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Zero-day vulnerabilities--software vulnerabilities for which no patch or fix has been publicly released-- and their exploits are useful in cyber operations--whether by criminals, militaries, or governments--as well as in defensive and academic settings. This report provides findings from real-world zero-day vulnerability and exploit data that could augment conventional proxy examples and expert opinion, complement current efforts to create a framework for deciding whether to disclose or retain a cache of zero-day vulnerabilities and exploits, inform ongoing policy debates regarding stockpiling and vulnerability disclosure, and add extra context for those examining the implications and resulting liability of attacks and data breaches for U.S. consumers, companies, insurers, and for the civil justice system broadly. The authors provide insights about the zero-day vulnerability research and exploit development industry; give information on what proportion of zero-day vulnerabilities are alive (undisclosed), dead (known), or somewhere in between; and establish some baseline metrics regarding the average lifespan of zero-day vulnerabilities, the likelihood of another party discovering a vulnerability within a given time period, and the time and costs involved in developing an exploit for a zero-day vulnerability"--Publisher's description.

Computer viruses --- Computer networks --- Software viruses --- Viruses, Computer --- Computer crimes --- Malware (Computer software) --- Security measures

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The coronavirus disease 2019 (COVID-19) virus is creating unprecedented stresses on hospital and critical care systems. Hospitals, health care systems, states, and regions urgently need to assess their resources, identify potential bottlenecks, and create strategies for increasing critical care surge capacity, which refers to the resources needed to care for the sickest patients with the novel coronavirus. In this report, the authors present a list of strategies for creating critical care surge capacity and estimate the number of patients accommodated, given the number of available critical care doctors and nurses, respiratory therapists, ventilators, and hospital beds. They also document the development of a user-friendly, Microsoft Excel–based tool that allows decisionmakers at all levels — hospitals, health care systems, states, regions — to estimate current critical care capacity and rapidly explore strategies for increasing it. The strategies are organized into two tiers. Tier 1 includes contingency capacity strategies: adaptations to medical care spaces, staffing constraints, and supply shortages in a way that can increase capacities without significant impact on medical care delivery. Tier 2 includes crisis capacity strategies: changes that likely will have significant impact on routine care delivery and operations.