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ACCEPTANCE IS A TOOL OF A STRONG HOMELAND DEFENSE
By Michael Breslin
Terrorism, extremism and transna- tional crime are at the forefront of international issues confronting America’s policy makers. This threat de- tracts from limited resources and affects the American psyche. The United States has expended great resources and human capital to defend its homeland and vital interests. Since former President George W. Bush declared war against terrorism, the US has applied its instruments of power to varying degrees of effectiveness in an effort to promote its national inter- ests, prevent terrorism, protect its citizens, and defend its homeland. The tragedy and lasting impact of the September 11, 2001 attacks against America are not sole- ly represented by the innocent lives lost that day; America itself awoke a differ- ent nation the morning after. The attacks struck at the core of America’s vital inter- ests. More importantly, they also struck at the center of every American’s perceived sense of safety and security.
The revolving nature of the extremist threat both foreign and homegrown dic- tates the development by the United States of new non-traditional counter measures. America’s strategic policy to combating extremism and terrorism is over a decade old. An area of great concern lies in the attitude of most Americans, the average citizen, towards these threats. A relative complacency has evolved over this last decade. Public and citizen awareness and acceptance of a new era is a strong tool in our nation’s homeland security frame- work that should not be overlooked.
Public acceptance that terrorist activity against the homeland will occur at some point, despite optimal efforts, past and present successes of its law enforcement, armed forces and intelligence communi- ties, is a necessary component of a robust homeland security strategy. American re- siliency is legendary. It is strong enough to provide a firm foundation upon which public acceptance of a new normal, as a tool against terrorists can be built.
Domestic challenges, economic down- turns and diminishing resources necessi- tate the re-examination of US homeland security and defense strategy. America has invested substantial amounts of resources and power towards defeating terrorism. However, the return on this investment is debatable and somewhat waning. Ex- tremism and terrorism are evolving and
will not be defeated in the traditional sense. There will be no peace negotiation between America and extremists, albeit foreign or domestic. We face an unconventional enemy with diffused sources of power and influence. A certain level of risk of attack to the United States will always be present and should be accepted by its citizenry. A false sense of safety is detrimental to homeland security and complacency contributes to this false sense.
It would appear dangerous for the American public to have unrealistic expectations of complete safety and security. These may lead to demands on the homeland security apparatus that are impractical, burdensome and costly, thereby potentially increasing the country’s vulnerabilities and risk exposure. Extremists and radicalized lone actors are empowered by the asymmetrical nature of this war and access to low cost technology. Globalization enables the communication, travel, financing, coordination and engagement of terrorist actions against America. The globalization process has exponentially extended terrorism’s reach, impact and projection of power. The rapidity of change, interconnectedness of the global economy and advances in information technology contribute to the terrorist’s actual and perceived exploitation of America’s vulnerabilities. Terrorists operate on the fringe of the international system. Their disregard for traditional modes of conduct enable their exploitation of the United States’ adherence to international mores, nation and individual rights, sovereignty, and the projection and use of all forms of power.
The potential loss of life and negative economic ripple effects of a terrorist act in America influences the psychology of the American public. Americans expect their government to protect them from all danger. This expectation is costly and unrealistic due to the enemy’s resiliency and dispersed level of power. Use of unconventional techniques and ability to employ countermeasures to traditional American manifestations of its national power require policy makers to re-think the nation’s strategic approach to homeland security and defense. In so far as the need for the public to be accurately informed as to whether terrorism poses an existential threat or not, the time for a change in public perception and level of acceptance of the threat posed by terrorism is past due.
Homeland security and advancement of US vital interests is extremely complex. It involves the acceptance, actions and collaboration of personnel across all branches of government. Foreign partnerships are also a vital element to any successful US strategic approach to the problem of extremism and terrorism. The financial expenditures and domestic policy tradeoffs involved add to this complexity. The United States has applied its instruments of national power to varying degrees of effectiveness in an effort to combat terrorism, as evidenced by the Iraq and Afghanistan wars and the creation of the Department of Homeland Security.
The years since the 9/11, attacks have taken a substantial toll on the United States. A toll measured in dollars spent, diminished economic prosperity, lives lost, alliances damaged, freedoms curtailed and a degrading of our nation’s collective sense of safety and comfort. It is impossible to define this current war on terror in conventional ways and similarly apply conventional methods against it. Decisive victory against extremism and terrorism is not possible given the nature of the enemy and America’s free society. Americans are not willing to sacrifice their values and transform the nature of America. Extremist ideology thrives on the ability to exploit the seams in the international system’s balance of power. The extremist uses cultural, religious and political differences to diffuse their base of power, financial and popular support.
The continued expenditure of America’s limited resources at the expense of its long-term economic footing is a cause for alarm. The revolving nature of the threat to the homeland, adaptability of the enemy and its use of asymmetrical tactics require America’s flexibility in both strategy and mindset. Public acceptance of a certain risk factor is perhaps an asymmetrical response to the fear sown by terrorism. Terrorism and extremist ideology do not pose a significant threat to America’s long-term viability. The terrorist threat however, is not one to discount.
The US should remain active in its counterterrorism initiatives and employ all elements of its national power against the network of terrorists dispersed across the world and towards those who would wreak havoc from within. The United States should continue to rely heavily on its military, diplomatic, informational, military and economic (DIME) power towards the implementation of its national security strategy. Military power, homeland security, and technological superiority may not be enough to safeguard American sovereignty. Equally vital to this relationship is the US judicial, law enforcement, public and private sector capabilities and resources. The US should employ asymmetrical forms of power and law enforcement techniques against homeland security threats. Strong national security is enhanced by a vigorous homeland security strategy. Having stated the need for a continued review of what has been part of the past, a revised homeland security strategy should incorporate a strong strategic information campaign aimed at educating the public and heightening their level of risk acceptance in relation to the resources supporting homeland security. America’s citizens, in both its public and private sector can be effective strategic partners in America’s efforts to defend its homeland and vital interests.
Vigilance and continued national focus on the prevention of attacks against the homeland is paramount. A clear understanding by the public that in all probHomeland security and advancement of US vital interests is extremely complex. It involves the acceptance, actions and collaboration of personnel across all branches of government. Foreign partnerships are also a vital element to any successful US strategic approach to the problem of extremism and terrorism. The financial expenditures and domestic policy trade-offs involved add to this complexity.
ability attacks will occur is an important piece of the homeland security puzzle. This honest, yet difficult dialogue between the individual citizen and government will help define more realistic societal expectations and aid in the process of realistic resource allocation. Presently there exists a stark gap between our nations’ total capacity and tolerance level of a terrorist attack on the homeland.
Prioritized funding is a part of a successful strategy against the threat of terrorism and how the United States should further address the issues at hand. If resourced properly and in recognizing the vital role that all citizens play in providing the type of support needed, America’s intelligence and law enforcement will be able to enhance their capability to leverage international partnerships with investigative techniques to identify and disrupt potential plots in America and abroad.
Policymakers must properly align America’s national security strategy with all realms of national power, of which, we simply as citizens make up a large percentage and have substantial power. The economic aspect of any terrorist threat and efforts to mitigate it are crucial. Al-Qaida’s original strategy to bankrupt the United States using low cost terrorist activities to illicit enormously expensive responses and cause huge negative impact on the American economy is an important lesson for all of us to learn. Policymakers should direct America’s power towards maintaining the economic viability of the US for the benefit of the global community.
With an anticipated acceptance and understanding that America and her citizens will likely be the victim of another terrorist act, it should be clear that the US must engage in a strategic communication campaign to educate this fact to its citizens and the need to be properly prepared. Regardless of whether the impact of an attack will pose a long-term existential threat to the US or its vital interests, the American public must fully understand the issues and prepare for the possible eventuality of a terrorist act. The conveyance of this message and acceptance is a long-term, but essential approach to homeland security.
Challenges to America’s security interests in a globalized environment render traditional methods to combat terrorism relatively ineffective from a cost and long-term benefit analysis. This is true because there can be no decisive victory against a decentralized enemy that is free from the constraints of any sovereignty and universally accepted behaviors. The interdependence of economic and political relationships across the globe exposes America’s vulnerabilities yet offers it endless opportunities. Public acceptance of both a threat and global alliances is a tool that can be used in furtherance of a safe, secure and prosperous nation.
Recognizing that homeland security is a complex challenge, involving the actions and collaboration of personnel across all branches of government, domestic concerns, economic downturns, limited resources, and partisan politics, necessitate the application of sound business practices throughout the federal government. The aftermath of the September 11, 2001 attacks not only revealed the vulnerability of the United States to terrorism, it also provided a conduit for a public call to action. Americans demanded an immediate and decisive federal response. It is against this backdrop that the Department of Homeland Security (DHS) was created.
The Homeland Security Act of 2002 led to the creation of DHS thereby merging twenty-two distinct agencies and over 220,000 federal civil servants under the jurisdiction of the new cabinet level agency. This unification was designed to contribute to a seamless methodology to homeland security and represents a means of security that requires total citizen support and funding, resulting in a more efficient and effective use of personnel, resources, and taxpayer funding.
The Department of Homeland Security operates in an environment of rapid change, increased risk, multidimensional threats, fiscal constraints, and competing demands. It has evolved over time to become one of the foremost law enforcement organizations in the areas of cyber crime, network intrusions, and critical infrastructure protection. A resilient America is not an option; rather it is a requirement in the aftermath of 9/11. Resiliency is a core principle in our nation’s National Strategy for Counterterrorism. Additionally, it should also serve as a foundation to our nation’s homeland defense and security strategy. Awareness of DHS requirements listed below, though public record may not be known by the average citizen. DHS plays an essential role in securing American national interests. Nevertheless, the Department must also compete for funding and public support in this tenuous environment. The financial expenditures and domestic policy trade-offs involved in the debate over the acceptable level of homeland security, is a rigorous one. The risks, direct and indirect costs of security add to this multifaceted national conversation. A cost benefit analysis of the billions of dollars and unaccounted human capital spent on homeland defense since 9/11 is exceptionally difficult to conduct.
The current risk based construct used by the DHS to prioritize security risks and
• 95,000 Miles of Shoreline • 5,500 Mile Border with Canada • 2,000 Mile Border with Mexico • 500 Million People Cross per Year • 127 Million Vehicles • 211,00 Vessels • 429 Commercial Airports • 829,000 Planes • 95% of US Imports Arrive by Sea • Critical Infrastructure – 52,000 “Items” • 170,000 Public Water Systems • 104 Commercial Nuclear Plants • 2,800 Power Plants • 66,000 Chemical Plants • 20,000 Miles of Major Railroads • 590,000 Highway Bridges • 11.5 Million Trucks • 2.5 Million Rail Cars • 2 Billion Miles of Telecommunications Cable • 2 Million Miles of Pipelines • 80,000 Dams • 87,000 Food-processing Plants • 361 Commercial Seaports; 750,000 Workers • 11 Million Import Containers
the level of applicable funding is subject to much variance. It is largely the effect of threat, vulnerability, and consequence as shown by the following simplified formula; (R=T x V x C ). 3 The apparent lack of appropriate metrics by which the DHS may measure the benefits gained from the preventive measures employed in completing their mission is a complex problem.
The difficulty in employing risk-based analysis for an informed homeland security and resource strategy is a thorny matter for the national leadership. Congressional leaders have demanded action in this regard. The proper balance between reduced financial costs of security with the provision of acceptable public protection is a delicate balance to strike. The problematic nature of linking resource decisions with threat based analysis due to the unavailability of the right metrics, information, and/or capacity is troublesome. The following excerpt describes this challenge: “. . . the data to make the risk equation work in the case of terrorism and other homeland security risks are practically never available. Consequently, in practice, risk management seems more symbol than science or art.” 4 Globalization has presented the United States a myriad of challenges, depicted by a world overflowing with complexity, hybrid threats, technological innovation, interconnectivity, and limited resources. There is an inherent tension between American’s desire for safety and security, the value placed on individual rights, and government responsibility to protect its citizens. The strain between homeland defense and privacy seems all-encompassing, influencing domestic and international policy, as well as budget priorities. Within the current domestic political and economic context, the public and its elected leaders must continue thoughtful debate over the amount, duration, and levels of funding for homeland defense initiatives. What remains in question is the long-term preference and funding commitment of homeland security by the American public and elected government officials. The transformation of DHS is difficult and time intensive. Its primary focus however is to secure America. It is entrusted with the immense task of securing 5 multiple facets of American society and its focal points of economic growth. Homeland defense and security resourcing decisions take place within a political context. The gap between actual risks versus the impact fear plays on the populace often result in an unbalanced approach to financial and resource allocation. Public opinion often rules the day over factual based risk assessment. Inconceivable, difficult and vastly unpopular homeland defense and security resourcing decisions require moral courage.
Although there are many contributing factors to a robust and effective homeland security strategy, one such facet should include an informed public. Every citizen is obligated to understand the threat our nation faces and strike the proper balance between debilitating fear and passive ignorance. Every American has a role to play in ensuring the safety and security of our nation; “protecting the nation is a shared responsibility and everyone can contribute by staying informed and aware of the threats the country faces. Homeland security starts with hometown security.” 6 Security is everyone’s responsibility. A resilient public is a vital component to a strong homeland defense. The challenge lies in how to adequately convey this message to the masses in a manner that does not cause widespread panic or dilute its significance with sensory and information overload. This is where private sector companies play a crucial role. It is in the best interests of the private sector to ensure they operate in a secure and safe environment. Both which are contributing factors in business development and profit earnings. A simple three-pronged approach by NDTA members is suggested, utilizing homeland security programs and resources that are readily available and in many cases used with much success. This tactic incorporates a Proactive Security Strategy, Education/Awareness Programs and Public Private Partnerships.
1PROACTIVE SECURITY STRATEGY The premise to this approach is the core belief that safety and security is a collective responsibility which encompasses more than just law enforcement and military personnel. Security, although a primary function of the public sector, is only improved when all stakeholders; private sector employees and average citizens view it as an integral part of their lives, one for which they play a critical role. Safety and security, implemented as an enterprise wide approach as opposed to the traditional stove piped one is part of a proactive security strategy.
Associations with federal, state, local, community and academic groups will help provide NDTA members additional tools, resources and information required to adequately prepare and educate its workforce for incidents of terrorism and violence. This proactive approach of engagement and education will aid in the effort to strengthen employee resilience.
The threat to homeland security is a dispersed and an eternally present fact of reality. Corporate security programs would benefit from a shift towards a more consolidated and cohesive strategy. An element of employee participation is important to the success of any safety and security strategy. Employees and the companies for which they work all share a vested concern; namely the health, safety and security of the environment in which they live and work. This stakeholder mentality should be a guiding principle in all NDTA member safety and security programs.
A proactive and comprehensive program should obtain employee consensus and instill in them, regardless of status within the organization, a sense of ownership and personal interest in relevant safety and security issues. Corporate social responsibility principles utilized by many successful companies provide an example by which NDTA members may integrate their safety and security programs into an enterprise wide business model. The understanding and acceptance of individual responsibilities and the collective repercussions for failure to implement such, are significant tools from which a private sector’s proactive security strategy may rely. This approach to security necessitates the strategic methodology of the active and effective engagement with internal and external corporate partners.
Comprehensive security risk assessments should be conducted, regardless of the size and scope of the business. These risk assessments should identify threats and potential adverse impacts to the company and/or employee. Companies should raise the awareness of the importance of their proactive safety and security programs. Sustainable measurements should be established and executed to help ensure program effectiveness.
Lastly, NDTA members may benefit from the establishment of Threat Man-
agement Units (TMU) utilized by many law enforcement agencies. This proactive approach to safety and security encompasses both intelligence and investigative gathering techniques to identify, evaluate and mitigate threats to the workforce. A successful TMU will incorporate a training aspect to its core functions, one that teaches employees to recognize signs of workplace stressors and potential violence.
2EDUCATION/AWARENESS PROGRAMS If employed properly, companywide education programs will help raise awareness of the threats faced by not only the nation but also the specific industry, community and individual. They will also help change public perception and build resilience. In an open society, threats often hide in plain view. The threats posed by terrorists, selfradicalized individuals or lone actors are plenty and influence all facets of society. It is for this reason, the need to educate the public of the existence and prevalence of these emerging threats is so important. The shortage of funding and personnel is a common concern among both the public and private sector. One way to help close this gap is with effective partnerships and training.
Proactive safety and security programs should incorporate employee awareness programs on issues ranging from active shooter training, work place violence, homegrown violent extremists and white supremacy groups, to lessons learned from terrorist attacks both domestic and abroad. The distribution of companywide newsletters, fliers, power point presentations and electronic bulletins, which contain topics germane to safety and security, with helpful links to government wide and local resources, would aid in the overall education and building a resilient workforce. Two resources worthy of mention which should be viewed by NDTA members for potential replication in their security and safety programs is the United States Army’s Ready and Resilient Campaign 7 and employee training on Suspicious Activity Reporting (SAR).
The Army has invested considerable resources into the formulation and implementation of a plan to build and sustain personal resilience across the Army enterprise. This campaign incorporates tools by which the Army may create a culture of personal resilience among its workforce, both soldiers and civilian. It includes the cultural and structural change required as well as the integration of personnel training and development programs each synchronized to help build a more resilient employee. So too, may NDTA members benefit from similar resilient training programs.
The second notable resource available to NDTA members is the Nationwide SAR Initiative (NSI) 8 . This is a collaborative effort between the United States Department of Justice, United States Department of Homeland Security, state and local law enforcement. A key component of this initiative is the availability of training, educational resources and networking opportunities between government and the private sector. An example of a helpful product published by the NSI is two-page bulletin entitled “10 Ways to Integrate Suspicious Activity Reporting into Your Agency’s Operations 9 .” This document outlines ten simple ways NDTA members may enhance their safety and security programs and in the process, help build a more resilient workforce.
The efficiency and cost effectiveness of corporate security programs will improve if employees across all departments receive training on observable indicators that may be signs of suspicious or unusual activity. The timely recognition of these signs will help in providing a more secure community, place of business and homeland.
3PUBLIC-PRIVATE PARTNERSHIPS The third and final course of action proposed is the supplementing of NDTA member safety and security programs with the full advantages of robust partnerships with both private and public sector counterparts. The expansion and proper utilization of public-private partnerships (PPPs) is a compelling safety and security tool. This tool is effective when used to strike against the myriad of threats to the homeland.
PPPs can also leverage quite effectively and efficiently, the combined resources, personnel and expertise of many at both the operational and strategic level, for the sole use and benefit of corporate members. The combination of financial constraints, limitless threat environment and in some cases unrealistic public expectations, only serves to stress the exigency for the utilization of PPPs.
Public-private partnerships offer a streamlined approach by which government and private sector industry collaborate towards the mitigation of security threats. This pro vides for cost savings and increased efficiencies. Thereby, a safety and security program that is fully engaged in the PPP model, simultaneously contributes to the organization’s return on investment. NDTA member safety and security programs can reap the benefits and increase employee resilience from partnerships with multi-disciplinary entities to include academia, local and community organizations.
The strategic and economic importance of the nation’s critical infrastructure and the prevalence of private sector ownership, estimated at 85% 10 , makes the use of PPPs a safety and security necessity. The lines between homeland defense and security often intersect, thereby making PPPs a vital instrument of national security.
NDTA member safety and security programs that incorporate a goal of maintaining a resilient workforce have a variety of successful PPP models from which to emulate. The growing interest and early success of the business-oriented Emergency Operations Centers (BEOC) model serves as one such example. The Federal Emergency Management Agency (FEMA) currently leads this enhanced and innovative effort. 11 This collaboration between the government and private sector partners offers an ideal forum by which industry specific information is shared, mutually beneficial and cooperative relationships developed, local capacity and resilience for dealing with the onset and aftermath of disasters strengthened.
Academia and the business community developed the BEOC concept. Its applicability and appeal to NDTA members is the fact that it operates on a computer-generated platform. Information and services provided virtually offer a broader reach. This is a cost effective method of the publicprivate partnership approach. 12 The BEOC model offers the private sector an opportunity to strengthen employee resilience.
NDTA member safety and security capabilities can be augmented by the value obtained from information sharing, situational awareness and best practices. The utilization and commitment to the public-private partnership concept will enable NDTA members to maintain and strengthen cross agency and sector cooperation. Once pre-established prior to terrorist or emergency events, these developed partnerships will pay huge dividends.
None of the three techniques briefly described above; proactive security strategy, education and public-private partnerships are mutually exclusive. They work better if used in tandem, each one reinforced by use of the other. Complacency towards the threat faced by the nation poses a danger to homeland security. Public perception and acceptance in the wake of terrorist threats against the homeland can either hinder or strengthen the nation’s collective vulnerability. The first most crucial step
Public perception and acceptance in the wake of terrorist threats against the homeland can either hinder or strengthen the nation’s collective vulnerability. The first most crucial step in this regard is acceptance that although vigilance and preparation are paramount, terrorist activity will in fact strike again.
in this regard is acceptance that although vigilance and preparation are paramount, terrorist activity will in fact strike again.
In the decade since the September 11, 2001 attacks, a paradigm shift has occurred. The potential for imminent terrorism against the homeland or America’s interests abroad is the new normal. Throughout American history, resiliency is what enabled the country to sustain countless obstacles, however devastating, rebuild and emerge stronger than before. Resiliency is the lifeblood of the nation. This resilient spirit will enable America to absorb and overcome any setback. American values, its core principles and way of life will persevere. DTJ Homeland Security Spending in US Cities. Washington, DC. December 2012.
Diebel, Terry L. Foreign Affairs Strategy: Logic for American Statecraft. New York: Cambridge University Press, 2007.
Global Trends 2025: A Transformed World, National Intelligence Council, Office of the Director of National Intelligence, November 2008. www.dni.gov/nic/NIC_2025_project.
National Security Strategy, Washington, The White House, May 2010.
National Strategy For Counterterrorism, Washington, The White House, June 2011
O’ Hanlon, Michael E. Budgeting for Hard Power. Washington, D.C.: Brookings Institution Press. 2009: pp. 101-125.
Quadrennial Homeland Security Review (QHSR), Executive Summary. Department of Homeland Security. February 2010. pp. i-iv. www.dhs.gov/xlibrary/assets/
Quadrennial Homeland Security Review Report: A Strategic Framework for a Secure Homeland. February 2010. pp.1- 77.http:// www.dhs.gov/xlibrary/assets/QHSRreport.pdf
United States Army’s Ready and Resilient Campaign Summary, March 2013, pp. 1-15. http://usarmy.vo.llnwd.net/e2/c/ downloads/285588.pdf
United States Department of Homeland Security, Federal Emergency Management Agency, National Business Emergency Operations Center Fact Sheet, September 2013. http://www.fema.gov/media-librarydata/20130726-1852-25045-2704/fema_ factsheet_nbeoc_final_508.pdf
United States Department of Homeland Security, Federal Emergency Management Agency, National Partnership-Business Emergency Operations Center Alliance. http://www.fema.gov/pdf/privatesector/ beoc_partnership.pdf
United States Department of Homeland Security Overview fact Sheet, DHS 101: Awareness Forum. http://www.dhs.gov/ xlibrary/assets/qhsr_report.pdf.
BIBLIOGRAPHY Bellavita, Christopher. Changing Homeland Security: Twelve Questions from 2009. Homeland Security Affairs, Volume VI, NO. 1. January 2010. pp. 1-16.
Busch, Nathan E., and Austen D. Givens. “Public-Private Partnerships in Homeland Security: Opportunities and Challenges.” Homeland Security Affairs 8, Article 18 (October 2012) http://www.hsaj. org/?article=8.1.18
Coburn, Tom. Member, Homeland Security and Governmental Affairs Committee: Safety At Any Price: Assessing the Impact of United States Department of Homeland Security: Implementing 9/11 Commission Recommendations, Progress Report 2011. P6. http://www.dhs.gov/xlibrary/assets/ implementing-9-11-commissionreport.pdf
Williams, Cindy. “Strengthening Homeland Security: Reforming Planning and Resource Allocation” (Washington, DC: IBM Center for the Business of Government, 2008). pp. 1-48. http://www.businessofgovernment.org/ sites/default/files/Willimas BOG.
Nationwide SAR Initiative. http://nsi.ncirc. gov/(X(1)S(onklp4n24adk1q0ebonz1wz2))/ default.aspx Nationwide SAR Initiative, 10 Ways to Integrate Suspicious Activity Reporting into Your Agency’s Operations, March 2013. http://nsi. ncirc.gov/(X(1)S(lldda1tpnevylwgxsix2kyvj))/ documents/10_Ways_to_Integrate_SARInto_ Your_Agencys_Operations.pdf
Trindal, Joseph. “A Major Step Forward: Private Sector Resilience Coordination” (Domestic Preparedness.Com, July 24, 2013.) http://www. domesticpreparedness.com/Industry/Private_ Sector/A_Major_Step_Forward%3A_Private_ Sector_Resilience_Coordination/
END NOTES 1 Williams, Cindy. “Strengthening Homeland Security: Reforming Planning and resource Allocation” (Washington, DC: IBM Center for the Business of Government, 2008). pp. 1-48. www.businessofgovernment.org/sites/ default/files/Willimas BOG.pdf 2 National Strategy For Counterterrorism, Washington, The White House, June 2011 3 Bellavita, Christopher. Changing Homeland Security: Twelve Questions From 2009. Homeland Security Affairs, Volume VI, NO 1. January 2010. pp. 1-16. 4 Ibid. p. 4. 5 United States Department of Homeland Security Overview fact Sheet, DHS 101: Awareness Forum. http://www.dhs.gov/ xlibrary/assets/qhsr_report.pdf. 6 United States Department of Homeland Security: Implementing 9/11 Commission Recommendations, Progress Report 2011. P6. http://www.dhs.gov/xlibrary/assets/ implementing-9-11-commissionreport.pdf 7 United States Army’s Ready and Resilient Campaign Summary, March 2013, pp. 1-15. http://usarmy.vo.llnwd.net/e2/c/ downloads/285588.pdf 8 Nationwide SAR Initiative http://nsi.ncirc.gov/ (X(1)S(onklp4n24adk1q0ebonz1wz2))/ default.aspx 9 Nationwide SAR Initiative, 10 Ways to Integrate Suspicious Activity Reporting into Your Agency’s Operations, March 2013. http://nsi. ncirc.gov/(X(1)S(lldda1tpnevylwgxsix2kyvj))/ documents/10_Ways_to_Integrate_SAR_Into_ Your_Agencys_Operations.pdf 10 Busch, Nathan E., and Austen D. Givens. “Public-Private Partnerships in Homeland Security: Opportunities and Challenges.” Homeland Security Affairs 8, Article 18 (October 2012). http://www.hsaj. org/?article=8.1.18 11 United States Department of Homeland Security, Federal Emergency Management Agency, National Business Emergency Operations Center Fact Sheet, September 2013. http://www.fema.gov/media-librarydata/20130726-1852-25045-2704/fema_ factsheet_nbeoc_final_508.pdf 12 United States Department of Homeland Security, Federal Emergency Management Agency, National Partnership-Business Emergency Operations Center Alliance. http://www.fema.gov/pdf/privatesector/ beoc_partnership.pdf
Irvin Varkonyi, President, NDTA DC Chapter ivarkonyi@scopedu.com
The NDTA-USTRANSCOM Meeting, held in St. Louis, MO the past two years will be held in Washington, DC September 28-30, 2015. It will feature a continuation of the successful meeting model implemented with USTRANSCOM as well as new programs, including the inaugural NDTA University consisting of professional development sessions and higher education presentations. The program will leverage a variety of resources within the military, professional associations, and universities with the goal of enhancing awareness of the latest developments in education and training in supply chain and travel management.
NDTA University is in its preliminary planning stage. A variety of topics covering cargo and passenger subjects is expected to be developed. Unlike general sessions that you’ve seen at past meetings, NDTA University sessions will be interactive miniworkshops with an instructor or team of instructors. The topics chosen will appeal to Action Officers and senior leaders who we expect will direct subordinates to attend these sessions because of the benefit to attendees and their respective Services. In part, NDTA University will replace NDTA’s Defense Travel and Government Transportation (DTGT) Meeting, which will not be held this year. To recognize the time which will be required by attendees, NDTA will seek sponsorship from a university to award Continuing Education Units (CEUs) to attendees. A CEU is a unit of credit equal to about ten hours of participation in an accredited program designed for professionals with certificates or licenses to practice various professions. A CEU will be important for those attending the NDTA-USTRANSCOM Fall Meeting in fulfilling current or future credential programs.
The NDTA University will be aligned with the NDTA-USTRANSCOM Fall Meeting’s theme, “Delivering Readiness Amid Risk—Together.” Potential topics may include: optimizing operational performance while minimizing operational vulnerability; collaboration among stakeholders and others; determining how we expect suppliers to execute DOD contracts in a resource constrained environment and when faced with global competition; understanding the means by which a supplier trades off security for lower cost or more efficiency with greater vulnerability; determining the costs for the optimum solution.
There are many organizations available to hold sessions at NDTA University. For cargo movements, these may include: • Center for Joint and Strategic Logistics – based at National Defense University with LTG (Ret.) Chris Kelley replacing the retiring LTG (Ret.) Chris Christianson. • Office of the Secretary of Defense – how do new DOD programs apply to the transportation and logistics industry? • Society of Logistics Engineers – SOLE offers certifications to the active duty and civilian government workforce. • Defense Acquisition University – DOD’s premier institution to train and educate the defense acquisition workforce. • Institute of Defense and Business – based at the University of North Carolina, this is a longtime provider of executive education programs for the DOD. • Penn State University – leading university awarding supply chain degrees and offering executive education programs to DOD. • APICS DC Metro – affiliated with APICS, the Association for Operations Management, offers industry leading certification programs in supply chain management and production/inventory management. • University of Maryland – another leading university awarding supply chain degrees and housing the Department of Homeland Security’s National Consortium for the Study of Terrorism and Responses to Terrorism.
For passenger and travel education, potential organizations may include: • Defense Travel Management Office – the DOD Center for Travel Excellence can cover new programs’ operational requirements. • General Services Administration – GSA Travel Training, offered around the country, can review the components of its training programs. • Wharton Global Professional Leadership Program – provides the only master’s-level accredited course offered within the business travel industry.
We welcome our DTJ readers’ additional suggestions for programs and/or topics to be covered at NDTA University. We expect there may be additional programs at NDTA University which will benefit young professionals. NDTA sponsors mentor/protégé programs at various chapters, the largest of which is the DC chapter with over 40 mentors and protégés, who gather monthly at the offices of Maersk Shipping. How do young professionals, be they active duty or civilian, develop their career paths? This and other questions can be offered at NDTA University.
The NDTA University reflects NDTA’s and USTRANSCOM’s commitment to ensure a well-trained, professional workforce. This is a unique opportunity at the Fall Meeting for active duty, civilian, and commercial logistics and transportation professionals to engage in learning sessions which will enhance their collaboration and accomplishments in support of our warfighters. It’s not too early to block off these dates! DTJ
Costs are minimal, but the rewards are great! >> Contact NDTA for more information at 703-751-5011 or visit www.ndtahq.com <<
NDTA MEMBERSHIP Maybe you know someone who would like to join. The National Defense Transportation Association (NDTA) is a nonpolitical and non-profit educational Association composed of government, military, and industry professionals dedicated to fostering a strong and efficient global transportation and logistics system in support of national security. Membership in NDTA affords opportunities to serve and educate the community in your area of expertise as well as other special benefits.
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Young Leaders (35 years or younger) Gov (GS 10 & below)/ Military (Pay grade 03 & below + enlisted grades) Retired (Not employed) $15.00 – Students
Amount Remitted $ ____________________
Donation to the Foundation $____________________
CORPORATE MEMBERSHIP Corporate membership in NDTA provides increased exposure and networking opportunities for those companies wanting to do business with the US government or military. Membership should be a key part of any business plan where the defense and government transportation, travel, and logistics system is the target market.
When you join NDTA as a corporate member, your company’s executives will have the opportunity to share ideas with top military, government, and industry officials at NDTA events. These events are conducted and attended by high-level military decision-makers, defense and other government officials, and industry leaders—the individuals who are setting and influenc ing the transportation, travel, and logistics agenda for the future.
APPLICATION FOR MEMBERSHIP
Name
Position/Title
Organization
Mailing Address
City State Zip
Work Phone Email
Fax
Membership Type
$9,500.00 – Chairman’s Circle Plus
(Global or national company with multiple operating entities) $6,200.00 – Chairman’s Circle (Global or national operating company) $1,200.00 – Sustaining Member (National or Regional operating company) $550.00 – Regional Patron (Small Business or local operating company)
Amount Remitted $ ____________________
Donation to the Foundation $____________________
Check # ________
Card No.
Cardholder’s Name
Signature Discover Visa MasterCard American Express Check # ________ Discover Visa MasterCard American Express
Card No.
Expiration Date
Cardholder’s Name
Signature Expiration Date
C H A I R M A N ’ S C I R C L E
AAR CORP. + PLUS Agility Defense & Government Services + PLUS AIT Worldwide Logistics, Inc. + PLUS American Roll-on Roll-off Carrier (ARC) + PLUS APL Limited + PLUS Atlas Air Worldwide Holdings + PLUS Bennett Motor Express, LLC + PLUS Boyle Transportation, Inc. + PLUS CEVA Logistics + PLUS Choice Hotels International + PLUS FedEx + PLUS Final Mile Logistics + PLUS Hapag-Lloyd USA, LLC + PLUS Innovative Logistics, LLC + PLUS Interstate Moving | Relocation | Logistics + PLUS Landstar System, Inc. + PLUS Leidos + PLUS Liberty Global Logistics-Liberty Maritime + PLUS Maersk Line, Limited + PLUS National Air Cargo + PLUS Omni Air International + PLUS Panalpina + PLUS Panther Expedited Services, Inc. + PLUS Supreme Group USA, LLC + PLUS TOTE, Inc. + PLUS Universal Truckload Services, Inc. + PLUS
Aeroscraft BNSF Railway Bristol Associates Crowley Maritime Corp. CSX Transportation DHL Global Forwarding Fikes Truck Line International Shipholding Corporation Lockheed Martin Matson Navigation Company Inc. National Air Carrier Association Norfolk Southern Corporation Ports America R & R Trucking Raith-CTS Logistics SAIC The Pasha Group U.S. Bank Union Pacific Railroad UPS
ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA
SUSTAINING MEMBERS
1-800-PACK-RAT A Team Logistics LLC AAT Carriers ABF Freight System, Inc. Accenture Federal Services Advantage Rent A Car Air Transport International, Inc. Airlines for America Albert Moving Al-Hamd International Container Terminal American Maritime Officers Army & Air Force Exchange Service ARTEMIS Global Logistics & Solutions Arven Services, LLC Associated Global Systems Atlas International ATS Specialized, Inc. Avis Budget Group aVolt Incorporated Baggett Transportation Company Barling Bay, LLC Best Western International Bollore Africa Logistics C.L. Services, Inc. C2 Freight Resources, Inc. Carlson Rezidor Hotel Group CGI Chalich Trucking, Inc. Chamber of Shipping of America Coyne Airways Coyote Logistics, LLC Crane Worldwide Logistics, LLC CRST Logistics, Inc. Cubic Global Tracking Solutions, Inc. CWT SatoTravel DAMCO Delta Air Lines DHL Express Echo Global Logistics, Inc. Engility Corporation Enterprise Database Corporation Estes Forwarding Worldwide, LLC Executive Moving Systems, Inc. Express-1, Inc. FlightSafety International Fluor FMN International, Inc. GE Aviation General Dynamics/American Overseas Marine GeoDecisions Greatwide Truckload Management Green Valley Transportation Corp. Hertz Corporation Hilton Worldwide Horizon Lines, LLC Hub Group, Inc. IBM Institute of Hazardous Materials Management Intercomp Company Intermarine, LLC Intermodal Association of North America (IANA) International Auto Logistics International Longshoremen’s Association (ILA), AFL-CIO International Organization of Masters, Mates & Pilots J. B. Hunt Transport, Inc. Kansas City Southern Keystone Shipping Co. KGL Holding Knight Transportation Kuehne + Nagel, Inc. Labelmaster LMI Lockheed Martin Aeronautics Logistic Dynamics, Inc. M2 Transport Marine Engineers’ Beneficial Association Martin Logistics Incorporated Mayflower Transit McCollister’s Transportation Systems, Inc. McLane Advanced Technologies Menlo Worldwide Logistics Mercer Transportation Company National Van Lines, Inc. Network FOB, Inc. Northern Air Cargo Inc. Ocean Shipholdings, Inc. Omega World Travel Omnitracs, LLC One Network Enterprises, Inc. ORBCOMM Pilot Freight Services PODS Port of Beaumont Port of San Diego Posidon Pratt & Whitney Preferred Systems Solutions, Inc. Prestera Trucking, Inc. Priority Solutions International Priority Worldwide Services Ramar Transportation, Inc. Roadrunner Transportation Systems Savi SBA Global Logistic Services Seafarers International Union of N.A. (SIU NA) Sealed Air Corporation Sealift, Inc. Secured Land Transport SEKO Logistics SkyLink Air & Logistic Support (USA) II, Inc. Southern Air Southwest Airlines Co. SRA International, Inc. Teradata Corporation Textainer Equipment Management (U.S.) Limited Titan Services TQL Transportation Institute Transportation Intermediaries Assn. (TIA) Transportation Management Services Travelport Tri-State Motor Transit Co. (TSMT) TTX Company Tucker Company Worldwide, Inc. United Airlines United Van Lines, Inc. UniTrans International, Inc. USA Jet Airlines UTi Aerospace and Defense Group Volga Dnepr Airlines Winston & Strawn LLP Women In Trucking Association, Inc.
REGIONAL PATRONS
Acme Truck Line, Inc. AFBEN, Inc. Agile Defense, Inc. Airbus Group, Inc. Alaska Marine Lines Alaska West Express American Moving & Storage Association American Trucking Associations Amyx Association of American Railroads Boeing Company C5T Corporation CakeBoxx Technologies Cargo Experts Corp. Cavalier Logistics CeLeen LLC Ceres Terminals Incorporated CGM-NV a NovaVision Company Chapman Freeborn Airchartering Chassis King, Inc. Crystal Forwarding Dalko Resources, Inc. DPRA, Inc. Enterprise Holdings Enterprise Management Systems Europcar Car & Truck Rental FlightWorks Fox Rent A Car Hanjin Intermodal America, Inc. Hospitality Logistics International JAS Forwarding John D. Odegard School of Aerospace Sciences Kalitta Charters, LLC LMJ International Logistics, LLC M/S Securlog (Private) Limited, Pakistan MacGregor USA, Inc. MCR Federal, LLC Mi-Jack Products Military Sealift Command (MSC) Miramar Transportation Naniq Global Logistics LLC National Motor Freight Traffic Association, Inc. NCI Information Systems, Inc. NFI North Carolina State Ports Authority Oakwood Worldwide Overdrive Logistics, Inc. Overwatch, Inc. (a division of Avalon Risk Management) Owner-Operator Independent Drivers Association Pak Shaheen Freighters (Pvt) Ltd. Patriot Contract Services, LLC Philadelphia Regional Port Authority PITT OHIO Port of Port Arthur Portus Reckart Logistics, Inc. REUSA-WRAPS Reusable Logistics Solutions, LLC Seabridge, Inc. Seatac Marine Services Southeast Vocational Alliance TechGuard Security Tennessee Steel Haulers The Cartwright Companies Trailer Transit, Inc Trans Global Logistics Europe GmbH TRI-STATE Expedited Service, Inc. Utley, Inc. YRC Freight
Start Everything Finish Nothing
Start Everything Finish Nothing: The Curse of Modern Management by Rolfe G. Arnhym (Digalign, LLC, 2014), ISBN-13: 9780990979807, 206 pages, Paperback $16.19. I n what is being recalled as the largest peacetime troop movement of its time, retired US Army LTC Rolfe G. Arnhym successfully transferred more than 10,000 officers, men, cadets, midshipmen, relatives, supporters, and officials when he conceived and executed the first relocation of the Army-Navy football game across the nation from Philadelphia to the Rose Bowl in Pasadena, CA.
In his new book, “Start Everything Finish Nothing: The Curse of Modern Management,” Arnhym documents for the first time a full case study of the inaugural movement of the Army-Navy game out of Philadelphia in 1983—a tradition that continues to this day when the game is played in a venue outside Philadelphia every five years. “It had never been done before,” commented Arnhym, a 1953 graduate of the US Military Academy at West Point, NY. “But, as military officers are taught, that did not mean it could not be done. So, we did it.”
The retired infantry officer, who commanded the successful defense of Danang, Vietnam during the Tet Offensive in 1968, is at the peak of a lifelong career as an executive leader in business and government. As CEO of the Pasadena, CA, Chamber of Commerce, Arnhym was the first to conceive the idea of moving the game out of Philadelphia in 1983.
Today, he is a Chair at Vistage, the national, highly-acclaimed leadership development organization with more than 18,000 members in businesses ranging from entrepreneurial startups to established firms with revenues in the billions. “He had the vision, developed the plan, and made it work,” commented US Army COL (Retired) Wesley Gillman, recalling how he participated in the historic event as a cadet at West Point. “This should not come as any surprise—he has been doing this for his entire life.”
Written in a fast-paced, energetic, commanding style that reflects the personality of the author, Arnhym’s book details how he applied classic leadership skills to achieve exceptional levels of accountability and dedication leading to organizationwide execution that ultimately resulted in achievement of all objectives—lessons every leader can appreciate and emulate. The 14-chapter, 206-page soft-cover book is available at Amazon.com, or can be ordered directly from the author at http://starteverythingfinishnothing.com/. You can also visit the author on Facebook at www.facebook.com/starteverythingfinishnothing. DTJ
DTJ INDEX OF ADVERTISERS
APL.................................................... 5
ARC.................................................... 2
Bennett...........................................C2
Budget............................................. 11
FedEx...............................................C4
Landstar..........................................C3
continued from page 13
distribution functions. It’s time now to add to that definition—Congress is also part of the enterprise because of the key role they play in setting policies and enacting laws which chart the course for the future. Engaging with Congress as partners in the enterprise at the right time and place, and with the right focus, will strengthen relationships and increase the likelihood of legislative success. DTJ
The views expressed in this article are that of the author and do not reflect the views of the Department of Defense or the US Government.
enrolled in the course that consists of 106 modules. The course takes time and effort to complete, especially when juggling the education with daily job requirements. Soldiers expressed enthusiasm about the possibility of gaining credentials and having a desirable and welcoming career field to enter upon transitioning.
Benefits for the military Services are significant. Soldiers receive best of industry training and credentials along with increased knowledge of technical tasks. Credentials are entered as a part of a soldier’s permanent military records and provide a potential career path. The career path can be both personally and professionally rewarding. A recent survey shows that average salaries in the industry are quite competitive: • Certified Export Specialist: $50,000 3 • Export Manager: $67,000 4 • Certified Customs Specialist: $54,000 5 • Customs Manager: $62,000 6 • Senior Manager Export Controls: $82,000 7
Working together on the initiative, the NEI and NDTA see great potential for the industry and the military. Both organizations are working through the administrative mazes to learn how the programs can be recognized by the Department of Defense and Veterans Administration to allow Tuition Assistance and GI Bill funds to be applied to NEI training and certification tests. This could accelerate the program’s interest as the industry’s talent gap can tap the potential of dedicated and talented Service members who are entering a new phase in their careers. Adding high quality talent to the available talent pool is a winning situation for all concerned. DTJ
1 Georgia Center of Innovation for Logistics, “The Logistics of Education and the Education of Logistics: Exploring Supply and Demand of the Logistics Workforce,” October 30, 2012. 2 http://www.logisticsmgmt.com/article/30th_ annual_salary_survey_reeling_in_the_talent 3 http://www.simplyhired.com/salaries-kcertified-export-specialist-jobs.html 4 http://www.simplyhired.com/salaries-kexport-manager-jobs.html 5 http://www.simplyhired.com/salaries-kcertified-customs-specialist-jobs.html 6 http://www.simplyhired.com/salaries-kcustoms-manager-jobs.html 7 http://www.simplyhired.com/salaries-ksenior-manager-export-controls-jobs.html
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