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(Editor’s Note: This article was first published by our friends at Just Security and is the third in a series that is diving into the foundational barriers to the broad integration of AI in the IC – culture, budget, acquisition, risk, and oversight.)

OPINION — As I have written earlier, there is widespread bipartisan support for radically improving the nation’s ability to take advantage of artificial intelligence (AI). For the Intelligence Community (IC), that means using AI to more quickly, easily, and accurately analyze increasing volumes of data to produce critical foreign intelligence that can warn of and help defuse national security threats, among other things. To do that, the IC will have to partner closely with the private sector, where significant AI development occurs. But despite the billions of dollars that may ultimately flow toward this goal, there are basic hurdles the IC still must overcome to successfully transition and integrate AI into the community at speed and scale.

Among the top hurdles are the U.S. government’s slow, inflexible, and complex budget and acquisition processes. The IC’s rigid budget process follows the standard three-year cycle for the government, which means it takes years to incorporate a new program and requires confident forecasting of the future. Once a program overcomes the necessary hurdles to be included in a budget, it must follow a complex sequence of regulations to issue and manage a contract for the actual goods or services needed. These budget and acquisition processes are often considered separately as they are distinct, but I treat them together because they are closely related and inextricably intertwined in terms of the government’s purchasing of technology.

Importantly, these processes were not intended to obstruct progress; they were designed to ensure cautious and responsible spending, and for good reason. Congress, with its power of the purse, and the Office of Management and Budget (OMB), as the executive branch’s chief budget authority, have the solemn duty to ensure wise and careful use of taxpayer dollars. And their roles in this regard are vital to the U.S. government’s ability to function.

Unfortunately, despite the best of intentions, as noted by some in Congress itself, the budget process has become so “cumbersome, frustrating, and ineffective” that it has weakened the power of the purse and Congress’ capacity to govern. And when complicated acquisition processes are layered on top of the budget process, the result is a spider web of confusion and difficulty for anyone trying to navigate them.

The Need for Speed … and Flexibility and Simplicity

As currently constructed, government budget and acquisition processes cause numerous inefficiencies for the purchase of AI capabilities, negatively impacting three critical areas in particular: speed, flexibility, and simplicity. When it comes to speed and flexibility, the following difficulties jump out:

• The executive branch has a methodical and deliberate three-year budget cycle that calls for defined and steady requirements at the beginning of the cycle. Changing the requirements at any point along the way is difficult and time-consuming.
• The IC’s budgeting processes require that IC spending fit into a series of discrete sequential steps, represented by budget categories like research, development, procurement, or sustainment. Funds are not quickly or easily spent across these categories.
• Most appropriations expire at the end of each fiscal year, which means programs must develop early on, and precisely execute, detailed spending plans or lose the unspent funds at the end of one year.
• Government agencies expend significant time creating detailed Statements of Work (SOWs) that describe contract requirements. Standard contract vehicles do not support evolving requirements, and companies are evaluated over the life of the contract based on strict compliance with the original SOW created years earlier.

These rules make sense in the abstract and result from well-intentioned attempts to buy down the risk of loss or failure and promote accountability and transparency. They require the customer to know with clarity and certainty the solution it seeks in advance of investment and they narrowly limit the customer’s ability to change the plan or hastily implement it. These rules are not unreasonably problematic for the purchase of items like satellites or airplanes, the requirements for which probably should not and will not significantly change over the course of many years.

However, because AI technology is still maturing and the capabilities themselves are always adapting, developing, and adding new functionality, the rules above have become major obstacles to the quick integration of AI across the IC. First, AI requirements defined with specificity years in advance of acquisition – whether in the budget or in a statement of work – are obsolete by the time the technology is delivered. Second, as AI evolves there is often not a clear delineation between research, development, procurement, and sustainment of the technology – it continuously flows back and forth across these categories in very compressed timelines. Third, it is difficult to predict the timing of AI breakthroughs, related new requirements, and funding impacts, so money might not be spent as quickly as expected and could be lost at the end of the fiscal year. Taken together, these processes are inefficient and disruptive, cause confusion and delay, and discourage engagement from small businesses, which have neither the time nor the resources to wait years to complete a contract or to navigate laborious, uncertain processes.

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Simply put, modern practices for fielding AI have outpaced the IC’s decades-old approach to budgeting and acquisition. That AI solutions are constantly evolving, learning, and improving both undermines the IC’s ability to prescribe a specific solution and, in fact, incentivizes the IC to allow the solution to evolve with the technology. The lack of flexibility and speed in how the IC manages and spends money and acquires goods and services is a core problem when it comes to fully incorporating AI into the IC’s toolkit.

Even while we introduce more speed and agility into these processes, however, the government must continue to ensure careful, intentional, and appropriate spending of taxpayer dollars. The adoption of an IC risk framework and modest changes to congressional oversight engagements, which I address in upcoming articles, will help regulate these AI activities in the spirit of the original intent of the budget and acquisition rules.

As for the lack of simplicity, the individually complex budget and acquisition rules are together a labyrinth of requirements, regulations, and processes that even long-time professionals have trouble navigating. In addition:

• There is no quick or simple way for practitioners to keep current with frequent changes in acquisition rules.
• The IC has a distributed approach that allows each element to use its various acquisition authorities independently rather than cohesively, increasing confusion across agency lines.
• Despite the many federal acquisition courses aimed at demystifying the process, there is little connection among educational programs, no clear path for IC officers to participate, and no reward for doing so.

The complexity of the budget and acquisition rules compounds the problems with speed and flexibility, and as more flexibility is introduced to support AI integration, it is even more critical that acquisition professionals be knowledgeable and comfortable with the tools and levers they must use to appropriately manage and oversee contracts.

Impactful Solutions: A Target Rich Environment

Many of these problems are not new; indeed, they have been highlighted and studied often over the past few years in an effort to enable the Department of Defense (DOD) and the IC to more quickly and easily take advantage of emerging technology. But to date, DOD has made only modest gains and the IC is even further behind. While there are hundreds of reforms that could ease these difficulties, narrowing and prioritizing proposed solutions will have a more immediate impact. Moreover, significant change is more likely to be broadly embraced if the IC first proves its ability to successfully implement needed reforms on a smaller scale. The following actions by the executive and legislative branches – some tactical and some strategic – would be powerful steps to ease and speed the transition of AI capabilities into the IC.

Statements of Objectives

A small but important first step to deal with the slow and rigid acquisition process is to encourage the use of Statements of Objectives (SOO) instead of SOWs, when appropriate. As mentioned, SOWs set forth defined project activities, deliverables, requirements, and timelines, which are used to measure contractor progress and success. SOWs make sense when the government understands with precision exactly what is needed from the contractor and how it should be achieved.

SOOs, on the other hand, are more appropriate when the strategic outcome and objectives are clear, but the steps to achieve them are less so. They describe “what” without dictating “how,” thereby encouraging and empowering industry to propose innovative solutions. SOOs also create clarity about what is important to the government, leading companies to focus less on aggressively low pricing of specific requirements and more on meeting the ultimate outcomes in creative ways that align with a company’s strengths. This approach requires knowledgeable acquisition officers as part of the government team, as described below, to ensure the contract includes reasonable milestones and decision points to keep the budget within acceptable levels.

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New Authorities for the IC

Two new authorities would help the IC speed and scale its use of AI capabilities: Other Transaction Authority (OTA)  and Commercial Solutions Openings (CSO). Other Transaction Authority allows specific types of transactions to be completed outside of the traditional federal laws and regulations that apply to standard government procurement contracts, providing significantly more speed, flexibility, and accessibility than traditional contracts. While OTA is limited in scope and not a silver bullet for all acquisition problems, OTA has been used to good effect since 1990 by the Defense Advanced Research Projects Activity (DARPA), DOD’s over-the-horizon research and development organization, among others.

CSOs are a simplified and relatively quick solicitation method to award firm fixed price contracts up to $100 million. CSOs can be used to acquire innovative commercial items, technologies, or services that close capability gaps or provide technological advances through an open call for proposals that provide offerors the opportunity to respond with technical solutions of their own choosing to a broadly defined area of government interest. CSOs are considered competitively awarded regardless of how many offerors respond.

Both OTA and CSO authority should be immediately granted to the IC to improve the speed and flexibility with which the IC can acquire and transition AI into the IC.

Unclassified Sandbox

The predictive nature of the IC’s work and the need to forecast outcomes means the IC must be able to acquire AI at the point of need, aligned to the threat. Waiting several years to acquire AI undermines the IC’s ability to fulfill its purpose. But with speed comes added risk that new capabilities might fail. Therefore, the IC should create an isolated unclassified sandbox, not connected to operational systems, in which potential IC customers could test and evaluate new capabilities alongside developers in weeks-to-months, rather than years. Congress should provide the IC with the ability to purchase software quickly for test and evaluation purposes only to buy down the risk that a rapid acquisition would result in total failure. The sandbox process would allow the IC to test products, consider adjustments, and engage with developers early on, increasing the likelihood of success.

Single Appropriation for Software

DOD has a pilot program that funds software as a single budget item – allowing the same money to be used for research, production, operations, and sustainment – to improve and speed software’s unique development cycle. AI, being largely software, is an important beneficiary of this pilot. Despite much of the IC also being part of DOD, IC-specific activities do not fall within this pilot. Extending DOD’s pilot to the IC would not only speed the IC’s acquisition of AI, but it would also increase interoperability and compatibility of IC and DOD projects.

No-Year Funds

Congress should reconsider the annual expiration of funds as a control lever for AI. Congress already routinely provides no-year funding when it makes sense to do so. In the case of AI, no-year funds would allow the evolution of capabilities without arbitrary deadlines, drive more thoughtful spending throughout the lifecycle of the project, and eliminate the additional overhead required to manage the expiration of funds annually. Recognizing the longer-term nature of this proposal, however, the executive branch also must seek shorter-term solutions in the interim.

A less-preferable alternative is to seek two-year funding for AI. Congress has a long history of proposing biennial budgeting for all government activities. Even without a biennial budget, Congress has already provided nearly a quarter of the federal budget with two-year funding. While two-year funding is not a perfect answer in the context of AI, it would at a minimum discourage parties from rushing to outcomes or artificially burning through money at the end of the first fiscal year and would provide additional time to fulfill the contract. This is presumably why DOD recently created a new budget activity under their Research, Development, Test and Evaluation (RDT&E) category, which is typically available for two years, for “software and digital technology pilot programs.”

AI Technology Fund

Congress should establish an IC AI Technology Fund (AITF) to provide kick-starter funds for priority community AI efforts and enable more flexibility to get those projects off the ground. To be successful, the AITF must have no-year funds, appropriated as a single appropriation, without limits on usage throughout the acquisition lifecycle. The AITF’s flexibility and simplicity would incentivize increased engagement by small businesses, better allowing the IC to tap into the diversity of the marketplace, and would support and speed the delivery of priority AI capabilities to IC mission users.

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ICWERX  

To quickly take advantage of private sector AI efforts at scale, the IC must better understand the market and more easily engage directly with the private sector. To do so, the IC should create an ICWERX, modeled after AFWERX, an Air Force innovation organization that drives agile public-private sector collaboration to quickly leverage and develop cutting-edge technology for the Air Force. AFWERX aggressively uses innovative, flexible, and speedy procurement mechanisms like OTA and the Small Business Innovation Research and Small Business Technology Transfer programs (SBIR/STTR) to improve the acquisition process and encourage engagement from small businesses. AFWERX is staffed by acquisition and market research experts who are comfortable using those authorities and understand the market. While the IC’s needs are not identical, an ICWERX could serve as an accessible “front door” for prospective partners and vendors, and enable the IC to more quickly leverage and scale cutting-edge AI.

De-mystify Current Authorities

While there is much complaining about a lack of flexible authorities in the IC (and a real need for legal reform), there is flexibility in existing rules that has not been fully utilized. The IC has not prioritized the development or hiring of people with the necessary government acquisition and contracts expertise, so there are insufficient officers who know how to use the existing authorities and those who do are overworked and undervalued. The IC must redouble its efforts to increase its expertise in, and support the use of, these flexibilities in several ways.

First, the IC should create formal partnerships and increase engagement with existing U.S. government experts. The General Services Administration’s Technology Transformation Services (TTS) and FEDSIM, for example, work across the federal government to build innovative acquisition solutions and help agencies more quickly adopt AI. In addition, DOD’s Joint AI Center has built significant acquisition expertise that the IC must better leverage. The IC also should increase joint duty rotations in this area to better integrate and impart acquisition expertise across the IC.

Second, the IC must prioritize training and education of acquisition professionals. And while deep acquisition expertise is not necessary for everyone, it is important for lawyers, operators, technologists, and innovators to have a reasonable understanding of the acquisition rules, and the role they each play in getting to successful outcomes throughout the process. Collaboration and understanding across these professions and up and down the chain of command will result in more cohesive, speedy, and effective outcomes.

To that end, the Office of the Director of National Intelligence (ODNI) should work with the many existing government acquisition education programs, as well as the National Intelligence University, to develop paths for IC officers to grow their understanding of and ability to navigate and successfully use acquisition rules. The ODNI also should strengthen continuing education requirements and create incentive pay for acquisition professionals.

Third, the IC should prioritize and use direct hire authority to recruit experts in government acquisition, to include a mix of senior term-limited hires and junior permanent employees with room to grow and the opportunity for a long career in the IC. Such a strategy would allow the IC to quickly tackle the current AI acquisition challenges and build a bench of in-house expertise.

Finally, practitioners should have an easily accessible reference book to more quickly discover relevant authorities, understand how to use them, and find community experts. A few years ago, the ODNI led the creation of an IC Acquisition Playbook, which describes common IC acquisition authorities, practices, and usages. The ODNI should further develop and disseminate this Playbook as a quick win for the IC.

Incentivize Behavior

To encourage creative and innovative acquisition practices, as well as interdisciplinary collaboration, the IC must align incentives with desired outcomes and create in acquisition professionals a vested interest in the success of the contract. Acquisition officers today are often brought into projects only in transactional ways, when contracts must be completed or money must be obligated, for example. They are rarely engaged early as part of a project team, so they are not part of developing the solutions and have minimal investment in the project’s success. Reinforcing this, acquisition professionals are evaluated primarily on the amount of money they obligate by the end of the fiscal year, rather than on the success of a project.

Therefore, to start, project teams should be required to engage acquisition officers early and often, both to seek their advice and to ensure they have a good understanding of the project’s goals. In addition, evaluation standards for acquisition officers should incorporate effective engagement and collaboration with stakeholders, consideration of creative alternatives and options, and delivery of mission outcomes. If an officer uses innovative practices that fail, that officer also should be evaluated on what they learned from the experience that may inform future success.

Lastly, the ODNI should reinvigorate and highlight the IC acquisition awards to publicly reward desired behavior, and acquisition professionals should be included in IC mission team awards as a recognition of their impact on the ultimate success of the mission.

Conclusion

Between the government’s rigid budget and acquisition processes and confusion about how to apply them, there is very little ability for the IC to take advantage of a fast-moving field that produces new and updated technology daily. Tackling these issues through the handful of priority actions set forth above will begin to drive the critical shift away from the IC’s traditional, linear processes to the more dynamic approaches the IC needs to speed and transform the way it purchases, integrates, and manages the use of AI.

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As India is mulling new rules for digital money, Prime Minister Narendra Modi has called for regulations to ensure cryptocurrencies like bitcoin do not “end up in the wrong hands,” warning that this could “spoil” young people.

While he did not expand on those concerns, Modi spoke on Thursday about the need for “democratic nations” to band together and deal with challenges posed by emerging technologies. He was delivering a virtual address at the Sydney Dialogue, an annual cyber-tech summit.

Noting that technology and data could either become “new weapons” for conflict or “instruments of cooperation,” Modi brought up digital currencies as an example of how it was important that like-minded nations “work together on this” to “ensure it does not end up in the wrong hands, which can spoil our youth.”

We are at a historic moment of choice. Whether all the wonderful powers of technology of our age will be instruments of cooperation or conflict, coercion or choice, domination or development, oppression or opportunity.

He also urged the development of technical and governance standards and norms, singling out the use of data, and called for renewed efforts to prevent manipulation of public opinion. In recent weeks, Indian authorities have raised concerns over claims of huge returns from cryptocurrency investment as well as its potential connections to money laundering, organized crime and terror financing.

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On Saturday, Modi chaired a meeting to formulate the country’s approach to digital currencies and examine their impact on the economy. According to The Economic Times, Indian officials are drafting regulations to propose a ban on all transactions and payments in cryptocurrencies, while allowing investors to hold them as assets, similar to gold, bonds and stock shares.

Citing unnamed sources familiar with the government’s discussions, the newspaper said there was a belief in policy circles that crypto markets needed to be regulated in order to tackle the problem of opaque advertising that exaggerates investment returns in order to attract young investors.

The sources informed the newspaper that draft legislation on the matter was expected to be forwarded to Modi’s cabinet for consideration in the next two to three weeks.

In September, China had banned all cryptocurrency transactions and crypto-mining.

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One of our favorite very specific image genres of funny pictures is cat moms that look completely unprepared for the realities of parenthood. Scroll down to see the best examples!

The post Cats That Look Completely Unprepared For The Realities of Parenthood first appeared on .

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Australia’s government could be forced to spend tens of millions in payouts after receiving more than 10,000 compensation claims from people who suffered side effects and loss of income due to Covid-19 vaccines.

Under its no-fault indemnity scheme, eligible claimants can apply for compensation amounts between AU$5,000 (US$3,646) to AU$20,000 (US$14,585) to cover medical costs and lost wages as a result of being hospitalized after getting the shot. The scheme’s online portal is scheduled to be launched next month.

Official figures suggest, however, that over 10,000 people have already indicated their intention to make a claim since registration opened on the health department’s website in September. If each claim was approved, the government could face a bill of at least AU$50 million (US$36.46 million).

There were around 78,880 adverse events to Covid-related vaccination in Australia as of November 7, according to the Therapeutic Goods Administration, which regulates national health products. The majority of side effects were minor, including headaches, nausea, and arm soreness.

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Only people who experienced a moderate to significant adverse reaction that resulted in a hospital stay of at least one night are eligible for coverage under the government’s scheme. Those seeking $20,000 or less have to provide proof their claims are vaccine-related – although there has been no information as yet on exactly what evidence would be acceptable.

“Adverse events, even though they happen to a tiny proportion of people, for the people it does impact it’s really quite devastating,” Clare Eves, the head of medical negligence at injury compensation firm Shine Lawyers, told the Sydney Morning Herald.

Among the adverse reactions covered are the blood clotting disorder “thrombosis with thrombocytopenia syndrome (TTS)” linked to the AstraZeneca vaccine and the “myocarditis and pericarditis” heart conditions associated with the Pfizer vaccine. Other reportedly accepted side effects are Guillain-Barré syndrome, a rare neurological condition, and immune thrombocytopenia (excessive bleeding due to low platelet levels).

Claims for over $20,000, including those for vaccine-related deaths, will be assessed by an independent legal panel of legal experts and compensation paid on its recommendations. Nine people have reportedly died after an adverse reaction to one of the three vaccines in the country.

Eves told the Morning Herald that her firm was representing a number of litigants over the vaccine side effects, including several who are not eligible for the scheme.

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Some voters in Germany’s capital, Berlin, may have to re-cast their ballots after the country’s federal election czar filed an official complaint over irregularities in a parliamentary vote held two months ago.

The election – which saw Berliners decide the makeup of the German parliament, the Bundestag, as well as select city representatives – was marred by irregularities at numerous polling stations, according to the official, Georg Thiel. 

Among the most common problems were ballot shortages and long lines, with waiting times of up to two hours. In some cases, voters were also seen casting their ballots past a 6pm cutoff – the time when all polling stations were supposed to have closed. Thiel, who was tasked with overseeing elections at federal level, saw all of the above as reason enough to raise an objection in the German capital, local media reported on Friday.

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Thiel identified six Berlin constituencies where irregularities were allegedly rampant, potentially setting the stage for a re-do election in the city.  

It is now up to a special Bundestag committee to examine Thiel’s complaint and see if the reported violations ran afoul of German law or electoral procedures. For the vote to be repeated, however, at least one of those violations would have to be deemed serious enough to have affected the distribution of seats in the Bundestag.

The September 26 election saw outgoing Chancellor Angela Merkel’s conservatives take a historic beating, with the Social Democrats coming out on top. The Social Democratic Party (SPD) has been engaged in coalition talks with the Greens and the Free Democratic Party ever since, with the trio expected to announce a preliminary deal as early as next week.

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Planetary alignment on Friday has offered sky-gazers around the globe a chance to witness a spectacular near-total lunar eclipse, the longest since the 1440s.

The fascinating astronomical phenomenon lasted three hours and 28 minutes – the longest in centuries, according to international space agencies. On Thursday and Friday, depending on local time zones, the Earth, Sun and Moon aligned in such a way that 97.4% of our natural satellite’s surface was darkened in shadow.

When the Moon came out of the shroud, it turned bloody or rusty red in sunlight.

The dramatic celestial show was visible in those parts of the globe where the Moon appeared above the horizon during the eclipse.

Sky watchers in North and South America, parts of Eastern Asia and Australia had a chance to witness the phenomenon.

I’m glad I’m an night owl, because look what I got! #LunarEclipse pic.twitter.com/ti3DnOolxC

— Andrew (Amon) Daniels (@AJDaniels1993) November 19, 2021

In Russia, the partial eclipse could be seen in Siberia and the Far East. Russian space agency Roscosmos also shared images of the shadowed moon as seen from the International Space Station (ISS).

Adding to the astonishment, the Moon was very low in the sky for much of the eclipse, causing an optical illusion that made it seem larger.

Maryland pic.twitter.com/MfJcmsocAX

— DJ (@DauntaJ) November 19, 2021

While the full Moon travels through Earth’s shadow roughly two times a year, lunar eclipses are usually far shorter.

So I got up early to look at the Lunar eclipse, looked outside and clouds… back in bed #LunarEclipse pic.twitter.com/1mgfUZxaCX

— Stace (@HomerStacey) November 19, 2021

The latest event, due to its rare duration, might have affected people not only visually, but also emotionally, astrologers cautioned.

Hopefully you don’t go to the ER during a lunar eclipse because the entire night shift will go outside to stare at the moon 😂

— laura (@lauraacxoxo) November 19, 2021

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EXPERT PERSPECTIVE — Winston Churchill’s 04 June 1940 speech in which he vowed that he and his countrymen would “fight on the beaches “and would “never surrender” in the face of a seemingly inevitable Nazi invasion is rightly renowned as perhaps history’s most famous address by a wartime leader.  Less well known, however, is the cautionary tone the new Prime Minister struck in that same appearance before the House of Commons, as he sought to temper the joy and relief engendered by the seemingly miraculous extraction of the British army from the beaches of Dunkirk.  “We must,” Churchill warned, “be very careful not to assign to this deliverance the attributes of a victory.”  “Wars” he admonished, “are not won by evacuations.”

Shortly before the 2011 Abbottabad operation that killed Osama bin Laden, I was asked by my HQ, my views on mounting an assault on the target we knew as Abbottabad Compound 1, (AC1) given that we were not sure it sheltered the terrorist leader.  After expressing my 95% confidence that the Al Qaeda (AQ) leader was in fact, there, I allegorically added that we must strike as ‘you cannot leave Hitler in his bunker and end the war’.  I was fortuitously, right in my assessment that the murderer of so many innocents was present within AC1.  Sadly, however, his death did not bring our war with radical Islamic terrorism to a conclusion.  As was the case after Dunkirk, our enemy was unwilling to quit the field or to limit his unbounded war aims.

Likewise, we should have no expectation that the withdrawal of our forces from the Afghan theater of combat signals an end to the conflict with terrorists who started that war by attacking us on September 11, 2001.  We cannot unilaterally declare an end to the War on Terror by leaving Afghanistan – however much we might wish to do so – for the very simple reason that our enemies do not share that desire.  As former Defense Secretary Leon E. Panetta put it, “I understand that we’re trying to get our troops out of there, but the bottom line is, we can leave a battlefield, but we can’t leave the war on terrorism, which still is a threat to our security.”

The Taliban parading of the American-made weapons and accoutrements of their defeated foes was, in a manner akin to that of ancient Rome, intended not only to celebrate victory.  It was also meant to humiliate the vanquished.   Such triumphal demonstrations – and what will be a galling celebration of the anniversary of 9/11 as their own holiday to follow – will evoke enthusiastic responses from Islamic extremists and will draw many new adherents to the cause that lies at the core of Taliban legitimacy and belief.

As was the case when we left Iraq and later had to go back into the region to crush the ISIS Caliphate that metastasized in the wake of our departure, there is every prospect that the Taliban’s success will breathe new life into Islamic extremist groups.  And there is no reason to believe that the “new” and now much more heavily armed Taliban – an organization that refused to break with AQ over the course of a brutal twenty-year battle, will be any less receptive to working with Islamic terror groups than were their pre-9/11 forebears.

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“We are going to have to maintain very, very intense  levels of indicators and warnings and observstion and ISR [Intelligence, Surveillance, Reconnaissance] over that entire region to monitor potential terrorist threats”, said Chairman of the Joint Chiefs, General Mark Milley in a recent interview, adding it will not be easy.

As CIA Director William Burns said during Senate testimony in April, “Our ability to keep (the) threat…in check in Afghanistan from either al Qaeda or ISIS…has benefited greatly from the presence of U.S. and coalition militaries on the ground and in the air fueled by intelligence provided by the CIA and our other intelligence partners.” With the withdrawal of the American military, Burns said, “the U.S. government’s ability to collect and act on threats will diminish.”

Much discussed ‘over the horizon’ intelligence collection against Afghan terror targets will not fill the void left by the loss of our ability to monitor and attack terrorist targets from in-country bases.  With Afghanistan bordered by countries unlikely to be willing to host a significant US presence, intelligence collection missions will now have to be launched from bases well beyond the horizon with all that implies for the quantity, quality and timeliness of intelligence collected.  Such operations will also be commensurately more expensive and difficult to mount.  Moreover, the intimate knowledge of our adversaries that we have painstakingly built over the course of nearly 20 years on the ground, began aging the moment we departed Afghanistan.  Absent an intelligence presence on the ground, our ability to collect on terrorist groups operating in and from that country will only degrade further as time goes on.

After acknowledging that we “could see a resurgence of terrorism out of the region in the coming 12-36 months”, Milley went on that we will, “as opportunities present themselves… have to continue to conduct strike operations if there’s a threat to the United States.”  However, as our pre-9/11 experience showed, such remote strikes can delay our terrorist enemies’ plans, but will not deter them from their intent to strike the US homeland.

As such, Secretary Panetta is undoubtedly correct in his conclusion that US involvement in Afghanistan is not over.  “We’re going to have to go back in to get ISIS,” Panetta said.  “We’re probably going to have to go back in when al-Qaeda resurrects itself, as they will, with this Taliban.”  And, as was the case with our operations to destroy ISIS’s so-called Caliphate after we precipitously left Iraq, there can be no doubt that should we have to go back into Afghanistan, our task will be greatly complicated by the manner in which we left that country, abandoning our allies and bases there.

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The US withdrawal from Afghanistan will have profound geo-strategic implications for America’s position in the region and in the world.  Our Chinese, Russian and Iranian adversaries will seize the opportunity to fill the void left in the wake of our departure.

The Taliban has already indicated it will engage with China, which covets Afghanistan’s mineral wealth.  Entry into a transactional relationship with the cash-strapped Taliban regime and granting access to Afghan mineral resources – and possibly use of Bagram Air Base – in exchange for financial aid and Chinese support for the Taliban in international organizations would suit Beijing, which would evince no concerns about human rights and the like.

For their part, Central Asian countries will look away from Washington and ever more towards their old masters in Moscow and a rising China to ensure their security and economic well-being.   Islamabad, while publicly celebrating the victory of their Taliban proxies and its role in guiding it, must at the same time worry that the extremism embodied by the victors will gain renewed traction beyond its frontier provinces with all that implies for the security of the Pakistani state.

Caught by surprise by Washington’s decision to leave and the conduct of the withdrawal, even our closest and oldest allies are questioning US resolve.  They will surely think twice before acceding to any future US request to join in joint operations.  Our decision to quit Afghanistan, and its messy execution, will also evoke questions about the validity of American assurances to other nations under threat from aggressors.  It will not have been lost on them that the withdrawal of American air, intelligence, planning expertise and logistical support ensured the collapse of an Afghan Army that was dependent on the US.

Our adversaries, too, will see the chaotic nature of our departure as well as the abandonment of Americans, allied citizens and Afghans to uncertain fates as signs of weakness and enfeeblement.   This possibility is particularly dangerous in that they could seize this moment of US distraction to engage in opportunistic adventurism that could include movement by China against Taiwan; a Russian attempt to resolve its impasse with Ukraine forcibly; stepped-up Iranian prosecution of its proxy war with Israel; or a further ramping up by North Korea of its nuclear program.  Any such eventuality would force the US to respond vigorously or risk further erosion of its international credibility.

Finally, the costs involved in remotely monitoring and trying to deter threats emanating from a Taliban-controlled Afghanistan mean that we will be unable to shift intelligence and military resources away from the War on Terror to confront the threat posed by peer competitors to the degree we had hoped.

Aristotle is said to have pronounced, “You will never do anything in this world without courage. It is the greatest quality of the mind next to honor.”  Likewise, the courage shown by so many – and the heroic conduct of US military and CIA personnel in particular – in seeking to extract American citizens from Afghanistan and to honor our obligations to Afghans who worked and fought alongside us for so long, cannot obviate the dishonor attendant to having left so many behind.  Bloody Taliban outrages and reprisals against the latter are a certainty.

It will not be long before Kabul’s new rulers recognize that the Americans now under their control, are potentially useful pawns in trying to extract diplomatic, financial and other concessions in exchange for their freedom.  The effectiveness of our efforts hereafter to extract our own people and our Afghan allies from the clutches of the Taliban and how we respond to any attempts to use them as leverage against us, will determine the depth of the stain on our national honor already attendant to the disastrous end of our Afghan campaign.

In that same famous speech, Churchill solemnly told his countrymen that: ‘The Battle of France is over: The Battle of Britain is about to begin.”  He went on that “we would be well advised to gird our loins for the continued warfare to come.”

As we approach the 20^th anniversary of 9/11, we should honor our sacred dead from that horrible day.  But we should likewise prepare ourselves for the battles with Al Qaeda and its murderous kindred of Cain that will surely come.

Recent polls would indicate that Americans support the decision to withdraw from Afghanistan, if not the way in which it was conducted.  One wonders how those polled would have responded if the question had been ‘Do you support a withdrawal from Afghanistan even if it markedly increases the chance of terror attacks and atrocities directed at your fellow citizens at home and abroad?’  I fear we will find out soon enough.

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A large settlement of migrants in the suburbs of Dunkirk in northern France has been dismantled, in the wake of yet another wave of tensions with the UK over the growing number of illegal crossings.

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“At my instruction, the security forces are evacuating the illegal migrant camp in Grande-Synthe this morning,” French Interior Minister Gerald Darmanin said on Twitter on Tuesday. He added that state services in the region would provide shelter for the group.

Government spokesman Gabriel Attal said the decision to dismantle the camp was primarily based on the intention to put people into shelters ahead of the winter season.

Around 1,500 migrants were evacuated from the site via buses and their tents removed. According to Utopia 56, one of the charities monitoring the process of dismantling the camp, people “were forced to board buses, without being informed of their destination, and some of their personal belongings have been destroyed.” 

Évacuation forcée et sans annonce du campement de Grande-Synthe depuis ce matin : plus de 500 personnes sont contraintes de monter dans des bus, sans être informées de leur destination : “police ou hôtel”. Une partie de leurs effets personnels est en cours de destruction. pic.twitter.com/EwFPR2yl2j

— Utopia 56 (@Utopia_56) November 16, 2021

Tides changing on Channel crossings?
French police began moving some 1,500 migrants on from a camp near Dunkirk amid talks yesterday between Priti Patel and her French counterpart agreeing to stop ‘100 percent’ of Channel crossings after record numbers reached the UK in 2021. pic.twitter.com/PUE9YDCTAY

— RT UK (@RTUKnews) November 16, 2021

In a separate tweet, Darmanin announced the arrest of 13 alleged migrant smugglers, “bringing the total to 1,308 since January.”

“These smugglers are criminals who exploit human misery, responsible for irregular immigration,” the minister wrote.

Tuesday’s actions by French authorities came in the wake of a phone call between Darmanin and his British counterpart Priti Patel. The two discussed the increasing number of illegal migrants attempting to cross the English Channel, and reiterated the importance of cooperation in making this route “unviable,” Patel said afterwards. 

At Grande-Synthe, near Dunkirk, where demolition work has already begun on the migrant camp.
Around 1,500 people, many of them Iraqi Kurds, have been moved out of the site@SkyNews pic.twitter.com/rHFDHHcxmf

— Adam Parsons (@adamparsons) November 16, 2021

The UK and France have a history of mutual accusations when it comes to illegal migration. While British officials have claimed that French authorities do not do enough to prevent migrants from embarking for the dangerous trip, France’s government has said that the UK should reform its labor market rules in order to become less attractive to migrants.

More than 23,000 people have crossed the Channel by boat this year, compared to 8,404 in 2020, according to Press Association figures.

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Covid-19 variants keep emerging in different parts of the world, causing experts to ask how long the pandemic will last, and how effective the current methods of protection really are.

Since the pandemic started in 2019, people have referred to the disease which has paralyzed the world simply as ‘coronavirus’. Now, in 2021, when we talk about it, we mean not just the original variant, but also its numerous mutations. 

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In May, the WHO decided to label the key variants with Greek letters. Since then, the Delta variant has been proclaimed the predominant strain across the world, and now we have titles that look like codes to detail the differences between variants. Last month, the UK was put on high alert over a fast-spreading Delta AY.4.2 variant. This week, Norway reported finding one more version of the Delta strain – AY. 63. The country’s experts suggest it’s not more dangerous than the Delta mutation itself. Meanwhile, another Covid variant, discovered in France (B.1.640), brought the researchers an unpleasant surprise: they said they’d never seen mutations like it. 

Professor David Dockrell, from the Center for Inflammation Research of the University of Edinburgh, described to RT the reasons for the constant mutation of the coronavirus. “The areas in the virus that are most likely to change are those that come into contact with what we call ‘selective pressures’ – or factors that make them need to change,” he explains. “So, a version of the virus which mutates and changes to give it a selective advantage to escape from the immune system is more likely to prosper and become a dominant strain.” 

That’s how it works: The part of the virus many of the immune responses (or antibodies, T-cells etc.) are responding to is called the spike protein (or the S-protein). So, the virus tries to change it in order to survive. 

“We know that a variety of different viruses are able to mutate and change when exposed to the selective pressure of the immune system, whether it would be the human immune system or other species in which these viruses have evolved,” Prof. Dockrell says. “And of course, we’ve seen it most clearly with HIV, which is particularly good at changing and evolving. It does something called ‘reverse transcription’ – it copies material in the reversed direction from DNA to RNA.” 

Covid is still seemingly running faster than humanity’s efforts to curb it, but Prof. Dockrell has some good news. “The coronavirus – and viruses like it – are not as able to make these changes. They are going to do it to some extent, but they are not going to be as successful as retroviruses and HIV.” 

And the other major thing to say: When the viruses make changes, there’s always what we call ‘a fitness cost’. Many of the potential changes that the virus could make will actually not favor its survival. So there are only a certain number, potentially, of changes that the virus can make, before it starts affecting its fitness. 

Now, unfortunately, we are still in a phase where Covid19 can continue to evolve and change. It’s not time to panic, though, because across the world various ways to adapt the current anti-Covid strategies are already in place. First of all, people should keep getting vaccines – maybe receiving slightly altered booster doses, Prof. Dockrell suggests, “in a way, that we, after all, have to do with influenza, by providing a seasonal influenza vaccine and changing it every year.” 

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“And maybe we have to keep changing some of the treatments like these new monoclonal antibodies against the virus, because they also may be limited by the emergence of a mutation of the virus evolving the S-protein,” he adds. 

Sounds promising – but won’t it become a never-ending race against constantly emerging mutations? 

Hopefully not. According to Prof. Dockrell, there are parts of viruses that scientists call ‘conserved areas’. With time, vaccines and monoclonal antibodies will target these areas, which the virus finds very hard to change. “Clearly, the direction of travel is to develop either vaccine responses that affect more different kinds of virus, or these ‘monoclonal antibodies’ that we could use to prevent or treat infection, that they will target more conserved areas and therefore will be less limited by the ability of these virus to evolve and change,” he concludes.

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Chris Inglis’ new White House office has a startup feel to it. There are desks, a few chairs, a coffee maker and a poster hanging on the wall.  But as the head of the newly established Office of the National Cyber Director, Inglis has to make due with what he has while still advising President Joe Biden on the smartest ways for the US to prevent and respond to cyberattacks.

Inglis has already had numerous conversations with the president, who has made clear that the government has a role to play in the defense of the private sector and in assisting the private sector in defending critical infrastructure.  And the president knows, says Inglis, that means the government needs to get its own cyber house in order. 

But like any real startup, Inglis’ resources are scarce.  More than three months after being confirmed by the Senate, he still doesn’t have the full staff he needs to take on his timely and critical mission.  That’s because the funding for his office – some $21 million, part of the $1 trillion infrastructure bill making its way through Congress – is still stuck in the political spin cycle.  Why does it matter?

“The threat is greater than I can ever remember,” Inglis told me during last month’s AFCEA and INSA Intelligence & National Security Summit in National Harbor, Maryland. “The audacity, the brazenness, the thresholds that have been crossed at every turn; we’re in a difficult place.”

While he’s waiting for Congress to act, he says he’s spending about fifty percent of his time defining his role, being careful not to duplicate the work already being done by other agencies and departments, while spending another fifty percent building relationships that will be important later.  Eventually, he’s expected to have a staff of some 75 people who will be expected to work hand in glove with CISA, the National Security Council’s cyber staff, the OMB and others.  The remaining fifty percent of his time, Inglis jokes, is spent figuring out how to attract the country’s best talent.   

“People are starting to flow into the organization. I’m confident that we’re coming up to a breakout moment, not for the National Cyber Director, but the contribution that we can and should make. I’m sobered by the nature of the challenge, I’m optimistic we can make a difference.”

Optimistic he is.  And he’s not even complaining about being given a critical task for US national security and then having to wait for politics to play out before being able to act on it.

“It has been a semi-silver lining in that we would not have had time to think about how we want to apply the resources coming our way.”

While Inglis has been waiting, he and his small team have had time to think about the four things they’d like to focus on right away. 

First, is streamlining the roles and responsibilities in government of who handles what when it comes to protecting the public and private sectors from cyberattacks.  He also spoke during his confirmation hearing about the importance of allocation of resources and while the Office of the National Cyber Director doesn’t have the authority to move money, it does have what Inglis calls the responsibility to account for cyber money.

“One of the most critical gaps in cyber is that the physical digital infrastructure is not built to a common standard. The executive order related to this requires that within a certain amount of time we have to install basic procedures like multifactor authentication and encryption of stored material. That is a challenge and a potential vulnerability for us. We need to make sure that we make these investments necessary to buy down the lack of investment for years.

The second gap is in talent related to number of people required to occupy these jobs. It’s not simply the folks with IT or cyber in their name, but general cyber awareness. There is some expenditure of resources of time, attention, and money to get awareness right on the part of the truly accountable parties like agency and department heads. We have to make sure they don’t see cyber as a cost center, but an enabler on the part of all the users as they understand what their roles are and what the accountability is.

He admits there is still a level of education needed within government to get there.

“That is usually the case in both the government and the private sector,” he said.  “We need to think this way about cyber and invest in cyber so that we can enable the mission, not hold it back. I think that education is the most important and effective way to handle this. Then, it is to make sure that the accountability is aligned and harmonized. We tend to take risk in one place and expect someone in another place to be the mitigator of a risk they don’t understand was taken in the first place. We need to operate in a collaborative fashion and get away from divisions of effort which are an agreement not to collaborate and allow adversaries to pick us off one at a time.”

Inglis says that unity of effort must start at home.  “The executive order issued in May has begun to lay out common expectations about the hardware, software, and practices that we need to begin in those spaces,” he said.  “Externally, if we have sector risk management agencies who engage the private sector for the purposes of supporting and engaging the critical components of that infrastructure, we need to make sure you don’t need a Ph.D. in government to know who to deal with and what you’re going to get from them.”

He is arguing for the government to also put ‘valuable material’ on the table.  “That could be our convening power,” said Inglis. “We could perhaps address and reduce liability or give companies a clue as to what might be around the corner because the government has access to exquisite intelligence. If that setup is possible, we also need a venue where collaboration takes place. Information doesn’t collaborate, people do.”

Inglis likes to point to the example of CISA and the Joint Cyber Collaborative.  “They put people from the private sector and the public sector side by side to co-discover threats that hold us at common risk. That project sets up the possibility of implicit collaboration in what we then do with that common operational picture. The government could take ideas that private sector companies turn into proprietary systems and enrich and classify them to deal with it in their system.”

Using what he calls “all the tools in the toolkit,” Inglis also notes the importance of international relationships, which fits nicely into the White House’s International Summit on Ransomware last week in Washington, which zeroed in on tighter cryptocurrency standards, among other things. “Beyond the Five Eyes, what do other like-minded nations think about what is expected behavior in this? What are governmental actions that are appropriate,” he asked.  

Inglis has been an active participant in the president’s recent actions in cyber.  He took part in a White House meeting with tech leaders in August that was hosted by President Biden, who Inglis says, spent the first hour sharing his vision about how the country should focus on collaborative integration.  “The companies represented weren’t only companies like Microsoft and Apple, but people who operate in the critical infrastructure space,” said Inglis.  “The people component, educators, were represented reflecting the president’s view that cyberspace is not just technology, it is also the people component. They are a major link in the chain, and we need to get the roles and responsibilities right.”

While he’s waiting for the funding he needs to get his office fully staffed, Inglis said he’s also putting thought into reconciling resources with aspirations.  Managing expectations is going to be important.  Frustration has been growing for years over what some see as a lack of government response to some of the largest hacks in history.  The phrase ‘time and place of our choosing’ as a definition of response has grown old and some Americans are weary of a government that isn’t responding in a more public way to the beating it sees the US taking in cyberspace.

So, I asked Inglis whether there should be red lines in cyber.

“Red lines are both good and bad,” he answered.  “They are clear and crisp, and everybody knows what they are. The downside is that because of that, an adversary knows exactly how far they can go. It means that you set up a somewhat permissive environment. Red lines also don’t have context; sometimes there is a reason that a defender would make the ransomware payment. As a matter of policy, the U.S. government does not pay ransomware, but I imagine there will be a situation at some point where a hospital is against the Russian state and actual life and safety is at risk. If there is no other way to get the material back, in order to get back in the business of saving lives, they would want to rethink if a red line is a red line in that particular situation. I think the right thing to do here is not to establish hard thresholds of things with scripted responses, but outline what we are prepared to defend and what principles we will exercise in defense of those things. We commit to defending the private sector when it is held at risk by a nation state in cyberspace as much as in the kinetic space and make that clear to adversaries. I think that would be more helpful in changing decision calculus and creating a useful ambiguity about when and where we will come in.”

Inglis said he’s also thinking a lot about present and future resilience.  It’s a worthwhile focus, given that the White House estimates that nearly half a million public and private sector cybersecurity jobs are currently unfilled. 

“That is a massive problem,” said Inglis. “However, the more insidious problem is that the 320 million people in the United States who use the internet who have no idea how to properly take their place on the front lines of this issue. There is an awareness issue that requires us not to make Python programmers out of them but to make sure they understand the nature of this space.”

Everyone has heard the old saying that time is money, but in Inglis’ case, time is security so I asked him point blank whether he thought government was moving has quickly as it should on the cyber problem.

“Government is moving at speed; the question is if it is at the necessary speed. I don’t think anyone is moving at the necessary speed. Some are moving at light speed, but at the end of the day, we need an integrated, collaborative approach. While we won’t have unity of command, I think there needs to be a universally felt sense of urgency so that we will all get our heads in the game.”

Congress, are you listening?  Oh, and by the way, that poster in Inglis’ office? It reads, ‘Hours Since the Last Surprise.”

“As a startup with maybe too few resources at the start and who often didn’t understand how all the wickets are run, we have our occasional surprise,” said Inglis.  “When we encounter those surprises and go to someone with the deep and sharp expertise to help us navigate that, we get what we need. However, we are not a full functioning, full featured, fully capable organization yet. We’re trying to build somebody else’s airplane while we’re free falling from our own. We have a parachute, and we can land safely, but it is a bit of a challenge at times.”

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