In response to Martha Joynt Kumar’s essay on maximizing presidential transitions while minimizing hazards, this essay presents additional practical recommendations, framed within the context of the upcoming presidential transition.
While scholars study the transitions into office of new presidents and their teams, there has been less interest in how sitting presidents and their administrations prepare to leave office. The 2008‐2009 transition is particularly important to study because the preparations made by the incumbent president began earlier than previously was the case and involved all agencies in the administration. Clay Johnson, former deputy director for management in the Office of Management and Budget, was charged in April 2008 with preparing federal agencies for the transition. In this essay, he explains how the administration did so. First, Johnson discussed responsibilities and timetables for the transition preparations with the 22 agency members of the President's Management Council. Then, in July, based on information generated in the council sessions, Johnson sent a letter to agencies with goals for the transition and guidelines for achieving them. He and Gail Lovelace, the transition official in the General Services Administration working with career employees, subsequently made certain that their goals were met.
The No. 4 Electronic Switching System has been planned to provide operational ease in the efficient management of traffic‐sensitive equipment for the purpose of maintaining a high quality of service. The network management function has the goal of optimizing the completion of calls during periods of traffic stress. In No. 4 ess, innovative real‐time control and surveillance features are provided to meet this goal. Traffic administration involves the activities of personnel in managing the traffic‐sensitive equipment in an efficient, timely, and economical fashion. These activities depend upon the collection of data which reflects the operating characteristics of the No. 4 ess, and the reporting of information in a form tailored to the user functions.
The circumstances of the 2000–2001 presidential transition will never be repeated, or at least I hope not for the sake of all concerned. Nevertheless, what we planned and what actually happened are highly relevant to future transition efforts. Most observers agree that the Bush-Cheney Administration got off to a strong start in large part because it made good use of the time available to it during the abbreviated transition period. Understanding this may help future presidents-elect plan their own transitions.
The expansion of pervasive and ubiquitous computing, especially with the advancement of the Internet of Things and the Smart City concept, extend the novel means of criminality and its investigation. We argue that current forms of investigation and discovery are not sufficient to limit injuries onto persons and communities. Nonetheless, cybersecurity approaches within criminal justice, criminology, and workforce development – together – offer models that significantly benefit efforts to address public cybersecurity harms, yet they have been largely overlooked. This paper draws on an interdisciplinary lens to address cybersecurity, including criminal justice and workforce development integration and employing empowerment theory. Applying empowerment theory, this presentation demonstrates the effects from integrating cybersecurity and forensic practices into traditional law enforcement. The effects are positive as public safety will be needed to provide public safety and security in our hybrid technical world. Thus, this paper illustrates how we must, in essence, “democratize” cybersecurity through its distributed availability. We present means to achieve this and results from efforts to promote this integration through several coordinated, yet differently targeted programs at one research university.
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