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Driving Advancements for the U.S. Sea Services at WEST 2023

Posted on by Mike McCalip

In the 21^st century, technological security remains one of the most important features of any government agency. Military officials, Government leaders and industry professionals gathered at AFCEA’s WEST 2023, an annual and international Sea Services conference, to discuss the future of security and naval technology in the federal government. This year’s conference featured the Departments of the Navy, the Marine Corps and the US Coast Guard (USCG). At WEST, agencies showcased and reviewed IT initiatives and programs in the context of meeting the needs of the Sea Services.

Opportunities for the USMC

US Marine Corps (USMC) is an amphibious force that engages enemy forces, protects U.S. naval bases, combines armed service with their fleet and responds to global crises.

At WEST, the USMC elaborated on various steps to opportunities to ensure readiness to respond to various threats and challenges. It has:

Extended the MQ-9 flying range
Gained new approvals for bases
Increased funding for various subsets
Focused on retaining recruits

During the upcoming year, it aims to:

Obtain a minimum of 31 amphibious warships
Provide training in realistic conditions
Explore expeditionary contracting and pre-positioning
Secure continued support from Congress
Improve cybersecurity
Acquire more personnel

IT professionals from both industry and other government agencies can collaborate with the USMC to help it effectively meet these goals.

How DISA IT Initiatives Support the USMC

The Defense Information Systems Agency (DISA) is a United States Department of Defense (DoD) combat support agency that provides information technology (IT) and communications support to public officials. When creating security solutions for the USMC, DISA incorporates a variety of helpful features including having all migration efforts interoperable with Zero Trust best practices. This is especially important to gaining continued federal support, as Zero Trust is a vital security model in the federal government.

Over the last year, the pilot for Thunderdome, DISA’s application of the zero trust security model, came to fruition. While its implementation has been difficult, DISA hopes to use Thunderdome to improve the lack of endpoint credential solutions in the DoD by employing conditional access policies and application security stack requirements. Additionally, DISA plans to implement SOAR—Security, Orchestration and Automated Responses—solutions and tools to streamline security operations. Other similar security efforts include automating security validation, implementing endpoint management and advancing micro-segmentation. DISA plans to add multipurpose team collaboration and management tools that can fulfill multiple tasks at once. By channeling increased funding into these initiatives, the USMC can solidify its technological security.

Industry Professionals Driving Innovation

The Navy, and by extension, the USMC, have three main goals in the upcoming year: modernize the department of infrastructure, drive innovation and become more competitive. The tech industry can help the USMC achieve these goals through various technological advancements.

For example, transforming cybersecurity to be rooted in military readiness can help improve the USMC’s defense, speed capability delivery and insights. Quicker capabilities are especially helpful to its goal of acquiring more warships and shifting back to a focus on maritime services. Additionally, USMC must work with agencies that maintain its own Software-as-a-Service (SaaS) tools to implement additional agile tools that can expedite processes, freeing funding for other projects. Other initiatives are to expand the department’s satellite network capabilities beyond sole usage of the cloud, to enable the USMC to access toolkits from multiple systems and to advance internal innovation. These capabilities can help create comprehensive growth in the Navy.

Through a variety of security implementations, government agencies and the IT sector can work together to make the USMC, Navy and Coast Guard as safe and effective as possible. With continued and future partnerships between the government and technology industry, the Sea Services hope to achieve long-term support that will drive fundamental and vital development.

To learn more about AFCEA’s West 2023, visit ̽��Ƶ’s Partners and Events

*The information contained in this blog has been written based off the thought-leadership discussions presented by speakers at WEST 2023.*

DoDIIS Takeaways: Future DoD and IC Initiatives for AI, ML and the Cloud

Posted on by Michael Shrader

This blog series focuses on the Department of Defense (DoD) and Intelligence Community (IC) initiatives for 2023 and beyond. Part one covered future plans regarding IT workforce development and retention, partnerships, interoperability and data management. Part Two continues the discussion of the intertwining initiatives and technologies in AI, ML and cloud computing to provide a more complete picture of the current DoD and IC landscape in connection with their vision for the future.

While data is the lifeblood for the digital transformation, artificial intelligence (AI) and machine learning (ML) are what make digesting the information possible. Cloud allows for this data to be hyperscaled, more agile and more efficient for operations. All of these elements and technologies work together to propel the DoD and IC to the next level and achieve mission goals.

AI and ML

To properly understand AI and ML’s role in the future of the DoD and IC, some standard definitions must be established. While the private sector mostly utilizes AI for emergency response, healthcare, finance, agriculture and human resources, the military’s most common uses include cyber defense, swarming, vulnerability scanning and data filtration. This creates a stark difference in understanding and terms. For the purposes of this blog, the terms AI and ML will reflect the terms used during the live DoDIIS speeches and discussions.

With AI and ML, one of the biggest hurdles for the IC is explainability. Before new data can be incorporated from other sources, existing data must be processed. CTOs and Directors of the CIA, DIA, National Media Exploitation Center (NMEC) and Virtualitics explained that if current data holdings are not sorted and understood during the data cataloging processes, it will be difficult to utilize AI and understand the results later. Data governance and data strategy are foundational to this effort. All parties involved also need to understand the ethical implications of AI and have a strong grasp of data analysis and machine learning to harness all of these technologies’ true powers. Other safeguards must be put in place to properly introduce the use of AI and ML within their intended contexts. AI testing and evaluation (T&E) is different than for other tech, since AI capabilities should not be set and left without monitoring and a way to update a model in the field. Instead, the models should continue to be supervised over time by system creators and end users across academia, industry and government to preserve accuracy and high precision. The baseline within the hierarchy of needs is ensuring quality data results, which requires clear understanding of the algorithmic approaches being employed for the models. Vendor technology that provides clear AI explainability is particularly sought after in the DoD and IC since it can be used to back tactical life or death decisions. One solution the DoD is pursuing to address this challenge is the machine-as-a-teammate (MaaT) capability which automates data transformation to significantly increase velocity and precision while remaining explainable.

The DoD has begun focusing heavily on ethical AI frameworks including starting toolkits to assess pipeline or model bias and building a Responsible AI (RAI) foundation to ensure responsible, equitable, traceable, reliable and governed use of data. The DoD hopes industry will continue to adopt RAI principles ahead of future requirements and expand on practical ways to attain these best practices. In addition, the DoD established an AI Council to discuss aligning their RAI framework with AI regulations in other European countries as they seek to integrate systems and open the door for efficient data sharing.

Through initializing use of AI and ML, the DoD and IC have already discovered several benefits. AI has offered enhanced workflows and reduced burden on analysts, advanced filtering techniques on large data sets, open-source scanning for improved product reports and optimized data rates for information transfer. DoD ML pilots achieved 100x increase in quality review and 10x increase in pre-decision error/anomaly detection, among other successes. DoD and IC leaders look to AI as gateway to better identify vulnerabilities in military systems, improve the identification of targets or locations and increase accuracy and speed of retrieving battle damage assessments. While the technology exists to perform these tasks, the policies and permissions are not yet complete to fully implement AI and ML.

Handling the massive quantities of data is a huge undertaking; however, processing the information through AI and ML has proven the worth of the endeavor tenfold and delivered clear mission impact. By focusing on the infrastructure first, the DoD and IC can leverage AI and ML for maximum impact to let machines and humans each do what they do best and then team up to solve the problems in between.

While there are some risks to implementing AI completely such as data set accuracy, vulnerabilities to adversarial influence, legal ramifications and expectations of data use tech, DoD and IC officials confidently endorse the transition to incorporating more AI. They recommend several key steps such as creating a common international policy that addresses ethical concerns, technological advancement and dual use; defining AI for policy given the dynamic and changing nature of technology; and identifying definitions and strategies around non-lethal options, hardening systems and mission enhancement. The DIA’s AI strategy aims to achieve AI readiness in the near term, AI competitiveness in the mid-term and AI dominance in the long-term.

The Cloud

According to Dr. Raj G. Iyer, former CIO for Information Technology Reform, Office of the Secretary of the Army, cloud is an absolute necessity to move large amounts of data across the globe. The concept of data-centricity shifting within the Army from theory to doctrine, has precipitated other essential changes including the migration to cloud. Dr. Iyer stated that the new data goals are no longer owned by just “tech folks”, but by every warfighter, which places a new level of priority on technology like cloud. The new Army initiative includes achieving a distributed command and control (C2) structure for the Army to provide more mobility and less centralization both with C2 and the data. This will be attained through the adoption of its Hybrid Cloud of the Future to hide data “in plain sight” and avoid systems that are uniquely military in nature. When the military leverages a commercial platform, it can process data in a way where adversaries cannot differentiate sensitive information from other commercial processes.

Across the rest of the DoD and IC, agencies vary in their level of cloud migration. For the NGA, business applications and analytics are already in the cloud, the next step is to move to a hybrid multicloud with resources that need to be on hardware available at Joint Regional Edge Nodes. The NSA hopes to avoid a lift-and-shift approach, and instead be precise with their cloud investments through initiatives such as Hybrid Cloud Compute, Eagle Crossing, and a Human Capital Management System. DISA has brought cloud programs together for the DoD under their Host and Compute Center (HACC) through the Joint Warfighting Cloud Capability (JWCC) contract.

For agencies which have not migrated, the DoD and IC recommend preparing for cloud deployment and utilizing this time before switching to cloud to eliminate bad practices that exist on-prem and focus on relevance, resourcing and complete system readiness. As other technologies and strategies take effect, DoD and IC officials reminded of the importance of prioritizing cloud first, cloud native and Zero Trust baked in throughout every aspect regardless of cloud migration stage.

Some challenges DoD and IC officials presented to industry were how to maintain service if an outage occurs in regional data centers from a classified perspective and how to maintain and optimize the network from a unified comm perspective considering its sensitivity to latency. Overall, leaders inquired how to preserve reliability and redundancy to overcome potential distrust of the cloud. As the DoD and IC collaborate with industry to innovate and resolve these issues, it continues to unlock new doors of potential. Dr. Iyer stated that the network is no longer an enabling function, and these digital technologies are now changing how the DoD and IC fundamentally view warfighting.

As the DoD and IC seek to accomplish these IT goals and prepare the way for future modernization, industry, academia and other government agencies must come together to solve current challenges, innovate new solutions and support mission initiatives. Government leaders noted the importance of these modernization efforts and that the technologies and strategies developed in the next 5-10 years will be the foundation of operations for the next generation.

Check out our for more information and key insights for the IT industry.

*The information contained in this blog has been written based off the thought-leadership discussions presented by speakers at DoDIIS 2022.*

DoDIIS Takeaways: IT Workforce, Partnerships, Interoperability and Data Management

Posted on by Michael Shrader

As the defense and intelligence communities reflect on 2022 and plan for the future, several key takeaways will guide upcoming initiatives. At the Department of Defense Intelligence Information System (DoDIIS) Worldwide, a conference sponsored by the Defense Intelligence Agency (DIA), attendees from the military, industry, government and academia gathered to collaborate and share insights on accomplishing the Department of Defense’s mission.

Agency leaders highlighted that every aspect of the Department of Defense (DoD) and Intelligence Community (IC) is critically enabled by IT. Not only is IT the first-in and last-out function for every crisis, oftentimes IT is the mission, not just a supporting role. The DIA recognizes that to innovate with current technology and invest in emerging tech, the journey to maximum productivity often includes the critical evaluation of processes and programs. With IT, misuses must be corrected, software needs to be transparent to users and technology simplified to promote a seamless integration. In essence, IT should be viewed as an evolution instead of a revolution.

To accomplish these goals, the DIA laid out its five main areas of prioritization for the coming years:

IT workforce retention
JWICS modernization, resilience and autonomy
DoDIIS modernization
International connectivity and partnerships
Capability delivery pipeline with Zero Trust and data management

The first part of this two-part blog series covers the discussions of DoD and IC challenges in relation to IT workforce development and retention, partnerships and interoperability and data management. The second blog will cover the enabling technology being deployed including artificial intelligence (AI), machine learning (ML) and the cloud.

IT Workforce Development and Retention

The DoD and IC have encountered challenges upskilling the workforce and uncovering new talent. To fill the gap in applicants, the DIA and IC have turned to contract hires and those from industry who want to spend only a few years in government. The DIA also offers an Education With Industry (EWI) Program where DIA employees can get joint duty credit while working with an industry partner. In addition, the DIA and National Geospatial Intelligence Agency (NGA) have developed recruiting programs for high schoolers and partnerships with local universities to offer high school internships in hopes of encouraging students to develop interest in a government career.

High competition for talent has increased the need for retention incentives and additional education so agencies can maintain the current workforce. To address these concerns, the DoD and IC have begun modernizing their HR systems and seek to automate HR processes and provide self-service capabilities in hopes of expediting the talent acquisition timeline. Another endeavor includes modernizing training platforms for current employees to keep their skillsets up to date. Investing in continuing-education for these agency subject matter experts is important since they play an essential role in advising commanders and building tech options to address threats. Leadership is looking to academia and industry to source individuals with understanding of the current DoD and IC challenges and the global crises. By pulling from these outlets, the DoD and IC can expedite the process rather than having to train from the ground up with high school recruits. To successfully integrate industry workers into the government sphere, the DoD and IC must adapt to make commercial approaches work as well.

Partnerships and Interoperability

In the realm of defense and intelligence, partnerships and interoperability of technology are key to achieving results that maximize each agencies’ unique capabilities and pool combined strengths. By engaging with other agencies and countries, commanders have access to additional information and options. Investing in these resources offer some resolutions to the DoD’s current challenge of how to rapidly develop new warfighting capabilities while also simultaneously addressing current threats.

These partnerships can make a difference through data sharing, which offers new knowledge to commanders for more informed decision making. To make this information and technology sharing a reality, systems and processes must ensure cross-domain security and allow for interoperability throughout data sourcing countries and agencies. Partnering more significantly with Five Eyes countries (), will be a major source of increased intelligence as the DIA shifts towards integrating systems. In the near future, any DIA cybersecurity programs that do not align and add value to the FVEY countries will be either adapted or removed.

DoD and IC leaders also hope to collaborate with allies such as the Five Eyes to establish baseline international policies that will open doors for easier parity of information and comparability of systems and technology. Without a universal frame of reference, definitions, and laws, practical progress and innovation is impeded.

Connecting with industry has proven to be another valuable resource as DoD and IC leaders are seeking to better understand the full capabilities of current and emerging technology and gain insight into how industry can solve mission challenges. The DoD and IC desire to foster a culture that values systematic, strategic and equitable private sector engagement as well as addresses barriers to those relationships.

Involving the community through continued conversations and strong alliances provides an integrated deterrent and an advantage over the adversary. While these partnerships have taken a back seat in the past, DoD and IC leaders believe that this needs to be a crucial change and take priority.

Data Management

One of the main cruxes for the DoD and IC is harnessing the power of data. Since everything begins with data, the DoD and IC recognize the responsibility to think and act strategically from data collection to exploitation, dissemination and disposal, and seek to improve current data handling methods. Dr. Stacey A. Dixon, Principal Deputy Director of National Intelligence, believes that developing strategies in the IC to accelerate delivery of that data to those that need it, is the greatest challenge of our time for defense and the IC. Currently the DoD has crossed the limit of data input, overwhelming existing data strategies and making data too siloed, too slow and too hard to find to successfully stay ahead of threats. As the volume of data increases, several measures must be put in place to leverage the wealth of information.

According to DoD and IC officials, the one thing industry and government agencies alike can collectively improve, is interoperability; however, unless data source countries’ systems are secure and the data can be worked together, this cannot be accomplished. Because a large, diverse set of data is needed for good ethics and proper execution, the DoD and IC look to gain increased ability to integrate data across classification levels. Maintaining Zero Trust and consistent monitoring is also critical to freeing the data from other sources.

Over the coming years, the DoD and IC seek to implement widespread data tagging as a foundation for effective data management and quality results. This will allow the combining of commercial and government data to merge with the context and experience that the DoD and IC possess to achieve well rounded, sound decisions.

The Office of the Director of National Intelligence (ODNI) released its IC Data Strategy 2023-2025, which outlines its plans for improving the management and use of data. The strategy aims to leverage data to operate, collaborate and communicate at any time, in any place and in any security domain at speed, scale and securely. To achieve this transformation, the strategy focuses on four areas: performing end-to-end data management, delivering data interoperability and analytics at speed and scale, seeking advanced partnerships for continued digital and data innovation, and transforming the IC into a data-driven enterprise. Finally, it outlines a modular and agile framework that integrates business, functional, technical, security and data standards to provide a blueprint for the use of data in the IC.

Dr. Raj G. Iyer, former CIO for Information Technology Reform, Office of the Secretary of the Army, stated that data will be the new ammunition. At the end of the day, it comes down to enabling optionality for commanders, enabling mission command and enabling a common operating picture. Dr. Iyer emphasized that this is not a technology strategy, but a digital transformation to change operating models and leverage data in ways that U.S. competitors have not.

Utilizing artificial intelligence, machine learning and the cloud will empower these goals. Read part two of this series to find out more.

Check out our for more information and key insights for the IT industry.

*The information contained in this blog has been written based off the thought-leadership discussions presented by speakers at DoDIIS 2022.*

EDUCAUSE 2022: Uniting IT and Education

Posted on by Tim Boltz

The education landscape has continued to thrive following the aftermath of the COVID-19 pandemic. While stay-at-home orders have been lifted, education has maintained a digital component through online classes and remote-learning technology. Although online education has many benefits, it brings the concern of security breaches. To continue keeping student information secure, education leaders must adapt alongside the changes in technology. EDUCAUSE is a nonprofit association that provides a community for technology, academic, industry and campus leaders to collaborate and build together. The annual EDUCAUSE conference hosted several sessions that showcased ways to keep students engaged and secure in the new age of education.

Educational Institutions as a Hot Target for Cybercriminals

Cybersecurity deserves consistent attention within the education sector. While schools may be compliant with security standards, they can still be vulnerable. Higher education institutions are top targets as they connect thousands of staff, students and faculty members under one system.

There are several strategies IT professionals recommend that can help education systems defend against breaches:

Keep operating systems and software up to date
Employ multi-factor authentication
Maintain robust user training
Implement encryption
Create cloud back-ups for information
Maintain efficient detection and monitoring systems
Implement a quick incident response plan
Utilize external and cloud data storage

By following these steps, institutions can take the initiative toward deploying security measures for staff and students alike.

Robust Cybersecurity on a Budget

Since many academic institutions still face budget constraints due to COVID-19, their cyber posture may not be their first IT priority. To enhance cybersecurity, even on a budget, institutions should:

Know their external footprint: Through the employment of third-party devices that scan the internet for web service protocol solutions, agencies can see how much of their information is public.

Identify external login flaws: Since hackers can circumvent simple tools like automatic lockout policies, agencies should identify all login portals and check major input fields for automated controls.

Identify cloud security flaws: Agencies should switch to a multi-platformed and open-sourced cloud, since it enables security posture assessments and detection of security risks.

Implement phishing education and exercises: Phishing is one of the most common ways organizations are compromised. Institutions should ensure that all employees are educated on anti-phishing policies.

Clean up network share permissions and information: By utilizing credential scans, sensitive information can be restricted to the proper personnel. Implementing a zero trust framework ensures that each user will only gain the information that they are authorized to.

Limit the success of kerberoasting: Kerberoasting leverages the functionality of service principles to encrypt user’s passwords, which can later be retrieved offline for hacking. While it is impossible to completely prevent kerberoasting, agencies that implement detection capabilities limit the exposure and effectiveness of kerberoasting.

Prevent relay attacks: Software should avoid authentication systems that can be relayed or cracked. Responder tools can be used to analyze traffic and point out vulnerabilities.

Identify active directory misconfigurations: As active directory environments mature, built up misconfigurations can cause excessive access privileges. To prevent these being misused by bad actors, institutions should implement tools that check for vulnerable certificates.

Strengthen password security: Agencies should ban easy to guess passwords, enable multi factor authentication and disable old accounts.

Avoid flat networks and lack of network segmentation: Access should be limited to those that need to know; student and faculty accounts should reside on different domains.

Fostering a Sense of Belonging for Online Students

By meeting students where they are comfortable, educational institutions can readily share information. For example, since students are familiar with their phones, when universities utilize phone apps it can help provide a unified, digital experience for higher education students to reduce complexity, fuel career readiness and stoke student success. When creating an app for an institution, some helpful features to include are:

Tailored experiences with custom events depending on the user
Information unique to students, such as a marketplace to buy and sell goods like dormitory furniture or textbooks
IT toolkits
Self-assessment tools for COVID-19 or the flu
Campus features such as desk or study center reservations, transit routes, dining schedule or university maps
In-app messaging that can be directed to groups, such as students or faculty or personal messages
Feedback surveys to inspire improvement

Higher Education’s Top IT Issues for 2023

As students have become accustomed to hybrid and virtual learning, their expectations for new and elevated digital experiences have increased. There are many ways to achieve this modernization, but it requires intentional effort and technology updates from education administrators. Challenges to consider when implementing technology into learning are to:

Ensure IT has a “seat at the table” so they can weigh in on decisions
Ensure privacy and cybersecurity by training students and faculty to avoid scams, shift to data minimization, address cloud migration risks and leverage contracts with cybersecurity experts and investments
Adapt to students’ interests and products familiar to them
Create a seamless and enriching student experience
Utilize student data to update technology to better empower students
Pursue next-generation IT support to expand and reimagine digital campus abilities

Promoting Independence Through IT

A school’s duty is to prepare students for their futures in the workforce. Oftentimes, many careers require extensive knowledge of an array of technologies. Students should show proficiency in these areas to take advantage of more opportunities in various fields. By implementing technology into everyday use, educational institutions can promote confidence in technology, problem-solving skills, time management skills and collaboration between peers.

Diversity, equity and inclusion are also vital to university standards from both a legal and moral lens. IT intersects with diversity to make enrollment and education accessible to all by analyzing existing data to revamp hiring rubrics or utilizing cross-team conferences to create inclusive policies. With these inclusions, schools can emphasize transparency and accountability.

The pandemic revealed the importance of campus communication systems expanding beyond traditional parameters. Education departments had to shift to a remote work environment that a traditional phone system could not easily support. Universities should leverage communications software to reduce costs, provide additional flexible phone capabilities and accommodate all students regardless of where they live.

Through the inclusion of technology, educational institutions can reach new heights in their accessibility and connection with students. By enhancing security and offered digital features, educators can prepare students for an ever-changing workforce.

To learn more about utilizing IT for education initiatives, hub to schedule a meeting and speak to a representative today.

*The information contained in this blog has been written based off the thought-leadership discussions presented by speakers at EDUCAUSE 2022.*

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