influenza caused by novel or reemergent influenza viruses that are causing, or have the potential to cause, a pandemic.
The President directed a 60-day, comprehensive, “clean-slate” review to assess U.S. policies and structures for cybersecurity. Cybersecurity policy includes strategy, policy, and standards regarding the security of and operations in cyberspace, and encompasses the full range of threat reduction, vulnerability reduction, deterrence, international engagement, incident response, resiliency, and recovery policies and activities, including computer network operations, information assurance, law enforcement, diplomacy, military, and intelligence missions as they relate to the security and stability of the global information and communications infrastructure. The scope does not include other information and communications policy unrelated to national security or securing the infrastructure. The review team of government cybersecurity experts engaged and received input from a broad cross-section of industry, academia, the civil liberties and privacy communities, State governments, international partners, and the Legislative and Executive Branches. This paper summarizes the review team’s conclusions and outlines the beginning of the way forward towards a reliable, resilient, trustworthy digital infrastructure for the future.
Recent involvement by the U.S. military with hurricane relief and comments by the President on expanding the DOD’s role in disaster relief indicates increased missions for an already stretched military. The next national disaster facing the U.S. could be an influenza pandemic. The bird flu virus H5N1 currently threatening Asia and Europe can potentially mutate into a deadly human influenza pandemic with global consequences. The last major flu pandemic in 1918 killed 50 million people worldwide and 600,000 in the U.S. alone. The United States is not prepared for a human pandemic and the military will have a significant role in any national response. While some departmental level planning has been accomplished recently, interdepartmental coordination and clear identification of the lead federal agency is still lacking. This project explains possible effects of a pandemic on the U.S. and current responsibilities of federal departments involved in disaster relief. Analysis is presented on the evolving role the DOD plays should this event become reality and finally recommends preparations that should be accomplished to prepare the nation for this very real threat. An ad-hoc approach to a pandemic will have severe negative and far reaching affects on our nation and must be avoided.
This report describes the emerging areas of information operations, electronic warfare, and cyberwar in the context of U.S. national security. It also suggests related policy issues of potential interest to Congress. For military planners, the control of information is critical to military success, and communications networks and computers are of vital operational importance. The use of technology to both control and disrupt the flow of information has been generally referred to by several names: information warfare, electronic warfare, cyberwar, netwar, and Information Operations (IO). Currently, IO activities are grouped by the Department of Defense (DOD) into five core capabilities: (1) Psychological Operations, (2) Military Deception, (3) Operational Security, (4) Computer Network Operations, and (5) Electronic Warfare. Current U.S. military doctrine for IO now places increased emphasis on Psychological Operations, Computer Network Operations, and Electronic Warfare, which includes use of non-kinetic electromagnetic pulse (EMP) weapons, and nonlethal weapons for crowd control. However, as high technology is increasingly incorporated into military functions, the boundaries between all five IO core capabilities are becoming blurred.
Care should be taken to protect the quality of information available for friendly decisions and public dissemination. This will ensure the JFC has accurate information by not allowing staffs to unknowingly perceive the joint task force’s (JTF’s) MILDEC efforts as accurate information. This will also ensure the information made public by the JFC is not part of any MILDEC action and lose the public’s trust.
This Federal Continuity Directive (FCD) provides direction to the Federal executive branch for developing continuity plans and programs. Continuity planning facilitates the performance of executive branch essential functions during all-hazards emergencies or other situations that may disrupt normal operations. The ultimate goal of continuity in the executive branch is the continuation of National Essential Functions (NEFs).
Eighty-three of the 100 largest publicly traded U.S. corporations in terms of 2007 revenue reported having subsidiaries in jurisdictions listed as tax havens or financial privacy jurisdictions. Sixty-three of the 100 largest publicly traded U.S. federal contractors in terms of fiscal year 2007 federal contract obligations reported having subsidiaries in such jurisdictions. Since subsidiaries may be established in listed jurisdictions for a variety of nontax business reasons, the existence of a subsidiary in a jurisdiction listed as a tax haven or financial privacy jurisdiction does not signify that a corporation or federal contractor established that subsidiary for the purpose of reducing its tax burden.
Continuity programs provide the foundation for Enduring Constitutional Government (NSPD-51/HSPD-20) and the Nation’s First Essential Function, “Ensure the continued functioning of our form of government under the Constitution, including the functioning of the three separate branches of government.”
This HHS Pandemic Influenza Plan provides a blueprint from which to prepare for the challenges that lie ahead of us. Being prepared and responding effectively involves everyone: individuals, communities, businesses, States, Federal agencies, international countries and organizations. Here at home, we can use this Plan to create a seamless preparedness network where we are all working together for the benefit of the American people.
Endgame is the Immigration and Customs Enforcement (ICE), Office of Detention and Removal (DRO) multi-year strategic enforcement plan. It stresses the effective and efficient execution of the critical service DRO provides its partners and stakeholders to enforce the nation’s immigration and naturalization laws. The DRO strategic plan sets in motion a cohesive enforcement program with a ten-year time horizon that will build the capacity to “remove all removable aliens,” eliminate the backlog of unexecuted final order removal cases, and realize its vision.
Biometric capabilities shall be developed to be interoperable with other identity management capabilities and systems, both internal and external to the Department of Defense, to maximize effectiveness. System development and capability implementation strategies shall be harmonized, integrated, and unified with identity protection and management stakeholder organizations to ensure consistency with DoD identity management principles, directives, and vision.
a. Recognize that IW is as strategically important as traditional warfare. Many of the capabilities and skills required for IW are applicable to traditional warfare, but their role in IW can be proportionally greater than in traditional warfare.
b. Improve DoD proficiency for IW, which also enhances its conduct of stability operations. Stability operations are a core U.S. military mission that the Department of Defense shall be prepared to conduct across the full range of military operations in accordance with DoD Directive 3000.05 (Reference (b)).
c. Conduct IW independently of, or in combination with, traditional warfare.
(1) IW can include a variety of steady-state and surge DoD activities and operations:
counterterrorism; unconventional warfare; foreign internal defense; counterinsurgency; and stability operations that, in the context of IW, involve establishing or re-establishing order in a fragile state.
(2) While these activities may occur across the full range of military operations, the balance or primary focus of operations gives a campaign its predominant character.
All DoD continuity planning and programming shall:
(1) Be based on the assumption that no warning of attack or event will be received.
(2) Ensure the performance of MEFs during any emergency for a period of up to 30 days or until normal operations can be resumed. The capability to perform MEFs at alternate sites must be fully operational as soon as possible, but no later than 12 hours after COOP activation.
(3) Be based on risk-management assessments to ensure that appropriate operational readiness decisions consider the probability of an attack or incident and its consequences.
(4) Emphasize the permanent and routine geographic distribution of leadership, staff, and infrastructure in order to increase survivability and maintain uninterrupted capability to accomplish DoD MEFs.
This document was developed expressly for emergency management practitioners as an overview of the process, roles, and responsibilities for requesting and providing all forms of Federal assistance. This overview also presents a summary of each of the 15 Emergency Support Function Annexes and 8 Support Annexes including their purpose, capabilities, membership, and concept of operations. The complete annexes are contained in the online NRF Resource Center.
This National Response Framework (NRF) [or Framework] is a guide to how the Nation conducts all-hazards response. It is built upon scalable, flexible, and adaptable coordinating structures to align key roles and responsibilities across the Nation. It describes specific authorities and best practices for managing incidents that range from the serious but purely local, to large-scale terrorist attacks or catastrophic natural disasters. This document explains the common discipline and structures that have been exercised and matured at the local, tribal, State, and national levels over time. It describes key lessons learned from Hurricanes Katrina and Rita, focusing particularly on how the Federal Government is organized to support communities and States in catastrophic incidents. Most importantly, it builds upon the National Incident Management System (NIMS), which provides a consistent template for managing incidents.