Partnering Against Terrorism Summary of a Workshop (2005) / Chapter Skim
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Panel IV: Partnering for National Security
Panel IV: Partnering for National Security
Pages 87-108
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From page 87... ...
Bonvillian, who had been involved in shaping the homeland security legislation, conceded that it had been a "struggle," at least partly because it was located "in an unclear legislative area." He suggested that the panel could help answer one of the most difficult design questions -- how to create the government-industry interaction that is necessary to stimulate the innovations that will be needed by the Department of Homeland Security. One reason to hope this might be possible, he said, was that Congress had succeeded in crafting an apparatus within the legislation that supports scientific and technological innovation.
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From page 88... ...
The goal, he said, was to enable it to leverage participation and cooperation across a whole series of agencies, in addition to what the department is undertaking, and also to involve the private sector. A third element of the DHS research plan was the use of the FFRDC24 concept.
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From page 89... ...
In one, DoD had managed the different jurisdictions responsible for ports, aviation, and border security by joining acquisition and technology beneath the same undersecretary and paralleling that structure with assistant secretaries in the services. A criticism of that model has been that acquisition became the main focus, with technology acting as the "bill payer," in effect, for acquisition activities.
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From page 90... ...
Obviously, he said, one could not "write culture into a statute," so much would depend on the original leadership of the department. A helpful beginning would be to enable privatesector leadership rather than government leadership in critical areas.
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From page 91... ...
In addition, carry-on bags are scanned; checked bags are examined for explosives; and video cameras record passengers' movements in strategic locations. She noted that airport security is just one component of the Borders and Transportation component of the homeland defense mission.
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From page 92... ...
There were important principles to follow if the U.S. is to be the world leader in using Homeland Defense Missions Domestic Emergency Border & Intelligence & Infrastructure Catastrophic Counter Preparedness Transportation Warning Protection Threats Terrorism & Response Mission / Domain Expertise Enterprise As-is; To-be; Transition Plans; Implementation Plans; Technology Roadmap Architecture Integrated Programs Schedule, Cost, Performance Management Transformation e-Government & Change Mgmt Interoperability, Data Management, IT Infrastructure Mission Assurance, Consolidation e-Business Applications Integrated Financials, Procurement, HR, Logistics, Learning Communications & Connectivity FIGURE 19 Partnership opportunity -- Apply common information strategy across missions.
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From page 93... ...
Lastly, she discussed "Web Fountain," an advanced information discovery system that allows users to locate information that resides outside their organization. "What's exciting," she said, "is that it's a blending of the known information you have with information perhaps out on the Internet; it allows for rich trend, pattern and ultimately relationship detection, a powerful tool for the needs of homeland security." Expanding government's ability to share and access data does raise many questions about privacy and security, she said.
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From page 94... ...
It permits the user more choices; it enables endto-end administration and security; it is necessary for multi-vendor, multi-platform computing; and it permits easier collaboration and integration of information sharing. She said that when IBM began restructuring its own IT infrastructure in 1993, the company had to step back and define a consistent architecture for the corporation -- a large challenge for a company of 350,000 people operating in 150 countries.
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From page 95... ...
Success depends largely on organizing information lines and applying a common information strategy across the missions of various agencies. "We all know," she said, "that disjointed information silos residing in many agencies will not get the job done.
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From page 96... ...
energy and power. The QDR included the following statement about transformation: "The evolution and deployment of combat capabilities provide revolutionary asymmetric advantages to our forces." The concept of asymmetry, he said, implies that "things are not the way they were in the twentieth century, as evidenced by the current global war on terrorism."27 The "critical capabilities" expected to bring about advantages were these: Protect bases of operations The DoD moved quickly after September 11 to combat terrorism, strengthen chemical and biological defenses, bolster missile defense, and plan for consequence management.
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From page 97... ...
territory, domestic population and critical infrastructure against military attacks emanating from outside the United States." In addition, NORTHCOM's mission includes "civil support to lead federal agencies," although the U.S. Posse Comitatus Act prohibits "direct military involvement in law enforcement activities."
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From page 98... ...
He stressed the importance of biosensors; the DoD volunteered in the fall of 2001 to help in the effort to calculate the anthrax mortality curve, and to help the postal services calculate the right level of electronic, gamma, and x-radiation for irradiating letters and packages. He also stressed the importance of high-bandwidth communications, and the "information assurance" that underlies cyber warfare.
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From page 99... ...
You need different mechanisms to have effective transitions." It is important, he said, to emphasize systems engineering from the outset of each program, especially as systems become more complex. As an example, he said that at the September 21 meeting, the task force decided to accelerate development of a thermobaric rocket designed to strike targets hidden within hardened, deeply buried tunnel complexes.29 "We were at a basic chemistry state in the Navy in October, doing laboratory tests, modeling, and simulation.
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From page 100... ...
SOURCE: Report of the Defense Science Board Task Force on the Technology Capabilities of Non-DoD Providers, June 2000; Data provided by the Organization for Economic Cooperation and Development and National Science Foundation. and worldwide research.
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From page 101... ...
Within two days, after closing the Ambassador Bridge between Detroit and Ontario had created an 18-hour queue, Daimler Chrysler reported they would be closing an assembly plant on the following day; Ford Motor Co. announced that they would be closing five assembly plants during the following week.
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From page 102... ...
He recalled that it had taken the nation three days to perform security inspections of all commercial aircraft after September 11. To complete an analogous inspection of all cargo containers in the United States would probably take more than six months.
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From page 103... ...
Although the official rationale for the system was to provide an infrastructure for national defensive mobilization, the real benefits have been commercial rather than defensive. President Eisenhower, in promoting the system, had to overcome the same kind of local resistance from local communities and states that did not want to lose locally owned restaurants and the local road-building that was a major source of graft in every state.
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From page 104... ...
They agreed to let Operation Safe Commerce put sensors on their products and serve as a "real supply chain for real R&D" across the world. To oversee this research, Mr.
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From page 105... ...
"I couldn't agree more that a systems approach is going to be critical here, and I think Steve Flynn really was talking about systems." Mr. Flynn readily agreed that "a single point approach can backfire on you from a security standpoint as well as an efficiency standpoint." The essence of Operation Safe Commerce, he said, was to look at how the real world works; it is intermodal and global.
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From page 106... ...
A questioner reminded the participants that the data needed at decision making points in the system required program managers who are both "techno-literate in the information age" and able to have a "program management sense" of an acquisition strategy that uses cutting-edge, high-performance technologies. The Need for Behavioral and Social Research Another discussant reminded participants not to leave out the behavioral and social sciences in addressing terrorism.
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From page 107... ...
Better Training for First Responders A discussant referred to a recent report by the Federation of American Scientists on how the nation might improve training for those likely to face the consequences of terrorist acts.31 To begin with, he said, first responders would have to learn new behaviors of reaction and response to terrorist threats. It was well known to behavioral scientists, he said, that typical training programs anticipate a 30Two days before the first anniversary of September 11, the Liberian-flagged ship Palermo Senator, carrying 655 containers, was stopped entering New York harbor by a Coast Guard inspection team.
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From page 108... ...
"We've managed to wire all our schools," said the discussant, "but we have almost no educational content transmitted through those wires -- much less sophisticated content that truly enhances the learning process." He said that the Federation of American Scientists was working with NORTHCOM and the National Guard, among others, to develop sophisticated training content that would take advantage of new learning techniques from the behavioral sciences.
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