...OVERVIEW UNITED STATES DEPARTMENT OF DEFENSE FISCAL YEAR 2014 BUDGET REQUEST APRIL 2013 OFFICE OF THE UNDER SECRETARY OF DEFENSE (COMPTROLLER) / CHIEF FINANCIAL OFFICER Preface The Overview Book has been published as part of the President’s Annual Defense Budget for the past few years. This continues for FY 2014, but with modifications as proposed by congressional staff. From FY 1969 to FY 2005 OSD published the “Annual Defense Report” (ADR) to meet 10 USC Section 113 requirements. Starting with the President’s FY 2006 Budget, this report was no longer produced. Subsequently, the Overview began to fill this role. This year to ensure compliance with Section 113, new chapters are added to include reports from each Military Department on their respective funding, military mission accomplishments, core functions, and force structure. Key initiatives incorporated in the FY 2014 Defense budget. Our budget is formulated based on aligning program priorities and resources based on the President’s strategic guidance. This year’s budget involves key themes to: achieve a deeper program alignment of our future force structure with resource availability; maintain a mission ready force; continue to emphasize efficiencies by being even better stewards of taxpayer dollars; and continue to take care of our people and their families. Implementing Defense Strategic Guidance. The FY 2014 budget request continues the force structure reductions made in the FY 2013 budget request. Following...
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...MN 3301 Midterm 1. Briefly describe the purpose of the Pre-System Acquisition and Systems Acquisition phases of the Defense Acquisition Management System. Explain the entrance and exit criteria for each of the phases of the Defense Acquisition Management System. Additionally, discuss the relevant Technology Readiness Levels associated with each phase. The Defense Acquisition System is a management process which the Department of Defense (DoD) can provide effective, affordable, and timely systems to users. DoD 50000.01 The three core elements, pre-system acquisition, system acquisition, and sustainment, consist of five phases, milestones and reviews acquisition programs must advance through. The five phases of the Defense Acquisition Management System are Material Solution Analysis (MSA), Technology Development (TD), Engineering & Manufacturing Development (EMD), Production & Deployment (P&D), and Operations & Support (O&S). Prior to advancing into the next phase a program must pass a Milestone review, by the Milestone Decision Authority (MDA), to ensure it meets both Department of Defense (DoD) and federal relguations. The pre-system acquisition element consists of the MSA and TD phases. Prior to entering into the MSA phase a Material Development Decision (MDD) will be made for a program and an Initial Capabilities Document (ICD) must be issued. This helps to determine which acquisition phase it will enter based on user needs, technology...
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...Introduction The Department of Defense (DOD) has several departments within the agency that companies will need to work with in order to carry out the terms of their contracts. When considering technology specifically, the DOD has the following departments ready to assist companies: Information Assurance Support Environment, Defense Information Systems Agency, Defense Technology Security Administration, Defense Cyber Crime Center, Defense Technical Information Center, and possibly others that were not immediately obvious (U.S. Department of Defense, 2015). The Information Assurance Support Environment produces Security Technical Implementation Guides (STIGs) for various computer topics, which can be utilized by companies who wish to do business with the DOD. These guides serve as a baseline for the company in regards to the technology specifications they should have in place in order to lock down their systems and network to make them less vulnerable to malicious attacks (Defense Information Systems Agency, 2015). Among these STIGs is one written specifically for the Windows 8 / 8.1 operating system (Information Assurance Support Environment, 2015). This STIG outlines some of the changes made by Microsoft to Windows 8 / 8.1 as well as their recommendations for securing computers, which use that operating system. Tools Windows 8 / 8.1 comes with many tools built into it that allow for the administrator to use in order to do a security audit. A keyboard shortcut of pressing...
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...Management BUS 517 Dr. Ademola Asaya March 3, 2014 Project Charter |Project Name |Department of Defense’s (DoD) provision of electronic access to service treatment record (STR) information and| | |documentation by the Department of Veterans Affairs’ (VA) | |Date |February 16, 2014 | I. Background, Vision, Objectivities, Scope On April 9, 2009, President Barack Obama directed the DoD and the VA to create a Virtual Lifetime Electronic Record (VLER) which would ultimately contain administrative and medical information from the day an individual enters military service throughout their military career and after they leave the military, either through retirement, separation, or discharge (Unknown, Government Printing Office_Government , 2010). An integral portion of VLER’s is the development of a joint DoD/VA electronic health record (EHR). However, administrative and budgetary constraints, technological challenges, disparate information technology/information technology (IM/IT) systems, and political maneuvering have delayed the development of a joint EHR. At this time, it is uncertain when VLER will be implemented. Until a joint, electronic DoD/VA single system for capturing patient encounters is developed, implemented, and sustained, a near-term solution...
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...WRITING STYLE GUIDE AND PREFERRED USAGE FOR DoD ISSUANCES 1. GENERAL PRINCIPLES. Write DoD issuances clearly and concisely, applying the following general principles of effective writing. a. When drafting your document, use an outline. This will help you organize your issuance and keep it focused and on track. b. Use short, simple words. Limit sentences to one thought and keep them brief (an average of 20 or fewer words). c. Use the correct words. (See Appendix 1 for a glossary of preferred usage and Appendix 2 for a list of hyphenated modifiers used in DoD issuances.) d. Write in the active versus passive voice; name an actor with the action being taken immediately after the noun. (See Figure 1 for characteristics and examples.) e. Use parallel construction (the same grammatical structure for similar or related ideas). (See Figure 2 for examples.) f. Avoid long, rambling paragraphs. If a paragraph’s longer than 20 lines, it should probably be restructured to include subparagraphs. g. Organize the material. Where the issuance templates don’t provide a specific structure, organize sections, enclosures, and appendixes so that earlier paragraphs serve to make later paragraphs clear. When possible, use paragraph headings to highlight important concepts so the reader can see at a glance what the paragraph’s about. Figure 1. Characteristics and Examples of Passive and Active Voice PASSIVE VOICE Frequently omits the doer of the action An information copy of the board meeting minutes...
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...Department of Defense INSTRUCTION NUMBER 8500.01 March 14, 2014 DoD CIO SUBJECT: Cybersecurity References: See Enclosure 1 1. PURPOSE. This instruction: a. Reissues and renames DoD Directive (DoDD) 8500.01E (Reference (a)) as a DoD Instruction (DoDI) pursuant to the authority in DoDD 5144.02 (Reference (b)) to establish a DoD cybersecurity program to protect and defend DoD information and information technology (IT). b. Incorporates and cancels DoDI 8500.02 (Reference (c)), DoDD C-5200.19 (Reference (d)), DoDI 8552.01 (Reference (e)), Assistant Secretary of Defense for Networks and Information Integration (ASD(NII))/DoD Chief Information Officer (DoD CIO) Memorandums (References (f) through (k)), and Directive-type Memorandum (DTM) 08-060 (Reference (l)). c. Establishes the positions of DoD principal authorizing official (PAO) (formerly known as principal accrediting authority) and the DoD Senior Information Security Officer (SISO) (formerly known as the Senior Information Assurance Officer) and continues the DoD Information Security Risk Management Committee (DoD ISRMC) (formerly known as the Defense Information Systems Network (DISN)/Global Information Grid (GIG) Flag Panel). d. Adopts the term “cybersecurity” as it is defined in National Security Presidential Directive-54/Homeland Security Presidential Directive-23 (Reference (m)) to be used throughout DoD instead of the term “information assurance (IA).” 2. APPLICABILITY a. This instruction applies to: (1) OSD, the...
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...overseas. The company that I’m referring to is the US Navy. Each command within this company has their own mission and requires different things to execute their mission. Spending millions on a weekly basis is very common within this organization. Suppliers have to be ready to ship parts needed out at all times, and be very flexible. The Us Navy spends most of its money on building new ships, supplies for ships, ammunition, and fuel. Without these supplies, they wouldn’t be able to conduct missions around world. I work in a division referred to as Dockmasters. The job of a Dockmaster is to safely dock and undock ships. Daily, I’m seeing twenty to thirty truckloads of supplies being brought to ships before they deploy for a span of nine to ten months. Over the last year, America has seen large cuts in the area of our defense referred to as Sequestration, but the Navy is still spending lots of money to execute. For example, “the request for the Department of Defense (DoD) includes $525.4 billion in discretionary budget authority to fund base defense programs and $88.5 billion to support Overseas Contingency Operations (OCO), primarily in Afghanistan. The discretionary budget, $155.9 billion represents the Department of the Navy's budget request. This is a decrease of $1.4 billion from last year's baseline appropriation ().” Even with this new proposed budget, there is still that $1.4 billion decrease from the Sequestration. The military deals with lots of different manufacturers...
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...COLLEGE Newport, R.I. IT’S ABOUT TIME THAT THE DEPARTMENT OF DEFENSE IMPLEMENTED MANDATORY FOREIGN LANGUAGE TRAINING FOR ALL MEMBERS By Samuel W. Bettwy Lieutenant Colonel, Judge Advocate, U.S. Army Reserve A paper submitted to the Faculty of the Naval War College in partial satisfaction of the requirements of the Department of Joint Military Operations. The contents of this paper reflect my own personal views and are not necessarily endorsed by the Naval War College or the Department of the Navy. Signature: s/ Samuel W. Bettwy 28 January 2013 _______________________________ John F. Sussilleaux, Professor INTRODUCTION It is generally recognized that future U.S. military operations will be multinational. As the Naval War College instructs: “There is no reason to believe American military forces will ever undertake a major operation alone without some other nations participating.”[i] As the Army states in its field manual on Training for Full Spectrum Operations, leaders must prepare to operate at the tactical level in operations involving multinational forces.[ii] And as Joint Publication 3-16 states, “US forces cannot assume that the predominant language will automatically be English”[iii] in coalition operations. Recognizing that multinational operations are the inevitable way of the future, the Department of Defense (DOD) acknowledges the importance of language capability...
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...Military Robb Johnson English 111 Professor Murray December 19, 2014 The protection and equal treatment of the men and women who serve in the Armed Forces of the United States is one the most important duties of the United States Department of Defense. With an annual budget of $500 billion dollars, and nearly 2.5 million active and reserve servicemen and women serving around the world, the Department of Defense is one of the most important and visible functioning organizations in the United States Government ("DoD releases fiscal," 2014). The men and women who serve in the Armed Forces are expected to exemplify what it means to be an American citizen and have an expectation to receive the appropriate care and respect in return for their services. Recent allegations of numerous cases of sexual assaults throughout the United States Armed Forces has left many wondering how this nation’s most entrusted organization could allow for this to take place. Reports show that servicewomen are being subjected to unethical treatment, specifically sexual harassment/assault at rates that have not been previously experienced. This raises the question of leadership and the policies in place to deal with such unethical treatment, and how the Department of Defense will move forward on the issues of sexual assault and women in the military. It has taken the stories of brave women to step forward and share their horrific experiences for this issue to come to the forefront. Servicewomen like Army...
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...Regionally Aligned Forces US Army brigade combat teams should be regionally realigned when it is financially and politically feasible to do so. Determining the benefits and shortfalls depend on how creative the US will be to create and deploy culturally savvy forces to any given region. Engagement in the Middle East, as an example, will require US personnel to be more culturally knowledgeable over the years to come. There is sufficient turmoil in the Middle East that the US Government will have no choice but to address realignment over the next decade. The US Army also has tough budgetary choices, particularly during the current personnel drawdown. While General Odierno, the Army Chief of Staff, has a great vision to create regionally aligned forces (RUF), most commands continue training in legacy combat tasks and doctrine. Realignment will be possible, when the political environment changes. Lack of doctrine to accomplish realignment is a shortcoming. For example, Army Doctrine Publication (ADP) 3-0, Unified Land Operations, is a recent publication of strategic relevance for the Army’s future. ADP 3-0 does not address any of the terms associated with realigning the force. Even ADP 5-0, the Operations Process, makes no mention of tactical, strategic issues, or realignment objectives. That is a mistake and military doctrine should articulate a plan to codify what the end state expectations are. The implied task is that all Army regulations (ARs), Army...
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...Introduction of the purpose and importance of risk management Risk management planning is a critical and often overlooked process on every project. Allowing for the proper amount of risk planning in your project schedule can mean the difference between project success and project failure when those potential risks become real issues. The plan is only the output of the process. It details how the process will be implemented, monitored, and controlled through the life of this project. It details how the group will manage risks but doesn’t attempt to define the responses to individual risks. Risks come about for many reasons, some are internal to the project, and some are external such as but not limited to the project environment, the management process, planning process, inadequate resources, and other unforseen instances that can contribute to risk. Risks associated with the project generally concern the objectives, which turn to impact time, cost, or quality, or combination of those three things. Risk management provides assurance that an organization can create and implement an effective plan to prevent losses or reduce the impact if the a loss occurs. A good plan includes strategies and techniques for recognizing and confronting the threats, solutions for both preventing and solving the situation and indicates financial opportunities. An effective risk management practice does not terminate risks. However, an effective and operational risk management practice demonstrates...
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...the BCA act (Budget Control Act). This act was passed in August of 2011. The budget cuts are supposed to equal over a trillion dollars total! This is supposed to continue from the year of 2013 to the year 2021 divided perfectly in the 9 year time period. They are also evenly split between defense spending and discretionary spending, which is spending on things like medicaid and social security. Just for the year of 2013, the cuts total cost came to a total of one hundred and nine billion dollars. (Suzy, 2012). The Sequester was actually designed in 2011 to force The Joint Select Comittee on The Super-committee to agree on a reduction package. The sequester will dramatically save a lot of money each year, saving 940 billion dollars and interest by 200 billion dollars. Nine tenths of the savings actually come from discretionary appropriations. Majority of the madatory programs, this including (social security, medicaid, food stamps, and verterans' benefits) are not included for the sequestation. Of course there are more that will be exempt, but those are the fast majority of them. Not only will the defense spending be cut by almost ten percent, while the majority of the non-exempt, non-defense spending by nearly seven percent, medicare by two percent, and other madatories by seven percent. (Understanding the Sequester. 2010, January 1). With the expiration of Bush's tax cuts and the payroll cut, this would have greatly resulted to a huge contraction, almost positively throwing...
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...maintenance operations to determine the effectiveness of maintaining these positions as military and Department of Defense (DOD) civilian entities or privatizing the positions through outsourcing. Contrary to popular belief an A-76 study is not contracting. Its purpose is to create cost savings for the DOD through a competitive sourcing program. “The A-76 circular mandates that the government procure commercially available goods and services from the private sector when it makes economic sense to do so”. (A-76 Cost Comparison Overview, p.1, 2002). The cultural makeup of the organization is active duty and federal employees. The A-76 was implemented before our retirement, we would like to revisit the process and research the outcome and its affect on the organization and its members. This research will uncover some of the problems associated with A-76 studies/processes outside of cost effectiveness. This study will provide the effects outside of cost savings, it will demonstrate the negative affects it has on federal/military personnel jobs, civilian pay, training and the morale of the organization. Premise: The outsourcing/A-76 study was implemented to save governmental dollars and increase privatization and competitiveness within the industry. We believe the cost became progressively greater than what the DOD had predicted. In the Schoefield article Warren reported, “in 1998, DOD projected that these savings could amount to over $6 billion by fiscal year 2003 and $2.5 billion...
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...AMBA 600 1141 | “How Can New Cloud Technologies be Implemented in Government Contracting?” | | | Stephen Roane | 5/11/2015 | Executive Summary: Recently cloud computing has been a hot topic in the news. The reason is because cloud computing has a lot of potential. Cloud technology could revolutionize the way that businesses operate. Recently the Department of Defense (DOD) granted security approvals to a number of companies that provide cloud technology. This technology could have a significant impact on the way that procurement is done in the Federal Government. Utelizing this new technology could create cost savings, give remote access and create flexibility. Along with these advantages that cloud technology can potentially offer comes some issues. The main issue that cloud technology presents is security threats to the information that the cloud itself will store. On 4 May 2015 the Department of Defense granted new security approvals to 23 cloud providers. The reason why this is important in the Contract/Procurement field is because this will allow contract writing systems to operate via a cloud application. The use of cloud technologies will create cost savings and offer “flexibility and agility to respond to new challenges and opportunities.” (McKendrick, 2013) Cloud systems have their pros and cons. Some of the pros are the flexibility and access, which could be a plus to any federal agency. On the other hand the major con is security. ...
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...Department of Defense INSTRUCTION NUMBER 8510.01 November 28, 2007 ASD(NII)/DoD CIO SUBJECT: References: DoD Information Assurance Certification and Accreditation Process (DIACAP) (a) Subchapter III of Chapter 35 of title 44, United States Code, “Federal Information Security Management Act (FISMA) of 2002” (b) DoD Directive 8500.01E, “Information Assurance (IA),” October 24, 2002 (c) DoD Directive 8100.1, “Global Information Grid (GIG) Overarching Policy,” September 19, 2002 (d) DoD Instruction 8500.2, “Information Assurance (IA) Implementation,” February 6, 2003 (e) through (ab), see Enclosure 1 1. PURPOSE This Instruction: 1.1. Implements References (a), (b), (c), and (d) by establishing the DIACAP for authorizing the operation of DoD Information Systems (ISs). 1.2. Cancels DoD Instruction (DoDI) 5200.40; DoD 8510.1-M; and ASD(NII)/DoD CIO memorandum, “Interim Department of Defense (DoD) Information Assurance (IA) Certification and Accreditation (C&A) Process Guidance” (References (e), (f), and (g)). 1.3. Establishes or continues the following positions, panels, and working groups to implement the DIACAP: the Senior Information Assurance Officer (SIAO), the Principal Accrediting Authority (PAA), the Defense Information Systems Network (DISN)/Global Information Grid (GIG) Flag Panel, the IA Senior Leadership (IASL), the Defense (previously DISN) IA Security Accreditation Working Group (DSAWG), and the DIACAP Technical Advisory Group (TAG). 1.4. Establishes a C&A process...
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