Badolato Speaker Series SlidesPresentation Transcript
Homeland Security in 2011: A reflection of 10 years since 9/11 Welcome to the Edward V. Badolato Distinguished Speaker Series
Keeping U.S. Intelligence Effective: The Need for a Revolution in Intelligence Affairs William J. Lahneman Assistant Professor Department of Political Science
Intelligence & 9/11 9/11 perceived as an intelligence failure Many studies, government reports, books, and articles published concerning the need for intelligence reform “Connecting the dots” Many reform initiatives have not produced the desired results
My research experience 2000-2005: National Intelligence Council (NIC) Project 2003-2004: Future of the Internet Project 2005: Landscapes Project 2005-2006: Future of Intelligence Analysis Project 2005-2010: IC Centers of Academic Excellence Ideal vantage point for thinking about the kinds of problems facing the U.S. intelligence enterprise Heard the term “RIA” mentioned during a meeting
Published March 2011
Revolutions Periodically occur in all areas of human endeavor when conditions change so significantly that traditional methods of doing business are rendered obsolete Examples Information Revolution The Revolution in Military Affairs Biotechnical Revolution An Islamist Revolution? Revolutions are important! New winners and losers
Recognizing Revolutions Four questions (from Eliot Cohen, “A Revolution in Warfare,” Foreign Affairs (March/April 1996) Will emerging developments in military affairs change the appearance of combat? Will these developments change the structure of armies? Will they lead to the rise of new military elites? Will they alter countries’ power positions? To the extent answers are “yes,” a Revolution in Military Affairs was occurring.
Cohen’s Conclusion “Reflection on each of these [four questions] suggests that this is the eve of a far-reaching change in warfare whose outlines are only dimly visible but real nonetheless. (emphasis added)”- Eliot Cohen, “A Revolution in Warfare,” Foreign Affairs 75/2 (March/April 1996).
Testing for an RIA Four questions (adapted from Cohen’s RMA questions) Will developments in the intelligence enterprise change how intelligence is developed and used (process)? Will developments change the structure of the U.S. intelligence community (structure)? Will developments lead to the rise of new elites in the intelligence community (skill sets)? Will developments significantly effect the national security of countries that fail to embrace them (effect)?
An RIA is Needed The answer to all four questions is “yes.” An RIA appears to be needed (but is not yet occurring) The intelligence process should change. The organizational structure to support the process should change. Future elites in the intelligence community should possess new skills. Failure to adapt will have serious consequences.
Mapping the RIA Thomas Kuhn and The Structure of Scientific Revolutions (first edition by University of Chicago Press, 1962) Paradigms and paradigm shifts Must first map the current or “traditional” intelligence paradigm Solving puzzles using secret information Puzzles have answers (as opposed to mysteries) All raw intelligence obtained through SIGINT, GEOINT, MASINT, HUMINT, and OSINT
Intelligence Requirements in Today’s Security Environment North Korea Iran, China, and other functioning states Pakistan, Afghanistan, Congo, Somalia, & other failing or failed states Al Qaeda and other transnational terrorist groups HIV/AIDS, Avian Flu, SARS and other Infectious Diseases Biopathogens
A New Intelligence Paradigm New paradigm must include the old one. Both must function without creating “destructive interference.” New paradigm must solve puzzles, mysteries, and “adaptive interpretations.” Adaptive interpretations apply to transnational issues/threats SIGINT, GEOINT, MASINT, HUMINT, and OSINT not sufficient – need new category of “trusted” information as well as classified and open source information Transnational threats require transnational solutions
Conclusions Many intelligence reforms have not met expectations because they clash with the traditional paradigm. Bureaucratic inertia & immersion in traditional paradigm Competing needs, such as information sharing vs. security concerns The traditional paradigm remains necessary, but it is not sufficient to keep U.S. intelligence effective. A Revolution in Intelligence Affairs is needed. Actors that embrace the RIA will gain advantages over those that continue with traditional practices Information flows and new collection methods are at the heart of the RIA. Analytic techniques must change accordingly.
Public Health andHomeland SecurityBadolato Distinguished Speakers SeriesTowson UniversityApril 29, 2011 Nikki Austin, PhD, MA, RN, CNE Assistant Professor Department of Nursing Towson University
World Health Report - 2007 Global Public Health Security in the 21st Century International Health Regulations of 2005 Public Health Threats Epidemic-prone Diseases Sudden Acute Respiratory Syndrome (SARS) Person to person transmission, incubates for a week, no vector, symptoms that are non-specific, heavy toll on hospital workers (p. xviii) Foodborne Diseases Creutzfeldt-Jakob disease Accidental and Deliberate Outbreaks Chemical – West Africa petrochemical dump of 2006 Radionuclear – Chernobyl Environmental Disasters
Violence Prevention MRSA Smallpox Chagus Disease West Nile Virus Pandemic/Avian Flu Obesity Disaster Preparedness Health Disparities Terrorism Chemical Biological Nuclear Radiological Dispersion Public Health: Population Based Care http://www.whatispublichealth.org/impact/today.html
Public Health Public health assessments Information sharing Triage priorities from a public health perspective Casualty distribution – knowledge of resources, development of procedures Disaster preparedness- public motivation (Landesman et al., 2003, p. 4)
Federal Legislation Homeland Security Act of 2002 Homeland Security Presidential Directive 5 National Government & Private Sectors Crisis and consequence DHS Secretary to manage incidents Rubin & Harrald (2006) National Response Plan National Incident Management System
Shared Responsibility National Culture of Preparedness (Pres. George W. Bush, 5 OCT 2007) National Strategy for Homeland Security All levels of government Private sector Communities All citizens
Community Preparedness Activities Citizen Corps The mission of Citizen Corps is to harness the power of every individual through education, training, and volunteer service to make communities safer, stronger, and better prepared to respond to the threats of terrorism, crime, public health issues, and disasters of all kinds. http://www.citizencorps.gov/about/ Medical Reserve Corps The mission of the MRC is to engage volunteers to strengthen public health, emergency response and community resiliency. http://www.medicalreservecorps.gov/About National Disaster Medical System It is the mission of the National Disaster Medical System to temporarily supplement Federal, Tribal, State and Local capabilities by funding, organizing, training, equipping, deploying and sustaining a specialized and focused range of public health and medical capabilities. http://www.phe.gov/preparedness/responders/ndms/Pages/default.aspx
Towson University’s MRC
Towson University – Thinking Outside Students, faculty, staff, community Partner agencies Education and drills Student education Integrated Homeland Security Management Off campus student projects College of Health Professions Department of Nursing: On and off campus activities
TU, Students, and Community Student Projects with IHSM 633 (Disaster Response and Community Health) Disaster plan in Dunbar High School* Disaster plan in a church in northern Japan* Disaster notification plan in a community Education for rural older adults in W. VA. Disaster preparedness for an at-risk population in West Baltimore Disaster plan for the Baltimore City Public Safety Center Disaster education at Johns Hopkins Hospital* Disaster preparedness at a senior center on Long Island *Places where disasters occurred after our planning.
Projects within the Department of Nursing’s Graduate Program Disaster education with the Bykota Senior Center Disaster education with the Our Lady of Grace Parish’s Youth Theater Group Disaster education in a local elementary school in Baltimore City TU, Students, and Community
OPERATION STAT 2010Emergency Preparedness Drill Thanks to Dr. Agley for the graphics!
Tornado on Campus Situation: Tornado on York Rd from I-695 to Baltimore City. Campus affected, multiple casualties, local authorities overwhelmed, MDDF deployed in Burdick Hall. Dr. Alves, ED Physician & Dr. Ogle, Nursing Faculty
Nursing Student & Our Lady of Grace Actors
Nursing Students & Our Lady of Grace Actors
Our Lady of Grace Actors and a Mom
Maryland National Guard: Support and Education
Nursing Students and MDDF Chaplain
Evacuation Education at Towson Center
MDDF, Best Ambulance, Nursing Students Some numbers:
Close to 400
Children from 11
different school districts
Students from campus
Seniors from Bykota
Senior Center Public Health Planning, Preparedness, Education
Simulation to Real Time Public Health Issue: Flu!
References Rubin, C. B., & Harrald, J. R. (2006). National response plan, the national incident management system, and the federal response plan. In D. G. Kamien (Ed.). The McGraw-Hill homeland security handbook (pp. 677-688). New York, NY: McGraw-Hill. Landesman, L. Y., Malilay, J., Bissel, R. J., et al.,Becker, S. M., Roberts, L., & Ascher, M. S. (2003). Roles and responsibilities of public health in disaster preparedness and response. In L. F. Novick, J. S. Marr (Eds.). Public health issues in disaster preparedness: Focus on bioterrorism (pp. 1-56). Sudbury, MA: Jones and Bartlett. Homeland Security Council. (2007). National strategy for homeland security. Retrieved from http://www.dhs.gov/xlibrary/assets/nat_strat_homelandsecurity_2007.pdf World Health Organization. (2007). A safer future: Public health security in the 21st century. Retrieved from http://www.who.int/whr/2007/whr07_en.pdf
Contact information: William Lahneman firstname.lastname@example.org 410-991-1075
The Economics of Homeland Security Daraius Irani
History and Structure
The Department of Homeland Security The Department of Homeland Security Sept. 11th, 2001 Terrorist attacks against the U.S. at the World Trade Center and the Pentagon 2002 Nov. 25th, 2002 President Bush signs the Homeland Security Act creating the DHS. The department will come to employ more than 190,000 people 2003 March 1st, 2003 22 existing agencies from other cabinet level departments are merged together form the first DHS 2003 Creation of The Bureau of Customs and Border Protection focus on security at and between the ports-of-entry along the border 2003 Formation of The Bureau of Immigration and Customs Enforcement. Presently employs more than 20,000 people and is the 2nd largest investigative agency in the Federal Government DHS.gov 2004 2004 Information Analysis and Infrastructure Protection requests and is granted an increase of $652 million (370 percent) over 2003 2004 New partnership with the Science and Technology Directorate's Advanced Research Project Agency who will direct $350 million in the DHS 2005 2005 Secure Border Initiative pumps an additional $10.3 billion into developing better security for U.S. borders Aug. 29th: Hurricane Katrina strikes the Gulf Coast. FEMA acts ineffectively and law makers push for the removal of FEMA from the DHS In 2006 and 2007 , FEMA undergoes a reorganization and realignment. In this time period, more than 1000 Marylanders lose their jobs at FEMA 2006 2006 The newly formed Domestic Nuclear Detection Office (DNDO) helps pick up the slack left from FEMA firings by hiring 200+ workers in MD 2007 2007 DHS R&D budget shrinks for the first time, by 22 percent. R&D sees growth in only cyber security, communications, and radiological and nuclear measures FY2007-2008 An increase of $224.2 million in funding will support the Transportation Security Administration's screening operations because of the new threat of liquid explosive devices 2008 2009 FY2009 The American Recovery and Reinvestment Act (ARRA) granted an additional $2.75 Billion to the DHS
Original Agencies The U.S. Customs Service (Treasury) The Immigration and Naturalization Service (Justice) The Transportation Security Administration (Transportation) Federal Law Enforcement Training Center (Treasury) Office for Domestic Preparedness (Justice) The Federal Emergency Management Agency (FEMA) National Domestic Preparedness Office (FBI) U.S. Coast Guard (Transportation) U.S. Secret Service (Treasury) Many existing agencies were merged to form the DHS The largest of which are: DHS.gov
DHS Directives Border and Transportation Security Protection of Critical Infrastructure Emergency Preparedness and Response Domestic Counterterrorism Intelligence and Warning Defense Against Catastrophic Threats Intel. 2010 Budget Distribution Border and Transportation Security Protection of Infra. Emerg Prep. Dom Count. FAS.org
DHS Employment and Budget OPM and DHS
Before and After DHS Formation Federal Reserve Bank of New York
Industry Growth as a Result of DHS Chemical, biological, and radiological detection Border, rail, seaport, industrial, and nuclear plant security Computer and human resources experts Boat manufacturers for the Coast Guard Information and integrated technology companies Management consulting firms USA Today
The Department of Homeland Security and Maryland
DHS Employment OPM Employment Cubes
RESI Analysis of DHS Impacts on Maryland 2002-2010 Employment Labor Income Value Added to GDP
Maryland Procurement from DHS Procurement Contracts in 2009: $14,559,856,536 (U.S. total) $1,674,925,917 (Maryland total) 12% (Maryland share of U.S. total) Salaries and Wages in 2008: $12,333,918,562 (U.S. total) $255,569,717 (Maryland total) 2.1% (Maryland share of U.S. total) ChooseMaryland.org
Top 10 FY2010 DHS Contractors Government Security News 2011
Welcome to the Edward V. Badolato Distinguished Speaker Series Homeland security in 2011: A reflection of 10 years since 9/11
Maryland Higher Education Multi-year awards ranging between $10 million to $18 million Behavioral and sociological aspects of terrorism at the University of Maryland High consequence event preparedness and response at Johns Hopkins FAS.org
DHS and Cyber Security
Information Technology in Maryland From 2009-2014 government spending is expected to grow: 3.5% per year in general IT 8.1% a year in cyber security IT Employment Growth (2001-2008) - Maryland: +3.3% - National Average: -17.1% Computing Services in Maryland +7.2% employment increase in mid-recession 2009 - Highest growth rate in the nation Maryland Department of Business & Economic Development
Cyber Security and Maryland UMBC Maryland Department of Business & Economic Development
Federal Cyber Security Employment In Maryland Military Installation =1000 employees Maryland Department of Business & Economic Development
Please Welcome Our Keynote Speaker Dr. Lenora GantDeputy AssistantOffice of the Director of National Intelligence (ODNI)