The Development of Digital Forensics Workforce Competency on the Example of Estonian Defence League

03.07.2014 kehtestati Vabariigi Valitsuse määrus nr. 108, mis reguleerib Kaitseliidu kaasamise tingimusi ja korda küberjulgeoleku tagamisel. Seega võivad Kaitseliidu küberkaitse üksuse (KL KKÜ edaspidi KKÜ) kutsuda olukorda toetama erinevad asutused: näiteks Riigi Infosüsteemide amet (RIA), infosüsteemi järelevalveasutus või kaitseministeerium või selle valitsemisala ametiasutused oma ülesannete raames. KKÜ-d saab kaasata info- ja sidetehnoloogia infrastruktuuri järjepidevuse tagamisel, turvaintsidentide kontrollimisel ja lahendamisel, rakendades nii aktiivseid kui passiivseid meetmeid. KKÜ ülesannete kaardistamisel täheldati, et KKÜ partnerasutused / organisatsioonid ei ole kaardistanud oma spetsialistide olemasolevaid pädevusi ja sellele lisaks puudub ülevaade digitaalse ekspertiisi kogukonnas vajaolevatest pädevustest. Leitut arvesse võttes seati ülesandeks vajadustest ja piirangutest (võttes arvesse digitaalse ekspertiisi kogukonda kujundavaid standardeid) ülevaatliku pildi loomine, et töötada välja digitaalse ekspertiisi kompetentsipõhine raamistik, mis toetab KKÜ spetsialistide arendamist palkamisest pensionini. Selleks uurisime KKÜ ja nende olemasolevate koolitusprogrammide hetkeolukorda ning otsustasime milliseid omadusi peab edasise arengu tarbeks uurima ja kaaluma. Võrreldavate tulemuste saa-miseks ja eesmärgi täitmiseks pidi koostatav mudel olema suuteline lahendama 5-t järgnevat ülesannet: 1. Oskuste kaardistamine, 2. Eesmärkide seadmine ja ümberhindamine, 3. Koolituskava planeerimine, 4. Värbamisprotsessi kiirendamine ning 5. Spetsialistide kestva arengu soodustamine. Raamistiku väljatöötamiseks võeti aluseks National Initiative for Cybersecurity Education (NICE) Cybersecurity Workforce Framework (NICE Framework) pädevusraamistik mida parendati digitaalse ekspertiisi spetsialistide, ja käesoleval juhul ka KKÜ, vajadusi silmas pidades. Täiendusi lisati nii tasemete, spetsialiseerumise kui ka ülesannete kirjelduste kujul. Parenduste lisamisel võeti arvesse töös tutvustatud digitaalse ekspertiisi piiranguid ja standardeid, mille lõpptulemusena esitati KKÜ-le Digitaalse Ekspertiisi Pädevuse ontoloogia, KKÜ struktuuri muudatuse ettepanek, soovitatavad õpetamisstrateegiad digitaalse ekspertiisi kasutamiseks (muudetud Bloomi taksonoomia tasemetega), uus digitaalse ekspertiisi standardi alajaotus – Mehitamata Süsteemide ekspertiis ja Digitaalse Ekspertiisi Pädevuse Mudeli Raamistik. Ülesannete ja oskuste loetelu koostati rahvusvaheliselt tunnustatud sertifitseerimis-organisatsioonide ja erialast pädevust pakkuvate õppekavade abil. Kavandatava mudeli hindamiseks kasutati mini-Delphi ehk Estimate-Talk-Estimate (ETE) tehnikat. Esialgne prognoos vajaduste ja prioriteetidega anti KKÜ partnerasutustele saamaks tehtud töö kohta ekspertarvamusi. Kogu tagasisidet silmas pidades tehti mudelisse korrektuurid ja KKÜ-le sai vormistatud ettepanek ühes edasise tööplaaniga. Üldiselt kirjeldab väljapakutud pädevusraamistik KKÜ spetsialistilt ooda-tavat pädevuse ulatust KKÜ-s, et suurendada nende rolli kiirreageerimisrühmana. Raamistik aitab määratleda digitaalse ekspertiisi eeldatavaid pädevusi ja võimekusi praktikas ning juhendab eksperte spetsialiseerumise valikul. Kavandatud mudeli juures on arvestatud pikaajalise mõjuga (palkamisest pensionini). Tulenevalt mudeli komplekssusest, on raamistikul pikk rakendusfaas – organisatsiooni arengule maksimaalse mõju saavutamiseks on prognoositud ajakava maksimaalselt 5 aastat. Antud ettepanekud on käesolevaks hetkeks KKÜ poolt heaks kiidetud ning planeeritud kava rakendati esmakordselt 2019 aasta aprillikuus.In 03.07.2014 Regulation No. 108 was introduced which regulates the conditions and pro-cedure of the involvement of the Estonian Defence League (EDL) Cyber Defence Unit (CDU) in ensuring cyber security. This means that EDL can be brought in by the Information System Authority, Ministry of Defence or the authorities of its area of government within the scope of either of their tasks e.g. ensuring the continuity of information and communication technology infrastructure and in handling and solving cyber security incidents while applying both active and passive measures. In January 2018 EDL CDU’s Digi-tal Evidence Handling Group had to be re-organized and, thus, presented a proposal for internal curriculum in order to further instruct Digital Evidence specialists. While describing the CDU's tasks, it was noted that the CDU's partner institutions / organizations have not mapped out their specialists’ current competencies. With this in mind, we set out to create a comprehensive list of needs and constraints (taking into account the community standards of DF) to develop a DF-based competence framework that supports the devel-opment of CDU professionals. Hence, we studied the current situation of CDU, their existing training program, and contemplated which features we need to consider and ex-plore for further development. In order to assemble comparable results and to achieve the goal the model had to be able to solve the 5 following tasks: 1. Competency mapping, 2. Goal setting and reassessment, 3. Scheduling the training plan, 4. Accelerating the recruitment process, and 5. Promoting the continuous development of professionals. The frame-work was developed on the basis of the National Initiative for Cybersecurity Education (NICE) Cybersecurity Workforce Framework (NICE Framework), which was revised to meet the needs of DF specialists, including EDL CDU. Additions were supplemented in terms of levels, specialization, and job descriptions. The proposals included the DF limitations and standards introduced in the work, which ultimately resulted in a proposal for a Digital Forensics Competency ontology, EDL CDU structure change, Suggested Instruc-tional Strategies for Digital Forensics Use With Each Level of revised Bloom's Taxonomy, a new DF standard subdivision – Unmanned Systems Forensics, and Digital Forensic Competency Model Framework. The list of tasks and skills were compiled from international certification distribution organizations and curricula, and their focus on DF Special-ist Competencies. Mini-Delphi or Estimate-Talk-Estimate (ETE) techniques were applied to evaluate the proposed model. An initial estimation of competencies and priorities were given to the EDL CDU partner institutions for expert advice and evaluation. Considering the feedback, improvements were made to the model and a proposal was put forward to the CDU with a future work plan. In general, the proposed competence framework describes the expected scope of competence of an DF specialist in the EDL CDU to enhance their role as a rapid response team. The framework helps in defining the expected compe-tencies and capabilities of digital forensics in practice and offers guidance to the experts in the choice of specialization. The proposed model takes into account the long-term effect (hire-to-retire). Due to the complexity of the model, the framework has a long implementation phase — the maximum time frame for achieving the full effect for the organization is expected to be 5 years. These proposals were approved by EDL CDU and the proposed plan was first launched in April 2019

UNMAS Annual Report 2019

The work of UNMAS makes a difference in the lives of people. In its role as United Nations mine action coordinator, UNMAS enables and accelerates many of the core activities of the United Nations — from humanitarian action and peacekeeping to sustainable development and peacebuilding. In 2019, the clearance of landmines, explosive remnants of war (ERW) and improvised explosive devices (IEDs) paved the way for food distribution centres, playing fields and schools. Roads were made safe, ensuring that people could travel to markets, humanitarian workers could deliver assistance, and peacekeepers could go on patrol. UNMAS, guided by the United Nations Mine Action Strategy 2019-2023, placed a strong focus on victim assistance by providing direct services to survivors and their families, and by coordinating with national institutions to strengthen referral pathways. In light of the urbanization of conflict and the growing threat posed by IEDs, risk education was scaled up, with outreach to 2.9 million people in 2019, marking an increase of almost 40 per cent from 2018. This annual report outlines the work of UNMAS in 2019. Highlights include: Finalizing the framework for a United Nations inter-agency taskforce on IED threat mitigation, with the first meeting scheduled for January 2020 — part of the ongoing work of UNMAS to respond to the Secretary-General’s call for the development of a “whole-of-system” response to IEDs. Focusing on strengthening links between humanitarian planning and mine action through UNMAS coordination of the Mine Action Area of Responsibility, as part of the UNHCR-led Global Protection Cluster. Leading the update of the Gender Guidelines for Mine Action Programmes, aimed at increasing gender mainstreaming across mine action programming, which coincided with United Nations-wide preparations for the 20th anniversary of the adoption of Security Council resolution 1325 (2000) in 2020. Contributing concretely to the Action for Peacekeeping (A4P) initiative, most notably by training uniformed personnel and troop-contributing countries in IED threat mitigation, which improved the safety and security of the Blue Helmets. Supporting the United Nations system as a whole by expanding, at the request of United Nations senior leadership, UNMAS operations in Burkina Faso and deploying expertise to the United Nations Mission to Support the Hodeidah Agreement, in Yemen. 75 years on from its creation, the United Nations continues to be driven by the needs of people. Mine action not only saves lives, it allows States, communities, families and individuals to chart their own future in safety and with dignity. I want to thank those who support UNMAS, in particular Member States and the wider mine action sector. Moreover, I want to acknowledge all those who work for, or engage with, UNMAS on the ground. This report is testimony to their commitment

UAS Pilots Code – Annotated Version 1.0

The UAS PILOTS CODE (UASPC) offers recommendations to advance flight safety, ground safety, airmanship, and professionalism.6 It presents a vision of excellence for UAS pilots and operators, and includes general guidance for all types of UAS. The UASPC offers broad guidance—a set of values—to help a pilot interpret and apply standards and regulations, and to confront real world challenges to avoid incidents and accidents. It is designed to help UAS pilots develop standard operating procedures (SOPs), effective risk management,7 safety management systems (SMS), and to encourage UAS pilots to consider themselves aviators and participants in the broader aviation community

UNMAS Annual Report 2020

UNMAS colleagues in the field and at Headquarters drew on their reserves of resilience and empathy to deliver life-saving programmes with innovative approaches - such as the early inclusion of COVID messaging in risk education campaigns. We relied on and deepened our partnerships. Working closely with national authorities, donors and implementing partners we managed to maintain and eventually resume operations and serve communities that live with the constant threat of explosive ordnance. Allow me to highlight some of our accomplishments of 2020: UNMAS responded to a request from the Ethiopian government to assess the threat in parts of that country, and deployed to Armenia and Azerbaijan as part of a joint United Nations mine action assessment to support humanitarian responses in conflict-affected areas following hostilities in and around Nagorno-Karabakh. Consistent with the Secretary-General\u27s Agenda for Disarmament, UNMAS established and led a coordinating task force on a whole-of-system approach to Improvised Explosive Devices (IEDs). The UNMAS IED Threat Mitigation Advisory Team established a mobile training team in Entebbe, which will support regional training centers and bilateral partners to conduct pre-deployment training for United Nations troop contributing countries consistent with United Nations standards. UNMAS embarked on a change management process to increase organizational accountability and effectiveness, addressing the recommendations of a 2019 Office of Internal Oversight Serivces audit, and will continue to strengthen our delivery model in 2021. Perhaps the most singular accomplishment of 2020 has been the extent to which UNMAS programmes contributed to the protection of civilians from physical harm in the face of ongoing instability and protracted conflict