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HC-711-CHS HCNA-CBSN (Constructing Basic Security Network) - CHS

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HC-711-CHS exam Dumps Source : HCNA-CBSN (Constructing Basic Security Network) - CHS

Test Code : HC-711-CHS
Test designation : HCNA-CBSN (Constructing Basic Security Network) - CHS
Vendor designation : Huawei
: 363 existent Questions

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Huawei HCNA-CBSN (Constructing Basic Security

Huawei's 5G entry might expand China's world surveillance, cyber diplomat warns | killexams.com existent Questions and Pass4sure dumps

The Trump administration is on account that an govt order that might conveniently permit it to ban Huawei and other chinese language businesses from US telecom techniques, however even that would not wholly tender protection to US assistance because statistics moves so effectively throughout national borders. Even sensitive US government tips would continue to live prostrate if officers were communicating with allies who allowed Huawei on their 5G networks, Strayer stated.

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"there's so an Awful lot information flowing everywhere, it live unimaginable to simply sequester one country's networks and feel: 'this is adequate, i'm high-quality,' " he pointed out.

The transition to 5G, which is in its earliest tiers, will note a massive edifice in mobile expertise. it's going to present far quicker download speeds and the capacity to accelerate billions extra devices on cell networks, together with sensible contraptions comparable to self sufficient cars and robust synthetic intelligence methods. whereas it should live five or extra years earlier than the gadget is wholly operational, loads of the contracts to create its simple constructing blocks might live negotiated this year.

That exponential boost in connectivity, however, will likewise "dramatically boost the networks' threat vectors and assault surfaces," Michael Wessel, a member of the U.S.-China fiscal and security evaluation commission, instructed me - mainly if a US adversary controls colossal portions of it.

China might leverage Huawei's residence in 5G networks to hook "trillions" of greenbacks of intellectual property, Strayer referred to, or to implant malware on adversaries' networks. It might even shut down components of these networks amid geopolitical conflicts. Strayer's considerations would observe to any chinese enterprise, he cited, even though Huawei is, by means of a ways, the most widespread example.

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The rush towards Huawei is rarely confined to 5G developments.

Congress banned the company from US government networks remaining 12 months amid fears it will live used as a chinese government spying device and the country's Federal Communications fee has proposed a rule that might permit it to ban the company from smaller networks that settle for federal gives you, where the business has its strongest foothold.

Huawei chief fiscal officer Meng Wanzhou leaves her home to attend court docket in Vancouver closing month.credit score:AP

the U.S. Justice fork likewise indicted Huawei's chief monetary officer and heiress Meng Wanzhou, and two affiliates in January, alleging a bunch of crimes, together with stealing robotics technology from T-cell and violating sanctions towards Iran.

however the united states' international lobbying crusade against Huawei goes a step extra, seeking to preclude China from taking allotment in a key position in a entire era of digital development. Its success or failure could verify the fate of cyber web protection for years, Strayer pointed out.

"We're talking to partners everywhere about this as they ameliorate to 5G. We're elevating it on the highest diplomatic ranges," Strayer observed. "The generational nature of 5G, the transformational nature of it skill there should live a entire era of lock-in."

The Washington publish


In 5G Race With China, U.S. Pushes Allies to battle Huawei | killexams.com existent Questions and Pass4sure dumps

anxiousness about chinese technology has long existed in the u.s., fueled through the concern that the chinese language might insert a “again door” into telecom and computing networks that might permit chinese language protection features to intercept military, govt and company communications. And chinese language cyberintrusions of american groups and government entities possess occurred again and again, together with via hackers suspected of engaged on behalf of China’s Ministry of state protection.

however the matter has taken on more urgency as international locations worldwide start figuring out which device suppliers will construct their 5G networks.

American officers sing the historical system of looking for “returned doorways” in apparatus and utility made by using chinese corporations is the incorrect method, as is searching for ties between selected executives and the chinese language govt. The bigger difficulty, they argue, is the more and more authoritarian nature of the chinese executive, the fading line between impartial company and the state and modern laws for you to give Beijing the energy to look to live into, or probably even rob over, networks that agencies like Huawei possess helped construct and retain.

“It’s crucial to bear in intelligence that chinese language company relationships with the chinese language govt aren’t like private sector company relationships with governments in the West,” referred to William R. Evanina, the director of the us’s national Counterintelligence and protection core. “China’s 2017 country wide Intelligence legislation requires chinese language groups to help, supply counsel and cooperate in China’s national intelligence work, anywhere they operate.”

The White condominium’s focus on Huawei coincides with the Trump administration’s broader crackdown on China, which has worried sweeping tariffs on chinese language goods, funding restrictions and the indictments of several chinese language nationals accused of hacking and cyberespionage. President Trump has accused China of “ripping off their nation” and plotting to grow superior at the united states’s expense.

Mr. Trump’s views, mixed with a exigency of complicated evidence implicating Huawei in any espionage, possess brought about some nations to query even if america’s crusade is actually about country wide safety or whether it is aimed at preventing China from gaining a aggressive part.

Administration officials contemplate diminutive unlikeness in these desires.

“President Trump has identified overcoming this fiscal problem as essential, no longer conveniently to right the steadiness economically, to manufacture China play by using the suggestions every person else plays by, however to steer lucid of an imbalance in political/military energy sooner or later as well,” John R. Bolton, Mr. Trump’s country wide protection adviser, instructed The Washington instances on Friday. “the two points are very carefully tied together in his mind.”


As 5G contest with China heats up, might a artic battle-inspired map live the answer? | killexams.com existent Questions and Pass4sure dumps

When Air drive Brig. Gen. Rob Spalding left the country wide security Council in January, he became some of the few officers at the White condo discovering the protection danger posed by using the rapacious race to hyperlink up the area’s first high-velocity 5G telecommunications community, primarily between the U.S. and China.

Spalding, who in the past served as U.S. protection attaché at the U.S. Embassy in Beijing, believed that U.S. corporations should silent labor collectively in that race, with or with out government aid, to bake potent protection precautions into the brand modern lickety-split networks — to preclude spying, theft or destruction by means of China and others.

Spalding came up with a notional map that could, as outlined in his paper, “at ease 5G — the Eisenhower countrywide dual carriageway system for the counsel Age,” greater heavily involve the executive in providing technology, spectrum and management, the style President John F. Kennedy increased the house application. however when the memo outlining his map became leaked to Axios, his understanding turned into misinterpreted, Spalding says, as a route to “nationalize” 5G beneath a government banner.

After the leak, his NSC detail changed into no longer renewed, he retired from the Air drive and his map become without difficulty shelved.

for the judgement that Spalding’s departure, the White condominium has pursued an aggressive approach directed at combating Beijing from dominating the U.S. 5G market, even if via banning chinese companies from doing business with U.S. corporations, or within the case of Huawei, exigent expenses against a key government. The Justice fork has likewise pursued an array of indictments concentrated on chinese language military and corporate espionage.

because the Trump administration ramps up pressure on China, Spalding’s erstwhile inspiration illustrates one of the most fundamental problems of dealing with the countrywide safety concerns related to 5G: while U.S. specialists and policymakers might likewise disagree that Beijing’s dominance in this area represents a country wide security risk, makes an attempt to hold chinese language corporations out of the U.S. market may now not, on their own, live the answer.

Spalding believes the administration is taking the issue seriously, but lacks a bigger system for coping with it. “We as a nation haven’t identified that country wide security is far more about counsel these days than about bombs and bullets find it irresistible become earlier than,” spoke of Spalding. “merely conserving Huawei out of the U.S. markets isn't a adequate method.”

whereas the specifics and components don't look to live yet naturally defined, 5G, or the fifth technology, will revolve into the subsequent edition of mobile communication networks — steadily changing the existing 4G LTE networks. The 5G network promises lightning quickly connectivity and down load speeds for colossal info likes videos, and a few believe it'll hyperlink up the now tall network that makes up the cyber web of things.

however 5G may revolve into an illustration of how lickety-split development has outpaced protection considerations. thousands and thousands of judicious fridges and routers and child cams are sometimes bought and preprogrammed with default passwords and exigency of alternative safety precautions, leaving them vulnerable to seize and employ with the aid of attackers. The 5G network will most efficacious add extra sensors and digital connections between these objects, expanding the assault floor. 

The query has develop into now the route to deal with that threat.

Spalding’s map has just about had two alternate options: either the executive would foot the bill for a centralized network that it may nominate out — or the businesses would arrive together to build one and sell it back to themselves later, forsaking their aggressive business concepts for the decent of the nation. Spalding says interior resistance in government and a lobbying crusade in opposition t his attempts to “nationalize” 5G ended any discussion over his map upfront.

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Air drive Brig. Gen. Robert Spalding (photo: U.S. Air force)

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Spalding’s map does possess supporters. Eric Spackey, a former telecom government, advised Yahoo information that Spalding’s plan, whereas unpopular with many telecom employees concentrated on their personal networks, may well live some of the handiest how to build a “amazing” and comfortable community capable of lasting the subsequent a brace of a long time.

“The dilemma is getting network suppliers to labor collectively,” he told Yahoo intelligence throughout a mobilephone interview. “What [Spalding] laid out to me turned into very rational and extremely lucid — we've safety issues they under no circumstances in reality understanding of lower back when they possess been constructing the common networks,” he observed.

Spackey eminent he didn’t feel individual carriers possess been able to constructing the network with the efficacious requirements fundamental to gape after towards “adversaries like China and Russia.” Having the govt support the challenge the usage of taxpayer cash could live “no different than the country wide transit device,” he introduced.

but one former colleague at the countrywide protection Council known as the map “half baked” and insisted that Spalding can likewise possess “gotten route over his skis,” first by route of failing to labor more in the executive and its management, and second for suggesting a map that appeared counter to promoting capitalist competition in the 5G area.

“He become a lamb inside a den of lions,” talked about the former NSC legit, relating to Spalding facing off against the telecoms which are already working on 5G networks. “I’m individually inquisitive about … preserving 5G dominance, however they don’t nationalize [things] in america … except it’s warfare.”

it could actually now not live struggle, but the White condominium is pursuing an aggressive strategy when it involves 5G

The countrywide safety Council, according to the Wall highway Journal and Reuters, is working on an executive order that might ban private agencies from the employ of chinese telecommunication organizations Huawei and ZTE’s items in the construction of 5G networks. The order, which was independently proven to Yahoo intelligence from two sources usual with the depend, cites country wide security officials’ matter that the chinese language government might employ its influence over domestic companies to manufacture employ of the network for espionage.

The national security Council didn't respond to a request for comment.

The White condo and the intelligence neighborhood possess to date no longer supplied specific examples of Huawei stealing secrets and techniques or pilfering information via telecoms or their 5G development, however possess rather cited ongoing difficulty that Huawei, given its shut ties to the chinese language executive, could not spurn to comply with any government request for information in the future. A recent department of Justice indictment in opposition t Huawei alleged the enterprise violated sanctions via labor with Iran and stole alternate secrets and techniques from T-cell.

“Huawei can live a private enterprise, however the chinese executive’s forceful response to its CFO’s arrest does display the tech giant’s pleasing repute, pursuant to China’s countrywide agenda to guide in 5G,” wrote Elsa Kania, an expert in chinese defense and know-how and a fellow with the heart for a brand modern American safety. “it's commonly complicated to disentangle Huawei’s industrial actions from the chinese govt’s geopolitical goals.”

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A pedestrian talks on the telephone outside a Huawei reclaim in Beijing. (picture: Kevin Frayer/Getty pictures)

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This may no longer live a brand modern difficulty. Former telecommunications tech giants like Nortel, which filed for chapter in 2009, attributed at the least one of the crucial explanations of their demise to chinese language espionage — theft of company plans and interior files accomplishing returned to the early 2000s. Huawei and ZTE were key rivals on the time as smartly, selling identical items for much less.

national safety and know-how consultants are insistent that Huawei’s involvement in espionage on behalf of the chinese govt is not theoretical.

“There are examples of chinese language espionage that remain labeled, based on James Lewis, senior director of the middle for Strategic and overseas experiences’ expertise coverage software. “I’ve viewed them, i finish know them to live real,” he informed Yahoo information. “There shouldn’t live any question that there are lucid hyperlinks to the chinese language intelligence capabilities.”

And in keeping with one former intelligence legit, the national security agency become already instrumental in pushing Germany now not to labor with Huawei. besides the fact that children, the NSA itself has sought the right route to potentially spy on Huawei during the past, in accordance with published files from former NSA contractor Edward Snowden. 

Broader condemnation of Huawei could possess big attaining economic consequences for American agencies as smartly. A ban on chinese language agencies would obligate diminutive organizations to rend out Huawei and ZTE products from their infrastructure, potentially with out compensation. both diminutive American telecoms and European agencies that possess already signed agreements with Huawei may well live either compelled or forced to forsake their ties to the chinese agencies to align with U.S. government requirements. 

Australia has already enacted a ban, whereas European international locations like Poland, in line with the modern york instances, are at present being compelled to observe swimsuit or else lose out on efficacious assets like a future armed forces base. Israel and others map to live a allotment of the neighborhood quickly, in line with one source generic with the transforming into coalition.

the previous NSC reputable who criticized Spalding’s map argued the ban could live “useful” at deterring Huawei. besides the fact that children, having been in government when President Trump without problems ended NSC personnel’ plans to blacklist chinese tech enterprise ZTE via a tweet closing might also, the authentic concerned a brace of reiterate flip-flop. “I bet Trump caves similar to [he did with] ZTE,” the legit spoke of.

The issue with the ban — in addition to Spalding’s understanding to “nationalize” the networks — is charge. “Huawei is subsidized via the executive,” talked about Lewis of CSIS. “which you can’t finish this for free.”

The proposed ban within the White house can live accompanied “via some price,” mentioned Lewis, but that should live offset if it enables for a brace years to destroy ties with Huawei as a substitute of getting to exchange know-how appropriate away. alternate options to Huawei, together with Samsung and Ericsson, imbue extra cash — however are currently informed by means of the government as more comfy. 

however, the ban “sends a much message” talked about Lewis, peculiarly when paired with a global coalition.

Spackey, the former telecom government and latest CEO of Bluewater protection, which manufactures uniforms for the armed forces, likewise said that any national 5G network “mighty” enough to live any residence near “impenetrable to uncertain actors” would live very expensive — however cost the can imbue ultimately. “Even with executive guide, it’s going to rob 5-10 years,” he concluded.

No count number what occurs, the consequences of the race between the U.S. and China could lead to a geopolitical deadlock, argued Eurasia community in a recent white paper, the residence countries will must opt for which network to undertake — putting international locations with competing ties to the U.S. and China in a tricky position. Imposing a ban on chinese language products inside the U.S. could manufacture that divide every lone of the clearer.

View photographs

photo: Omar Marques/SOPA pictures/LightRocket by route of Getty images

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And nations like Hungary, the residence a 5G contend with China became introduced final year, may not retreat along with U.S. wishes. 

nations are “being advised to manufacture a choice,” referred to Spalding. “which you can’t possess U.S. security guarantees and resolve to in reality undermine collective safety in response to your fiscal relationships with a totalitarian executive.”

these selections, counting on the quicken of development with 5G, can live on the horizon.

“We’re already seeing 5G rolling out throughout us…and China is a frontrunner,” observed Emily Walz, a lead analyst at defense contractor SOS foreign, who these days co-authored a U.S. executive-sponsored record on China’s web of things. China’s efforts to develop a functioning, extensive-achieving 5G community are assisting it revolve into a “requisites maker,” which increases its influence in shaping the route forward for 5G deployment worldwide and earnings of chinese language groups, Walz mentioned.

At this element, progress in 5G is an inevitability — however the benefits and costs of in quest of a ban with no U.S. build of agencies mutually concentrated on digital protection are unclear.

Spalding, before he left the White condo, had hoped to strategy groups “to say, probably you might arrive collectively, form a consortium, construct this community” to heart of attention on encryption and constructing in a layer of safety, he instructed Yahoo news.

however Spalding’s efforts ended when he left the NSC.

“And so presently, as a result of there turned into definitely no one engaged on this assignment aside from me,” he noted, “loads of what went into it changed into misplaced when I left.”

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One mad downtown St. Paul property owner decided that violating city regulations on skyway access could succor her deal with unwanted visitors who drink, urinate and sleep in her building. So landlord Jaunae Brooks started locking the doors to the skyways at 8 p.m.

The city owns the skyways and currently requires that they live open from 6 a.m. until 2 a.m. Brooks’ edifice overlooks Mears Park and is an primary link to Lowertown, an increasingly favorite nighttime entertainment zone with bars, restaurants and CHS Field. Maintaining skyway accessibility is seen as a factor in the area’s success.

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General Dynamics Reports Fourth-Quarter, Full-Year 2018 Results | killexams.com existent questions and Pass4sure dumps

FALLS CHURCH, Va., Jan. 30, 2019 /PRNewswire/ --

  • Fourth-quarter earnings from continuing operations up 42.9% to $909 million
  • Full-year earnings from continuing operations up 15.3% to $3.4 billion
  • Fourth-quarter diluted EPS from continuing operations up 46.2% to $3.07
  • Full-year diluted EPS from continuing operations up 17.4% to $11.22
  • Company-wide revenue increased 16.9% year-over-year
  • Full-year revenue growth in every lone five segments
  • General Dynamics (NYSE: GD) today reported full-year earnings from continuing operations of $3.4 billion on revenue of $36.2 billion, and quarterly earnings from continuing operations of $909 million on $10.4 billion in revenue.  Year-over-year revenue grew in every lone five segments.

    Fourth-quarter 2018 earnings from continuing operations, which grew 42.9 percent over fourth-quarter 2017, would possess grown 20.4 percent absent a one-time, non-cash decrement to earnings in 2017 from the 2017 Tax Cuts and Jobs Act.  On a per partake basis, diluted earnings per partake (EPS) from continuing operations was $3.07, a 46.2 percent augment over the year-ago quarter.  For the year, diluted EPS from continuing operations was $11.22, a 17.4 percent augment from 2017.

    "General Dynamics delivered solid performance in 2018," said Phebe N. Novakovic, chairman and chief executive officer. "Our Aerospace segment successfully managed through a modern model transition while achieving helpful order intake. Their defense businesses had strong operating performance and continued to reserve significant modern business."

    Segment Highlights

    AerospaceAerospace's 2018 full-year revenue was $8.5 billion, with operating earnings of $1.5 billion and an operating margin of 17.6 percent, even with its ongoing transition to modern aircraft models.  Book-to-bill was 0.8-to-1.0 for the quarter and 0.9-to-1.0 for the year.  Gulfstream delivered the first all-new G500 in the third quarter and continued G500 deliveries in the fourth quarter.

    Combat SystemsCombat Systems reported 2018 full-year revenue of $6.2 billion, up 4.9 percent over 2017. Operating earnings were $962 million and operating margin was 15.4 percent. The group achieved a book-to-bill of 1.3-to-1.0 for the fourth quarter, edifice on significant awards earlier in the year including M1A2 Abrams tank upgrades and additional Stryker double-V-hull vehicles. The group was likewise selected to deliver prototype vehicles for the U.S. Army's Mobile Protected Firepower (MPF) program.

    Information TechnologyInformation Technology had 2018 full-year revenue of $8.3 billion, up 87.5 percent over 2017 and up 4.3 percent excluding the acquisition of CSRA. Operating earnings for the year were $608 million, up 63 percent over 2017. The combination of universal Dynamics Information Technology and CSRA in the second quarter created a premier service provider to customers across defense, intelligence and federal civilian markets. The group achieved a book-to-bill of 1.0-to-1.0 for the year, with $8 billion in backlog and $25 billion in total estimated compress value.

    Mission SystemsMission Systems' 2018 full-year revenue was $4.7 billion, up 5.5 percent over 2017. Operating earnings were $659 million, up 3.3 percent over 2017.  Operating margin for the year was 13.9 percent.  The group had a book-to-bill of 1.0-to-1.0 for the year, with many significant orders including a $3.9 billion maximum potential indefinite delivery, indefinite quantity (IDIQ) compress for the U.S. Army's Common Hardware Systems-5 (CHS-5) program.

    Marine SystemsMarine Systems reported 2018 full-year revenue of $8.5 billion, up 6.2 percent over 2017. Operating earnings grew by 11.1 percent to $761 million, and operating margin for the year expanded 40 basis points to 9 percent. In 2018, the segment won several key contracts as well as $607 million in compress modifications on its $6.1 billion potential value compress to effect design and development labor for the Columbia ballistic missile submarine.  Book-to-bill grew year-over-year from 1.2-to-1.0 to 1.3-to-1.0.

    CashNet cash provided by operating activities for the year totaled $3.1 billion.  Free cash rush from operations, defined as net cash provided by operating activities less capital expenditures, was $2.5 billion in 2018, after a $255 million discretionary pension map contribution.

    Capital DeploymentThe company repurchased 7.6 million of its outstanding shares in the fourth quarter of 2018, and 10.1 million of its outstanding shares for $1.8 billion for the year.  The company paid out $1.1 billion in dividends in 2018.

    BacklogTotal backlog at the close of 2018 was $67.9 billion, up 7.4 percent from 2017. The estimated potential compress value, representing management's assess of value in unfunded IDIQ contracts and unexercised options, was $35.5 billion, up 43.2 percent from 2017. Total estimated compress value, the sum of every lone backlog components, was $103.4 billion, up 17.5 percent from 2017. Orders remained strong across the company with a consolidated book-to-bill of 1.0-to-1.0 for the year.

    About universal DynamicsHeadquartered in Falls Church, Virginia, universal Dynamics is a global aerospace and defense company that offers a broad portfolio of products and services in business aviation; combat vehicles, weapons systems and munitions; IT services; C4ISR solutions; and shipbuilding and ship repair.  The company's 2018 revenue was $36.2 billion.  More information is available at www.generaldynamics.com.

    Certain statements made in this press release, including any statements as to future results of operations and fiscal projections, may constitute "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995, as amended. Forward-looking statements are based on management's expectations, estimates, projections and assumptions. These statements are not guarantees of future performance and involve risks and uncertainties that are difficult to predict.  Therefore, actual future results and trends may differ materially from what is forecast in forward-looking statements due to a variety of factors. Additional information regarding these factors is contained in the company's filings with the Securities and Exchange Commission, including, without limitation, its Annual Report on form 10-K and its Quarterly Reports on form 10-Q. every lone forward-looking statements speak only as of the date they were made. The company does not undertake any duty to update or publicly release any revisions to forward-looking statements to reflect events, circumstances or changes in expectations after the date of this press release.

    WEBCAST INFORMATION: universal Dynamics will webcast its fourth-quarter and full-year 2018 fiscal results conference call at 9 a.m. EST on Wednesday, January 30, 2019. The webcast will live a listen-only audio event available at www.generaldynamics.com. An on-demand replay of the webcast will live available by 12 p.m. on January 30 and will continue for 12 months. To hear a recording of the conference call by telephone, gratify call 877-344-7529 (international: 412-317-0088); passcode 10127475.  The phone replay will live available through February 6, 2019. Charts furnished to investors and securities analysts in connection with universal Dynamics' announcement of its fiscal results for the quarter and year ended December 31, 2018, are available on its website at www.generaldynamics.com.  universal Dynamics intends to supplement those charts on its website after its earnings call today to comprise information about 2019 guidance presented on its earnings call.

     

    EXHIBIT A

    CONSOLIDATED STATEMENT OF EARNINGS - (UNAUDITED)

    DOLLARS IN MILLIONS, EXCEPT PER partake AMOUNTS

    Three Months Ended December 31

    Variance

    2018

    2017*

    $

    %

    Revenue

    $

    10,378

    $

    8,277

    $

    2,101

    25.4

    %

    Operating costs and expenses

    (9,152)

    (7,217)

    (1,935)

    Operating earnings

    1,226

    1,060

    166

    15.7

    %

    Interest, net

    (112)

    (27)

    (85)

    Other, net

    18

    (25)

    43

    Earnings before income tax

    1,132

    1,008

    124

    12.3

    %

    Provision for income tax, net

    (223)

    (372)

    149

    Net earnings

    $

    909

    $

    636

    $

    273

    42.9

    %

    Earnings per share—basic

    $

    3.10

    $

    2.14

    $

    0.96

    44.9

    %

    Basic weighted middling shares outstanding

    293.2

    297.0

    Earnings per share—diluted

    $

    3.07

    $

    2.10

    $

    0.97

    46.2

    %

    Diluted weighted middling shares outstanding

    296.4

    302.4

    *

    Prior-period information has been restated for the adoption of Accounting Standards Update (ASU) 2017-07, Compensation - Retirement Benefits (Topic 715): Improving the Presentation of Net intermittent Pension Cost and Net intermittent Postretirement benefit Cost, which they adopted on January 1, 2018.

     

     

     

    EXHIBIT B

    CONSOLIDATED STATEMENT OF EARNINGS - (UNAUDITED)

    DOLLARS IN MILLIONS, EXCEPT PER partake AMOUNTS

    Year Ended December 31

    Variance

    2018 (a)

    2017 (b)

    $

    %

    Revenue

    $

    36,193

    $

    30,973

    $

    5,220

    16.9

    %

    Operating costs and expenses

    (31,736)

    (26,737)

    (4,999)

    Operating earnings

    4,457

    4,236

    221

    5.2

    %

    Interest, net

    (356)

    (103)

    (253)

    Other, net

    (16)

    (56)

    40

    Earnings from continuing operations before income tax

    4,085

    4,077

    8

    0.2

    %

    Provision for income tax, net

    (727)

    (1,165)

    438

    Earnings from continuing operations

    3,358

    2,912

    446

    15.3

    %

    Discontinued operations, net of tax

    (13)

    (13)

    Net earnings

    $

    3,345

    $

    2,912

    $

    433

    14.9

    %

    Earnings per share—basic

    Continuing operations

    $

    11.37

    $

    9.73

    $

    1.64

    16.9

    %

    Discontinued operations

    (0.04)

    (0.04)

    Net earnings

    $

    11.33

    $

    9.73

    $

    1.60

    16.4

    %

    Basic weighted middling shares outstanding

    295.3

    299.2

    Earnings per share—diluted

    Continuing operations

    $

    11.22

    $

    9.56

    $

    1.66

    17.4

    %

    Discontinued operations

    (0.04)

    (0.04)

    Net earnings

    $

    11.18

    $

    9.56

    $

    1.62

    16.9

    %

    Diluted weighted middling shares outstanding

    299.2

    304.6

    (a)

    2018 results comprise the unfavorable repercussion of one-time charges of approximately $75 associated with costs to complete the acquisition of CSRA Inc. In the table above, approximately $45 of compensation-related costs was reported in operating costs and expenses, and approximately $30 of transaction costs was reported in other, net.

    (b)

    Prior-period information has been restated for the adoption of ASU 2017-07, which they adopted on January 1, 2018.

     

     

     

    EXHIBIT C

    REVENUE AND OPERATING EARNINGS BY SEGMENT - (UNAUDITED)

    DOLLARS IN MILLIONS

    Three Months Ended December 31

    Variance

    2018

    2017*

    $

    %

    Revenue:

    Aerospace

    $

    2,704

    $

    1,982

    $

    722

    36.4

    %

    Combat Systems

    1,744

    1,748

    (4)

    (0.2)

    %

    Information Technology

    2,382

    1,232

    1,150

    93.3

    %

    Mission Systems

    1,251

    1,255

    (4)

    (0.3)

    %

    Marine Systems

    2,297

    2,060

    237

    11.5

    %

    Total

    $

    10,378

    $

    8,277

    $

    2,101

    25.4

    %

    Operating earnings:

    Aerospace

    $

    382

    $

    336

    $

    46

    13.7

    %

    Combat Systems

    261

    260

    1

    0.4

    %

    Information Technology

    194

    95

    99

    104.2

    %

    Mission Systems

    181

    187

    (6)

    (3.2)

    %

    Marine Systems

    213

    167

    46

    27.5

    %

    Corporate

    (5)

    15

    (20)

    (133.3)

    %

    Total

    $

    1,226

    $

    1,060

    $

    166

    15.7

    %

    Operating margin:

    Aerospace

    14.1

    %

    17.0

    %

    Combat Systems

    15.0

    %

    14.9

    %

    Information Technology

    8.1

    %

    7.7

    %

    Mission Systems

    14.5

    %

    14.9

    %

    Marine Systems

    9.3

    %

    8.1

    %

    Total

    11.8

    %

    12.8

    %

    *

    Prior-period information has been restated for the adoption of ASU 2017-07, which they adopted on January 1, 2018.

     

     

     

    EXHIBIT D

    REVENUE AND OPERATING EARNINGS BY SEGMENT - (UNAUDITED)

    DOLLARS IN MILLIONS

    Year Ended December 31

    Variance

    2018 (a)

    2017 (b)

    $

    %

    Revenue:

    Aerospace

    $

    8,455

    $

    8,129

    $

    326

    4.0

    %

    Combat Systems

    6,241

    5,949

    292

    4.9

    %

    Information Technology

    8,269

    4,410

    3,859

    87.5

    %

    Mission Systems

    4,726

    4,481

    245

    5.5

    %

    Marine Systems

    8,502

    8,004

    498

    6.2

    %

    Total

    $

    36,193

    $

    30,973

    $

    5,220

    16.9

    %

    Operating earnings:

    Aerospace

    $

    1,490

    $

    1,577

    $

    (87)

    (5.5)

    %

    Combat Systems

    962

    937

    25

    2.7

    %

    Information Technology

    608

    373

    235

    63.0

    %

    Mission Systems

    659

    638

    21

    3.3

    %

    Marine Systems

    761

    685

    76

    11.1

    %

    Corporate

    (23)

    26

    (49)

    (188.5)

    %

    Total

    $

    4,457

    $

    4,236

    $

    221

    5.2

    %

    Operating margin:

    Aerospace

    17.6

    %

    19.4

    %

    Combat Systems

    15.4

    %

    15.8

    %

    Information Technology

    7.4

    %

    8.5

    %

    Mission Systems

    13.9

    %

    14.2

    %

    Marine Systems

    9.0

    %

    8.6

    %

    Total

    12.3

    %

    13.7

    %

    (a)

    2018 results comprise the unfavorable repercussion of approximately $45 of compensation-related one-time charges associated with costs to complete the acquisition of CSRA Inc. This amount was reported as a reduction of Corporate operating earnings in the table above.

    (b)

    Prior-period information has been restated for the adoption of ASU 2017-07, which they adopted on January 1, 2018.

     

     

     

    EXHIBIT E

    CONSOLIDATED balance SHEET

    DOLLARS IN MILLIONS

    (Unaudited)

    December 31, 2018

    December 31, 2017

    ASSETS

    Current assets:

    Cash and equivalents

    $

    963

    $

    2,983

    Accounts receivable

    3,759

    3,617

    Unbilled receivables

    6,576

    5,240

    Inventories

    5,977

    5,303

    Other current assets

    914

    1,185

    Total current assets

    18,189

    18,328

    Noncurrent assets:

    Property, plant and equipment, net

    4,348

    3,517

    Intangible assets, net

    2,585

    702

    Goodwill

    19,594

    11,914

    Other assets

    692

    585

    Total noncurrent assets

    27,219

    16,718

    Total assets

    $

    45,408

    $

    35,046

    LIABILITIES AND SHAREHOLDERS' EQUITY

    Current liabilities:

    Short-term debt and current portion of long-term debt

    $

    973

    $

    2

    Accounts payable

    3,179

    3,207

    Customer advances and deposits

    7,270

    6,992

    Other current liabilities

    3,317

    2,898

    Total current liabilities

    14,739

    13,099

    Noncurrent liabilities:

    Long-term debt

    11,444

    3,980

    Other liabilities

    7,493

    6,532

    Total noncurrent liabilities

    18,937

    10,512

    Shareholders' equity:

    Common stock

    482

    482

    Surplus

    2,946

    2,872

    Retained earnings

    29,326

    26,444

    Treasury stock

    (17,244)

    (15,543)

    Accumulated other comprehensive loss

    (3,778)

    (2,820)

    Total shareholders' equity

    11,732

    11,435

    Total liabilities and shareholders' equity

    $

    45,408

    $

    35,046

     

     

     

    EXHIBIT F

    CONSOLIDATED STATEMENT OF CASH FLOWS - (UNAUDITED)

    DOLLARS IN MILLIONS

    Year Ended December 31

    2018

    2017

    Cash flows from operating activities—continuing operations:

    Net earnings

    $

    3,345

    $

    2,912

    Adjustments to reconcile net earnings to net cash provided by operating activities:

    Depreciation of property, plant and equipment

    493

    362

    Amortization of intangible assets

    270

    79

    Equity-based compensation expense

    140

    123

    Deferred income tax (benefit) provision

    (3)

    401

    Discontinued operations, net of tax

    13

    (Increase) reduce in assets, net of effects of business acquisitions:

    Accounts receivable

    417

    (195)

    Unbilled receivables

    (800)

    (987)

    Inventories

    (591)

    (182)

    Other current assets

    310

    207

    Increase (decrease) in liabilities, net of effects of business acquisitions:

    Accounts payable

    (197)

    657

    Customer advances and deposits

    36

    264

    Other, net

    (285)

    235

    Net cash provided by operating activities

    3,148

    3,876

    Cash flows from investing activities:

    Business acquisitions, net of cash acquired

    (10,099)

    (399)

    Capital expenditures

    (690)

    (428)

    Proceeds from sales of assets

    562

    50

    Other, net

    (7)

    (11)

    Net cash used by investing activities

    (10,234)

    (788)

    Cash flows from financing activities:

    Proceeds from fixed-rate notes

    6,461

    985

    Purchases of common stock

    (1,769)

    (1,558)

    Dividends paid

    (1,075)

    (986)

    Proceeds from floating-rate notes

    1,000

    Proceeds from (repayments of) commercial paper, net

    851

    Repayment of CSRA accounts receivable purchase agreement

    (450)

    Proceeds from stock option exercises

    136

    163

    Repayment of fixed-rate notes

    (900)

    Other, net

    (68)

    (103)

    Net cash provided (used) by financing activities

    5,086

    (2,399)

    Net cash used by discontinued operations

    (20)

    (40)

    Net (decrease) augment in cash and equivalents

    (2,020)

    649

    Cash and equivalents at genesis of year

    2,983

    2,334

    Cash and equivalents at close of year

    $

    963

    $

    2,983

     

     

     

    EXHIBIT G

    PRELIMINARY fiscal INFORMATION - (UNAUDITED)

    DOLLARS IN MILLIONS, EXCEPT PER partake AMOUNTS

    2018

    2017

    Fourth Quarter

    Fourth Quarter

    Other fiscal Information:

    Return on equity (a)

    28.1

    %

    26.6

    %

    Debt-to-equity (b)

    105.8

    %

    34.8

    %

    Debt-to-capital (c)

    51.4

    %

    25.8

    %

    Book value per partake (d)

    $

    40.64

    $

    38.52

    Income tax payments, net

    $

    227

    $

    219

    Company-sponsored research and development (e)

    $

    146

    $

    154

    Shares outstanding

    288,698,149

    296,895,608

    Non-GAAP fiscal Measures:

    2018

    2017

    Fourth Quarter

    Twelve Months

    Fourth Quarter

    Twelve Months

    Earnings before interest, taxes, depreciation

        and amortization:

    Earnings from continuing operations

    $

    909

    $

    3,358

    $

    636

    $

    2,912

    Interest, net

    112

    356

    27

    103

    Provision for income tax, net

    223

    727

    372

    1,165

    Depreciation of property, plant and equipment

    141

    493

    93

    362

    Amortization of intangible assets

    80

    270

    22

    79

    Earnings before interest, taxes, depreciation

        and amortization (f)

    $

    1,465

    $

    5,204

    $

    1,150

    $

    4,621

    Free cash rush from operations:

    Net cash provided by operating activities

    $

    2,067

    $

    3,148

    $

    1,994

    $

    3,876

    Capital expenditures

    (243)

    (690)

    (155)

    (428)

    Free cash rush from operations (g)

    $

    1,824

    $

    2,458

    $

    1,839

    $

    3,448

    Return on invested capital:

    Earnings from continuing operations

    $

    3,358

    $

    2,912

    After-tax interest expense

    295

    76

    After-tax amortization expense

    213

    51

    Net operating profit after taxes

    3,866

    3,039

    Average invested capital

    25,367

    18,099

    Return on invested capital (h)

    15.2

    %

    16.8

    %

    Notes describing the calculation of the other fiscal information and a reconciliation of non-GAAP fiscal measures are on the following page.

     

     

     

    EXHIBIT G (cont.)

    PRELIMINARY fiscal INFORMATION - (UNAUDITED)

    DOLLARS IN MILLIONS, EXCEPT PER partake AMOUNTS

    (a)

    Return on equity is calculated by dividing earnings from continuing operations for the latest 12-month period by their middling equity during that period.

    (b)

    Debt-to-equity ratio is calculated as total debt divided by total equity as of year end.

    (c)

    Debt-to-capital ratio is calculated as total debt divided by the sum of total debt plus total equity as of year end.

    (d)

    Book value per partake is calculated as total equity divided by total outstanding shares as of year end.

    (e)

    Includes independent research and development and Aerospace product-development costs.

    (f)

    We believe earnings before interest, taxes, depreciation and amortization (EBITDA) is a useful measure for investors because it provides another measure of their profitability and their capacity to service their debt. They calculate EBITDA by adding back interest, taxes, depreciation and amortization to earnings from continuing operations. The most directly comparable GAAP measure to EBITDA is earnings from continuing operations. 

    (g)

    We believe free cash rush from operations is a useful measure for investors because it portrays their capacity to generate cash from their businesses for purposes such as repaying maturing debt, funding business acquisitions, repurchasing their common stock and paying dividends. They employ free cash rush from operations to assess the character of their earnings and as a key performance measure in evaluating management. The most directly comparable GAAP measure to free cash rush from operations is net cash provided by operating activities.

    (h)

    We believe recrudesce on invested capital (ROIC) is a useful measure for investors because it reflects their capacity to generate returns from the capital they possess deployed in their operations. They employ ROIC to evaluate investment decisions and as a performance measure in evaluating management. They define ROIC as net operating profit after taxes divided by middling invested capital. Net operating profit after taxes is defined as earnings from continuing operations plus after-tax interest and amortization expense, calculated using the statutory federal income tax rate. middling invested capital is defined as the sum of the middling debt and shareholders' equity excluding accumulated other comprehensive loss. ROIC excludes goodwill impairments and non-economic accounting changes as they are not reflective of company performance. The most directly comparable GAAP measure to net operating profit after taxes is earnings from continuing operations. 

     

     

     

    EXHIBIT H

    BACKLOG - (UNAUDITED)

    DOLLARS IN MILLIONS

    Funded

    Unfunded

    TotalBacklog

    EstimatedPotentialContract Value*

    TotalEstimatedContract Value

    Fourth Quarter 2018:

    Aerospace

    $

    11,208

    $

    167

    $

    11,375

    $

    3,130

    $

    14,505

    Combat Systems

    16,174

    424

    16,598

    4,187

    20,785

    Information Technology

    4,717

    3,248

    7,965

    17,066

    25,031

    Mission Systems

    4,890

    445

    5,335

    7,409

    12,744

    Marine Systems

    18,837

    7,761

    26,598

    3,703

    30,301

    Total

    $

    55,826

    $

    12,045

    $

    67,871

    $

    35,495

    $

    103,366

    Third Quarter 2018:

    Aerospace

    $

    11,696

    $

    173

    $

    11,869

    $

    2,239

    $

    14,108

    Combat Systems

    15,865

    395

    16,260

    3,857

    20,117

    Information Technology

    5,222

    4,731

    9,953

    17,365

    27,318

    Mission Systems

    5,024

    587

    5,611

    7,453

    13,064

    Marine Systems

    16,615

    9,221

    25,836

    3,797

    29,633

    Total

    $

    54,422

    $

    15,107

    $

    69,529

    $

    34,711

    $

    104,240

    Fourth Quarter 2017:

    Aerospace

    $

    12,319

    $

    147

    $

    12,466

    $

    1,955

    $

    14,421

    Combat Systems

    17,158

    458

    17,616

    3,154

    20,770

    Information Technology

    2,140

    1,471

    3,611

    10,114

    13,725

    Mission Systems

    4,542

    721

    5,263

    4,761

    10,024

    Marine Systems

    15,872

    8,347

    24,219

    4,809

    29,028

    Total

    $

    52,031

    $

    11,144

    $

    63,175

    $

    24,793

    $

    87,968

    *

    The estimated potential compress value includes labor awarded on unfunded indefinite delivery, indefinite quantity (IDIQ) contracts and unexercised options associated with existing hard contracts, including options and other agreements with existing customers to purchase modern aircraft and aircraft services. They recognize options in backlog when the customer exercises the option and establishes a hard order. For IDIQ contracts, they evaluate the amount of funding they expect to receive and comprise this amount in their estimated potential compress value. The actual amount of funding received in the future may live higher or lower than their assess of potential compress value.

     

     

    EXHIBIT H-1BACKLOG AND ESTIMATED compress VALUE - (UNAUDITED)DOLLARS IN MILLIONS

    EXHIBIT H-1

    Photo - https://mma.prnewswire.com/media/815256/EXHIBIT_H_1.jpg

     

    EXHIBIT H-2BACKLOG AND ESTIMATED compress VALUE BY SEGMENT - (UNAUDITED)DOLLARS IN MILLIONS

    EXHIBIT H-2 Aerospace

    EXHIBIT H-2 Combat Systems

    EXHIBIT H-2 Information Technology

    EXHIBIT H-2 Mission Systems

    EXHIBIT H-2 Marine Systems

    Photo - https://mma.prnewswire.com/media/815271/EXHIBIT_H_2_Aerospace.jpg  Photo - https://mma.prnewswire.com/media/815272/EXHIBIT_H_2_Combat_Systems.jpg  Photo - https://mma.prnewswire.com/media/815273/EXHIBIT_H_2_Information_Technology.jpg  Photo - https://mma.prnewswire.com/media/815275/EXHIBIT_H_2_Mission_Systems.jpgPhoto - https://mma.prnewswire.com/media/815274/EXHIBIT_H_2_Marine_Systems.jpg  Photo - https://mma.prnewswire.com/media/815303/EXHIBIT_H_2_Key.jpg

     

     

    EXHIBIT I

    FOURTH QUARTER 2018 SIGNIFICANT ORDERS - (UNAUDITED)

    DOLLARS IN MILLIONS

    We received the following significant compress awards during the fourth quarter of 2018:

    Combat Systems:

    $715 from the U.S. Army to upgrade Abrams tanks to the M1A2 System Enhancement Package Version 3 configuration. 

    $385 from the Army for additional Stryker double-V-hull vehicles.

    $335 from the Army to develop and deliver 12 prototype vehicles for the Mobile Protected Firepower (MPF) program.

    $95 for the production of Army Ground Mobility Vehicles (AGMVs) and associated kits. 

    $45 from the Army for the production of Abrams Expedited dynamic Protection System (ExAPS) armored mounting kits and ballast kits.

    $45 to supply 155mm ammunition to the Australian Department of Defence. 

    Information Technology:

    $140 for several key contracts to provide intelligence services to classified customers. 

    $105 from the National Geospatial-Intelligence Agency (NGA) for information technology (IT) lifecycle management and virtual desktop services. 

    $50 to provide operations and maintenance support services for the Transportation Security Administration (TSA). 

    $45 to provide IT, information assurance and cybersecurity services for the F-35 Joint Strike Fighter Virtual Enterprise network and workstations. 

    $40 to provide IT management and support services for two cloud-based infrastructure locations. 

    $30 to provide operations and maintenance support services for a Department of Homeland Security (DHS) data center. 

    Mission Systems:

    $185 from the U.S. Navy for combat and seaframe control systems on Independence-variant Littoral Combat Ships. 

    $90 from the Navy to provide fire control system modifications for ballistic-missile (SSBN) and guided-missile (SSGN) submarines. 

    $80 from the Army for computing and communications apparatus under the Common Hardware Systems-5 (CHS-5) program. 

    $55 to provide engineering, integration and software support services for the Canadian Army's Land Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance (C4ISR) System. 

    $35 to build circuit card assemblies for the Trident missile D5 life extension program. 

    $30 to provide apparatus and installation of video surveillance receivers for the Federal Bureau of Investigation (FBI). 

    Marine Systems:

    $925 from the Navy for the design and construction of two T-AO-205 fleet replenishment oilers and long-lead materials for a third T-AO-205 oiler. 

    $910 from the Navy for the construction of an Arleigh Burke-class (DDG-51) guided-missile destroyer.

    $350 from the Navy to provide design and development and lead yard services for Virginia-class submarines. 

    $180 from the Navy for Advanced Nuclear Plant Studies (ANPS) in support of the Columbia-class submarine program.

    $70 from the Navy for design, planning yard, engineering and technical support services for in-service nuclear submarines. 

    $45 from the Navy to provide non-nuclear maintenance and repair services for submarines located at the Naval Submarine support Facility in modern London, Connecticut.

     

     

     

    EXHIBIT J

    AEROSPACE SUPPLEMENTAL DATA - (UNAUDITED)

    Fourth Quarter

    Twelve Months

    2018

    2017

    2018

    2017

    Gulfstream Aircraft Deliveries (units):

    Large-cabin aircraft

    34

    23

    92

    90

    Mid-cabin aircraft

    8

    7

    29

    30

    Total

    42

    30

    121

    120

    Pre-owned Aircraft Deliveries (units):

    3

    1

    7

    5

    Aerospace Book-to-Bill:

    Orders

    $

    2,117

    $

    2,568

    $

    7,596

    $

    7,579

    Revenue (excluding pre-owned aircraft sales)

    2,650

    1,969

    8,322

    8,062

    Book-to-Bill Ratio*

    0.80x

    1.30x

    0.91x

    0.94x

    *

    Does not comprise compress amendments, customer defaults, pricing adjustments, liquidated damages, cancellations, foreign exchange fluctuations and other backlog adjustments.

     

     

     

    General Dynamics (PRNewsFoto/General Dynamics) (PRNewsFoto/General Dynamics)

    Cision View original content to download multimedia:http://www.prnewswire.com/news-releases/general-dynamics-reports-fourth-quarter-full-year-2018-results-300786409.html

    SOURCE universal Dynamics

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    Leaving no one behind: Humanitarian effectiveness in the age of the Sustainable development Goals | killexams.com existent questions and Pass4sure dumps

    EXECUTIVE SUMMARY

    As of July 2015, an estimated 114 million people in assessed countries were in exigency of humanitarian assistance, compared to 40 million just over ten years ago.1 Needs are not only growing, but their drivers and time horizons possess likewise changed: most people in crossroad live in contexts of fragility, where existing vulnerabilities due to causes like poverty, food insecurity and exclusion are compounded by contest and violence, intensifying natural disasters, and unplanned urbanization. The international humanitarian system2 was set up to address exceptional circumstances, but for people in these environments, crises and insecurity are the norm. Cycles of contest and disasters are displacing millions, leaving people vulnerable and in exigency of humanitarian action for decades, and in some cases, for generations.

    Alongside these challenges are positive trends: local, national, regional and international capacity to prepare for and manage crises continues to grow. Actors from every lone backgrounds are increasingly taking initiative, joining forces, and getting more organized to address growing needs, genesis with affected people themselves. The international humanitarian system likewise continues to play a fundamental role in providing assistance and protection in times of conflict, when local systems are depleted by crisis, and where resources or technical information are insufficient.

    International actors possess likewise made significant progress in strengthening humanitarian coordination, professionalizing and establishing standards for delivery, managing crossroad risk, edifice resilience and promoting accountability to affected people.

    Despite these gains at every lone levels, the complexity and volume of crises means that many people silent finish not receive the assistance and protection they need, while others may live trapped in a humanitarian holding pattern that offers no lucid path to better their circumstances. contest continues to drive the bulk of humanitarian action, but those responding to habitual vulnerability, climate-driven shocks, rapid urbanization, and a host of other hazards now coexist with conflict-driven crises in a complicated and interconnected picture. Protracted crises are the norm, and humanitarian actors possess taken on a wider scope of roles: addressing prolonged displacement; filling gaps in convivial safety nets; promote preparedness; coping with the changing nature of violence and modern hazards; and facing urbanization and climate-driven crises. In this environment, clarifying effectiveness requires an understanding of the expectations against which humanitarian assistance and protection are now measured.

    This study echoes the view that progress in addressing these challenges can live triggered, in part, by the adoption of a shared understanding of what humanitarian effectiveness means in today’s world, and through collective efforts to incentivize and measure progress toward achieving it.

    The World Humanitarian climax (WHS) marks a rare occasion to foster an agenda around this kindly of shared understanding. The Sustainable development Agenda, which has just been adopted, provides another opportunity: a global results framework that must benefit everyone, regardless of circumstance. In order to achieve the Sustainable development Goals (SDGs), the most vulnerable people, including those in crisis, must live a particular priority. For humanitarians to contribute to that vision, meeting basic needs in crossroad will remain critical, but it is no longer enough. The 2030 Agenda calls on humanitarians locally, nationally, and internationally to labor differently with one another and with counterparts in development, peace operations, climate change, and gender equality to whisk people out of crisis: reducing vulnerability, doubling down on risk management, and tackling root causes of crises and conflict.

    The 2030 Agenda includes a vision for global solidarity with people in delicate environments, a renewed commitment to resolve or preclude contest and the recognition of the primary role of migrants, internally displaced people, and refugees in achieving development goals. By recognizing that many of the drivers of humanitarian crises “threaten to transpose much of the development progress made in recent decades,” the Agenda opens a formal bridge to greater cooperation that will “leave no one behind.”

    In light of these factors, this study highlights 12 of the elements that are critical to efficacious humanitarian assistance and protection, and describes five overarching shifts in mind-set and approach that can contribute to improvements in supporting people in crisis, as well as moving people out of crisis.

    The tools and approaches needed to deliver efficacious humanitarian action differ based on a number of factors, but the most prominent one is context. In the aftermath of rapid-onset, climate-related disaster, for example, the emphasis may live on providing rapid, character aid where the crossroad has overwhelmed existing capacity to cope. It could likewise strike supporting the response of actors such as national military or local businesses, in providing the immediate logistics support to enable others to reclaim more lives. In a contest environment, where some actors may live compromised by or implicated in fighting, international humanitarian tryst plays a unique role in delivery, protection, and advocacy. In silent other contexts, such as situations of habitual vulnerability, effectiveness has a different dimension, requiring collaboration beyond the humanitarian community, away from cycles of short-term delivery and toward a sustainable framework of human rights and convivial protection.

    While every context is different, as they reflect on what it means to live effective, it can succor to reckon the profile of a person most commonly facing humanitarian needs. Based on today’s humanitarian landscape, they now know that this person is likely to live a woman. She and her children are likely to possess fled their home, and to live animate without the right to labor or schooling, and without basic services like water and health care. She is likely to live fleeing from or animate in conflict, where she faces an increased risk of violence in her home and in the community around her.

    She and her family are more likely to live in these circumstances of displacement, insecurity and habitual vulnerability for more than a decade,4 meeting their needs through community networks, diaspora support, and, in some cases, through actors in the international humanitarian aid system. When aid is available, it may not tender what is most primary to her and her family, such as education for her children, safe housing or a source of livelihood. As years pass with limited improvement in her prospects, the systems designed to protect her and her family, and to meet their needs, are unlikely to transform her circumstances. This study considers how humanitarian action can contribute to more efficacious results for this woman and others in crisis.

    The study is based on extensive consultation with a scope of stakeholders to understand whether affected people feel their needs are being met, who is meeting them, and what more can live done to whisk people out of crossroad (see page 12 for details on the research approach). The findings are based on a 1,600-person global survey, six country visits that included hundreds of interviews, and other consultations.

    The study begins with a description of the Humanitarian Landscape, which details the global trends that shape humanitarian needs, risks, and expectations for response. It then situates the study in context of concurrent global change agendas and recent trends in the dialogue on humanitarian effectiveness by exploring the question, “Why effectiveness, why now?” The Findings, which summarize what they heard in the course of the study, are organized around 12 elements of effectiveness, which possess been grouped into three tiers, as follows:

    CRISIS-AFFECTED PEOPLE possess THE right TO ASSISTANCE AND PROTECTION THAT IS THOSE REACHING CRISIS-AFFECTED PEOPLE SHOULD BE

  • Relevant

  • Timely

  • Accountable

  • RESULTS: these elements rehearse the desired results for crossroad affected people

    THOSE REACHING CRISIS-AFFECTED PEOPLE SHOULD BE

  • Complementary

  • Connected

  • Coherent

  • Nimble

  • PRACTICE: these elements rehearse the desired behaviour and approach for any actor involved in achieving results for crisis-affected people

    THE ENVIRONMENT FOR HUMANITARIAN ACTION MUST live ENABLED BY

  • Respect for Principles

  • Leadership

  • Resources

  • Information and Evidence

  • Governance

  • ENABLERs: These are some of the essential enablers that must live allotment of the operating environment in order to achieve results for crisis-affected people.

    As eminent above, any model for effectiveness should live applied and evaluated in context: some elements of effectiveness will naturally live more primary and feasible in some contexts, while others manufacture rob precedence or add more value in others. This is not a framework solely for the United Nations (UN) or international actors, but should contribute to the application to foster effectiveness by every lone actors contributing to humanitarian action.

    The study summarizes the proposed changes in the “How finish they pick up there” section, presenting five overarching shifts in mindset and drill that will contribute to greater humanitarian effectiveness. These shifts likewise contribute to advancing areas of shared interests with change agendas such as the Sustainable development Agenda and those for peacebuilding, climate change, and gender equality. The proposed shifts possess strong implications for international humanitarian actors and donors as well as governments, national civil society organizations, and others contributing to humanitarian action such as private sector actors, militaries, and diaspora communities. Achieving them will require a commitment, among humanitarian actors and other key stakeholders, to examine incentive structures and overcome persistent barriers to ensure their advancement.

    Those shifts are as follows:

  • Reinforce, don’t supersede existing capacities and coping strategiesInternational humanitarian actors must respond to needs quickly, with apropos responses, and at the necessary scale. But their train should always live to enable and empower national actors and institutions, not to substitute for them. In order to reinforce the self-reliance of affected people and undertake targeted capacity development, humanitarian actors must possess a strong understanding of the operating context, ideally before a crossroad happens, and live informed by local actors and development partners with an established presence and network. These efforts should comprise supporting national and local actors and institutions through appropriate political engagement, partnerships, and fiscal investment to protect civilians, manage risk, guide response and reduce vulnerability. The primacy of national and local institutions cannot arrive at the expense of people themselves: where national and local actors undermine or compromise the rights and safety of crisis-affected people, international actors should likewise uphold and reinforce the rights of affected people, stressing the primary responsibilities of States and parties to contest under apropos international law and other instruments.

  • Enter with an Exit: collaborate to reduce and close humanitarian needAcknowledging that humanitarian crises are neither short-lived nor isolated, humanitarian actors must labor more closely with others to set context-specific targets for reducing exigency and improving the prospects of crisis-affected people to achieve the Sustainable development Goals. This must comprise concrete partnerships with governments, development and peacebuilding communities, and other apropos actors in order to: identify shared interests and clarify roles in reducing the risk of habitual shocks, strengthen convivial protection measures, preclude prolonged displacement, and promote sustainable solutions for internally displaced people and refugees. The 2030 Agenda for Sustainable development provides a number of useful commitments to support this aim, including support for displaced people to recrudesce to a path to dignity and safety. Planning should employ multi-year compacts that bring together apropos actors at the national and regional levels to clarify how they will contribute to specific, dynamic benchmarks and outcome targets against which to measure progress.

  • Leverage comparative advantage: strengthen connectivity and strategic leadershipCoordination platforms, tools, and financing models should reflect the diversity of actors meeting humanitarian needs and the contexts in which crises happen. This requires: edifice stronger connections between national and international actors and between humanitarian and non-humanitarians. These coordination structures should live designed ahead of crises, particularly in areas at elevated risk, aiming to recognize the scope of capacities needed. Strategic leadership should live strongly supported, both among governments and international actors: reinforcing obligations, calling for accountability, and emphasizing discipline. Leadership should identify and promote concrete outcomes and specific positive results for crisis-affected people, facilitating collaboration that cuts across traditional silos.

  • See the entire picture: 360-degrees of risks and needsTo maintain needs at the heart of humanitarian action, every lone actors require consistent definition of humanitarian exigency and frequent analysis of its drivers, including disaggregation for the unique needs of people within the affected population. Open and safe data will live critical to advancing this, with the maximum smooth of sharing and access encouraged, balanced with the highest degree of protection for privacy and safety of affected people. In addition, responses to crises, whether driven by contest or natural disasters, are consistently more efficacious when the groundwork is in residence ahead of time to preclude crises or attenuate their repercussion and prepare for residual risks, based on an analysis of known risks and capacities, and with investments in preparedness where risk of disasters is greatest.

  • Measure shared results for collective accountabilityCollective accountability should live promoted by every lone actors leading and delivering on humanitarian action, including governments, international actors, donors, national actors and others. Shared benchmarks for success will strike bringing together a scope of actors based on shared interests and comparative odds in order to achieve existent results for affected people. Common feedback mechanisms and aggregated data on needs and priorities of affected people will live critical enablers of this, linked to decision-making processes on financing, planning and operations.Building on tools like the IASC’s Commitments on Accountability to Affected People, and the Core Humanitarian measure on character and Accountability, benchmarks should live linked to regularly collected and analysed feedback from affected people, with adjustments made to both inputs and targets as a result of that feedback. This process will require each actor to deliver on commitments in a predictable manner, based on a lucid contribution to broader outcomes, with supple tools and structures to adapt to feedback.

  • Given the urgency of undertaking these shifts deliberately, actors responsible for making them betide must live held accountable. The study proposes that a global accountability framework live formulated to track progress on improving specific aspects of humanitarian effectiveness, used to inform interagency and intergovernmental processes as well as operational and policy options in crises. As a contribution to this accountability framework, the study proposes a set of “guiding principles” that highlight the main changes in relation to the study’s 12 elements of effectiveness. These are meant as a starting point for discussion, not as a definitive list. Once adopted, such a framework would serve as the basis for intermittent progress reviews to highlight successes and best practice, barriers to progress, and areas of modern or on-going concern that require adaptation or change in course. It would train to build on the Organization for Economic Cooperation and development - development Assistance Committee (OECD-DAC) criteria and the Core Humanitarian measure on character and Accountability (CHS), and other apropos frameworks.

    What sets this study’s effectiveness elements apart from many others is the inclusion of the “enablers.” In many crossroad environments, the weaknesses or gaps in enablers such as governance and respect for principles are the very judgement for a humanitarian crisis. In some contexts, however, there is significant progress that can live made on addressing some of them, and analysing these factors often forms the basis of the humanitarian advocacy agenda to tackle persistent challenges. Some of them, such as leadership and resources, will live required in any environment and should live included in the replete picture of effectiveness. The enablers likewise picture some of the connecting points with other agendas including human rights, peace and security, and development. The study does not suggest that these enablers must live perfectly intact to realize an efficacious result, but it does recognize that a forward-looking agenda must continue to tackle these systemic considerations.



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