The CJIS GROUP Publications resource contains reports pertaining to technology in the Criminal Justice, Public Safety, Homeland Security, and Health and Human Services communities. Documents are generally gathered through the public domain and include industry trends, agency surveys, technical standards and models, case studies, white papers, and guides.
|DHS S&T Cyber Security Division 2018 Portfolio Guide||
The DHS Science & Technology, Cyber Security Division, 2018 Portfolio Guide presents in-depth summaries of S&T’s various cybersecurity R&D program areas—from Cyber for Critical Infrastructure to Cyber Physical System Security. In all, the guide delivers 15 insightful overviews—including one about the DHS Silicon Valley Innovation Program—encompassing the totality of S&T’s broad cybersecurity research portfolio.
|Cyber Security||Security||March 2018|
|DHS S&T Cyber Security Division Technology Guide 2018||
The DHS Science & Technology (S&T) Cyber Security Division, Technology Guide focuses on individual S&T research efforts to provide stakeholders an insider’s look at more than 70 mature, S&T-funded R&D technologies and solutions plus Transition to Practice technologies that are ready for adoption and marketplace transition. The technologies presented are from research project areas such as Software Assurance, Mobile Security, Identity Management, Distributed Denial of Service Defense, Data Privacy, Cyber Competitions, Cyber Forensics and more.
|Cyber Security||Security||March 2018|
|Digital First Engagement Management For Government and Public Sector||
Government and public sector organizations continue to face unprecedented challenges as a result of the converging demands of the digital customer and the long-running global economic uncertainty.
In the past decade, government and public sector organizations took the first steps to exploiting the web as a way of “channel shifting” some of their popular services. Today, while organizations see digital channels as an important part of their digital customer engagement strategies, many are not fully realizing their expected benefits.
|Data Sharing||Data Management||December 2015|
|Drive the Pace of Innovation with the Proven Platform: Build & Deploy Applications 5 Times Faster||
A major challenge facing those working in government is the ability to adjust to the rapid pace of change and doing more with less. While other sectors are busy innovating, government is too often saddled in IT systems designed for a bygone era. No one understands this better than those responsible for providing technology solutions for government staff. IT departments and developers receive hundreds of competing requests from literally dozens of different teams. To make matters worse, they are already burdened by outdated legacy systems that require too much time and too many resources to maintain. It is enough to overwhelm the best-qualified, most-organized teams. Simply put, most IT teams are not currently set-up to succeed.
Sponsored by CarahSoft
|Application Monitoring, Data Security||Data Management||September 2015|
|ELECTRONIC HEALTH RECORDS: Nonfederal Efforts to Help Achieve Health Information Interoperability||
Representatives from the 18 nonfederal initiatives GAO reviewed described a variety of efforts they are undertaking to achieve or facilitate electronic health record (EHR) interoperability, but most of these initiatives remain works in progress. EHR interoperability is the ability of systems to exchange electronic health information with other systems and process the information without special effort by the user, such as a health care provider. These initiatives' efforts include creating guidance related to health data standards, encouraging the adoption of certain health data standards or policies that facilitate interoperability, and operating networks that connect EHR systems to enable interoperability. The initiatives varied in a number of other ways, including the types of electronic systems the initiatives are working to make interoperable, the cost of their products or services, the geographic area served, patient use of the products or services, and their organizational structures.
|Data Sharing, Interoperability||Data Management||November 2015|
|Emergency Management in County Government||
A survey to assess key aspects of county emergency management, including organizational structure, budgets and funding, personnel and training, use of technology, and ways counties collaborate with other government entities and nongovernmental organizations.
|County Emergency Management Agencies||Uncategorized||August 2006|
|Emergency Services Mutual Aid – Can Technology Help?||
While large cities typically have enough emergency service resources to handle incidents within their borders, the same cannot always be said for smaller towns. Often, these communities prepare for disasters by establishing mutual aid agreements among themselves. These deals ensure that if one town is overwhelmed by an emergency, nearby towns will come to their aid.
However, while these agreements are well-intentioned, maintaining them can sometimes be a challenge for towns that are limited in emergency personnel and equipment.
|Data Sharing, Data Interoperability||Data Management||December 2015|
|Examining Electronic Monitoring Technologies||
Each year, millions of pretrial defendants and convicted offenders are supervised in their communities as they await trial or serve periods of probation or parole. Local and state agencies are increasingly using electronicmonitoring (EM) technologies to supplement supervision, tracking where offenders go and whether they are using alcohol or drugs.
Although recent studies have found that electronic monitoring is a promising tool for reducing recidivism and controlling corrections costs, questions remain about its effectiveness as an alternative to incarceration. The Pew Charitable Trusts recently interviewed five experts to get their perspectives on the uses, advantages, and disadvantages of EM technologies, as well as possible directions for future research.
|Electronic Monitoring||Data Management||January 2016|
|Experiences of Three States in Developing Social Media Strategies for Employment Assistance Programs||
As part of its State Demonstration Projects in Providing Reemployment Services to UI Claimants (commonly known as the UI Workforce Connectivity Project), DOL provided grants in 2011 to three states to develop and use social media tools for the workforce system. These three-year grants enabled the states to develop new opportunities and modify existing service delivery processes using social media tools as a way to improve employment outcomes for job seekers, including outreach to job seekers, connecting job seekers and employers, and promoting networking among job seekers. To assess the effectiveness of these tools, DOL sponsored an implementation study of the grants.
|Social Media Tools||Data Management, Communications||January 2017|
|FBI Criminal Justice Information Services (CJIS) Security Policy||
The CJIS Security Policy contains information security requirements, guidelines, and agreements reflecting the will of law enforcement and criminal justice agencies for protecting the sources, transmission, storage, and generation of Criminal Justice Information (CJI); and the Personally Identifiable Information derived from CJI.
|Data Security||Data Management||December 2010|