How Congress wants DoD to tackle AI and machine learning in 2019

Sur le même sujet

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  1 juin 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  The Pentagon has spent 23% of its COVID-19 response funds. Congress is asking why not more.

  By: Joe Gould Updated 5/29/20 with response from the Pentagon. WASHINGTON ― The Pentagon has spent less than a quarter of the $10.6 billion Congress gave it in March to protect military personnel and marshal American industry to procure face masks, ventilators and other products hospitals need in their fight against the coronavirus. Citing the Trump administration's most recent reports to Congress, Democratic senators say the Pentagon has placed on contract 23 percent of the funds it was provided nine weeks ago as part of the Coronavirus Aid, Relief, and Economic Security Act of 2020. It's the latest criticism in a sharp back and forth between congressional Democrats and the Pentagon over the latter's response to the global pandemic. As the nation surpassed 100,000 deaths from COVID-19, nine Senate Democrats wrote to Defense Secretary Mark Esper on Thursday, calling for him to provide Congress with a spending plan for the remaining funds. Defense Appropriations Subcommittee Vice Chairman Dick Durbin, D-Ill., led the letter, which was obtained by Defense News. “We are concerned by the delays in providing this important information, the lack of transparency in the use of emergency funds appropriated to the Department, and troubling signs the funds will instead be spent for other purposes,” the letter read. “Lacking a spend plan, we are not even sure what those purposes may be.” Senate Appropriations Committee Vice Chairman Patrick Leahy, D-Vt., and Senate Armed Services Committee ranking member Jack Reed, D-R.I., signed the new letter with Durbin, Sens. Dianne Feinstein, D-Calif.; Patty Murray, D-Wash.; Jon Tester, D-Mont.; Tom Udall, D-N.M.; Brian Schatz, D-Hawaii; and Tammy Baldwin, D-Wis. Though the coronavirus rescue package included more than $1 billion for National Guard deployments requested by the administration to support state authorities, the Guard didn't need the money because the Federal Emergency Management Agency has since taken responsibility for reimbursing states. “We do not understand why the Department requested these funds ... nor do we know what they will be used for now,” the lawmakers wrote. The Pentagon has thus far obligated $167 million of the $1 billion Congress granted under the Defense Production Act, a Korean War-era law that the president recently invoked, to have industry produce key items such as N95 respirator masks and swabs needed for coronavirus testing, ventilators and other items. “Lacking further information from the Department on its plans for these funds, we are unable to answer simple questions such as whether the U.S. Government is doing everything in its power to address shortfalls in supplies which are not only needed at this moment, but also in preparation for a predicted second wave of coronavirus infections,” the lawmakers wrote. In a statement, chief Pentagon spokesman Jonathan Rath Hoffman said the department “remains committed to legally and responsibly executing these funds on the highest priorities to protect our military and their families and safeguard our national security capabilities. As we have seen, this is an evolving and dynamic situation where priorities and requirements change, which is why it is so important that we remain faithful and accountable stewards of the taxpayer dollar.” “As the Members know, the spend plan is due per the CARES Act in four weeks, on June 26th. The plan is currently in final review and approval, and we expect it to be on the Hill by close of business [May 29], a full month prior to the required due date,” Hoffman added. “In the interim, the Department has shown its commitment to transparency through daily and weekly updates from senior DoD leaders to multiple Congressional committees — both staff and members. In addition, DoD has provided hundreds of responses to Congressional COVID queries, and will continue to do so.” The Department of Defense announced its first use of the Defense Production Act on April 13 in the form of $133 million in contracts to 3M, O&M Halyward, and Honeywell to boost domestic production of N95 respirator masks. On Thursday, the DoD announced its latest: $2.2 million to Hollingsworth & Vose for 27.5 million N95 ventilator filters and 3.1 million N95 respirators per month, starting in August ― all to “relieve manufacturing bottlenecks and will expand N95 mask production and ventilator use.” The letter comes just weeks after the Pentagon made a surprise decision to move its point person for the Defense Production Act, Jen Santos, into a new job. But it's also as Democrats have urged President Donald Trump to dramatically increase domestic production of personal protective equipment and testing supplies. “Throughout this crisis, you have continued to lay blame for the public health response on others, from members of the previous administration to those who report to you now,” Schatz, Durbin, Tester and Baldwin wrote in a letter to Trump on May 15. “Your dismissal of the Pentagon's senior industrial policy official appears to be the latest example of removing a knowledgeable and well-regarded technocrat for no reason but to cover for your failure to fully invoke and utilize the DPA authorities.” In early May, Esper clapped back at accusations the DoD had not been transparent in its response to COVID-19. A letter from Senate Armed Services Committee member Elizabeth Warren, D-Mass., and nine Democratic colleagues, which accused the Defense Department of failing to adequately respond to the pandemic, contained “a number of misleading, false, or inaccurate statements,” Esper said. “Our commitment is to ensure that we provide Congress complete, accurate and timely information which we are doing on weekly basis,” he said, adding that he speaks with committee leaders on a weekly basis. “We recognize Congress has an important oversight role, but it should be an informed oversight role, and we are committed to doing that.” Aaron Mehta contributed to this report. https://www.defensenews.com/congress/2020/05/28/the-pentagon-has-spent-only-23-of-its-covid-19-response-funds-congress-is-asking-why/

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  28 juillet 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  We know why innovation is important. Here’s how to do it.

  Tommy Sowers This month, thousands of units across all branches of the U.S. military will execute a change of command. New commanders will seek to set priorities for their command and leave their mark. However, commanders are asked to do something new: innovate. From the National Defense Strategy to the Army Operating Concept that states innovation “is critical” and defined as “the result of critical and creative thinking and the conversion of new ideas into valued outcomes,” why the military must innovate is doctrine. Yet, there is no playbook for how to innovate. Until now. For the past two years, an Air Force wing built an innovation playbook — leadership, buy-in, experimentation and speed. Leadership In July 2018, Col. Donn Yates took command of the 4th Fighter Wing. An intellectual and warrior, he wanted, and was directed, to be more innovative. He knew that the challenges he and the Air Force would face in the future — from fighting when satellite communications capabilities were down, to using data to predict parts failure, to using social media to communicate during a hurricane — were new, with no available checklist and playbook. He set out to develop one and make innovation a priority. A few weeks after taking command, he hosted me to discuss innovation. As the southeast regional director for the Defense Department's National Security Innovation Network, I helped lead the department's innovation efforts across the region. NSIN's mission is to help commanders innovate by tapping into new networks of innovators in the venture technology and academic space to deliver solutions. As a former Green Beret, venture-backed startup CEO and professor at Duke University, I speak the languages of these three different communities. Buy-in He immediately requested one of our programs — a Design Bootcamp — bringing professors from University of California, Berkley to train his innovation team in design thinking. The concepts are different than military thinking — talk with end users to understand their problems; create minimal viable products, or MVP, to solve their problems; test those MVPs and collect data; and use that data to develop better solutions quickly. Col. Yates had the teams work a problem that bedevils commanders across Air Force bases — the long wait times at the pharmacy. The trainers broke the 28 trainees into four-person teams, who camped out at the pharmacy interviewing pharmacists, staff, airmen and retirees. At the end of the week, the teams proposed solutions, from self-serve kiosks to mobile clinics to text notifications. Six months later, pharmacy wait times were down more than 50 percent and those trained teams could apply the same thinking to other problems. Experimentation with new problem solvers New ways of thinking are just the start. Moving from idea to an actual product that the military can use is difficult. While our military hardware remains the best in the world, the software running our military is woefully inadequate. As the chair of the Defense Innovation Board and former Google CEO Eric Schmidt stated: “The DoD violates pretty much every rule in modern product development.” And with virtually no positions for app developers and data scientists within any Department of Defense operational unit, getting solutions means tapping into new communities of problem solvers. Seymour Johnson Air Force Base sits 35 miles from the Research Triangle, one of the leading startup centers in the nation and host to 50,000 students. Could we tap into these problem solvers for a limited tour of duty to build solutions and serve their country? One of NSIN's programs is a university course called Hacking for Defense, or H4D. Delivered at Duke and universities across the nation, H4D teaches teams of students to build a startup to solve a DoD problem. Col. Yates' wing sponsored multiple H4D problems — from using data to predict F-15 part failure to developing new procedures to allow distributed forces to communicate in a SATCOM-denied environment, to an app for optimizing Reserve drill weekends. Working with new problem solvers takes tolerance and openness to new ideas. These teams, beginning with little knowledge of the military, ask first-principle questions. Yet, after 100-plus end-user interviews and working through multiple prototypes, these students become world experts on the specific problems and the likely solutions. Many go on to join the DoD. NSIN is now putting problems in H4D, tech fellowships called X-Force and courses at universities around the nation. These programs use product teams to craft better social media strategies, data dashboards and apps to fill critical needs. (If you are military and need solutions now, you can submit your problem here.) Speed The most important attribute in a venture-backed startup is speed. So, too, for the modern military. In testimony, a former undersecretary of defense stated: “Innovation will remain important always, but speed becomes the differentiating factor.” Two years of command can fly by. Unless new commanders make innovation not only a priority but also commit to do something now, the deployments, requirements and taskings of running any military unit will subsume any desire to innovate. A month after our first meet, Col. Yates brought 30 airmen to Duke to hear from entrepreneurs and academics. The next month, he sent a half-dozen leaders to learn how to work with university teams and carved out the training time for the Design Bootcamp. The following year, he sponsored two H4D teams and an X-Force fellow. This year, we've seen four H4D teams, more X-Force product teams and another boot camp. None were perfect. All could have been delayed. But the 4th Fighter Wing prioritized speed and innovation. The innovation playbook The military knows why it must innovate. The next conflicts will require not only the best hardware, but also a force that rapidly converts new thinking to outcomes; a force that can tap into the wealth of talent in America that will never wear a uniform but want to apply their entrepreneurial and technical skills to solve national security problems. The how — the things new commanders must do to innovate — has been opaque. Now, with the leadership, buy-in, experimentation and speed of the 4th Fighter Wing as an example, there is an innovation playbook. https://www.c4isrnet.com/opinion/commentary/2020/07/27/we-know-why-innovation-is-important-heres-how-to-do-it/

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  22 août 2024 | International, C4ISR, Sécurité

  Hardcoded Credential Vulnerability Found in SolarWinds Web Help Desk

  SolarWinds issues an urgent patch for a critical Web Help Desk vulnerability. Update now to protect against unauthorized remote access.