The space security index

This is an excerpt from “Space Security 2003,” published March 2004 by the International Security Research and Outreach Programme of the Canadian Department of Foreign Affairs and International Trade. The views and positions stated in this paper are soley those of the contributors to this research project and are not intended to reflect the views and positions of the Department of Foreign Affairs or the Government of Canada. A review of the project was provided to the “Ensuring Space Security: Enhancing Stakeholder Cooperation” Conference by Dr. Robert Lawson, Senior Policy Advisor Non-Proliferation, Arms Control and Disarmament Division, Canadian Department of Foreign Affairs and International Trade.     

The New Public Management, Homeland Security, and the Politics of Civil Service Reform

This article examines the George W. Bush administration's efforts to apply New Public Management reforms to the Department of Homeland Security. The primary focus is the administration's attempt to implement the law. The managerial strategy that Department of Homeland Security and Office of Personnel Management executives used to carry out the law in the massive new department receives attention, with a special focus on the approach used in dealing with the federal courts. The article suggests five general lessons concerning civil service deregulation at the federal level. The case reaffirms the notion that successful administrative reform requires a keen appreciation for the politics that shape it.     

The Singapore Mutiny (1915) and the Genesis of Political Intelligence in Singapore

This paper describes how political intelligence evolved in Singapore and the establishment for the first time of a political intelligence bureau, the forerunner of the Singapore Police Special Branch and the present-day Internal Security Department (ISD). It is an example of British imperial practice as the early roots of intelligence in Singapore owed much to the experience gained earlier in British India in dealing with intelligence matters. The establishment of an intelligence bureau in Singapore came about as a direct result of the Singapore Mutiny (15 February 1915), and in the following year the newly-established bureau was renamed the Criminal Intelligence Department and absorbed into the Straits Settlements Police. In September 1933, it became the Singapore Special Branch, the forerunner of present-day Singapore's Internal Security Department.     

A Methodology for Improving the Investment Portfolio Management Process for the Homeland Security Department using Quality Function Deployment

In this paper, we describe a methodology for improving homeland security investment decisions. The objective is to evaluate multitechnology, multiyear investment choices and the associated development and deployment risks associated with new technologies. The budgeting process in the Homeland Security Department is a complex multicriteria decision problem involving a distributed network of decision makers with diverse areas of expertise. The decision problem in Homeland Security involves game‐theoretic aspects as the terrorists are likely to alter their strategies depending on the defensive counter measures selected in the budget. We propose a two‐phased systems approach. The first phase employs a visualization tool based on Quality Function Deployment to develop an initial budget allocation. The second phase involves an iterative approach to project selection that dynamically adjusts the investment portfolio based on anticipated reactions taken by the terrorists. This paper is based on a study done as part of a research project for the Department of Homeland Security (DHS). We present a high‐level view of the methodology and illustrate it with examples.     

Civil Service Reform as National Security: The Homeland Security Act of 2002

The events of 9/11 have influenced policy making in public administration. The Homeland Security Act of 2002, which created the Department of Homeland Security, contained language that empowered the secretary of homeland security and the director of the Office of Personnel Management to establish a personnel management system outside the normal provisions of the federal civil service. Why did civil service reform succeed as part of this legislation when previous attempts at large‐scale reform had failed? A case analysis of the enactment of civil service reform in the Homeland Security Act points to theories of policy emergence and certain models of presidential and congressional policy making. In this case, civil service reform became associated with national security instead of management reform. An assessment of the rhetorical arguments used to frame this policy image offers a powerful explanation for the adoption of the personnel management reforms in the Homeland Security Act. This case has implications for understanding how policy makers might approach future management reform agendas.     

Looking not far into the future

The center, which focuses on telecommunications policy issues and research, is part of Duke University’s Institute of Policy Sciences and Public Affairs. He has been assistant secretary for communications and information, and administrator of the National Telecommunications and Information Administration in the Department of Commerce. Most of his career was spent at the Federal Communications Commission, where he was general counsel and, subsequently, special assistant to the chairman.     

Satellite Industry Perspectives on Export Control Regulations

In 2013, the Satellite Industry Association (SIA) submitted public comments recommending changes to and requesting clarifications on U.S. government proposals to modify the export-control regulations governing satellite technology. The comments represented a final stage of the decade-long effort to reform the restrictive export-control policy put in place in the late 1990s. To assist in constructing a transparent and effective regime that protects national security and U.S. competitiveness, SIA’s comments contained detailed recommendations to the State Department and Commerce Department that addressed highly technical concerns, attempted to harmonize confusing definitions, and requested additional clarity on jurisdictional questions. Taken in context, the filing represents a perspective on export control policy shared by the bulk of the U.S. satellite industry.     

British intelligence in the twentieth century

SIR STEPHEN LANDER, the Director-General of the Security Service, describes his Service's approach to the management of its archives which is based on its obligations under the 1958 Public Record Act. In this article, he indicates the quantity and type of records held by the Service and, illustrating with some examples, explains his Service's current file retention and release policies. The systematic programme of file releases to the Public Records Office, begun by the Security Service in 1997, has resulted in a considerable amount of intelligence archive material being placed in the public domain.     

Homeland Security and the U.S. Public Management Policy Agenda

The U.S. has been described as an "uninteresting laggard" in comparative public management policy. The passage of the Homeland Security Act in 2002 demands a reevaluation of this label. The Act created the Department of Homeland Security, but also marked a dramatic shift toward greater public personnel flexibility, both for the new Department and the entire federal government. It is tempting to suggest that the Act is an effort to "catch up" with the New Public Management benchmark countries. However, such an argument is overly simplistic and misleading. This article argues that the Act represents a triumph of a preexisting management agenda that was successfully tied to the issue of security during a political window of opportunity. The management agenda of the Bush administration pursues many of the concerns of the Clinton era, but does so with a more top-down and centralized interpretation of flexibility, reflecting an executive-centered philosophy toward government and a willingness to tackle the dominant stakeholder in this area, public service unions.     

Anti-Anti Terror: Color Coding and the Joke of “Homeland Security”*

Humor is, among other things, a form of critique in American politics. This is particularly true with regard to public policy about which we are sensitive. One aspect of the Bush anti-terror policy that was the subject of a great deal of humor was the color-coded warning system administered by the Department of Homeland Security under its first Director, Tom Ridge. This policy was the subject of so many jokes that it became an embarrassment. This article examines that situation.     

Workers' compensation: coverage, benefits, and costs, 1982

Workers' compensation provides medical care and income maintenance protection to workers disabled from work-related injury or illness. This program is of considerable interest to the Social Security Administration (SSA) from several perspectives. For example, since 1965 Social Security Disability Insurance (DI) benefits and workers' compensation payments have been integrated. Information on the experience under workers' compensation provides a framework for examining questions concerning gaps and overlaps in the Nation's social insurance system. In addition, since December 1969 SSA has administered claims filed through 1973 under part B of the Black Lung program--the program providing income maintenance protection to coal miners disabled by pneumoconiosis. The workers' compensation experience reported here consists of information on benefits for work-related injury and disease, including data on the combined benefits paid under the entire Federal Black Lung program administered by the Labor Department and SSA.     

Military veterans and Social Security

There are 9.4 million military veterans receiving Social Security benefits, which means that almost one out of every four adult Social Security beneficiaries has served in the United States military. In addition, veterans and their families make up almost 40 percent of the adult Social Security beneficiary population. Policymakers are particularly interested in military veterans and their families and have provided them with benefits through several government programs, including Social Security credits, home loan guarantees, and compensation and pension payments through the Department of Veterans Affairs. It is therefore important to understand the economic and demographic characteristics of this population. Information in this article is based on data from the March 2004 Current Population Survey, a large, nationally representative survey of U.S. households. Veterans are overwhelmingly male compared with all adult Social Security beneficiaries who are more evenly split between males and females. Military veterans receiving Social Security are more likely to be married and to have finished high school compared with all adult Social Security beneficiaries, and they are less likely to be poor or near poor than the overall beneficiary population. Fourteen percent of veterans receiving Social Security benefits have income below 150 percent of poverty, while 25 percent of all adult Social Security beneficiaries are below this level. The higher economic status among veterans is also reflected in the relatively high Social Security benefits they receive. The number of military veterans receiving Social Security benefits will remain high over the next few decades, while their make-up and characteristics will change. In particular, the number of Vietnam War veterans who receive Social Security will increase in the coming decades, while the number of veterans from World War II and the Korean War will decline.     

Enactment and Implementation of the National Security Personnel System: Policy Made and Policy Unmade

This case study reviews the enactment and implementation of the National Security Personnel System (NSPS) in the U.S. Department of Defense. Proponents of reform seized the opportunity to enact reform in the aftermath of 9/11, basing their arguments on national security concerns. However, the policy‐making process did not produce a consensus for reform among key stakeholders in the personnel management policy community. Instead, the NSPS angered and alienated the Office of Personnel Management, the public employee unions, and a number of congressional Democrats. Implementation of the NSPS became problematic as Defense Department officials attempted to move quickly and independently to get the new system online, eventually forcing the department to put the system on hold. In the end, Congress imposed limits on its implementation, advocates for the system disappeared, and a new president supported the repeal of NSPS. This case provides useful insights into the formulation of future strategies for personnel management reform.     

Collaboration over Adaptation: The Case for Interoperable Communications in Homeland Security

Analogizing the U.S. Department of Homeland Security to a corporate conglomerate consisting of multiple, formerly independent operating units with little in common and even less history of cooperation, this response to Professor Charles Wise prescribes the "bitter medicine" of interoperable communications. The critical function of assuring homeland security and disaster preparedness cannot depend on the uncertain trajectory of adaptive response.     

Registered Traveler Program: The Financial Value of Registering the Good Guys

We discuss how the Registered Traveler (RT) program can enhance simultaneously aviation security and passenger convenience. We point out some of the potential weaknesses in the program from both a security and civil liberty perspective. The RT program is a public–private partnership between the Transportation Security Agency (TSA) and the private sector. As in any partnership between private enterprises and the public sector, there are tensions that must be monitored, managed, and resolved. We note that financial distress of a RT service provider will place increased pressure on TSA resources. We review the resources allocated by the public and private sectors and the natural tensions that exist between companies investing capital with the expectation of earning a market rate of return and an agency of the Department of Homeland Security, the TSA, with one of its responsibilities being to assure the safety and security of air travel.     

THE DEPARTMENT OF SOCIAL SECURITY'S TREATMENT OF ABORIGINAL POLYGYNY AND TRIBAL MARRIAGE: A SAGA OF ADMINISTRATIVE DEBATE

Abstract: Since the inclusion of Aborigines in the Australian social security system, the treatment of Aboriginal polygyny and tribal marriage by the Department of Social Security (DSS) has been a recurring minor issue of departmental, and at times extra-departmental, debate. This article traces the history of that debate from the early 1960s to the present day. Although the article is primarily historical, there is also some attempt made to analyse both the nature of the administrative processes involved and the types of administrative argument deployed in the debate.     

‘No Wishful Thinking Allowed’: Secret Service Committee and Intelligence Reform in Great Britain, 1919–23

The May 2002 tranche of British Security Service files released to the Public Record Office included hitherto classified policy files containing documents on Secret Service Committee meetings held from 1919 to 1923. This body wrote an important yet relatively obscure chapter in British intelligence history: the post-First World War reorganization and retasking of British secret service machinery, the focus now being Soviet Russia. However, by encouraging the deliberate overstatement of the Bolshevik 'subversive' threat and then backing excessive measures to counter it, some British officials may have sown the seeds of government's later inability to detect a much graver peril to national security, that of Soviet espionage.     

Collaboration and Leadership for Effective Emergency Management

Collaboration is a necessary foundation for dealing with both natural and technological hazards and disasters and the consequences of terrorism. This analysis describes the structure of the American emergency management system, the charts development of the Federal Emergency Management Agency, and identifies conflicts arising from the creation of the Department of Homeland Security and the attempt to impose a command and control system on a very collaborative organizational culture in a very collaborative sociopolitical and legal context. The importance of collaboration is stressed, and recommendations are offered on how to improve the amount and value of collaborative activities. New leadership strategies are recommended that derive their power from effective strategies and the transformational power of a compelling vision, rather than from hierarchy, rank, or standard operating procedures.     

The UK and EU Foreign and Security Policy: An Optional Extra

Foreign and security policy were not areas in which Prime Minister Cameron was seeking to renegotiate the relationship between the UK and the European Union (EU), but security may be a key issue in the EU referendum. The untangling of Britain's foreign and security policy from the EU following a Brexit vote would be relatively uncomplicated. The EU's arrangements for collective foreign and security policy, the Common Foreign and Security Policy (CFSP) and Common Security and Defence Policy (CSDP), are conducted on an intergovernmental basis which allows the UK to preserve independence in its diplomacy while allowing for the coordination of policy where interests are held in common with other member states. The UK retains substantial diplomatic and military capabilities which would allow it to continue to pursue a separate national foreign, security and defence policy in the case of either a ‘Leave’ or ‘Remain’ outcome.     

Managing the "New Normalcy" with Values-Based Leadership: Lessons from Admiral James Loy

Tensions remain in adapting to the "new normalcy"—that is, the balance between national security and other democratic and administrative priorities in the aftermath of 9/11. Perhaps no one appreciates this balance more than Admiral James Loy. Immediately following the September 11 attacks, he left his post as commandant of the U.S. Coast Guard to accept the challenge of standing up the Transportation Security Administration. Next, Loy tackled the role of deputy secretary of the Department of Homeland Security. Loy's efforts to articulate a set of core organizational values in three organizational contexts offer lessons for public managers who seek to enhance internal cohesion. Strong cultural cohesion is expected to support organizational transformation and, ultimately, performance. Loy's example puts that connection to the test.