THE ENGINEERING EDGE EDGEWOOD CHEMICAL BIOLOGICAL CENTER Volume 8, Issue 11 November 2015
Employee Retention Survey Results: Valuable Input from the Engineering Workforce PAGE 4
Pilot Program Brings New Talent to the Center PAGE 3
Unmanned Aircraft Systems Program Takes Flight PAGE 6
Employee Spotlight: Meg Hower PAGE 8
To access the electronic version of this newsletter, visit: http://www.ecbc.army.mil/news/ENG/ APPROVED FOR PUBLIC RELEASE
. .
INSIDE THIS MONTH’S ISSUE: pg.3|WORKFORCE DEVELOPMENT: Pilot Program Brings New Talent to the Center pg.4–5|STRATEGY IN FOCUS: Employee Retention Survey Results: Valuable Input from the Engineering Workforce pg.6–7|DESIGN: Unmanned Aircraft Systems Program Takes Flight pg.8|EMPLOYEE SPOTLIGHT: Meg Hower
Engineering Directorate Supervisor Offsite Recap
O
ne of the goals of becoming a strategy-focused organization is to ensure that every employee knows his or her role in the Engineering Directorate’s strategy. One way the Directorate uses to achieve this goal is through multiple opportunities for face-to-face interaction. The Supervisor Offsite is one of three strategic processes used by Engineering to share information concerning the strategic management system and solicit input from various segments of the workforce. On Wednesday, November 4, the most recent of Engineering Directorate’s periodic Supervisor Offsites was held in the Berger Auditorium. Thirty-five supervisors from Edgewood and the Rock Island site (via VTC) attended the meeting where they heard a State of the Directorate briefing from Deputy Director Bill Klein, refresher training for Engineering’s strategic management system, and updates on active strategic initiatives.
After the State of the Directorate, Klein reviewed the progress of Engineering’s strategic management system, and reminded the audience of the reasons for creating a strategy specifically for Engineering Directorate. He also emphasized the importance of the six strategic initiatives and the key internal processes they are guiding. This introduction was followed by refresher training focusing on the Balanced Scorecard methodology, which serves as the framework for the Directorate’s strategy. The training, presented by Ed Bowen, emphasized the iterative nature of the strategy and stressed the key process of becoming a strategy-focused organization.
This newsletter was published through the Balanced Scorecard. Hard copies are located in the Engineering Front Office, E3330, E3331, E3510, E3516, E3549 lobby A and C, E4301, E5102, E5165, and in Rock Island near the Deputy’s office. For article suggestions, questions or comments, contact Ed Bowen at edward.c.bowen8.civ@mail.mil.
To access the electronic version, visit: http://www.ecbc.army.mil/news/ENG/
The remainder of the meeting was dedicated to updates of the five active strategic initiatives, including Business Development, Human Capital, External Communication, Customer Service and Infrastructure. A recurring theme in all the updates was the close relationship of these key initiatives and the manner in which they all ultimately support the Directorate’s vision of being “the first stop for chemical and biological defense solutions.” It is important to note that two of the initiatives, Business Development and External Communication, are moving to the implementation phase.
Ask a Tech Tip: Protecting Your Vehicle Against Corrosion Mike Kauzlarich, of the Pyrotechnics and Explosives Branch, reveals how the techniques and lessons learned in labs can help solve your household problems. Submit a question to him at usarmy.APG.ecbc.mbx.engineering-directorate@mail.mil. With winter upon us, there is the concern again about how to limit corrosion to your vehicle. Vehicle corrosion is caused not only by moisture, but also the salt used to melt snow and ice off the road. There are many chemical products used today to counteract corrosion, but first make sure the weep holes car manufactures use to drain water out of areas of your car are not blocked. Next, wash the salt off your car, especially from the underside. Then, wax your car before the cold winter is here. Now as for corrosion control products, we like those that meet military standard MIL-STD-3003A, DEPARTMENT OF DEFENSE STANDARD PRACTICE: VEHICLES, WHEELED: PREPARATION FOR SHIPMENT AND STORAGE OF (07 JUL 2003), which covers practices to protect wheeled vehicles against environmentally induced corrosion, deterioration and other forms of degradation during storage and shipment. OOne example of this product is from Carwell®, called T-32. It’s environmentally friendly, nonflammable, won’t hurt paint rubber or canvas, and will not green wiring. APPROVED FOR PUBLIC RELEASE
THE ENGINEERING EDGE |November 2015| 3
WORKFORCE DEVELOPMENT
Pilot Program Brings New Talent to the Center
T
he Workforce Governance and Auditability Pilot (WfGAP), formerly known as the Manage Workforce to Workload (MW2) program, has brought new talent to ECBC. The initiative began in February 2014 and has filled 50 critical positions at the Center, including 13 matrixed to the Joint Program Executive Office for Chemical and Biological Defense (JPEO CBD). “ECBC is the primary provider of matrixed personnel to the JPEO CBD, and has been under a hiring freeze since 2011, making it difficult to satisfy the JPEO’s needs,” explained Bill Klein, Deputy Director of Engineering.
The WfGAP program was initiated after the JPEO CBD presented a briefing on the importance of hiring to meeting their mission requirement at the Joint Acquisition and Sustainment Review, hosted by Lt. Gen. Dennis Via of Army Materiel Command (AMC) and the Hon. Heidi Shyu, Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)). AMC and ASA(ALT) responded by creating the program.
ECBC worked diligently with the Delegating Examining Unit and Aberdeen Proving Ground Civilian Personnel Advisory Center to overcome several process hurdles to efficiently announce the available positions. The hiring actions spanned the levels of GS-9 to GS-14 across a variety of positions, including budget analysts, logistics management specialists, program and acquisitions specialists, engineers and scientists.
ECBC and the U.S. Army Armament Research, Development and Engineering Center (ARDEC) were selected for the pilot. AMC established strength targets for both organizations, as well as monthly reporting requirements. In addition, an independent assessment is currently underway that focuses on compliance with the pilot, specifically in the areas of business processes, financial management tools and practices, and human capital policies. It was initially supposed to be a two-year pilot program, but has since been extended to a three-year program, Klein said.
To date, the Engineering Directorate has been able to hire for 13 of the 22 critical positions that help meet the JPEO’s need. Eleven more positions have been announced, and employment referrals are currently with the JPEO CBD’s subjectmatter experts for review.
APPROVED FOR PUBLIC RELEASE
“We will continue hiring in 2016, and that hiring will include more requirements for the JPEO as well as needs internal to the Engineering Directorate,” said Klein. “As we continue hiring new employees, we’re hoping the fresh faces will bring new perspectives and excitement to the Directorate.”
4 | EDGEWOOD CHEMICAL BIOLOGICAL CENTER
STRATEGY IN FOCUS
Employee Retention Survey Results: Valuable Input from the Engineering ECBC Engineering Survey Results by Question Category
R
etaining a talented and motivated staff is key to any organization’s success. Retention strategies help employers manage employee turnover, mitigate costs, maintain performance and productivity, enhance recruitment, and increase morale. Surveys are an effective way to check the pulse of an organization’s workforce and gather information about retention― What keeps workers motivated? What makes them stay? What makes them leave? With these questions in mind, the ECBC Engineering Directorate recently conducted its first Employee Retention Survey. The survey was sent to all Engineering employees, including those who are matrixed or assigned to external organizations. The overall results showed a higher-than-average satisfaction level in the categories of Supervision and Work/Life Balance, while the Awards and Recognition and General Retention categories received comparatively lower scores. One hundred eighty-six employees took the survey―a response rate of 36 percent. “We want to thank everyone who participated,” said Hung Pham, chief of the Sustainment Support Division, and leader of the core team of employees responsible for advancing the Engineering Directorate’s human capital strategy. “Human capital is about people― the Directorate’s most valuable resource. These results tell us what the Directorate is doing well and what we need to improve on in order to grow our workforce’s skills, capabilities and competencies to support the Center’s mission.”
58.2% Awards & Recognition
58.5% General Retention
62.9%
69.9% Work/Life Balance
Overall Rating:
64%
68.3% Supervisors
64.6%
Compensation & Benefits
62.3%
Growth & Development
Fair Treatment
The survey was conducted as part of the Human Capital Initiative (HCI), a key part of Engineering’s overall strategy. The initiative focuses on developing and maintaining a capable workforce that aligns with the mission and customer needs for the ever-changing and challenging business environment in which the Directorate operates. “One of the primary objectives of the Human Capital Initiative has been to clearly define the Directorate’s core competencies―our key capability offerings to our customers,” said Bill Klein, Deputy Director of Engineering. “A critical component of that process is consideration to having the right people in the right place to get the job done, and enough flexibility built into our organizational structure to adjust to our customers’ needs and the changing environment.”
are in positions where they feel their skills are contributing not only to ECBC’s mission, but to keeping the world safe. This sense of purpose leads to job satisfaction, which leads to retention.”
Retention was identified as a main focus area of the HCI. “Employment is not one-sided―it must be mutually-beneficial for the employer and the employee,” said Klein. “Part of our human capital strategy is ensuring people
The survey was released to the Engineering workforce in April, and included seven questions on demographic information and 37 non-demographic questions grouped in seven categories: Compensation and Benefits,
APPROVED FOR PUBLIC RELEASE
The survey was developed by the initiative’s Workforce Improvement Team to gauge employee satisfaction and reasons for turnover within the organization. “The team recognized that among many issues we are facing, retention is one of the most urgent due to the fact that we have lost some key people in the last few years, and we were unable to hire for those vacancies,” explained Pham. “The purpose of the survey was to gain insight on the factors affecting retention, so we can develop a strategy to address specific areas and keep our workforce strong.”
THE ENGINEERING EDGE |November 2015| 5
Workforce ECBC Engineering and OPM FEVS Survey Results By Category: ECBC Methodology
Work/Life Balance Supervisors
Engineering ECBC
58.2%
Awards & Recognition
53.3%
58.5% General Retention
69.9%
Work/Life Balance
have highest ratings
68.0%
54.6% OPM FEVS
64.6%
68.3%
Supervisors
58.8%
62.9%
Compensation & Benefits
63.0% 63.0%
62.3%
64.6%
Growth & Development
General Retention Awards & Recognition have lowest ratings
Fair Treatment
Fair Treatment, Awards and Recognition, Supervision, Growth and Development, Work/Life Balance and General Retention. Each question had five possible responses―Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree― which were weighted in order to provide an overall rating for each question. The Workforce Improvement Team developed the survey, conducted it using Survey Monkey®, and analyzed the results. Great care was taken to protect the identities of the respondents. Third-party analytical support was provided by Booz Allen Hamilton to maintain anonymity of the responses. The methodology used to calculate the results accounted for positive, neutral and negative responses, which was useful for ranking the responses and identifying break points. The results were compared with data from the Office of Personnel Management (OPM) 2014 Federal Employee Viewpoint Survey for 30 questions identified to be similar. This comparison showed that the
overall satisfaction rating of those who took Engineering’s survey (64 percent, using Engineering’s calculation methodology) is comparable to that of the federal survey (62.2 percent). Ratings by category were also similar; Supervision and Work/Life Balance were top-rated in both surveys, and Awards and Recognition and General Retention were rated lowest in both. “Although the Engineering survey was similar to OPM’s, we conducted our own survey to make sure the data was specific to our organization and workforce,” said Pham. “We wanted to hear directly from our people so we could take specific actions that would benefit the Directorate.” The Workforce Improvement Team has carefully reviewed the results in order to make recommendations to Directorate leadership regarding areas of improvement. Recommendations will be prioritized, and implementation plan is being developed, which will include timeframes. The recommendations approved by leadership will be explored by the team for development and implementation, and APPROVED FOR PUBLIC RELEASE
shared with the workforce in an upcoming town hall. “The Workforce Improvement Team pulled together to come up with survey questions that are important to the workforce,” said Emily Rasmussen-Iverson, a member of the team. “I was extremely impressed with the amount of feedback we received on the survey. There were excellent recommendations from the employees that are being analyzed to allow leadership to implement select recommendations as effectively as possible to benefit the workforce in a positive way.” The team plans to monitor implementation, noting improvements and continued challenges, and proposes to conduct the survey every other year to measure progress. “We are listening to the workforce and taking action,” said Pham. “The survey results will not be ignored―they will inform the Directorate’s human capital strategy, and help shape future efforts.”
6 | EDGEWOOD CHEMICAL BIOLOGICAL CENTER
DESIGN
Unmanned Aircraft Systems Program Takes Emerging Capability will Increase Safety and Efficiency for the Warfighter
I
magine having to walk through an area after a chemical, biological, radiological, nuclear or explosives (CBRNE) incident to evaluate the risk, or collect air samples to identify contaminants. These areas are often very dangerous to walk through, especially when there are so many unknowns. ECBC is working on a project that could improve the safety of Soldiers and first responders through the use of unmanned aircraft systems (UAS). Once fully developed, a Soldier or first responder could operate the UAS remotely, from a safe distance, and still survey the area. These UAS can have the capability to take images of the scene, fit into small places, and use CBRNE sensors to take air samples and evaluate risks―all while keeping Soldiers out of harm’s way. A team of ECBC engineers and designers are developing a UAS to support CBRNE incidents. “This has been an ongoing effort for the past two years. We’ve made a lot of advancement and development in the last year, and we expect to continue to grow this capability,” said Mark Colgan, leader of the ECBC Unmanned Systems Team in the Advanced Design and Manufacturing Product Realization Division. The project started when a customer had a five-pound object, or payload, they needed to transport, and found that commercial UAS were insufficient―they either didn’t have the capability to lift that much weight, or the size of the UAS was too large. The customer was looking for something that could carry up to five pounds of weight, was man-portable and quick to deploy. “We started by researching and evaluating commercial offthe-shelf (COTS) UAS, and then made our own version. We discovered that we could use a circuit board to act as the frame,” explains John Sparks, Electrical Integration Team Lead. “We found that using the circuit board made the assembly easier and helped with the overall weight of the prototype. Traditional UAS are made with wires that can get tangled and create interference. The circuit boards make it a lot cleaner,” said Sparks.
ECBC’s custom unmanned aerial system (UAS) is designed to keep Soldiers out of harm’s way by surveying hazardous areas and collecting air samples in a CBRNE incident. Credit: ECBC Advanced Design and Manufacturing Division
The team used their 3-D printing capability to build the different parts of the UAS. “Initially we were just using 3-D printing for prototyping, and then we realized the 3-D arms we were creating worked really well, and it was
APPROVED FOR PUBLIC RELEASE
THE ENGINEERING EDGE |November 2015| 7
Flight convenient because we could print on demand,” said Harold Wylie, industrial designer. He explained how having the ability to quickly create replacements or adjustments in real time is invaluable to the customer, which is why the team started using the 3-D printing for more than just prototyping. “We’ve found a cost-effective way to develop equipment without putting a Soldier’s life at risk. This is a stand-off capability,” explains Corey Piepenburg, mechanical engineer. “This emerging capability is allowing people to think in different ways. A good example is that with the UAS we’re developing, you can attach a surveying instrument to the UAS. Currently, surveying instruments are mounted to a pole and carried around by a Soldier to survey an area. On the UAS, not only are you not putting anyone in harm’s way, but you can also survey a lot more of an area at one time,” said Piepenburg.
Developing the UAS with lightweight parts, while also remaining durable, was one of the team’s biggest challenges. After they developed a good UAS model, they worked to create a modular payload interface that would allow them to easily integrate a variety of payloads with the UAS. One example of a payload is a solid sample collection device that is carried by the UAS to a specific location where a sample can be collected and flown back for testing. Another payload could be supplies needed in an emergency situation. “The possibilities are endless. We can help design payloads across a broad spectrum of needs,” Sparks said. While executing the UAS efforts, the team developed ECBC’s first standard operating procedure for unmanned robotic systems, trained pilots for operation of small multirotor aircraft, and established evaluation and flight demonstration facilities. “The demonstration facility here at ECBC is
ECBC’s prototype uses a circuit board that is light-weight and easy to assemble. Credit: ECBC Advanced Design and Manufacturing Division APPROVED FOR PUBLIC RELEASE
a repurposed Weather Accommodating Structure for Hovering, Remote Sensing, and Aerial Combined Knowledge―known as WASHRACK―which allows us to quickly evaluate developmental systems while reducing the requirements for transportation and test coordination,” explains Ryan Muzii, mechanical engineer. The team hosts events where they demonstrate the UAS capabilities to current and potential customers. With each event, the system reaches another major stage in its development. The next steps in the project include increasing both the payload carrying capacity and flight time. The team also plans to make some design changes to improve portability and transportability, and reduce set-up time.
8 EMPLOYEE | EDGEWOOD CHEMICAL BIOLOGICAL CENTER SPOTLIGHT
THE ENGINEERING EDGE
Meg Hower
T
his month’s Employee Spotlight is on Meg Hower, Engineering Directorate Executive Officer. Hower comes to the Engineering Directorate from the Joint Program Executive Office for Chemical and Biological Defense (JPEO CBD) Joint Project Manager for Radiological and Nuclear Defense (JPMRND), where she is the Chief Systems Engineer.
What is your background with ECBC, including any other positions you have held? I began my career here upon graduating from Bucknell University in 2006 with a degree in Biochemistry. I worked on special projects first, and then moved into acquisition when I joined the ground mask program sustainment team, supporting the M40, M42, M45 and M48. From there I matrixed over to JPM Protection where I was a systems engineer for the Joint Service Aircrew Mask (JSAM) for Fixed Wing, and then the lead systems engineer for the JSAM for Joint Strike Fighter (JSF). In 2013 I moved to the newlyestablished JPM-RND, where I have been since. One of the things I most appreciate about my experience at ECBC so far is that I have had the opportunity to work in a wide span of the phases of the acquisition lifecycle. And I did it backwards, starting in sustainment, which has definitely flavored my engineering style in a way that I think is an advantage.
What do you hope to learn during this developmental assignment that you plan to take back to your current or future positions? I plan to take the next six months to “sponge” as much as I possibly can. In my normal job I spend much of my time building consensus across the Joint Services. Key to that is understanding the underlying strategies and motivations involved across numerous organizations, so that I can help synch them up in a way that meets a shared need. This position will help me build up my organizational knowledge, so I have no doubt that it will help to put together more of the puzzle pieces that I have gathered throughout my career. I will have the opportunity to gain a thorough understanding of Mr. Abaie’s vision for the Directorate’s strategy and participate in business development and strategic initiative efforts. Ultimately, I hope to become a more informed and effective member of the CBRNE enterprise in order to benefit the Warfighter.
Why did you decide to apply for the Executive Officer position? What do you think of the role so far?
What is your advice for other employees who are interested in advancing their careers at ECBC?
After wanting to apply for the position for a number of years, the timing finally worked well with my current program schedule in the JPM. This is an assignment where you can make of the experience what you want, and you are given freedom and encouragement to make the most of it. For me, it presents a unique opportunity to gain exposure to the workings of my parent organization, which I am usually a bit more removed from due to working matrixed positions. I am only a few weeks into the job and have focused much of my attention and time on shadowing Mr. Abaie and the Deputy and Associate Directors― traveling, going to meetings, and absorbing as much information as I can. I recently attended a House and Senate Armed Services Committee staff meeting with Team CBRNE, which was a great experience.
Don’t get comfortable. If you feel that your learning curve is going down, find a way to keep it steep. I have used developmental assignments and purposeful changes to my position to do this, and I have also taken advantage of the ECBC Mentoring Program and the Leadership Cohort. There is always somewhere where you can grow further. What do you enjoy outside of work? Besides spending time with my husband and kids, I enjoy volunteering and doing charity work. I run a clothing and household goods exchange for my church, and I am also the founder of Teddy Bear Tins, a kindness project created in loving memory of my nephew. We create memory kits to donate to hospitals for newly bereaved families to help in their time of need. APPROVED FOR PUBLIC RELEASE
Telling the Engineering Story to Your Customers
D
o you have a project success story that you want to promote to your current and potential customers and partners? Or a cutting-edge capability that will keep our Warfighters safe and prepared against CBRNE threats? Let The Engineering Edge newsletter help you tell the Engineering story to your customers and contacts in the chemical-biological defense community! The Edge features articles on the Directorate’s core capabilities, stateof- the-art facilities, and workforce expertise. It is distributed across Team CBRNE, and articles are featured on the ECBC website and ECBC’s social media pages, as well as other Army, DoD and local media websites and publications. Story topics include: • Design-Build-Test-Support capabilities • Project updates • Collaboration and partnership success stories • Warfighter support • Leadership and innovation • Workforce development • Employee spotlights and achievements Just let us know your story idea – we’ll take it from there! Submit your story ideas and article requests to Ed Bowen at edward.c.bowen8.civ@mail.mil