Suchergebnisse

Chapter One: Introduction -- Chapter Two: Exploratory Interviews -- Chapter Three: Challenge Nominations -- Chapter Four: Challenge Evaluation -- Chapter Five: Discussion -- Appendix A: Exploratory Interview Materials -- Appendix B: Challenge Nomination and Evaluation Materials -- Appendix C: Selected Nominated Challenges -- Appendix D: Descriptive Statistics of Challenge Evaluation Results.

"Law enforcement agencies across the country have quickly been adopting a new technology to combat auto theft and other crimes: automated license plate reader (LPR) systems. These systems can capture the image of the license plate of a passing vehicle and compare the plate number against official "hotlists" that show an array of infractions or reasons why it may be of interest to authorities. But because LPR technology is relatively new in the United States, opportunities and obstacles in its use in law enforcement are still under exploration. To examine issues about this technology, RAND conducted interviews with law enforcement officers and others responsible for procuring, maintaining, and operating the systems. Champions of LPR technology exist at many levels, from tech-savvy officers who use it every day, to chiefs who promote it, to other officials and policymakers who believe LPR technology is a significant force multiplier for police departments. Challenges exist, however, to realizing more widespread acceptance and use of the technology. Chief among these are privacy concerns related to the retention and potential misuse of LPR data, technical and bureaucratic impediments to sharing data among law enforcement agencies, and constraints on the availability of staffing and training needed to support LPR systems."--Provided by publisher

AbstractIndividuals use values to frame their beliefs and simplify their understanding when confronted with complex and uncertain situations. The high complexity and deep uncertainty involved in climate risk management (CRM) lead to individuals' values likely being coupled to and contributing to their understanding of specific climate risk factors and management strategies. Most mental model approaches, however, which are commonly used to inform our understanding of people's beliefs, ignore values. In response, we developed a "Values‐informed Mental Model" research approach, or ViMM, to elicit individuals' values alongside their beliefs and determine which values people use to understand and assess specific climate risk factors and CRM strategies. Our results show that participants consistently used one of three values to frame their understanding of risk factors and CRM strategies in New Orleans: (1) fostering a healthy economy, wealth, and job creation, (2) protecting and promoting healthy ecosystems and biodiversity, and (3) preserving New Orleans' unique culture, traditions, and historically significant neighborhoods. While the first value frame is common in analyses of CRM strategies, the latter two are often ignored, despite their mirroring commonly accepted pillars of sustainability. Other values like distributive justice and fairness were prioritized differently depending on the risk factor or strategy being discussed. These results suggest that the ViMM method could be a critical first step in CRM decision‐support processes and may encourage adoption of CRM strategies more in line with stakeholders' values.

"Current cyberspace threats are highly dynamic, complex, and ubiquitous in time and space. Activities to ensure resiliency to adversarial cyber operations throughout the Air Force have organically organized themselves to be somewhat fractionated, with blurred lines of authority and no overall coordinating mechanism to ensure that all related activities are identified, tasked, and implemented and act in concert to achieve enterprise objectives. The authors develop a foundation for better managing efforts to ensure resiliency to adversarial cyber operations at the enterprise level aimed at mission assurance in the Air Force. This structure includes guidance on the allocation of roles and responsibilities for tasks to ensure resiliency to adversarial cyber operations and mechanisms to create a cohesive initiative in which each individual and organization is working toward a common goal. The authors also stress the need for leaders to instill in airmen, civilians, and contractors an understanding that the conflict in cyberspace is ubiquitous in time and space; that operations in cyberspace might be decisive in warfare; that all airmen, civilians, and contractors play a role in ensuring resiliency to adversarial cyber operations; that nothing can be completely secure in cyberspace, which leads to a sense of responsibility to carry on mission(s) in the face of an attack through cyberspace; that connecting one system to another (or to a network) carries potential risks; and that personnel have an obligation to report anomalies in data, nonnominal procedures, and potential cyber incidents."--from the publisher's website

Introduction -- Legislative Background and Recent Air Force Use of OTs -- The OT Life Cycle: Phases, Overarching Characteristics, and Challenges -- Observations About Developing the Problem and OT Strategy -- Observations About Soliciting, Awarding, and Executing OTs -- Policy Considerations in Employing OTs: Goals, Culture, Environment -- Conclusions -- Appendix A. Case Study Methodology -- Appendix B. Case Study Background -- Appendix C. Legal Considerations.