fy1999 national communications system

LeadingTechnologyExcellenceinto theNewMillennium

LeadingTechnologyExcellenceinto theNewMillennium

NATIONALCOMMUNICATIONS SYSTEM


F Y 1 9 9 9

eeting thechallenges of theYear 2000 andbeyond will requireworld-class

leadership and superiortechnology solutions. Forover 35 years, the NationalCommunications System(NCS) has ensured that the Federal Governmentpossesses thetelecommunicationsresources necessary to meet the United States’national security andemergency preparednessresponsibilities under allcircumstances. Building on the successful history of interagency cooperationand industry/Governmentpartnership, the NCS willhelp lead the Nation intothe 21st century.

M

P R E P A R E D B Y T H E O F F I C E O F T H E M A N A G E R , N A T I O N A LC O M M U N I C A T I O N S S Y S T E M


F Y 1 9 9 9

L e a d i n gT e c h n o l o g yE x c e l l e n c ei n t o t h e N e wM i l l e n n i u m

s Manager of the NationalCommunications System (NCS),

I am proud to lead the efforts to meet the telecommunications

needs of the Nation’s nationalsecurity and emergency

preparedness (NS/EP)community, particularly as we prepare for thechallenges of the Year 2000 (Y2K) and the new cyber age. Interagency cooperation among the 23 NCS member organizations and theindustry/Government partnerships exhibited in the National Coordinating Center forTelecommunications (NCC) and the President’sNational Security Telecommunications AdvisoryCommittee (NSTAC) continue to be essential to thesuccess of the NCS.

During fiscal year (FY) 1999, the NCSprepared for potential Y2K-induced disruptions tothe telecommunications infrastructure byleveraging its working relationships with industryand Government. Working through the NCC, inconjunction with the Office of Science andTechnology Policy, the Joint TelecommunicationsResources Board, the Y2K Readiness Task Force,industry groups, and international organizations,the NCS helped develop contingency plans and tools essential to the Nation’s Y2K readinessand response.

Concurrent with itspreparations for Y2K, and in concertwith the Administration’scommitment to critical infrastructureprotection, the NCC worked toenhance its NS/EPtelecommunications coordination andresponse capability. During FY 1999,the NCC began its indications,assessment, and warning operations,which are based on voluntary

reporting of electronic intrusion incidents byindustry and Government. This has led to the NCCbeing designated as an Information Sharing andAnalysis Center for telecommunications under theprovisions of Presidential Decision Directive 63“Critical Infrastructure Protection.”

During FY 1999, the NCS continued toprovide NS/EP users with a nationwide capability for emergency access and specializedprocessing of switched-voice and voice-band data communications through programs such asthe Government Emergency TelecommunicationsService (GETS). Based on an NSTACrecommendation to the President in June 1999,the NCS has taken preliminary steps to initiate a program to address NS/EP issues related to the Internet, including examination of priorityservices for packet networks and the implicationsfor existing priority services (such as GETS)resulting from Public Switched Network andInternet convergence.

After three and one-half decades, the NCScontinues to be a focal point for industry andGovernment cooperation to ensure that reliable,interoperable, and secure telecommunications areavailable to fulfill the Nation’s NS/EP requirementsunder all conditions. The existing industry/Government partnership provides a solid foundation

upon which we can build to ensurethat our future communicationsneeds will be met.

FOREWORD

N A T I O N A L C O M M U N I C A T I O N S S Y S T E M

DAVID J. KELLEYLieutenant General, USAManager

A

MS. D. DIANE FOUNTAINE

Deputy Manager

MR. LARRY E. WHEELERChief

Plans and Resources

MR. FREDERICK W. HERRChief

Customer Service

DR. PETER A. FONASHChief

Technology and Programs

COL KRISTIN E. SCHRICKERUSAFChief

Operations Division

Department of State (DOS)

MR. FERNANDO BURBANO

Department of the Treasury(TREAS)

MR. THOMAS C. WEISNER

Department of Defense (DOD)

RADM. ROBERT M. NUTWELL,USN

Department of Justice (DOJ)

MR. RICHARD CHAPMAN

Department of the Interior(DOI)

MR. DARYL W. WHITE

United States Department ofAgriculture (USDA)MR. IRA L. HOBBS

Department of Commerce(DOC)

MR. JOROME T. GIBBON

Department of Health andHuman Services (DHHS)DR. ROBERT F. KNOUSS

Department of Transportation(DOT)

MR. EUGENE K. TAYLOR, JR.

Department of Energy (DOE)

MR. JOHN M. GILLIGAN

Department of Veterans Affairs (VA)

MR. ROBERT P. BUBNIAK

The Joint Staff (JS)LTG JOHN L. WOODWARD, JR.,

USAF

General Services Administration(GSA)

MR. DENNIS J. FISCHER

United States InformationAgency (USIA)

MS. MARGARET A.JOHNSON

National Aeronautics and Space Administration

(NASA)MR. ROBERT E. SPEARING

Federal EmergencyManagement Agency

(FEMA)MR. G. CLAY HOLLISTER

Federal CommunicationsCommission

(FCC)MR. ARLAN K. VAN

DOORN

Nuclear Regulatory Commission

(NRC)MR. FRANK J. CONGEL

Federal Reserve Board (FRB) MR. KENNETH D. BUCKLEY

National Security Agency(NSA)

MR. MICHAEL G. FLEMING

National Telecommunications and Information

Administration (NTIA)MR. WILLIAM T. HATCH

United States Postal Service

(USPS)MR. TIMOTHY J. PATTERSON

NCS COMMITTEE OF PRINCIPALS

Department of State (DOS)MS. KIMBERLY A. GODWIN

Department of the Treasury(TREAS)

MR. EDD BARNES

Department of Defense(DOD)

CAPT. TODD D. TRACY

Department of Justice (DOJ)MR. VICTOR FUENTES

Department of the Interior(DOI)

MR. JAMES E. DOLEZAL

United States Department ofAgriculture (USDA)

MS. BRENDA F. BOGER

Department of Commerce(DOC)

MR. JOROME T. GIBBON

Department of Health andHuman Services (DHHS)

CAPT. MICHAEL B.ANDERSON, USPHS

Department of Transportation(DOT)

LCDR. RICHARD W.WEIGAND, USCG

Department of Energy (DOE)MR. PATRICK HARGETT

Department of VeteransAffairs (VA)

MR. HOWARD D. BOYD

The Joint Staff (JS)

COL JAMES ABLE, USAF

General ServicesAdministration (GSA)

MR. THOMAS E. SELLERS

United States InformationAgency (USIA)

MS. MARGARET A.JOHNSON

National Aeronautics andSpace Administration

(NASA)MR. JOHN C. RODGERS

Federal EmergencyManagement Agency

(FEMA)DR. JOSEPH H. MASSA

Federal CommunicationsCommission

(FCC)MR. ROY E. KOLLY

Nuclear RegulatoryCommission

(NRC)MR. JOSEPH G. GIITTER

Federal Reserve Board(FRB)

MS. ANNE E. PAULIN

National Security Agency(NSA)

MR. R. MICHAEL GREEN

National Telecommunicationsand Information Administration

(NTIA)MR. WILLIAM A. BELOTE

United States Postal Service

(USPS)MR. TIMOTHY J.

PATTERSON

NCS COUNCIL OF REPRESENTATIVES

OMB

1

3

45

DOS TREAS DOD

DOC

GSA

DHHS

USIA

DOT

GSA

DOJ

DOE VA

DOI

CIA

NASA

USDA

NRC

FCCFRBUSPSNSANTIA

6

2

1. 2. 3.

4. 5.

6.

Policy Direction and Direct Execution of War Powers FunctionsNational Security Telecommunications Advisory CommitteeExecutive Agent, NCS responsibilities assigned to Secretary of Defense by E.O. 12472, April 3, 1984Director, DISA, serves as Manager, NCSThe Key Telecommunications Officers of the NCS Member OrganizationsFirst line management position that is exclusively NCS

Direction CoordinationAdvice

President

NSC OSTP

Executive Agent NSTAC

Office of theManager, NCS

NCS Committee

of Principals

NCS Council of Representatives

Manager

Deputy Manager

Staff

GSA NS/EP Operational Elements

EOP

NCS Member Organizations

LEGEND

JSFEMA

THE NCS ORGANIZATION


i

F I S C A L Y E A R 1 9 9 9

I. INTRODUCTION

Background 1-2

Environment Facing the NCS 1-3

Facing Issues of the 21st Century 1-8

Report Organization 1-8

II. EMERGENCY RESPONSE ACTIVITIES

NCC 9/9/99 Y2K Emergency Operations Team Activation 2-2

Telecommunications Emergency Response Training 2-3

NCS Regional Managers Conference 2-3

NCS Continuity of Operations Orientation 2-4

III. NS/EP TELECOMMUNICATIONSSUPPORT, ACTIVITIES, AND PROGRAMS

OMNCS Reorganization 3-1

OMNCS Y2K Preparedness Activities 3-1

Technology and Programs 3-7

Operations 3-14

Plans and Resources 3-22

Customer Service 3-23

IV. NS/EP TELECOMMUNICATIONS SUPPORTAND ACTIVITIES OF NCS MEMBERORGANIZATIONS

Department of State (DOS) 4-2

Department of the Treasury (TREAS) 4-3

Department of Defense (DOD) 4-4

Department of Justice (DOJ) 4-5

Department of the Interior (DOI) 4-6

United States Department of Agriculture (USDA) 4-7

Department of Commerce (DOC) 4-8

Department of Health and Human Services (DHHS) 4-10

Department of Transportation (DOT) 4-11

Department of Energy (DOE) 4-12

Department of Veterans Affairs (VA) 4-13

Central Intelligence Agency (CIA) 4-14

Federal Emergency Management Agency (FEMA) 4-15

United States Information Agency (USIA) 4-16

The Joint Staff (JS) 4-17

General Services Administration (GSA) 4-18

National Aeronautics and SpaceAdministration (NASA) 4-19

Nuclear Regulatory Commission (NRC) 4-20

National Telecommunications andInformation Administration (NTIA) 4-21

National Security Agency (NSA) 4-22

United States Postal Service (USPS) 4-23

Federal Reserve Board (FRB) 4-24

Federal Communications Commission (FCC) 4-25

A. NCS Related Acronyms

TABLE OF CONTENTS

Page Number Page Number

ii


Page Number

3-1 GETS Operational Concept 3-7

3-2 Technical Notes and Information Bulletins 3-15

3-3 Federal Telecommunications Recommendations 3-15

3-4 Enhanced NTCN Components 3-16

3-5 ERLink Network Architecture 3-22

3-6 The President’s National Security Telecommunications Advisory Committee Organization 3-24

3-7 Requirements Identification Benefits 3-30

4-1 Command Control, Communications, and Computer Systems Directorate 4-17

LIST OF EXHIBITS

I• •

INTRODUCTIONINTRODUCTION

1-2

he Office of the Manager, NationalCommunications System (OMNCS), incoordination with the NationalCommunications System (NCS) Committee ofPrincipals (COP), publishes the FY99 National

Communications System Report. This reporthighlights significant national security andemergency preparedness (NS/EP)telecommunications events and major NCSinitiatives, activities, and accomplishmentsduring fiscal year 1999 (FY 1999).

BACKGROUNDThe NCS was formed in the wake ofcommunications shortfalls in support of nationalsecurity decision making during the 1962 CubanMissile Crisis. Since then the challenges the NCShas faced have evolved with changes intechnology, the marketplace, and nationalsecurity threats.

On August 21, 1963, President Kennedysigned a Presidential Memorandum establishingthe NCS and defining its mission. According tothis memorandum, the objective of the NCS is to“provide the necessary communications for theFederal Government under all conditions ranging

from a normal situation to national emergenciesand international crises, including nuclearattack.”

Over the years, the role oftelecommunications in supporting the Nation’sNS/EP functions expanded, and enhancedemergency telecommunications capabilitiesbecame essential. By the late 1970s, Governmentpolicy formally recognized that the Nation’stelecommunications infrastructure was anessential component of deterrence and recoveryin the face of a Soviet nuclear attack. Theexpanded role of telecommunications was also evident in light of the growing complexity of Government, the rapid growth intelecommunications technologies and services,and the important part telecommunications playsin responding to manmade and natural disasters.

At the same time, the impending divestitureof AT&T and the proliferation of service providersin the industry complicated the means forsatisfying NS/EP telecommunicationsrequirements. In anticipation of the loss of asingle point of contact within the industry forNS/EP telecommunications planning and serviceprovisioning, President Reagan established theNational Security Telecommunications AdvisoryCommittee (NSTAC) by Executive Order 12382 in 1982.

T

IIN A T I O N A L C O M M U N I C A T I O N S S Y S T E M

INTRODUCTION

1-31-3

Composed of chief executives from majortelecommunications and informationtechnology-related companies, the NSTACwould provide the President with a unifiedsource of national security telecommunicationspolicy expertise unobtainable solely within theFederal Government.

On April 3, 1984, President Reagan signedExecutive Order 12472, Assignment of NationalSecurity and Emergency PreparednessTelecommunications Functions, whichrevitalized and expanded the NCS. Thisexecutive order formally reestablished the NCSstructure to include the Secretary of Defense asthe Executive Agent; the Manager, NCS, and astaff; and a Committee of Principals, whichrepresents the 23 Federal member organizations.The NCS’s basic mission is to assist theExecutive Office of the President in the exerciseof wartime and nonwartime emergencytelecommunications responsibilities, and tocoordinate the planning and provisioning ofNS/EP communications for the FederalGovernment under all circumstances.

An important dimension of the recharteredNCS was its mandate to serve as a focal point for industry/Government NS/EPtelecommunications planning. While the NCSCommittee of Principals served as themechanism for Federal interagency coordination,the NSTAC and its working group structurebecame the means for the NCS to work withindustry to address the range of NS/EPtelecommunications issues.

Through the collective resources of itsmembers and in partnership with industry, theNCS continues to meet the full range of NS/EPtelecommunications challenges, from supportingmilitary operations to responding to naturaldisasters to protecting the telecommunicationsinfrastructure from electronic intrusion. As it hasfor more than 35 years, the NCS will continue torespond to emerging challenges by leveraging itsexperience, working relationships, andcapabilities to improve the security, reliability,and interoperability of the nationaltelecommunications infrastructure.

ENVIRONMENT FACING THE NCS

EMERGING TELECOMMUNICATIONSMARKETPLACEThe rapid restructuring of thetelecommunications marketplace continued inFY 1999, 3 years after passage of theTelecommunications Act of 1996 (1996 Act). Theprimary focus of the 1996 Act was to promotecompetition in both the local exchange marketand across market segments. To that end, the1996 Act mandated regulatory changes to aid theentry of competitive local exchange carriers(CLEC) into the local market. The 1996 Act also eased restrictions on both mergers andownership limits. In FY 1999, incumbenttelecommunications providers continued to seekmerger opportunities. At the same time, theFederal Communications Commission (FCC)reported a steady increase in the overall marketshare held by CLECs. The FCC, meanwhile,continued to promulgate rules guiding theimplementation of the 1996 Act.

The FCC and the Supreme Court issuednumerous high-impact decisions in FY 1999. Inparticular, in January the Supreme Court upheldthe vast majority of the FCC’s local competitionrules, allowing CLECs to more easily competeagainst incumbents in the local exchangemarket. Shortly thereafter, the FCC strengthenedseveral of its rules, further aiding new entrants.The incumbent Regional Bell OperatingCompanies (RBOC) have thus far been unable tomeet the conditions required by the FCC to enterthe long distance market within their respectiveregions. Industry observers expect one RBOC’sentry by the year 2000, however.

On the merger front, telecommunicationscarriers continued to merge and partner.Although the Bell Atlantic–GTE, U S WEST-QWEST, and SBC Communications-Ameritechmergers remain pending, observers expect theFCC to approve all three mergers (albeit withconditions) in the near future. Meanwhile,AT&T

F I S C A L Y E A R 1 9 9 9

1-4

completed its purchase of cable companyTelecommunications Incorporated (TCI) and hasits purchase of cable company MediaOnepending at the FCC and Department of Justice.These telecommunications providers assert thisconsolidation is necessary to compete in theirown market, and across market segments.

On the technology front,“convergence”, theability to offer a variety of services over the samenetwork, is a major issue, with digitalization andpacket switching expanding the service offeringsand capabilities of all carriers. This trendcontinues to blur the traditional distinctionsbetween cable, Internet, and telephoneindustries, as companies form relationships andsell in the other markets. Carriers continuedresearching and implementing networkadvances to improve efficiency and enhancecompetitiveness. Incumbent carriers, inparticular, continued to leverage new technologyto enhance their legacy networks.

Neither the 1996 Act nor the FCC’s rulescould foresee the rapid changes caused by thesetechnological advances. Regulation, in short,struggled to keep up with the pace oftechnological advance in 1999. In sum, thisrelatively fluid regulatory and technologicalenvironment requires the NS/EP community tocontinually monitor and examine theimplications on NS/EP telecommunications.

NETWORK CONVERGENCEThe continued enhancement of and adoption byindustry and Government of AsynchronousTransfer Mode (ATM) and Internet Protocol (IP)networks stimulated speculation regarding thefuture of traditional circuit switched networks.AT&T’s announcement that it will no longerpurchase circuit-based switches further indicateda shift towards different transmission protocols.

Several corporate mergers (e.g., LucentTechnologies, Inc. and Ascend Communications;Nortel Networks, Inc. and Bay Networks) alsoforeshadow network convergence. Additionally,AT&T’s planned acquisition of cable televisioncompany MediaOne Group, Inc. illustrates carrierefforts to establish themselves as full service

providers of cable, Internet, and telephony.Altogether, these mergers reflect thetelecommunications industry’s belief that offeringconverged data and voice networking solutions isthe way to secure future market shares.

The tremendous increase in use of the publicInternet and expanding implementation of Intranettechnology, including virtual networks, are strongindicators of the future direction ofcommunications. However, much speculationsurrounds the swiftness and extent of the shift.The lower levels of reliability and quality of datanetworks as compared with traditional voicenetworks hinder overall industry and Governmentconfidence and, consequently, expeditiousimplementation of the next generation publicnetwork (PN). Additionally, the relative immaturityin enterprise management of data networks

1-4


1-5

compared to PN operations support systems posesa challenge that industry must overcome topromote interoperability of the divergent networks.

Maturation of data applications andtechnologies, such as improved quality of serviceofferings and the refinement of IP network-publicswitched network gateways and of data networkenterprise management capabilities, will occurover the coming years. Additionally, true “one-stop shopping” network providers will likelyemerge. These developments along with theeconomic and efficiency incentives associatedwith data networks could prompt expeditiousmulticarrier implementation of end-to-end nextgeneration network technologies.

As network convergence occurs, the NS/EPcommunity should continually examineopportunities for NS/EP services and operations.

Consequently, mission-critical NS/EP applicationsthat rely on traditional networks may requirereevaluation and renovation for use on datanetworks as convergence becomes prevalent.

YEAR 2000 TECHNOLOGY PROBLEMDuring FY 1999, resolving the anticipated effecton automated networks of the Year 2000 (Y2K)problem remained a high priority for the FederalGovernment because our critical nationalinfrastructures — including telecommunications,financial services, electric power, andtransportation — rely heavily on informationsystems. Despite the efforts of each industry andall levels of Government to remediate theirmission-critical information systems, everyorganization remained vulnerable to thedisruption of its business processes because ofthe problems associated with Y2K. As Y2Kapproaches, concern remains about thevulnerability of our critical infrastructures to bothdomestic and international system failures.

In the telecommunications infrastructure,software is an essential component of the basictransport and switching facilities used for callcompletion. Consequently, the Y2K problem is ofsignificant concern to the telecommunicationsindustry and all those who depend on it, includingGovernment entities with NS/EP responsibilities.Customer premises equipment andtelecommunications services used to accomplishNS/EP missions have been under careful reviewand testing for Y2K compliance. As a result, theY2K problem received a great deal of attentionfrom telecommunications industry andGovernment managers. To ensure Y2K readiness,both interexchange and local exchange carriersconducted extensive interoperability testing. Theresults of these tests have been encouraging.Further, internetwork tests are underdevelopment for international gateways.

Given the obvious time constraints placedupon Y2K remediation efforts, the timely and freeflow of Y2K readiness information to the publicand among businesses, including competitors,has been an important aspect of the Nation’sability to address its Y2K needs. However, many

1-5

F I S C A L Y E A R 1 9 9 9

1-6

telecommunications companies were initiallyreluctant to disclose information related to theirY2K readiness due to the potential for legalcomplications that could result from disclosingdata subsequently determined to be inaccurate.

Recognizing the urgency of Y2Kremediation efforts, the President signed into lawthe Year 2000 Information and ReadinessDisclosure Act (P.L. 105-271) on October 19, 1998.The law encourages information sharing byprotecting from liability businesses thatinadvertently share inaccurate informationregarding their Y2K readiness.

As evidenced by the robust testing effortsover the past year, the United Statestelecommunications infrastructure will meet themillennium challenge. However, even the mostpainstaking remediation efforts cannot guaranteetotal eradication of the Y2K problem fromnetworks or systems. Moreover, other Y2Kpreparedness issues warrant consideration.First, the Y2K problem is global. Although theUnited States is taking measures to deal with theproblem, there is concern that carriers in othernations, especially those in developing countries,will not handle system failures caused by Y2K.Also,Y2K preparations indicate that the impactof the Y2K problem will transcend the January 1,2000, roll over; it is a long-term problem, anddisruptions and outages attributable to Y2K couldoccur well before or after the actual date change.

With these issues in mind, the FederalGovernment initiated an aggressive contingencyplanning effort to prepare for Y2K. Industry andGovernment representatives coordinated theirY2K preparations and established plans forresponding to Y2K induced outages andmaintaining Government NS/EP services.Multipath communications capabilities are inplace to support coordination between FederalGovernment and telecommunications industrycenters in the event of PN degradation. Suchinitiatives will help provide thetelecommunications capabilities needed to keepNS/EP missions fully operational if PN outagesoccur. The Federal Government also worked toestablish an international early warning system,

providing the United States with up to 17 hoursof advance warning of possible Y2K disruptions.

CRITICAL INFRASTRUCTURE PROTECTIONThe conclusion of the Cold War, the success ofcoalition forces in the Persian Gulf War, and whatPresident George H. W. Bush referred to as a“new world order” characterized the beginningof the 1990s. Yet, as the Cold War faded, newthreats to the national interest emerged andcaptured the attention of the FederalGovernment. Today, the United States faces amore diffuse strategic environment than at anyother point in its history, one increasinglycharacterized by nontraditional physical andcyber threats posed by nation-states, terrorists,criminal organizations, and other groups.Moreover, the potential targets of attacks havegrown to encompass threats to our Nation’scritical infrastructures, which support nationalsecurity, economic competitiveness, and publicsafety and welfare.

Historically, our approach to protectinginfrastructures was fragmented. Infrastructureswere separately regulated and independent ofone another, allowing for unique solutions toensure their continued operation. However,three factors continue to alter how the UnitedStates views its infrastructures:

÷ There is a growing awareness of the extentto which the Nation depends on the informationinfrastructure and computer controlled networksto support the continued operation of allinfrastructures

÷ Deregulation and globalization are forcinginfrastructures to become more commerciallyefficient through adoption of informationtechnology solutions

÷ Interdependencies among infrastructuresexacerbate the potential consequences ofgrowing threats and vulnerabilities.

To address the threats posed to andvulnerabilities of critical infrastructures,


1-7

President Clinton signed Presidential DecisionDirective 63 (PDD-63) on May 22, 1998. PDD-63directs the Federal Government to eliminateinfrastructure vulnerabilities that our Nation’sadversaries could exploit through physical or cybermeans. To that end, the directive calls for anenhanced public-private partnership and createsseveral new structures to facilitate that partnership.It also designates a National Coordinator forSecurity, Infrastructure Protection, and Counter-terrorism to serve as a focal point for nationalcritical infrastructure protection initiatives.

During FY 1999, the Federal Governmentundertook three broad initiatives to implementthe provisions of PDD-63 across eachinfrastructure: 1) require Federal departments andagencies to develop internal plans forinfrastructure protection; 2) promote industryefforts to implement Information Sharing andAnalysis Centers (ISAC) within eachinfrastructure; and 3) develop a NationalInformation Systems Protection Plan tocoordinate the efforts of DOD, Federaldepartments and agencies, and the private sector to protect critical infrastructures fromattacks and interruptions.

Today’s security environment clearlywarrants vigilance in the face of new threats.The bombings of the World Trade Center in NewYork, the Murrah Federal Building in OklahomaCity, and the U.S. embassies in Tanzania andKenya, and other incidents over the past decadevividly remind us that physical threats to U.S.interests, both domestically and abroad, exist andcan result in an enormous loss of life andproperty. Similarly, recent cyberattacks onFederal information systems and investigations ofespionage at our national laboratories illustratethe value of computers as weapons in theInformation Age and demonstrate howweaknesses in our computer andtelecommunications networks expose the United States to new risks. For these reasons,addressing the threats and vulnerabilitiesaffecting our critical national infrastructures isone of the most important challenges facing ourNation as we approach the 21st century.

EMERGENCY DISASTER RESPONSE Diverse technological and national securityvulnerabilities characterize today’s NS/EPtelecommunications environment. However,natural disasters also pose a real threat to theNation’s safety and security. Althoughsometimes viewed as at the lower end of thethreat spectrum, natural disasters regularly exacthigh economic costs and can result in significantlosses of life and property.

Natural disasters affect every U.S. State,varying in both form and severity. Largepopulation centers on the East and West Coasts are susceptible to hurricanes andearthquakes, while disasters such as floods,fires, and tornadoes have the potential to strikeanywhere in the Nation. The disruption anddestruction wrought by natural disasters will continue to increase as our infrastructuresgrow in complexity and value. Federal mandates require robust NS/EPtelecommunications capabilities, which provide a vital link in Federal response strategiesby facilitating an immediate and coordinatedresponse to emergencies, to enhance emergencypreparedness and response and reduce disaster losses.

Manmade emergencies also constitute aserious threat to the Nation. Political unrest andwar occurring in many parts of the world remaindistinct threats to the security of the UnitedStates. Closer to home, there exists a crediblethreat of terrorist use of weapons of massdestruction. The possibility of a widespreaddisaster arising from the use of a nuclear,biological, or chemical agent is a serious andgrowing concern as indicated by recent policy oncounter-terrorism such as Presidential DecisionDirectives 39 and 62, entitled “United StatesPolicy on Counterterrorism” and “CombatingTerrorism,” respectively. The occurrence of anyone of these events or other emergencies, suchas a humanitarian aid effort abroad or a majortransportation accident domestically, wouldnecessitate an immediate and coordinatedtelecommunications support function or response.

F I S C A L Y E A R 1 9 9 9

1-8

FACING ISSUES OF THE 21st CENTURY

As the NCS prepares to enter the 21st Century,the strategic environment facing NS/EPtelecommunications continues to change. Forthe first 25 years of its life, the NCS was primarilyconcerned with the military threats of the ColdWar Era. As the Cold War ended, the NCSbecame more concerned with the effect thatphysical damage — caused by natural disastersand man made events, such as terrorist attacks— had on the availability of NS/EPtelecommunications services.

Since the early 1990’s, both the NCS andNSTAC have understood the importance ofsecuring the computers and information systemsthat control and operate the Nation’stelecommunications networks to assure theavailability and reliability of NS/EPtelecommunications service. As we betterunderstand the interdependencies of all theNation’s critical infrastructures, the implicationsof a “cyber attack” on the telecommunicationsinfrastructure takes on new meaning.

In responding to the Year 2000 technologyproblem, the NCS and the telecommunicationsindustry have come to understand theimportance of information sharing in assuring anadequate response to a potential crisis.Information sharing is also critical to a timely andeffective response to a cyber attack on ourcritical infrastructures. As we move into 2000and beyond, the OMNCS will continue workingto build on the information sharing successesfrom Y2K in addressing the cyber threat to theNation’s NS/EP telecommunications system.

REPORT ORGANIZATION

Changes in the national security threat and thegeopolitical environment, new developments intechnology and the marketplace, and the vitalimportance of the telecommunicationsinfrastructure to all sectors of the economy and society make the NCS’s mission more critical than ever. The subsequent sections ofthis report highlight the NCS’s FY 1999 activitiesand accomplishments undertaken to fulfill its mission.

Section II describes the emergencyresponse activities of the OMNCS. Section IIIcontains information on OMNCS Y2K preparationand contingency planning, plus a description ofOMNCS NS/EP telecommunications support,activities, programs, and major interagencyinitiatives. Finally, Section IV reviews the NS/EPtelecommunications support and activities of theNCS member organizations.

The FY 1999 National CommunicationsSystem Report reflects the NCS’s commitment to meeting the full range of NS/EPtelecommunications needs for the Nation under all circumstances.


IIEMERGENCYRESPONSEACTIV IT IES

EMERGENCYRESPONSEACTIV IT IES

2-2

he National Communications System’s(NCS) National Coordinating Center forTelecommunications (NCC) ensures thatFederal, State, and local responders receivenational security and emergency

preparedness telecommunications supportduring disasters. The NCS also provides supportto emergency response efforts through training ofkey personnel and provision oftelecommunications resources.

The NCS provided communications supportto disaster relief efforts in response to HurricaneFloyd during fiscal year (FY) 1999. DuringSeptember 1999, the NCS deployed threeaugmentees to assist response crews in supportof these disasters. Staff members were availablethroughout the disaster to provide emergencytelecommunications resources as necessary. Inaddition, the NCS focused its FY 1999 supportefforts on training and exercises to improvefuture disaster recovery response.

NCC 9/9/99 Y2KEMERGENCY OPERATIONS TEAM ACTIVATION

On September 8 and 9, the NCC conducted thefirst operational test of their year 2000 (Y2K)response capabilities. In preparation for the firstof several critical Y2K-related dates, the NCCactivated its emergency operations team for a 48-hour period. September 9, 1999 was a criticalY2K date because it was suspected someprograms could mistake the “9999” date code foran end-of-file command sequence used in somesoftware to bring certain processes to an end.This occurrence could have caused computerprograms and equipment controlled bymicroprocessors to malfunction.

This test allowed the NCC, other FederalGovernment agencies, and participatingtelecommunications carriers to exchange Y2Kinformation in real time and test the functionalityof the NCC Y2K database. During this activation,the NCC received periodic network statusinformation from 47 carriers in 29 countries viathe Y2K database. Although there were no

T

IIIIN A T I O N A L C O M M U N I C A T I O N S S Y S T E M

EMERGENCY RESPONSE ACTIVITIES

1-32-3

difficulties reported during the 9/9/99 rollover,participants benefited from the opportunity toshare information about the status of theirnetworks and tested their procedures for themillennium rollover. In addition to testing theY2K database, NCC Y2K response plans werealso tested and validated.

TELECOMMUNICATIONSEMERGENCY RESPONSE TRAINING

NCS Operations Planning and Support continueddevelopment of the third phase of theTelecommunications Emergency ResponseTraining (ERT) seminars and targeted ERTsessions. Phase III seminars are planned to reach emergency responders and planners in the 10 Federal regions defined by the GeneralServices Administration (GSA) and will beconducted nationwide beginning February 2000.These seminars are the third in a series ofseminars designed to provide participants withinformation that can assist in providingtelecommunications support to Presidentiallydeclared emergencies and disasters. Phase IIIwill offer information on emergency plans andactivities in these critical areas: a) Nationalresources including the Federal Response Plan(FRP), Emergency Support Function #2 -Communications (ESF #2), and NCC support; b) regional emergency operations andtelecommunications services; c) national andregional emergency operations; and d) currentand future technologies. A panel discussion ondisaster and terrorist response operations andissues will also be conducted to familiarizeparticipants with the responsibilities andrequirements of responders across all levels ofemergency operations.

The targeted ERTs, which are smaller andmore informal than full ERTs, are gearedspecifically for newly appointed NCS RegionalManagers and their staffs. These smallersessions provide an opportunity for Regional

Managers to receive one-on-one training andinformation on the programs and support theNCS offers during emergency responseoperations. Course content will vary dependingon regional participant requirements. Inaddition to providing training, the seminars aredesigned to facilitate the development ofworking relationships amongtelecommunications emergency responders.The first targeted ERT was conducted in FederalRegion III/Mid-Atlantic Region (Philadelphia) inJuly 1999. During FY 2000, a targeted ERT willbe conducted in Federal Region IX/Pacific RimRegion. Region IX serves the States of Arizona,California, Hawaii, and Nevada; and the Territoryof American Samoa, the Territory of Guam, theCommonwealth of the Northern MarianaIslands, the Republic of the Marshall Islands, theFederated States of Micronesia, and theRepublic of Palau.

NCS REGIONALMANAGERSCONFERENCE

NCS Operations Planning and Support, withsupport from the GSA, held a Regional ManagersConference for the Regional EmergencyCommunications Planners and the NCSaugmentees in January 1999. Conferenceparticipants received detailed information aboutthe evolving roles and responsibilities related todisaster planning and response operations in the10 Federal Regions. The conference fulfilled thefollowing objectives:

÷ Provided a forum for presenting NCSprograms supporting the Federal Regions

÷ Established new goals and objectives forthe expanding NCS regional role

÷ Identified regional support requirements fordeveloping new planning procedures

F I S C A L Y E A R 1 9 9 9

1-4

÷ Ensured FRP ESF #2 roles and expectationswere understood

÷ Prepared regionally assigned NCSaugmentees for their 2-week active duty.

The conference was interactive, generatingdiscussion among the Regional Managers andNCS augmentees on areas of common interest.It provided findings and recommendations toparticipants for future actions supporting andenhancing NCS mission readiness, such asplanning, staffing, training, and exercise support.

NCS CONTINUITY OF OPERATIONSORIENTATION

In November 1998, the NCS sponsored acontinuity of operations orientation session andrelocation site visits for NCC EmergencyOperations Team members. The orientationprovided an overview of the Continuity ofOperations Plan, which was released earlier inthe year, and the NCC Relocation Plan. It alsoserved as preparation for two excursions to theNCC relocation site. The site visits enabled teammembers to familiarize themselves with therelocation facility, review their respectiveresponsibilities, verify facility access procedures,and test NCS equipment. Participants alsoprovided feedback on additional resourcesrequired within the NCS work area.

2-4


III•

NS/EPTELECOMMUNICATIONSSUPPORT, ACTIV IT IES,

AND PROGRAMS

NS/EPTELECOMMUNICATIONSSUPPORT, ACTIV IT IES,

AND PROGRAMS

3-2

his section highlights the activities andaccomplishments of the Office of theManager, National Communications System(OMNCS), the National CommunicationsSystem (NCS), and the national security and

emergency preparedness (NS/EP) communityduring fiscal year (FY) 1999. Special emphasis isgiven to OMNCS reorganization, its preparationsrelated to the Year 2000 (Y2K) technologyproblem, and the telecommunicationsinfrastructure. The introduction to this sectionrecounts the evolution of OMNCS Y2Kpreparedness initiatives; the remainder of thesection presents further details of OMNCSprogram-specific activities.

OMNCSREORGANIZATION

On September 1, 1999, OMNCS reorganized itsdivisional structure. The Manager, NCS, approvedthe OMNCS reorganization to improve theOMNCS focus on information assurance (IA)issues, consolidate IA resources, and create astrong IA presence at the National CoordinatingCenter for Telecommunications (NCC).

The major change was the merger of the

Technology and Standards Division (N6) with thePrograms Division (N2) to form the Technologyand Programs Division (N2). This divisionassumes a majority of the IA activities heldpreviously by the Customer Service andInformation Assurance Division (N5). In addition,an Indications,Assessment and Warning (IAW)unit was established within the OperationsDivision (N3).

The Customer Service and InformationAssurance Division (N5) was renamed theCustomer Service Division.

OMNCS Y2KPREPAREDNESSACTIVITIES

Early Awareness. In January 1998, theManager, NCS, asked the President’s NationalSecurity Telecommunications AdvisoryCommittee (NSTAC) to provide a report to thePresident on the status of telecommunicationsindustry actions to ensure continuity of servicethrough the millennium transition. Althoughefforts to make the telecommunicationsinfrastructure Y2K-ready were well under way,

T

IIIIIIN A T I O N A L C O M M U N I C A T I O N S S Y S T E M

NS/EP TELECOMMUNICATIONSSUPPORT, ACTIVITIES,AND PROGRAMS

1-33-3

the pervasive nature of the Y2K technologyproblem raised concerns about potentiallyunprecedented levels of degradation orinoperability within the infrastructure. Inresponse to the Manager’s request, the NSTACrecommended actions to the President toenhance the Y2K readiness of NS/EPtelecommunications and to mitigate the impactof any Y2K-induced service disruptions on theNation’s NS/EP posture. In addition, theNSTAC’s Industry Executive Subcommittee (IES),working in conjunction with the OMNCS, beganto facilitate meetings between industry andGovernment to help ensure that all aspects of theY2K problem pertaining to NS/EPtelecommunications were considered and thatappropriate contingency plans were developed.

Building on its industry/Governmentcoordination role, the OMNCS becameincreasingly involved in high-visibility Y2Kevents and activities. In July 1998, the DeputyManager, NCS, and the chair of the NSTAC’sNetwork Group addressed the Senate SpecialCommittee on the Y2K Technology Problem.Testimony focused on the actions OMNCS andNSTAC were taking to address Y2K readiness ofNS/EP telecommunications services.Concurrently, the OMNCS became activelyinvolved in the Network Reliability andInteroperability Council’s (NRIC) efforts toaddress Y2K-related telecommunications issues.Rechartered in 1998 and chaired by AT&T’s chiefexecutive officer, the NRIC advises the FederalCommunications Commission (FCC) on theefforts of the industry to prepare for Y2Kconversion.

Growing Interest. High-level interest inOMNCS Y2K activities intensified as the Director,Office of Science and Technology Policy (OSTP),convened the Joint TelecommunicationsResources Board (JTRB) on January 5, 1999, forthe first time in more than 6 years. Establishedto provide advice to the Director, OSTP, in theexercise of the Director’s nonwartimetelecommunications functions assigned byExecutive Order (E.O.) 12472, the role of the JTRB

is to provide advice and guidance ontelecommunications matters to the President andFederal departments and agencies. Seniorrepresentatives from the Department of State(DOS), Department of Defense (DOD), FederalEmergency Management Agency (FEMA), theGeneral Services Administration (GSA), theNational Telecommunications and InformationAdministration, the FCC, and the NCS met in theOld Executive Office Building to discuss generalY2K issues and the role of the JTRB during anyY2K crisis. As a result of this first meeting, theNCS agreed to provide the OSTP with arecommendation whether to convene the JTRB in the wake of a disruption intelecommunications services during the rollover.A follow-up meeting on August 5, 1999,addressed specific response and coordinationissues through the use of scenarios created bythe OMNCS.

The OMNCS had undertaken significantresearch before January 1999, to determine the potential effects of Y2K on the publicswitched network (PSN). Initial efforts included gathering data on telecommunicationsequipment compliance. Switch failure was ofgreat concern to commercial and Governmentsectors. Definitive data had not been gathered to construct a model that would project effects on the critical user communityand potential national security implications.Therefore, at an NCS Council of Representatives(COR) meeting in late January 1999, the OMNCS requested key facility data from each member agency. By obtaining this crucialinformation, the OMNCS was able to outlineareas of concern where Y2K-induced failurescould occur.

Expanding National and InternationalParticipation. The long-standing role of the NCC in coordinating industry/Governmenttelecommunications responses and NCC’s potential value during the Y2K rollover brought a number of industry/Government organizations to the NCC todiscuss mutual Y2K response issues. At the

F I S C A L Y E A R 1 9 9 9

1-4

same time, the OMNCS conducted an extensivedata collection effort to identify the Y2Kcompliance of telecommunications assets thatsupport critical Government facilities. Thisinformation was shared with each of the memberagencies to aid in the preparation for Y2K.

In early 1999, the U.S. Government began tovoice concern about the possibility of a Y2K-induced incident that could induce a dominoeffect across critical infrastructures. Countrieswest of the international dateline would firstwitness the effect. Realizing that prompt actionwas essential, the OMNCS began developmentof an early warning mechanism to enableefficient preparedness within the responsecommunity. Cooperation between industry andGovernment, both domestically andinternationally, would be essential to thisinitiative.

Initially, the companies in thetelecommunications industry had been preparingfor the potential effects of Y2K individually,concerned predominantly with companyoperations rather than the national network oftelecommunications assets. Although individualcompanies were providing customer-orientedsolutions, an infrastructure-wide effort waslacking.

Concerned with the potential ramificationsof a widespread outage, the Telco Y2K Forumdecided to create a data repository of incidentinformation. The Telco Y2K Forum, whichincludes representatives from the largest localdomestic carriers in the United States, wasformed in 1996 to share information and promoteparticipation in Y2K testing initiatives. During ameeting between the Telco Y2K Forum and theNCS in February 1999, the Manager, NCC, andForum representatives agreed that the OMNCSwould lead an effort to create an incidentdatabase. This database would store incidentinformation enabling awareness of potentialevents for critical users. The Forum felt it was inthe best interest of its members to share real-time network and equipment data with theOMNCS. By doing so, potential problems couldbe identified early, response would be decisive,

and results would be shared in an effort topreempt failures in networks throughout theUnited States. The outcome of this agreementwas the NCC Y2K database, which wouldcorrelate input from trouble reports, allowparticipating members access to these reports,and produce pattern analysis reports to aid Y2Kresponse efforts.

The OMNCS proceeded to secureparticipation in the database effort amongdomestic telecommunications carriers andvendors to provide early warnings domestically.However, because the telecommunicationsinfrastructure does not exist solely as a domesticentity, it was imperative for the OMNCS tosecure international participation as well. Duringa meeting of the North Atlantic TreatyOrganization (NATO) Civil CommunicationsPlanning Committee (CCPC), Stockholm,Sweden, in March 1999, the Manager, NCC,articulated the significance of creating an earlywarning mechanism. The Manager also briefedNATO’s Partnership for Peace on NCS/NCC Y2Kchangeover plans at that time.

In April 1999, the NCS held negotiationswith Canada and several InternationalTelecommunication Union (ITU) members in amove to foster international cooperation. Anagreement was reached that would allowinternational entities to share data. The NCCY2K database would therefore serve as amechanism to provide the OMNCS withinternational data necessary to successfullyproduce early warning messages, alertinternational members through advisories, andsupply possible solutions to problems occurringin similar equipment types.

To further assist in the information-sharingprocess, the OMNCS expanded its ExternalAffairs home page during FY 1999 to include aseparate section on Y2K activities. The Y2Khome page provides information on OMNCS Y2K activities, links Web customers to other Government Y2K program Web sites,and provides a source of news articles andspeeches from senior Government officials on Y2K issues.

3-4


1-5

Preparation, Coordination, andImplementation. The Y2K InformationCoordination Center (ICC), established by thePresident’s Y2K Conversion Council to providethe President with an accurate, unified picture ofthe Y2K status of the Nation during Y2K rolloverperiods, contacted the NCC in April 1999, todiscuss the use of the industry-providedinformation in the NCC Y2K database to supportthe ICC mission. It was agreed that the NCCwould play a major role in providing regularnational telecommunications infrastructurestatus incident reports and assessments to the ICC.

In addition to its central role in maintainingthe telecommunications Y2K database, theOMNCS worked to ensure that its NS/EPtelecommunications programs, including theGovernment Emergency TelecommunicationsService (GETS), the Shared Resources (SHARES)Program, and the Telecommunications ServicePriority (TSP) System, were prepared for Y2K.The GETS program, providing nationwide voiceband service for authorized Government usersengaged in NS/EP missions, supplied more than6,500 personal identification numbers (PIN) tokey personnel in Federal, State and local agenciesas part of a plan to address potential Y2K failures.

The SHARES program prepared to provide abackup means of communications through the useof high frequency (HF) radios should the publicnetwork (PN) be significantly degraded. SeveralFederal agencies have declared SHARES and HFradios as the primary backup communicationsmedia for their Y2K and Continuity of Operations(COOP) plans. During the rollover period, SHARESwill increase their operational readiness to LevelOne, the highest degree of preparedness, in theevent of confirmed PN outages.

The TSP System experienced an increase inrequests from NCS member agencies for serviceprioritization. Requests were made to promotequicker vendor response times to critical circuitspotentially affected by Y2K. Additionally, the TSPSystem’s primary server, the PriorityTelecommunications System, was tested forpotential date anomalies to ensure continuity of

operations during the Y2K transition. The testsconfirmed that all critical hardware and softwareis indeed Y2K-compliant.

In addition, the OMNCS also focused onenhancing the National TelecommunicationsCoordinating Network (NTCN). The NTCNensures coordinated communications among keyFederal departments and agencies,telecommunications carriers, and equipmentmanufacturers during periods of potentiallywidespread PN outages caused by Y2K. Toguarantee NTCN operation during the Y2Krollover period, the NCC implemented a numberof enhancements to the existing system andinstalled a duplicate system at the NCCrelocation site. System enhancements includedpurchasing and installing a conference bridge foreach system. This conference bridgeinterconnects various types of communicationssystems enabling the users to communicatebetween different types of media. Thisconnectivity is crucial betweentelecommunications industry representatives andY2K mission-critical Federal departments andagencies. Finally, the NCC conducted NTCNtraining of operators and users and performed asystem validation to ensure system readiness.

To coordinate their expanding Y2K responserole and to ensure their Y2K readiness, theOMNCS and the NCC developed aindustry/Government Y2K Operations Plan. TheNCC published the first version on May 19, 1999,and continued to expand, update, refine, andcoordinate the document throughout the year.Designed as a living document, the plan provideda record of NCC preparedness and Y2Kcompliance activities. It also providedorganizations with a ready reference on NCCoperational information to enhance theinteroperability of organizational contingencyplans with the NCC.

Additionally, the OMNCS, along with theNCC, sponsored a series of Y2K training eventsfor Emergency Operations Team (EOT) membersand other NCS personnel. These seminarsprovided participants with information about Y2Kissues, particularly as they apply to NCC

3-5

F I S C A L Y E A R 1 9 9 9

response operations. The first seminar, held inApril 1999, provided participants withintroductory and background information on Y2Ktopics and industry/Government preparations.The second session, held in May, focused onemergency response tools and resources for NCCY2K rollover operations. This seminar describedthe Y2K compliance of infrastructure-relatedsystems within the NCC operations center, theDefense Information Systems Agency (DISA)headquarters building, and the NCC relocationsite. The final seminar in August detailed thepreparations for NCC Y2K operations. Thissession provided demonstrations and hands-onexperience with some of the NCC’s responseequipment. Subject matter experts invited bythe OMNCS conducted each of these seminars.

To supplement these training seminars,Training, Exercise and Regional Support (TERS)supported FEMA in the development of a seriesof Y2K tabletop exercises. These exercisesincluded the following:

÷ FEMA Y2K Tabletop Exercises wereheld in February and March 1999. Theseseminars were designed for members of eachFEMA region’s Regional Interagency SteeringCommittee (RISC).

÷ FRP Community Y2K TabletopExercise was held in May 1999, following theRegional Y2K Workshops. This event wasdesigned to explore issues related to supportingFederal consequence management responseresulting from Y2K.

÷ National Y2K Tabletop Exercise wasattended by designated White House officials,Cabinet Secretaries, and other designated seniorU.S. Government officials. The National Y2KTabletop Exercise reviewed U.S. policies forinternational and domestic consequencemanagement and project leadership and focusedon coordination among departments andagencies, identification of potential issues, andenhancement of participants’ ability to respondin a Y2K environment.

By June 1, implementation of the NCC Y2KDatabase and its support structure was nearlycompleted as final additions to the databasewere made, and the development of training,test, and evaluation plans, procedures, andexercises was well under way. The beta version of the database was put on line on July 1, 1999, and industry and Governmentparticipants began user familiarization andtesting. Close coordination was maintainedwith all participants to encourage feedback on database performance. On July 13, theOMNCS established the Y2K ConfigurationControl Board to work closely with users and developers to evaluate all additionaldatabase requirements and proposed changes.On July 29 and 30, the OMNCS sponsored Y2K Database administrator training forindustry and Government users from all over the country. The focus of the training was to ensure all users had a commonunderstanding of database information fieldsand operational features. The high point of the implementation phase was anindustry/Government database test on August 18, 1999.

Online and Ready. On August 18, theoperational database was put on line and tested, and the NCC focused on preparations for the critical Y2K rollover date on September 9. Programmers have used “9999”as the end of file command for a number ofprograms to signify termination of theseprograms. It was feared that computers would misinterpret the “9/9/99” date as this end of file command. This misinterpretation bycomputers could cause the computer program toterminate and could create potential outagesduring rollover. The NCC activated its EOT and went on full alert for the period September 8–9, 1999. This activation allowed adress rehearsal for industry and Governmentparticipants before the most critical Y2K date of January 1, 2000. The NCC and its industry and Government partners proved that theywould be ready.

3-6


TECHNOLOGY ANDPROGRAMS

The Technology and Programs Divisionimplements evolutionary telecommunicationsNS/EP capabilities for an enduring and effectivetelecommunications infrastructure. The divisiondevelops technical studies, analyses, andstandards that promote the reliability, security,and interoperability of NS/EPtelecommunications.

Objectives emphasize incorporatingadvanced, cost-effective technology into NS/EPcommunications programs. In fulfilling thismission, division personnel evaluate emergingtechnologies to mitigate technical impedimentsto interoperability and satisfy NS/EPrequirements. They use this information as theyparticipate in industry and internationalstandards organization meetings to ensure thatNS/EP requirements are incorporated in thestandards and recommendations developed.

The following paragraphs highlight themajor projects undertaken by the Technologyand Programs Division during FY 1999.

GOVERNMENT EMERGENCYTELECOMMUNICATIONS SERVICE

BACKGROUNDThe OMNCS established GETS to meet WhiteHouse requirements for a survivable,interoperable, nationwide voice band service forauthorized Government users engaged in NS/EPmissions. GETS satisfies these requirements byproviding emergency access and specializedprocessing in local and long-distance telephonenetworks. GETS ensures users a high rate ofsuccessful call completion during networkcongestion or outages arising from natural ormanmade disasters.

From the beginning, GETS planners focusedon the PSN as the most efficient, reliabletechnology for supporting a service that wouldmeet NS/EP mission requirements. The use of

the PSN leverages the PSN’s vast resources — a$300 billion infrastructure with more than 170million access lines, 26,000 switches, and 2,200mobile switching centers. The PSN isubiquitous, robust, and flexible. It supports 95percent of the Government’stelecommunications needs, and despite itsenormous size and complexity, the PSN averages99.999 percent availability. Exhibit 3-1 shows the various means ofcommunications through which GETS users can access the system.

The initial objective of GETS planners wasto expeditiously field a service that wouldprovide priority call treatment and thenincrementally improve the service with

specialized calling features. The strategy ofdeveloping GETS by using the existing assets ofthe PSN enabled early implementation andprovided for technical currency by leveraging thecontinual improvements made by the industry.Using the software resources of the PSN alsomade it unnecessary for the Government topurchase, install, maintain, and eventually updatenetwork equipment.

The approach to implementing GETS initiallyfocused on the interexchange carrier (IXC) portionof the network. This approach resulted in separateGETS contracts with AT&T, MCIWorldCom, and

3-7

F I S C A L Y E A R 1 9 9 9

Exhibit 3-1

GETS Operational Concept

FTS2000DSN/DISN

INTERNATIONALFAX

INMSAT

Cellular

Sprint -— the three largest IXCs. As a result, thesecarriers are the only IXCs capable of authorizingand processing GETS calls. Therefore, it is criticalthat access to these carriers be available at all PSNend offices and mobile switching centers. Each ofthese IXCs began with the same basic set offunctional requirements; however, as a result of theimplementation approach pursued by each IXCand the inherent differences in the structure oftheir respective networks, the operational featuresand capabilities differ slightly among the providers.

Today, the primary focus of featureimplementation has shifted to the local exchangecarrier (LEC) networks. A separate integrationcontract (IC) was competitively awarded to GTEGovernment Systems Division for integration ofLEC implementation of GETS and for overallGETS operation, administration, andmaintenance services. The first phase of GETSLEC feature deployment, alternate carrier routing(ACR), was based on advanced intelligentnetwork (AIN) technology. ACR enhancesaccess by automatically attempting all threeGETS IXCs. The GETS IC entered into contractswith four primary switch manufacturers—Lucent, Nortel, AG Communications Systems(AGCS), and Siemens for the implementation ofpriority treatment and enhanced routing featureson their products. The GETS IC also entered intocontracts with LECs for the deployment andoperation of these features. During FY 1999,deployment of features began in several LECs onNortel, Lucent, and AGCS switches.

The OMNCS also is investigating potentialenhancements in other areas of the PSN. TheGETS IC, through a contract with Lucent,conducted a demonstration of potential cellularnetwork enhancements that initiated a dialoguewith industry on what should be done toenhance NS/EP telecommunications in thewireless networks. Based on proposals by theswitch vendors that leverage recently completedLEC feature development, the GETS Program isinvestigating enhancements that would helpGETS calls terminate from the PSN to customerpremises (e.g., private branch exchanges [PBX]).The GETS Program also continues to monitor the

potential impact of opportunities offered byevolving network technologies, such asindustry’s recent movement toward offeringvoice service as a packet-based service.

The OMNCS created a phasedimplementation approach for GETS toaccommodate the dynamic nature of theimplementation effort. This approach has provento be quite successful. The phases, designatedLimited Capability (LC), Initial OperationalCapability (IOC), and Full Operational Capability(FOC), are described briefly below.

÷ The LC phase began on September 30,1994. Throughout this phase, users were able toplace GETS calls through the LECs, using theuniversal GETS access number, to the three IXCsthat provide GETS priority call processing.During this phase, implementation of additionalfeatures took place on the IXCs, to includeinteroperability with FederalTelecommunications System 2000 (FTS-2000),Diplomatic Telecommunications Service, and theDefense Switched Network.

÷ The IOC phase began on October 1, 1995.IOC capabilities consist of all LC capabilities andadditional IXC services. The GETS services inthe LECs consisted of the initial deployment ofalternative carrier routing.

÷ The FOC phase is scheduled for the year2001. FOC capabilities will include all IOCcapabilities as well as LEC network featurescurrently in place or under implementation.During this phase, additional capabilities may beimplemented based on analyses thatdemonstrate the benefit of such capabilities.

OPERATION AND FEATURESAccess to GETS is quick and simple. Usersaccess GETS by dialing a universal accessnumber (1-710-NCS-GETS) using commontelephone equipment, such as a standard deskset, secure telephone (e.g., STU-III), facsimile,modem, or cellular phone. Telephones on theFTS-2000 Network, the Diplomatic

3-8


Telecommunications Service, and the DefenseInformation Systems Network (DISN) can alsoaccess GETS.

When the GETS access number is dialed,atone prompts the user to enter a PersonalIdentification Number (PIN) and the destinationtelephone number. Even if the access controlsystem fails, there is a “fail open” feature that willallow authorized users to complete their GETS calls.The OMNCS can deactivate PINs for fraud or abuse.

PRIORITY TREATMENT AVAILABILITYIn addition to implementing priority treatmentand enhanced routing features in the IXC andLEC trunk networks, the OMNCS is also workingto ensure NS/EP calls receive priority in theSignaling System 7 (SS7) networks that managecalls in the carrier trunk networks. In 1993, theAmerican National Standards Institute (ANSI)approved the High Probability of Completion(HPC) Standard ANSI T1.631-1993 that providesboth a classmark for NS/EP-related signalingmessages and a high priority level for thosemessages within the SS7 message priorityscheme. The classmark allows NS/EP calls to berecognized in any network, facilitating theapplication of available GETS features. Thehigher priority level was designed to improve thelikelihood that GETS calls would continue to beprocessed in the event of congestion within theSS7 networks.

In 1996,ANSI modified the SS7 standards sothat NS/EP traffic would not share the higherpriority level with plain old telephone service(POTS) traffic. The GETS Program workedclosely with the Network Interconnection andInteroperability Forum (NIIF) to facilitate industrymigration to the 1996 standard related to SS7message priority. GETS representatives workedwith NIIF members to build consensus on amigration plan and schedule and won adoptionof a resolution codifying the plan. NIIFintroduced Issue No. 0095, Implementing POTSIAM Priority Level 0, in December 1997. Basedon the resolution, plans have been received frommost members providing specific dates by whichthey will comply with the standard. Plans are

expected to be provided by the remainingmembers early in FY 2000.

The switches that either currently comply,or will soon have the capability to comply, withthe standard will serve more than 90 percent ofthe access lines in the country.

INTEROPERABILITYMany of the significant challenges currentlyfacing GETS involve consistent toll-freetreatment for service users at privately owneduser-to-network access devices. Similar to otherservices, GETS must navigate the new services-rich, but highly competitive, telecommunicationsenvironment spawned by theTelecommunications Act of 1996. Resultingindustry deregulation has led to a significantincrease in the number of service providerswithin the industry. This environment has givenrise to difficulties in placing successful toll-freeGETS calls from privately owned point-of-exchange devices, such as coin phones andPBXs in some service areas. Testing has shownthis to be particularly true for coin phones ownedand operated by small businesses and PBXsoperated by the hospitality industry (e.g., hotelsand motels). Commonly encountered problemsinclude the requirement to deposit coins at acoin phone before dialing, improper charging byhotel and motel billing systems, and theinaccessibility of GETS IXCs because of businessarrangements between user-to-network deviceowners and IXCs.

Paramount to the problem of toll-free accessat privately owned devices is industryrecognition of the 710 Numbering Plan Area(NPA) as nongeographic, emergency, and toll-free. To this end, the OMNCS is working with theNorth American Numbering Plan Administrator(NANPA) and the FCC to issue guidance toindustry on publicizing the 710 NPA to give itstature as an emergency toll-free service perSections 228(c) and 276(b) of theCommunications Act. Based on this work, theNANPA issued a planning letter (PL-NANP-172,April 12, 1999) advising industry of theGovernment’s use of the 710 NPA. This letter

3-9

F I S C A L Y E A R 1 9 9 9

also notified owners and managers responsiblefor user-to-network access (includingcellular/personal communications services [PCS]networks, PBXs, and payphones) of the need toensure that 710 calls are not blocked by theirequipment. Also,Telcordia (formerly known asBellcore) modified the Local Exchange RoutingGuide to include routing procedures for 710 calls.

In addition, the OMNCS is working withcoin phone industry groups, such as theAmerican Public Communications Council andhospitality industry organizations andassociations, to raise awareness of GETS as anemergency, toll-free service to be giventreatment similar to that provided for 911emergency, toll-free calls.

SUCCESSESIn addition to being used to overcomecongestion and damage associated with naturaldisasters, GETS was used to overcome a networkfailure in FTS-2000. In one instance, FTS-2000calls could not be completed from Washington toDenver because of a failed switch. Governmentusers were administratively blocked from usingcarriers other than FTS-2000 but were able toaccess GETS and complete their calls.

In the past year the GETS Program madesignificant progress in its outreach efforts toState and local user groups. The number of Stateand local agencies (including the American RedCross) with GETS accounts rose from 121 to 177.State and local users now account for 5,364 ofthe more than 27,000 distributed GETS PINs.

NS/EP COMMUNICATIONS OVER THE INTERNETWork has begun to assess the impact of using the Internet for NS/EP communications.While few critical NS/EP communications arecarried by the Internet at present, increased use is expected. In addition, it is expected thatmany voice connections in the public networks(PN) will be transported by Internet-type data

protocols. The areas that are being investigatedinclude methods of obtaining NS/EP-specificpriority services on the Internet, impact ofswitched and data network convergence onNS/EP services (e.g., GETS and TSP), and securityof the Internet.

ADVANCED INTELLIGENT NETWORK

The AIN is a rapidly evolvingtelecommunications technology identified by the President’s NSTAC and the OMNCS aspotentially having the ability to meet the NS/EPtelecommunications needs of NCS memberorganizations.

AIN technology supports thetelecommunications architecture consisting of signaling systems, switches, computerprocessors, databases, and transmission media. The convergence of these elementsallows for customized software-defined networkservices that can be flexibly, rapidly, and cost-effectively configured to meet changingcustomer needs. Among other capabilities,AIN provides priority recognition, userauthentication, enhanced routing, and network management alternatives in support of NS/EP contingency operations.

In the competitive market environmentcreated by the Telecommunications Act of 1996, PN carriers are becoming increasinglydependent on AIN capabilities to deliver services to their customers. Carriers are using AIN to deploy local number portability(LNP), as mandated by the FCC, to opennetworks to competitive service providers,and to meet customer demand for new service capabilities (e.g., mobility, data,Internet access).

The AIN efforts in the OMNCS address AIN-based technology applications for NS/EP withthe following mission objectives:

÷ Assess AIN architectures, standards, and implementations

3-10


÷ Define, develop, and demonstrate AIN NS/EP applications

÷ Ensure NS/EP requirements influence the evolving AIN technology

÷ Facilitate integration into Government initiatives (e.g., GETS, DISN)

÷ Evaluate AIN security, survivability,reliability, and interoperability.

The OMNCS coordinates with industry andNCS member organizations to fulfill missionobjectives and to identify preliminary servicesthat the OMNCS can introduce into NS/EPinitiatives (e.g., GETS) through successful proof-of-concept demonstrations.

The OMNCS is deploying AIN-basedalternate carrier routing to support LEC-enhanced routing. In conjunction with AINefforts, the GETS Program Office is also pursuinguse of the SS7-based HPC ANSI standard forfurther enhancements. Additionally, the OMNCSis investigating recent signaling network outagesof AIN and SS7 network service providers.

Intelligent network capabilities have reacheda critical mass in the public telecommunicationsnetwork. The industry’s deployment of LNPpromises near-universal AIN availability. TheOMNCS continues to monitor FCC rulemakingsthat may affect AIN availability and participates inindustry forums to communicate NS/EP needs.Recent accomplishments include demonstration ofan intelligent network-based release-to-pivotcapability for efficient routing, analyses of intelligentnetwork and network convergence issues, and astudy of AIN signaling message priorities used tosupport GETS alternate carrier routing queries.

Currently, the OMNCS is evaluating the roleof traditional intelligent network capabilities inemerging multimedia networks, intelligentdevices, and future applications of the emergingwireless intelligent network. This appliedresearch enables the AIN Program Office toinfluence these promising new technologies in

the developmental stages and ensure thecontinued efficacy of existing and futureintelligent network applications.

WIRELESS SERVICESE.O. 12472 assigns the OMNCS the responsibilityof conducting technical studies or analyses andexamining research and development (R&D)programs to identify improved approaches thatmay assist Federal entities in fulfilling NS/EPtelecommunications objectives. To carry out thisresponsibility, the OMNCS began severalwireless program initiatives to ensure thatindustry understands NS/EP user requirementsand supports these requirements in theirnetworks.

CELLULAR PRIORITY SERVICECellular Priority Service (CPS) is beingaccomplished in response to White Housedirection resulting from NSTACrecommendations. Natural disasters haverepeatedly illustrated the importance of cellulartechnology in providing timely emergencytelecommunications for Federal, State, and localusers at a disaster site. However, increasedpersonal use of cellular communications oftencreates network congestion and high levels of callblocking precisely when disaster relief officialsmost need mobile communications. As a result,the OMNCS, working with industry leaders,industry associations, State representatives, andstandards bodies, developed the CPS Program tofacilitate and coordinate the development of acost-effective, uniform, nationwide cellular priorityaccess service capability that enhances NS/EPuser access to the PN.

The OMNCS is working with the FCC toaddress the regulatory issues associated with theimplementation of cellular priority. In themeantime, the OMNCS has completed severalstudies investigating the technical aspects ofCPS implementation.

ENHANCED SATELLITE CAPABILITYThrough the ESC Program, the OMNCS

3-11

F I S C A L Y E A R 1 9 9 9

investigates emerging satellite technologies,analyzes their ability to support NS/EPrequirements, and works to improve andenhance their ability to support theserequirements. The recent deployment ofcommercial low Earth orbiting satellite systems(e.g., Globalstar, ICO) created another potentialsource of NS/EP telecommunications.

WIRELESS DATA SERVICESNew technologies in the field of wirelesstelecommunications, beyond cellular andsatellite technologies, continue to emerge. Toinvestigate the potential of these technologies forproviding NS/EP telecommunications, theOMNCS developed the Priority Wireless DataServices(PWDS) initiative.

Major areas being investigated to determinewhether they can aid NS/EP users in successfullycompleting their missions are PCS, wireless datatechnologies, and unmanned aerial vehicles. Asother technologies or systems develop, thePWDS Program will also examine these to ensurethat the OMNCS remains aware of all relevantdevelopments in telecommunications.

Wireless Data. The OMNCS continues toinvestigate wireless data technologies andservice providers to identify potential support forNS/EP users, and to enhance Governmentawareness of wireless data capabilities. Deliveryof these services can be via personal dataassistants (PDAs) and cellular phones.

Unmanned Aerial Vehicles. A study wasconducted to identify opportunities in the aerial platform technology industry to be used for NS/EP requirements. It was found that mounting a communications relay on an aerial platform would improve thecommunications range of any of the terrestrial-based systems. This technology would alsoallow Government agencies to use existingequipment.

Of particular interest to the NCS are highaltitude platform stations (HAPS). A HAPS is ahelium-filled, lighter than air platform with a

telecommunications payload that may provideInternational Mobile Telecommunications (IMT)-2000 communications.

International Mobile Telecommunications-2000. IMT-2000 is an ITU initiative that uses a“family of systems” concept to unify the existingdiverse wireless systems into an interoperableglobal infrastructure capable of offering a widerange of services, including global roaming. TheOMNCS is determining the implications of IMT-2000 for NS/EP telecommunications. TheOMNCS anticipates that IMT-2000 will maturearound the year 2000.

Federal Wireless Users Forum. The FederalWireless Users Forum (FWUF) provides anopportunity for current and future Government usersof wireless services to obtain information on varioustypes of services. The OMNCS facilitates the FWUF,focusing on technical issues and policies havingimplications for NS/EP telecommunications. TheFWUF,the Federal Wireless Policy Committee,andthe OMNCS co-hosted a workshop in May 1999.The workshop addressed regulatory issues,Federaluser wireless requirements,wireless priority access,industry update on Y2K,wireless security issues,commercial wireless services,PCS,cellular, thirdgeneration wireless services,wireless data services,mobile satellite services,and DOD wireless issues.Representatives from Federal,State,and localgovernments,wireless equipment manufacturers,and service providers attended the workshop.

Personal Communications Services. MajorOMNCS efforts focus on standardizing the Stage 2service description for Priority Access andChannel Assignment-Enhanced (PACA-E) service.The Stage 2 description depicts the networkarchitectures and message flows needed toimplement the PACA-E service and describeshow the various network entities interact toprovide the service. This Stage 2 document isdefining a new feature, PACA-E egress, whichdefines how a call attempt is queued on theegress side of the network. When finished, serviceproviders can use it to implement queuing on the

3-12


egress side of their networks. The OMNCS also actively participates in

joint projects between the TelecommunicationsIndustry Association committee TR45 and T1P1concerning Enhanced Wireless EmergencyServices. When developed, these standards willinclude location services and congestion control.

Land Mobile Radio. Land mobile radio (LMR)is a critical component of NS/EPcommunications. It is the common denominatorfor Federal, State, and local governmentpersonnel responsible for providing on-sitesupport for NS/EP events. LMR, also calleddispatch mobile radio, is widely used withinevery Government department and agency andis particularly valuable in NS/EP operations.

The OMNCS is a key participant in nationaland international standardization efforts fordigital narrowband LMR, including the jointFederal, State, and local government standardseffort called Project 25.

MULTIMEDIAOMNCS personnel actively participate indeveloping national standards and internationalrecommendations for multimedia servicedefinition and multimedia systems, including theassociated protocols, signal processing,terminals, and modems.

HIGH SPEED NETWORKSNetwork Management. OMNCS personnelserve in leadership positions for the developmentof standards for high-speed networks. There hasbeen a particular focus on developing a newfamily of international standards for online automation of network managementoperations and data interchange betweencommercial telecommunications serviceproviders and their customers. This work isbeing conducted in the ITU TelecommunicationStandardization Sector Study Group 4,Telecommunications Network Management and Network Maintenance. In addition, the

international consortium known as the NetworkManagement Forum, the ANSI T1M1 standardscommittee, and the U.S. ElectronicCommunications Implementation Committeealso work on many critical issues that affect thestandards being developed. These standards will bring automation to the networkmanagement processes and enable real-timeinterchange of management data.

Networks Physical Protection Standards.The OMNCS has worked to develop physicalprotection standards for the telecommunicationsinfrastructure through ANSI and the ITU. Mostrecent efforts focused on ANSI T1.320-1994,which addresses practical cost-effectiveelectrical protection techniques fortelecommunications central offices.

Asynchronous Transfer Mode. The OMNCSis interested in understanding emerging uses forasynchronous transfer mode (ATM) and theirpossible application to NS/EP. Recent activitieshave focused on analyzing the application ofATM over asymmetric digital subscriber line(ADSL) systems and the relationships of populartransmission characteristics to perceived qualityfor digital video over ATM.

Dense Wave Division Multiplexing. Theadoption of emerging dense wave divisionmultiplex (DWDM) technology by IECs, LECs,and private enterprise networks reflects theinitial phase in creating an all-optical broadbandnetwork. This network will have the high-speednetwork capabilities to meet the broadbanddemands of the evolving Internet, including the Internet’s integration withtelecommunications networks such as the public switched network (PSN).

Given all of the above factors, DWDMtechnology has potential NS/EP applications.Major OMNCS efforts focus on the analysis ofDWDM technology to support crisismanagement and disaster communications;DWDM interoperability, interconnection, andinterworking; and technical contributions for

3-13

F I S C A L Y E A R 1 9 9 9

incorporation of NS/EP interests into evolvingoptical transport network recommendationdevelopments of the ITU’s TelecommunicationStandardization Sector, Study Group 13. StudyGroup 13 is responsible for general networkaspects and studies relating to the initial studiesof the impact of new system concepts andinnovative technologies on telecommunication networks.

FEDERAL TELECOMMUNICATIONSSTANDARDS COMMITTEEIn concert with its technology activities, theOMNCS manages the FederalTelecommunications Standards Program. Thisprogram develops NS/EP-related standards andrecommendations through the FederalTelecommunications Standards Committee(FTSC) and through commercial, national, andinternational organizations. Established in 1972,the governmental interagency FTSC is chairedby the Chief of the Technology and ProgramsDivision.

NETWORK MODELING AND ANALYSIS

OMNCS automated network modeling andanalysis tools reside in the Network Design andAnalysis Center (NDAC). The NDAC supportsseveral OMNCS network reliability and IAactivities and initiatives throughtelecommunications network modeling andanalysis. A continuing objective is to maintain acurrent and valid data model of the U.S. PN.OMNCS personnel, with contractor support,continued to adapt current models to changes inPN architectures and routing schemes arisingfrom the introduction of new carriers, networks,and technologies, such as synchronous opticalnetworks,ATM, wireless services, and theInternet.

STRATEGIC ARCHITECTURE

The Technology and Programs Division develops

a strategic architecture that defines futurecapabilities to fulfill NS/EP requirements. Thearchitecture is a melding of requirements,developed by the Customer Service Division,with forward-looking, commercially standardizedproducts and services.

FY 1999 PRODUCTS

Exhibits 3-2 and 3-3 present highlights ofsignificant accomplishments in the Technologyand Programs area. Exhibit 3-2 lists technicalnotes and technical information bulletinsprepared by the Technology and ProgramsDivision for member organizations and otherGovernment agencies. Exhibit 3-3 lists FederalTelecommunications Recommendations (FTR)developed by the FTSC.

OPERATIONS

The Operations Division ensures the availabilityof telecommunications across the entirespectrum of emergencies. The followingparagraphs describe activities of the OperationsDivision during FY 1999.

NATIONAL COORDINATING CENTERFOR TELECOMMUNICATIONS

The NCC continues to serve as the operationsfocal point for the initiation, coordination,restoration, and reconstitution of NS/EPtelecommunications services and facilities.Activity increased significantly as the NCCfocused on Y2K issues and the enhancement ofits indications, assessment, and warning (IAW)capability. NCC Y2K activities are discussed inthe “Y2K Preparedness” portion of thisdocument.

On October 15, 1998, the NCC IAW CenterPilot was concluded. It proved that the NCCcould successfully conduct indications,

3-14


3-15

F I S C A L Y E A R 1 9 9 9

Title Date Number

Channel Reservation vs. PACA Queuing: January 1999 TN Vol. 6, No. 1A Comparison of Priority Call Handling Techniques

CORBA - A Prospective Solution to Interoperability October 1998 TN Vol. 5, No. 3

Asynchronous Transfer Mode (ATM) Over Asymmetric January 1999 TIB-99-1Digital Subscriber Line (ADSL) Systems

Relationships of Popular Transmission Characteristics to January 1999 TIB-99-2Perceived Quality for Digital Video Over ATM

Gigabit Networking January 1999 TIB-99-3

Telecommunications Network Time Synchronization April 1999 TIB-99-4

Title Date Number

Video Teleconferencing Services at 56 to 1,920 kbit/s October 1998 FTR 1080A-1998

Exhibit 3-2

Technical Notes and Information Bulletins

Exhibit 3-3

Federal Telecommunications Recommendations

assessment and warning operations. Theplanning and implementation of enhancements tothe NCC’s IAW capability continue and will resultin several new developments. These changes willinclude a revised industry/Government concept ofoperations; implementation of a training programfor NCC staff; and additional operationalcapabilities to receive and correlate intrusionincident data feeds from industry/Governmentoperations centers.

NATIONAL TELECOMMUNICATIONSCOORDINATING NETWORK

The NTCN provides direct communications linksbetween Federal departments and agencies andtelecommunications carriers and equipmentmanufacturers during periods of widespread PN

degradation or outages. This capability ensurestimely dissemination of critical information tosupport network restoration coordination.Exhibit 3-4 provides a pictorial representation ofthe NTCN.

The NTCN relies on the NCC conferencebridge to enhance the existing connectivity andcapability. The conference bridge interconnectsvarious types of communications systems,including HF radios, NCC dedicated ringdowncircuits, communications satellites, the PN, andthe National Telecommunications Alliance’sAlerting and Coordination Network, therebyenabling conversations between users of thesedisparate systems. During FY 1999, the OMNCSimplemented a number of changes to improveNTCN operation during the Y2K rollover. Thesechanges are discussed in the preceding Y2Ksection.

3-16


Exhibit 3-4

Enhanced NTCN Components

TELECOMMUNICATIONS SERVICEPRIORITY PROGRAM

The FCC issued a report and order on November 17, 1988, establishing the TSP Program.The TSP Program is the regulatory, administrative,and operational framework for the priorityprovisioning and restoration of NS/EPtelecommunications service. Under the rules of theTSP Program, service vendors are authorized andrequired to provision and restore services with TSPassignments before services without suchassignments.

TSP OPERATIONS

During FY 1999, the Operations Division of the Officeof Priority Telecommunications (OPT) received aweekly average of 255 requests for TSP restorationassignments. The OPT noted that State and localorganizations constituted the largest growth area forTSP restoration assignments in FY 1999. This isattributable, in large part, to contingency planning ofNS/EP organizations for the Y2K transition. Inaddition,priority provisioning of telecommunicationsservices supported military operations in Kosovo.

The OPT, in conjunction with the TSPOversight Committee (OC), analyzed the potentialimplications of LNP and evolving technologies,such as Internet services, on the TSP Program.With regard to LNP, the parties agreed that TSPusers must ensure that telecommunicationscarriers are aware of circuits with TSP assignmentsthat are supporting ported telephone numbers.With regard to evolving technology, the TSP OCformed a working group to facilitate ongoinganalysis of the implementation of packet-switchednetworks, such as Internet protocol networks, andassociated implications for TSP services.

TSP INFORMATION TECHNOLOGY SOLUTIONS

Throughout FY 1999, the OPT continuedenhancing TSP Program information technology

(IT) tools, including the TSP client-server. TheOPT recognizes the importance of IT solutions toimprove information flow and to expedite theprocess for requesting priority provisioning andrestoration of telecommunications services forNS/EP users.

The OPT added a remote printing capability,new search queries, and more user-controlledadministrative features to the client-serversystem. To further enhance their capabilities, theOPT updated its continuity of operations plan,including procedures to use a full backup client-server database at a remote location. The backupsystem will provide for continuity of TSPoperations under any circumstance.

Also, the OPT enhanced the TSP World WideWeb home page to efficiently expand theinformation available to existing and potentialTSP Program participants. Updates to text,improved navigation capabilities, and greater useof graphics increased the site’s usefulness. Inaddition, the updated versions of the ServiceUser Manual for the TSP System and the ServiceVendor Handbook for the TSP System areavailable on the site in several formats for easyaccessibility. The OPT also developed andimplemented TSP Program electronic forms,which are available via a secure page on the Website. These forms offer distant State and local TSPusers and smaller telecommunications vendorsan easy, secure, and universal mechanism toperform various required TSP processes.

TSP OUTREACH STRATEGY

The OPT modified its outreach strategy andassociated outreach materials in FY 1999. The OPTrecognized the importance of informing newtelecommunications service providers, includingcompetitive LECs and resellers, of their TSPobligations to ensure end-to-end priority treatmentof facilities supporting NS/EP services. To assistwith this effort, the OPT distributed a TSP SystemGuide for Telecommunications Carriers. The Guideoutlined TSP vendor responsibilities to ensure thatTSP Program priorities take precedence over other

3-17

F I S C A L Y E A R 1 9 9 9

telecommunications prioritization. To encourageexpanded use of the TSP Program among criticalinfrastructures, the OPT targeted many gas andelectric utilities for TSP training. The OPTdeveloped a detailed TSP briefing to convey athorough understanding of the TSP Program tothese utilities. The briefing offered information onthe legal background of TSP,TSP Programparticipants’ responsibilities, and an overview ofthe TSP qualification and request process.

Educating and training emergencyresponders about the TSP Program remained apriority with the OPT. OMNCS personnelprovided comprehensive training to potentialFederal, State, and local users, vendors, andemergency response coordinators. It alsoprovided training on the TSP client-servercomputer platform to agencies that frequentlyrequest TSP assignments. This resulted in a 27percent increase in the number of users,including many from the private sector, involvedwith planning for Y2K contingencies.

NORTH ATLANTIC TREATYORGANIZATION CIVILCOMMUNICATIONS PLANNINGCOMMITTEE

The OMNCS represents the United States on theNATO CCPC, its telecommunications workinggroup, and other subsidiary bodies. The DOSdetailee to the OMNCS is the Head ofDelegation. CCPC purview extends totelecommunications and postal services. TheOMNCS accordingly consults closely with U.S.commercial telecommunications serviceproviders and affected U.S. Government agencies and organizations. The CCPC mettwice in plenary session at NATO headquartersin Brussels, Belgium, during FY 1999; itstelecommunications working group met four times and postal working group met one time.

In April 1999, three new member nationswere brought into the NATO Alliance — Czech

Republic, Hungary, and Poland. These nationsare full participants in CCPC activities. Inaddition, 25 Partnership for Peace nations wereinvited to participate in the CCPC at the plenarylevel. It is anticipated that these 25 Partnershipfor Peace nations will eventually becomeparticipants at the working group level as well.

Some major CCPC FY 1999 activities andaccomplishments included the following:

÷ Approved the committee’s new workprogram for 1999–2000 based on NATO’s newStrategic Concept and Ministerial Guidance. Thework program includes civil emergency planning,crisis management, civil/military cooperation,and cooperation with Partner nations.

÷ Implemented a joint United States/UnitedKingdom effort to identify and test NATOauthorized secure voice equipment.

÷ Completed a paper on networkmanagement, leading from peacetime to crisis.

÷ Completed a paper on the benefits andvulnerabilities of intelligent networks and theirpossible effect on NATO civil emergencyplanning.

÷ Began a thorough review of the CCPC, itstaskings, and proceedings.

÷ Visited the three new NATO membernations to discuss mutual civil emergencyplanning concerns.

÷ Began preparations for CCPC participationin Crisis Management Exercise 2000.

The Alliance has once again identified theCCPC as a major committee in emergency planningunder the new crisis management arrangements. Adirect link between the CCPC and the NATOCommand,Control, and Communications (NC3)Board has been created to allow the NC3 to providedirect tasking to the CCPC.

3-18


TELECOMMUNICATIONS ELECTRICSERVICE PRIORITY

The U.S. Government telecommunications policyis to meet NS/EP requirements and supplyadequate and secure electric energy to criticaltelecommunications facilities. In 1987, theDepartment of Energy, in coordination with theNCS and the NSTAC Energy Task Force,developed the Telecommunications ElectricService Priority (TESP) initiative.

The purpose of the TESP initiative was toenable essential national defense and civilianrequirements to be met if an event, natural ormanmade, disrupted electric supplies to criticaltelecommunications facilities. Before TESP, theelectric utility priority restoration systems reflectedonly essential State and local needs. The TESPProgram promotes modification of the existingelectric utility emergency priority restorationsystems to include telecommunications facilitiesconsidered critical to NS/EP. The critical linkbetween electric utilities and telecommunicationsfacilities provided by the program is an essentialcomponent to the response arsenal, particularlywhen damage to NS/EP assets may be national inscope.

Currently, 180 telecommunications serviceproviders and 501 electric utilities support theTESP Program. As of April 1999, the totalnumber of critical telecommunications facilitieswas 3,271.

SHARED RESOURCES HIGHFREQUENCY RADIO PROGRAM The SHARES HF Radio Program continues toprovide emergency communications in support ofspecial operations and all-hazards situations.SHARES now incorporates the resources of morethan 1,130 radio stations backed by 72 industry,Federal, and State organizations into a nationwideemergency message handling network.

The SHARES HF Interoperability WorkingGroup, a permanent body established under theNCS Committee of Principals and Council of

Representatives, published a revised SHARESdirectory on CD-ROM and revised the structure ofthe nationwide SHARES Coordination Networkadding five regional stations. Those stationscontinue to conduct weekly check-in exercises.Since the check-ins began, the number of stationsparticipating has increased from 20 to 140 stationsper week. More than 5,000 check-ins wererecorded in calendar year 1998.

The working group continues to conductthree nationwide readiness exercises each year.The overall exercise objectives are to:

÷ Provide personnel training on operatingprocedures and message formats

÷ Expand SHARES awareness within theFederal emergency response community

÷ Assess the interoperability of new HFtechnologies.

SHARES exercises were conducted inDecember 1998, involving 262 stations and 515messages. The exercise provided the NationalGuard with information on the SHARES role insupporting the National Guard’s Y2K Continuityof Operations Program (COOP). Additionalexercises conducted in April 1999, supported theDepartment of Veterans Affairs and theDepartment of Health and Human Servicesemergency training objectives.

The SHARES Master Coordination StationKGD-34 continued to operate from the newlyrenovated NCC. The NCC Radio OperationsCenter is configured for voice, data, automatic linkestablishment, HF to telephone, and HF e-mailoperations. The center also maintains two 24-hourHF bulletin board systems, and nine HF antennas.

COMMUNICATIONS RESOURCEINFORMATION SHARING

The Communications Resource InformationSharing (CRIS) initiative continues to support NS/EP requirements. It serves as an

3-19

F I S C A L Y E A R 1 9 9 9

information source that identifiescommunications assets, services, andcapabilities for use by the participating NCSmember organizations. Twenty-three industryand Federal organizations contribute more than 40 systems that could be shared with other Federal departments and agencies during emergencies.

As an emergency communicationsresource initiative, CRIS exists to support all-hazards situations. Potential users of CRIScoordinate requests directly with the OMNCS,thus ensuring their requests will not interferewith other ongoing activities.

TRAINING, EXERCISE, AND REGIONAL SUPPORT

The Operations Division TERS missionencompasses nationwide outreach through:

÷ Telecommunications Emergency Response Training (ERT) Seminars

÷ Internal and External Exercises÷ Regional Planning Support÷ OMNCS Augmentee Program.

With an emphasis on providing emergency telecommunications services to thedisaster site,TERS achieves its program goalthrough a series of training and exerciseactivities and technology demonstrations.During FY 1999,TERS also focused on Y2Kreadiness programs, providing training andexercise support to various organizations. Thissupport is detailed in the subsection entitled“Y2K Preparedness.”

TRAINING

TERS is responsible for training OMNCS staff,NCS Regional Managers, Emergency SupportFunction-2 (ESF-2) support agency personnel,the telecommunications industry, and regionaland State responders to effectively execute their

responsibilities during the various phases ofresponses and recovery operations. During FY 1999, the TERS successfully coordinated andperformed the following activities.

ERT Seminars. Because of the overwhelmingsuccess of the first two phases of theTelecommunications ERT seminars,TERSdesigned and developed ERT Phase III, which isscheduled to begin in February 2000.

EXERCISES

TERS conducts internal and external exercises tomaintain expert knowledge of and proficiency inthe management, integration, and employmentof NS/EP telecommunications resources. In FY 1999,TERS successfully coordinated andperformed the following exercises:

÷ COOP Orientation and RelocationExercise. The COOP Orientation andRelocation Exercise provided industryrepresentatives and EOT members with anoverview of the COOP Plan and NCC RelocationPlan. The event was followed by a site visit tothe relocation facility along with a tour of theNCS work area. A half-day training sessionpreceded the exercise.

÷ Y2K Awareness Exercises. TERSsupported FEMA in the development of a seriesof Y2K tabletop exercises. Please refer to the Y2Kpreparedness discussion for details of theexercises.

REGIONAL PLANNING SUPPORT

The OMNCS developed regional planningsupport to assist NCS Regional Managers acrossthe 10 Federal regions. The goal of OMNCSsupport is to provide the NCS RegionalManagers with capabilities, resources, andoperational and functional support that will assistthe Regional Managers in meeting ESF-2mission requirements during activation and

3-20


nonactivation periods. OMNCS presence in theregions assists the Regional Managers infulfilling their emergency planning duties. TheOMNCS efforts include the following:

÷ Providing the NCS Regional Managers withoperational planning documentation includingprocedures, program-specific checklists, and acoordinated national approach designed tostandardize the best regional operational practices

÷ Realigning the OMNCS AugmenteeProgram to further support the needs of the NCSRegional Managers upon activation of ESF-2

÷ Supporting the NCS Regional ManagersConference that generated discussion onregional-level roles and responsibilities andemergency response planning and operations,and strengthened the NCS/GSA relationship atthe national and regional level

÷ Supporting the NCS Regional Managers atvarious regional planning meetings, such as theRISC meetings

÷ Supporting FEMA and other nationalagencies at the Regional Y2K Workshops held inall 10 Federal regions

÷ Developing regional backgroundinformation papers to assist the NCS RegionalManagers and the OMNCS to better understandthe regional environment

÷ Integrating new telecommunicationstechnologies into regional planning efforts andestablishing a role for the telecommunicationsindustry in planning activities

÷ Continuing to develop disaster responseafter-action reports and ESF-2 lessons learned tocapture regional best practices of the FederalEmergency Communications Coordinatorssupporting emergency telecommunicationsrequirements of Federal, State, and local disasterresponse agencies.

TERS WEB SITE

TERS launched its inaugural Web site to provideemergency responders with the latest criticaltelecommunications and operational training,exercise, and regional support information. Thesite is divided into four main sections: overview,training, exercise, and regional support. The initialsite is primarily informational but will featureadditional interactive elements in the future. Thecurrent site includes such features as an onlineregistration form for ERT seminars, a feedbackoption, a search engine, and other links of interest.

OMNCS AUGMENTEE PROGRAM

The OMNCS Augmentee Program continues toprovide an important and valuable service to theNCS NS/EP mission at the national and regionallevels. During Presidentially declared disasters, theAugmentee Program provides U.S. Army Reserveofficers (skilled in communications) to support NCSand GSA Regional Managers during emergencyoperations and disaster response planning.

In the fall of 1998, the Augmentee Programwas realigned to broaden OMNCS presence in the10 Federal regions. This allowed the program tobe more responsive to NCS Regional Managerswhen they are fulfilling their emergency planningduties. During annual training and drills,augmentees may now participate in a variety ofplanning and training opportunities for ESF-2 thatsupport Regional Manager emergencytelecommunications responsibilities.

INFORMATION SYSTEMS

The Operations Division Information SystemsBranch implements and supports informationsystems required by the OMNCS at its primaryand alternate sites. It provides technical supportto OMNCS EOTs, offers help desk support toOMNCS staff, and coordinates OMNCS user ITrequirements. The branch recently transitionedEmergency Response Link (ERLink) into fulloperational use.

3-21

F I S C A L Y E A R 1 9 9 9

EMERGENCY RESPONSE LINK

The ERLink Program is providing a controlled-access Web site designed to supportcommunications within the emergency responsecommunity, including Federal, State, and localusers. The ERLink Program office continued tofocus on improving the response community’sability to share information. Exhibit 3-5 depictsthe underlying network architecture of ERLink.

PLANS AND RESOURCES

The Plans and Resources Division providesmanagement and oversight for finance,acquisition, strategic planning, manpower, and

all other resources supporting the OMNCS. ThePlans and Resources Division activities includeexercising authority and accountability over allresources allocated to NCS programs. TheDivision serves as the interface with the DISAdirectorates on financial and acquisitionmatters; DOD Planning, Programming, andBudgeting System (PPBS) documentation andexecution; and acquisition management. TheDivision also conducts analyses and developsrecommendations to the OMNCS and the DISAdirectorates on the optimal use of NCSresources to support mission requirementsconsistent with statutory and policy constraints.

PLANNING

The Planning Team documents leadership’snear-, mid-, and long-term strategic direction,

3-22


Exhibit 3-5

ERLink Network Architecture

vision, and priorities through the development ofthe Strategic Plan, the Future Years CorporatePlan, and the Advanced Acquisition Plan. ThePlanning Team, through the implementation ofthe Performance Plan, comprehensivelyevaluates organizational performance andeffectiveness.

FINANCIAL MANAGEMENT

For day-to-day operations, the Financial Teamprovides the overall fiscal direction for theOMNCS. The Financial Team develops andproduces all PPBS-related documentation for theOMNCS, including program objectivememorandums, budget estimates, thePresident’s budget submissions, and all relatedexhibits. The team ensures that exhibits reflectdecisions and directions from the Manager, NCS,and the DOD. The Financial Team also leads inthe development, coordination, andimplementation of funding procedures asdirected and provides guidance and assistanceto non-DOD agencies involved in the NCS toensure that their requirements are met.Additionally, the team provides fund citations,ensuring the availability of funds andcompliance with fiscal laws, regulations,and policies.

ACQUISITION MANAGEMENT

Acquisition support includes aiding OMNCSoffices in all aspects of the Agency-levelacquisition process. This includes preparingacquisition strategy documentation, statementsof work, acquisition packages, proposalevaluation packages, and supportdocumentation for NCS programs and projects.The Acquisition Team also monitors contractualperformance and budget execution performancerates, identifies deficiencies, ensures reportingaccuracy, and recommends adjustments.

CUSTOMER SERVICE

The Customer Service Division provides supportto the NCS COP and COR and the President’sNSTAC. Additionally, the division identifies andvalidates NS/EP telecommunicationsrequirements to ensure NCS responsiveness tocustomer needs, develops threat assessments toNS/EP telecommunications and manages theGovernment and NSTAC Network SecurityInformation Exchange (NSIE) process. Thefollowing paragraphs describe the CustomerService Division’s FY 1999 activities.

NCS COMMITTEE OFPRINCIPALS/COUNCIL OFREPRESENTATIVES

The NCS COP and COR each met twice duringFY 1999. These meetings focused on a number ofY2K-related topics as discussed in the “Y2KPreparedness” section. Additionally, the COPand COR concurred with the NCS response tothe NSTAC XXI Executive Report, while the COPalso voiced their approval of several NCSissuances discussed later in this section. TheNCC Vision Implementation Team, composed ofNCS agency representatives, continued itspartnership with the NSTAC’s OperationsSupport Group (OSG).

THE PRESIDENT’S NATIONALSECURITY TELECOMMUNICATIONSADVISORY COMMITTEE

The President’s NSTAC held its 22nd meeting onJune 9, 1999, in Washington, DC. Major issuesaddressed at this meeting included the Y2Ktechnology problem and critical infrastructureprotection.

In keeping with its mission of providing thePresident with a unique source of national

3-23

F I S C A L Y E A R 1 9 9 9

security telecommunications policy expertise,the NSTAC approved several recommendationsto the President. Among these wererecommendations for the President to:

÷ Direct the establishment of a permanentprogram to address NS/EP issues related to theInternet

÷ Designate a focal point for examining NS/EPissues related to widespread adoption ofelectronic commerce within the Government

÷ Continue support for the efforts of theDepartment of Transportation to promoteoutreach and awareness within thetransportation infrastructure, consistent withPresidential Decision Directive 63 (PDD-63)

÷ Direct the Federal Government to continueproviding timely, meaningful, and accurate Y2Kreadiness and contingency planning informationto State and local governments to enhance theflow of information to community Y2K groupsand the general public.

NSTAC’S INDUSTRY EXECUTIVESUBCOMMITTEE ACTIVITIES

The NSTAC’s IES continued to identify anddevelop issues for the NSTAC and direct theactivities of its working groups. Infrastructureprotection, network security, legislation andregulation, and industry/Governmentcoordination and response were four key issueareas addressed by theIES and its working groups during FY 1999.Exhibit 3-6 depicts the correspondingorganizational structure.

NSTAC’S INFORMATIONINFRASTRUCTURE GROUPACTIVITIES

In FY 1999, the Information Infrastructure Group(IIG) concentrated its efforts on several issuesrelated to IA and infrastructure protection:transportation information infrastructure risks,global information infrastructure (GII), electroniccommerce (EC), cyber crime, and PDD-63.

3-24


Exhibit 3-6

The President’s National Security Telecommunications Advisory Committee Organization

NSTAC

IES

InformationInfrastructure

Group

OperationsSupport Group

Network Group

Legislative andRegulatory

Group

Transportation Information InfrastructureRisk Assessment. In March 1999, the IIGhosted a second transportation workshop toprovide a forum for representatives from alltransportation sectors to discuss industry trends,including increased reliance on IT and the rapidgrowth of intermodal transportation. Theworkshop capped the group’s efforts to gatherinformation about the transportation sector’sdependency on telecommunications andinformation infrastructures. The IIG used thefindings from the workshop to complete thegroup’s transportation information infrastructurerisk assessment. Based on the risk assessment,the NSTAC recommended that the Presidentcontinue to support the efforts of the Departmentof Transportation to promote outreach andawareness within the transportationinfrastructure as expressed in PDD-63.

Global Information Infrastructure. InOctober 1998, the IES tasked the IIG to predict thecharacteristics of the GII in 2010 and to assess theimplications for NS/EP communications. Thegroup is researching and gathering informationfrom industry and Government experts on NS/EPissues related to emerging space and land-basedtelecommunications systems. The group expectsto complete the GII analysis in preparation forNSTAC XXIII.

Electronic Commerce. In FY 1999, the IIGcontinued its investigation of NS/EP implicationsassociated with the adoption of EC in industryand Government. The subgroup focused itsefforts on issues associated with the changingbusiness and security processes and policiesnecessary to implement EC. In its final report,the IIG recommended that the Presidentdesignate a focal point for examining the NS/EPissues related to widespread adoption of ECwithin the Government. The IIG alsorecommended that the President direct Federaldepartments and agencies, in cooperation withan established Federal focal point, to assess theeffect of EC technologies on their NS/EPoperations.

Cyber Crime. At the September 1998, NSTACXXI Executive Session, the Attorney Generalrequested that the NSTAC and the Departmentof Justice (DOJ) work together to address cybersecurity and crime. Through subsequentdeliberations with DOJ officials, the IESdetermined that the NSTAC could help facilitatecollaboration between the DOJ and the privatesector. The result was a partnership betweenDOJ and the Information Technology Associationof America (ITAA) and private sector companies— labeled the “Cyber Citizen Program.”

Presidential Decision Directive 63. IIGmembers continued to build relations with Federalofficials responsible for PDD-63 implementationand shared lessons and successes of the NSTAC,offering NSTAC as a possible model for otherinfrastructures. The NSTAC will continue topartner with the Government and relevant privatesector organizations as PDD-63 implementationproceeds.

NSTAC’S NETWORK GROUPACTIVITIES

Issues related to network security R&D and theNS/EP implications of Internet technologiesdominated the NG’s work during FY 1999.

Research and Development. As a follow-on tothe Intrusion Detection Subgroup’s (IDSG) work,the NG sponsored an R&D Exchange to addressthe growing convergence of telecommunicationsand the Internet and how industry, Government,and academia should collaborate on networksecurity R&D. The R&D Exchange occurred inOctober 1998, in cooperation with the OSTP,Purdue University, and the Institute of Electricaland Electronics Engineers.

The findings and recommendations of theparticipants in the R&D Exchange weredocumented in “Research and DevelopmentExchange Proceedings: Enhancing NetworkSecurity Technology R&D Collaboration.” As partof its follow-up on the R&D Exchange, the NG

3-25

F I S C A L Y E A R 1 9 9 9

noted that these findings and recommendationsof the R&D Exchange were consistent with andvalidated those of the NG’s IDSG Report issuedin December 1997.

NS/EP Implications of InternetTechnologies. The NG initiated itsexamination of the NS/EP implications ofInternet technologies as a result of discussionson NSTAC’s Widespread Outage report held atthe December 1997, NSTAC XX meeting. DuringFY 1999, the NG completed its examination andprepared a report of its findings andrecommendations for the June 1999, NSTACXXII meeting. The report concluded that theNS/EP community’s direct dependence on thepublic Internet for mission-critical operations iscurrently modest. Although departments andagencies use the public Internet, concerns aboutthe Internet’s reliability and security have causedthem to limit their use to functions such asoutreach, information sharing, and e-mail. Formission-critical NS/EP functions, the NS/EPcommunity uses dedicated transmission controlprotocol/Internet protocol (TCP/IP) networks(also called intranets) because these networksgive user organizations greater control ofnetwork elements. However, the interconnectednature of the public Internet means that adisruption or degradation of public Internetoperations can nonetheless affect the availability,reliability, integrity, and user confidentiality ofthose dedicated TCP/IP networks.

The NG also concluded that NS/EPdependence on the public Internet is likely togrow steadily over the next several years, in part,because the public Internet offers a cost-effectiveand efficient means of communication, andindustry and Government are moving toward apaperless, digital society.

These conclusions led to tworecommendations to the President and furtherwork for NSTAC:

÷ The first recommendation is for thePresident to direct the establishment of apermanent program to address NS/EP issues

related to the Internet. The goals of such aprogram would be to increase understanding ofevolving Internet dependencies and awarenessof NS/EP requirements, and to investigate,develop, and employ NS/EP-specific priorityservices.

÷ The second recommendation is for thePresident to direct the appropriate Governmentdepartments and agencies to make use ofexisting industry/Government partnershipmechanisms to increase awareness of NS/EPrequirements within key Internet organizationsand standards bodies.

NSTAC’S LEGISLATIVE ANDREGULATORY GROUP ACTIVITIES

The Legislative and Regulatory Group (LRG)considers legislative, regulatory, and judicialactions that could affect NS/EPtelecommunications. Following the September1998 NSTAC XXI Executive Session, the LRGwas tasked to identify and assess the legal andregulatory obstacles to sharing outage andintrusion information. To that end, the LRGdetermined that identification and discussion ofexisting and proposed NS/EP-related outage andintrusion information sharing channels couldprovide additional insights to assist the IES inassessing critical information sharing issues,particularly those associated with theimplementation of PDD-63. To better understandthe information sharing environment and theentities involved in the process, the LRGdeveloped a report to illustrate the entities withwhom telecommunications companies shareoutage and intrusion information, and to reviewthe potential legal barriers that could inhibit theinformation sharing process.

During FY 1999, the NSTAC also tasked theLRG to identify possible barriers to the adoptionof the wireless telecommunications priorityaccess rules by the FCC and to evaluateNSTAC’s level of continued support of theCellular Priority Access Service (CPAS). Although

3-26


actions to establish CPAS are still underadvisement by the FCC, the Commission hastaken no final action. The LRG reported that, dueto a number of factors, the OMNCS is addressinga new approach for providing wireless priorityaccess based on channel reservation rather thanon the technology originally proposed for CPAS.

NSTAC’S OPERATIONS SUPPORTGROUP ACTIVITIES

The OSG continued to evaluate the overallprogress and direction of NS/EPtelecommunications operational activities. In FY1999, the OSG activities were focused on theNCC and Y2K.

NCC Vision-Operations Subgroup. The NCCVision-Operations Subgroup continued to assessthe mission, organization, and capabilities of theNCC, in light of ongoing changes in technology,industry composition, threats, and NS/EPrequirements. Specifically in FY 1999, the NCCVision-Operations Subgroup reviewed the NCC’sproposed revisions to the electronic incidentintrusion reporting criteria/process flows, whichwere designed to guide NCC participants inreporting anomalous network behavior. Thesubgroup also assessed current participation inthe NCC to determine whether further additionswould enable the NCC to better fulfill itselectronic IAW function. Agreeing that broaderparticipation could better enable the NCC tomeet evolving NS/EP telecommunicationsrequirements, the subgroup developed a list ofcompanies and Government departments andagencies as possible candidates for participationin the NCC.

Y2K Subgroup. The Y2K Subgroup facilitatedmeetings between industry and Government,helping to ensure that all aspects of the Y2Ktechnology problem pertaining to NS/EPtelecommunications were being considered andthat appropriate contingency plans were beingdeveloped. Throughout FY 1999, the Y2K

Subgroup collaborated with the NCC in theirdevelopment of contingency plans to prepare for Y2K and improve intercarrier coordination for recovery from potential widespread outages.

The subgroup also initiated discussionswith industry and Government entitiesregarding the creation of an international earlywarning system for telecommunications outagesattributable to Y2K. Investigating the Y2Koutreach efforts of the Federal Government, theY2K Subgroup considered the importance ofdisseminating timely and accurate Y2Kinformation at State and local levels.Additionally, the subgroup discussed the need for increased industry and Governmentinteraction with the public to dispelmisconceptions regarding the threat Y2K poses to all infrastructures, includingtelecommunications. These efforts resulted inan NSTAC recommendation to the Presidentthat focused on the need to provide timely,meaningful, and accurate Y2K readiness andcontingency planning information to State andlocal governments and to the general public.

INFORMATION ASSURANCEACTIVITIES

The Customer Service Division’s IA activitiesincluded assessment of the electronic intrusionthreat to NS/EP telecommunications andmanagement and support of the Governmentand NSTAC NSIEs.

ELECTRONIC THREAT TO NS/EPTELECOMMUNICATIONS

In March 1999, the OMNCS produced a reportentitled The Electronic Intrusion Threat toNational Security and Emergency Preparedness(NS/EP) Telecommunications: An AwarenessDocument. This report examines the electronicintrusion threat to NS/EP telecommunicationssystems and interconnected information systems

3-27

F I S C A L Y E A R 1 9 9 9

and provides a baseline for vulnerabilityanalyses, risk assessments, and countermeasuredevelopment.

The report concluded that electronic intrusionwill remain an extremely serious threat to the PN,NS/EP telecommunications, and interconnectedinfrastructure systems for the foreseeable future.The report noted that the electronic intrusion threatto NS/EP telecommunications also affects othercritical infrastructures, since the United States isincreasingly reliant on complex, networkedinformation infrastructures for its national andeconomic security and the welfare of its citizens.Economic, political, and social dependence onthese systems extends from national-levelactivities to individual communities and theirresidents.

The report suggested that in order to meetthe potential threat, industry and Governmentmust work together to improve informationsecurity practices, intrusion detectioncapabilities, and network restoral andreconstitution.

NETWORK SECURITY INFORMATIONEXCHANGE ACTIVITIES

The joint meetings of the NSTAC andGovernment NSIEs allow industry andGovernment representatives to exchangeinformation in a trusted environment on threatsto and vulnerabilities of the public network. TheNSIEs also operate a limited-access World WideWeb server to enhance the capability ofmembers to exchange sensitive informationoutside their NSIE meetings.

During FY 1999, the NSIEs produced twodocuments: An After- Action Report on The Insider Threat to Information Systems:A Framework for Understanding and Managingthe Insider Threat in Today’s BusinessEnvironment and An Assessment of the Risk to the Security of the Public Network. During FY 1998, the NSIEs had sponsored a workshop on the insider threat to information systems and developed two white papers to provide

background material for the workshop. Theworkshop offered an overview of the emerginginsider threat and suggested measuresorganizations could take to reduce theirvulnerability to it. In FY 1999, the NSIEs developedan after-action report reflecting the insights thatemerged from the workshop discussion.

The NSIEs also completed their 1999 PN riskassessment. The NSIEs concluded that thefindings of their 1995 risk assessment are still validtoday: old vulnerabilities are still being exploited,even though fixes are often available;vulnerabilities in many of the PN’s diversetechnologies remain unaddressed; and the highlyinterconnected nature of technologies andnetworks adds greater vulnerability. In addition,the NSIEs identified three major factors that haveexacerbated the overall vulnerability of the PN overthe past 3 years: the Telecommunications Act of1996, changing business practices, and the Y2Ktechnology problem. Although the NSIEs couldnot state how the risk has changed over the past 3years, they determined that there is little evidencethat the overall risk has diminished since 1995, anda number of factors to suggest that it is growing.

NCS INFORMATION ASSETS

In performing its management functions, theOMNCS coordinated and maintained NCSissuances, published the NS/EP Telecom Newsand the FY 1998 National CommunicationsSystem report, and managed informationresources.

NCS ISSUANCE SYSTEM

The NCS Issuance System is the authorityregarding the internal organization, policy,procedures, practices, and management of theNCS. In FY 1999, the COP endorsed revisedissuances of NCS Directive 3-1,Telecommunications Service Priority (TSP)System for National Security EmergencyPreparedness (NSEP); and NCS Manual 3-1-1,Telecommunications Service Priority (TSP)

3-28


System for National Security EmergencyPreparedness (NSEP) Service User Manual; andNCS Handbook 3-1-2, Service Vendor Handbookfor the Telecommunications Service Priority (TSP) System.

NS/EP TELECOM NEWS

NS/EP Telecom News, published quarterly by theOMNCS, provides an NS/EP impact assessmentfor the NCS and NS/EP telecommunicationscommunity and helps the NCS memberorganizations keep abreast of legislative,regulatory, judicial, technological, and policydevelopments.

NCS HOME PAGE

The NCS home page (http://www.ncs.gov)provides Internet clients and browsers a chanceto learn about the NCS and NSTAC. The homepage contains NCS and NSTAC history,information about NCS and NSTAC programsand activities, and online versions of NCS andNSTAC publications.

Among the publications posted onto theNCS home page during FY 1999 were the FY1998 NCS Report, NCS 35th Anniversarydocuments, the NSTAC XXII Issue Review andthe NSTAC XXII Reports. The home page holdscurrent and back issues of the NS/EP TelecomNews and fact sheets on various NCS programs.

REQUIREMENTS

The OMNCS Requirements staff is responsiblefor identifying, evaluating, and validating NS/EPcommunications requirements for the NCS. TheRequirements staff works in conjunction with theOMNCS Requirements Forum, which consists ofrepresentatives from each of the OMNCSdivisions. The forum provides an ongoingprocess for identifying and discussing NCSrequirements and applying the maximumagency expertise and experience towardaddressing identified customer needs. In

addition, the forum serves to optimize OMNCScustomer interface and participation in therequirements process. The following paragraphsdescribe the accomplishments of theRequirements staff during FY 1999.

REQUIREMENTS SHORTFALLSASSESSMENTIn May 1999, the OMNCS, through theRequirements Forum, completed the NCSShortfalls Assessment Report. The reportassesses the ability of industry, OMNCS, andFederal departments and agencies to meetcustomer-identified NS/EP communicationsrequirements and other functional requirements.Specific requirements referenced in the reportwere identified by customers in various studies,after-action reports, and other documents datingback to 1993. Consequently, this first iteration ofthe NCS Shortfalls Assessment Report representsa “baseline” for ongoing requirementsassessment work.

Based on the assessment of requirementsand capabilities, the report identifies shortfallsthat may require OMNCS or other agency effortsto resolve. Shortfalls are grouped into fourcategories:

÷ Category I Shortfalls (New Capability)Customer requirements that are not fullysatisfied and for which there are no formalGovernment or industry programs

÷ Category II Shortfalls (Enhanced CurrentCapability) Customer requirements that arebeing addressed under current programs, butrequire additional OMNCS resources to fullysatisfy customer needs

÷ Category III Shortfalls (FundedRequirements) Customer requirements that arenot fully satisfied but are being addressed byongoing OMNCS activities; these requirementsare adequately funded at present, given thecurrent budgets of the respective OMNCSdivisions

3-29

F I S C A L Y E A R 1 9 9 9

÷ Category IV Shortfalls (Out-of-MissionScope) Customer requirements that are notsatisfied, but have been determined to be outsidethe scope of the OMNCS mission.

The shortfalls assessment identified noCategory I, 5 Category II, 10 Category III, and 3Category IV shortfalls. In addition to theCategory I through IV shortfalls, 19 NS/EPcustomer requirements, which have since beensatisfied by industry or Government programs,were identified during a review of referencematerials from the past 6 years.

REQUIREMENTS IDENTIFICATION EFFORT

In May 1999, the OMNCS initiated efforts toactively solicit NS/EP communicationsrequirements from the NS/EP community. Therewere three primary objectives for this effort:

÷ Obtain input directly from NCS customersconcerning their NS/EP telecommunicationsrequirements

÷ Identify new and emerging requirements

÷ Validate past work on customer requirements

÷ Provide customers the opportunity toexpress their NS/EP needs for consideration inNCS program and initiative development

÷ Ensure more efficient and effectiveexpenditure of limited NCS funds.

The emphasis of this effort was to identifyrequirements that would assist in developingprograms and initiatives that would directlybenefit NCS customers, while also supportingNCS strategic architecture and strategic plandevelopment. See Exhibit 3-7 for requirementsidentification benefits.

3-30


Exhibit 3-7

Requirements Identification Benefits

Customer Benefits

NCS-sponsored programs and

initiatives—for example:

• GETS • SHARES

• TSP • NCC

Training and exercises

Industry standards development

National policy development

New technology development

Technical information bulletins

NCS StrategicArchitecture

NCS StrategicPlan

NCSPlanningProcessRequirements

Identification

ƒ

ƒ

ƒ

ƒ

STREAMLINING REQUIREMENTS TRACKING

While completing the NCS Shortfalls AssessmentReport and collecting customer requirements,the OMNCS also worked to improve andstreamline its ability to track NCS responsivenessto customer requirements. This effort resulted inthe development of the NCS RequirementsTracking system. The database is designed toassist with requirements and shortfalls tracking,resource management, and report generation. Itcontains all information currently in the NCSShortfalls Assessment Report and requirementsidentified since the report was completed. Thedatabase will be used to develop future shortfallsreports and will generate adhoc reports for NCSplanning processes.

GAP ANALYSIS

The Requirements staff continued the effortsbegun during the previous year to identifypotential gaps between the Government’srequirement for assured connectivity and whatindustry can provide. To test the processdeveloped during the first pilot project with theNuclear Regulatory Commission, the OMNCSinitiated pilot projects with the Department ofthe Treasury (TREAS) and with the NCC.

Concurrently with the pilot efforts, and tofacilitate timely, efficient, and consistent analysisof all OMNCS member agencies, the OMNCSinitiated an effort to automate the gap analysisprocess. This effort involved incorporation of thefollowing functions into an automated tool:

÷ Identification of the agency’s NS/EPmissions and functions

÷ Identification of minimum essentialcommunications needed to sustain NS/EPactivities

÷ Analysis of the agency’s communicationsinfrastructure supporting NS/EP activities

÷ Identification of any existing gaps betweenNS/EP communications requirements and thelevel of service available from industry.

The NCC study was still underway at theend of FY 1999. The TREAS study waspostponed until development of the automatedtool. Final development of the automated tool isexpected during second quarter FY 2000.

3-31

F I S C A L Y E A R 1 9 9 9

IVNS/EP TELECOMMUNICATIONS

SUPPORT AND ACTIV IT IESOF NCS MEMBERORGANIZATIONS

NS/EP TELECOMMUNICATIONSSUPPORT AND ACTIV IT IES

OF NCS MEMBERORGANIZATIONS

NS/EP TELECOMMUNICATIONSMISSIONThe Department’s mission is to support thePresident in formulating and executing U.S.foreign policy. This mission determines itstelecommunications support requirements.Essential DOS telecommunications functionsinclude:

■ Implement and manage a reliable,secure, responsive, survivable, cost-effective, global telecommunicationsnetwork.

■ Provide communications support(including data, voice, imagery, facsimile,and video) for all U.S. Governmentagencies at U.S. overseas diplomaticfacilities.

■ Maintain a rapid response capability viaalternative means to ensure the

continuous availability of effectivecommunications links under allconditions.

TELECOMMUNICATIONSSTAFF ORGANIZATIONDOS manages its telecommunicationsthrough the Bureau of Information ResourcesManagement (IRM) and the DiplomaticTelecommunications Service Program Office.

DEPARTMENT OF STATE (DOS)

4-2

DOS SIGNIFICANT ACCOMPLISHMENTS

Modernization The Department upgraded its mainframe systems in support of mission-critical systems modernization and Efforts Year 2000 (Y2K) activities. The Department also modernized five of the mission-critical mainframe applications and awaits

Y2K certification. A Y2K-compliant platform is replacing the mainframe operating system software platform. Currently, 9 of12 mainframe partitions are Y2K compliant and await Y2K certification. All mainframe related systems are on track to meetthe Y2K compliance testing criteria. Having remedied all 59, or 100 percent, of its mission-critical systems, the Departmentalso constructed new Y2K-compliant central infrastructures for both its unclassified and classified e-mail systems. TheDepartment moved from an “F” to an “A” on the Y2K agency report cards issued by the House Subcommittee onGovernment, Management, Information and Technology. The three-tiered architecture principle serves as the basis of thedesign for both networks and uses the X.400 transmission protocol. Through the A Logical Modernization Approachprogram, the Department has completed the installation of Y2K-compliant infrastructure at 229 posts (98 percent) andestablished enterprise network management capability to maintain the global network infrastructure.

Primary Telegram The Department replaced its primary Major Relay Station processor and Main State Messaging Center telegram processor Processing System with Concurrent 3280 systems.

Wireless (Radio) The Department started an overseas wireless modernization program that will deploy state-of-the-art emergency andevacuation radio networks to 260 overseas posts as part of the Federal Government’s efforts to enhance security at posts abroad.

Communications The Department’s Anti-Virus Program scanning for malicious code viruses “on the fly” was expanded to include File Security Transfer Protocol and Hypertext Transfer Protocol and the SIPRNet e-mail firewall gateways. Given the success of the

InterScan VirusWall product, the real-time scanning of inbound and outbound Internet e-mail traffic program is beingsupplemented by installing Trend Micro ScanMail for Windows NT Exchange Server. This latter initiative will allow on thefly scanning of e-mail traffic and individual exchange mailboxes internal to the Department. Anti-Virus Web pagescontaining support material for the ScanMail product have been posted to the classified “ClassNet” and unclassified“OpenNet”Web locations. The IRM Y2K Committee approved the installation and distribution of the ScanMail software inCD-ROM format for general use statewide in August 1999. In addition, a new automated download utility for Norton Anti-Virus Software, Pre-Set Scanning Options, and Definition Update Files called Norton Systems Center (NSC) was receivedfrom the Symantec Corporation. Setup and installation support for NSC will be shipped to all bureaus and overseas posts inAugust. This product is not a replacement for the Norton Software Distribution Utility (NSDU) currently in use, but anupdated version with enhanced diagnostic features not available in NSDU v2.0. The Department is continuing to developits electronic Key Management System to strengthen its security posture for the protection of data transmissions. TheDepartment’s Certificate Authority Workstation is available for the production of Fortezza X.509 certificates at thesensitive-but-unclassified level. The Department established the Office of the Corporate Information Systems SecurityOfficer responsible for ensuring the security regulation compliance of the corporate infrastructure and systems thatconnect to it.

Voice Program The Department provided secure voice access to the domestic and foreign affairs community and assistedinterdepartmental agencies in meeting their secure voice requirements.

Counter-Narcotics The Department provided imagery, automated data processing, voice, and high-speed data services to the Department Program of Defense Counter-Narcotics Command Management System.

Support for the The Department provided and supported protective radio packages for domestic and overseas protection of the Secretary Secretary of State and designated diplomats.


NS/EPTELECOMMUNICATIONSMISSIONThe essential functions of the TREASrequiring NS/EP telecommunications aresummarized as follows:

■ Protecting the President,Vice President,their families, and other dignitaries

■ Managing the economic activities of theUnited States, including all monetary,credit, and financial systems

■ Administering the laws pertaining tocustoms, taxes, alcohol, tobacco, andfirearms

■ Serving as the principal economicadvisor to the President

■ Accomplishing international economicand monetary control as it pertains tothe well-being of the Nation

■ Manufacturing currency, coins, andstamps, and establishing methods ofexchange

TELECOMMUNICATIONSSTAFF ORGANIZATIONTREAS manages telecommunicationsthrough the Office of the Deputy AssistantSecretary for Information Systems and ChiefInformation Officer (CIO), under the AssistantSecretary of the Treasury for Management.Under this office, the Director, CorporateSystems Management (CSM), oversees NCSliaison and NS/EP support activities. The

Director, CSM, also provides managementguidance and financial oversight to improvethe Department’s use of telecommunicationssystems. CSM ensures, through the exerciseof program management authority, thatTREAS bureaus have access to a cost-effective, technologically soundtelecommunications infrastructure thatenables them to carry out their missions.

The TREAS CIO also serves as theGovernment Information Technology Service(GITS) Board vice chairperson. In thiscapacity, the TREAS CIO is responsible fordeveloping information technologyapplications to improve Federal Governmentperformance within the NationalPerformance Review framework. The GITSBoard affords significant opportunities toexamine and enhance NS/EP, with emphasison law enforcement and security initiativesand programs.

DEPARTMENT OF THE TREASURY (TREAS)

4-3

ONGOING NS/EP TELECOMMUNICATIONS ACTIVITIES

Gap analysis TREAS is participating in the analysis of Government officials’ expectations for telecommunications service compared with the capabilities offered by the public service communication providers. The outcome of that analysis is a definition of the gaps between what is expected and what can be provided.

Federal Law TREAS has continued its activities as co-chair of the FLEWUG. This group is working to ensure that a cost-Enforcement User effective, interoperable, nationwide tactical wireless network will be developed for use by Federal, State, and localGroup (FLEWUG) law enforcement and public safety groups.

Computer A formal computer emergency response capability working group was formed with representation from all the Emergency bureaus and departmental operations. The group’s mission is to determine the best way to develop this emergencyResponse response capability for a variety of areas. Priority was placed on defining incident reporting standards and Capability procedures. TREAS completed the year without being subjected to any publicly embarrassing compromises of its

electronic data systems. The Department hopes to continue this trend while enhancing the intrusion prevention,detection, and remediation capabilities it now has in place.

Support for the TREAS provided technical, budgetary, and leadership support for the development and use of an interoperable Federal government-wide PKI to permit electronic transactions over the Internet in a trusted environment.Public KeyInfrastructure (PKI) Development

Counterfeit The Secret Service deployed a Web-enabled Counterfeit Checks Catalog that enables banks to register certain Checks Catalog fraudulent activities (counterfeit corporate checks). This database allows near real-time access to information that

previously took more than 90 days to be provided. This program, initially piloted in the Washington, DC–Baltimore area, has essentially controlled the local problem and has now been expanded nationwide.

F I S C A L Y E A R 1 9 9 9

NS/EP TELECOMMUNICATIONSMISSIONUnder the provisions of E.O. 12472, DOD isassigned the following NS/EPtelecommunications responsibilities:

■ Provide, operate, and maintain thetelecommunications services andfacilities to support the NationalCommand Authorities and execute theresponsibilities assigned by E.O. 12333,

United States Intelligence Activities,December 4, 1981

■ Ensure that the Director, NationalSecurity Agency (NSA), provides thetechnical support necessary to developand maintain adequate plans for thesecurity and protection of NS/EPtelecommunications

■ Execute the functions listed in Section3(I) of E.O. 12472.

TELECOMMUNICATIONSSTAFF ORGANIZATIONDOD includes the Office of the Secretary of

Defense, the military departments and theservices within them, the unified commands,and other agencies established to meet specificU.S. military requirements. The DefenseInformation Systems Agency (DISA) is aseparate DOD Agency under the direction,authority, and control of the Assistant Secretaryof Defense (ASD) for Command, Control,Communications and Intelligence (C3I).

The principal staff positions concernedwith NS/EP telecommunications in the OSD are the Under Secretary of Defense for Policy and the ASD for C3I. Command,Control, and Communication systems are the concern of a directorate of the Joint Staff.

DEPARTMENT OF DEFENSE (DOD)

4-4

DOD SIGNIFICANT ACCOMPLISHMENTS


In December 1998, the Secretary of Defense created the Joint Task Force-Computer Network Defense (JTF-CND) afterexercises and real-world events demonstrated the need for DOD to have a single coordinating organization to directthe defense of vital national computer networks. On Oct. 1, 1999, the U.S. Space Command assumed responsibility forthe JTF-CND and brings the resources, advocacy, and warfighting authorities of a commander-in-chief (CINC) to themission.

The JTF is the department’s focal point for defending DOD computer networks and systems in order to maintain itsability to plan, coordinate, and execute military operations. The JTF concentrates on computer network defense froman operational standpoint and exists to help ensure that warfighters can trust and rely on their computer networksand systems.

The JTF becomes the DOD lead when computer network incidents cross CINC, Service, or Agency boundaries orcould have a widespread effect on the Defense Information Infrastructure (DII). The JTF maintains a watch 24 hours aday, 7 days a week and has an assigned component force from each of the military services and DISA.

DOD has made tremendous progress toward fixing Y2K computer problems. DOD believes that they have identifiedand addressed the vast majority of systems requiring repair or replacement, especially those considered critical to thesupport of military operations. DOD fully expects to be capable of executing our part of the National Military Strategyon January 1, 2000, unimpeded by date-related failure of DOD systems.

In fiscal year 1999, DISA, in coordination with the services and agencies, installed and commissioned unclassifiedand/or secret DMS equipment suites at about 85 major post/camp/stations, bringing the overall total to 230. Thisrepresents about 90 percent of the total number of sites required to make DMS the system of record for organizationalmessaging throughout the Department.

DISA also fielded two major DMS releases, DMS 2.0 and 2.1. Both releases are Y2K compliant and passed anOperational Assessment (2.0) or an operational test (2.1). Testing included interoperability with the legacy AUTODINsystem. Development of the next two releases also commenced.

Joint TaskForce-ComputerNetworkDefense

Year 2000 (Y2K)Issue

DefenseInformationNetwork (DISN)

NS/EP TELECOMMUNICATIONSMISSIONThe Department’s mission is to providetelecommunications facilities and services insupport of DOJ NS/EP essential functions.The Department centralizes its NS/EPresponsibilities in the Justice ManagementDivision for all Department entities exceptthe Federal Bureau of Investigation (FBI).The bureau maintains separate securenetwork facilities.

TELECOMMUNICATIONSSTAFF ORGANIZATIONThe Director,Telecommunications ServicesStaff (TSS) under the Deputy AssistantAttorney General for Information ResourcesManagement, operates and manages DOJ’smessage processing systems and theTelecommunications Service Center. TSSalso provides networking and technicalassistance to DOJ’s offices, boards, anddivisions. Secure message transmission isoffered through separate facilities (AUTODINand Justice Automated Message System).

The Information Security Policy Group(ISPG), Security and Emergency Planning Staffis responsible for security oversight of allnational security communications systemswithin the Department. The ISPG is thecentral office of record for all national securityinformation key material for the Department.The Drug Enforcement Administration (DEA),FBI, and Immigration and NaturalizationServices (INS) continue to administer theirown communications security programs.

CURRENT/ONGOING NS/EPTELECOMMUNICATIONSACTIVITIES DOJ continues to participate in the NationalCommunications System (NCS) activitiesincluding the Committee of Principals andthe Council of Representatives and otherNS/EP telecommunications programs.

DOJ continues its vigorous support of NCSactivities associated with the NationalInformation Infrastructure,Government NS/EPtelecommunications programs,NS/EP planningand contingency programs,and emergingNS/EP telecommunications programs.

DOJ actively participates in theGovernment EmergencyTelecommunications System (GETS)Program, the Federal Telecommunications

Standards Committee Standards Program,the Telecommunications Service PrioritySystem Program, the Shared Resources HighFrequency Radio Program, and theCommunications Resource InformationSharing Initiative.

PENDING ISSUESDOJ continues to monitor GETS for itsimpact on the Department.

DOJ COMMUNICATIONSYSTEMSASSETS/SERVICES:■ Automatic Data Processing

Teleprocessing System

■ DEA Nationwide Very High FrequencyRadio System

■ DEA Secure Voice System

■ Global Criminal Justice InformationSystem (Global)

■ INS Tactical Radio System

■ INS Integrated NetworkCommunications

■ Joint Automated Booking Station (JABS)

■ Justice Consolidated Network (JCN).

DEPARTMENT OF JUSTICE (DOJ)

DOJ SIGNIFICANT ACCOMPLISHMENTS

F I S C A L Y E A R 1 9 9 9

The Attorney General has established a JABS Program Management Office (PMO), responsibility for which has been assignedto the TSS. JABS is a DOJ initiative to develop a nationwide automated booking system. One of the primary goals of JABS isto streamline the identification and processing of Federal offenders throughout the criminal justice system. JABS will providethe means to electronically collect, store, and transmit photographic, fingerprint, and biographical data on offenders when theyare booked. JABS is intended to minimize the processing time for booking an offender, eliminate redundant data collection,provide accurate information in a timely manner, and facilitate information sharing among Federal law enforcementcomponents. Participants in the JABS project include the Bureau of Prisons, the DEA, the FBI, the INS, the United StatesMarshals Service (USMS), the Executive Office of United States Attorneys, and the Justice Management Division.

Global has also been assigned to TSS. Global will fulfill a critical information sharing need of the entire criminal justicecommunity. The Global concept was established by Vice President Gore in “Access America: Reengineering ThroughInformation Technology.” The Attorney General, who describes Global as DOJ’s foremost information sharing initiative, hastaken the leadership role in response to Initiative A07, Global. Under her leadership, DOJ is coordinating the achievement ofa cost-effective global network capability in cooperation with local,State, and Federal criminal justice entities. Four actionswere outlined in Initiative A07: (1) define the criminal justice community’s information requirements; (2) test corerequirements; (3) establish a joint Government-private sector Criminal Justice Information Network Advisory Group; and (4)prepare Global Criminal Justice Information Network plans. Global is defined as “the capability to communicate, exchangeand retrieve timely, accurate, and complete information in an automated fashion with authorized elements of the justicecommunity.” This initiative recognizes that an information-sharing capability across the entire criminal justice community isessential for effective crime fighting. Fighting crime successfully requires the criminal justice community to sharecomprehensive case management, incident, investigative, and other data across local, regional, State, and nationalboundaries in real time.

TSS’s JCN, with Sprint as the service provider, continues to provide expanded operational telecommunications services bymanaging, engineering, and operating the DOJ nationwide data telecommunications systems serving all DOJ offices.

JABS

Global

4-5

NS/EP TELECOMMUNICATIONSMISSIONThe Department’s mission is to efficientlymanage the Nation’s natural resources. DOIand the United States Department ofAgriculture (USDA) co-manage the NationalInteragency Fire Center in Boise, Idaho. Thecenter is the Nation’s primary emergencysupport facility for forest fire suppression.From multiple radio caches strategicallylocated throughout the United States,emergency mobile radio systems areavailable for fire fighting and other nationalemergencies. Forest fire suppressionoperations are conducted in closecooperation with State and local governmentemergency support activities.

TELECOMMUNICATIONSSTAFF ORGANIZATIONThe Telecommunications Systems Division,Office of Information ResourcesManagement, is responsible for DOItelecommunications program management.Bureau telecommunications managers andtheir staff are responsible for voice and datanetwork operations.

CURRENT/ONGOING NS/EPTELECOMMUNICATIONSACTIVITIESDOI implemented a nationwidecommunications network (DOINET) tosupport department-wide administrativeapplications, bureau programs, and otheragency needs. The network’s architecture isbased on cell switching technology andconsists of redundant switches and T1circuitry for high reliability. Publicasynchronous transfer mode networkservices have been added in response toincreased bandwidth requirements resultingfrom Internet traffic being routed through thenetwork to East and West Coast Internetexchanges.

The Alaska RegionalTelecommunications Network, based onDOINET technologies, provides services toseveral Federal agencies in Alaska and usesDOINET to connect to the continentalUnited States. These networks provideeconomical Internet and shared informationprocessing system access. Shared use ofthese networks has lowered costs, improvedperformance, and increased the availability ofdata and video services. In addition, DOIand USDA are working together to improveoperations by sharing telecommunicationsservices, particularly where facilities arecollocated.

DOI selected MCI WorldCom as itsFederal Telecommunications System (FTS

2001) telecommunications supplier toreplace AT&T/FTS 2000 services. Transitionactivities were initiated and switched voiceservices were moved to MCI WorldCom on apriority basis. The transition and redesign ofthe Department’s data network services willcommence in fiscal year 2000 with DOINETchanging from a private networkarchitecture to a virtual network on the MCIWorldCom public network.

DOI has a multivendor, multiyearcontract to supply narrowband digital landmobile radios (LMR) and systems inresponse to the NationalTelecommunications and InformationAdministration mandated 10-year transitionto narrowband LMR operations. Thiscontract, available to all Federal agencies,makes lower cost, standardized,interoperable digital radios availablethroughout DOI and USDA. DOI isimplementing a multiyear capital investmentplan to ensure that all wideband very highfrequency radio systems are replaced bynarrowband systems before 2005.

Key officials, emergency coordinators,Year 2000 (Y2K) managers, andtelecommunications specialists throughoutthe Department have GovernmentEmergency Telecommunications Service(GETS) Cards for long distance emergencytelephone communications. User policiesand instructions accompanied distribution ofGETS cards.

DEPARTMENT OF THE INTERIOR (DOI)

4-6

DOI SIGNIFICANT ACCOMPLISHMENTS

All DOI mission-critical systems have been certified as Y2K compliant and have undergone successful independent verification andvalidation testing. These systems include the DOINET and all bureau data subnetworks.

An Interior Site Information System was developed to provide a DOI Intranet-accessible inventory of telephone systems, data transmissionequipment, circuits, facilities, and radio systems.


NS/EPTELECOMMUNICATIONSMISSIONUSDA has several essential functionsrequiring NS/EP telecommunications. Thesefunctions include domestically distributingseed, livestock, poultry feed, fertilizer, andfarm equipment; managing the use of landand facilities under USDA jurisdiction;directing the rural fire control activities innational forests through coordination withlocal authorities; and, inspecting livestock,poultry, and other products to ensure thequality and safety of food.

CURRENT/ONGOING NS/EPTELECOMMUNICATIONSACTIVITIESUSDA continues to support the GovernmentEmergency Telecommunications Service(GETS) program by working to increase the

number of personal identification numbercards provided to key NS/EP personnelwithin the Department. USDA has beenexpanding the GETS program within theDepartment to include key Year 2000 staff.

USDA also:

■ Continues support for the Committee ofPrincipals/Council of Representativesand the President’s National SecurityTelecommunications AdvisoryCommittee

■ Participates on Shared Resources HighFrequency Radio Program,Communications Resource InformationSharing Initiative, FederalTelecommunications StandardsCommittee, and Federal Wireless Users’Forum

■ Supports the Department of StateDiplomatic Telecommunications Service

■ Participates in and represents the USDAon Cellular Priority Access Service,Federal Law Enforcement WirelessUsers Group, and other working groupsas necessary

■ Maintains Secure Telephone Unit-IIIsthroughout the Department supportingNS/EP functions.

NS/EP PARTNERSHIPACTIVITIESThe Forest Service is currently conductingpilot tests of mixed analog/digitalnarrowband radio systems with theDepartment of Interior (DOI) Bureau of LandManagement and is implementing severalshared-agency systems. Animal and PlantHealth Inspection Service has also enteredinto several shared-system agreements withDOI bureaus.

UNITED STATES DEPARTMENT OF AGRICULTURE (USDA)

4-7

F I S C A L Y E A R 1 9 9 9

Reliable communications from firefighters to airtanker’s keep wildfires contained.

NS/EPTELECOMMUNICATIONSMISSIONThe DOC mission includes support fordomestic and international trade;commodities, invention, economic analysis ofcensus and industry, and technology relatedpatents and standards. The Departmentaltechnology role includes providing tools formonitoring and analyzing environmentalweather, oceanic, and geophysical data forreporting of critical early warnings ofemergencies to prevent loss of human livesand damage to property. These missions areongoing and enduring to support nationallevel NS/EP activities in all-hazardemergencies, including stress periods duringpeacetime, crisis and mobilization, as well aslate trans-attack and early post-attack(LTA/EPA).

DOC missions are critical to theeconomic strength of the nationalinfrastructure. They include 15 activitiessupporting NS/EP functions from ExecutiveOrders 12656 and 12472 that requireimplementing plans during peacetime andactivating plans during crisis/mobilizationand LTA/EPA. The Federal Response Planidentifies DOC as a major supporter of sixemergency support functions for nationalreconstitution and support to State and localidentified critical functions. DOC has amajor role in national level criticalinfrastructure protection (CIP) programsupporting the communications andinformation segments, as well as a primaryrole in managing the center for CIPcoordination (circa Fiscal Year 1999) asspecified in Presidential Decision Directive63. More information on these programs isavailable at the DOC web page,www.doc.gov .

CURRENT NS/EPTELECOMMUNICATIONSACTIVITIES

■ The International Trade Administrationcontinues to upgrade datacommunication platforms supportingaccess to trade information at worldtrade centers and U.S. embassiesoverseas. This capability is linked to theDepartment of State DiplomaticTelecommunications Service networkupgrades to support internationalcommunications between DOC trade offices.

■ The National Oceanic and AtmosphericAdministration (NOAA) and theNational Weather Service (NWS)continue to implement the newtelecommunication network supportingweather data collection and distributionplatforms from field observation officesand processing centers.

■ The Office of Administration (ADM) ofthe DOC is upgrading Continuity ofOperations plans and support for criticalmissions and programs, and the DOCability to continue operations at remotelocations using contingencycommunications services.

■ DOC/ADM continues to coordinate theDepartmental use of DefenseInformation Systems Agencycommunications services fromAUTODIN to Defense Message System.This service is used to communicateNOAA/NWS emergency weatherinformation and alerts, such as tsunamiand hurricane, and to collect weatherobservation data.

■ DOC/ADM is implementing servicesdepartment-wide from the new Federal

Telecommunications System 2001networking contract for contingencycommunications and special featuressupporting NS/EP (i.e., GovernmentEmergency TelecommunicationsSystem [GETS],TelecommunicationsServices Priority [TSP]).

■ DOC/ADM is conducting informationtechnology (IT) assessments of itstelecommunications support andnetworking to determine compliancewith Government-wide Y2Krequirements.

■ NOAA/NWS continues to review andenhance its use of the shared resources(SHARES) program to supportemergency communications capabilitiesin the field for severe weatherobservations and reporting.

PENDING ISSUES To enhance NS/EP services, DOC uses allNCS support service programs, i.e., theNational Coordinating Center forTelecommunications,TSP, GETS, SHARES,Communications Resource InformationSharing initiative, and Emergency ResponseLink for contingency communications. DOCserves as the lead Government agencyimplementing alternative communicationstechnology with an interest in CellularPriority Access Service. DOC operating unitsare continuing to expand their use of theseservices as more regions and locationsacquire access. Funding and humanresource factors continue to be key driversfor agency participation. Early programinvolvement by the agency is essential to agency use of NS/EP resourcesGovernment-wide.

DEPARTMENT OF COMMERCE (DOC)

4-8

DOC SIGNIFICANT ACCOMPLISHMENTS

NOAA/NWS new weather monitoring and reporting capability was commissioned in 1999 to provide communications services for theadvanced weather information processing system.

DOC/ADM completed enhancements for administrative information systems to function with the Internet and Departmental intranetaccess using web browser technology to create accesses to publicly available information.


4-9

DOC SIGNIFICANT ACCOMPLISHMENTS (continued)

NOAA/OA expanded its use of frame relay network services to their domestic network and the network control centers to allow responsivesupport and alarm monitoring; the new Internet Protocol (IP) communications capability allows more robust communications with the fiveoperating units for the transfer of information between major data centers.

NOAA/NWS installed additional Doppler radar systems as an effective weather information gathering platform and within the wind profilerprogram.

NOAA/NWS installed additional IP service products to enhance the communications of weather information between computing centersand regional customers using the Internet web.

NOAA/National Environmental Satellite Data and Information Service (NESDIS) enhanced its search and rescue satellite data network tocollect and report emergency warning messages; this capability collects Global Positioning System data to further pin-point the source ofemergency alarm signals, from distressed ships, planes, or terrestrial vehicles.

NOAA/NESDIS fully commissioned into operation the three-axis positioning geostationary operational environmental weather satellites(GOES) for gathering imagery information used in weather warnings and forecasts; the new capability collects earth images from twoplatforms - one in the eastern U.S.-Atlantic area and the second in the western U.S.-Pacific area (GOES East and GOES West, respectively).

NOAA/NESDIS initiated management and operational support of the Department of Defense Meteorological Satellite program under anagreement which will use the resources at DOC to centralize the operational support of the all weather satellites.

The Economics and Statistics Administration/Census Bureau upgraded its domestic network to meet year Census 2000 communicationsrequirements between data collection and processing platforms; this capability supports the decennial census as well as the economic,labor and industrial census components of the economic infrastructure.

F I S C A L Y E A R 1 9 9 9

DHHS CURRENT/ONGOINGACTIVITIESDuring numerous FY 1999 deployments,DHHS was grateful to the NationalCommunications System (NCS) for the ability

to utilize shared resources (SHARES) stationsin the affected areas to aid in coordinatingtelecommunications resources. DHHS is alsothankful for the Communications ResourcesInformation Sharing (CRIS) initiative thatNCS has continued to support.

DHHS continues to utilize and expandits ultra high frequency modulation radioassets. Other agencies have graciously madefrequencies available for National DisasterMedical System (NDMS) use.

4-10

DHHS SIGNIFICANT ACCOMPLISHMENTS

DHHS increased the number of portable repeaters to better support disasters affecting a wide area or multiple simultaneous disasters.Repeater access tones are programmed so they can support Federal Emergency Management Agency Urban Search and Rescue Teams,which share a repeater frequency pair with NDMS.

NDMS is indebted to amateur radio operators for their assistance in disaster communications. Many of the Disaster Medical AssistanceTeam communications officers and communications specialists acquired the essential skills of disaster communications from their amateurradio experience. During hurricane deployments, the “Hurricane Watch Net” provides invaluable information about hurricane conditions anddamage.


DEPARTMENT OF HEALTH AND HUMAN SERVICES (DHHS)

NS/EPTELECOMMUNICATIONSMISSIONDOT comprises 10 OperatingAdministrations (OA) in partnership withtransportation owners and operators thatcollectively make up the nationaltransportation system with an economicimpact of 11 percent of the gross domesticproduct. The OAs are guided by aDepartmental Strategic Plan judged byCongress to be the best in the Government.The National Security goal is one of the fivestrategic goals outlined in the plan. DOT’sNS/EP Telecommunications activities arealigned with this goal. Additionally, OAshave been drawn together by the OneDOTphilosophy, which leverages the efforts of allOAs to better accomplish our mission. TheDepartment demonstrates its commitment toenhanced NS/EP telecommunicationsthrough participation in the NationalCommunications System (NCS) Committeeof Principals and the Council ofRepresentatives and through activeparticipation in the President’s NationalSecurity Telecommunications AdvisoryCommittee and NCS initiatives related toInformation Assurance, Critical InfrastructureProtection, and the Communications

Functional Group for the NationalEmergency Management Team. DOT is amember of the National Coordinating Centerfor Telecommunications (NCC), Indications,Assessment and Warning pilot program. TheDeputy Secretary has established a Year 2000(Y2K) Outreach Assessment Team thatpartners with industry, the public, and theinternational community to ensure readinessof transportation systems and appropriatecontingency and continuity plans.

ONGOING NS/EP ACTIVITIESA prime example of the OneDOT concept isthe Caribbean Emergency CommunicationsNetwork. This is a network of seven highfrequency (HF) radio stations and satelliteterminals located in Puerto Rico; the VirginIslands; Atlanta, GA: and Washington, DCwith a mission of providing emergencycommunications support to the SoutheastUnited States, primarily for disaster responseand recovery. The Federal AviationAdministration (FAA) is the lead agency forthis initiative and is in partnership with theU.S. Coast Guard (USCG), the FederalHighway Administration (FHWA), and theOffice of Emergency Transportation (OET) ofthe Research and Special ProgramsAdministration (RSPA). Monthly tests of thissystem ensure its continual readiness.

Two FHWA damage assessment teamstraveled to Puerto Rico and the Virgin Islandsin response to Hurricane Georges. The

teams used three portable satellite terminalsto set up an emergency operations centerimmediately upon arrival. During the sameperiod, the USCG deployed twoTransportable Communications Centers(TCC) to Puerto Rico to assist in search andrescue communications and restoration ofthe island’s communications infrastructure.

USCG TCCs were also deployed to otherdiverse missions, such as oil spill contingencysupport, floods, counter drug operations inHaiti, and Y2K readiness exercises in Juneau,Alaska, and Washington, DC.

FAA, FHWA, and USCG stations activelyparticipated in several Shared Resources HFradio exercises. Additionally, these agenciesexercise connectivity with FederalEmergency Management Agency (FEMA)and the NCS National TelecommunicationsCoordinating Network. An HF radio exercisethat FHWA conducted with the northeastregion emergency representative includedseven Coast Guard cutters and 13 shoreunits, all using emergency power. The USCGhas conducted extensive contingency HFand satellite communications testing inpreparation for Y2K.

The Maritime Administration (MARAD)conducted exercises with the U.S. Navy’sPacific Fleet. Exercises BELL BUOY 98 andJFTEX 99-1 tested communicationsinteroperability among the Navy, MARAD,and more than 20 U.S.-flag merchant ships inthe Persian Gulf and the Pacific.

DEPARTMENT OF TRANSPORTATION (DOT)

4-11

DOT SIGNIFICANT ACCOMPLISHMENTS

The RSPA’s OET hosted a Y2K exercise for the President’s Year 2000 Council Information Coordination Center (ICC). In addition to all DOTagencies being represented in the DOT Crisis Management Center, the ICC staff also used the facility as their command center to testinformation-reporting procedures with key departments and agencies over the Julian day 99 of 1999 rollover.

FHWA has completed deployment of satellite telephones to 52 field offices. Although HF Radio remains a critical component of its centralU.S. communications, FHWA has designated satellite as the primary communications method and conducts monthly exercises. FHWA’ssouthern region will receive communications training during FY 1999 and the remaining 25 percent of offices will receive training in FY2000.

The USCG Auxiliary has joined with FHWA and the Office of Emergency Transportation to permit volunteer USCG Auxiliarists to serve asbackup operators of communications equipment in the DOT Crisis Management Center (CMC) during emergencies. This agreement alsoallows auxiliary radio stations to relay emergency messages nationwide to and from the CMC.

FAA has completed fielding of alternative satellite telephone systems for operational facilities. A communications van has been acquiredfor use by FAA’s communications Support Teams responding to aviation incidents or supporting agency command and controlrequirements.

FAA saved $1.3 million by converting its dedicated circuit AUTODIN connections to a dialup service that is on the migration path to theDefense Message System.

F I S C A L Y E A R 1 9 9 9

CURRENT/ONGOING NS/EPTELECOMMUNICATIONSACTIVITIESThe Headquarters EmergencyCommunications Network (ECN) currentlyhas 21 data and 18 video nodes, with plannedexpansion for up to 50 nodes, to DOEEmergency Operation Centers (EOC), FieldIntelligence Units, and other Governmentagencies throughout the United States. TheECN is backed up by the Emergency SatelliteCommunications System and INMARSAT.Under the Material Protection, Control andAccounting Agreement between theDepartment of Defense (DOD) and theMinistry of the Russian Federation for AtomicEnergy (Minatom), Headquarters will providean unclassified communications link betweenthe Minatom Situation and Crisis Center inMoscow, Russia, and DOE’s EOC in theForrestal Building,Washington, DC. The

Headquarters Office of EmergencyManagement partnered with the DefenseIntelligence Agency, the Air Force 497thIntelligence Group, and DOE’s Office ofIntelligence to implement the DODIntelligence Information System AUTODINBypass System project. The project plans forthe closure of the AUTODIN network and forDOE’s Communications Support Processor tointerface with the Joint WorldwideIntelligence Communications System insupport of the Intelligence CommunityDefense Management System.

DOE plans to partner with a nationwidecommercial vendor to develop a pagingsystem for the Nevada Test Site andsurrounding rural areas comprised of asingle, two-way pager with nationalcoverage capability.

Southwestern Power Administration’s(Southwestern) Optical Ground Wire (OPGW)replaces faulty wire causing transmissionline outages. The OPGW will interconnectSouthwestern substations and officesoperating the electric power system. Five

hundred twenty-six miles of OPGW wereinstalled throughout Arkansas and Missouri,allowing Southwestern to complete a digitalcommunication path from its control centerin Springfield, Missouri, to its maintenanceoffice in Jonesboro,Arkansas. Southwesternplans to install 141 miles of OPGW in fiscalyear (FY) 2000 and 98 miles in FY 2001 toreplace aging power line carrier and analogmicrowave communication equipment.

Western Area Power Administration isreplacing its existing conventional analogwideband very high frequency (VHF) mobileradio system with a new Motorola trunked-capable narrowband analog/digital VHFmobile radio system. The mobile radio systemcontrols the operation and maintenanceactivity of the power transmission system.The existing 15-State system consisting offive distinct radio systems will be replacedwith one homogeneous system.

Oak Ridge Operations Office isimplementing Public Key Infrastructure toenable support of encrypted data networktraffic.

DEPARTMENT OF ENERGY (DOE)

4-12

DOE SIGNIFICANT ACCOMPLISHMENTS

In May, DOE’s scientists, engineers, and program/project managers displayed two weapons incorporating counter-terrorist technologies focused on limitingterrorist acquisition of weapons of mass destruction. These weapons were on display at the Russell State Building for both Congress and the general public toview. The centerpiece of the Exposition was the ECN interactive video wall depicting departmental sites and employees in action.

During FY 1999, Headquarters implemented redundant, alternate OC-3, 155 mbps data network pathways to optimize transmission reliability, availability, andbandwidth-intensive applications between its Germantown and Forrestal facilities. DOE also implemented wired and wireless remote access services toenhance security and provide a common mechanism for data communication and access by remote customers. Finally, Headquarters upgraded its NorthernTelecom SL-100 telephone system switch operating systems from BCS-36 to MSDL-07 versions for Year 2000 (Y2K) compliance.

Idaho National Engineering and Environmental Laboratory (INEEL) installed protected power systems to its primary paging system’s transmission facilities.The paging system is the primary means of recalling EOC staff in an emergency. INEEL completed several projects within its data telecommunicationsnetwork providing users with operational improvements and upgraded security. It completed the upgrade of its Nortel SL-1 NT Private Branch Exchanges(PBX) processors to Meridian Option 61-C. This upgrade increased the call processing capabilities for INEEL’s telephone community serviced by 13distributed PBXs, all of which are Y2K compliant. INEEL also completed an upgrade to the telecommunications network monitoring and centralizedmanagement system.

The Nevada Operations Office (NV) upgraded its Northern Telecom SL-100 telephone switch operating system from BCS-36 to MSL-08 and completed theconversion to OCTEL 350 voice messaging system. In conjunction with Federal, State, county, and city governments, NV successfully demonstratedemergency communications capability throughout the complex, during the “Sunrise 99” exercise.

The Hanford Site Fire Department’s central dispatch center communications console was replaced to perform standard functions in the local community.Hanford also integrated the existing telephone and radio systems into one consolidated communications system. The Hanford Fire Department acquired aremote command center vehicle capable of setting up an on-scene command center for site emergencies. Finally, the Hanford radio paging system wasupgraded using additional repeater stations to increase in-building radio pager coverage for that site.

The Oak Ridge Operations Office cut over a new telecommunications system composed of a main node with four remote switching modules. Each node isconnected by a SONET-based, self-healing fiber ring and can function independently of the others with minor functionality loss. Each node also has criticalbypass trunks for diverse routing and secondary dial tone.

Savannah River Operations Office (SR) completed the installation and connection of a classified audio, video and data communications system to the DOEEmergency Network in the Savannah River Site Operations Center. SR has transitioned its security and emergency response organizations to a new radiotrunking system. In addition to meeting National Telecommunications and Information Administration mandates for spectrum efficiency, the new systemprovides better communications coverage, reliability, and security.


CURRENT/ONGOING NS/EPTELECOMMUNICATIONSACTIVITIES

VA WIDE AREA NETWORKINGVA embarked on a two-phase transition ofthe wide area network. Phase one, themigration of the physical (IDCU) network tothe Federal Telecommunications System2001 (FTS 2001) contract, was completed onJune 1. Phase two of the transition involvesthe cutover to the Sprint PSN2 network.During the implementation of phase two, theVeteran’s Health Administration (VHA) willimplement a new wide area networkparadigm. The Veteran’s Integrated ServiceNetwork (VISN) is establishing multiple VISNnetworks that are subsequently connected tothe national VHA ATM backbone. Oneexpected outcome of this concept is that inthe event of loss of connectivity to thenational backbone, the VISN could remainoperational and provide connectivitybetween facilities between multiple VISNs.VA cutover to the PSN2 network is expectedto begin in October when the VHA ATMbackbone is in place.

FTS 2001 TRANSITIONThe current FTS 2000 contract expiredDecember 7, 1998. However, it wasextended for 1 full year with two additional6-month options. The General ServicesAdministration (GSA) awarded Sprint thefirst of two possible awards under the FTS2001 contract with the second round,consisting of competitive pricing, awarded toMCI WorldCom. The two vendors will split atotal minimum revenue guarantee of $1.5billion. VA has selected Sprint to meet VA’sessential telecommunications requirements.The FTS 2001 contract is expected to usherin a new era for Federal telecommunicationsprocurement. Services will be morecompetitive, with better prices, greaterflexibility, and provide more choices, as wellas offer easier ways to acquire newtechnologies. Also, to assist in this “newera,” VHA has a newly appointed VHADelegated Agency Representative where theCommunications Services Office (CSO) isstaffing this function to ensure the promptestcustomer service possible.

YEAR 2000 (Y2K) COMPLIANCEACTIVITIESCSO (194D) started its work on Y2K issuesrelated to VA medical centers’ telephone

systems in early March 1997. At that time,the VA service partnered with the GSA andMitretek Corporation. Mitretek wascontracted by GSA to help resolve all Y2Kissues related to telecommunicationsequipment utilized by Federal agencies.CSO has completed Y2K compliance testingof all related major telephone systemmanufacturers and has distributed testresults to the respective VA medical centers.Two hundred and forty sites reported Y2Kstatus of their telephone systems, 21 sitesreported noncompliance. CSO is activelyworking with the latter sites to ensure thatthese facilities will have telephone service inthe year 2000 and beyond. These actionsconsist of supplying these facilities withinformation from the manufacturers about“patches” or other “work-around”alternatives, such as manual reset ofequipment, that will be required to ensureminimal disruption, if any, to the medicalcenter telephone systems.

As an additional contingency to otherY2K compliance endeavors,VA has identified“critical” locations to ensure not only thaton-site telecommunications equipment isY2K compliant, but that the local exchangecarriers (LEC) providing network interfacesto these facilities are also compliant. Incases where the LEC is determined to benoncompliant, special arrangements weremade to ensure network access.

GOVERNMENT EMERGENCYTELECOMMUNICATIONS SERVICE(GETS)In anticipation of a crisis resulting fromunforeseen Y2K issues, hundreds of “keypersonnel” within VA have been issuedGETS cards. These cards, issued andmanaged by NCS, are to be used whennormal or other telecommunications meansprove ineffective in completing emergencycalls.

VA NATIONWIDETELECONFERENCING SYSTEM(VANTS)VANTS provides all VA facilities withaccessibility to 576 audio ports for voiceteleconferencing. This service provides ameans for VA employees, emergencypersonnel, state officials, and equipmentvendors to communicate without losing timeand incurring costs related to travel.Participants are provided a toll-free numberfor easy access from any telephone.

VANTS also provides a video bridge forvideoconferencing over Integrated ServicesDigital Network (ISDN) and has ports on FTSNetworks A and B, as well as commercial Bell

Atlantic. This technology allows the staff toconduct videoconferences, such as businessmeetings, distance learning sessions, andinterviews, including non-VA facilities, suchas educational institutions, militaryinstallations, and vendors, without leavingthe workplace.

VANTS audio and videoteleconferencing services are available 7days a week, 24 hours a day.

VA AMATEUR RADIO SERVICE VA medical centers are authorized toestablish and use on-campus amateur radiostations for therapeutic purposes in veteranshealth care programs. These amateur radiofacilities fill a secondary role, that is,providing hospitals and local communitieswith reliable communications underemergency conditions. The VA RadioFrequency Management Office supports thisactivity with weekly releases of local andnational Amateur News. VA amateur radiooperators participate in local, regional, andnational emergency exercises to enhanceand maintain their operational capabilities.

OFFSHORE SATELLITE SERVICEThe Office of Telecommunicationscoordinates offshore Satellite TelephoneService via the International MaritimeSatellite Organization (INMARSAT) toprovide emergency voice and datatelecommunications service to VA facilitiesoperating in United States Territories andPossessions. Multiple portable terminalplatforms are provided to ensure survival ofcommunications facilities under the mostsevere natural phenomena. The INMARSATsystem has been proven successful inemergency and recovery operations resultingfrom several hurricane events in recentyears.

VA CALIFORNIA EMERGENCYCOMMUNICATIONS SYSTEMThe VA’s Southern California EmergencyCommunications System ultra highfrequency radio system is being integratedinto the Los Angeles Federal GovernmentWireless Trunking Network. Conversion fromthe existing analog, shared frequency radiosystem to the wide-area, digital trunkingsystem will provide service to a widelyexpanded area with a vastly increasedcapacity for voice, secure voice, and datacommunications. The Federal TrunkingSystem is linked to all Federal and civilemergency service and law enforcementproviders in the Los Angeles Basin.

DEPARTMENT OF VETERANS AFFAIRS (VA)

4-13

F I S C A L Y E A R 1 9 9 9

NS/EPTELECOMMUNICATIONSMISSIONThe NS/EP telecommunications mission ofthe CIA is to ensure the secure flow of all-source foreign intelligence information to thePresident and other selected national policymakers. To this end, CIA provides secure,rapid, and reliable round-the-clocktelecommunications and informationservices that are:

■ Modern, efficient, and interoperable tosupport intelligence collection anddistribution requirements

■ High volume and timely for open-sourcecollection

■ Quick reacting in support of crises andspecial operational requirementswherever needed.

TELECOMMUNICATIONSSTAFF ORGANIZATIONThe Office of Communications and AgencyTechnology Services, under the DeputyDirector of Administration, operates,manages, and maintains the CIA’smessaging, telecommunications, andinformation services capabilities.

The agency also providestelecommunications support to other U.S.Government departments and agencies, andthe military services as required to supportintelligence requirements.

CURRENT/ONGOINGTELECOMMUNICATIONSACTIVITIESThe following CIA activities support NS/EPobjectives:

■ Assignment of a full-time CIA detaileeto the Office of the Manager, NationalCommunications System

■ Active participation in the NationalCommunications System activities ofthe Committee of Principals/Council ofRepresentatives

■ Continued support of the GovernmentEmergency TelecommunicationServices (GETS), the FederalTelecommunications StandardsCommittee, the TelecommunicationsService Priority System, and the SharedResources High Frequency RadioProgram.

CENTRAL INTELLIGENCE AGENCY (CIA)

4-14

CIA SIGNIFICANT ACCOMPLISHMENTS

Continued to develop a cadre of personnel prepared to meet operation, technical, and system management requirements of moderntelecommunications and automated information systems.

Provided enhanced telecommunications services between the CIA and the U.S. military services.

Continued to expand CIA-wide participation in NS/EP GETS activities.

Continued support to Defense Message System objectives and architecture.


NS/EPTELECOMMUNICATIONSMISSIONFEMA’s mission is to reduce the incidence ofloss of life and property and protect U.S.institutions from all hazards by leading andsupporting the Nation in a comprehensive,risk-based emergency management programof mitigation, preparedness, response, andrecovery.

FEMA’S NS/EPTELECOMMUNICATIONSSTRATEGIC PLAN ANDGOALSThe Agency’s Five-Year Strategic Plan hasthree major goals:

■ Protect lives and prevent the loss ofproperty from all hazards

■ Reduce human suffering and enhancethe recovery of communities afterdisaster strikes

■ Ensure that FEMA serves the public in atimely and cost-effective manner.

PROGRAM ACTIVITIESIn fiscal year (FY) 1999, FEMA continued todevelop and coordinate its all-hazardsdisaster programs among Federaldepartments and agencies, State and localgovernments, and other public and privatesector organizations. This effort is sustainedby a comprehensive national mitigation,preparedness, response, and recovery, all-hazards emergency management capability.Additionally, FEMA functions under theauthorities established by the Stafford Act,National Security Decision Directive-97, andExecutive Orders 12472 and 12656.

FEMA continued to administer theFederal Response Plan and respond toPresidential declarations. FEMA’s MobileEmergency Response Support Detachmentswere deployed to more than 21 declareddisasters. Additionally, FEMA participated inapproximately 60 communications tests andprovided telecommunications support tospecial events, such as the North AtlanticTreaty Organization Summit.

As of March 31, 1999, all FEMA mission-critical systems were Year 2000 (Y2K)compliant, as reported in FEMA’s quarterlyreport to the Office of Management andBudget dated May 13, 1999. On June 22,1999, in a statement before the Committeeon Appropriations and the Senate SpecialCommittee on the Y2K Technology Problems,Jacob J. Lew, Director, Office of Managementand Budget said, “Fourteen of the 24 majorFederal departments and agencies nowreport that 100 percent of their missioncritical systems are Y2K compliant.” FEMAwas included in those 14 Federaldepartments and agencies.

FEMA and its Emergency ServicesSector partners assessed Y2K readiness ofthe emergency services community. Thereadiness of State governments’ emergencymanagement organizations has continued toimprove through increased Y2K complianceof mission-critical systems and emphasis oncontingency planning.

The Agency replaced high frequency(HF) radio system remote control processorsat six FEMA Federal Regional Centers withnew Y2K-compliant processors. Additionally,FEMA performed corrective maintenance onHF radio systems in 42 State emergencyoperating centers to ensure operationalreadiness.

The National Warning System (NAWAS),a nationwide, dedicated landline system, wascritical in saving many lives during

devastating tornadoes that hit Oklahoma onMay 3 and 4, 1999. NAWAS was in constantuse during the event, through midnight ofthe third day. It continuously passedmessage traffic on damage, spotter reports,and early warning information from theNational Weather Service Doppler radarsystem. The performance of the NAWASduring the Oklahoma event attested to itsoperational capability.

The National Emergency ManagementInformation System (NEMIS) is an integratedsystem providing FEMA, States, and otherFederal departments and agencies withautomation to perform disaster andnondisaster operations. NEMIS supports allphases of emergency management, fromState mitigation planning to situationassessments, providing disaster assistance,command and control, programmaticplanning, emergency support, and mitigationoperations. NEMIS processes all disasterdeclarations. In June 1999, NEMIS,Version2, was successfully fielded. It supports theIndividual Assistance Program, PublicAssistance Grant Program, HazardMitigation Grant Program, and the FloodMitigation Assistance Program.

Project Impact participation by localgovernments increased to a total of 120, upfrom 57 communities at the end of FY 1998.Project Impact operates on a common-sensedamage-reduction approach, basing its workon preventive actions at the local level,private sector participation, and long-terminvestments.

FEMA’s Internet homepage continues tobe popular. In FY 1999, FEMA’s Web siteincreased to nearly 20,000 pages ofinformation, averaging 100,000 visitors eachweek. A Y2K section was added, and FEMAfor Kids added an online magazine andseveral new games.

4-15

FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA)

F I S C A L Y E A R 1 9 9 9

NS/EPTELECOMMUNICATIONSMISSIONUSIA’s Voice of America (VOA) BroadcastSystem, a validated NationalCommunications System (NCS) asset, isavailable to the NCS primarily duringinternational emergencies. The RadioBroadcast System, which providesworldwide coverage, is equipped with high-power broadcast transmitters and a staff tocoordinate program schedules, facilities, andcircuits. The entire staff is available tooperate the network with programmingmaterial provided by the NCS or itsdesignated representative.

TELECOMMUNICATIONSSTAFF ORGANIZATIONThe Agency’s telecommunications elementassigns members to the NCS Committee ofPrincipals/Council of Representatives(COP/COR). The Director of the USIAassigns the authority to implement NS/EPprocedures to the COP.

CURRENT/ONGOING NS/EPTELECOMMUNICATIONSACTIVITIESAll actions required under NS/EP andTelecommunications Service Priority (TSP)procedures are being accomplished in closecoordination with day-to-day operatingfacilities that must be operational inemergency conditions. Interoperabilityconsiderations are addressed at the time ofvalidation by the NCS. In accordance withthe Foreign Affairs Reform and RestructuringAct of 1998, USIA will be integrated into theU. S. Department of State on October 1, 1999.The functions of the United StatesInformation Agency related to internationalbroadcasting will be transferred to theBroadcasting Board of Governors inaccordance with title XIII of the act,including functions associated with theInternational Broadcasting Bureau, the Voiceof America, Radio and TV Marti, Radio FreeEurope/Radio Liberty, and Radio Free Asia.

4-16


UNITED STATES INFORMATION AGENCY (USIA)

F I S C A L Y E A R 1 9 9 9

4-17

NS/EPTELECOMMUNICATIONSMISSIONThe Director for Command, Control,Communications and Computer (C4)Systems (J-6) provides advice andrecommendations to the Chairman of theJoint Chiefs of Staff and to the Joint Chiefs ofStaff, as directed by the Chairman, on C4matters. He develops policy and plans,monitors programs for joint C4 systems, andensures adequate C4 support toCommanders in Chiefs, National CommandAuthorities, and all joint warfighters for jointand combined military operations. He leads

the C4 community, conceptualizes future C4systems architectures, and provides directionto improve joint C4 systems. He oversees C4support for the National Military CommandSystem.

TELECOMMUNICATIONSSTAFF ORGANIZATIONThe C4 Systems Directorate (J-6) consists ofthe Director, a Vice Director, three DeputyDirectors (C4 Current Operations, C4Integration and Requirements, and C4Assessments, Information Warfare,Resources, and Advance Technologies), andappropriate subordinate divisions. TheDirector is also the Chairman of the MilitaryCommunications-Electronics Board. Eachmilitary department has approximately equalrepresentation by rank, number, and

importance of billets throughout thedirectorate. The Director and Vice Director forC4 Systems are general or flag officers fromthe military departments.

CURRENT/ONGOING NS/EPTELECOMMUNICATIONSACTIVITIES(Refer to DOD Section)

PENDING ISSUES(Refer to DOD Section)

SIGNIFICANTACCOMPLISHMENTS(Refer to DOD Section)

THE JOINT STAFF (JS)

COMMAND, CONTROL, COMMUNICATIONS, AND COMPUTER SYSTEMS DIRECTORATE

Deputy Director forC4 Command Operations (J61)

SystemsIntegration

Division (J6V)

Space Division(J6S)

NetworksDivision (J6T)

Deputy Director for C4 Assessment and Technology (J63)

Deputy Director for C4 Systems (J62)

Director, J-6Vice Director, J-6

InformationAssurance

Division (J6K)

Information SuperiorityDivision (J6Q)

US MCEB (J6B) MilitarySecretariat (J6M)

C4Assessments Division (J6E)

InformationSuperiority

Division (J6Q)

Technology andArchitecture

Division (J6I)

CINC Support

Division (J6U)

CINCOperations

Division (J6Z)

Exhibit 4-1

NS/EPTELECOMMUNICATIONSMISSIONThe General Services Administration (GSA),Federal Technology Service (FTS) NS/EPmission is to provide network services andinformation technology solutions to ensurefederally owned or managed domesticcommunications facilities and services meetthe NS/EP requirements of the Federalcivilian departments, agencies, and entitiesas directed by Executive Order 12474. GSAalso provides a Federal EmergencyCommunications Coordinator to leadEmergency Support Function (ESF) #2(Communications) as directed by theNational Plan for TelecommunicationsSupport in Non-Wartime Emergencies and the Federal Response Plan. Thisresponsibility includes coordinatingtelecommunications service, provisioningnetwork services and information

technology (IT), policy development, andFederal regulatory responsibilities.

CURRENT/ONGOINGTELECOMMUNICATIONSACTIVITIES

■ The GSA FTS provides a full range ofnetwork services and informationtechnology solutions, and stands readyto meet the current and future needs ofthe Federal Government with globallypositioned resources, services, andsolutions. FTS and NS/EP services arealso available to tribal governments aswell as State and local governmentswith the sponsorship of a FederalGovernment department or agency.

■ FTS provides contract vehicles forworldwide telecommunicationsservices, international direct distancedialing, wireless voice and data, Internetaccess, technical services support, andinformation security services.

■ The FTS continues to support the NCSby providing one detailee to theNational Coordinating Center (NCC) asDeputy Manager; and 11 RegionalEmergency Communications Managersand Federal EmergencyCommunications Coordinators.

■ The FTS provides agencies access to allFTS services, including disaster support,contingency planning, and continuity ofoperations services through the GSAFTS homepage (http://fts.gsa.gov).

■ The FTS has established contractvehicles in response to PresidentialDecision Directive 63 (PDD-63)mandates and emergency requirements.

■ The FTS Emergency Relocation Center iscollocated with the NCS, NCC relocationcenter, and the Federal EmergencyManagement Agency (FEMA) NetworkOperations Center, located at FEMA’sMount Weather facility.

GENERAL SERVICES ADMINISTRATION (GSA)

4-18

GSA SIGNIFICANT ACCOMPLISHMENTS

The FTS 2001 contract offers competitively priced state-of-the-art comprehensive NS/EP telecommunications services worldwide.

The Metropolitan Area Acquisition contract offers a wide variety of local voice and data services, including the most current, commercially availableenhanced NS/EP telecommunication services and technologies with great savings potential.

The GSA Safeguard Contract provides services and products for strengthening the Nation’s defense against unconventional threats to the United States,including terrorist attacks, attacks on the critical infrastructure, and cyber attacks.

GSA provided NS/EP telecommunications, housing, security, and resource support to FEMA and other Federal departments and agencies, including Stateand local governments during Hurricanes Bonnie and Georges; the floods in California, Georgia,Alabama, Louisiana, Mississippi, Kansas, Missouri, andTexas; and the fires in Florida.

GSA FTS is providing leadership across Government in addressing Year 2000 (Y2K) Telecommunications issues through:

— support for the President’s Council on Y2K and co-chairmanship with the Federal Communications Commission for the Telecommunications sector Workgroup

— chairmanship for the CIO Council Y2K Telecommunications Subcommittee and facilitating the sharing and exchange of information with Federal agencies

— partnership with industry in collaborative testing of telecommunications equipment

— outreach on Y2K issues to State, local and tribal governments

— ensuring Y2K compliance for all components of the GSA Technology services, including local and long distance contracts.

The GSA FTS Applications ’n Support for Widely-diverse EndUser Requirements (Answer) is a multiple vendor contract vehicle designed to provide a fullrange of IT support services.

GSA’s FTS manages the Federal Computer Incident Response Capability (FedCIRC). In support of PDD-63,“Policy on Critical Infrastructure Protection,”FedCIRC provides a central focal point for incident reporting, handling, prevention, and recognition. The purpose is to ensure that the Government hasavailable the critical services needed to withstand or quickly recover from attacks against its information infrastructure.

GSA’s FTS manages the Blue Pages Project, a National Performance Review-sponsored Government-wide effort to make the Federal listings in commercialtelephone directories easier for the public to understand and to use.


NS/EPTELECOMMUNICATIONSMISSIONThe NASA Administrator (pursuant toExecutive Order 12656) coordinates with theSecretary of Defense to prepare for use,maintenance, and development oftechnologically advanced aerospace andaeronautical-related systems, equipment,and methodologies applicable to nationalsecurity emergencies.

TELECOMMUNICATIONSSTAFF ORGANIZATION NASA’s Associate Administrator for theOffice of Space Flight has programmaticresponsibility for representing theorganization, on behalf of the Administrator,in the National Communications System(NCS) process. The Associate Administrator

for Space Flight assigned the Director ofSpace Communications as NASA’sCommittee of Principals member. TheAssociate Administrator for Space Flight alsoassigned NASA’s lead center role for SpaceOperations to the Johnson Space Center,Houston,Texas. The Director, SpaceOperations Management Office (SOMO)serves as the functional manager foragencywide space operationscommunications.

NASA’s George C. Marshall Space FlightCenter, located in Huntsville,Alabama,maintains lead center responsibility for theoperation of NASA’s telecommunicationsand data networking infrastructure, knownas the NASA Integrated Services Network,one of several operational elements of SOMO.

CURRENT/ONGOING NS/EPTELECOMMUNICATIONSACTIVITIES NASA continues to support the NCS inachieving its assigned missions and thesuccessful accomplishment of national-levelprograms approved by the White House. Thisincludes Telecommunications ServicePriority, Communications ResourcesInformation Sharing, FederalTelecommunications Standards Program,Cellular Priority Access Service, EnhancedSatellite Capability, Emergency ResponseLink, and the National TelecommunicationsManagement Structure.

NASA also continues to activelyparticipate in the Shared Resources HighFrequency Radio Program, GovernmentEmergency Telecommunications Service,Interagency Committee on Search andRescue; and the NCS Technology andStandards Accomplishments.

4-19

NASA NS/EP TELECOMMUNICATIONS ASSETS

NASA Integrated Services Network supports both spaceflight-critical communication services and day-to-day administrative and scientificapplications within the Agency and with international space partners.

NASA Tracking and Data Relay Satellite System is a constellation of geostationary satellites providing almost uninterruptedcommunications with NASA’s Earth-orbiting satellites and other supported customer satellites.

NASA Deep Space Network supports interplanetary satellites, high-Earth orbiting satellites, and radio science missions.

NASA Research & Education Network is NASA’s component to the Next Generation Internet initiative. It operates as a testbed fordeveloping Internet technologies, applications, and networking tools.

F I S C A L Y E A R 1 9 9 9

NATIONAL AERONAUTICS AND SPACEADMINISTRATION (NASA)

NASA SIGNIFICANT ACCOMPLISHMENTS

Consolidated four previously autonomous networks and contracts under a single contractor.

Increased capacity and survivability of NASA networking capabilities with Russian space partners to support the communications needsfor the International Space Station era.

Established high-performance internetworking capabilities with the Next Generation Internet partners and the university-based Internet2project under the Presidential Advisory Committee on High Performance Computing and Communications, Information Technology, andthe Next Generation Internet.

Awarded contract to consolidate all space operations and communications support activities under a single prime contractor to ensuremore effective and efficient operations in all NASA’s space research activities.

NS/EP TELECOMMUNICATIONSMISSIONNRC is responsible for ensuring adequateprotection of the public health and safety, thecommon defense and security, and theenvironment with respect to the use ofnuclear materials for civilian purposes in theUnited States. Activities licensed andregulated by the Commission includecommercial nuclear power reactors;nonpower research, test, and trainingreactors; fuel cycle facilities; medical,academic, and industrial uses of nuclearmaterials; and the transportation, storage,and disposal of nuclear materials and waste.

The Commission’s NS/EPtelecommunications provide for reliableconnectivity between the NRC OperationsCenter, operating nuclear power plantcontrol rooms, emergency operationsfacilities, and regional incident responsecenters. This connectivity ensures

immediate notification to the NRCOperations Center of unusual occurrencesand provides relevant information duringevents at NRC licensed facilities.

CURRENT/ONGOING NS/EPTELECOMMUNICATIONSACTIVITIES Federal Telecommunications System 2000(FTS 2000) provides reliable service to allnuclear power plants, associated emergencyoperations facilities, and major NRC fuelfacilities. NRC provides circuits for sevenemergency operations functions by multiplelines. The NRC continued to work with theNational Communications System (NCS) on an option that would involve using Government EmergencyTelecommunications Service (GETS) toprovide access to long distance service inlieu of FTS 2000 at nuclear power plants.The NRC has completed its evaluation ofoptions for post-FTS 2000 emergencytelecommunications. The current FTS 2000service will be transitioned to a combinationof utility-provided circuits and FTS 2001service. GETS will figure prominently in this long-term emergency

telecommunication solution.NRC has continued to participate in the

Emergency Response Link (ERLink)program, which provides a secure Internet-based platform for exchanging emergencyresponse information. Over the last year,NRC provided information to ERLink insupport of three emergency exercises. It is understood that ERLink would soon be hosted on a Federal EmergencyManagement Agency (FEMA) server. NRCplans to coordinate with NCS and FEMA toensure that the ERLink functionality thatsupports NRC response operations continuesafter its transition to a FEMA server.

The NCS has supported the NRC Year2000 (Y2K) contingency planning in anumber of ways. NCS provided anevaluation of the Y2K status of central officesthat serve nuclear power plants in support ofNRC’s contingency planning effort. NCS also provided comments on the Draft NRC contingency plan and participated in the Y2K TableTop Exercise. The NRC will sponsor all commercial nuclear powerplants and major fuel cycle plants for GETS access as part of the Y2K contingencyplan effort.

NUCLEAR REGULATORY COMMISSION (NRC)

4-20

NRC SIGNIFICANT ACCOMPLISHMENTS

NRC used ERLink in three nuclear power plant emergency drills to transfer information, including status summaries and press releases.

NRC encouraged licensee use of GETS as a part of contingency plans.

GETS cards have been ordered for the NRC Resident Inspector offices at all commercial nuclear power plants.


F I S C A L Y E A R 1 9 9 9

NS/EPTELECOMMUNICATIONSMISSIONThe NTIA NS/EP mission as tasked underExecutive Orders 12046, 12472, and 12656includes serving as the executive branchtelecommunications policy adviser to thePresident, serving as the manager of FederalGovernment uses of the radio frequencyelectromagnetic spectrum under allconditions, and serving as a member of theJoint Telecommunications Resources Board.Thus, responsibilities included advising andassisting the President in administering asystem of radio spectrum priorities for thosespectrum-dependent telecommunicationsresources of the Federal Government thatsupport national security or emergencypreparedness functions.

CURRENT/ONGOING NS/EPTELECOMMUNICATIONSACTIVITIESIn phases, the NTIA/Office of SpectrumManagement (OSM) continues to plan andimplement a capability for total electronictransfer of Federal spectrum managementdata and information. It also continues todevelop, field, and maintain several spectrummanagement automation tools for use byFederal spectrum managers to moreeffectively plan, coordinate, and control useof the radio frequency electromagneticspectrum during NS/EP and normalconditions. Specific examples of theseactivities follow:

■ Partnered with the Department ofDefense’s Joint Spectrum Center todevelop the SPECTRUM XXI initial

operating capability (Version 1), thefollow-on spectrum managementsoftware to the Joint SpectrumManagement System for Windows, foruse by all Federal spectrum managers

■ Participated in SPECTRUM XXI,Version1.0 product acceptance, test, andevaluation as well as training validationfor this new system that now providesautomatic tracking and reporting offrequency assignment proposals, 32-bitprocessing for all engineering andplotting programs, and other capabilities

■ Completed the electronic databaserelative to all spectrum-dependentsystems slated for use in support of anational emergency declared underSection 706 of the Communications Actof 1934, as amended

■ Completed review, coordination, andagreement by two subcommittees of theInterdepartment Radio AdvisoryCommittee relative to more than 400data fields proposed for inclusion in theNTIA/OSM Data Dictionary for use byall Federal spectrum managers

■ Completed via a contractor thedigitization of documents pertaining tothe Interdepartment Radio AdvisoryCommittee and its Subcommittees,loading of the resultant database on aserver, the indexing of all documents,and the installation of a search enginefor use by all Federal spectrummanagers via CD-ROM as well as asecure Web site.

■ Completed the migration of the NTIAFrequency Management Record Systemfrom the UNISYS mainframe computerto new workstations, thereby enablingmore effective and efficient spectrumsupport for Federal spectrum managers.

In addition, the NTIA/OSM—

■ Participated in National EmergencyManagement Team CommunicationsFunctional Group activities andendeavors

■ Participated in Government EmergencyTelecommunications Service (GETS)User Council activities and endeavors aswell as provided GETS userauthorizations to new NTIA emergencyessential personnel

■ Participated in activities and endeavorsof various groups of the President’sNational Security TelecommunicationsAdvisory Committee

■ Participated in NCS Committee ofPrincipals and Council ofRepresentatives activities andendeavors

■ Participated in NCS Shared ResourcesHigh Frequency Coordination NetworkInteroperability Working Group activitiesand endeavors

■ Participated in the National Science andTechnology Council’s CriticalInfrastructure Protection Research andDevelopment Interagency WorkingGroup activities.

4-21

NTIA SIGNIFICANT ACCOMPLISHMENTS

Established as the Lead Agency for the Information and Communications Sector of the Nation’s critical infrastructures

Conducted monthly training classes for Federal spectrum managers in use of the Joint Spectrum Management System for Windows

Participated in a Department of Commerce Infrastructure Asset Evaluation Survey as part of a department-level vulnerability assessment incompliance with Presidential Decision Directive 63

Participated in a telecommunications survey of all Federal departments and agencies and reviewed the draft Integrated ContingencyCommunications Plan.

NATIONAL TELECOMMUNICATIONS ANDINFORMATION ADMINISTRATION (NTIA)

NS/EPTELECOMMUNICATIONSMISSIONSThe National Security Agency (NSA) has anoperational mission to support the criticalintelligence needs of the Department ofDefense (DOD) and national securitycommunity and to provide the technicalsupport necessary to develop and maintainthe security and protection of NS/EPtelecommunications.

TECHNOLOGY ANDINFORMATION SYSTEMSSECURITY STAFFORGANIZATIONSWithin NSA, two organizations shareresponsibility for supporting NS/EP-relatedactivities. The Technology and SystemsOrganizations plans and operates thetelecommunications systems and networkslinking Agency elements worldwide andprovides Agency connectivity to otherGovernment services.

The Information Systems SecurityOrganization develops information security(INFOSEC) products and provides services toenhance the security of telecommunicationssystems. Both organizations work in closecollaboration with the military services anddefense agencies in support of overall DODinitiatives. In accordance with its NationalManager responsibilities under NationalSecurity Directive 42, INFOSEC products andservices are also applicable across theGovernment for the protection of classifiedand sensitive national security information.NSA’s customers include a broad range ofusers of the National InformationInfrastructure (NII) and critical infrastructurecommunity and involve a close workingrelationship with the National Institute ofStandards and Technology.

CURRENT/ONGOING NS/EPTELECOMMUNICATIONSACTIVITIES

■ Supported the ongoing activities ofDOD’s Defense-wide InformationAssurance Program (DIAP) to providecentral oversight and coordination ofDOD Information Assurance activities.Key elements of the DIAP includepeople, operations, and technology.Specific new fundamentals in thetechnology area include the concept ofDefense-in-Depth and the notion ofProtect, Detect, and Respond. Detectand respond capabilities include use ofintrusion detection tools to identify andreact to attacks on informationinfrastructures. Development of theInformation Assurance (IA) TechnicalFramework was a key contribution inproviding overall architectural guidancefor the DIAP.

■ Developed a high-assurance, robust KeyManagement Infrastructure for thenational security community.

■ Developed accreditation proceduresthrough the National InformationAssurance Partnership to advanceprocesses for approving commercialINFOSEC products and services inaccordance with the InternationalCommon Criteria for InformationTechnology Security. Sponsored morethan 12 protection profiles for productsand systems.

■ Provided services, including threat,vulnerability, and risk assessments tomember organizations. The outcome ofthese services is often security guidanceand advice, especially with respect todependence on the NII.

■ Assumed, in partnership with theDefense Information Systems Agency,leadership of the DOD Public KeyInfrastructure Program ManagementOffice.

■ Continued support of the CriticalInfrastructure Assurance Program.

■ Continued to lead the activities of theNational Security TelecommunicationsInformation Systems SecurityCommittee for ASD/C3I.

■ Continued to evolve the InformationAssurance Solution Strategy to makeavailable a set of products to constructsecure computer networks in support ofa wide variety of missions. NSA’sapproach is to work closely withcustomers and commercial informationtechnology vendors to completelyunderstand their present and futureneeds. As a result of this approach, thetechnological underpinning of thestrategy is driven by informationmanagement approaches and existingconstraints rather than by independentsecurity solutions. Solutions andproducts collectively provide:– Writer-to-reader information security

services, including data integrity and access control.

– Support for applications, such as electronic mail and file transfer.

– Protection against unauthorized disclosure or modification of information while enabling the integration of systems with different sensitivity levels.

■ Provided security guidance for ongoingNCS programs, including GovernmentEmergency TelecommunicationsService and Emergency Response Link.

NATIONAL SECURITY AGENCY (NSA)

4-22


NS/EP TELECOMMUNICATIONSMISSIONThe U.S. Postal Service has not beenassigned any specific NS/EP

telecommunications responsibilities in theevent of a national emergency or otherdeclared disaster. Therefore, the USPSdesigns telecommunications systems and services to support day-to-dayorganizational, administrative, andoperational mission requirements.Telecommunications facilities dedicatedspecifically to NS/EP are limited in scope.

UNITED STATES POSTAL SERVICE (USPS)

4-23

USPS SIGNIFICANT ACCOMPLISHMENTS

During fiscal year (FY) 1999, the USPS continued the rollout of the Associate Office Infrastructure (AOI) program in support of the nationaldeployment of Point of Service (POS1) systems. The Distributed Systems/Central Management Facility (DS/CMF) in Raleigh, North Carolina,opened in FY 1998 to provide a full range of support and remote management services for Novell and Windows NT servers. The USPSachieved their goal of implementing this standard service suite at over 8,000 USPS retail locations by the end of FY 1999. Currently, the PostalService maintains the world’s largest Novell Netware Directory Structure (NDS), with over 265,000 network objects in the NDS tree, and morethan 1,300 Novell servers providing access to over 110,000 user accounts.

During FY 1999, the Postal Service began deploying Very Small Aperture Terminal (VSAT) satellite transceiver systems. VSAT services weredeployed to over 3,500 large associate offices (LAOs) nationwide to provide a back-up communications path for dedicated terrestrial framerelay services. These new systems replaced previously deployed ISDN services. Deployment of more than 8,000 VSAT systems as backupcommunications paths will continue throughout FY 2000. In addition,VSAT services were deployed as the primary communications path atover 200 sites to support small associate office (SAO) POS1 deployment. The USPS anticipates installation of these VSAT systems andservices at up to 25,000 facilities nationwide. While these systems allow network connectivity for data applications, other services includingbroadcast video, distance learning and digital radio applications are being considered for use over VSAT systems.

The Delivery Confirmation contract was awarded to Lockheed-Martin Federal Systems during FY 1998 with full deployment achieved duringFY 1999. This program provides hand-held Mobile Data Collection Devices (MDCDs) which scan and track bar-coded mail products toapproximately 250,000 mail carriers nationwide.

In addition to daily computing and network operational responsibilities, the Information Systems organization also certified over 400 new national-level applications and performed interoperability testing of Common Off The Shelf products on standard computing system platforms.

USPS has aggressively addressed Year 2000 (Y2K) compliance on a national scale. During FY 1999, USPS completed Y2K upgrades of allnational data applications, including 137 Severe and Mission Critical and over 285 Important, but Not Critical applications. The PostalService reviewed all Network Infrastructure Components, including data network (i.e., transmission control protocol/Internet protocol)routers, Electronic Digital Private Branch Exchange (EDPBX), and Electronic Key telephone systems, to ensure Y2K compliance. During FY 1999, USPS also procured over 100 new EDPBX systems and over 800 new Electronic Key telephone systems, while completing Y2K compliance upgrades for over 250 EDPBX systems and over 160 Key telephone systems were completed.

During FY 1999, the Postal Service completed the annual update to the USPS Infrastructure Tool Kit and the Postal Computing EnvironmentHandbook. These documents provide a standardized information technology architecture that defines the evolving computing andtelecommunications infrastructure. This architecture follows a utility company model to focus on the infrastructure required to deliver astandard suite of services to all users located in field facilities.

F I S C A L Y E A R 1 9 9 9

NS/EPTELECOMMUNICATIONSMISSIONThe FRB’s NS/EP responsibilities relate tothe “maintenance of the economic posture,”and in particular, the “maintenance ofnational monetary, credit, and financialsystems.” The FRB does not havetelecommunications assets listed as NationalCommunications System (NCS) primaryassets. Federal Reserve Banks, not the FRB,own or lease the Federal Reserve System’ssignificant telecommunications assets.

TELECOMMUNICATIONSSTAFF ORGANIZATIONThe Assistant Director of the InformationTechnology program in the Board’s Divisionof Reserve Bank Operations and PaymentSystems has responsibility for oversight ofthe Federal Reserve Banks’telecommunications services and serves as aliaison member on the NCS Committee ofPrincipals.

CURRENT/ONGOING NS/EPTELECOMMUNICATIONSACTIVITIESThe FRB supports NCS initiatives designedto provide essential telecommunicationsservices needed to maintain the Nation’s

financial telecommunications infrastructureand payment systems. In addition, the FRBcontinues to sponsor TelecommunicationsService Priority (TSP) assignments foressential telecommunications servicessupporting large-value payment systems,Federal Reserve open market and foreignoperations, and the automated auctionprocessing system for Treasury securities.The FRB also continues to sponsor theGovernment EmergencyTelecommunications Service (GETS) foressential Federal Reserve Bank services.

FEDERAL RESERVE BOARD (FRB)

4-24

FRB SIGNIFICANT ACCOMPLISHMENTS

The FRB focused its NS/EP activities on its sponsorship role for assigning TSP status, primarily at restoration level four, to essentialtelecommunications services under criteria it adopted in 1993. By the end of fiscal year 1999, the FRB will have sponsored 1,018 active TSPassignments.

The FRB continues to sponsor a TSP assignment for circuits used for Fedwire funds transfer and securities transfer services, includingaccess circuits to the Fedwire network from depository institutions that engage in large-dollar Fedwire transactions.

The FRB is sponsoring a TSP assignment for circuits used by other payment systems (e.g.,The Society for Worldwide Interbank FinancialTelecommunications) that meet FRB’s eligibility criteria.

The FRB is implementing GETS across the Federal Reserve System to support communications within the Federal Reserve System andwith depository institutions in the event of a disaster or communications disruption.


Most of the FCC’s rulings and relatedactivities will either directly or indirectlyaffect the NS/EP telecommunicationsactivities of other Government departmentsand agencies. The following text relatessome of the actions the FCC has takenduring the fiscal year.

YEAR 2000■ Released the Year 2000 (Y2K)

Communications Sector Report, whichsummarizes the status of Y2Kremediation in the communicationsindustry. The report covers wirelinetelephone, wireless telephone, cabletelevision, broadcast television andradio, satellite, international telephonenetworks, and emergency services.

■ Conducted special forums withrepresentatives from thecommunications industry.

PROVIDING COMMUNICATIONSOPPORTUNITIES■ Proposed to allocate spectrum for a

wireless medical telemetry service.

■ Adopted rules that facilitate“centralized trunking” by privatewireless spectrum users. This actionwill promote spectrum efficiencythrough consolidation and bettercoordination of private wirelesssystems.

■ Adopted three mechanisms that willenable more wireless 911 calls to becompleted: “Automatic A/BRoaming–Intelligent Retry,”“Adequate/Strongest Signal,” and“Selective Retry.”

■ Proposed to license new 1,000-watt and100-watt low-power FM radio stations.Sought comments on the possibility ofestablishing a third “microradio” classat power levels ranging from 1 to 10 watts.

■ Streamlined the FCC’s EquipmentApproval Procedures. This will reducethe time it takes to bring new devicesto the market, and it will decreasebarriers to international trade.

■ Adopted an order addressing the waythe FCC measures and predictsstrength of television signals forpurposes of the satellite Home ViewerAct. The rule is designed to betteridentify which consumers can orcannot receive their local televisionbroadcasts.

TELEPHONE BILLS■ Adopted principles and guidelines that,

by compelling carriers to make thelanguage in phone bills clearer, willmake it easier for all consumers tounderstand their bills.

TECHNICAL ADVISORY COUNCIL■ Formed a Technical Advisory Council.

Because it comprises a diverse array ofrecognized technical experts, thecouncil’s collective expertise will helpthe Commission stay abreast ofinnovations and developments in thecommunications industry.

MERGERS■ Approved the merger between SBC

Communications, Inc. and SouthernNew England TelecommunicationsCorporation.

ENFORCEMENT■ Issued citations to alleged violators of

the Telephone Consumer ProtectionAct. The nature of the violation wassending unsolicited advertisements toconsumers’ telephone facsimilemachines.

■ Handled more than 1,200 interferencecomplaints from Federal, State, and localpublic safety emergency officials.

■ Completed audits of the-then sevenRegional Bell Operating Companies’hard-wired central office equipmentand released those reports.

■ Issued notices of apparent liability tocompanies engaged in slamming.Slamming is the practice of changing aconsumer’s communications serviceprovider without the consumer’sexpress consent. Examples of liabilityassessments are—

Business Discount Plan—$2.4 millionLong Distance Direct, Inc—$2.0 millionLocal Long Distance—$1.12 millionVista Group International—$1.0 million.

CALEA TECHNICAL STANDARDS■ Adopted technical requirements for

wireline, cellular, and broadbandpersonal communications services(PCS) carriers to comply with theprovisions of the CommunicationsAssistance for Law Enforcement Act of1994 (CALEA). Congress enactedCALEA to ensure thattelecommunications carriers’ facilitiesare capable of executing legallyauthorized electronic surveillance.Specifically, the FCC required that allcapabilities of the TelecommunicationsIndustry Association interim standard(J-STD-025) and six of nine “punch list”capabilities requested by theDepartment of Justice/Federal Bureauof Investigation be implemented bywireline, cellular, and broadband PCScarriers. These capabilities will helpensure that law enforcement can takeadvantage of the most up-to-datetechnology to fight crime. In definingthe requirements, the Commissionweighed law enforcement’s needsagainst the right of all Americans toprivacy, and the cost to industry ofproviding these tools to assist lawenforcement.

4-25

FEDERAL COMMUNICATIONS COMMISSION (FCC)

F I S C A L Y E A R 1 9 9 9

A• •

NCSRELATED

ACRONYMS

NCSRELATED

ACRONYMS

A-2

AACR Alternate Carrier RoutingADM Office of AdministrationADSL Asymmetric Digital Subscriber

LineAIN Advanced Intelligent NetworkALMA A Logical Modernization

ApproachANSI American National Standards

InstituteAnswer Applications ‘n Support for

Widely-Diverse EndUser Requirements

ATM Asynchronous Transfer Mode

BBOP Bureau of Prisons

CC3 Command, Control, and

CommunicationsC3I Command, Control,

Communications, and Intelligence

C4 Command, Control,Communications, and Computers

CCPC Civil Communications Planning Committee

CIA Central Intelligence AgencyCINC Commander in ChiefCIP Critical Infrastructure ProtectionCLEC Competitive Local Exchange

CarriersCMC Crisis Management CenterCOMSEC Communications SecurityCOOP Continuity of Operations PlanCOP Committee of PrincipalsCOR Carrier Operated RelayCOR Council of RepresentativesCPAS Cellular Priority Access ServiceCPS Cellular Priority ServiceCRIS Communications Resource

Information SharingCSO Communications Services Office

DDEA Drug Enforcement

AdministrationDIAP Defense-wide Information

Assurance ProgramDISA Defense Information Systems

AgencyDMS Defense Message SystemDOC Department of CommerceDOD Department of DefenseDOE Department of Energy

AAN A T I O N A L C O M M U N I C A T I O N S S Y S T E M

NCS RELATED ACRONYMS

DOI Department of the InteriorDOINET Department of the Interior

NetworkDOJ Department of JusticeDOS Department of StateDOT Department of TransportationDSN Deep Space NetworkDTS Diplomatic Telecommunications

ServiceDWDM Dense Wave Division

Multiplexing

EEC Electronic CommerceECN Emergency Communications

NetworkE.O. Executive OrderEOC Emergency Operation CentersEOT Emergency Operations TeamEOUSA Executive Office of United States

AttorneysERLink Emergency Response LinkERT Emergency Response TrainingESC Enhanced Satellite CapabilityESF#2 Emergency Support Function #2

FFAA Federal Aviation AdministrationFBI Federal Bureau of InvestigationFCC Federal Communications

CommissionFedCIRC Federal Computer Incident

Response CapabilityFEMA Federal Emergency Management

AgencyFHWA Federal Highway AdministrationFLEWUG Federal Law Enforcement

Wireless Users GroupFOC Full Operational CapabilityFOIA Freedom of Information ActFRB Federal Reserve BoardFRP Federal Response PlanFTR Federal Telecommunications

Recommendations FTS Federal Technology ServiceFTSC Federal Telecommunications

Standards Committee

FWUF Federal Wireless Users ForumFY Fiscal Year

GGETS Government Emergency

Telecommunications ServiceGII Global Information InfrastructureGlobal Global Criminal Justice

Information NetworkGSA General Services Administration

HHAPS High Altitude Platform Stations HF High FrequencyHPC High Probability of Completion

IIA Information AssuranceIAW Indications,Assessment, and

WarningIC Integration ContractICC Information Coordination CenterIDCU Integrated Data Communications

UtilityIDSG Intrusion Detection SubgroupIES Industry Executive

SubcommitteeIIG Information Infrastructure GroupIMT-2000 International Mobile

Telecommunications-2000IN Intelligent NetworkINEEL Idaho National Engineering and

Environmental LaboratoryINFOSEC Information Systems Security

OrganizationINMARSAT International Maritime Satellite

OrganizationINS Immigration and Naturalization

ServiceIOC Initial Operational CapabilityIP Internet ProtocolIRM Information Resources

ManagementISAC Information Sharing and Analysis

CenterISDN Integrated Services Digital

Network

A-3

F I S C A L Y E A R 1 9 9 9

ISPG Information Security Policy GroupIT Information TechnologyITU International Telecommunication

UnionIXC Interexchange Carrier

JJ-6 Command, Control,

Communications, and Computer Systems Directorate

JABS Joint Automated Booking StationJAMS Justice Automated Message

SystemJCN Justice Consolidated NetworkJCS Joint Chiefs of StaffJMD Justice Management DivisionJTRB Joint Telecommunications

Resources Board

LLC Limited CapabilityLEC Local Exchange CarrierLMR Land Mobile RadioLNP Local Number PortabilityLRG Legislative and Regulatory GroupLTA/EPA Late Trans-Attack and Early

Post-Attack

MMAA Metropolitan Area AcquisitionMARAD Maritime Administration

NNANPA North American Numbering Plan

AdministratorNASA National Aeronautics and Space

Administration NATO North Atlantic Treaty OrganizationNAWAS National Warning SystemNCA National Command AuthoritiesNCC National Coordinating Center for

TelecommunicationsNCS National Communications SystemNDAC Network Design and Analysis

CenterNEMIS National Emergency

Management Information System

NESDIS National Environmental Satellite Data and Information Service

NG Network GroupNISN NASA Integrated Services NetworkNII National Information

InfrastructureNIIF Network Interconnection and

Interoperability ForumNIST National Institute of Standards

and TechnologyNMCS National Military Command

SystemNOAA National Oceanic and

Atmospheric AdministrationNPA Numbering Plan AreaNRC Nuclear Regulatory CommissionNREN NASA Research & Education

NetworkNRIC Network Reliability and

Interoperability CouncilNSA National Security AgencyNSC Norton Systems CenterNSDU Norton Software Distribution UtilityNSIE Network Security Information

ExchangesNS/EP National Security and Emergency

PreparednessNSTAC National Security

Telecommunications Advisory Committee

NTCN National Telecommunications Coordinating Network

NTIA National Telecommunications and Information Administration

NV Nevada Operations OfficeNWS National Weather Service

OOA Operating AdministrationsOC Oversight CommitteeOET Office of Emergency

TransportationOMNCS Office of the Manager, National

Communications SystemOPGW Optical Group WireOPT Office of Priority

Telecommunications

A-4


OSG Operations Support GroupOSM Office of Spectrum ManagementOSTP Office of Science Technology

and PolicyOTN Optical Transport Network

PPACA-E Priority Access and Channel

Assignment-EnhancedPBX Private Branch ExchangesPCS Personal Communications

ServicesPDD-63 Presidential Decision Directive 63PIN Personal Identification NumberPKI Public Key InfrastructurePL Planning LetterPMO Program Management OfficePN Public NetworkPOTS Plain Old Telephone ServicePPBS Planning, Programming, and

Budgeting SystemPSN Public Switched NetworkPSTN Public Switched Telephone

NetworkPWDS PCS and Wireless Data Services

RR&D Research and DevelopmentRBOC Regional Bell Operating

Companies RECP Regional Emergency

Communications PlannersRISC Regional Interagency Steering

CommitteeRSPA Research and Special Programs

Administration

SSARSAT Search and Rescue SatelliteSHARES Shared Resources ProgramSOMO Space Operations Management

OfficeSONET Synchronous Optical NetworksSouthwestern Southwestern Power

AdministrationSR Savannah River Operations OfficeSS7 Signaling System 7

TTCC Transportable Communications

CentersTCP/IP Transmission Control

Protocol/Internet ProtocolTDRSS Tracking and Data Relay Satellite

SystemTERS Training, Exercise, and Regional

SupportTESP Telecommunications Electric

Service PriorityTREAS Department of the TreasuryTSP Telecommunications Service

Priority ProgramTSS Telecommunications Services

Staff

UUAV Unmanned Aerial VehiclesU.K. United KingdomU.S. United StatesUSCG United States Coast GuardUSDA United States Department of

AgricultureUSIA United States Information

AgencyUSMS United States Marshals Service

VVA Department of Veterans AffairsVANTS Department of Veterans Affairs

Nationwide Teleconferencing System

VHF Very High FrequencyVISN Veteran’s Integrated Service

NetworkVMR Voice Modulation RecognitionVOA Voice of America

YY2K Year 2000

A-5

F I S C A L Y E A R 1 9 9 9

fter three and one-half decades, theNCS continues tobe a focal point

for industry andGovernment cooperationto ensure that reliable,interoperable, and securetelecommunications are available to fulfill the Nation’s NS/EPrequirements under allconditions. The existingindustry/Governmentpartnership provides asolid foundation uponwhich we can build toensure that our futurecommunications needswill be met.

A‘‘

’’

NATIONAL COMMUNICATIONS SYSTEM (NCS)

701 South Court House RoadArlington, Virginia22204-2198

http: //www.ncs.gov

All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the National Communications System.

NATIONAL COMMUNICATIONS SYSTEM (NCS)

701 South Court House RoadArlington, Virginia22204-2198

http: //www.ncs.gov

All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the National Communications System.

fy1999 national communications system

Documents