Organizations and Departments

Question 1

UPI

Answer 1

UPI is a news organization that delivers the latest headlines from around the world: Top News, Entertainment , Health, Business, Science and Sports News - United Press International

Question 2

OIC

Answer 2

Organization of the Islamic Conference

The Organisation of Islamic Cooperation (OIC; Arabic: منظمة التعاون الإسلامي‎; French: Organisation de la coopération islamique, OCI) is an international organisation founded in 1969 consisting of 57 member states. The organisation states that it is “the collective voice of the Muslim world” and works to “safeguard and protect the interests of the Muslim world in the spirit of promoting international peace and harmony”.

The OIC has permanent delegations to the United Nations and the European Union. The official languages of the OIC are Arabic, English and French.

Question 3

CSM or Christian Science Monitor

Answer 3

The Christian Science Monitor (CSM) is an international news organization that delivers global coverage via its website, weekly magazine, daily news briefing, email newsletters, Amazon Kindle subscription, and mobile site. It was started in 1908 by Mary Baker Eddy, the founder of the Church of Christ, Scientist. As of 2011, the print circulation was 75,052.[1]

The CSM is a newspaper that covers international and United States current events. The paper includes a daily religious feature on “The Home Forum” page, but states the publication is not a platform for evangelizing.[2]

On October 28, 2008, Editor John Yemma announced that the Monitor would discontinue its daily print version to focus on web-based publishing. Instead of a daily print edition, CSM would publish a weekly news magazine with an international focus.

Question 4

Al Jazeera

Answer 4

Al Jazeera (Arabic: الجزيرة‎ al-ǧazīrah IPA: [æl dʒæˈziːrɐ], literally “The Island”, abbreviating “The Arabian Peninsula”), also known as Aljazeera and JSC (Jazeera Satellite Channel), is a Doha-based broadcaster owned by the Al Jazeera Media Network, which is funded by the House of Thani, the ruling family of Qatar. Initially launched as an Arabic news and current affairs satellite TV channel, Al Jazeera has since expanded into a network with several outlets, including the Internet and specialty TV channels in multiple languages. Al Jazeera is accessible in several world regions. Al Jazeera is owned by the government of Qatar. While Al Jazeera officials have stated that they are editorially independent from the government of Qatar, this assertion has been disputed. Al Jazeera was the subject of a split in the Gulf Cooperation Council that prompted the UAE, Saudi Arabia and Bahrain to recall their ambassadors from Qatar on 5 March 2014.

The original Al Jazeera channel’s willingness to broadcast dissenting views, for example on call-in shows, created controversies in the Arab States of the Persian Gulf. The station gained worldwide attention following the outbreak of war in Afghanistan, when it was the only channel to cover the war live, from its office there.

In the 2000s, the network was praised by the Index on Censorship for circumventing censorship and contributing to the free exchange of information in the Arab world, and by the Webby Awards, who nominated it as one of the five best news web sites, along with BBC News, National Geographic and The Smoking Gun.

Question 5

CDC

Answer 5

Centers for Disease Control and Prevention

CDC works 24/7 with state and local health departments to save lives and safeguard communities from public health threats. When states are prepared to detect or respond rapidly to threats, communities are better protected. CDC plays a critical role in preparing states because of its unique expertise in responding to infectious, occupational, or environmental incidents.

CDC’s Office of Public Health Preparedness and Response leads the agency’s preparedness and response activities by providing strategic direction, support, and coordination for activities across CDC as well as with local, state, tribal, national, territorial, and international public health partners. CDC provides funding and technical assistance to states to build and strengthen public health capabilities. Ensuring that states can adequately respond to threats will result in greater health security; a critical component of overall U.S. national security.

Question 6

PHPR

Answer 6

The Office of Public Health Preparedness and Response (PHPR) is committed to strengthening the nation’s health security by saving lives and protecting against public health threats, whether at home or abroad, natural or man-made.

Health security depends on the ability of our nation to prevent, protect against, mitigate, respond to, and recover from public health threats. To ensure that, PHPR supports our state, local, tribal, and territorial partners by providing funding, building capacity, offering technical assistance, and championing their critical role in protecting the public’s health.

Question 7

Describe the DEO (The Division of Emergency Operations) in relation to the CDC and the PHPR . . .

Answer 7

The Division of Emergency Operations (DEO)

Responsible for overall coordination of CDC’s preparedness, assessment, response, recovery, and evaluation prior to and during public health emergencies.

Responsible for the CDC Emergency Operations Center, CDC’s command center for monitoring and coordinating CDC’s emergency response to public health threats in the United States and abroad.

Staffed around the clock, the EOC provides worldwide situational awareness and coordinates CDC’s preparedness, assessment, response, recovery, and evaluation for public health emergencies.

Question 8

Describe the DSLR (The Division of State and Local Readiness) in relation to the CDC and the PHPR . . .

Answer 8

The Division of State and Local Readiness (DSLR)

Manages the Public Health Emergency Preparedness (PHEP) Cooperative Agreement, which supports preparedness nationwide in state, local, tribal, and territorial public health departments.

As of 2002, PHEP has provided nearly $9 billion to public health departments to upgrade their ability to effectively respond to the public health consequences of all hazards, including infectious diseases, natural disasters, and biological, chemical, nuclear, and radiological events.

The cooperative agreement currently funds 62 awardees including all 50 states, eight U.S. territories and freely associated states, and four localities.

Question 9

Describe the DSNS (The Division of Strategic National Stockpile) in relation to the CDC and the PHPR . . .

Answer 9

The Division of Strategic National Stockpile (DSNS)

Delivers critical medical assets to the site of a national emergency.
Manages and maintains the Strategic National Stockpile (SNS), the national repository of critical medicines and medical supplies established to protect the American public if there is a public health emergency severe enough to cause state and local supplies to run out. DSNS procures, stores, and delivers these resources across the U.S.
Provides technical assistance to state and local sites to prepare for emergencies and when SNS resources are deployed.

Question 10

Describe the DSAT (The Division of Select Agents and Toxins) in relation to the CDC and the PHPR . . .

Answer 10

The Division of Select Agents and Toxins (DSAT)

Oversees the Federal Select Agent Program, which regulates all entities that possess, use, and/or transfer biological agents or toxins that could pose a severe threat to public health and safety. Select agents include the bacteria that cause anthrax and plague and the virus that causes smallpox.
Ensures compliance with select agent regulations by providing guidance to registered entities and conducting evaluations and inspections.

Question 11

TSA

Answer 11

The TSA or Transportation Security Administration was created to strengthen the security of the nation’s transportation systems and ensure the freedom of movement for people and commerce. TSA uses a risk-based strategy and works closely with transportation, law enforcement and intelligence communities to set the standard for excellence in transportation security.

Mission
Protect the Nation’s transportation systems to ensure freedom of movement for people and commerce.

Vision
Provide the most effective transportation security in the most efficient way as a high performing counterterrorism organization.

Core Values
Integrity. Innovation. Team spirit.

Question 12

VIPR

Answer 12

VIPR or Visual Intermodal Prevention and Response teams, randomly reinforce the security present at busy transportation hubs or during periods of peak traffic.

A Visible Intermodal Prevention and Response team, sometimes Visible Intermodal Protection and Response (VIPR, or VIPER) is a Transportation Security Administration program. Various government sources have differing descriptions of VIPR’s exact mission. It is specifically authorized by 6 U.S.C. § 1112 which says that the program is to “augment the security of any mode of transportation at any location within the United States”. Authority for the program is under the Secretary of Homeland Security. The program falls under TSA’s Office of Law Enforcement. TSA OLE shares responsibility for the program with the Office of Security Operations and Transportation Sector Network Management.

The VIPR teams detain and search travelers at railroad stations, bus stations, ferries, car tunnels, ports, subways, truck weigh stations, rest areas, and special events. They also can deploy to deal with CBRNE/WMD (chemical, biological, radioactive, nuclear, and explosive weapons of mass destruction). They also inspect ships, containers, and vehicles.

Question 13

SAR

Answer 13

Suspicious Activity Reporting

Reporting of suspicious activity that may either be a terrorist act, a criminal act, or a non-criminal act considered a precursor to either a terrorist act or criminal act. A SAR may be filed by law enforcement, public safety personnel, owners of critical infrastructure or the general public. The report is the incident level event reported under the National SAR Initiative, a joint project of the United States Department of Justice and the United States Department of Homeland Security. It is run by the SAR Program Office in the Department of Justice. SARs are completed at the local, state or federal law enforcement level and shared with fusion centers who make the information available to local law enforcement agencies, United States Department of Justice and the United States Department of Homeland Security the FBI, the Department of Defense and private partners. Fusion centers have been criticized by a U.S. Senate Committee which found that the fusion centers often produced “irrelevant, useless or inappropriate intelligence reporting”

Question 14

IRTPA

Answer 14

Intelligence Reform & Terrorism Prevention Act

Intelligence Reform and Terrorism Prevention Act of 2004 (IRTPA) is a 235-page Act of Congress, signed by President George W. Bush, that broadly affects United States federal terrorism laws. In juxtaposition with the single-subject rule, the act is composed of several separate titles with varying subject issues.

Question 15

IC

Answer 15

Intelligence Community

Question 16

JTTF

Answer 16

Joint Terrorism Task Force

A Joint Terrorism Task Force (JTTF) is a partnership between various American law enforcement agencies that is charged with taking action against terrorism, which includes the investigation of crimes such as wire fraud and identity theft.

Question 17

ISE-PM

Answer 17

Program Manager - Information Sharing Environment

The role of the PM-ISE is to coordinate and facilitate the development of a network-centric ISE by focusing on standards and architecture, security and access, associated privacy protections, and best practices. The PM-ISE serves as a change agent and center for innovation and discovery in providing ideas, tools, and resources to mission partners who then apply them to their own agencies or communities.

IRTPA established the position of Program Manager to “plan for and oversee the implementation of, and manage the ISE,” and to be “responsible for information sharing across the Federal Government.”

Consistent with the direction and policies issued by the President, the DNI, and the Director of the Office of Management and Budget (OMB), the PM-ISE issues government-wide procedures, guidelines, instructions, and functional standards, as appropriate, for the management, development, and proper operation of the ISE. To better assist in ISE implementation activities, the Office of the PM-ISE has staff with experience in counterterrorism, homeland security, information sharing, technology, and policy at all levels of government.

Question 18

NCTC

Answer 18

National Counterterrorism Center

The National Counterterrorism Center (NCTC) was established by Presidential Executive Order 13354 in August 2004, and codified by the Intelligence Reform and Terrorism Prevention Act of 2004 (IRTPA). NCTC implements a key recommendation of the 9/11 Commission: “Breaking the older mold of national government organizations, this NCTC should be a center for joint operational planning and joint intelligence, staffed by personnel from the various agencies.”

NCTC serves as the primary organization in the United States Government (USG) for integrating and analyzing all intelligence pertaining to counterterrorism (except for information pertaining exclusively to domestic terrorism).

NCTC integrates foreign and domestic analysis from across the Intelligence Community (IC) and produces a wide-range of detailed assessments designed to support senior policymakers and other members of the policy, intelligence, law enforcement, defense, homeland security, and foreign affairs communities. Prime examples of NCTC analytic products include items for the President’s Daily Brief (PDB) and the daily National Terrorism Bulletin (NTB). NCTC is also the central player in the ODNI’s Homeland Threat Task Force, which orchestrates interagency collaboration and keeps senior policymakers informed about threats to the Homeland via a weekly update.

NCTC leads the IC in providing expertise and analysis of key terrorism-related issues, with immediate and far-reaching impact. For example, NCTC’s Radicalization and Extremist Messaging Group leads the IC’s efforts on radicalization issues. NCTC’s Chemical, Biological, Radiological, Nuclear Counterterrorism Group pools scarce analytical, subject matter, and scientific expertise from NCTC and CIA on these critical issues.

NCTC also evaluates the quality of CT analytic production, the training of analysts working CT, and the strengths and weaknesses of the CT analytic workforce. NCTC created the Analytic Framework for Counterterrorism, aimed at reducing redundancy of effort by delineating the roles of the IC’s various CT analytic components. NCTC also created a working group for alternative analysis to help improve the overall rigor and quality of CT analysis.

http://www.nctc.gov

Question 19

FOUO

Answer 19

For Official Use Only

Question 20

ORCON

Answer 20

Originator Control

Question 21

NIAC

Answer 21

National Infrastructure Advisory Council

The National Infrastructure Advisory Council (NIAC) shall provide the President through the Secretary of Homeland Security with advice on the security of the critical infrastructure sectors and their information systems. The council is composed of a maximum of 30 members, appointed by the President from private industry, academia, and state and local government.

http://www.dhs.gov/national-infrastructure-advisory-council

Question 22

DHS

Answer 22

Department of Homeland Security

Question 23

ITACG

Answer 23

Interagency Threat Assessment and Coordination Group

ITACG was established at the National Counterterrorism Center (NCTC) to help the Department of Homeland Security (DHS), the Federal Bureau of Investigation (FBI), and other agencies produce Federally-coordinated terrorism-related information products tailored to the needs of State, local, tribal, and territorial governments and private sector partners. ITACG-coordinated products are then disseminated through existing Federal agency channels.

Question 24

ODNI

Answer 24

Office of the Director of National Intelligence

Mission:
Click to view Mission Vision and Goals Poster
Lead Intelligence Integration.
Forge an Intelligence Community that delivers the most insightful intelligence possible.

Vision:
A Nation made more secure because of a fully integrated Intelligence Community.

Goals:
Integrate intelligence analysis and collection to inform decisions made from the White House to the foxhole.
Drive responsible and secure information-sharing.
Set strategic direction and priorities for national intelligence resources and capabilities.
Develop and implement Unifying Intelligence Strategies across regional and functional portfolios.
Strengthen partnerships to enrich intelligence.
Advance cutting-edge capabilities to provide global intelligence advantage.
Promote a diverse, highly-skilled intelligence workforce that reflects the strength of America.
Align management practices to best serve the Intelligence Community.

http://www.dni.gov/index.php/about/faq

Question 25

SOPD

Answer 25

Sector Outreach and Programs Division

Question 26

NPPD

Answer 26

National Protection and Programs Directorate

Question 27

QHSR

Answer 27

Quadrennial Homeland Security Review

The 2014 Quadrennial Homeland Security Review (QHSR) recognizes the responsibility the Department shares with hundreds of thousands of people across the federal, state, local, tribal, and territorial governments, the private sector and other nongovernmental organizations, and provides a path forward for engaging in public-private partnerships.

Question 28

DOJ

Answer 28

Department of Justice

To enforce the law and defend the interests of the United States according to the law; to ensure public safety against threats foreign and domestic; to provide federal leadership in preventing and controlling crime; to seek just punishment for those guilty of unlawful behavior; and to ensure fair and impartial administration of justice for all Americans.

http://www.justice.gov

Question 29

HSIN

Answer 29

Homeland Security Information Network

(The Trusted DHS Information Sharing Environment)

The Homeland Security Information Network (HSIN) is the trusted network for homeland security mission operations to share Sensitive But Unclassified information. Federal, State, Local, Territorial, Tribal, International and Private Sector homeland security partners use HSIN to manage operations, analyze data, send alerts and notices, and in general, share the information they need to do their jobs.

http://www.dhs.gov/homeland-security-information-network-hsin

Question 30

LEO

Answer 30

Law Enforcement Online

The FBI’s approved and accredited information sharing system for sensitive but unclassified information. LEO provides all levels of the law enforcement, criminal justice and public safety communities access to its “anytime and anywhere” system for operational support, online training and electronic communication.

Question 31

CISSO

Answer 31

Classified Information Sharing & Safeguarding Office

EO 13587: structural reforms to ensure responsible sharing and safeguarding of classified information on computer networks that shall be consistent with appropriate protections for privacy and civil liberties.

http://www.whitehouse.gov/the-press-office/2011/10/07/executive-order-13587-structural-reforms-improve-security-classified-net

Question 32

ICD

Answer 32

Intelligence Community Directive

The Director of National Intelligence (DNI) established Intelligence Community Directives (ICDs) as the principal means by which the DNI provides guidance, policy, and direction to the Intelligence Community. The DNI also directed that all Director of Central Intelligence Directives (DCIDs) remain in force until canceled or superseded by an ICD. The contents of an ICD may be issued in an Intelligence Community Policy Memorandum prior to its formal publication in an ICD.

http://www.fas.org/irp/dni/icd/

Question 33

TIDE

Answer 33

Terrorist Identities Datamart Environment

The National Counterterrorism Center manages the Terrorist Identities Datamart Environment (TIDE), which serves as the U.S. government’s central repository of information on international terrorist identities as established by the Intelligence Reform and Terrorism Prevention Act of 2004. TIDE supports the USG’s various terrorist screening systems or “watchlists” and the U.S. Intelligence Community’s overall counterterrorism mission.

http://www.ise.gov/terrorist-watchlist

Question 34

CUI

Answer 34

Controlled Unclassified Information

In November 2010, President Barack Obama signed Executive Order 13556: Controlled Unclassified Information (CUI) to standardize the way the Executive Branch handles information that requires protection but is not classified. This action expanded CUI beyond the ISE – and directs that the “CUI categories and subcategories shall serve as exclusive designations for identifying unclassified information throughout the executive branch that requires safeguarding or dissemination controls, pursuant to and consistent with applicable law, regulations, and government-wide policies.”

http://www.ise.gov/controlled-unclassified-information-cui-expanded-beyond-ise

Question 35

EO

Answer 35

Executive Order

Question 36

HSPD

Answer 36

Homeland Security Presidential Directives

Question 37

NSI

Answer 37

Nationwide Suspicious Activity Reporting Initiative

The Nationwide Suspicious Activity Reporting (SAR) Initiative (NSI) builds on what law enforcement and other agencies have been doing for years—gathering information regarding behaviors and incidents associated with criminal activity—and establishes a standardized process whereby information can be shared among agencies to help detect and prevent terrorism-related criminal activity. Our office support this initiative through measurement, interagency communication, and program development.

In 2008-2009, the PM-ISE evaluated the policies, procedures, and technology concepts needed to implement a unified SAR information sharing process across federal, state, and local governments. The results of the ISE-SAR Evaluation Environment, documented in a series of publicly available reports, showed that the unified process not only enhanced counterterrorism efforts, but also strengthened privacy, civil rights, and civil liberties protections. Moreover, although the evaluation was focused on SARs that were indicative of terrorism-related crimes, both the steps in the NSI cycle and the data elements in the ISE-SAR Functional Standard are adaptable to other types of criminal behavior.

In March 2010, the Department of Justice established an NSI Office to facilitate the implementation of the NSI across all levels of government and assist participants in adopting compatible processes, policies, and standards that foster broader sharing of SARs, while ensuring that privacy, civil rights, and civil liberties are protected in accordance with local, state, and federal laws and regulations. Updated information on the NSI can be found on the National SAR Initiative website or by emailing NSI.

The NSI is one of the ISE’s most significant accomplishments to date and the best example of the ISE in action. This is because it is an interrelated set of harmonized policies, mission processes, and systems that leverage ISE core capabilities and enablers to empower the men and women on the frontline to access and share the information they need to keep the country safe.

The role of the PM-ISE is to coordinate and facilitate the development of a network-centric ISE by focusing on standards and architecture, security and access, associated privacy protections, and best practices. In addition, as improved business processes and supporting policies and technical solutions are developed and deployed, the PM-ISE helps identify, promote, and spread best practices and, where possible, influences resource allocation decisions to ensure the institutionalization and potential reuse of these mission partner capabilities.

http://ise.gov/nationwide-sar-initiative

Question 38

TSC

Answer 38

The Terrorist Screening Center (TSC) maintains the U.S. government’s consolidated Terrorist Watchlist - which supports the ability of front line screening agencies to positively identify known or suspected terrorists trying to obtain visas, enter the country, board aircraft, or engage in other activity. While undertaking these activities, TSC is also dedicated to ensuring the data it stores is maintained in a manner consistent with protecting the privacy and civil liberties of Americans.

http://www.ise.gov/terrorist-watchlist

Question 39

NIEM

Answer 39

National Information Exchange Model

NIEM provides a commonly understood way for various organizations to connect data that improves government decision making for the greater good. By making it possible for organizations to share critical data, NIEM empowers people to make informed decisions that improve efficiency and advance and fulfill organizational missions.

NIEM is not a standard, database, software, or the actual exchange of information. Rather, NIEM provides the community of users, tools, common terminology, governance, methodologies, and support that enables the creation of standards. As a result, organizations can “speak the same language” to quickly and efficiently exchange meaningful data.

http://www.ise.gov/national-information-exchange-model-niem

Question 40

OSINT

Answer 40

Open Source Intelligence

Open-source intelligence (OSINT) is intelligence collected from publicly available sources. In the intelligence community (IC), the term “open” refers to overt, publicly available sources (as opposed to covert or clandestine sources); it is not related to open-source software or public intelligence.

Question 41

ISE

Answer 41

Information Sharing Environment

The Information Sharing Environment (ISE) broadly refers to the people, projects, systems, and agencies that enable responsible information sharing for national security.

http://www.ise.gov

Question 42

MDA

Answer 42

Maritime domain awareness (MDA) is defined by the International Maritime Organization as the effective understanding of anything associated with the maritime domain that could impact the security, safety, economy, or environment. The maritime domain is defined as all areas and things of, on, under, relating to, adjacent to, or bordering on a sea, ocean, or other navigable waterway, including all maritime-related activities, infrastructure, people, cargo, and vessels and other conveyances.

In the United States, the Secretary of the Navy is the DoD Executive Agent for maritime domain awareness.

Question 43

SCCs

Answer 43

Sector Coordinating Councils (SCC)

The sector partnership model encourages critical infrastructure owners and operators to create or identify Sector Coordinating Councils as the principal entity for coordinating with the government on a wide range of critical infrastructure protection activities and issues.

The SCCs are self-organized, self-run, and self-governed, with a spokesperson designated by the sector membership. Specific membership will vary from sector to sector, reflecting the unique composition of each sector; however, membership should be representative of a broad base of owners, operators, associations, and other entities—both large and small—within a sector.

The SCCs enable owners and operators to interact on a wide range of sector-specific strategies, policies, activities, and issues. The SCCs serve as principal sector policy coordination and planning entities.

The primary functions of an SCC include the following:

Represent a primary point of entry for government into the sector for addressing the entire range of critical infrastructure protection activities and issues for that sector;
Serve as a strategic communications and coordination mechanism between critical infrastructure owners, operators, and suppliers, and, as appropriate, with the government during emerging threats or response and recovery operations, as determined by the sector;
Identify, implement, and support the information-sharing capabilities and mechanisms that are most appropriate for the sector;
Facilitate inclusive organization and coordination of the sector’s policy development regarding critical infrastructure protection planning and preparedness, exercises and training, public awareness, and associated plan implementation activities and requirements;
Advise on the integration of federal, state, local, and regional planning with private-sector initiatives; and
Provide input to the government on sector research and development efforts and requirements.
The SCCs are encouraged to participate in efforts to develop voluntary consensus standards to ensure that sector perspectives are included in standards that affect critical infrastructure protection.

http://www.dhs.gov/critical-infrastructure-sector-partnerships

Question 44

SSAs

Answer 44

Sector Specific Agencies

Critical Infrastructure Sectors - Presidential Policy Directive 21 (PPD-21): Critical Infrastructure Security and Resilience advances a national policy to strengthen and maintain secure, functioning, and resilient critical infrastructure.

This directive supersedes Homeland Security Presidential Directive 7.

PPD-21 identifies 16 critical infrastructure sectors:

Chemical Sector
The Department of Homeland Security is designated as the Sector-Specific Agency for the Chemical Sector.

Commercial Facilities Sector
The Department of Homeland Security is designated as the Sector-Specific Agency for the Commercial Facilities Sector.

Communications Sector
The Communications Sector is an integral component of the U.S. economy, underlying the operations of all businesses, public safety organizations, and government.

Critical Manufacturing Sector
The Department of Homeland Security is designated as the Sector-Specific Agency for the Critical Manufacturing Sector.

Dams Sector
The Department of Homeland Security is designated as the Sector-Specific Agency for the Dams Sector. The Dams Sector comprises dam projects, navigation locks, levees, hurricane barriers, mine tailings impoundments, and other similar water retention and/or control facilities.

Defense Industrial Base Sector
The Defense Industrial Base Sector is the worldwide industrial complex that enables research and development, as well as design, production, delivery, and maintenance of military weapons systems, subsystems, and components or parts, to meet U.S. military requirements.

Emergency Services Sector
A system of prevention, preparedness, response, and recovery elements, the Emergency Services Sector represents the nation’s first line of defense in the prevention and mitigation of risk from terrorist attacks, man-made incidents, and natural disasters.

Energy Sector
The U.S. energy infrastructure fuels the economy of the 21st century.

Financial Services Sector
The Department of Treasury is designated as the Sector-Specific Agency for the Financial Services Sector.

Food and Agriculture Sector
The Department of Agriculture and the Department of Health and Human Services are designated as the Co-Sector-Specific Agencies for the Food and Agriculture Sector.

Government Facilities Sector
The Department of Homeland Security and the General Services Administration are designated as the Co-Sector-Specific Agencies for the Government Facilities Sector.

Healthcare and Public Health Sector
The Department of Health and Human Services is designated as the Sector-Specific Agency for the Healthcare and Public Health Sector.

Information Technology Sector
The Department of Homeland Security is designated as the Sector-Specific Agency for the Information Technology Sector.

Nuclear Reactors, Materials, and Waste Sector
The Department of Homeland Security is designated as the Sector-Specific Agency for the Nuclear Reactors, Materials, and Waste Sector.

Transportation Systems Sector
The Department of Homeland Security and the Department of Transportation are designated as the Co-Sector-Specific Agencies for the Transportation Systems Sector.

Water and Wastewater Systems Sector
The Environmental Protection Agency is designated as the Sector-Specific Agency for the Water and Wastewater Systems Sector.

http://www.dhs.gov/critical-infrastructure-sector-partnerships

Question 45

GCCs

Answer 45

Government Coordinating Councils (GCC)

A Government Coordinating Council is formed as the government counterpart for each Sector Coordinating Council (SCC) to enable interagency and cross-jurisdictional coordination. The GCC comprises representatives from across various levels of government (federal, state, local, or tribal), as appropriate to the operating landscape of each individual sector.

Each GCC is co-chaired by a representative from the designated Sector-Specific Agency (SSA) with responsibility for ensuring appropriate representation on the GCC and providing cross-sector coordination with State, local, and tribal governments. Each GCC is co-chaired by the Department’s Assistant Secretary for Infrastructure Protection or his/her designee. The GCC coordinates strategies, activities, policy, and communications across governmental entities within each sector. The primary functions of a GCC include the following:

Provide interagency strategic communications and coordination at the sector level through partnership with DHS, the SSA, and other supporting agencies across various levels of government;
Participate in planning efforts related to the development, implementation, update, and revision of the National Infrastructure Protection Plan (NIPP) and the Sector-Specific Plans (SSPs);
Coordinate strategic communications and discussion and resolution of issues among government entities within the sector; and
Coordinate with and support the efforts of the SCC to plan, implement, and execute the nation’s critical infrastructure protection mission.

http://www.dhs.gov/critical-infrastructure-sector-partnerships

Question 46

SLTT-GCC

Answer 46

State, Local, Tribal and Territorial Government Coordinating Council

The State, Local, Tribal, and Territorial Government Coordinating Council (SLTTGCC) strengthens the sector partnership by bringing together experts from a wide range of professional disciplines that relate to critical infrastructure protection from all levels of government. The SLTTGCC supports geographically diverse partnerships to ensure that state, local, tribal, and territorial officials play an integral role in national critical infrastructure protection and resilience efforts.

The Council maintains a minimum of 24 state, local, tribal, and territorial leaders who have critical infrastructure security and resilience expertise and experience. Additional members may be nominated for inclusion on the SLTTGCC. Should the nominee meet the requisite criteria and a seat become available, the Council will consider appointing the nominee to member status.

Council Membership

The SLTTGCC is led by the Executive Committee, consisting of the Chair, Vice-Chair, and the Chairs of the various Council working groups.

http://www.dhs.gov/state-local-tribal-and-territorial-government-coordinating-council

(Homeland Security Handbook Pg 175)

Question 47

CIPAC

Answer 47

Critical Infrastructure Partnership Advisory Council
The Department of Homeland Security has established the Critical Infrastructure Partnership Advisory Council (CIPAC) to facilitate effective coordination between federal infrastructure protection programs with the infrastructure protection activities of the private sector and of state, local, territorial, and tribal governments.

The CIPAC represents a partnership between government and critical infrastructure owners and operators and provides a forum in which they can engage in a broad spectrum of activities to support and coordinate critical infrastructure protection.

http://www.dhs.gov/critical-infrastructure-partnership-advisory-council

(Homeland Security Handbook Pg 175)

Question 48

ISACs

Answer 48

Information Sharing Analyst

The mission of the National Council of ISACs (NCI) is to advance the physical and cyber security of the critical infrastructures of North America by establishing and maintaining a framework for valuable interaction between and among the ISACs and with government. Members of the Council are the individual Information Sharing and Analysis Centers (ISAC) that represent their respective sectors.

http://www.isaccouncil.org

(Homeland Security Handbook Pg 175)

Question 49

EOCs

Answer 49

An emergency operations center (EOC) is a central command and control facility responsible for carrying out the principles of emergency preparedness and emergency management, or disaster management functions at a strategic level in an emergency situation, and ensuring the continuity of operation of a company, political subdivision or other organization.

An EOC is responsible for the strategic overview, or “big picture”, of the disaster, and does not normally directly control field assets, instead making operational decisions and leaving tactical decisions to lower commands. The common functions of all EOC’s is to collect, gather and analyze data; make decisions that protect life and property, maintain continuity of the organization, within the scope of applicable laws; and disseminate those decisions to all concerned agencies and individuals. In most EOC’s there is one individual in charge, and that is the Emergency Manager.

Question 50

I&A

Answer 50

Intelligence Analysis

At the National Security Agency, intelligence analysis is the process of generating intelligence from data and information derived from foreign signals. Intelligence analysts are the Agency’s professionals whose research, analysis, and presentation of findings provide the most complete possible signals intelligence (SIGINT) picture. SIGINT is used by U.S. policy makers, military commanders, and other Intelligence Community organizations to assist in Executive Branch decisions and actions.

Unique Responsibilities
The unique responsibilities of our Intelligence Analysts are broad, and cover the entire spectrum of information needs of our diverse customer set. Intelligence Analysts work in diverse environments that deal with a range of different issues of significance. Available individual assignments and opportunities are varied, but all share one important and exciting quality: they help protect the nation’s security.

As an Intelligence Analyst, you may find yourself preparing written and oral assessments of current events based on the sophisticated collection, research, and analysis of both classified and unclassified information.

Intelligence Analysts solve difficult technical problems … work independently in analysis and research … … apply new techniques to solve analytic problems … demonstrate a knowledge of the communications environment and technology trends of their targets … and assess information providing unique insight into target intentions unavailable from other intelligence disciplines.

NSA Intelligence Analysts possess interests in the relationships of history to current events, and appreciate the geographic, social, economic, and political issues that influence world events.

Our Intelligence Analysts expertly prepare reports for a variety of audiences that reflect outstanding critical thinking, comprehensive grasp of world events and the information needs of our customers.

https://www.nsa.gov/careers/career_fields/intela.shtml

Question 51

NICC

Answer 51

National Infrastructure Coordinating Center
National Infrastructure Coordinating CenterThe National Infrastructure Coordinating Center (NICC) is the dedicated 24/7 coordination and information sharing operations center that maintains situational awareness of the nation’s critical infrastructure for the federal government. When an incident or event affecting critical infrastructure occurs and requires coordination between the Department of Homeland Security and the owners and operators of our nation’s infrastructure, the NICC serves as that information sharing hub to support the security and resilience of these vital assets. The NICC is part of the National Protection and Programs Directorate/Office of Infrastructure Protection and the DHS National Operations Center.

Linking Physical and Cyber Security

The Department leads the federal government’s efforts to secure our nation’s critical infrastructure by working with owners and operators to prepare for, prevent, mitigate, and respond to threats. To address threats to our nation from cyber-attacks, natural disasters, or the actions of others that could disrupt our power, water, communications and other critical systems, the President issued Executive Order on Improving Critical Infrastructure Cybersecurity and Presidential Policy Directive on Critical Infrastructure Security and Resilience. These policies link the both cyber and physical security information sharing between the National Cybersecurity Communications and Integrations Center (NCCIC) and the NICC to enhance the efficiency and effectiveness of the U.S. government’s work to secure critical infrastructure and make it more resilient.

NICC functions include:

Situational Awareness: Collecting, maintaining, and sharing information about threats to infrastructure.
Information Sharing and Collaboration: Integrating and disseminating information throughout the critical infrastructure partnership network. Processing and posting Suspicious Activity Reports (SAR).
Assessment and Analysis: Evaluating infrastructure data for accuracy, importance, and implications.
Decision Support: Providing recommendations to critical infrastructure partners and DHS leadership.
Future Operations: Supporting decision-making for actions required 24–72 hours before and after an incident or event.

http://www.dhs.gov/national-infrastructure-coordinating-center

Question 52

PSAs

Answer 52

Regional Protective Security Advisors

Protective Security Advisors
The Department of Homeland Security, National Protection and Programs Directorate, Office of Infrastructure Protection operates the Protective Security Advisor (PSA) Program. PSAs facilitate field activities in coordination with other Department of Homeland Security offices. The PSA Program maintains a robust operational field capability by:

Conducting assessments of nationally significant critical infrastructure through Enhanced Critical Infrastructure Protection (ECIP) security surveys, site assistance visits, and incident response; and
Providing access to infrastructure security and resilience resources, training, and information.
What Is the PSA Program?

The PSA Program’s primary mission is to secure critical infrastructure. Working with regional directors, PSAs conduct cross-cutting information sharing and coordination activities in support of these mission areas:

Plan, coordinate, and conduct security surveys and assessments
Plan and conduct outreach activities
Support National Special Security Events (NSSEs) and Special Event Activity Rating (SEAR) Level I and II events
Respond to incidents
Coordinate and support improvised explosive device awareness and risk mitigation training
There are 96 regional directors and PSAs, including 89 field-deployed personnel serving in 73 districts in 50 states and Puerto Rico. Regional directors and PSAs provide federal, state, local, tribal, and territorial governments and private sector stakeholders with access to steady-state DHS risk-mitigation tools, products, and services, such as training and voluntary vulnerability assessment programs. They also support officials who plan and lead NSSE and SEAR events.

During incidents, PSAs serve as the infrastructure liaisons at the Federal Emergency Management Agency Joint Field Offices, Regional Coordination Centers, and in state and county emergency operations centers.

PSAs also conduct joint site visits and vulnerability assessments of critical infrastructure assets with the Federal Bureau of Investigation. They work with the United States Secret Service to provide vulnerability assessments, security planning, and coordination during NSSEs and other large-scale special events.

http://www.dhs.gov/protective-security-advisors

(Homeland Security Handbook Pg 175)

Question 53

FEMA

Answer 53

Federal Emergency Management Agency

FEMA’s mission is to support our citizens and first responders to ensure that as a nation we work together to build, sustain, and improve our capability to prepare for, protect against, respond to, recover from, and mitigate all hazards.

The Federal Emergency Management Agency coordinates the federal government’s role in preparing for, preventing, mitigating the effects of, responding to, and recovering from all domestic disasters, whether natural or man-made, including acts of terror.

On April 1, 1979, President Jimmy Carter signed the executive order that created the Federal Emergency Management Agency (FEMA). From day one, FEMA has remained committed to protecting and serving the American people.

http://www.fema.gov/about-fema

(Homeland Security Handbook Pg 175)

Question 54

CIKR

Answer 54

“Critical Infrastructure and Key Resources” – an umbrella term referring to the assets of the United States essential to the nation’s security, public health and safety, economic vitality, and way of life. Simply put, it’s power grids and water filtration plants; national monuments and government facilities; telecommunications and transportation systems; chemical facilities and much more.

The vast majority of our national CIKR is privately owned and operated, which means ensuring its protection and resiliency involves an unprecedented partnership between government and the private sector. This partnership is at the heart of the National Infrastructure Protection Plan, which establishes a unique coordination and information-sharing framework that unifies protection of our nation’s CIKR into an integrated plan. The partnership now includes more than 200 trade associations from every CIKR sector, representing more than 4 million members.

http://www.dhs.gov/blog/2009/11/19/cikr

(Homeland Security Handbook Pg 175)

Question 55

HITRAC

Answer 55

Homeland Infrastructure Threat and Risk Analysis Center

SEE: OCIA (Office of Cyber & Infrastructure Analysis)

http://www.dhs.gov/office-cyber-infrastructure-analysis

(Homeland Security Handbook Pg 175)

Question 56

LLIS

Answer 56

Lessons Learned Information Sharing

Designed as a “user-driven,” interactive program that relies upon the whole community for generation and sharing of best practices and lessons learned.

The mission of the LL/CIP is to improve preparedness by enabling continuous improvement among the whole community through the development and sharing of knowledge and experience.

https://www.fema.gov/national-preparedness-assessment-division/lessons-learned/continuous-improvement-program-ll/cip

(Homeland Security Handbook Pg 180)

Question 57

PPD-8

Answer 57

Presidential Policy Directive / PPD-8: National Preparedness
March 30, 2011

PRESIDENTIAL POLICY DIRECTIVE/PPD-8

SUBJECT: National Preparedness

This directive is aimed at strengthening the security and resilience of the United States through systematic preparation for the threats that pose the greatest risk to the security of the Nation, including acts of terrorism, cyber attacks, pandemics, and catastrophic natural disasters. Our national preparedness is the shared responsibility of all levels of government, the private and nonprofit sectors, and individual citizens. Everyone can contribute to safeguarding the Nation from harm. As such, while this directive is intended to galvanize action by the Federal Government, it is also aimed at facilitating an integrated, all-of-Nation, capabilities-based approach to preparedness.

Therefore, I hereby direct the development of a national preparedness goal that identifies the core capabilities necessary for preparedness and a national preparedness system to guide activities that will enable the Nation to achieve the goal. The system will allow the Nation to track the progress of our ability to build and improve the capabilities necessary to prevent, protect against, mitigate the effects of, respond to, and recover from those threats that pose the greatest risk to the security of the Nation.

The Assistant to the President for Homeland Security and Counterterrorism shall coordinate the interagency development of an implementation plan for completing the national preparedness goal and national preparedness system. The implementation plan shall be submitted to me within 60 days from the date of this directive, and shall assign departmental responsibilities and delivery timelines for the development of the national planning frameworks and associated interagency operational plans described below.

National Preparedness Goal

Within 180 days from the date of this directive, the Secretary of Homeland Security shall develop and submit the national preparedness goal to me, through the Assistant to the President for Homeland Security and Counterterrorism. The Secretary shall coordinate this effort with other executive departments and agencies, and consult with State, local, tribal, and territorial governments, the private and nonprofit sectors, and the public.

The national preparedness goal shall be informed by the risk of specific threats and vulnerabilities – taking into account regional variations - and include concrete, measurable, and prioritized objectives to mitigate that risk. The national preparedness goal shall define the core capabilities necessary to prepare for the specific types of incidents that pose the greatest risk to the security of the Nation, and shall emphasize actions aimed at achieving an integrated, layered, and all-of-Nation preparedness approach that optimizes the use of available resources. The national preparedness goal shall reflect the policy direction outlined in the National Security Strategy (May 2010), applicable Presidential Policy Directives, Homeland Security Presidential Directives, National Security Presidential Directives, and national strategies, as well as guidance from the Interagency Policy Committee process. The goal shall be reviewed regularly to evaluate consistency with these policies, evolving conditions, and the National Incident Management System.

National Preparedness System

The national preparedness system shall be an integrated set of guidance, programs, and processes that will enable the Nation to meet the national preparedness goal. Within 240 days from the date of this directive, the Secretary of Homeland Security shall develop and submit a description of the national preparedness system to me, through the Assistant to the President for Homeland Security and Counterterrorism. The Secretary shall coordinate this effort with other executive departments and agencies, and consult with State, local, tribal, and territorial governments, the private and nonprofit sectors, and the public.

The national preparedness system shall be designed to help guide the domestic efforts of all levels of government, the private and nonprofit sectors, and the public to build and sustain the capabilities outlined in the national preparedness goal. The national preparedness system shall include guidance for planning, organization, equipment, training, and exercises to build and maintain domestic capabilities. It shall provide an all-of-Nation approach for building and sustaining a cycle of preparedness activities over time.

The national preparedness system shall include a series of integrated national planning frameworks, covering prevention, protection, mitigation, response, and recovery. The frameworks shall be built upon scalable, flexible, and adaptable coordinating structures to align key roles and responsibilities to deliver the necessary capabilities. The frameworks shall be coordinated under a unified system with a common terminology and approach, built around basic plans that support the all-hazards approach to preparedness and functional or incident annexes to describe any unique requirements for particular threats or scenarios, as needed. Each framework shall describe how actions taken in the framework are coordinated with relevant actions described in the other frameworks across the preparedness spectrum.

The national preparedness system shall include an interagency operational plan to support each national planning framework. Each interagency operational plan shall include a more detailed concept of operations; description of critical tasks and responsibilities; detailed resource, personnel, and sourcing requirements; and specific provisions for the rapid integration of resources and personnel.

All executive departments and agencies with roles in the national planning frameworks shall develop department-level operational plans to support the interagency operational plans, as needed. Each national planning framework shall include guidance to support corresponding planning for State, local, tribal, and territorial governments.

The national preparedness system shall include resource guidance, such as arrangements enabling the ability to share personnel. It shall provide equipment guidance aimed at nationwide interoperability; and shall provide guidance for national training and exercise programs, to facilitate our ability to build and sustain the capabilities defined in the national preparedness goal and evaluate progress toward meeting the goal.

The national preparedness system shall include recommendations and guidance to support preparedness planning for businesses, communities, families, and individuals.

The national preparedness system shall include a comprehensive approach to assess national preparedness that uses consistent methodology to measure the operational readiness of national capabilities at the time of assessment, with clear, objective and quantifiable performance measures, against the target capability levels identified in the national preparedness goal.

Building and Sustaining Preparedness

The Secretary of Homeland Security shall coordinate a comprehensive campaign to build and sustain national preparedness, including public outreach and community-based and private-sector programs to enhance national resilience, the provision of Federal financial assistance, preparedness efforts by the Federal Government, and national research and development efforts.

National Preparedness Report

Within 1 year from the date of this directive, the Secretary of Homeland Security shall submit the first national preparedness report based on the national preparedness goal to me, through the Assistant to the President for Homeland Security and Counterterrorism. The Secretary shall coordinate this effort with other executive departments and agencies and consult with State, local, tribal, and territorial governments, the private and nonprofit sectors, and the public. The Secretary shall submit the report annually in sufficient time to allow it to inform the preparation of my Administration’s budget.

Roles and Responsibilities

The Assistant to the President for Homeland Security and Counterterrorism shall periodically review progress toward achieving the national preparedness goal.

The Secretary of Homeland Security is responsible for coordinating the domestic all-hazards preparedness efforts of all executive departments and agencies, in consultation with State, local, tribal, and territorial governments, nongovernmental organizations, private-sector partners, and the general public; and for developing the national preparedness goal.

The heads of all executive departments and agencies with roles in prevention, protection, mitigation, response, and recovery are responsible for national preparedness efforts, including department-specific operational plans, as needed, consistent with their statutory roles and responsibilities.

Nothing in this directive is intended to alter or impede the ability to carry out the authorities of executive departments and agencies to perform their responsibilities under law and consistent with applicable legal authorities and other Presidential guidance. This directive shall be implemented consistent with relevant authorities, including the Post-Katrina Emergency Management Reform Act of 2006 and its assignment of responsibilities with respect to the Administrator of the Federal Emergency Management Agency.

Nothing in this directive is intended to interfere with the authority of the Attorney General or Director of the Federal Bureau of Investigation with regard to the direction, conduct, control, planning, organization, equipment, training, exercises, or other activities concerning domestic counterterrorism, intelligence, and law enforcement activities.

Nothing in this directive shall limit the authority of the Secretary of Defense with regard to the command and control, planning, organization, equipment, training, exercises, employment, or other activities of Department of Defense forces, or the allocation of Department of Defense resources.

If resolution on a particular matter called for in this directive cannot be reached between or among executive departments and agencies, the matter shall be referred to me through the Assistant to the President for Homeland Security and Counterterrorism.

This directive replaces Homeland Security Presidential Directive (HSPD)-8 (National Preparedness), issued December 17, 2003, and HSPD-8 Annex I (National Planning), issued December 4, 2007, which are hereby rescinded, except for paragraph 44 of HSPD-8 Annex I. Individual plans developed under HSPD-8 and Annex I remain in effect until rescinded or otherwise replaced.

Definitions

For the purposes of this directive:

(a) The term “national preparedness” refers to the actions taken to plan, organize, equip, train, and exercise to build and sustain the capabilities necessary to prevent, protect against, mitigate the effects of, respond to, and recover from those threats that pose the greatest risk to the security of the Nation.
(b) The term “security” refers to the protection of the Nation and its people, vital interests, and way of life.
(c) The term “resilience” refers to the ability to adapt to changing conditions and withstand and rapidly recover from disruption due to emergencies.
(d) The term “prevention” refers to those capabilities necessary to avoid, prevent, or stop a threatened or actual act of terrorism. Prevention capabilities include, but are not limited to, information sharing and warning; domestic counterterrorism; and preventing the acquisition or use of weapons of mass destruction (WMD). For purposes of the prevention framework called for in this directive, the term “prevention” refers to preventing imminent threats.
(e) The term “protection” refers to those capabilities necessary to secure the homeland against acts of terrorism and manmade or natural disasters. Protection capabilities include, but are not limited to, defense against WMD threats; defense of agriculture and food; critical infrastructure protection; protection of key leadership and events; border security; maritime security; transportation security; immigration security; and cybersecurity.
(f) The term “mitigation” refers to those capabilities necessary to reduce loss of life and property by lessening the impact of disasters. Mitigation capabilities include, but are not limited to, community-wide risk reduction projects; efforts to improve the resilience of critical infrastructure and key resource lifelines; risk reduction for specific vulnerabilities from natural hazards or acts of terrorism; and initiatives to reduce future risks after a disaster has occurred.
(g) The term “response” refers to those capabilities necessary to save lives, protect property and the environment, and meet basic human needs after an incident has occurred.
(h) The term “recovery” refers to those capabilities necessary to assist communities affected by an incident to recover effectively, including, but not limited to, rebuilding infrastructure systems; providing adequate interim and long-term housing for survivors; restoring health, social, and community services; promoting economic development; and restoring natural and cultural resources.

BARACK OBAMA

http://www.dhs.gov/presidential-policy-directive-8-national-preparedness

(Homeland Security Handbook Pg 180)

Question 58

NATO

Answer 58

The North Atlantic Treaty Organization, also called the North Atlantic Alliance, is an intergovernmental military alliance based on the North Atlantic Treaty which was signed on 4 April 1949. The organization constitutes a system of collective defence whereby its member states agree to mutual defense in response to an attack by any external party. NATO’s headquarters are in Brussels, Belgium, one of the 28 member states across North America and Europe, the newest of which, Albania and Croatia, joined in April 2009. An additional 22 countries participate in NATO’s Partnership for Peace program, with 15 other countries involved in institutionalized dialogue programmes. The combined military spending of all NATO members constitutes over 70 percent of the global total. Members’ defense spending is supposed to amount to 2 percent of GDP.

NATO was little more than a political association until the Korean War galvanized the organization’s member states, and an integrated military structure was built up under the direction of two US supreme commanders. The course of the Cold War led to a rivalry with nations of the Warsaw Pact, which formed in 1955. Doubts over the strength of the relationship between the European states and the United States ebbed and flowed, along with doubts over the credibility of the NATO defence against a prospective Soviet invasion—doubts that led to the development of the independent French nuclear deterrent and the withdrawal of the French from NATO’s military structure in 1966 for 30 years. After the fall of the Berlin Wall in 1989, the organization was drawn into the breakup of Yugoslavia, and conducted its first military interventions in Bosnia from 1992 to 1995 and later Yugoslavia in 1999. Politically, the organization sought better relations with former Warsaw Pact countries, several of which joined the alliance in 1999 and 2004.

Article 5 of the North Atlantic treaty, requiring member states to come to the aid of any member state subject to an armed attack, was invoked for the first and only time after the 11 September 2001 attacks, after which troops were deployed to Afghanistan under the NATO-led ISAF. The organization has operated a range of additional roles since then, including sending trainers to Iraq, assisting in counter-piracy operations and in 2011 enforcing a no-fly zone over Libya in accordance with U.N. Security Council Resolution 1973. The less potent Article 4, which merely invokes consultation among NATO members, has been invoked four times: by Turkey in 2003 over the Iraq War, twice in 2012 by Turkey over the Syrian Civil War after the downing of an unarmed Turkish F-4 reconnaissance jet and after a mortar was fired at Turkey from Syria and in 2014 by Poland following the Russian intervention in Crimea.

http://www.nato.int/nato-welcome/

(Homeland Security Handbook Pg 180)

Question 59

NNEC

Answer 59

NATO Network Enabled Capability

The formal definition of NNEC says that it is “the Alliance’s cognitive and technical ability to federate the various components of the operational environment, from the strategic level down to the tactical levels, through a Networking and Information Infrastructure (NII)”.

In more simple terms, NNEC can be considered as the ability to effectively federate capabilities in coalition operations, by addressing not only the networks and systems, but also the information to be shared, the process employed to handle it, and the policy and doctrine that allows sharing information and services. The need for NNEC is intrinsic to all coalition operations. NNEC Supports heterogeneous partners, with different capabilities and needs, to operate under a federate set of “rules” that provide interoperability from the technical to the cognitive domain. NNEC fully supports “The Connected Forces Initiative” which, in the words of the NATO Secretary General “mobilizes all of NATO’s resources to strengthen the Allies’ ability to work together in a truly connected way”.

nnec componentsNNEC Components

For disparate systems to work together, NATO has traditionally focused on interoperability. NNEC picks up from there and through the four components (shown at left) identifies requirements, guidelines and solutions that will allow effective sharing of information and services supported by standards, joining instructions, data management practices, adequate information assurance and commensurate policies. NNEC looks at the ability to exchange information and, more importantly, at the ability to exploit that information, addressing the non-technical aspects of interoperability in the process.

http://www.act.nato.int/nnec

(Homeland Security Handbook Pg 181)

Question 60

AMN

Answer 60

Afghan Mission Network (AMN) was stated as an important step in the increase of situational awareness during the ISAF mission. This important step was driven by the Commander of International Security Assistance Force (COMISAF) and U.S. Forces Afghanistan who required each coalition nation to share information on a single information infrastructure. This one, seemingly small step radically changed the way nations contribute to the sharing and pooling of information.
Based on the development of the AMN and the experiences realised from the Afghan mission, the Military Committee (MC) recognised the potential of the AMN: to act as a conceptual framework for the Future Mission Networks (FMN). It was at this point that Allied Command Transformation (ACT), in close coordination with Allied Command Operations (ACO), was tasked to develop a generic concept informed by the best practices and lessons learned from the implementation of the AMN.

http://www.act.nato.int/article-2013-1-16

(Homeland Security Handbook Pg 181)

Question 61

NIEM

Answer 61

National Information Exchange Model

NIEM makes it possible for organizations to share critical data; as a result, people are empowered to make informed decisions that improve efficiency and help organizations advance their missions.

https://www.niem.gov/Pages/default.aspx

(Homeland Security Handbook Pg 182)

Question 62

FISA

Answer 62

The Foreign Intelligence Surveillance Act of 1978 prescribes procedures for requesting judicial authorization for electronic surveillance and physical search of persons engaged in espionage or international terrorism against the United States on behalf of a foreign power.
Requests are adjudicated by a special eleven member court called the Foreign Intelligence Surveillance Court.

http://www.fas.org/irp/agency/doj/fisa/

(Homeland Security Handbook Pg 214)

Question 63

OCIA

Answer 63

Office of Cyber & Infrastructure Analysis (OCIA)

OCIA’s mission is to support efforts to protect the Nation’s critical infrastructure through an integrated analytical approach evaluating the potential consequences of disruption from physical or cyber threats and incidents. The results of this analysis will inform decisions to strengthen infrastructure security and resilience, as well as response and recovery efforts during natural, man-made or cyber incidents.

About the Office of Cyber and Infrastructure Analysis

Formerly the Infrastructure Analysis and Strategy Division (IASD) within the Office of Infrastructure Protection (IP), OCIA was established as an office of the National Protection and Programs Directorate (NPPD) in 2014. OCIA has an important role in DHS’s efforts to implement Presidential Policy Directive 21, which calls for integrated analysis of critical infrastructure, and Executive Order 13636, identifying critical infrastructure where cyber incidents could have catastrophic impacts to public health and safety, the economy, and national security.

OCIA builds on the recent accomplishments of the Department’s Homeland Infrastructure Threat and Risk Analysis Center (HITRAC) and manages the National Infrastructure Simulation and Analysis Center (NISAC) to advance understanding of emerging risks crossing the cyber-physical domain. OCIA represents an integration and enhancement of DHS’s analytic capabilities, supporting stakeholders and interagency partners.

Informing Decisions through Integrated Analysis

OCIA uses all-hazards information from an array of partners to conduct consequence modeling, simulation, and analysis. OCIA’s core functions include:

Providing analytic support to DHS leadership, operational components, and field personnel during steady-state and crises on emerging threats and incidents impacting the Nation’s critical infrastructure;
Assessing and informing national infrastructure risk management strategies on the likelihood and consequence of emerging and future risks; and
Developing and enhancing capabilities to support crisis action by identifying and prioritizing infrastructure through the use of analytic tools and modeling capabilities.

http://www.dhs.gov/office-cyber-infrastructure-analysis

Question 64

NPPD

Answer 64

National Protection and Programs Directorate

NPPD’s vision is a safe, secure, and resilient infrastructure where the American way of life can thrive. NPPD leads the national effort to protect and enhance the resilience of the nation’s physical and cyber infrastructure.

View NPPD at a Glance (PDF - 2 pages, 1 MB)
View the National Protection and Programs Directorate Organizational Chart (PDF - 1 page, 65.39 KB)
Divisions

The components of the National Protection and Programs Directorate include:

Federal Protective Service (FPS): FPS is a federal law enforcement agency that provides integrated security and law enforcement services to federally owned and leased buildings, facilities, properties and other assets.
Office of Biometric Identity Management (OBIM): OBIM provides biometric identity services to DHS and its mission partners that advance informed decision making by producing accurate, timely, and high fidelity biometric identity information while protecting individuals’ privacy and civil liberties.
Office of Cyber and Infrastructure Analysis (OCIA): OCIA provides consolidated all-hazards consequence analysis ensuring there is an understanding and awareness of cyber and physical critical infrastructure interdependencies and the impact of a cyber threat or incident to the Nation’s critical infrastructure.
Office of Cybersecurity and Communications (CS&C): CS&C has the mission of assuring the security, resiliency, and reliability of the nation’s cyber and communications infrastructure.
Office of Infrastructure Protection (IP): IP leads the coordinated national effort to reduce risk to our critical infrastructure posed by acts of terrorism. In doing so, the Department increases the nation’s level of preparedness and the ability to respond and quickly recover in the event of an attack, natural disaster, or other emergency.

http://www.dhs.gov/about-national-protection-and-programs-directorate

Question 65

FPS

Answer 65

The Federal Protective Service

The Federal Protective Service protects Federal Facilities, their occupants, and visitors by providing superior law enforcement and protective security services and leveraging our access to the intelligence and information resources of our network of federal, state, local, tribal, territorial, and private sector partners. From our frontline law enforcement and security personnel to those who support the operations of the Service, we approach our mission as one team. Every day we protect the homeland by managing risk and ensuring continuity for one of the most crucial elements of our national critical infrastructure – the people and our nation’s Federal Facilities.

Protective Services of FPS

Conducting Facility Security Assessments
Designing countermeasures for tenant agencies
Maintaining uniformed law enforcement presence
Maintaining armed contract security guards
Performing background suitability checks for contract employees
Offering special operations including K-9 explosive detection
Monitoring security alarms via centralized communication centers
Conducting criminal investigations
Sharing intelligence among local/state/federal
Protecting special events
Training federal tenants in crime prevention and occupant emergency planning

The Federal Protective Service’s area of responsibility covers the continental United States and U.S. territories. Headquartered in Washington, D.C., FPS is divided into 11 regions nationwide and is responsible for protecting over 9,500 Federal Facilities. Regional headquarters are located in metropolitan areas across the country, with approximately 200 field offices and 4 MegaCenters provide responses to over 534,000 calls for service annually.

http://www.dhs.gov/federal-protective-service

Question 66

FMN

Answer 66

Future Missions Network

On 21 November 2012 the MC agreed on the FMN Concept as the basis for the development of an Implementation Plan that defines the implications for NATO and member nations and tasked ACT, in coordination with ACO and NATO Communications and Information (NCI) Agency, and the active involvement of NATO nations and NATO partner nations, to develop the Implementation Plan. This plan is set to be called NATO FMN Implementation Plan (NFIP).
The work on this highly important concept has already begun, based on the good experience and collaboration made during the concept development. To assist in the Implementation Plan development, an organisation was created consisting of six working groups (WG), each group exploring a specific topic:

Governance
Baseline Components
Human-to-Human Services and Community of Interest Services
Standing Capability Components
Certification Process
Training

http://www.act.nato.int/article-2013-1-16

Question 67

PSAP

Answer 67

A public-safety answering point (PSAP), sometimes called “public-safety access point”, is a call center responsible for answering calls to an emergency telephone number for police, firefighting, and ambulance services. Trained telephone operators are also usually responsible for dispatching these emergency services. Most PSAPs are now capable of caller location for landline calls, and many can handle mobile phone locations as well (sometimes referred to as phase II location), where the mobile phone company has a handset location system. Some can also use voice broadcasting, where outgoing voice mail can be sent to many phone numbers at once, in order to alert people to a local emergency such as a chemical spill.

In the United States, the county or a large city usually handles this responsibility. As a division of a U.S. state, counties are generally bound to provide this and other emergency services even within the municipalities, unless the municipality chooses to opt out and have its own system, sometimes along with a neighboring jurisdiction. If a city operates its own PSAP, but not its own particular emergency service (for example, city police but county fire), it may be necessary to relay the call to the PSAP that does handle that type of call. The U.S. requires caller location capability on the part of all phone companies, including mobile ones, but there is no federal law requiring PSAPs to be able to receive such information.

There are roughly 6100 primary and secondary PSAPs in the U.S. Personnel working for PSAPs can become voting members of the National Emergency Number Association (NENA). Emergency dispatchers working in PSAPs can become certified with the National Academies of Emergency Dispatch (NAED), and a PSAP can become an NAED Accredited Center of Excellence.

Each PSAP has a ‘real’ telephone number that is called when the emergency number (911) is dialed. The telecommunications operator is responsible for associating all landline numbers with the most applicable (often the nearest) PSAP, so that when emergency number is dialed, the call is automatically routed to the most suitable PSAP. PSAP’s can be subject to changes including new contact information and changing coverage area. Commercial products exist that purport to keep pace with these changes and allow the telecommunications operator to associate numbers with the relevant PSAP based upon their physical address associated with that number.

In other countries, this is the responsibility of other types of local government, and the particular setup of the telephone network dictates how such calls are handled.

There is also now the ability to answer text messages at some PSAPs, which is useful in areas where weak signal strength due to distance from the nearest cell site causes fringe reception, resulting in blocked or dropped calls. Since SMS messages only require an instant to send, a brief peak in radio propagation (such as due to changing cloud cover) is often enough to get a message sent. Text messages are also useful for the deaf, as it does not require a TTY device.

http://en.wikipedia.org/wiki/Public-safety_answering_point

(Homeland Security Handbook Pg 219)

Question 68

DMATs

Answer 68

Disaster Medical Assistance Team

A DMAT is a group of professional and para-professional medical personnel (supported by a cadre of logistical and administrative staff) designed to provide medical care during a disaster or other event. NDMS recruits personnel for specific vacancies, plans for training opportunities, and coordinates the deployment of the teams.

DMATs are designed to be a rapid-response element to supplement local medical care until other Federal or contract resources can be mobilized, or the situation is resolved. DMATs deploy to disaster sites with sufficient supplies and equipment to sustain themselves for a period of 72 hours while providing medical care at a fixed or temporary medical care site. The personnel are activated for a period of two weeks.

In mass casualty incidents, their responsibilities may include triaging patients, providing high-quality medical care despite the adverse and austere environment often found at a disaster site, patient reception at staging facilities and preparing patients for evacuation.

Under the rare circumstance that disaster victims are evacuated to a different locale to receive definitive medical care, DMATs may be activated to support patient reception and disposition of patients to hospitals. DMATs are principally a community resource available to support local, regional, and State requirements. However, as a National resource they can be federalized

NDMS/DMAT personnel are required to maintain appropriate certifications and licensure within their discipline. When personnel are activated as Federal employees, licensure and certification is recognized by all States. Additionally, DMAT personnel are paid while serving as intermittent federal employees and have the protection of the Federal Tort Claims Act in which the Federal Government becomes the defendant in the event of a malpractice claim.

http://www.phe.gov/preparedness/responders/ndms/teams/pages/dmat.aspx

(Homeland Security Handbook Pg 241)

Question 69

MSTs

Answer 69

Medical Support Teams

Homeland Security Handbook Pg 241

Question 70

EOC

Answer 70

Emergency Operations Center

Homeland Security Handbook Pg 244

Question 71

ISE

Answer 71

Information Sharing Environment

The ISE mission partners comprise the following 5 communities:

Defense, Intelligence, Homeland Security, Foreign Affairs, & Law Enforcement

The Information Sharing Environment (ISE) broadly refers to the people, projects, systems, and agencies that enable responsible information sharing for national security.

This includes many different communities: law enforcement, public safety, homeland security, intelligence, defense, and foreign affairs. The people in these communities may work for federal, state, local, tribal, or territorial governments. They may also need to collaborate and share national security information with each other, private sector partners, or our foreign allies. While they work in different disciplines and have varying roles and responsibilities, they all rely on timely and accurate information to achieve their national security mission responsibilities.

(Homeland Security Handbook Pg 271)

Question 72

ISC

Answer 72

Information Sharing Council

The Information Sharing Council (ISC), established by Executive Order 13388, was designed to be consistent with section 1016 of the Intelligence Reform and Terrorism Prevention Act of 2004 (IRTPA).

The mission of the council was to provide advice and information concerning the establishment of an interoperable terrorism information among appropriate agencies, and to perform the duties described in the IRTPA. The council was responsible for the establishment of an information-sharing environment to facilitate automated sharing of Terrorism information.

The ISC was chaired by a Program Manager, appointed by the President for a two-year period. In 2009, the ISC was integrated into the Information Sharing and Access Interagency Policy Committee.

http://itlaw.wikia.com/wiki/Information_Sharing_Council

(Homeland Security Handbook Pg 271)

Question 73

PM-ISE

Answer 73

Program Manager - Information Sharing Environment

SEE: ISE-PM

Question 74

NSS

Answer 74

National Security Staff

NEED MORE DATA

(Homeland Security Handbook Pg 274)

Question 75

ISA IPC

Answer 75

The ISA IPC is the national decision-making body for high-level, cross-cutting information sharing and safeguarding policy matters, with members from federal departments and agencies.

http://ise.gov/building-blocks-content/information-sharing-and-access-interagency-policy-committee-isa-ipc

(Homeland Security Handbook Pg 274)

Question 76

OMB

Answer 76

Office of Management and Budget

The core mission of OMB is to serve the President of the United States in implementing his vision across the Executive Branch. OMB is the largest component of the Executive Office of the President. It reports directly to the President and helps a wide range of executive departments and agencies across the Federal Government to implement the commitments and priorities of the President.

As the implementation and enforcement arm of Presidential policy government-wide, OMB carries out its mission through five critical processes that are essential to the President’s ability to plan and implement his priorities across the Executive Branch:

Budget development and execution, a significant government-wide process managed from the Executive Office of the President and a mechanism by which a President implements decisions, policies, priorities, and actions in all areas (from economic recovery to health care to energy policy to national security);

Management — oversight of agency performance, Federal procurement, financial management, and information/IT (including paperwork reduction, privacy, and security);

Coordination and review of all significant Federal regulations by executive agencies, to reflect Presidential priorities and to ensure that economic and other impacts are assessed as part of regulatory decision-making, along with review and assessment of information collection requests;

Legislative clearance and coordination (review and clearance of all agency communications with Congress, including testimony and draft bills) to ensure consistency of agency legislative views and proposals with Presidential policy; and

Executive Orders and Presidential Memoranda to agency heads and officials, the mechanisms by which the President directs specific government-wide actions by Executive Branch officials.

Organizationally, OMB has offices devoted to the development and execution of the Federal Budget, various government-wide management portfolios, and OMB-wide functional responsibilities.

Budget Formulation and Execution
OMB has five resource management offices (RMOs), organized by agency and by program area. These offices, together with OMB’s Budget Review Division, help to carry out OMB’s central activity of assisting the President in overseeing the preparation of the Federal Budget and supervising its administration of Executive Branch agencies. In helping to formulate the President’s spending plans, the RMOs assess the effectiveness of agency programs, policies, and procedures, weigh competing funding demands within and among agencies, and help work with agencies to set funding priorities. Once the Budget is enacted, RMOs are responsible for the execution of Federal budgetary policies and provide ongoing policy and management guidance to Federal agencies. As part of these and other responsibilities, the RMOs provide analysis and evaluation, oversee implementation of policy options, and support government-wide management initiatives.

The Budget Review Division (BRD) plays a central role in developing and implementing the President’s Budget. BRD provides leadership and analytic support across the agency by analyzing trends in and the consequences of aggregate budget policy. It aggregates data provided by the RMOs, provides strategic and technical support for budget decision-making and negotiations, and monitors congressional action on appropriations and other spending legislation. In addition, BRD provides technical expertise in, and guidance on, budget concepts and execution.

The Management Side of OMB
The Deputy Director for Management (DDM) also serves as the nation’s first Federal Chief Performance Officer (CPO). The DDM/CPO develops and executes a government-wide management agenda that includes information technology, financial management, procurement, performance, and human resources.

The management side of OMB is comprised of five offices, four of which are statutory, that oversee and coordinate the Administration’s procurement, financial management, e-government, performance and personnel management, and information and regulatory policies. In each of these areas, OMB’s role includes not only administrative management functions, but also program and policy management (e.g., program delivery and outcomes). This role encompasses oversight of how agencies devise, implement, manage, and evaluate the statutory programs and policies for which they are responsible. This responsibility is central to OMB’s efforts to assist in agency strategic planning, goal-setting, performance measurement, information management, evaluation, and policy research. These functions are essential parts of the policy and program direction advice that OMB provides.

The management offices develop and oversee the President’s management plan and other government-wide management policies, and work primarily with and through the RMOs and the agencies to ensure that these policies are implemented:

The Office of Federal Financial Management (OFFM) develops and provides direction to improve financial management and systems; to reduce improper payments; to improve grants management; and to “right-size” Federal real property. OFFM also coordinates the activities of the Chief Financial Officers, and Senior Real Property Officers.

The Office of Federal Procurement Policy (OFPP) works with agencies to improve Federal procurement practices that affect the full range of Federal acquisitions.

The Office of E-Government and Information Technology, headed by the Federal Government’s Chief Information Officer, develops and provides direction in the use of Internet-based technologies to make it easier for citizens and businesses to interact with the Federal Government, save taxpayer dollars, and streamline citizen participation.

The Office of Performance and Personnel Management (OPPM) works with agencies to encourage use and communication of performance information and to improve results and transparency. OPPM also works closely with OPM to advance effective personnel practices.

The Office of Information and Regulatory Affairs (OIRA) has a number of functions, including information policy, statistical policy, and regulatory policy.
Regulatory Review and Paperwork Reduction
Executive Order 12866, “Regulatory Planning and Review,” issued by President Clinton on September 30, 1993, gives OIRA within OMB the responsibility to review agencies’ draft proposed and final regulatory actions. With respect to regulatory policy, OIRA’s mission includes ensuring coordination and interagency review within the Executive Branch, including offices within OMB and the Executive Office of the President; promoting adherence to the law and to the President’s priorities and commitments; and ensuring that regulations are based on sound analysis and serve the purposes of the statutes that authorize them and the interests of the public. Specifically, OIRA’s review of draft proposed and final significant regulations helps ensure that the agency has adequately defined the problem that it intends to address; considered alternatives; assessed available information, risks, costs, and benefits (both qualitative and quantitative); consulted affected parties and promoted transparency and participation; and tailored the regulation to focus on the problem in a simple and clear way that does not conflict with other rules or statutes. OIRA seeks to ensure, to the extent permitted by law, that the benefits of agency regulations justify the costs and that the chosen approach maximize net benefits to society. OIRA also administers the Paperwork Reduction Act of 1995, which calls for clearance and assessment of information collection requests by agencies.

Legislative Clearance and Coordination
OMB clears agency views on legislative proposals and testimony to ensure consistency in the Administration’s policy positions.

Legislative Proposals. All bills that Executive agencies wish to transmit to the Congress are sent to OMB for clearance. OMB circulates the bills to other affected agencies and appropriate EOP staff. Agencies reviewing a draft bill may favor it or have no objection. One or more may propose substantive or technical amendments, or perhaps a complete substitute. Divergent views can be reconciled by telephone, letter, e-mail, or interagency meetings called by OMB.

After review, analysis, resolution of issues, and obtaining appropriate policy guidance, OMB advises the proposing agency that (1) there is “no objection” from the standpoint of the Administration’s program to the submission of the proposed draft bill to the Congress, or (2) the proposed bill is “in accord with the President’s program,” if it implements a Presidential proposal. The submitting agency conveys this “advice” to the Congress in its transmittal letter. (Major legislation is sometimes transmitted by the President.) On the other hand, if the agency is advised that its proposed bill conflicts with an important Administration objective, or is not in accord with the President’s program, it may not transmit the bill to the Congress. In practically all instances, however, disagreements are resolved through discussions at the policy levels of OMB and the agencies.

Clearance of Agency Testimony and Letters on Pending Legislation. If agencies are asked by congressional committees to testify or send letters on pending legislation, or wish to volunteer a letter, similar clearance procedures are followed as for legislative proposals, described above.

Statements of Administration Policy (SAPs). OMB prepares SAPs for major bills scheduled for House or Senate floor action in the coming week, including those to be considered by the House Rules Committee. SAPs are prepared in coordination with other parts of OMB, the agency or agencies principally concerned, and other EOP units. Following its clearance, a SAP is sent to Congress by OMB’s Legislative Affairs Office. OMB also publishes these Statements to its public website.

Enrolled Bills and Signing Statements. After Congress has completed action on a bill, it is “enrolled” (i.e., sent to the President for his approval or disapproval), together with drafts of any signing statements. The Constitution provides that the President shall take action within 10 days after receipt of the bill, not including Sundays. To assist the President in deciding his course of action on a bill, OMB requests each interested agency to submit within 48 hours of a bill’s passage its analysis and recommendation in a letter to OMB. Such views letters are signed by the head of the agency or other Presidential appointee. OMB prepares a memorandum to the President on the enrolled bill which transmits these views letters and summarizes the bill, significant issues, and various agency and OMB recommendations. If an agency recommends disapproval, it is responsible for preparing a draft of an appropriate statement for the President’s consideration. In considering whether a signing statement should issue upon a bill’s signing on the basis of constitutional considerations, OMB’s Office of General Counsel identifies relevant legal issues, in consultation with the Department of Justice and the Office of the White House Counsel, and drafts the legal issues sections of any signing statements.
President’s Executive Orders and Memoranda to Agency Heads
Under Executive Order 11030, as amended, OMB substantively reviews and clears all draft Presidential Executive Orders and Memoranda to Agency Heads prior to their issuance. Any agency head or White House component wishing to sponsor an executive order or Presidential memorandum formally requests such an order or memorandum from OMB. OMB works with the policy sponsor to draft or refine the proposed order or memorandum; submits the draft to an interagency clearance process; and works with the policy sponsors to address agency comments and resolve disputes. The OMB General Counsel also obtains “form and legality” approval of draft executive orders from the Department of Justice, and seeks legal authority approval from the Department of Justice for Presidential memoranda as well. Draft executive orders and Presidential memoranda are submitted for signature to the President by the Director of OMB and the General Counsel of OMB.

Other OMB Offices
Other OMB offices include Management and Operations, Communications, Economic Policy, General Counsel, Legislative Affairs, and Legislative Reference.

The Office of Economic Policy (EP), along with the Department of the Treasury and the Council of Economic Advisers (CEA), develops economic assumptions for the President’s Budget and works closely with BRD on budgetary issues. EP assists RMOs with budget estimates, policy proposals, cost models, and other data analytics, especially in the areas of credit and insurance, health, labor, education, and tax policy. EP plays a leadership role in government-wide program evaluation efforts. EP is responsible for the Circular setting Federal discount rate policy. EP also assists the management side of OMB by analyzing procurement policy and issues related to Federal pay and benefits.

OMB’s Office of General Counsel provides legal advice and counsel to the Director and the OMB components and staff. In addition, the General Counsel’s Office manages the Executive Order and Presidential Memoranda process for OMB and the Administration; reviews and clears all legal and constitutional comments by the Department of Justice and other agencies on proposed legislation before such comments are conveyed to Congress; participates in the drafting of bill signing statements for the President; reviews all proposed legislative text comprising the President’s Budget and for all budget-related legislative proposals; evaluates legal issues in proposed regulations; convenes meetings of all agency general counsels and coordinates legal issues across agencies; and ensures OMB’s compliance with ethics laws, the Freedom of Information Act, the Federal Records Act, and other statutory requirements.

OMB’s Office of Legislative Affairs works closely with White House Office of Legislative Affairs, Federal Agency Legislative Affairs offices, and congressional offices on current legislative issues. The office conveys information and strategies to the Director to inform decisions on Administration policies. The office, in turn, disseminates budget materials, descriptions of relevant concerns, and statements to Congress to communicate the Administration’s positions. The Office of Legislative Affairs also advises the OMB Director and the organization on legislative issues and developments, provides expertise on the congressional budget process, supplies daily congressional reports to the Director and the OMB staff, oversees correspondence with the Hill, and manages the clearance and transmittal of the President’s Budget and the Administration’s Statements of Administration Policy.

The Legislative Reference Division coordinates the articulation of the Administration’s position on legislation by overseeing the review and clearance of the Administration’s legislative proposals, testimony, and statements on bills progressing through Congress.

The remaining offices provide OMB-wide support and guidance in a number of areas. For example, the Management and Operations Division helps ensure that OMB has the staff resources, physical facilities, equipment, and information systems needed to accomplish its mission. The Strategic Planning and Communications Office is the principal resource of national, regional, and local media organizations for information about the Federal Budget and other areas of OMB responsibility. OMB also shares responsibility for space management and building construction policy with GSA and responsibility for personnel policy with Office of Personnel Management.

http://www.whitehouse.gov/omb/organization_mission/

(Homeland Security Handbook Pg 274)

Question 77

Who are the Members of the ISA IPC?

Answer 77

Central Intelligence Agency (CIA)
Department of Commerce (DOC)
Department of Defense (DOD)
Department of Energy (DOE)
Department of Heath and Human Service
Department of Homeland Security
Department of the Interior
Department of Justice (DOJ)
Department of State
Department of Transportation
Department of Treasury
Federal Bureau of Investigation (FBI)
General Services Administration
Joint Chiefs of Staff
National Counterterrorism Center
Office of the Director of National Intelligence

Question 78

DOC

Answer 78

Department of Commerce

The Commerce Department’s mission is to help make American businesses more innovative at home and more competitive abroad.

Comprised of 12 different agencies responsible for everything from weather forecasts to patent protection, the Commerce Department touches the lives of Americans every day.

Question 79

HIDTAs

Answer 79

High Intensity Drug Trafficking Areas (HIDTA) Program

The High Intensity Drug Trafficking Areas (HIDTA) program, created by Congress with the Anti-Drug Abuse Act of 1988, provides assistance to Federal, state, local, and tribal law enforcement agencies operating in areas determined to be critical drug-trafficking regions of the United States.

The purpose of the program is to reduce drug trafficking and production in the United States by:

Facilitating cooperation among Federal, state, local, and tribal law enforcement agencies to share information and implement coordinated enforcement activities;
Enhancing law enforcement intelligence sharing among Federal, state, local, and tribal law enforcement agencies;
Providing reliable law enforcement intelligence to law enforcement agencies to facilitate the design of effective enforcement strategies and operations; and
Supporting coordinated law enforcement strategies that make the most of available resources to reduce the supply of illegal drugs in designated areas of the United States and in the Nation as a whole.
There are currently 28 HIDTAs, which include approximately 16 percent of all counties in the United States and 60 percent of the U.S. population. HIDTA-designated counties are located in 47 states, as well as in Puerto Rico, the U.S. Virgin Islands, and the District of Columbia. At the local level, the HIDTAs are directed and guided by Executive Boards composed of an equal number of regional Federal and non-Federal (state, local, and tribal) law enforcement leaders. View a map of the HIDTAs here.

Each HIDTA assesses the drug trafficking threat in its defined area for the upcoming year, develops a strategy to address that threat, designs initiatives to implement the strategy, proposes funding needed to carry out the initiatives, and prepares an annual report describing its performance the previous year. A central feature of the HIDTA program is the discretion granted to the Executive Boards to design and implement initiatives that confront drug trafficking threats in each HIDTA. The program’s 59 Intelligence and Investigative Support Centers help HIDTA’s identify new targets and trends, develop threat assessments, de-conflict targets and events, and manage cases.

HIDTA Activities
The HIDTA program funds 733 initiatives throughout the country, including:

Enforcement initiatives comprising multi-agency investigative, interdiction, and prosecution activities;
Intelligence and information-sharing initiatives;
Support for programs that provide assistance beyond the core enforcement and intelligence and information-sharing initiatives; and
Drug use prevention and drug treatment initiatives.
A number of HIDTAs emphasize prevention and treatment as part of their anti-drug strategies. For example:

The Southwest Border HIDTA - California Region works closely with more than a dozen other organizations on prevention initiatives, including drug courts, youth service organizations, and a U.S. Border Patrol program that works on youth drug use prevention.
In Washington, the Northwest HIDTA promotes links with drug courts, community coalitions, public awareness campaigns, and other groups to support initiatives to reduce substance abuse and prevent the initiation of drug use.
The HIDTA program also funds projects that provide support to HIDTAs throughout the Nation by addressing specific drug trafficking concerns. Examples include:

The Domestic Marijuana Investigation Project
The National Methamphetamine and Pharmaceuticals Initiative
The Domestic Highway Enforcement Project

http://www.whitehouse.gov/ondcp/high-intensity-drug-trafficking-areas-program

(Homeland Security Handbook Pg 281)

Question 80

HVE

Answer 80

Homegrown Violent Extremism

Homegrown violent extremists are those who encourage, endorse, condone, justify, or support the commission of a violent criminal act to achieve political, ideological, religious, social, or economic goals by a citizen or long-term resident of a Western country who has rejected Western cultural values, beliefs, and norms.1 Homegrown violent extremists are a diverse group of individuals that can include U.S.-born citizens, naturalized citizens, green card holders or other long- term residents, foreign students, or illegal immigrants. Regardless of their citizenship status, these individuals intend to commit terrorist acts inside Western countries or against Western interests abroad.

http://www.theiacp.org/Portals/0/documents/HomegrownViolentExtremismAwarenessBrief.pdf

(Homeland Security Handbook Pg 286)

Question 81

NCISP

Answer 81

National Criminal Intelligence Sharing Plan

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The National Criminal Intelligence Sharing Plan (NCISP), the first of its kind in the country, provides a blueprint to help agencies establish criminal intelligence sharing policies, procedures, standards, technologies, and training. The Plan was assembled with close input and cooperation from local, state, tribal, and federal law enforcement agencies, and it has been endorsed by numerous national law enforcement organizations. Implementation of NCISP will provide law enforcement agencies with the ability to gather, analyze, protect, and share information and intelligence to identify, investigate, prevent, deter, and defeat the perpetrators of criminal and terrorist activities, both domestically and internationally.

https://it.ojp.gov/gist/101/National-Criminal-Intelligence-Sharing-Plan

(Homeland Security Handbook Pg 288)

Question 82

IALEIA

Answer 82

International Association of Law Enforcement Intelligence Analysts

IALEIA is the largest professional organization in the world representing law enforcement analysts. It is based in the United States, and is a nonprofit 501(c) 3 corporation. IALEIA is managed by an international Board of Directors consisting of nine elected IALEIA members. Several board members are also supported by volunteer committees. IALEIA also has an Executive Advisory Board appointed by the President. IALEIA supports regional chapters throughout the world. IALEIA has a certification program for analysts, a code of ethics, and bylaws that provide structure for the organization. We represent law enforcement analysts in a variety of venues, and provide an environment of community by establishing regional chapters.

History

Before 1980, no organization dedicated to represent analytical personnel in law enforcement existed. To fill this need, a small group of professional intelligence analysts and managers held their inaugural meeting in New Orleans, Louisiana, in October 1981. They created the International Association of Law Enforcement Intelligence Analysts, Inc. (IALEIA).

These first members represented local, state/provincial, and federal law enforcement agencies in Canada and the United States. Today, IALEIA’s membership includes members and chapters throughout the world. These members are united to promote standards of excellence in law enforcement analysis by enhancing the mutual exchange of ideas, supporting analytical standards, and providing training.

IALEIA evolved as the role of the law enforcement analyst has matured. IALEIA strives to capture the intelligence analysis experience of individuals and agencies and to convert and share that knowledge through law enforcement educational products. IALEIA devotes its organizational resources as a leader in training, through its international conferences and the Foundations of Intelligence Analysis Training (FIAT). To enhance the analyst profession, IALEIA provides a certification program with a designation of Criminal Intelligence Certified Analyst (CICA).

Continuing its emphasis on facilitating networking among analysts, IALEIA fosters regional chapters and forged partnerships with the Australian Institute of Professional Intelligence Officers (AIPIO), the Law Enforcement Intelligence Units (LEIU), and the Canadian Association for Security and Intelligence Studies (CASIS). Among its products, IALEIA shares knowledge through: the IALEIA Journal, the IALEIA newsletter the IntelScope, and the seminal publication of the Law Enforcement Analytic Standards (2011), and “Criminal Intelligence for the 21st Century” (2011).

Purpose

The purpose of IALEIA is to advance high standards of professionalism in law enforcement intelligence analysis at the local, state/provincial, national, and international levels. Our aim is to enhance understanding of the role of intelligence analysis, encourage the recognition of intelligence analysis as a professional endeavor, develop international qualification and competency standards, reinforce professional concepts, devise training standards and curricula, furnish advisory and related services on intelligence analysis matters, conduct analytic-related research studies, and provide the ability to disseminate information regarding analytical techniques and methods.

Members are brought together to achieve the following objectives:

• Advocacy. IALEIA unites members and advances public and official understanding of criminal intelligence analysis and its role as a profession. IALEIA is governed by a Board of Directors assisted by member committees. Board Directors regularly represent IALEIA as subject matter experts at international and national meetings. Senior members also serve as advocates and advisors to newer members.
• Training. IALEIA devises concepts, standards, and curricula for training, and offers basic analyst training for analysts worldwide.
• Certification. IALEIA has qualification standards and indices of competence for the profession, and administers a professional international certification program. In 1991, through partnership with the Society of Certified Criminal Analysts (SCCA), a certification program for law enforcement analysts was created. Since then, IALEIA has adapted and adopted SCCA’s certification process. The IALEIA Analyst Certification Program is structured to encourage continuing education, measure knowledge and skills, and recognize excellence though experience.
• Networking. Regular meetings, training, and speakers are arranged by the numerous regional IALEIA chapters worldwide. By providing timely, relevant information to members on opportunities and issues affecting the field, IALEIA promotes well-informed career analysts. In addition, IALEIA’s website (www.ialeia.org) is available in several languages to facilitate international networking opportunities.
• Professionalism. Our organization reinforces the concepts of professionalism, dedication to service, and integrity among practitioners of criminal intelligence analysis.
• Research. IALEIA encourages research about criminal intelligence analysis and the analytic process, and identifies funding for such research.

http://www.ialeia.org/about-us/mission.html

(Homeland Security Handbook Pg 288)

Question 83

COCs

Answer 83

Critical Operational Capabilities (COCs):

Receive: Ability to receive classified and unclassified information from federal partners

Analyze: Ability to assess local implications of that threat information through the use of a formal risk assessment process

Disseminate: Ability to further disseminate that threat information to other state, local, tribal, territorial and private sector entities within their jurisdiction

Gather: Ability to gather locally-generated information, aggregate it, analyze it, and share it with federal partners as appropriate

• Fusion centers contribute to the Information Sharing Environment (ISE) through their role in receiving threat information from the federal government; analyzing that information in the context of their local environment; disseminating that information to local agencies; and gathering tips, leads, and suspicious activity reporting (SAR) from local agencies and the public. Fusion centers receive information from a variety of sources, including SAR from stakeholders within their jurisdictions, as well as federal information and intelligence. They analyze the information and develop relevant products to disseminate to their customers. These products assist homeland security partners at all levels of government to identify and address immediate and emerging threats.
  http: //www.dhs.gov/national-network-fusion-centers-fact-sheet

(Homeland Security Handbook Pg 289)

Question 84

NSC

Answer 84

National Security Council

The National Security Council (NSC) is the President’s principal forum for considering national security and foreign policy matters with his senior national security advisors and cabinet officials. Since its inception under President Truman, the Council’s function has been to advise and assist the President on national security and foreign policies. The Council also serves as the President’s principal arm for coordinating these policies among various government agencies.

The NSC is chaired by the President. Its regular attendees (both statutory and non-statutory) are the Vice President, the Secretary of State, the Secretary of the Treasury, the Secretary of Defense, and the Assistant to the President for National Security Affairs. The Chairman of the Joint Chiefs of Staff is the statutory military advisor to the Council, and the Director of National Intelligence is the intelligence advisor. The Chief of Staff to the President, Counsel to the President, and the Assistant to the President for Economic Policy are invited to attend any NSC meeting. The Attorney General and the Director of the Office of Management and Budget are invited to attend meetings pertaining to their responsibilities. The heads of other executive departments and agencies, as well as other senior officials, are invited to attend meetings of the NSC when appropriate.

The National Security Council was established by the National Security Act of 1947 (PL 235 - 61 Stat. 496; U.S.C. 402), amended by the National Security Act Amendments of 1949 (63 Stat. 579; 50 U.S.C. 401 et seq.). Later in 1949, as part of the Reorganization Plan, the Council was placed in the Executive Office of the President.

http://www.whitehouse.gov/administration/eop/nsc/

Question 85

SHSGP

Answer 85

Homeland Security Grant Program (HSGP)

Homeland Security Grant Program (HSGP) plays an important role in the implementation of the National Preparedness System (NPS) by supporting the building, sustainment, and delivery of core capabilities essential to achieving the National Preparedness Goal (NPG) of a secure and resilient Nation. The building, sustainment, and delivery of these core capabilities are not exclusive to any single level of government, organization, or community, but rather, require the combined effort of the whole community. The FY 2013 HSGP supports core capabilities across the five mission areas of Prevention, Protection, Mitigation, Response, and Recovery based on allowable costs. HSGP is comprised of three interconnected grant programs:

State Homeland Security Program (SHSP)
Urban Areas Security Initiative (UASI)
Operation Stonegarden (OPSG)
Together, these grant programs fund a range of preparedness activities, including planning, organization, equipment purchase, training, exercises, and management and administration.

https://www.fema.gov/fy-2013-homeland-security-grant-program-hsgp-0

(Homeland Security Handbook Pg 305)

Question 86

UASI

Answer 86

Urban Areas Security Initiative (UASI)

The Urban Areas Security Initiative (UASI) Program dedicates funding support to select high-threat, high-density urban areas in order to address their unique multi-discipline planning, organization, equipment, training, and exercise needs in building and sustaining capabilities to prevent, protect against, respond to, and recover from threats or acts of terrorism.

http://www.calema.ca.gov/ems-hs-hazmat/Pages/Urban-Areas-Security-Initiative-(UASI).aspx

(Homeland Security Handbook Pg 305)

Question 87

Post-Katrina Emergency Management Reform Act of 2006 (PKEMRA)

Answer 87

Post-Katrina Emergency Management Reform Act
Hurricane Katrina in August 2005 was the most devastating natural disaster in U.S. history. Gaps that became apparent in the response to that disaster led to the Post-Katrina Emergency Management Reform Act of 2006 (PKEMRA). PKEMRA significantly reorganized FEMA, provided it substantial new authority to remedy gaps in response, and included a more robust preparedness mission for FEMA. This act:

Establishes a Disability Coordinator and develops guidelines to accommodate individuals with disabilities.
Establishes the National Emergency Family Registry and Locator System to reunify separated family members.
Coordinates and supports precautionary evacuations and recovery efforts.
Provides transportation assistance for relocating and returning individuals displaced from their residences in a major disaster.
Provides case management assistance to identify and address unmet needs of survivors of major disasters.

Question 88

NIMS

Answer 88

National Incident Management System (NIMS)
NIMS represents a core set of doctrines, concepts, principles, terminology, and organizational processes that enable effective, efficient, and collaborative incident management. NIMS integrates best practices into a comprehensive, standardized system that focuses on five key areas:

Preparedness
Communications and Information Management
Resource Management
Command and Management
Ongoing Management and Maintenance

This system is flexible enough to be used across the full spectrum of potential incidents, regardless of cause, size, location, or complexity. Using NIMS allows us to work together to prepare for, prevent, protect against, mitigate the effects of, respond to, and recover from incidents.

Question 89

GAR

Answer 89

State Government

Each State government has legal authority for emergency response and recovery and serves as the point of contact between local and Federal governments. At the State level, the Governor’s Authorized Representative (GAR), State Director of Emergency Management, and State Coordinating Officer can share information with State agencies (e.g., Department of Agriculture) and FEMA regional representatives to bring the necessary response and recovery resources to bear on the incident.

Question 90

AAR

Answer 90

After-Action Report

Question 91

HSEEP

Answer 91

Homeland Security Exercise and Evaluation Program

The Homeland Security Exercise and Evaluation Program (HSEEP) is a capabilities- and performance-based exercise program that provides a standardized means of assessing and improving preparedness across the Nation. HSEEP:

Helps organizations objectively exercise and evaluate their capabilities.
Presents a common exercise policy and program guidance.
Uses consistent, understandable terminology.
Provides tools to plan, conduct, and evaluate exercises to improve overall preparedness.

Question 92

SHMO (in relation to FEMA)

Answer 92

After a disaster, the State Hazard Mitigation Officer (SHMO) manages the Hazard Mitigation Grant Program and serves as FEMA’s mitigation liaison. The Tribal Hazard Mitigation Officer (THMO) is responsible for identifying projects and developing a mitigation plan, and may work with the SHMO.

Question 93

NFIP (a federal program)

Answer 93

The National Flood Insurance Program (NFIP) is a Federal program enabling property owners to purchase affordable flood insurance. Flood insurance provides an alternative to disaster assistance.

NFIP participation is based on an agreement between local communities and the Federal Government that:
A community will adopt and enforce a floodplain management ordinance.
The Federal Government will make flood insurance available within the community.

Question 94

UHMA (in relation to FEMA)

Answer 94

FEMA’s Unified Hazard Mitigation Assistance (UHMA) grant programs provide funding for eligible mitigation activities that reduce disaster losses and protect life and property from future disaster damages. FEMA administers the following UHMA grant programs:

Hazard Mitigation Grant Program (HMGP)
Pre-Disaster Mitigation (PDM)
Flood Mitigation Assistance (FMA)
Repetitive Flood Claims (RFC)
Severe Repetitive Loss (SRL)

Question 95

HMGP (in relation to FEMA)

Answer 95

Hazard Mitigation Grant Program (HMGP) assists in implementing long-term mitigation measures following Presidential disaster declarations.

Question 96

PDM (in relation to FEMA)

Answer 96

Pre-Disaster Mitigation (PDM) provides funds for mitigation planning and the implementation of mitigation projects prior to a disaster.

Question 97

FMA (in relation to FEMA)

Answer 97

Flood Mitigation Assistance (FMA) provides funds so that measures can be taken to reduce or eliminate risk of flood damage to buildings insured under the National Flood Insurance Program (NFIP).

Question 98

RFC (in relation to FEMA)

Answer 98

Repetitive Flood Claims (RFC) provides funds to reduce the risk of flood damage to individual properties insured under the NFIP that have had one or more claim payments for flood damages.

Question 99

SRL (in relation to FEMA)

Answer 99

Severe Repetitive Loss (SRL) provides funds to reduce the risk of flood damage to residential structures insured under the NFIP that are qualified as severe repetitive loss structures.

Question 100

NRF (in relation to FEMA)

Answer 100

National Response Framework

The NRF is an essential component of the National Preparedness System. It serves as a guide to how the Nation responds to all types of disasters and emergencies—from the smallest incident to the largest catastrophe.

Question 101

ICS (in relation to FEMA)

Answer 101

Incident Command System

An important function of emergency operations planning is ensuring a coordinated response to various events from a number of different governmental, private-sector, and volunteer organizations using the Incident Command System (ICS).

ICS is a standardized, on-scene incident management system that applies to all threats and hazards. It allows users to adopt an integrated organizational structure to match the complexities and demands of single or multiple incidents, without being hindered by jurisdictional boundaries.

Question 102

COG (in relation to FEMA)

Answer 102

continuity of government (COG)

Question 103

COOP (in relation to FEMA)

Answer 103

continuity of operations (COOP)

Question 104

DRCs (in relation to FEMA)

Answer 104

Disaster Recovery Centers (DRCs).

Question 105

HIPAA (in relation to FEMA)

Answer 105

Health Insurance Portability and Accountability Act of 1996 (HIPAA)

The HIPAA Privacy Rule provides privacy protections for individually identifiable health information held by a covered entity or by its business associate. At the same time, it permits the disclosure of such information when needed for patient care and other important purposes.

An example of the application of HIPAA to emergency management would be when coordinating patient care with others (such as emergency relief workers or others that can help in finding patients appropriate health services).

The Act also specifies various administrative, physical, and technical safeguards to be used to ensure the confidentiality, integrity, and availability of electronic protected health information.

Question 106

PII

Answer 106

personally identifiable information (PII)