Intelligence Services Roles and Responsibilities in Good Security Sector Governance
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The Future of Weapons of Mass Destruction an Update
A NATIONAL INTELLIGENCE UNIVERSITY PRESIDENTIAL SCHOLAR’S PAPER THE FUTURE OF WEAPONS OF MASS DESTRUCTION AN UPDATE By John P. Caves, Jr. NIU Presidential Scholar November 2019 – November 2020 and W. Seth Carus THE FUTURE OF WEAPONS OF MASS DESTRUCTION AN UPDATE John P. Caves, Jr. and W. Seth Carus National Intelligence University National Intelligence Press Washington, DC February 2021 The views expressed in this paper are solely those of the authors and do not necessarily reflect those of the National Intelligence University, National Defense University, or any other part of the U.S. government. ACKNOWLEDGMENTS While the authors are solely responsible for the final content of this paper, they benefited greatly from the time, expertise and support freely availed to them by many knowledgeable individuals and organizations. They include Mr. Caves’ colleagues at National Intelligence University (NIU), where he worked on this paper while on a detail assignment from National Defense University (NDU). Mr. Caves expresses par- ticular gratitude to Dr. Brian Holmes, dean of the Anthony G. Oettinger School of Science and Technol- ogy Intelligence, for his leadership, knowledge, and support. Dr. Sharon Adams, Ms. Beverly Barnhart, Mr. George Clifford, Dr. LaMesha Craft, and Dr. R. Carter Morris offered helpful comments on the paper at various stages. They and Mr. Damarius Alston, LTC Jeffrey Bacon, Lt Col Frances Deutch, Ms. Thelma Flamer, Mr. Julian Meade, and Ms. Christina Sanders were among others at NIU whose assistance and support made Mr. Caves’ assignment at NIU enjoyable as well as productive. Both authors are deeply indebted to their colleagues at NDU’s Center for the Study of Weapons of Mass Destruction (CSWMD), especially Mr. -
Wikileaks and the Institutional Framework for National Security Disclosures
THE YALE LAW JOURNAL PATRICIA L. BELLIA WikiLeaks and the Institutional Framework for National Security Disclosures ABSTRACT. WikiLeaks' successive disclosures of classified U.S. documents throughout 2010 and 2011 invite comparison to publishers' decisions forty years ago to release portions of the Pentagon Papers, the classified analytic history of U.S. policy in Vietnam. The analogy is a powerful weapon for WikiLeaks' defenders. The Supreme Court's decision in the Pentagon Papers case signaled that the task of weighing whether to publicly disclose leaked national security information would fall to publishers, not the executive or the courts, at least in the absence of an exceedingly grave threat of harm. The lessons of the PentagonPapers case for WikiLeaks, however, are more complicated than they may first appear. The Court's per curiam opinion masks areas of substantial disagreement as well as a number of shared assumptions among the Court's members. Specifically, the Pentagon Papers case reflects an institutional framework for downstream disclosure of leaked national security information, under which publishers within the reach of U.S. law would weigh the potential harms and benefits of disclosure against the backdrop of potential criminal penalties and recognized journalistic norms. The WikiLeaks disclosures show the instability of this framework by revealing new challenges for controlling the downstream disclosure of leaked information and the corresponding likelihood of "unintermediated" disclosure by an insider; the risks of non-media intermediaries attempting to curtail such disclosures, in response to government pressure or otherwise; and the pressing need to prevent and respond to leaks at the source. AUTHOR. -
ASD-Covert-Foreign-Money.Pdf
overt C Foreign Covert Money Financial loopholes exploited by AUGUST 2020 authoritarians to fund political interference in democracies AUTHORS: Josh Rudolph and Thomas Morley © 2020 The Alliance for Securing Democracy Please direct inquiries to The Alliance for Securing Democracy at The German Marshall Fund of the United States 1700 18th Street, NW Washington, DC 20009 T 1 202 683 2650 E [email protected] This publication can be downloaded for free at https://securingdemocracy.gmfus.org/covert-foreign-money/. The views expressed in GMF publications and commentary are the views of the authors alone. Cover and map design: Kenny Nguyen Formatting design: Rachael Worthington Alliance for Securing Democracy The Alliance for Securing Democracy (ASD), a bipartisan initiative housed at the German Marshall Fund of the United States, develops comprehensive strategies to deter, defend against, and raise the costs on authoritarian efforts to undermine and interfere in democratic institutions. ASD brings together experts on disinformation, malign finance, emerging technologies, elections integrity, economic coercion, and cybersecurity, as well as regional experts, to collaborate across traditional stovepipes and develop cross-cutting frame- works. Authors Josh Rudolph Fellow for Malign Finance Thomas Morley Research Assistant Contents Executive Summary �������������������������������������������������������������������������������������������������������������������� 1 Introduction and Methodology �������������������������������������������������������������������������������������������������� -
Typologies of the Use of Preventive Measures of Financial Institutions for Crime Detection and Risk Assessment
ЕВРАЗИЙСКАЯ ГРУППА по противодействию легализации преступных доходов и финансированию терроризма EURASIAN GROUP on combating money laundering and financing of terrorism EAG TYPOLOGY PROJECT TYPOLOGIES OF THE USE OF PREVENTIVE MEASURES OF FINANCIAL INSTITUTIONS FOR CRIME DETECTION AND RISK ASSESSMENT TYPOLOGICAL STUDY REPORT 2021 Contents General ....................................................................................................................... 3 Preventive Measures and Suspicious Transaction Reporting in the EAG members 3 Approaches Used by FIUs for Analyzing Incoming STRs and Service Denial Reports ....................................................................................................................... 9 Feedback on STRs ................................................................................................... 16 Trends and risks in the spread of COVID-19 .......................................................... 21 Impact of COVID-19 on AML/CFT supervisory activities and implementation of preventive measures ................................................................................................ 24 Summary of recommendations following the results of the study: ......................... 26 General Application by entities engaged in transactions with funds or other assets of preventive measures as well as identification of suspicious transactions and submission of suspicious transaction reports (STRs) to the financial investigation units (FIUs) is one of the most important measures aimed -
DETAILED ASSESSMENT REPORT on ISRAEL ANTI-MONEY
Strasbourg, 22 August 2008 MONEYVAL (2008) 01 EUROPEAN COMMITTEE ON CRIME PROBLEMS (CDPC) COMMITTEE OF EXPERTS ON THE EVALUATION OF ANTI-MONEY LAUNDERING MEASURES AND THE FINANCING OF TERRORISM (MONEYVAL) DETAILED ASSESSMENT REPORT on ISRAEL 1 ANTI-MONEY LAUNDERING AND COMBATING THE FINANCING OF TERRORISM Memorandum prepared by the Secretariat Directorate General of Human Rights and Legal Affairs (DG-HL) 1 Adopted by the MONEYVAL Committee at its 27 th Plenary Session (Strasbourg, 7-11 July 2008). All rights reserved. Reproduction is authorised, provided the source is acknowledged, save where otherwise stated. For any use for commercial purposes, no part of this publication may be translated, reproduced or transmitted, in any form or by any means, electronic (CD-Rom, Internet, etc) or mechanical, including photocopying, recording or any information storage or retrieval system without prior permission in writing from the MONEYVAL Secretariat, Directorate General of Human Rights and Legal Affairs, Council of Europe (F-67075 Strasbourg or [email protected]). 2 TABLE OF CONTENTS I. PREFACE.................................................................................................................................................... 7 II. EXECUTIVE SUMMARY........................................................................................................................ 8 III. MUTUAL EVALUATION REPORT .................................................................................................... 15 1. GENERAL ................................................................................................................................... -
Treasury's Office of Terrorism and Financial Intelligence Could
September 2009 COMBATING ILLICIT FINANCING Accountability Integrity Reliability Treasury’s Office of Terrorism and Financial Highlights Intelligence Could Manage More Effectively to Highlights of GAO-09-794, a report to the Achieve Its Mission Committee on Finance, United States Senate Why GAO Did This Study What GAO Found In 2004, Congress combined TFI undertakes five functions, each implemented by a TFI component, in preexisting and newly created units order to achieve its mission, as shown in the following table. to form the Office of Terrorism and Financial Intelligence (TFI) within TFI Components and Functions the Department of the Treasury (Treasury). TFI’s mission is to Year integrate intelligence and Main function TFI component formed enforcement functions to (1) Build international coalitions Office of Terrorist Financing and 2004 safeguard the financial system Financial Crime Analyze financial intelligence Office of Intelligence and Analysis (OIA) 2004 against illicit use and (2) combat Administer and enforce the Bank Financial Crimes Enforcement Network 1990 rogue nations, terrorist facilitators, Secrecy Act (FinCEN) and other national security threats. Administer and enforce sanctions Office of Foreign Assets Control 1950 In the 5 years since TFI’s creation, Administer forfeited funds Treasury Executive Office for Asset 1992 questioned have been raised about Forfeiture how TFI is managed and allocates Source: Treasury. its resources. As a result, GAO was asked to analyze how TFI (1) TFI officials cite the analysis of financial intelligence as a critical part of TFI’s implements its functions, particularly in collaboration with efforts because it underlies TFI’s ability to utilize many of its tools. -
Tracing Illegal Assets - a Practitioner’S Guide International Centre for Asset Recovery
A PRACTITIONER’S GUIDE BASEL INSTITUTE ON GOVERNANCE INTERNATIONAL CENTRE FOR ASSET RECOVERY © 2015 Basel Institute on Governance, International Centre for Asset Recovery Basel Institute on Governance, Steinenring 60, 4051 Basel, Switzerland www.baselgovernance.org, [email protected] Responsibility for the views expressed and for any errors of fact or judgment rests with the authors alone. Tracing Illegal Assets - A Practitioner’s Guide International Centre for Asset Recovery INTERNATIONAL CENTRE FOR ASSET RECOVERY Tracing Illegal Assets - A Practitioner’s Guide Contents Contributors 9 Basel Institute on Governance 13 Acronyms 15 1. INTRODUCTION 19 2. CASE STRATEGY AND INVESTIGATION PLANNING 23 1. Introduction 25 2. Tracing stolen assets – A multifaceted task 25 3. Setting up an investigation team 26 4. Formulating and initiating the overall case strategy 27 5. Creating an investigation plan 27 5.1 Outlining the features of the offences 28 5.2 Creating an evidence matrix: Outlining the evidence to be gathered and the method to gather it 29 5.3 Outlining a media communication strategy 40 5.4 Outlining case evaluation procedures 41 6. Remember the priority 41 Chapter checklist: Creating an investigation strategy 41 3. FINANCIAL PROFILING 43 1. Introduction 45 1.1 A tool to provide indirect or circumstantial evidence 45 1.2 A tool to prove the crime of ‘unexplained wealth’ or ‘illicit enrichment’ 46 2. Source and Application of Funds analysis to evaluate unexplained income 46 4. MUTUAL LEGAL ASSISTANCE 51 1. Introduction 53 2. Step 1: Preparing for mutal legal assistance (MLA) 54 2.1 Before initiating MLA: Intelligence gathering and informal methods of cooperation 55 2.2 When to request MLA: Timing of the request 55 2.3 How to request MLA: Legal basis 56 2.4 What to request through MLA: Types of assistance 57 2.5 How to request MLA: Dual criminality 57 2.6 How to request MLA: Speciality 58 5 INTERNATIONAL CENTRE FOR ASSET RECOVERY Tracing Illegal Assets - A Practitioner’s Guide 3. -
Testimony of James C
September 15, 2005 “Chinese Information Operations Strategies in a Taiwan Contingency” Testimony of James C. Mulvenon, Ph.D. Director, Advanced Studies and Analysis DGI Center for Intelligence Research and Analysis Before the U.S.-China Economic and Security Review Commission Hearing “China’s Military Modernization and the Cross-Strait Balance” INTRODUCTION Thank you, Mr. Chairman and the other members of the U.S.-China Economic and Security Review Commission for the opportunity to take part in the hearings you are holding today on the topic of In the minds of the Chinese leadership, the available evidence suggests that the most important political-military challenge and the most likely flashpoint for Sino-US conflict is Taiwan. In seeking to reunify the island with the mainland, however, it is important to note that the PRC has a political strategy with a military component, not a military strategy with a political component. The PRC would prefer to win without fighting, since Beijing's worst case outcome is a failed operation that would result in de facto independence for Taiwan. Also, the leadership realizes that attacking Taiwan with kinetic weapons will result in significant international opprobrium and make the native population ungovernable. These assumptions explain why China until recently maintained a "wait and see" attitude towards Taiwan, even though the island elected a President from a party committed previously to independence. From 2000 until late 2003, China eschewed saber-rattling in favor of economic enticement and “united front” cooperation with the Pan-Blue opposition, both of which were believed to be working successfully. In November 2003, in response to perceived provocations by Taiwan President Chen Shui-bian, Beijing once again revived the threat of military force to deter what it saw as further slippage towards independence, dramatically increasing tensions in the U.S., China, Taiwan triangle. -
2019 National Intelligence Strategy of the United State
The National Intelligence Strategy of the United States of America IC Vision A Nation made more secure by a fully integrated, agile, resilient, and innovative Intelligence Community that exemplifies America’s values. IC Mission Provide timely, insightful, objective, and relevant intelligence and support to inform national security decisions and to protect our Nation and its interests. This National Intelligence Strategy (NIS) provides the Intelligence Community (IC) with strategic direction from the Director of National Intelligence (DNI) for the next four years. It supports the national security priorities outlined in the National Security Strategy as well as other national strategies. In executing the NIS, all IC activities must be responsive to national security priorities and must comply with the Constitution, applicable laws and statutes, and Congressional oversight requirements. All our activities will be conducted consistent with our guiding principles: We advance our national security, economic strength, and technological superiority by delivering distinctive, timely insights with clarity, objectivity, and independence; we achieve unparalleled access to protected information and exquisite understanding of our adversaries’ intentions and capabilities; we maintain global awareness for strategic warning; and we leverage what others do well, adding unique value for the Nation. IAL-INTE AT LL SP IG O E E N G C E L A A G N E O I N T C A Y N U N A I IC T R E E D S M TATES OF A From the Director of National Intelligence As the Director of National Intelligence, I am fortunate to lead an Intelligence Community (IC) composed of the best and brightest professionals who have committed their careers and their lives to protecting our national security. -
Ausa Background Brief (
AUSA BACKGROUND BRIEF ( No. 42 April 1992 SPECIAL OPERATIONS FORCES: A PRIMER Introduction A small but critical portion of the Total Force is made up of the special operations forces (SOF) of the Army, Navy and Air Force, which are comprised of special operations, psychological operations and civil affairs organizations. Special operations forces are task organized to conduct contingency operations. Special operations forces are designed to augment theater-based forces and, in response to a crisis situation, normally operate with an appropriate mix of conventional forces under theater control. ( Almost all SOF missions require joint planning; also, they are used for missions with allied or coalition forces as well as for a number of ongoing ground missions in many countries. U.S. Special Operations Command The joint nature ofSOF operations was recognized in the establishment of a permanent unified command, the U.S. Special Operations Command (USSOCOM). The USSOCOM commander-in chief commands all active and reserve Special Operations, Psychological Operations and Civil Affairs forces of the Army, Navy and Air Force (about 47,000 personnel). USSOCOM supports other unified commands responsible for crisis responses in their respective geographic areas of responsibility. The U.S. Special Operations Command is composed of four subordinate commands: U.S. Army Special Operations Command, Naval Special Warfare Command, Air Force Special Opera tions Command and Joint Special Operations Command. U.S. Army Special Operations Command (USASOC), headquartered at Fort Bragg, North Carolina, is composed of active component and reserve component Army forces consisting of Special Forces groups, a Ranger regiment, Psychological Operations groups, a Special Operations Aviation regiment, Civil Affairs commands, and special operations signal and support units. -
Surveillance and Counter Surveillance December 1, 2009 STRATFOR Global Information Services
Surveillance and Counter surveillance December 1, 2009 STRATFOR Global Information Services STRATFOR Global Information Services publishes intelligence, analysis and research for professionals in government, corporations and research institutions. For more than a decade, this information has helped customers monitor, track and manage political risk and instability around the world. STRATFOR Global Information Services delivers information in three ways: via password protected websites, customized information and data feeds and customized briefings and presentations. More than 1 million professionals rely upon this information at organizations that range from The U.S. Air Force to Yale University to The Federal Reserve Bank of Atlanta and others. STRATFOR Global Information Services 700 Lavaca Street, Suite 900 Austin, TX 78701 Tel: 1-512-279-9462 www.stratfor.com Electronic delivery Reports are also available online by subscribing at www.stratfor. com. Copyright © 2009 STRATFOR. All Rights Reserved. Neither this publication nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission of STRATFOR. All information in this report is verified to the best of the author’s and the publisher’s ability. However, STRATFOR does not accept responsibility for any loss arising from reliance on it. To learn more please contact Patrick Boykin, Vice President, by calling 1-512-279-9462. Surveillance and Counter Surveillance -
Perspectives and Opportunities in Intelligence for U.S. Leaders
Perspective EXPERT INSIGHTS ON A TIMELY POLICY ISSUE September 2018 CORTNEY WEINBAUM, JOHN V. PARACHINI, RICHARD S. GIRVEN, MICHAEL H. DECKER, RICHARD C. BAFFA Perspectives and Opportunities in Intelligence for U.S. Leaders C O R P O R A T I O N Contents 1. Introduction ................................................................................................. 1 2. Reconstituting Strategic Warning for the Digital Age .................................5 3. Unifying Tasking, Collection, Processing, Exploitation, and Dissemination (TCPED) Across the U.S. Intelligence Community ...............16 4. Managing Security as an Enterprise .........................................................25 5. Better Utilizing Publicly Available Information ..........................................31 6. Surging Intelligence in an Unpredictable World .......................................44 7. Conclusion .................................................................................................56 Abbreviations ................................................................................................57 References ....................................................................................................58 Acknowledgments ........................................................................................64 About the Authors .........................................................................................64 The RAND Corporation is a research organization that develops solutions to public policy challenges to help make