Wednesday, November 19, 2014

Work Looks to Industry to Maintain Technology Edge



By Amaani Lyle
DoD News, Defense Media Activity

WASHINGTON, Nov. 19, 2014 – In remarks at the Defense One Summit here today, Deputy Secretary of Defense Robert O. Work stressed the importance of engaging industry, services and the Defense Business Board in maintaining the United States’ technological edge in coming years.

Work noted the challenge of balancing resources and requirements against the landscape of what he called an “especially chaotic” drawdown and a persistent continuing resolution over the past five years.

“The temporal aspects of this strategy are going to be much more challenging than in the past,” Work said. “And we’re going to have to do rapid prototyping … or we will continually lose ground.”

Budget Uncertainty Threatens Advances

Speaking on acquisition and technological advances, Work described the Defense Department’s focus across the decades, from the 1950’s nuclear weapons, 1960’s space, 1970’s stealth and microelectronics, 1980’s large-scale systems of systems into current systems that can face asymmetric challenges.

But efforts to increase base-level demonstrations, exercises and prototyping, Work said, can by stymied by budget uncertainties.

Work said that in response to those uncertainties, the department will seek to enhance its effectiveness through the Defense Business Board, which includes former chief executive officers, chief financial officers, chief operating officers and captains of industries.

“They’re now an operational arm directly associated with my deputy chief management officer and they’re going to help us benchmark against civilian business practices,” Work said.

So far, the DoD has been able to annually identify some $26 million in savings from duplication of contracts, administrative costs and other expenses over five years through these internal analyses, he said.

“That gave us great confidence that as we look at the broader defense agencies we were going to find significant savings,” Work said.

Tuesday, November 18, 2014

Ebola Facts

by 86th Airlift Wing Public Affairs

11/17/2014 - RAMSTEIN AIR BASE, Germany -- Though the Ebola outbreak of 2014 is almost completely isolated to Africa, it has been documented by the World Health Organization as the largest, most complex spread since 1976, with case fatality rates varying from 25 to 90 percent.

Below is information and prevenitive measures on Ebola

Key facts

· Ebola virus disease (EVD), formerly known as Ebola haemorrhagic fever, is a severe, often fatal illness in humans.

· The virus is transmitted to people from wild animals and spreads in the human population through human-to-human transmission.

· The average EVD case fatality rate is around 50%. Case fatality rates have varied from 25% to 90% in past outbreaks.

· The first EVD outbreaks occurred in remote villages in Central Africa, near tropical rainforests, but the most recent outbreak in West Africa has involved major urban as well as rural areas.

· Community engagement is key to successfully controlling outbreaks. Good outbreak control relies on applying a package of interventions, namely case management, surveillance and contact tracing, a good laboratory service, safe burials and social mobilisation.

· Early supportive care with rehydration, symptomatic treatment improves survival. There is as yet no licensed treatment proven to neutralise the virus but a range of blood, immunological and drug therapies are under development.

· There are currently no licensed Ebola vaccines but two potential candidates are undergoing evaluation.

Background

The Ebola virus causes an acute, serious illness which is often fatal if untreated. Ebola virus disease (EVD) first appeared in 1976 in two simultaneous outbreaks, one in Nzara, Sudan, and the other in Yambuku, Democratic Republic of Congo. The latter occurred in a village near the Ebola River, from which the disease takes its name.

The current outbreak in West Africa, (first cases notified in March 2014), is the largest and most complex Ebola outbreak since the Ebola virus was first discovered in 1976. There have been more cases and deaths in this outbreak than all others combined. It has also spread between countries starting in Guinea then spreading across land borders to Sierra Leone and Liberia, by air (one traveler only) to Nigeria, and by land (one traveler) to Senegal.

The most severely affected countries, Guinea, Sierra Leone and Liberia have very weak health systems, lacking human and infrastructural resources, having only recently emerged from long periods of conflict and instability. On August 8, the World Health Organization Director-General declared this outbreak a Public Health Emergency of International Concern.

A separate, unrelated Ebola outbreak began in Boende, Equateur, and an isolated part of the Democratic Republic of Congo.

The virus family Filoviridae includes three genera: Cuevavirus, Marburgvirus, and Ebolavirus. There are five species that have been identified: Zaire, Bundibugyo, Sudan, Reston and Taï Forest. The first three, Bundibugyo ebolavirus, Zaire ebolavirus, and Sudan ebolavirus have been associated with large outbreaks in Africa. The virus causing the 2014 West African outbreak belongs to the Zaire species.

Transmission

It is thought that fruit bats of the Pteropodidae family are natural Ebola virus hosts. Ebola is introduced into the human population through close contact with the blood, secretions, organs or other bodily fluids of infected animals such as chimpanzees, gorillas, fruit bats, monkeys, forest antelope and porcupines found ill or dead or in the rainforest.

Ebola then spreads through human-to-human transmission via direct contact (through broken skin or mucous membranes) with the blood, secretions, organs or other bodily fluids of infected people, and with surfaces and materials (e.g. bedding, clothing) contaminated with these fluids.

Health-care workers have frequently been infected while treating patients with suspected or confirmed EVD. This has occurred through close contact with patients when infection control precautions are not strictly practiced.

Burial ceremonies in which mourners have direct contact with the body of the deceased person can also play a role in the transmission of Ebola.

People remain infectious as long as their blood and body fluids, including semen and breast milk, contain the virus. Men who have recovered from the disease can still transmit the virus through their semen for up to seven weeks after recovery from illness.

Symptoms of Ebola virus disease

The incubation period, that is, the time interval from infection with the virus to onset of symptoms is 2 to 21 days. Humans are not infectious until they develop symptoms. First symptoms are the sudden onset of fever fatigue, muscle pain, headache and sore throat. This is followed by vomiting, diarrhea, rash, symptoms of impaired kidney and liver function, and in some cases, both internal and external bleeding (e.g. oozing from the gums, blood in the stools). Laboratory findings include low white blood cell and platelet counts and elevated liver enzymes.

Diagnosis

It can be difficult to distinguish EVD from other infectious diseases such as malaria, typhoid fever and meningitis. Confirmation that symptoms are caused by Ebola virus infection are made using the following investigations:

· antibody-capture enzyme-linked immunosorbent assay (ELISA)

· antigen-capture detection tests

· serum neutralization test

· reverse transcriptase polymerase chain reaction (RT-PCR) assay

· electron microscopy

· virus isolation by cell culture


Samples from patients are an extreme biohazard risk; laboratory testing on non-inactivated samples should be conducted under maximum biological containment conditions.

Treatment and vaccines

Supportive care-rehydration with oral or intravenous fluids- and treatment of specific symptoms, improves survival. There is as yet no proven treatment available for EVD. However, a range of potential treatments including blood products, immune therapies and drug therapies are currently being evaluated. No licensed vaccines are available yet, but two potential vaccines are undergoing human safety testing.

Prevention and control

Good outbreak control relies on applying a package of interventions, namely case management, surveillance and contact tracing, a good laboratory service, safe burials and social mobilisation. Community engagement is key to successfully controlling outbreaks. Raising awareness of risk factors for Ebola infection and protective measures that individuals can take is an effective way to reduce human transmission. Risk reduction messaging should focus on several factors:

· Reducing the risk of wildlife-to-human transmission from contact with infected fruit bats or monkeys/apes and the consumption of their raw meat. Animals should be handled with gloves and other appropriate protective clothing. Animal products (blood and meat) should be thoroughly cooked before consumption.

· Reducing the risk of human-to-human transmission from direct or close contact with people with Ebola symptoms, particularly with their bodily fluids. Gloves and appropriate personal protective equipment should be worn when taking care of ill patients at home. Regular hand washing is required after visiting patients in hospital, as well as after taking care of patients at home.

· Outbreak containment measures including prompt and safe burial of the dead, identifying people who may have been in contact with someone infected with Ebola, monitoring the health of contacts for 21 days, the importance of separating the healthy from the sick to prevent further spread, the importance of good hygiene and maintaining a clean environment.

Controlling infection in health-care settings

Health-care workers should always take standard precautions when caring for patients, regardless of their presumed diagnosis. These include basic hand hygiene, respiratory hygiene, use of personal protective equipment (to block splashes or other contact with infected materials), safe injection practices and safe burial practices.

Health-care workers caring for patients with suspected or confirmed Ebola virus should apply extra infection control measures to prevent contact with the patient's blood and body fluids and contaminated surfaces or materials such as clothing and bedding. When in close contact (within one metre) of patients with EBV, health-care workers should wear face protection (a face shield or a medical mask and goggles), a clean, non-sterile long-sleeved gown, and gloves (sterile gloves for some procedures).

Laboratory workers are also at risk. Samples taken from humans and animals for investigation of Ebola infection should be handled by trained staff and processed in suitably equipped laboratories.

Monday, November 17, 2014

Air Force members get new app to solve their own computer problems

Air Force Space Command Public Affairs

11/17/2014 - PETERSON AIR FORCE BASE, Colo. -- As the Air Force Enterprise Service Desk (ESD) goes virtual, Air Force members will see a new application on their computer that allows them to immediately tackle and fix their minor IT issues. 

The Virtual Enterprise Service Desk (vESD) is a client-based application that allows the user to solve common issues and self-initiate trouble tickets for e-mail, desktop, laptop, and mobile devices and will eventually include network, software, hardware and other user account capabilities. The application allows for status checks of any current trouble ticket, feedback submission and provides further contact information for more help.

The application began rolling out across the Air Force in stages, starting with Joint Base San Antonio - Lackland, Texas, and Peterson AFB, Colorado, in Oct 2014. After those locations, the app will be implemented across the major commands in stages.

Users who experienced account or network problems over the last few years have called a central customer service center. With a customer base of over 650,000 people, the ESD's automated phone system had been significantly overburdened, which led to a cascade of inefficiencies. Not immune to the fiscal challenges so familiar across the Air Force, the 67th Cyber Wing advanced on a new approach to customer service, necessary to solve this complex problem.

"Back in February, the average call wait time was around 20 minutes, but during peak periods this could easily run up to an hour," said Col. Chad Raduege, commander of the 690th Cyberspace Operations Group."That's a 60 minute wait just to tell an ESD technician that you have a problem.Coupled with the ESD's backlog, our return to service time took up to seven days.That's unacceptable."

The ESD is transforming to more efficiently empower users to find solutions to their technical challenges as well as leverage new automated programs to eliminate the need for a call center. It is important to note the ESD is not closing. It will still exist. It is simply transforming its business processes on more proactive tasks.

"The ESD continues to modernize and retool in order to address the call wait times and return to service rates," said Lt. Col. Mark Reith, commander of the 690th Network Support Squadron and responsible for the ESD. "It started with an online tool called MyGAL, then we added IAO Express. These tools drastically improved user experience. Today the average wait time is 5-10 minutes and users should expect an average return to service time of about half a day. The vESD app is the final piece of the new IT support model, and it comes just in time before the Air National Guard migration into the AFNET."

With vESD, the user simply clicks an icon on their desktop, answers some simple questions, and the software attempts repair. They effectively reach a virtual ESD technician immediately. Similar to the human technician, vESD will attempt repair based on the user's response to questions and will perform its own "health check" of the user's computer. If it can't resolve the problem, vESD will automatically initiate a trouble ticket and route it immediately to the appropriate office at one of the Network Operations Squadrons or the local Communications Focal Point, depending on the problem identified.

"Historically, about 70 percent of all tickets are minor issues that could be resolved through this type of automation," said Reith. The remaining tickets are generally forwarded to other offices for resolution because it is beyond the expertise of the first line technician. vESD is great because it either resolves the minor issue or routes the ticket to the right back shop  office. Instead of waiting for someone to answer the phone, the tough tickets are created and routed to the right specialist faster."

The local Communications Squadron will continue to be an important partner in the new IT support model. Armed with additional IT permissions, they are empowered to work their local leadership's priorities. In extreme cases, users may need to call their local support when a computer is completely broken or off the network. This is actually a faster approach since even if the ESD did take the call, they would not be able resolve it since remote access wouldn't be possible. Eliminating the middleman actually improves the user experience.

"Automation allows our users to update more information on their own, and even solve common problems at their desktop," said Craig Biddington, senior communications officer for the 366th Communications Squadron at Mountain Home AFB, Idaho. "Now our technicians see fewer tickets, allowing us to recapitalize resources toward more critical tasks."

The ESD will continue to be an important part of IT support, just not as call center. The future ESD will focus instead on proactive activities that prevent issues in the first place. One example is the creation of a problem management team. Often cited as an industry best-practice, problem management focuses on finding the root cause of enterprise-wide issues and ensuring that solutions are worked through the engineering and acquisition battle rhythms. Another example is the creation of an AFIN Mission Assurance Center (AMAC) to orchestrate maintenance actions amid real-world operations. These initiatives are key elements of realizing IT efficiencies and maximizing limited IT resources while protecting AF missions.

If you experience any problems with the vESD or have an issue that needs further assistance, please call your local communications focal point. The JBSA communications focal point can be reached at (210) 652-2015.

Reservist encourages learning through robotics

by Maj. Marnee A.C. Losurdo
403rd Wing Public Affairs


11/14/2014 - KEESLER AIR FORCE BASE, Miss. -- When Lt. Col. Frank Poukner isn't flying an aircraft into a hurricane to collect weather data for the National Hurricane Center, he devotes part of his free time to encourage Mississippi Gulf Coast youth to take an interest in science and math by working with Legos.

This was the case Nov. 8 when he judged the First Lego League robotics competition at St. Patrick High School in Biloxi, Mississippi. There were 13 teams from schools in Jackson, Biloxi, Gulfport and Ocean Springs, Mississippi, competing in the qualifying event.

FLL, developed in 1999, consist of teams comprised of 8 to 10 students ages 9 to 14. The children face engineering challenges by building programmable, rolling robots out of LEGOs, which must complete specified tasks.

Poukner, a 403rd Wing reservist and pilot in the 53rd Weather Reconnaissance Squadron, became involved with the program about four years ago as his two sons joined the robotics team. His oldest son, now 18 and in college, was a member of the St. Patrick's team and now mentors the team. Poukner's youngest son, 16, is a member of the St. Patrick's team competing in the U.S. FIRST Robotics Competition for high school students.

"It's a great program. It introduces the students to science, technology, engineering and math," said Poukner. "It's rewarding to see their thought process and how they develop these unique ideas to accomplish the program's objectives."

As part of the competition, each fall, FLL issues a challenge based on a real-world scientific topic. Past challenges have dealt with topics ranging from nanotechnology to the quality of life for the handicapped, exposing students to potential careers in these areas, according to the FLL website. Each challenge consists of three parts which are the robot game, project and core values. Teams are judged on each of these areas at competitions, said Poukner.

The robotics game takes place on a specially designed table with six-inch high border walls and a field mat. Teams receive construction kits prior to the competition to build their robots and program them for mission scenarios that must be accomplished in a certain manner on the field mat to earn points. Only one robot and two team members are allowed at the table during a match. The robot has two-and-a-half minutes to accomplish a 10-obstacle course on the table.

The FLL core values focus on teamwork, learning together, friendly competition and professionalism, according to the FLL website. Judges observe the teams in action and interview them to see how they functioned as a team.

For the Nov. 8 competition, Poukner judged teams on their project. This year's project challenged students to come up with better or more innovative ways to help someone learn, said Poukner. Teams pick a topic, create a solution and share what they have learned with others by creating a website or presenting to a professional group, according to the FLL website. The teams then present their project at the tournament.

Poukner said he was very impressed with the Jackson Preparatory School team's project. They won an award for their efforts.

"They have an outreach program that works with a school for the deaf and developed a website that helps parents with their deaf children by helping them with sign language," said Poukner. "Also, they donated last year's robot to the school and taught the students at the school how to use it. They are learning but also giving back to the community."

The team from the Nativity Blessed Virgin Mary elementary school in Biloxi won the overall competition and is one of six teams to move on to the state competition in Vicksburg, Mississippi, Dec. 20.

However, the event isn't all about winning. It's about learning, said Poukner. It's for this reason, that he said he became a National Defense Education Program robotics coordinator for Keesler Air Force Base.

In 2011, Poukner's former 53rd WRS co-worker, Roy Cloud, a C-130 flight engineer who is now retired and an FFL coach, approached him about the program.

"He said that Keesler did not have a coordinator and NDEP robotics grants were available and would I consider being the coordinator; I agreed," he said. As the robotics coordinator he assists local schools with obtaining NDEP grants to fund teams to participate in robotics competitions. NDEP gave robotics grants to 112 U.S. teams in 2011, and in 2014, that number grew to 430 teams nationally, he said.

The NDEP program's goal is to build the future workforce of scientists, mathematicians, and engineers for the Department of Defense by supporting science and math programs at the elementary, middle and high school, and college levels, according the NDEP website. NDEP emphasizes hands-on learning, which is why it sponsors K-12 robotics teams participating in the US FIRST Robotics Competitions or FIRST Tech Challenge for high school students and the FFL or Junior FIRST LEGO League for elementary and middle school students.

NDEP grant sponsorship requires a DoD workforce volunteer to be identified as a coach or mentor for each team, said Poukner.  Coaches, such as Cloud who is responsible for three teams, are to inspire the students about science, technology and engineering. They guide teams in developing their goals and project timelines, schedule meetings, and serve as a liaison between team member's parents, volunteers and mentors. Mentors are role models and subject matter experts who work with the teams in his or her area of expertise. They also help educate team members about potential careers.

"My role as the NDEP coordinator is only a small part of this," said Poukner. "The coaches, teachers, parents and volunteers are the ones who make it all happen and insure the success of these programs."

Saturday, November 15, 2014

Cyber Defense a Cooperative Effort, Rogers Says



By Claudette Roulo
DoD News, Defense Media Activity

WASHINGTON, Nov. 15, 2014 – "Cyber blur" is an enormous challenge to those seeking to defend the nation's networks, Navy Adm. Michael S. Rogers, the National Security Agency’s director, said today.

At the Reagan National Defense Forum in Simi Valley, California, Rogers, who’s also commander of U.S. Cyber Command and chief of the Central Security Service, explained that network defense isn't an either-or proposition that can be neatly divided into public sector, private sector and national security responsibilities.

"This is the ultimate team sport," he said. "There is no single sector, there is no single element of this population, there is no single element within the government that has the total answer. It will take all of us working together to make this work."

The nation's adversaries don't hesitate to blend public and private capabilities in the cyber realm, either, he said.

"The biggest thing that concerns me ... in the immediate near term is we're taking capabilities, whether it be nation-states, groups or individuals, and I'm watching some of these blur and create partnerships that make attribution more difficult. They clearly are intended to try to stymie attribution as well as policy decisions on our part," Rogers said. "... This is going to require us to think a little differently."

National Cyber Strategy

Lack of a cyber strategy that includes not just national defense, but public and private sector networks, has created a situation where attackers run little risk by engaging in attempts to penetrate inner systems and steal information, the admiral said.

"My concern there is, if we're not careful and this trend continues, this will encourage nation-states, groups or individuals potentially to start to engage in ever more escalatory and riskier behavior, and that's not a good thing for us as a nation," he said.

Right now, there's a broad consensus on what elements need to be addressed by a national cyber strategy, Rogers said, but the challenge has been in coming to an agreement on specifics.

"From a Department of Defense perspective, I'm very comfortable with the vision we have in terms of how do we create capability, what skill set should it have, how should it be employed operationally, how should it be integrated -- cyber's got to be integrated with a much broader effort," he explained. "I'm not a big fan of looking at cyber kind of in isolation."

Bridging the Corporate Divide

Rogers said he's visited Silicon Valley twice in his seven months in office in an effort to bring together the public- and private-sector sides of the nation's cyber workforce and find some agreement between the needs of corporate cyber and national defense.

"We have got to understand each other, and I'm watching two cultures that are largely just talking past one another," the admiral said. "Not because one is good and one is bad but because they're two different cultures with really different views of the world around them [and] lack of familiarity with the other side.

"If we are each going to vilify each other, we will get nowhere,” Rogers continued. “It cannot be that one of us is good and one of us is bad. We each have a valid concern, and what's the way that we can work together to make this work."

Wednesday, November 12, 2014

Cyber Flag’ Exercise Tests Mission Skills



From a U.S. Cyber Command News Release

FORT GEORGE G. MEADE, Md., Nov. 12, 2014 – Joint and coalition cyberspace forces completed Cyber Flag 15-1, a cyberspace force-on-force training exercise fusing attack and defense across the full spectrum of military operations in a closed network environment, at Nellis Air Force Base, Nevada, Nov. 7, U.S. Cyber Command officials reported today.

As Cybercom’s premier exercise, Cyber Flag 15-1 evaluated growing cyberspace capabilities within the Cyber Mission Force and joint headquarters elements, advancing Cybercom commander and National Security Agency and Central Security Service director, Navy Adm. Michael Rogers’ vision of operationalizing and fully integrating cyberspace operations into other military planning and operations.

Rogers has often emphasized that the Department of Defense must build operational capacity in cyberspace to generate military options for senior military leaders and decision makers. He has stressed that the U.S. cannot wait until a cyberspace crisis affects the nation or DoD’s ability to conduct military operations to develop partnerships, generate cyber capacity and capability, and ensure coordination processes are in place for national or military response.

Cyber Defense is Team Effort

“Cyber is a team effort, and given the resource constraints and capacity shortfalls, we need to partner in a way that optimizes operational outcomes. This exercise is an incredible opportunity to strengthen our relationships with critical partners,” said Rogers, noting that relationships are the key to success in the cyberspace domain.

The four main exercise objectives were to:

-- execute joint and coalition cyberspace operations that were fully integrated with other combatant command air, land and sea operations;

-- identify, prioritize and defend key cyber terrain against imminent or observed threats;

-- operate in a denied, manipulated or contested cyber environment; and,

-- rehearse how a coalition will conduct command and control of cyberspace forces at the tactical and operational levels in response to a regional crisis.

The exercise has evolved each year since its inception in 2011 by incorporating more participants from across DoD, other federal agencies, and allies in more sophisticated, realistic scenarios against opposing forces. This year’s scenario, devised by exercise planners, involved a simulated Combined Joint Task Force response to a notional regional crisis involving fictional state and non-state actors conducting significant activity in cyberspace.

Exercise Features Multiple Players

Teams from the Cyber Mission Force participated in the exercise, including the Cyber National Mission Force, which is responsible for, when ordered, the defense of U.S. critical infrastructure against sophisticated cyberattacks of significance to national security; the Cyber Combat Mission Force, which supports combatant commander requirements around the world; and the Cyber Protection Force, which is responsible for the defense of DoD information networks. Teams from allied nations brought comparable forces and capabilities, and integrated with U.S. joint forces into the coalition environment.

The exercise took place on a specially-constructed closed network designed to simulate the DoD and allied information networks and adversary networks. The event also featured an expert opposing force, which takes on the role of the adversary, using a range of tactics and weapons to provide a realistic training environment.

The opposing force simulated a range of cyberspace threat actors, testing the readiness and dynamic response capability of the CMF teams. Throughout the exercise, senior leadership stressed the importance of being able to continue military operations in denied or contested environments, fighting through degraded networks to achieve military objectives.

“The U.S. and allied participants dedicated a remarkable level of effort to participate in Cyber Flag 15-1,” said Coast Guard Rear Adm. Kevin Lunday, Cybercom’s director of exercises and training. “The coalition exercise environment was vital to generating insights into how to achieve military objectives by conducting operations in and through cyberspace. We will use the lessons identified here to improve joint training, tactics and readiness of the Cyber Mission Force as we continue to build capability and capacity.”

In addition to testing command and control and meeting the other objectives, the exercise provided the opportunity for CMF teams, Joint Force Headquarters-Cyber for military services and Cyber National Mission Force Headquarters to demonstrate proficiency in mission tasks established in joint standards by U.S. Cyber Command.

Exercise Provides Tremendous Value

"Cyber Flag provided tremendous value for both the cyber mission teams and their headquarters staff,” said Army Brig. Gen. Paul Nakasone, commander of the Cyber National Mission Force. “It allowed the teams to practice, build upon, and validate their individual and collective skill sets. Likewise, it exercised headquarters staff elements to integrate and synchronize their command-and-control and planning responsibilities.”

Nakasone continued, “Cyber Flag also reaffirmed our need for a persistent training environment -- a world-class facility for on-location or distributed training that includes a ‘hot’ [live] network, an active and dedicated opposing forceadversary, and skilled assessors."

Through large training events and exercises like Cyber Flag, or smaller events that could be made possible through a persistent training environment, officials said DoD is learning how to better integrate operations in cyberspace with other domains, how to better defend DoD networks from attack, and how reliance on networks and technology creates both opportunity and vulnerability for the U.S. and allies.

“The purpose of a military exercise is to learn,” Rogers told participants. “Push the envelope, experiment, and take advantage of this opportunity by embracing controlled failure for the learning potential it has.”