US Customs and Border Protection and Defense Intelligence Agency

Private Security and Homeland Defense
Questions 2 and 3
Question 2:
The Intelligence Community is comprised of 17 agencies. These agencies work with Federal, State, Local, Tribal and Territorial partners to protect the homeland. Four of these agencies are intelligence elements of the Department of Defense Services – Army, Navy, Marine Corps and Air Force. Please pick ONE of these Department of Defense Services intelligence elements and explain its mission. In what ways does it contribute to the intelligence cycle? Provide examples.
The Department of Defense Services intelligence element that I selected in this particular case is the Defense Intelligence Agency (DIA). The stated mission of DIA is “provide intelligence on foreign militaries to prevent and decisively win wars” (DIA, 2020). Thus, it is important to note, from the onset, that this particular agency largely concerns itself with not only the gathering, but also the production of military intelligence. As DIA further points out, it provides key intelligence (foundational) on foreign militaries as well as the operating environment to acquisition leaders, policy makers, and warfighters. DIA is alive to the fact that today, the role that it plays is of greater relevance than it has ever been before. This, according to the agency, is more so the case given that “the re-emergence of great-power competition challenges U.S. prosperity, security, and the democratic world order we have fought to sustain since World War II” (DIA, 2020). It should be noted that in the past, the U.S. has engaged in various wars and military conflicts. In these engagements, the U.S. has deployed various strategies and tools that have been studied by its competitors. DIA is committed to ensuring that the U.S. stays ahead of the game by seeing to it that competitors do not in any way seek to exploit vulnerabilities in the American way of war or use its approach to warfighting against it. Towards this end, DIA is committed to the establishment of whet it refers to as “asymmetric capabilities” so as to ensure that the capabilities of the U.S. military in the various warfighting domains is not diminished in any way or format.
To a large extent, the success as well as safety and wellbeing of those of our soldiers on the warfront and other conflict settings is largely dependent on the quality of intelligence delivered by DIA. This is a role that DIA acknowledges all too well. Indeed, as it points out, “the Nation and our fighting men and women expect nothing less, and we will deliver” (DIA, 2020). There is no doubt whatsoever that the agency will deliver on this key mandate. This is more so the case given that it has a skilled workforce in place. The said workforce is skilled in, amongst other areas, computer sciences, bio-sciences, political science, world history, economics, military history and doctrine, etc. (Office of the Director of National Intelligence, 2020). The agency is headed by a three-star military officer. At present, DIA’s director is Lieutenant General Robert P. Ashley, Jr. He is deputized in the position by Suzanne L. White. Some of the key roles of the Director of the agency is advising “the Secretary of Defense and Deputy Secretary of Defense, the Chairman of the Joint Chiefs of Staff, combatant commanders and USD (I) on all matters concerning military and military-related intelligence…” (Keating, 2011, p. B-12).





Question 3:
1. The DHS is comprised of several components, to include agencies, offices, and directorates. Please pick ONE of these components. Explain its mission and provide TWO examples of how it works with the private sector. DO NOT PICK THE U.S. COAST GUARD.
In essence, there are a total of eight Department of Homeland Security (DHS) components. The DHS component that I elected to focus on in this discussion is the U.S. Customs and Border Protection (CBP). The stated mission of CBP is “to safeguard America's borders thereby protecting the public from dangerous people and materials while enhancing the Nation's global economic competitiveness by enabling legitimate trade and travel” (CBP, 2020). It is important to note that in seeking to fulfill its mandate, CBP has in its employ a total of 60,000 employees. Thus, it is a relatively large organization whose size is largely a consequence of the amalgamation or fusion of several functions/activities including border security, immigration, as well as customs. Before the said fusion, multiple organizations were involved in diverse functions such as the facilitation of international trade, travel, as well as compliance and security. The present comprehensive border security formation was established on March 1, 2003. To a large extent, the relevance of CBP in as far as ensuring that terrorists and weapons do not find their way into U.S. cannot be overstated. Alongside this very important role, CBP also plays a critical role in the facilitation of not only international travel, but also trade. At present, CPB is headed by Mark A. Morgan who is the acting commissioner. He is deputized in this role by Robert E. Perez.
In seeking to dutifully execute its mandate, CBP works closely with the private sector. To begin with, CBP has in some instances found itself outpaced by increased passenger as well as cargo volumes. If not addressed in an effective manner, this could trigger not only an increase in passenger wait times, but also cargo backups. Towards this end, CBP has in the past sought to partner with the private sector in diverse formats. A good example of this public-private partnership is the Reimbursable Services Program. According to the U.S. Government Accountability Office – GAO (2020), CBP has since the year 2013 partnered with, amongst others, “private companies that conduct business through the ports, under its Reimbursable Services Program (RSP) to cover CBP’s cost of providing certain services at POEs.”
Secondly, in yet another example of CBP’s partnership with the private sector, CBP has in place the Donations Acceptances Program through which it accepts diverse donations from private sector players. The said donations, which could be monetary or otherwise, go into supporting the diverse operations of CBP. It is important to note that the Donations Acceptance Program, according to the Department of Homeland Security – DHD (2016), “enables CBP and GSA to explore, foster, and facilitate public and private-sector partnerships for U.S. POE infrastructure and technology improvements that may not be possible otherwise, given funding restraints.”
References
Customs and Border Protection – CBP (2020). About CBP. Retrieved from https://www.cbp.gov/about
Department of Homeland Security – DHD (2016). Section 559 Pilot Program Donations Acceptance. Retrieved from https://www.dhs.gov/sites/default/files/publications/Customs and Border Protection - Section 559 Pilot Program Donations Acceptance - FY 2016.pdf
Defense Intelligence Agency – DIA (2020). Strategy. Retrieved from https://www.dia.mil/About/Strategy/
Keating, T.J. (2011). Joint and National Intelligence Support to Military Operations. Washington, DC: DIANE Publishing.
Office of the Director of National Intelligence (2020). Defense Intelligence Agency. Retrieved from https://www.intelligence.gov/index.php/how-the-ic-works/our-organizations/412-dia
U.S. Government Accountability Office – GAO (2020). U.S. Ports of Entry: Update on CBP Public-Private Partnership Programs. Retrieved from https://www.gao.gov/assets/710/704191.pdf