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MARCH 2.1

APRIL 2.2

MAY 2.3

JULY 2.4

SEPTEMBER 2.5

NOVEMBER 2.6

q&a

q&a

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Mark Robert S. Borkowski Mueller III

David V. Aguilar

Paul N. Stockton

John H. Pistole

Michael J. Fisher

Assistant Commissioner, Office of Technology Innovation and Acquisition U.S. Customs and Border Protection

Acting Commissioner, U.S. Customs and Border Protection

Assistant Secretary of Defense for Homeland Defense and Americas’ Security Affairs

Administrator, Transportation Security Administration

Chief of U.S. Border Patrol, U.S. Customs and Border Protection

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Border Security Roundtable

2014 National Preparedness Grants Program

special section CBP 10 Year Anniversary

border security focus Border Patrol Vehicle Review

cbrne focus National Guard Civil Support Teams

features Counternarcotics Unattended Ground Sensors Public Safety Networks

Director, Federal Bureau of Investigation

special section Public Safety & Security Roundtable

border security focus Mobile Surveillance Systems

cbrne focus CBRN Survivability

special section Homeland Security Education Directory

border security focus Tactical Communications

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features

Radiological/Nuclear Detection

Cybersecurity Emergency Communications Biosurveillance

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tradeshows GovSec East* Counter terror Expo (UK) ISC West

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special section JPEO-CBD Project Management Update

border security focus Maritime Surveillance

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border security focus Counterintelligence Operations

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border security focus Securing and Managing Borders

cbrne focus CBRNE Unmanned Vehicles

features

features

Law Enforcement Training Airport Security Medical Countermeasures

Biometrics & Identity Management Cargo & Port Security Counterterrorism

tradeshows

tradeshows

tradeshows

CBRN JIIM-IA* National Homeland Security Conference* AUVSI*

Border Management Conference & Expo* IACP 2013* ASIS 2013*

HST’13* HALO CounterTerrorism Summit EMEX 2013*

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June 13

August 21

October 11

features Global Supply Chain Security Critical Infrastructure Video Surveillance

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Border & CBRNE Defense

October 2012 Volume 1 • Issue 2

Cover / Q&A

Features Biometrics Biometrics work to authenticate identity by verifying an individual’s unique physical characteristics, such as fingerprints, hand and face geometry, or patterns found in the eye’s iris. Since

5

these identifiers can’t be borrowed or stolen, biometrics provide identity authentication with a strong degree of confidence.

By Peter Buxbaum and Brian O’Shea

Supply Chain Security

9

Ensuring that goods coming through U.S. points of entry are not counterfeit, illegal or part of terrorist activities involves properly securing the supply chain. There are several government and trade partner programs that aim to protect all goods en route to our borders.

By William Murray and Brian O’Shea

DHS and Its Technology Partners

12

In the decade since its creation by Congress, DHS has been assigned and undertaken many tasks of national significance. While industry has worked hard to provide DHS with technology solutions, the results of this collaborative effort have not always been satisfactory.

However, change—and improvement—are on the horizon for both DHS and industry.

By Brian Seagrave

Border Security Management Roundtable Government and industry leaders in border management and security solutions discuss the main challenges for effective border security and how can technology help alleviate those challenges.

16 Rafael Borras Under Secretary for Management U.S. Department of Homeland Security

Departments 2 Editor’s Perspective 3 Frontline News 14 Security Watch

19

27 Resource Center Better Radiation Detection

24

The Department of Homeland Security’s Domestic Nuclear Detection Office supports research and development of new technologies for detecting nuclear threats. New detection materials integrated into mobile and human-portable devices, coupled with advanced algorithms, allow for significantly improved detection.

By Henry Canaday

Industry Interview

28 TJ Kennedy Director of Public Safety and Security Raytheon Network Centric Systems

Border & CBRNE Defense Volume 1, Issue 2 • October 2012

Border Threat Prevention and CBRNE Response Editorial Editor Brian O’Shea briano@kmimediagroup.com Managing Editor Harrison Donnelly harrisond@kmimediagroup.com Online Editorial Manager Laura Davis laurad@kmimediagroup.com Correspondents Henry Canaday • Peter Buxbaum • William Murray

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EDITOR’S PERSPECTIVE How much control is too much control in cybersecurity? That seems to be the question lawmakers are grappling with in trying to pass cybersecurity legislation. Both Democrat and Republican bills have failed to pass this year, and Department of Homeland Security Secretary Janet Napolitano recently said during a Senate hearing that an executive order from President Obama is still being drafted and circulated to relevant agencies for final approval.

Obama still needs to approve the order; Napolitano recently told senators that the order is now “close to completion.” The executive order will supposedly mirror a failed cybersecurity bill by Independent Sen. Joe Brian O’Shea Lieberman and Republican Sen. Susan Collins.

Editor The goal of the bill, the Cybersecurity Act of 2012, was to improve the nation’s cybersecurity standards for networks and companies that deal with the power grid, gas pipelines and water supply, and transportation systems.

Meeting these standards is voluntary, but it’s been reported that the process was more mandatory than voluntary. If passed, the bill would have given federal agencies in charge of regulating critical infrastructure industries the ability to mandate cybersecurity recommendations.

“This has been a very interesting and troubling discussion in Congress,” said Napolitano at the 2012 Social Good Summit. “It gets to the question, which is ‘how does the government, which has overall security responsibly, interact with the private sector when an attack on private sector could have multiple rippling effects throughout the country?’ When you get into this debate, it’s a Washington, D.C., thing about government regulating the private sector.”

Napolitano added that any legislation that passes needs to benefit all parties involved. “I think regulation in the traditional sense isn’t the right relationship,” she said. “It has to be one of mutually beneficial partnership and responsibility … if you’re doing the balance statement for a private company, security for others isn’t something you can reflect on your own balance sheet, but it is a responsibility.

That’s what government has: responsibility is shared equally.”

As of September 27, the executive order has yet to be passed. I hope it doesn’t take a cyber-attack of significant magnitude to motivate lawmakers into passing some form of cybersecurity legislation.

If you have any questions regarding Border & CBRNE Defense, feel free to contact me at any time.

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FRONTLINE NEWS

Compiled by KMI Media Group staff

Security Software Contract Awarded Lockheed Martin Space Systems Co., Sunnyvale, Calif., is being awarded a $26,159,047 cost-plus-fixed-fee contract to provide for the procurement of security hardware, associated software, equipment installation, system test, accreditation, certification and delivery of nuclear weapon security (NWS) system equipment at Navy installations. This contract contains options, which, if exercised, will bring

the contract value to $37,612,863. Work will be performed in Kings Bay, Ga. (43.1 percent); Sunnyvale, Calif. (21.9 percent); Silverdale, Wash. (16.3 percent); Pittsfield, Mass. (9.8 percent); Cape Canaveral, Fla. (6 percent); and Simpsonville, S.C. (3 percent). Work is expected to be completed January 30, 2013.

Work will continue through March 31, 2015, if all options are exercised. Contract funds in

the amount of $512,410 will expire at the end of the current fiscal year. This contract was not competitively procured. Lockheed Martin Space Systems is the only known source with the critical experience, expertise, personnel, facilities and in-depth knowledge of the NWS system equipment required. The Navy’s Strategic Systems Programs, Washington, D.C., is the contracting activity.

Name Change Reflects Growing Breadth of Services in Molecular Diagnostics Idaho Technology Inc. recently announced it changed the corporate name to BioFire Diagnostics Inc. to more accurately reflect its business strategy and strong momentum in the marketplace. The company also re-launched its website to reveal its new branding.

“We are excited to announce our new name to our customers and industry members,” said Kirk Ririe, chief executive officer of BioFire Diagnostics.

“The new name reflects the passion and energy of the company and management team, and highlights our expanded presence in the clinical diagnostics market. We have established strong momentum in the diagnostics marketplace and the new branding under BioFire Diagnostics better reflects the markets we serve. We believe we are in an excellent position to continue building our business by driving growth of our broad molecular diagnostic product portfolio.”

BioFire Diagnostics will continue to focus on leveraging its novel FilmArray pathogen detection system to develop multiplex diagnostic tests for various clinical applications. The FilmArray Respiratory Panel (RP) is FDA-cleared for 20 viral and bacterial respiratory pathogens. BioFire now provides the only FDA cleared clinical diagnostic test for eight of the 20 organisms in its panel. In addition to the FilmArray RP, the company is developing similar FilmArray panels for pathogen identification in blood culture, gastrointestinal infections, meningitis and much more.

In addition to its enthusiasm around the clinical diagnostics space, BioFire will continue to lead in the development of reliable and sensitive biosurveillance products such as its PCR-based biodetection system Razor Ex and the FilmArray BioSurveillance System.

TSA Pays $245 million for Smaller, Faster Body Scanners The Transportation Security Administration is dropping nearly a quarter of a billion dollars on compact, next-generation body scanners to better detect concealed explosives. The imaging machines, like other upgraded systems, hide a passenger’s body from TSA officers by displaying generic representations of limbs with suspect items flagged.

Three five-year contracts paying out a combined total of up to $245 million have been awarded to L-3 Communications Corp., American Science and Engineering Inc. and Smiths Detection, according to government databases.

The procurement documents released during the past week do not disclose the number of machines www.BCD-kmi.com

purchased or name the airports where they will be stationed.

Agency officials said the new body scanners will provide “enhanced threat detection capabilities and increased passenger throughput.”

The procurement documents state the nextgeneration machines can discern both metallic and non-metallic items such as “weapons, improvised explosive device components and plastic threats.”

The Homeland Security Department, which supervises TSA, is partnering with A-T Solutions on a five-year, $46 million project aimed at countering homegrown IEDs, the contractor announced on September 13.

$504 Million For CBP Cargo Risk Assessment Systems Unisys has won a potential $504 million task order from the U.S. Department of Homeland Security to develop systems for risk assessments of cargo and people entering the country. The company said it will also operate and manage those systems for the targeting and analysis systems program office, within Customs and Border Protection‘s office of information and technology.

Unisys received the five-year order, containing one base year and four option years through the General Services Administration’s Alliant governmentwide acquisition contract.

“This new task order builds upon Unisys’ relationship with TASPO and continues our longstanding presence supporting CBP’s mission-critical systems,” said Steve Soroka, group vice president for homeland security within the federal systems segment.

Unisys has worked with the office and its predecessors for 15 years.

Under the cost-plus-fixed-fee order, the company will also operate and update the office’s applications.

The company also recently won a $139 million cloud computing order from the Internal Revenue Service through the Alliant vehicle, where it will move the agency’s information records to a private cloud platform.

BCD 1.2 | 3

FRONTLINE NEWS Department of Homeland Security BioWatch Laboratory Staffing Astrix Technology Group (Astrix) recently announced it has been awarded the Laboratory Staffing Contract to support the DHS Office of Health Affairs BioWatch Program. The award is a five-year contract consisting of a base period and four option years with the total amount of the award exceeding $75 million.

The mission of the BioWatch Program is to provide and maintain a continuous bio-terrorism air monitoring system in large metropolitan areas. The program coordinates with state and local public health communities to prepare for and respond to a bioterrorist event. Established in 2003, BioWatch continuously monitors select urban environments 24 hours a day, seven days a week.

Acting as the small business team lead in response to the DHS solicitation, Astrix partnered with A-TEK, the firm that has been supporting the contract for the previous eight years. The teaming arrangement between Astrix and A-TEK will allow the two companies to share and implement best practices to staff and support the BioWatch laboratories to help fulfill the program’s objectives.

“We are committed to working with our partner A-TEK to provide the highest level of quality and service to the DHS BioWatch program,” stated Richard Albert, CEO of Astrix.

Threat Signal Simulator Program Scientific Research Corporation, Atlanta, was awarded a $74,192,846 cost-plus-fixed-fee contract. The award will provide for the procurement of the Threat Signal Simulator Program. Work will be performed in Atlanta, with an estimated completion date of June 27, 2017.

One bid was solicited, with one bid received.

The U.S. Army Program Executive Office for Simulation, Training and Instrumentation, Orlando, Fla., is the contracting activity.

4 | BCD 1.2

Compiled by KMI Media Group staff

Modernizing Information Infrastructure Iron Bow Technologies, Chantilly, Va., was awarded a $12,084,437 firm-fixed-price contract.

The award will provide for the services in support of the Installation Information Infrastructure Modernization Program. Work will be performed in Fort Huachuca, Ariz., with an estimated completion date of March 11, 2013. Six bids were solicited, with one bid received. The U.S. Army Contracting Command, Rock Island, Ill., is the contracting activity.

Contract Awarded to Detect Chemical Threats Agentase LLC, Elkridge, Md., was awarded an $88,339,214 firm-fixed-price contract. The award will provide for the development of technologies for the detection of persistent low-volatility chemical threats. Work location will be determined with each order, with an estimated completion date of September 12, 2015. There were 100 bids solicited, with 45 bids received. The U.S. Army Contracting Command is the contracting activity.

$245 Million For TSA Imaging Systems L-3 Communications has won a potential $245 million contract to provide the Transportation Security Administration new imaging systems at airports, according to a September 17 contracting notice. TSA wants the Advanced Imaging Technology-2 systems to provide transportation security officers with threat detection capabilities, including locating potential threats concealed from view on a passenger.

The AIT-2 systems detect weapons, improvised explosive components, plastic threats and other metallic and non-metallic anomalies. TSA ordered reduced-sized systems, hoping they will provide an alternative to full-size systems and reduce the machines’ overall footprint for smaller checkpoint configurations. BAE Systems and NCR Government Systems helped the agency test a new boarding pass and passenger identification system in the spring with the goal of detecting fraudulent documents.

Tactical Communications Contract General Dynamics has been awarded a contract to support the U.S. Department of Homeland Security’s Tactical Communications Equipment and Services (TacCom) program.

The multiple-award, indefinite delivery/ indefinite quantity contract has a potential value of $3 billion to all 30 awardees over five years, if all options are exercised. General Dynamics was one of five companies selected for each of the defined technical categories.

Through the TacCom contract, General Dynamics will deliver a full array of tactical communications products, infrastructure and services to DHS and its partner agencies, departments and components. Specifically, the company may engineer, design and install communications systems and provide key infrastructure components such as repeaters, routers, towers, generators and shelters.

General Dynamics may also manage software upgrades, equipment testing, spectrum

analysis and frequency management functions, as well as provide operations and maintenance support for mobile radio and base station installations.

“General Dynamics is committed to delivering superior communications capabilities to the Department of Homeland Security through this program,” said Jerry DeMuro, executive vice president of General Dynamics’ Information Systems and Technology group. “We will leverage General Dynamics’ unique experience working with the department and our legacy of providing tactical communications and infrastructure systems for national security missions to meet Homeland Security’s critical requirements.”

This contract was awarded to General Dynamics One Source, a joint venture of General Dynamics Advanced Information Systems, General Dynamics C4 Systems and General Dynamics Information Technology.

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Identity-based management programs crossing departmental boundaries .

By Peter Buxbaum, BCD Correspondent and B rian O’S hea , BCD E ditor Might the use of biometrics have prevented the terror attacks of September 11, 2001? If a Florida state trooper had known of ringleader Muhammad Atta’s outstanding arrest warrant, he could have been detained a month before the attacks.

The 19 hijackers could have been stopped at the airport before boarding those three fateful flights. Of course, all this presupposes that the terrorists’ biometric data had been on file, was accessible to the authorities, and was accompanied by information that justified their detention.

It’s a tantalizing proposition, one saddled by a lot of ifs, but one that underlies massive United States government investments in biometrics-based identity management programs that cross departmental boundaries. The Department of Homeland Security’s US-VISIT program, put into place beginning in 2003 at airports, seaports and land crossings, obtains fingerprints and digital photographs of incoming foreign visitors and placed in a database called IDENT, which, with 100 million records and growing, is one of the largest biometrics databases in the

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world today. The IDENT information is designed to prevent terrorists, criminals and those with past immigration problems from entering the country.

The Department of Defense has incorporated fingerprint biometrics and facial images into its common access card (CAC), which controls entry to DoD facilities and information systems. The same goes for the personal identity verification (PIV) card, the CAC equivalent for civilian federal agencies. Additional biometrics, such as iris scans, palm prints, footprints and others are likely to be incorporated into the PIV card and US-VISIT programs at some point in the future.

Biometrics work to authenticate identity by measuring and verifying an individual’s unique physical characteristics, such as fingerprints, hand and face geometry, or patterns found the eye’s iris. Since these identifiers can’t be borrowed or stolen, biometrics provide identity authentication with a strong degree of confidence.

In the case of US-VISIT, visa applicants are required to submit a set of fingerprints when they apply to an overseas

consular officer. Fingerprints of travelers from visa-waiver countries, those who are not required to apply for a visa in advance, are captured at the port of entry.

“This was one of the initial ways biometrics was implemented,” said Kim Mills, director of traveler entry programs at the Department of Homeland Security’s Customs and Border Protection (CBP) bureau.

“They are used to verify that the person issued the visa is the person presenting the visa at the port of entry.”

CBP also runs the prints against watch lists and databases to exclude those who are not admissible for reason of terrorist ties or past criminal activity. A similar procedure is used for the Trusted Traveler Program, which allows U.S. travelers expedited entry upon their return to the U.S. Biometrics are generally used as part of either a verification system or an identification system. A verification system checks a biometric presented by a specific person against the biometric already in the database linked to that person’s file.

“These are usually described as oneto-one matching systems,” said Charles

BCD 1.2 | 5

got to the right person. The person would Li, technical director for intelligence and be enrolled by presenting documentation information systems at Raytheon Comand fingerprints, which were then sent to pany, the systems integrator for DHS’s the FBI for a criminal background check.

IDENT database. “These require a sensor Then there would be a second visit where on the front end and a matching system, the biometric was used to make sure it located remotely in a data center, on the was the right person picking up the card. back end.”

These aspects of the program have been Identification systems are often very successful.” referred to as one-to-many systems “But that is not what the biometrics because they seek to identify an unknown on the PIV and CAC were meant to be used person or unknown biometric. “In this for,” noted Dave Adams, senior director for scenario, someone new comes across the product marketing at HID Global. “The border and there is no record of that card was meant to idenperson in the system,” said Li. tify the person carrying “These types of systems require it. The way it has been a middle tier, sometimes called used does not authenthe transaction management ticate the person. The level, which seeks to match a card is merely placed biometric to existing records against a reader and if or which sets up a new file if the card number finds none is found.” a match in the database, The federal government’s the door opens. Federal efforts in issuing PIV and CAC agencies are only now cards illustrate the potential as starting to use the PIV well as some problems, associChris Edwards cards for what they were ated with using biometrics for access control. In 2004, Presi- chris.edwards@intercede.com originally meant.”

The delay came dent George W. Bush issued about because the PIV Homeland Security Presirequirements constidential Directive 12, which tuted an unfunded manrequired all federal agencies date. “The agency folks to begin a program of issuconsidered themselves ing high assurance verification compliant as long as cards to all employees for both they handed out the PIV logical access to federal comcards,” said Adams. puter systems as well as physiBut in early 2011, cal access to facilities. the Office of ManageIn March 2006, the Chris Edwards ment and Budget National Institute of Standards dwadams@hidglobal.com required all agencies to and Technology (NIST) issued come up with a plan FIPS 201-1, a standard for PIV to implement all of the cards which required a facial FIPS 201 requirements. image, as well as fingerprint That could, theoretibiometrics, to be included on cally, have included the the cards. DoD’s pre-existing authentication of fingerCAC effort has since been print and iris biometrics merged with the general PIV at the point of access, as movement as far as the stanwas required by an early dards to be followed. version of FIPS 201-2, “The original purpose of Patrick Grother a 2012 update of the the PIV program was to provide original standards. a means to positively identify a But iris scanning has hit a bump cardholder by a stronger means than PIN in the biometrics road. NIST recently presentation alone,” said Chris Edwards, published a second draft FIPS 201-2 for chief technical officer at Intercede. “The review that would make iris scans noninitial application of this in the PIV envimandatory. The reason: The iris biometric ronment was to make sure the right card

6 | BCD 1.2

is too difficult and expensive to implement. London’s Heathrow Airport is a case in point, as its iris biometrics program was pulled for those very reasons.

“The original draft required iris scans in cases where fingerprints couldn’t be used,” said Patrick Grother, a NIST computer scientist. “This would have been required some agencies to buy iris equipment and we received a number of comments complaining about how expensive a proposition that would be. So the new draft of FIPS 201-2 recommends that agencies use iris scans but doesn’t require it.”

A recent report from NIST tested the algorithms that drive one-to-many iris matching systems and found disparities in their performance. The 92 algorithms evaluated exhibited success rates of between 90 percent and 99 percent, which means that some produced as many as 10 times more errors than others.

Iris capture proceeds along two steps.

“First, the system finds the pupil and the boundary of the iris and the white of the eye. That is an image processing problem,” Grother explained. “The next is to represent the texture of the iris. That is a pattern recognition problem. We found that those developers that paid more attention to the image processing step ended up with better algorithms.”

Another area that continues to hang up biometrics technologies—although progress has been made—involves the issue of interoperability. FBI, DHS and DoD biometrics databases are interoperable, meaning that the systems can share and exchange data.

Interoperability has been driven by the development of standards and standards have been driven largely by the PIV phenomenon, according to Edwards. Many of today’s biometrics technologies are based on open standards and open architectures, noted Li, which facilitate interoperability.

“Data standards dictate how fingerprints and other biometrics are represented so that vendors can follow them,” said Li. “We have made big progress in this area.”

NIST has been instrumental in developing interoperability standards and is working to expand them. The agency recently released expanded standards that cover DNA, footmarks and enhanced fingerprint descriptions.

www.BCD-kmi.com

Sabel, the program manager for US-VISIT “You can have a transmission that will at Accenture Federal Services. “Fingerinclude fingerprint, iris and palm data as prints are the basis of the US-VISIT system well as a facial image,” said Brad Wing, and they work fine,” he said. “But using biometrics standards coordinator at NIST. an additional modality would improve the “We have plans to expand this standard to percentage of making a corincorporate more modalities rect assessment.” Accenture such as dental forensic and is the lead contractor on voice biometrics.”

US-VISIT. But some interoperability Accenture has participroblems still remain. “There pated in pilot projects testing have been standards pubiris scanning at several U.S. lished,” said Sudhi Umarji, ports of entry. “We are curpresident of Trusted Federal rently collecting and analyzSystems Inc., “but that does ing the results,” said Sabel. not mean that everyone has CBP is also interested in implemented the standards Doug Sabel iris biometrics, but “it is too in the same manner. There early to say if is viable or not,” are options within the stansaid Mills. “We are testing difdards. There are varying levferent technologies in a lab els of implementation.” environment. Iris scans will Then there is the issue never replace fingerprints, of existing systems. “A govbut it may be possible to augernment agency may have ment fingerprints with iris already procured an existing scans or other biometrics.” system that needs to interAccenture is also working operate with another existwith CBP to store other bioing system and they don’t metrics such as scars, marks have the budget to buy a new Brad Wing and tattoos. “We have the one,” said Umarji. “So there capacity to store these biois a need to look at what metrics but are not yet in the can be done to improve the process capturing them,” said interoperability for systems Sabel. “That will be deterthat are already out there.” mined at some future point.”

US-VISIT is supposed to One company, EyeLock, check biometrics against DoD says that it has the technoldatabases, but DoD doesn’t ogy to make implementing have enough bandwidth to iris scans quicker and easier. accommodate the volume of “Fingerprint biometrics has CBP requests, according to been used as the fallback Mills. “We are working with Tony Antolino in many systems because DoD to upgrade their system the iris technology has been to handle our expected volaantolino@eyelock.com quite clunky,” said Tony Antoume,” which can reach 100,000 lino, chief marketing officer at EyeLock. requests per day, she said.

“The older technology required the subFor Li, the future of biometrics will ject to remain perfectly still while the involve a multi-modal fusion of several iris scan was captured. You need a faster, biometric identifiers. “When you combine easier and more reliable system for use in more than one, you get a higher degree airports. That’s why Heathrow replaced its of accuracy,” he said. “Designing a multiiris program.” modal biometric system is not a technical Iris scanning has the potential to be challenge. The technologies are there. It an extremely accurate biometric identifier. is just a question of a customer identifying “The iris contains 200 points of uniqueness,” such a need and a systems integrator could said Antolino. “The left and right irises of put it together.” a single individual are also unique to each Using iris scans, in addition to fingerother. The iris will stay near constant for an prints, would increase the reliability of bioindividual from infancy until death, while metric authentication, according to Doug

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BCD 1.2 | 7

has mandated the development of such fingerprints can be changed. If you use a program. both irises, the likelihood of authenticatMorphoTrak is working on such a sysing an individual with certainty is very tem and CBP is following those develophigh. Only DNA matching provides a ments. “The technology shows potential higher degree of certainty.” but contactless systems are not ready for EyeLock’s innovation is to capture operational deployment at this time,” said iris images on video at 16 frames per secMills. “While we have yet to test MorphoTond, which ensures a good image capture rak’s fingerprints on the fly technology, and provides a more pleasant experience we have found that other contactless sysfor enrollees. The company’s matching tems did not give us the matching quality technology can identify subjects while in when running fingerprints against a large motion from a distance of four feet. That database.” capability was proved in a DHS pilot at a Smartphones are likely to play an border crossing in McAllen, Texas. important role in the future biometric The McAllen demonstration did not identification. Intercede is working on a seek to identify specific individuals but to device that can be plugged into a smartidentify patterns of border crossings. In phone, making it a PIV card biometother words, it sought to identify people ric reader. “This will have who were crossing the applications in the case of border often as potential security checks around a persons of interest. The port facility,” said Edwards, EyeLock technology has “or where a security perimbeen deployed as an access eter has to be set up in case control system at the Bank of an emergency.” of America headquarters in “Access control sysCharlotte, N.C., in health tems could be continuously care facilities in Singareading the biometrics of pore, corrections facilities a person carrying a mobile in Leon, Mexico, as well Troy Potter phone and pre-authenticatbeing integrated into cash ing the person before he management systems at gets to the door,” said Adams. “This can Hilton, Hyatt and Lowes Hotels in the U.S. make the transaction at the door that Other companies also tout system that much simpler and quicker.” claim speedy processing of biometrics Another vendor of biometric solutions identification. MorphoTrak markets its is Unisys, who has historically devoted sige-Gate system, which uses facial recogninificant research and development efforts tion software, sometimes combined with for biometrics solutions resulting in the other biometrics, such as fingerprints, to development of a commercial solution speed travelers through airport security. called Library of Electronic Identity Arti“The biometric match is made as travfacts (LEIDA), said Troy Potter, vice presielers are moving through,” said Abby dent, identity solutions, Unisys Federal Mackness from MorphoTrak’s Federal Systems.

Business Unit. “You might have one secu“We have designed and architected rity guard monitoring eight lanes versus LEIDA as a vendor- and platform-indeseveral people in one lane.” E-Gate has pendent solution of reusable identity artibeen deployed in Egypt, Australia and New facts that can be readily integrated with a Zealand. In France, e-Gate uses both facial variety of other technologies,” said Potrecognition and fingerprints. ter. “LEIDA is specifically designed to An emerging biometric technology rapidly develop and deploy new identity that promises to move travelers quickly management and biometric projects for through security and ports of entry is numerous mission critical purposes such called fingerprints on the fly. “It is a conas national security, border management, tactless fingerprint reader,” said Mackmilitary operations, identity entitlement ness. “You wave your hand over a plate and law enforcement.” and it reads your prints for identificaThe LEIDA solution houses over tion. We think it could be a good adjunct 600 reusable artifacts that can be readily for a biometric exit system.” Congress

8 | BCD 1.2

integrated with a variety of other technologies to rapidly develop and deploy new biometric projects, added Potter.

LEIDA serves as a pallet in which reusable components can easily be integrated with other third-party technologies, and it is loosely coupled to promote separation between each layer of architecture.

LEIDA was developed using industry best practices, leveraging proven open source frameworks that support the best modern design principles. The result is a platform that is highly extensible, reusable and scalable to rapidly deliver biometric systems.

LEIDA provides customers will a full end-to-end solution by integrating any number of distinct modules for the entire identity management life cycle: biometric collection, enrollment, identification, verification, storage, expert examination, results, document production and document authentication, said Potter. LEIDA supports any combination of fingerprint, face, iris and signature collection and fused or single modality matching for identification, verification and watch lists, with integration of leading biometric technology or other biometric modalities.

Most importantly, the LEIDA solution employs a scalable and repeatable service oriented architecture with gallery-sized implementations designed to exceed 100 million and is fully tested in field deployments to scale to more than 250,000 biometric enrollments per day with service level agreements measured in seconds.

“Delivering adaptability through focus on reusability versus custom solutions is one of the many benefits of the LEIDA solution. By fully embracing the concept of reuse, we have created the LEIDA solution, whereby new capabilities are harvested and added to the solution as they are developed and refined, therefore immediately available for use in other implementations,” said Potter. “Just as important, but often overlooked, previous implementations can also be enhanced by leveraging those capabilities developed in subsequent implementations.” O

For more information, contact BCD Editor Brian O’Shea at briano@kmimediagroup.com or search our online archives for related stories at www.BCD-kmi.com.

www.BCD-kmi.com

Protecting cargo en route to our borders.

In order to ensure that goods coming through U.S. points of entry are not counterfeit, illegal or part of terrorist activities, the supply chain must be properly secured. Customs and Border Protection (CBP) officials have three key programs to balance the goals of protecting the U.S. and goods being transported and maintaining the international flow of commerce. These programs use both voluntary and mandatory certifications.

The Customs-Trade Partnership Against Terrorism (C-TPAT), Air Cargo Advance Screening (ACAS) and NonIntrusive Identification (NII) programs all face key tests in CBP supply chain security. Given the United States’ role as a global economic superpower and the fact that the vast majority of the supply chain is privately owned, properly securing the supply chain—the system of organizations, people, technology, activities, information and resources involved in moving a product or service from supplier to customer—is a daunting task.

C-TPAT is a voluntary certification program sponsored by CBP that extends the U.S. zone of security to the point of origin for goods shipped by more than 10,000 providers. These companies www.BCD-kmi.com

By William Murray, BCD Correspondent and Brian O’Shea, BCD Editor

represent more than 50 percent of the import volume into the United States. Points of origin could include fisheries, farms, produce warehouses and factories. According to agency officials, C-TPAT uses industry best practices for supply chain security, such as points of origin and transportation link security practices so that contents of export shipping containers do not receive additional materials after the export contents are packed. A primary benefit of C-TPAT to importers is expedited processing of goods at U.S. points of entry.

“After the 9/11 tragedy, [CBP] knew the country’s imports were vulnerable to terrorist infiltration via smuggling of weapons, terrorists, or weapons of mass effect,” said Shawn C. Beddows, acting director, C-TPAT/Industry Partnership Programs at CBP. “Lacking international jurisdiction, CBP’s biggest challenge was how to secure global cargo from its point of origin throughout its journey to the United States. CBP devised its layered defense strategy to mitigate this weakness, and the [C-TPAT] program was a key component of the strategy. As the owners of supply chains, the private sector had the leverage that CBP lacked to influence their global partners.

BCD 1.2 | 9

“The partnership aspect is very important since CBP has no jurisdiction internationally and must rely on our partners to ensure their supply chains are secure,” Beddows said. “It also allows CBP to focus more resources on the portion of imports that are not being imported via our trusted traders.”

In addition to its progress on C-TPAT, CBP has also completed a pilot test with more than 14 million transactions for its ACAS program, Acting CBP Deputy Commissioner Thomas Winkowski announced in March at the AirCargo 2012 conference in Miami. CBP officials have tried to design ACAS so that air cargo companies and CBP would work together effectively to make it a more effective program.

Through the NII program, meanwhile, CBP uses imaging systems and radiation detection equipment to detect anomalies between the contents of a shipping container and its manifest.

Metric for Success

DLA’s Supply Chain Security Challenges At Defense Logistics Agency (DLA)

“Our adversaries are continually

and within the military logistics com-

probing our nation’s systems,” Bang-

munity, Al Banghart, defense supply

hart said. He noted that the tsunami

chains lead at Deloitte Consulting LLP

that caused the Fukushima Daiichi

of New York, noted that counterfeiting

nuclear disaster in March 2011 showed

is a primary threat to the U.S. mili-

that natural disasters such as earth-

tary and defense contractors. In some

quakes and hurricanes can also wreak

cases, offshore offenders substitute

havoc with logistics systems, but in

a cheaper product for what a defense

the case of Toyota and the Japanese

agency ordered, and receive the origi-

auto industry, the Fukushima disaster

nal agreed-upon price. This practice,

did not hobble their ability to procure

solely motivated by potential monetary

parts as much as some experts had

gain, can weaken not only U.S. military

predicted. “The network outside that

preparedness but also the defense

area healed itself pretty well,” he noted.

contractor industry, said Banghart, who

Thomas

P.

Machelli,

executive

served for more than 30 years in the

director of enterprise solutions at DLA

Navy as a career logistician.

at Fort Belvoir, Va., said that the pres-

Supply chain security is also impor-

sures to become more efficient at DLA

tant in DoD because an adversary’s

have not resulted in any supply chain

successful disruption of key systems

security compromises, even as DLA

could have a “catastrophic impact on

personnel have tripled their productiv-

One of the critical aspects of gainity in recent years. DLA, which manthe data flow,” given the dependence ing perspective on CBP programs is how ages nine supply chains, recorded $40 that logisticians have on information Congress, the Department of Homeland Security and agency officials measure billion in fiscal 2011 sales and revenue. technology. “It’s important that there success, according to Jim Hiles, managing A colonel in the U.S. Army Reserve, be no single point of failure,” Banghart director for National Security Solutions Machelli noted that DLA has invested said. According to Banghart, DLA and business development at MorganFranklin greatly in network redundancy so it DoD logisticians have put a great deal of McLean, Va. A former Navy supply officould meet warfighter demands posed of effort into network redundancy and cer, Hiles retired in 2005 after 23 years of by the wars in Afghanistan and Iraq. backups, developing a counter-attack service, and his company’s clients include the U.S. Central Command and CBP. “How One advantage that DLA appears to strategy and forming cross-department do you measure that nothing happened” have over CBP is that it owns and conteams that can quickly react if there is when potential calamities don’t occur as a trols its supply chain infrastructure. a network failure. result of CBP programs, he asked. “Do you measure the effort applied?”

Hiles recalled that while a majority of to their destination. To secure global supply chains, the World cargo abroad comes to the U.S. through the sea aboard ships in Customs Organization (WCO) has partnered with industry to containers, a key metric that CBP uses to determine success is create voluntary Authorized Economic Operator (AEO) proshipments of containers through the air. It’s important that offigrams that provide benefits to both the government and to AEO cials at the senior executive level in the Department of Homeland operators. Customs requires that AEO operators cascade security Security and CBP understand such issues, according to Hiles. requirements to the business partners in their internaIn some cases, such as NII, CBP offitional supply chain. AEO operators periodically document cials may measure the program’s effectivewhether or not their business partners that are eligible ness by the number of systems in place for AEO certification (carriers, ports, terminals, brokers, or percentage of shipping containers that consolidators, etc.) are AEO certified. Business partners of officials can inspect using imaging sysAEO operators that are not eligible for AEO certification tems and radiation detection equipment. must provide written or electronic confirmation indicatIn other cases, CBP officials may measure ing that they are meeting AEO security requirements. a program’s success, in part, by the volume There are many keys to AEO program success and parof contraband seized at points of entry, ticipation, said Bob Byrne, executive program manager, according to Hiles.

Office of Import Compliance and Supply Chain Security, C-TPAT is one of many programs aimed Jim Hiles IBM. The benefits for government stakeholders are the at securing goods from the point of origin 10 | BCD 1.2

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abilities to better manage risk and to utilize limited resources for high risk transactions. After demonstrating compliance, industry stakeholders benefit from a streamlined import process, reduced inspections and improved cycle time.

Byrne also stressed that there needs to be consistency in AEO program requirements, collaboration during program development between industry and trading partners and a commitment of skills and resources.

Bruce Wimmer, CPP, director, Global Consulting & Supply Chain Security, International Division-Pinkerton Corporate Risk Management, agrees with Byrne concerning the benefits to stakeholders and added that by participating in supply chain programs, stakeholders will also benefit from an ability to better predict the delivery of components or finished products needed for business, and have an actual reduction in losses due to theft and pilferage. They will have an opportunity to enhance brand protection by improving security to a point that they have confidence their product is not adulterated and/or compromised during the manufacturing and supply chain cycles (especially important for food products, baby formula, pharmaceuticals, vehicle and aircraft parts). Companies can avoid a damaged reputation and demonstrate corporate responsibility by being reputable members of the business community that care about the safety and security of society. In order to reap these benefits, consistency and collaboration between industry, government and trade partners is key.

“All World Customs Organizations-affiliated programs make it clear that industry and government must work together,” said Wimmer. “It is vitally important. A table cannot stand on one leg alone; at least two legs—government and private sector—must work together if supply chain security is to be strong while the global supply chain moves products around the globe in a timely, efficient manner.”

There are a myriad of supply chain security programs, including government programs such as WCO’s AEO program and C-TPAT, but there is also the International Standard Organization’s (ISO) supply chain security standard—the ISO 28000 series—as well as some association programs such as the Transported Asset Protection Association program and Business Alliance for Secure Commerce.

“All of these programs have strengths and weaknesses,” said Wimmer. “By analyzing the programs and pulling the best practices of each program, any company can have much more effective supply chain security than those who try their own programs or just one of the above approaches.” O

For more information, contact BCD Editor Brian O’Shea at briano@kmimediagroup.com or search our online archives for related stories at www.BCD-kmi.com.

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BCD 1.2 | 11

Improving collaboration between DHS and industry for technology solutions .

By Brian Seagrave

SBInet usually leads the list of troubled programs, but there are The Department of Homeland Security will celebrate its 10th others that have experienced technical shortcomings or long delays, anniversary on November 25, 2012. In the decade since its creation such as the transportation worker identity credential program to

by Congress, DHS has been assigned and undertaken many tasks help secure ports; the transformation case management system at of national significance. While industry has worked hard to provide U.S. Citizenship and Immigration Services, which would more readDHS with technology solutions, the results of this collaborative ily identify foreign nationals seeking to harm the United States; and effort have not always been satisfactory. However, change—and the advanced spectroscopic portal program, which would detect and improvement—are on the horizon for both DHS and industry. identify smuggled nuclear and radiological materials.

The attacks of 9/11 demonstrated that domestic security in the Government oversight entities have focused in part on the United States had not received necessary attention from governacquisition and program management abilities within DHS. The ment or industry. Civilian security budgets were traditionally rather Government Accountability Office, which has issued many hunmodest prior to 9/11, and important and complex problems, like dreds of recommendations to DHS since its securing our borders, had been largely neglected for founding, could be paraphrased as saying: “You decades. need a professional corps of acquisitions and That trend dramatically reversed itself in the years requirements-setting staff; you should develop following 9/11. Government homeland security entities and meet technology program requirements and were under pressure to solve big problems fast. Congress employ a rigorous cost-benefit analysis to identify set ambitious goals for DHS in the Homeland Secumaximum return on investment; you need to rity Act and in other legislation, and budgets reflected oversee and conduct testing of new technologies those ambitions. With unprecedented mandates and with proven practices; and you need to identify resources—and hoping to achieve rapid gains in secuacquisition program baselines or starting points, rity—many DHS agencies undertook solutions that were program schedules, and costs.” large, complex and often expensive. However, DHS, as an Brian Seagrave At present, DHS appears to be in the early aggregate of 22 legacy federal departments and agencies, stages of adopting new approaches to operations did not have uniform experience in procuring and manand acquisitions, driven by rising stakeholder expectations, shrinkaging large integrated systems. ing budgets, and its own experience implementing programs large Industry rushed to both help DHS prevent another attack on and small. DHS is increasingly focusing on doing a better job with the United States and to take advantage of new market opportunithe resources it already has, or seeking the best-value solution from ties. But many companies had greater experience with customers proven available commercial off-the-shelf (COTS) products. in places like the Department of Defense, where clearly-defined DHS seems to be moving towards a more risk-based approach requirements, established acquisition processes and experienced to accomplishing its objectives—both in terms of underlying misprocurement personnel were common. Some companies struggled sion risk and program risk. For example, the Border Patrol’s new to understand the civilian security agencies that made up DHS, Strategic Plan emphasizes its move from a resource-focused to a where operational requirements were in rapid flux and acquisition risk-based approach. The Transportation Security Administration processes were less uniform and well-defined. has also announced that it plans to develop new risk-based screenMost observers of the homeland security enterprise would agree ing procedures. that several ambitious programs have not lived up to expectations.

12 | BCD 1.2

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Likewise, DHS has taken steps to implement an acquisition strategy that lowers program risk. This has not only included greater oversight of large agency programs. It has also included efforts by DHS agencies to improve procurement organizations and processes.

For example, at U.S. Customs and Border Protection (CBP), the agency created a new Office of Technology Innovation and Acquisition (OTIA) to establish better governance and integration of CBP’s applied technology and acquisition efforts. OTIA has already made clear that it intends to move away from more developmental, integration-heavy programs like SBInet in favor of lower-risk efforts that focus on mature, proven, stable, ready-to-deploy technologies.

These changes will challenge homeland security vendors, many of whom are still in the process of learning how to effectively support DHS. Companies that can support DHS’ direction toward a more riskbased, results-oriented approach to operations and acquisitions can play key roles in helping DHS evolve, mature and succeed.

Vendors will need to calculate how they can present low risk solutions to DHS. This can be manifested in numerous ways, but vendors should be attentive to language found in the draft contract guidebook for program managers issued by the DoD’s Open Systems Architecture Data Rights Team, entitled “Breaking and Avoiding Vendor Lock.” DoD devotes many pages to how an organization can get away from dependency “on a single manufacturer or supplier for product(s) and/or services.” Like DoD, DHS will have a healthy allergy to proprietary systems, software and sensors. That means vendors will need to ensure their offerings are “open.”

DHS knows that security systems are best able to adapt to changed threats when they feature an open architecture and a completely modular design. Optimally flexible systems are built from independent, modular subsystems and components, interconnected by open standards-based interfaces both at the sensor-to-software interface, and at the software-to-software interface. In an open system, the internal structure of these subsystems and components is also modular and open-standards based. DHS is likely to prefer that all of the system components are built using COTS items, hosting software with commercial standard operating systems and infrastructure components, and interconnected by commodity networking components. This kind of architecture permits evolutionary development, new technology insertion, and competitive innovation. And, most important of all, a fast response to adopt improvements—which is the type of sophisticated and agile development DHS is seeking for the future. O

Brian Seagrave is vice president of Raytheon Homeland Security.

For more information, contact BCD Editor Brian O’Shea at briano@kmimediagroup.com or search our online archives for related stories at www.BCD-kmi.com.

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BCD 1.2 | 13

SECURITY WATCH New Capabilities of Lynx Multi-mode Radar Tested on U.S. Northern Border with CBP General Atomics Aeronautical Systems Inc. (GA ASI), a leading manufacturer of remotely piloted aircraft (RPA), tactical reconnaissance radars, and electro-optic surveillance systems, recently announced that it has completed the successful integration and operational testing of its Lynx multi-mode radar, a next-generation capability that integrates synthetic aperture radar, ground moving target indicator (GMTI), and dismount moving target indicator (DMTI) radar.

Testing was conducted in May by the U.S. Department of Homeland Security/Customs and Border Protection out of its National Air Security Operations Center in Grand Forks, N.D. CBP continues to utilize an earlier Lynx variant in day-to-day border search operations aboard its Predator B RPA, also manufactured by GA-ASI. “Utilizing the moving target indicator mode for detecting people walking or slow-moving vehicles from an RPA is a cutting-edge capability,” said Linden Blue, president, Reconnaissance Systems Group, GA-ASI. “The real paradigm shift is DMTI, which allows agents to detect extremely slow-movers, ranging from walkers or people on bicycles.”

The Lynx multi-mode radar expands agent situational awareness significantly, enabling them to detect, locate and improve high geo-location accuracy of a much wider range of moving targets. It also enhances the system’s ability to cross-cue Predator B’s other onboard sensors to pursue high-value targets and allows for improved target tracking.

Integrated into CBP’s Predator B, Lynx multimode demonstrated several significant performance achievements during the test, meeting all of CBP’s required specifications for the radar. The DMTI mode allowed agents to detect both very slow-moving vehicles and personnel moving (dismounts). In addition, the ability to select a GMTI/DMTI target and cross-cue the target to Predator B’s electro-optical/ infrared sensor field-of-view was demonstrated.

The new Lynx multi-mode radar is a two-channel variant of the existing single-channel Lynx Block 20 radar. It utilizes enhanced radar techniques and a space time adaptive processor that permits a target to be imaged using a matrix rather than a linear array.

This is a significant technical enhancement that improves the radar’s MTI capabilities, enabling the detection of people.

14 | BCD 1.2

New Rugged Tablet PC MobileDemand, a leading tablet PC provider, recently introduced the rugged xTablet T7200, the next generation of the industry leading xTablet T7000 Tablet PC. The xTablet T7200 meets military 810G standards for drops and shocks and has an IP65 sealant rating to protect against water and dust. It combines the functionality of a notebook, full Windows OS of a tablet and the portability and data collection capabilities of a handheld in a lightweight slate form factor. The reliability of the xTablet T7200 is ideal for any environment including transportation, field service, food and beverage distribution, manufacturing, warehousing, military and public sector.

The 7-inch high resolution touch screen display with revolutionary new xView Pro technology features a reflective mode for enhanced viewing in the most intense sunlight and a back-lit transflective mode for superior viewing in low light or indoor conditions. In addition, xTablet T7200 offers a built-in numeric keypad, optional bar code scanner, 802.11a/g/n WiFi, Bluetooth 4.0 and optional 4G LTE or 3G Gobi 3000 radio WWAN connectivity.

Plus, the all new supercharged Intel Atom processor with dual core provides 2.35 times better CPU performance and 3.93 times

better disk performance to handle graphic intensive applications at a lower price than other high-end processors.

“The xTablet T7200 is our latest innovation and addition to the MobileDemand Rugged Tablet PC line-up,” said MobileDemand President Matt Miller. “It features our new xView Pro display technology which not only significantly conserves battery life, it offers enhanced viewing in bright sunlight to better serve the productivity needs of field workers anywhere. This reliable new rugged tablet PC offers long-term savings.

Plus it has an upgraded processor for more power and performance to help users get more work done in less time.”

Maureen Szlemp; mszlemp@mobiledemand.com

World’s Smallest and Fastest FBI Certified Appendix F Mobile ID Fingerprint Scanner Integrated Biometrics announced Watson-Mini, the world’s smallest and fastest non-optical scanner to achieve FBI Appendix F certification. The FBI certified that WatsonMini meets or exceeds all requirements listed in EBTS Appendix F Mobile ID SAP 45 as well as PIV-071006 of the FBI IAFIS image quality specifications.

Watson-Mini is the smallest, lightest and fastest Appendix F certified two-finger scanner in the world, weighing 85 grams and measuring 61 mm by 60 mm by 34 mm. Watson-Mini offers unique operational benefits compared to existing certified scanners include high quality imaging in dirty environments, no difficulty operating in direct sunlight, does not use a membrane, and does not require latent prints

to be wiped from the sensor surface. It can be used for both enrollment and verification in single, multiple or roll fingerprint applications.

Watson-Mini is available in a form suitable for embedding in hardware or externally connecting through USB. Watson-Mini utilizes Integrated Biometrics’ patented light emitting sensor (LES) technology.

LES technology utilizes a highly engineered charged polymer film interacting with the specific properties of human skin to luminesce fingerprint images. Watson-Mini is provided with Integrated Biometrics SDK for Windows XP and later, Linux or Android 4.0 operating systems, and includes the functionality needed for efficient integration of Watson-Mini into your application and operating environment. www.BCD-kmi.com

Compiled by KMI Media Group staff

Respirator Designed for Diverse CBRN Environments Dräger announced the release of the DHS 7000 hybrid system, an innovative respirator that uses Dräger’s worldwide leading breathing technology to ensure the purity of breathing air. Ideal for use in military, law enforcement and responder applications, the DHS 7000 will be available for sale in the United States and Canada beginning June 11, 2012.

“The DHS 7000 is designed for situations where seconds could make a difference in keeping a person safe,” said David Warnacut, product manager, Compressed Air Breathing Equipment. “This versatile system enables the wearer to quickly adapt to and overcome unknown hazards—whether chemical, biological, radiological or nuclear. For additional protection, we have removed several lights and alarms that could compromise the wearer’s location.”

New Management Platform for Agencies NJVC is introducing a new cloud service framework for federal agencies to move their technology applications into a cloud environment, the company announced.

Cloudcuity Management Portal is a commercial, multi-cloud broker service specifically designed for customers, the company said.

NJVC is partnering with Gravitant to provide federal agencies Cloudcuity for agencies to test, configure and manage vendorneutral cloud services through one online platform, President Jody Tedesco said in a release.

“This family of NJVC cloud capabilities, beginning with the Cloudcuity Management Portal, is designed for technology decision makers who must deploy IT applications to the cloud with transparency for managing risk and governance under the Federal Risk and Authorization Management Program and the Federal Information Security Management Act,” Tedesco said.

In July, NJVC signed an agreement with Oculis Labs to sell Oculis’ software used for protecting sensitive information on computer screens.

“The Cloudcuity Management Portal provides a secure environment for federal agencies to try out and test cloud programs before committing to a large-scale migration,” said Dr. Ilyas Iyoob, Gravitant’s director of advanced analytics.

Amazon, GoGrid, Savvis and Terremark are offering cloud services through Cloudcuity and NJVC expects Amazon’s GovCloud to be available through the portal by mid-October.

Cloudcuity automatically purchases cloud products and services once a user decides on what to buy, with users holding the option to change vendors at a later date.

The platform meets security standards set by the National Institute of Standards and Technology and National Security Agency, according to NJVC. Michelle Snyder; michelle.snyder@njvc.com www.BCD-kmi.com

Border Protection and Security Systems for Customers Worldwide General Dynamics C4 Systems and EADS North America have joined forces to deliver cost-effective border protection and security systems that leverage the command, control and communications expertise of General Dynamics and the proven border security solutions and industry leading radar and sensor capabilities of EADS. The combined expertise from both companies represents a perfect match for border protection and security systems, including the Integrated Fixed Tower (IFT) program currently under evaluation by the U.S. Department of Homeland Security.

“This long-term partnership between General Dynamics and EADS will deliver a system that is based on operationally proven capabilities that will become an effective force multiplier for the U.S. Border Patrol. In addition to greater situational awareness overall, border patrol agents will also have the critical tools needed to rapidly detect, identify and respond to potential threats at the nation’s borders,” said Chris Marzilli, president of General Dynamics C4 Systems.

Cassidian, an EADS company, is a worldwide leader in global security solutions and systems, providing systems integration and value-added products and services to civil and military customers around the globe.

Cassidian’s proven, modular and open command-and-control software has successfully provided multi-layered command, control and coordination of EO/IR, radar, mobile surveillance systems, unattended ground sensors and non-organic intelligence into an integrated common operating picture for the effective defense of national borders. The software can accommodate a wide range of cameras and radars to suit the needs of the mission and the environment in which it operates.

Cassidian has installed more than 1,000 sensors on its border surveillance towers, and has demonstrated the ability to upgrade them quickly with minimal

software adjustments. The company has trained more than 10,000 agents to operate its intuitive user interface.

The General Dynamics-built Rescue 21 system is the U.S. Coast Guard’s towerbased command and control system for maritime search and rescue operations.

Rescue 21 comprises 245 towers and associated command centers that monitor more than 41,800 miles of shoreline that include the Great Lakes, Hawaii, Guam and Puerto Rico. In collaboration with Arizona State University, General Dynamics also maintains a desert test range that demonstrates various towerbased, border security capabilities that include border patrol agents working in realistic scenarios to fine-tune these critical national security systems and capabilities.

The General Dynamics and EADS team also plan to work together to implement cost-effective systems and capabilities in response to other border security programs throughout the Department of Homeland Security.

BCD 1.2 | 15

Acquisitions Manager

Q& A

Improving Probability of Success and Reducing Risks with Acquisitions Rafael Borras Under Secretary for Management U.S. Department of Homeland Security Rafael Borras was appointed by the president and confirmed by the Senate to serve as the Under Secretary for Management at the Department of Homeland Security. He joined the department in April 2010. Borras exercises leadership authority over all aspects of the department’s management programs as the designated chief management officer and chief acquisition officer. As chief management officer, Borras oversees management of DHS’s nearly $60 billion budget, appropriations, expenditure of funds, accounting and finance. As chief acquisition officer, he administers control over the department’s approximately $19 billion in procurement. Borras oversees the Management Directorate’s six lines of business—financial, human capital, information technology, procurement, security and administrative.

Borras has more than 30 years of management experience, including over 20 years in federal government and city government, and 10 years in the private sector. Prior to his appointment with DHS, Borras served as a vice president with URS Corporation, a global engineering services firm.

Prior to joining URS, Borras served as the regional administrator for the mid-atlantic region of the U.S. General Services Administration, where he managed an organization with more than 1,300 employees, providing federal customer agencies with real estate, supply and procurement, vehicle acquisition, and information technology services. Borras also served as deputy assistant secretary for administration in the U.S. Department of Commerce, where he was responsible for overseeing the department’s financial, personnel, information technology, budget, administrative services, acquisition and grants functions.

In city government, Borras served as deputy city manager in the city of Hartford, Conn., where he was responsible for the departments of finance, police, fire, code enforcement, information technology, purchasing, budget and human relations. He also served as deputy city manager of New Rochelle, N.Y. Borras began his public sector career as administrative officer for the Office of the County Manager in 1982 with Metropolitan Dade County Government in Dade County, Fla. Borras earned received his B.A. from Florida International University in 1981.

Q: How will the DHS acquisition process be improved by acquisition management and reform?

A: One of the first management initiatives Secretary Napolitano asked me to take on was to develop and implement a strategy to transform acquisition management. DHS invests more than $18 16 | BCD 1.2

billion annually in various acquisition programs, and it was critical to achieve two key goals: improve the probability that our programs were executed successfully, and reduce the risk associated with, and inherent in, the execution of our investment programs.

In order to achieve these two goals, it was important to focus on the fidelity of our data, as well as the infrastructure the department had in place to help increase the probability of success.

One of my first tasks was restructuring oversight of major programs by creating the Office of Program Accountability and Risk Management [PARM]. PARM manages acquisition policy, Acquisition Management Directive [D] 102-01, serves as executive secretariat to the Investment Review Board, the department’s overarching acquisition governing body, and conducts independent assessments of major programs to inform leaders of any issues that need to be addressed to keep programs on track.

Secondly, I tasked PARM, along with the Office of the Chief Information Officer, to develop and implement a Decision Support Tool [DST], a web-enabled business intelligence tool that provides DHS leaders, governance boards and program managers a central dashboard for assessing and tracking the health of major acquisition projects, programs and portfolios. The DST provides department leadership and program personnel greater visibility into health indicators, such as funding profile, cost, schedule and technical performance, milestones, headquarters assessment ratings, D102 compliance and risks. www.BCD-kmi.com

To help reduce program risk, increase acquisition management capabilities and improve program performance, PARM led the creation of the Centers of Excellence [COE] for Acquisition and Program Management. Eight COEs are currently serving components and programs: Cost Estimating & Analysis, Program Management, Accessibility Compliance, Enterprise Architecture, Requirements Engineering, Privacy, Systems Engineering, and Test and Evaluation. The COEs are providing components and programs with workshops, best practices, guidance and expert counsel in their respective disciplines.

Finally, in collaboration with the DHS Office of Policy, as well as the Science and Technology Directorate, we are piloting new ways to improve our focus on requirements development based on departmental priorities as well as better threat analysis. The integrity of the DHS acquisition management process is improving through a combination of a heightened focus on risk, aggressive emphasis on business intelligence to better predict program performance, the establishment of a robust support network to support program health through our centers of excellence, and active engagement across all of the management disciplines across the DHS enterprise. We know much more today about the status of our major program investments than ever before, and with additional planned enhancements, we will continue to drive down the risks associated with the investment of our taxpayer dollars in DHS program activities.

Q: How has the department worked to improve financial management?

A: The DHS financial community has made extraordinary progress in many areas of financial management and accountability.

Notable is the rapid progress DHS has made toward having accurate and complete financial statements. When the department stood up in 2003, we inherited 30 significant deficiencies in internal controls over financial reporting. Eighteen of those deficiencies were so severe they were considered material weaknesses.

DHS has reduced the number of material weaknesses in internal controls from 18 to five, and increased the department’s auditable balance sheet balances to approximately 90 percent in fiscal year 2011. We have actively engaged with senior management and staff at the components, driving risk management activities and overseeing corrective actions to ensure continued progress. As a direct result, the department mitigated high-risk areas and prevented new material weaknesses, and increased the department’s auditable balance sheet balances in FY11to approximately 90 percent of its $173.7 billion in assets and liabilities—up from 63 percent in FY09—ultimately earning a qualified opinion on the department’s Balance Sheet and Statement of Custodial Activity. Earning this opinion is a pivotal step to increasing transparency and accurately accounting for the department’s resources.

In addition, the department has reduced estimated improper payments from 7 percent in FY08 to less than 1.5 percent in FY11. We are developing additional measures—such as riskbased analytic tools and stronger internal controls—to further reduce the probability of future improper payments.

Our efforts began with what we call the “Tone at the Top” to enforce accountability and engrain awareness of the importance www.BCD-kmi.com

of internal controls into the culture of the department. Secretary Napolitano challenged us to achieve an opinion on our balance sheet as well as building a sustainable, repeatable process to improve our overall financial performance. We have instituted new communication and governance structures to bridge the gaps between disparate component missions, processes and practices. These structures include meetings where components can share best practices to fix departmentwide problems, as well as one-on-one audit risk meetings with component senior financial officers and issue-specific working groups. I am working closely with our CFO and the components to standardize business processes and internal controls, implement a common line of accounting, maintain data quality standards, and provide governance and oversight of current and future financial management system enhancements.

Q: Can you provide details about the new homeland security grants program?

A: DHS provides financial assistance to individuals, families, small businesses, states, territories, local governments, educational institutions and nonprofit organizations. In FY11, DHS grants programs provided more than $10 billion in assistance through the National Flood Insurance Program, Disaster Relief Fund payments and disaster recovery loans as well as by funding programs related to preparedness, recovery and public safety.

Given the fiscal challenges to the department’s state and local partners, DHS is approaching these partnerships in new and innovative ways. The administration has proposed a new homeland security grants program in FY13 designed to develop, sustain and leverage core capabilities across the country in support of national preparedness, prevention and response.

The FY13 National Preparedness Grant Program will help create a robust national preparedness capacity based on crossjurisdictional and readily deployable state and local assets. Using a competitive, risk-based model, the program will use a comprehensive process for identifying and prioritizing deployable capabilities, will limit periods of performance to put funding to work quickly, and will require grantees to regularly report progress in the acquisition and development of these capabilities.

Establishing a financial assistance line-of-business is a key priority for department senior leaders. This will increase DHS stewardship over financial assistance from appropriation through award use to award closeout and allow us to ensure the funding is being used to meet program goals and objectives. Our efforts are also linking financial assistance programs to the DHS missions and to the National Preparedness Goal to establish relevancy and eliminate duplication.

Q: How has the new Grants Program been implemented?

A: In the last two years, we published the first DHS-wide financial assistance policies, unifying all financial programs under one set of overarching requirements. This increased governance will also reduce applicant/awardee burdens by increasing the efficiency and effectiveness of awarding entities.

We also designated the first set of senior accountable officials [SAOs] for the financial assistance line of business. These SAOs must ensure delivery of transparent, timely, accurate and BCD 1.2 | 17

complete award data for public consideration via USASpending .gov. In the year since we established this responsibility, we have increased the completeness of our data submissions from 25 percent to 90 percent.

Q: What has the department done in the area of workforce planning?

A: The Department as a whole has made great strides towards workforce planning. An example would be the component Customs and Border Protection [CBP]. CBP uses advanced business intelligence tools in a systematic approach to conduct workforce planning. Specifically, we analyze both current and historical staffing data, applicant and management surveys, along with relevant civilian labor statistics to identify workforce gaps and trends and to develop workforce strategies. These strategies ensure that we meet both current and future departmental and agency requirements to include recruitment and hiring goals objectives. Finally, CBP utilizes various special hiring initiatives which allow us to ensure a qualified and diverse workforce.

Q: What is the department doing to evolve its efforts of securing and managing our borders?

A: DHS has a comprehensive and multi-faceted approach to securing our borders. Some of the most conspicuous elements are the increased resources we have applied to border security.

In addition to increases in our front-line personnel, we have added infrastructure like physical fence and roads and we have deployed various sensor technologies along the border. Our less conspicuous efforts are also very significant. We have adjusted strategies, doctrine and tactics so that our resources are focused on the highest priority areas and are not mis-diverted to lower risk areas. This contrasts with past approaches, which were focused on rapid growth in capability to stem the significant amount of illegal traffic we experienced in the past. Our current approach is more finessed and cost-effective and focuses on deploying our resources in a more strategic, risk-based manner.

We collect tremendous amounts of data and we continue to improve our analytical capability so that we can predict how our environment and threats will change over time. By focusing on risks and improving our analytical capability, we can develop a better, more quantitative assessment of the effectiveness of our efforts. Consequently, we are better able to manage the available resources in this austere budget environment. We’ve adjusted some of our organizational designs so that our field commanders can better use the totality of DHS resources in a particular area and break through traditional stovepipes. We have put in place a consequence delivery system that tailors penalties for illegal entrants in a way that is more likely to discourage them from repeated attempts. Our data shows that these combined efforts have been successful in decreasing the number of people who attempt to enter the country illegally and increasing the likelihood that we can successfully detect and prevent those who do make the attempt. Having said that, it’s important to remember that effective border enforcement is intertwined with effective immigration policy—which requires immigration reform. As a nation, we need to put additional focus on understanding the relationship between enforcement and immigration policy.

18 | BCD 1.2

Q: How is the Department of Homeland Security using acquisition processes to help advance the management of CBRNE detection equipment?

A: On September 8, 2011, I established an executive steering committee [ESC] and a commodity working group [CWG] for detection equipment. The ESC is chaired by my office while the CWG is chaired by the Office of the Chief Procurement Officer.

The CWG reports directly to the ESC and is responsible for developing the coordinated approach to the acquisition and management of detection equipment.

Q: Can you tell me who comprises the CWG and what strategies are used in the acquisition management of CBRNE detection equipment?

A: The CWG is comprised of program and procurement representatives from the Domestic Nuclear Detection Office, Federal Emergency Management Agency, National Protection and Program Directorate/Federal Protective Service, Science & Technology, Transportation Security Administration, U.S. Citizenship and Immigration Services, U.S. Coast Guard, U.S. Customs and Border Protection and U.S. Immigration and Customs Enforcement.

We tasked the CWG to deliver a recommended strategy to the ESC for detection equipment. This tasking required a description of those types of detection equipment for which the CWG believes a strategically sourced initiative will be advantageous for the department and supporting rationale for that recommendation. It also required rationale for those types of detection equipment that the CWG believes are not conducive to strategic sourcing. Lastly, the tasking requested, where possible, that the CWG include a recommendation for which component(s) will be the executive agent for executing the procurement responsibility in implementing the strategic sourcing recommendation. This is part of a broader department strategic sourcing initiative, and an example of how we are broadening the scope of our strategic sourcing efforts.

Q: What steps has the CWG taken to advance the strategic source initiative?

A: The CWG has completed developing its initial recommendations to the ESC on the types of detection equipment that a strategically sourced initiative would be advantageous for the department. The CWG has identified six types of detection equipment suitable for strategic sourcing that fall into the high-level categories of explosive/contraband detection, imaging, radiation/ nuclear and metal detection. The CWG briefed the ESC on its recommendations in August and will be approved to move forward as a departmentwide strategic sourcing initiative. Additionally, the CWG will continuously look for opportunities for other detection equipment types as component demand changes.

Through strategic sourcing, the department will improve development and implementation of DHS-wide strategies for the effective and efficient acquisition of detection equipment. Strategic sourcing will enable opportunities to share services, resources and infrastructure across components, promote interoperability through joint solutions, and maximize economies of scale that fully leverage DHS’s buying power. O www.BCD-kmi.com

Special Section

Border Security Management Roundtable Maintaining a secure border is crucial for preventing threats from crossing over into our country. Those threats range from violent criminals to weapons of mass destruction. The federal government plays a large role in keeping our country safe. Although they are aided by innovation from industry, reaching the goal of a secure border has its challenges. Below, leaders in border security and industry discuss how technology helps mitigate those challenges.

Q

What are the main challenges for effective border security and how can technology help alleviate those challenges?

Michael J. Fisher Chief U.S. Border Patrol

Generally speaking, the primary challenge is the lack of information about those that intend to and have the capability to come across the border illegally (whether by land or by sea) and not really knowing what potential threats they pose. That’s one of the things that the Department of Homeland Security, certainly in a post-9/11 environment, strives to do each and every day. It’s a huge challenge given the geography: 2,000 miles of border with Mexico and about 4,000 miles with Canada—it’s a lot of open territory. We are constantly evolving and striving to adapt www.BCD-kmi.com

to the ever-changing environment in which we operate and to the evolving and dynamic threats that we face within this country as it relates to our national security mission.

As far as technology goes, it’s critically important. Whether it’s the Predator Bs, the cameras, seismic sensors, or ground-based radar, we’ve got more feeds on things that are happening out there than ever before.

Communication is critical too, whether it’s in the clear or encrypted, which is how most of our agents are operating right now. Tactical communications for us is everything from pushing voice and data across a broader bandwidth. This provides our agents a greater sense of situational awareness and affords

the ability to provide a common operating picture for the decision-makers in the field to get a broader sense of what’s happening; to be able to deploy and re-deploy resources against the greatest risks.

Ultimately, though, what matters most in the end is the last 50 feet. Because at the end of the day, in order to stop a particular threat it’s going to take a Border Patrol agent being able to close that last 50 feet to be able to identify, classify and stop that threat. There is no technology that I have seen that’s going to be able to close that 50 feet other than the border patrol agents. In my estimation, they are and will continue to be the most valuable asset that we have in this organization.

BCD 1.2 | 19

Special Section

Mark Borkowski

Assistant Commissioner Office of Technology Innovation and Acquisition (OTIA) U.S. Customs and Border Protection

One of the main challenges is making sure we all have a common understanding of what we mean by border security. In this context, I believe what we’re talking about is the security and sanctity of our borders between the ports of entry.

The challenge that we have is the magnitude of the problem—the number of people coming across the border and the difficulty in segregating risk among those people. There are different levels of risk.

There’s a ranked ordering of risk with the large number of people coming across, most of whom are not high risk. Those who are not high risk are not violent criminals, they’re not terrorists, they’re not carrying weapons of mass destruction, and they’re not drug smugglers.

We don’t want to deal with border security as a brute force problem. Also, we’re in a resource-constrained environment. So the challenge becomes making sure that we have a good assessment of where we should apply resources. Then we must confirm that and make sure if that changes—if there’s a movement of activity to an area that didn’t used to have activity—then we can detect that proactively and respond to it.

How does technology play into that?

Traditionally when we look at technology,

specifically between the ports of entry, we use it to help us know what’s going on. In order to secure the border, two conditions must be met: I want to know what’s happening and I want to have the capacity to respond to it.

Border patrol agents can both watch the border and respond to what they see.

They’re really the most valuable asset, because they can do everything. Technology can only do the first of those conditions: It can let me know what’s going on. However, it doesn’t have the capacity to respond to the information.

Technology doesn’t do a very good job of responding, although there are some technologies that can help border patrol agents be more efficient in their response. Technology helps us know what’s happening.

We have things like unattended ground sensors, night vision goggles and long range infrared sensors, radars, cameras, airplanes, helicopters and UASs. Their basic function, generally speaking, is to give us information that we can provide to the border patrol agents so that they can more effectively and efficiently respond.

Technology can play a part in helping us identify if there’s a change in a region of the border. If we see something, we want the immediate capacity to respond to it. That’s

the way we’re trained and that’s the way we’ve done things in the past. We’re talking about using technologies in areas where we don’t currently have a response capability, and we’re using it to collect more strategic information that tells us whether things are changing, or if assets need to be redeployed to deal with the situation.

Technology also helps us measure and track changes in behavior, changes in performance, so that we can make more strategic decisions about how we ought to best deploy resources over time. However, as we use the kinds of technology I already discussed, and as they becomes effective, our adversaries react. Examples of how they react are increased use of tunnels, ultralight aircraft, or getting on panga boats and going out into the ocean and going around the typical land borders. So now there’s different technology that’s required to adapt to the evolution of the threat. Technology that can help us identify activity that represents tunneling, or technology that can better help us detect and interdict ultra-light aircraft, or technology that can help us identify when something that shouldn’t be going on out in the ocean is occurring—that is the evolution of technology. We must be prepared to adapt our technology as our adversary adapts to us.

Army Maj. Gen. Gerald W. Ketchum Director National Guard Domestic Operations and Force Development

Since 1636, the National Guard has played a role in protecting the lives and property of the American people, and has been active in securing the Southwest border from the 1916 Mexican Border Crisis forward.

Today, the Department of Homeland Security is responsible for securing the borders. The National Guard’s role is to provide requested support when appropriate, lawful and approved by the president or secretary of defense. National Guard units can also provide support to law 20 | BCD 1.2

enforcement agencies (LEAs) along the borders while under the control of their state governors, according to individual state laws.

The unique Southwest land border environment presents a challenge to many aspects of border security. The geography hosts a variety of landscapes, from desert to mountains, and remote wilderness to highly populated urban environments.

The Transnational Criminal Organizations (TCOs) operating along and across our borders have also demonstrated themselves to be an adaptive threat. The National Guard

employs militarily unique skills and capabilities that domestic LEAs do not have or cannot replicate, that help mitigate these two challenges.

In July 2010, the National Guard began the deployment of 1,200 personnel to the Southwest border as part of the U.S. Border Patrol’s Operation Phalanx. Initially, the bulk of these Guardsmen, under the command and control of their state governors, served as Entry Identification Teams manning ground observation posts in order to report on potential illegal border crossings. www.BCD-kmi.com

Special Section In March 2012, the nature of the mission changed from static observation posts to one of mobile, flexible and adaptive aerial detection and monitoring of the border. Helicopters mitigate many of the geographical challenges of the Southwest border, allowing observation of remote and rugged terrain, the ability to observe larger areas from a long distance, and flexibility to easily shift observation to new areas along an expansive border.

National Guard OH-58 Kiowa and

UH-72 Lakota helicopters, along with RC26B fixed-wing aircraft, all specially configured with systems to record and stream day/ night real-motion video and equipped with LEA-compatible communications, provide our USBP partners with the ability to rapidly react to changes in TCO operations.

Throughout Operation Phalanx, soldiers and airmen have also served as criminal analysts supporting Immigration and Customs Enforcement. In this role, they provide specific reports regarding historical,

investigative and predictive analysis related to TCO operations and other cross-border activity.

Operation Phalanx builds upon the unprecedented cooperation and teamwork established between federal agencies and the National Guard during Operation Jump Start (2006-2008) and the working relationships the National Guard has with federal, state and local law enforcement agencies through National Guard State Counterdrug Programs.

Amy L. Clymer

Operational Manager Rapid Reaction Tunnel Detection Joint Capability Technology Demonstration / United States Northern Command

Tunnel detection expertise or military-unique technology is requested frequently by the U.S. Border Patrol, Department of Homeland Security. The U.S. government has sought technology to detect tunnels for decades.

Since 1991, 175 tunnels have been detected along the northern and southern border of the U.S. Along the Southwest border, the problem continues to escalate as U.S. Border Patrol agents tighten security. Criminal organizations that smuggle drugs are being forced to go underground. There are likely numerous undiscovered tunnels. Operations Iraqi Freedom and Enduring Freedom have also faced challenges detecting tunnels of prisoners seeking to escape from theater internment facilities. These tunnels have varying levels of sophistication and range from human-sized gopher holes to 90-foot deep, highly sophisticated structures.

Multiple government agencies, national laboratories, academia and commercial vendors have proposed and demonstrated prototype counter-tunnel technologies against known tunnel targets. All proposed technical solutions lacked maturity to produce reliable and consistent tactical results. The systems either produced massive amounts of data that were not easily understood or produced unacceptably high false alarm rates. Law enforcement agencies had very little confidence in either the accuracy or tactical utility of the systems. Tunnels were found primarily through informants or even by water trucks

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used to settle dust on the federal easement collapsing the structures with their weight.

In 2010, United States Northern Command, a combatant command charged with defending the homeland, initiated a technical program at the request of its subordinate command, Joint Task Force North, Fort Bliss, Texas. JTF-N is the primary military entity charged with supporting law enforcement in counter-drug issues.

USNORTHCOM, working with the Department of Defense Rapid Fielding Directorate and the Army Corps of EngineersEngineer Research Development Center, initiated a program called the Rapid Reaction Tunnel Detection Joint Capability Technology Demonstration in 2010. The impetus of this program was to develop and mature technology that would assist DoD soldiers in detecting tunnels in overseas theaters. The technology would readily be transitioned to assist border patrol agents, who are mandated to identify, interdict and remediate tunnels along the Southwest border.

The technology developed by DoD through the next three years includes sensors that are both passive and active. These systems were subjected to stringent operational testing and readily demonstrated the ability to detect tunnels. One challenge facing the team, however, was the wide variety of geologic conditions that exist along the border. In addressing this challenge, it was determined that a family of systems would be the answer to best detect tunnels. These technologies could perform individually or be coupled with one another in most geologic conditions. The program has demonstrated high technical maturity and is now operational primarily in overseas theaters, and are available upon request by the U.S. Border Patrol.

BCD 1.2 | 21

Special Section

Michael Danick

Director Critical Infrastructure and Force Protection / Defense Systems Division Northrop Grumman Information Systems

The main challenge to border security is the ability to effectively utilize the diverse set of tools necessary for the detection and assessment of border incursions so that appropriate responses can be planned, resourced, executed and adjudicated effectively and in a timely manner. As solutions are deployed to border regions, the flow of incursions adapts to the tools deployed to curtail them. Thus, effective border security can only be achieved through the implementation of a wide variety of fixed and mobile, airborne and terrestrial, manned and unmanned assets, each serving

a purpose to address specific terrain and threat types. The integration of these assets (those in use today as well as those utilized to combat future threats) into a common operational picture becomes paramount.

Of course as more information is presented to an operator, a different concern arises— over-saturation of the operator with data, rather than actionable, event-driven information. An enterprise-level C4I system provides the means for effective operator interaction with the various tools and subsystems.

For the Integrated Fixed Tower program, Northrop Grumman offered a solution based on open standards-based

components to integrate field-proven detection and assessment devices. The Northrop Grumman architecture provides a foundation for future expansion enabling situational assessment at the field agent to multi-AoR situational awareness through centralized oversight of all IFT AoRs. This architecture also allows seamless expansion of the IFT system to include other detection, surveillance and situational awareness systems. Our mature C4I system employs a human-machine interface that reduces operator workload by providing the right mix of operator immersion in the surveiled environment through an eventbased assessment and response interface.

Stephanie C. Hill President Lockheed Martin IS&GS - Civil

The two main challenges to effective border security are the safety of the border agents and efficiency of the security mission. Border security is demanding. The environment is austere with rough and dense terrain.

Much of the work performed by agents is done at night, making it even more difficult. Technology provides external senses for the agents to enhance their situational awareness. Whether an unattended ground sensor that provides proximity awareness, an aerostat that provides views

into a valley, or an integrated fixed tower that detects, tracks, identifies and classifies activity at long range, the result is the same—increased safety and efficiency of the response.

As with any operational environment, safety is paramount. Technology provides information that increases safety. Knowing where illegal or dangerous activity is taking place allows agents to safely plan their route of engagement. Understanding where illegal crossers may be located allows agents to build a response plan so that they are on the offensive.

Technology also increases agent and

mission efficiency. Situational awareness allows tactical agents in the field to determine the type and size of the response required. If there is a non-threatening, small group of people, then only a couple of agents may be required; agents can respond at their choosing with the extra “eyes” provided by technology. Or, if the group is carrying drugs or weapons, agents might choose a larger response with stronger weaponry. No matter the case, technology gives agents the upper hand before the engagement ever occurs.

Technology helps puts the right resources at the right place for border security.

Gordon Kesting

Vice President for Homeland Security Solutions Elbit Systems of America LLC

Diversity of terrain, the everchanging tactics of those trying to illegally cross the border, and the information and communication needs required to provide sufficient data to anticipate the actions of the transnational 22 | BCD 1.2

criminal organizations (TCOs) are among the many challenges of border security.

The geographic diversity of mountains, desert, foliage, water and extreme temperatures of the Southwest border creates a challenging environment to detect, classify, and identify of items of interest. We

know “one-size-fits-all” approaches do not work with the variety of sensing technologies.

The tactics exercised by the TCOs create a “cat and mouse” game as new techniques are used to smuggle goods and people across the border. This quickly www.BCD-kmi.com

Special Section adapting threat employed ultra-lights, semi-submersibles, tunnels and even UAVs. Each of these measures requires a different set of technologies to counter them.

An open architecture system supporting a variety of sensing modalities to address the diversity of terrain coupled with communication technologies enabling collaboration is the solution. This is best highlighted by Israel’s border security system deployed by Elbit Systems. Hosting a variety of manned and unmanned sensing technologies, data is routed through a communications network

using a variety of wide and narrow band technologies to a common operating picture, allowing the team to coordinate an effective response to threats. Reliable and trusted technology is a necessary contributor to the overall success of critical border security missions facing today’s challenges.

Human intelligence, with information capabilities providing critical data to analyze the threat, is essential for facilitating a rapid response to border incursions. Elbit’s technology provides common situational awareness to all segments of the response

team, at headquarters or in the field, allowing a quicker response from detection to action.

Once border security is achieved, the challenge becomes one of maintaining control with minimal impact on the local population. Based on our experience, Elbit found that unmanned technologies play a key role at this stage. Unmanned ground sensors, unmanned air systems, unmanned ground vehicles and unmanned surface vehicles can successfully fill the surveillance role with minimal disruption to the community.

Joseph Valenzuela

Director Border Security Solutions / EADS North America

Technology is supposed to make life easier, but often it has the opposite effect: placing an additional burden of learning curve and information overload on the user. If technology advances are applied correctly, they should actually make an agent’s job easier and reduce workload without the requirement of extensive training.

For example, when a border agent is using a radar with a low scan rate for wide-area surveillance, he or she can see radar plots, but must evaluate all of them to decide how to proceed: build a track or slew the camera to confirm the nature of the item of interest (IOI), and that’s if the IOI is within camera range. A radar with a very high scan rate, such as one with Active Electronically Scanned Array (AESA) technology, can eliminate this time-consuming burden by automatically displaying tracks of all moving IOIs.

www.BCD-kmi.com

In addition to displaying IOI tracks, an AESA radar also can classify their nature— vehicles, people, animals—even at more than 7 miles away. Once the operator has identified a target to watch more closely, the AESA radar can track that IOI while continuing to perform wide-area surveillance.

However, even this sort of technology advancement is of little use if it is difficult for agents to access and process the data it provides. The ultimate goal when designing a human-machine interface must be to truly understand the way agents work: what information they need most and what they do with it.

In a smartphone world, elegant solutions such as intuitive symbology and simple mapping and menu navigation structures ensure operators can quickly become proficient with new technologies.

If detection, tracking, identification and classification are easy and intuitive, agents on the ground can better intercept and prosecute illegal activities. O

For more information, contact BCD Editor Brian O’Shea at briano@kmimediagroup.com or search our online archives for related stories at www.BCD-kmi.com.

BCD 1.2 | 23

Using the latest technology to detect threats.

The Department of Homeland Security’s Domestic Nuclear Detection Office (DNDO) supports research and development of new technologies for detecting nuclear threats.

DNDO works with federal agencies, local governments and private firms to advance and deploy detection technologies for the Transportation Security Administration, Customs and Border Protection (CBP), the Coast Guard and other federal agencies.

New detection materials integrated into mobile and human-portable devices, coupled with advanced algorithms, allow for significantly improved detection, according to DNDO Acting Director Dr. Huban Gowadia.

“Frontline responders and law enforcement officials now regularly use detection equipment to search for, find and identify nuclear materials in the field,” Gowadia said.

But fundamental challenges remain: distinguishing signal from noise; increasing detection speed and distance; dealing with shielded materials; and operating in challenging environments, such as on water and in rugged terrain.

Current detection systems include small personal radiation detectors, handheld radioisotope identification devices (RIIDs), large, fixed radiation portal monitors and mobile detectors mounted in ships or vehicles and backpack detection systems.

“DNDO led the development of a nextgeneration RIID,” Gowadia noted. “Based on an enhanced detection material, lanthanum bromide and improved algorithms, this new handheld technology is easy to use, lightweight and more reliable, and because it has built-in calibration and diagnostics, it has a much lower annual maintenance cost.”

DNDO is now working on more advanced systems that will be cost-effective, capable of wide-area searches in cluttered environments and scanning general aviation and 24 | BCD 1.2

small vessels and can detect nuclear threats even when heavily shielded.

For example, DNDO has explored alternatives to using scarce Helium-3, including tubes based on boron or lithium. Gowadia says these alternative neutron-detection technologies are now commercially available.

DNDO’s Advanced Radiation Monitoring Device exploits the efficiency and energy resolution of emerging detector crystals, such as strontium iodide and cesium lithium yttrium chloride, to develop smaller and more capable detection systems. “The detector materials have sufficiently matured where they are now commercially available,” Gowadia noted.

The Long Range Radiation Detection project seeks to detect, identify and locate radiation sources at stand-off distances with passive gamma-ray technology. Demonstrations have been conducted and “DNDO is assessing the potential for further development based upon operator feedback,” Gowadia said.

Networked detectors, developed under DNDO’s Intelligent Radiation Sensor System project, are intended to detect, identify, locate and track threats across distributed sensors. This could be highly useful for detection at special security events, between ports of entry along land borders or scanning general aviation and small vessels.

To address the shielding challenge, DNDO’s Shielded Nuclear Alarm Resolution (SNAR) project seeks advanced active interrogation systems to detect special nuclear material and to resolve alarms with confidence. Technologies under SNAR review include induced fission, high-energy backscatter and nuclear resonance fluorescence.

CBP’s main priorities in radiation detection are sustainment of currently deployed capabilities and development of transformational

By Henry Canaday, BCD Correspondent technologies that detect multiple types of contraband, including illicit radioactive and nuclear material, according to LaFonda Sutton-Burke, director of Non-Intrusive Inspection. CBP also wants to increase both detection efficiency and to speed the flow of legitimate commerce.

CBP is focusing on a number of emerging technologies developed in the commercial market and by joint industry and government initiatives. “CBP considers development of hardware and software that better distinguish between naturally occurring radioactive materials and illicit materials an important need,” Sutton-Burke said.

The agency also wants to deploy integrated non-intrusive inspection systems that combine compact radiography with a portal for detection of nuclear materials in vehicles.

Meanwhile, private firms are advancing in similar directions: improving the sensitivity of detectors to radiation threats, reducing erroneous false alarms, enabling radiation searches over wide areas and tying detection tools together in networks.

Ametek’s Ortec Business Unit has developed its Detective-SPM [Spectroscopic Portal Monitor), and a highly mobile Detective-200, explained Frank Vorwald, Ametek division vice president and Ortec business unit manager.

Detective SPM offers the best source identification of any passive system for detecting nuclear materials, simultaneously detecting and identifying any source of radiation, Vorwald said. Algorithms enable realtime response and have a false alarm rate of very much lower than 0.1 percent. “Other portals have a false alarm rate or 4 percent,” Vorwald said.

The SPM can detect and correctly identify uranium and plutonium, even when shielded or masked. It uses 16 high-purity www.BCD-kmi.com

Indra radiation portal monitors used in airports [Photo courtesy of Indra]

germanium crystals as gamma ray detectors to identify and classify gamma-emitting radio-nuclides. Detection and identification probabilities are both in excess of 95 percent.

Eight crystals on each side enable SPM to process trucks going five miles per hour.

Real-time detection with very few errors saves major time and delay when checking out a stream of trucks at a checkpoint.

SPM is modular, built on an interchangeable detector module that can be swapped out for service when necessary, yielding high availability and limited down time. Batteries are built in, so units can continue to operate for three hours if power is disrupted.

And SPM is extremely rugged, designed to withstand temperatures up to 52 degrees centigrade.

Ortec is working with a firm that provides X-ray inspection. Unlike other radiation detectors, SPM is not sensitive to X-rays, so the two tools can be integrated in a single machine. “They can go through an X-ray and radiation-detection portal all at once,” Vorwald noted. A lithium-6 neutron detector can also be integrated with the Ortec device.

SPM is now being tested at Oak Ridge National Laboratory, and Vorwald said early indications are that tests are going very well.

There is strong interest in a number of territories in improving nuclear security through the deployment of these systems.

Ortec’s Detective-200 uses the same kind of detection technology in a portable, rugged device. “You can drop it in a river and it floats, or drop it 6 feet and it bounces up,” Vorwald said.

This model is designed for searches—for example, Coast Guard patrols in harbors or roving land searches in the back of a Tahoe—at fixed choke points or possibly for temporary use at major sporting events like the Olympics.

Weighing less than 50 pounds, Detective-200 enables users to design their own mobile nuclide detection solutions. The equipment produces the same low false alarm rates and ability to detect even shielded nuclear materials as SPM. Vorwald estimates Ortec’s approach is six times more effective at identifying specific nuclear materials than traditional sodium iodide tools. Ortec tools need only initial calibration, rather than repeated calibration in operation, saving costs in maintenance.

Ortec has been working on its algorithms and techniques for cooling germanium crystals for many years. Vorwald is confident

A soldier wears a RAE Systems GammaRAE II R personal gamma radiation detector and dosimeter.

[Photo courtesy of RAE Systems]

Ortec has made a “big leap beyond what others can do.”

Bruker Detection offers a radiation backpack, the Sentry, which detects radiation and identifies radioactive isotopes, said Frank Thibodeau, vice president for business development. “The Sentry is well suited for special-event coverage for monitoring of areas and large gatherings to pre-emptively find radiation sources that may pose a threat.

The Sentry is also well suited to monitor and survey large areas after accidental radiation events or after natural disasters that cause radioactive fallout.”

Sentry has a sensitive crystal that distinguishes isotopes as coming from natural, man-made, industrial, medical or possibly weaponized radioactive sources. It then makes an audible report of its findings, almost instantaneously, to the operator, detailing the actual isotope, the level of activity, and the direction and a plot of intensity.

Thibodeau emphasized that the Sentry is light in weight, easy to operate, fast, sensitive and a cost-effective way of monitoring and identifying radioactive threats. The device has only recently been introduced to the market, but Thibodeau said it will be the basis for a modular radiation-detection

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www.BCD-kmi.com

Bruker Radiation Backpack Sentry RAE’s GammaRAE II (Front) and Neutron RAE II Bruker Ruggedized PDA

BCD 1.2 | 25

and identification instrument to meet many applications in the near future.

RAE Systems was known in the early 2000s for its gas detection capabilities, but has added radiation detection in a line that includes the GammaRAE II, NeutronRAE II, AreaRAE Gamma Steel and DoseRAE2, explained Bobby Sheikhan, director of product management.

Hazmat teams can use RAE products for large public gatherings, as wireless covers large areas in real time. Sheikhan said, “You get a real-time view over the whole area, and you can supply that view over a couple of miles or by the Internet anywhere to an offsite expert or for multi-agency response.”

RAE’s devices are small and robust and can be worn on a belt. “It’s very good for covert operations,” Sheikhan said. “You put it on a buckle, and it shows images and the meter on a smartphone. It’s good for going through a crowd. You get the meter on the face of the smartphone, you get GPS location, and you get a picture of who you are following.”

RAE devices have been used at Fukushima, mounted on robots to keep people out of high radiation areas.

Sheikhan said RAE devices are distinguished by solid-state construction, which yields higher energy than many competing devices. And they are rugged. “We got an order from the Marines. They can walk around with it, and it will not break.”

RAE products are also very easy to learn, with just two buttons. “They are intuitive,” Sheikhan said. “You do not need to read the manual. That make them very simple for the armed forces; they can learn [to use the devices] in 10 minutes.”

RAE has introduced several new products this year, including the RadScope, minDose and DoseRAE Pro, and plans to continue rolling out new capabilities. “We can handle industrial toxic chemical and gamma rays, and we can tie that it with wireless technology, which we have a very good reputation for.

A lot of users want that wireless connection.”

Spain’s Indra has developed new and improved radiation portal monitors, explained spokesman Antonio Tovar. The monitors can detect passing radioactive materials with optimized sensor geometry and high-speed electronics, enabling greater sensitivity. “New detection algorithms make this compatible with a minimum false alarm rate,” Tovar said.

Indra’s system detects and identifies materials emitting neutrons or gamma radiation.

Radiation is transformed into electrical 26 | BCD 1.2

impulses that offer results to users in real time, updated every few milliseconds with abnormal levels raising an alarm.

Tests at the Port of Valencia showed the Indra portal has greater sensitivity and a lower false alarm than existing devices. The system has been adapted to monitor luggage in a range of appropriate dimensions. A pedestal version can be placed in terminal walkways to detect abnormal radioactivity in passengers.

The Indra system can also be used in metal, recycling and waste-management industries and in disassembly of nuclear plants.

Tovar said Indra technology is distinguished by it greater sensitivity to radiation and lower false alarm rate, compared with current technology. It can also be configured according to application and according to the isotope of most interest. “The system can be automatically configured to optimize performance for a port, an airport or a scrap metal facility, for instance.”

The new system has just been launched in the market. Tovar said new applications are being developed, integrating other technologies and sources of information.

Smiths Detection’s new RadSeeker is a handheld, portable, rugged and highly accurate radioisotope detector and identifier, according to Fred Facemire, director of RadNuc Technology. “The RadSeeker DL was developed under DNDO contract in collaboration with DNDO and other DHS components as a next-generation handheld radiation detector and identifier with enhanced capability to distinguish radiological and nuclear threats from background ‘false positives’ produced by naturally occurring radiation or other legitimate everyday radiological materials.”

RadSeeker is based on Symetrica’s Discovery Technology, which combines advanced spectrum processing and identification algorithms with a choice of highly sensitive lanthanum bromide or sodium iodide detectors for accuracy that is unique to Smiths Detection, Facemire said. Applications include customs inspection, border protection, emergency response and monitoring of radiological facilities and staff.

Smiths’ instruments were designed in collaboration with DHS for reliability and ease-of-use and are very rugged, just like Smiths’ chemical and explosive-detection products. “RadSeeker employs a patented stabilization process and extensive built-in health checks to continuously monitor system function and performance,” Facemire noted. Accuracy is thus maintained across

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Ortec Detective-200 HPGe Radioisotope Identification System Ortec IDM-200-P Interchangeable Detector Module Ortec Detector Module

the entire energy range in all operating conditions, eliminating the need for periodic recalibration.

Facemire said stand-alone instruments for radiation and nuclear searches at points of entry have already been deployed. But these stand-alone systems are not suitable when checkpoints are not feasible, for example in wide-area searches, or when checkpoints could impede traffic. So Smiths is testing a networked system of fixed and portable devices for detection and identification over wide areas. Detector data will be communicated through a wireless data network and fused to reduce delays and false alarms. O

For more information, contact BCD Editor Brian O’Shea at briano@kmimediagroup.com or search our online archives for related stories at www.BCD-kmi.com.

www.BCD-kmi.com

The advertisers index is provided as a service to our readers. KMI cannot be held responsible for discrepancies due to last-minute changes or alterations.

BCD RESOURCE CENTER Advertisers Index Ashford University . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 www.military.ashford.edu/cbrne Empire State College. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 www.esc.edu/military Raytheon Company (NCS). . . . . . . . . . . . . . . . . . . . . . . . . . . . . C4 www.raytheon.com Skedco. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 www.skedco.com

Calendar October 15-17, 2012 Border Management Conference & Technology Expo El Paso, Texas www.bordertechexpo .com

October 29-November 2, 2012 HALO CounterTerrorism Summit San Diego, Calif. www.thehalosummit .com

October 26-November 2, 2012 EMEX 2012 Orlando, Fla. www.emex.org

November 13-14, 2012 Homeland Security Summit Arlington, Va. www.ndia.org/

www.BCD-kmi.com

BCD 1.2 | 27

INDUSTRY INTERVIEW Border & CBRNE Defense TJ Kennedy Director of Public Safety and Security Raytheon Network Centric Systems economic zones off sovereign coastlines.

This radar as well as our Marine Small Target Tracker and marine radars provide unmatched marine security.

TJ Kennedy leads Raytheon Network Centric Systems’ Public Safety and Security portfolio, which includes large integrated security systems and a full spectrum of public safety technologies. With vast experience in homeland security and public safety, he has been a program manager and security executive at multiple Olympic Games.

Q: How is Raytheon positioned strategically in the homeland security market?

A: In today’s challenging economic environment reliability, flexibility and cost effectiveness are paramount. The company’s open systems architecture approach promotes interoperability at all levels; leverages current infrastructure to save costs; and reduces the need for frequent equipment replacement— a critical budget consideration. Raytheon leverages our long history in large integrated systems and in-house technology as well as the best of breed, commercially available technology to produce systems quickly and with high reliability.

Raytheon has focused on what we call the power of the network. We can attach multiple sensors and communication technology to allow operators in the field to have the best data available to improve situational awareness and detection at all times. This allows this data to be pushed to command centers as well as to officers in the field on handheld devices, and to in-car laptops and tablets.

We are leveraging the strong customer base we have in public safety interoperability to bring them integrated security solutions and homeland security to meet their needs.

We employ industry veterans who understand the budget constraints that agencies are under and know how to apply our technology integration to cost-effective solutions.

Raytheon’s ability to detect perimeter or border breaches with state-of-the-art sensor systems is combined with equally compelling command and control and coordination technology. We provide complete end-to-end solutions that include training and mission support that can be scaled to a wide range of requirements and budgets.

Q: Can you describe a few solutions?

28 | BCD 1.2

Q: How will Raytheon expand its presence in public safety and security?

A: Our Integrated Fixed Tower proposal— the Border View security solution—with its turn-key integrated tower, sensor and power platform uses 100 percent off-the-shelf sensors and components. It is built out today in rugged border terrain and is available for customers to visit and see the system in operation. It’s designed to be an open standards system that enables fast and easy integration or exchange of sensors from any vendor—with interoperability that provides the customer the ability to create the right solutions with the products the customer chooses.

We have bid on the recent procurement by the U.S. Customs and Border Protection [CBP] for Integrated Fixed Towers and look forward to being able to show the CBP our live system and strong capabilities in automated, persistent wide area surveillance that is geared towards detection, tracking, identification and classification of illegal entries into the United States.

We also have one of the most dynamic commercially available software suites, called Clear View, which provides situational awareness and an integrated picture to operators of border security, coastal security and perimeter security systems. This proven software, pre-integrated with many common cameras, radars, fence sensors and unattended ground sensors, is able to provide a quick proven solution for our customers’ most important security needs.

As part of our overall focus on air, land and marine borders, we also produce our own marine domain awareness product line that supports coastal and port security operations.

Raytheon’s High Frequency Surface Wave Radar provides long-range coastal security and has allowed countries to better protect their environment and their exclusive

A: Raytheon opened up its Public Safety Regional Technology Center in Downey, Calif., near Los Angeles, earlier this year, and we’ve had significant interest and visitors from many federal, state and local police, fire and emergency medical services. This new center is a fully operational public safety center with an emergency operations center, data center and dispatch center, and has other key displays of public safety technology that allows departments to not only see the technology but to use it. We actually have a police car and command vehicle at the facility that have all the latest in car video, computer and communications equipment installed for first responders to be able to get their hands on the latest technology.

We’ve also partnered with academia to advance research on public safety networks and have a partnership with UCLA that is looking at how public safety agencies can best leverage networked solutions in the field for public safety.

Q: Are there any success stories that you would like to discuss?

A: Raytheon has established a track record in integrated public safety applications. We’re providing in-car and on-motorcycle computers that have integrated multiple public safety applications for the LA County Sheriff’s Office, and we’re contracted to provide new dispatch consoles for LA County Fire and LA County Sheriff. This year we also supported Adams County, Colo., in designing one of the first public safety long term evolution [LTE] broadband systems. We believe that our open standards approach to public safety communications and security and our deep history in interoperability support Raytheon’s commitment to be a major contributor to the deployment of the National Public Safety Broadband Network being rolled out by FirstNet. O www.BCD-kmi.com

DHS 10 YEAR ANNIVERSARY ISSUE November 2012 Volume 1, Issue 3

Next Issue

Cover and In-Depth Interview with:

Rand Beers

Under Secretary National Protection & Programs Directorate U.S. Department of Homeland Security

Features

Leadership Insight

DHS Eagle II Update

Exclusive interview with leadership perspective from Colonel Brett Barraclough, Joint Project Manager for Guardian, Joint Program Executive Office for Chemical and Biological Defense.

Eagle II is a multi-billion dollar information technology contract yet to be awarded for the Department of Homeland Security. The program manager discusses the advantages of Eagle II and the importance of industry to the contract vehicle.

Critical Infrastructure DHS critical infrastructure, focusing on the Government Facilities Sector and the Emergency Services sector, and the strategies used to maintain safe operations.

Joint Task Force Civil Support Major General Jeff W. Mathis III, commander, Joint Task Force Civil Support, discusses Vibrant Response 2013, a simulated response to a 10-kiloton nuclear detonation in downtown Chicago.

Special Section DHS 10th Anniversary Look Ahead After a decade of operation, all 16 components of DHS discuss the challenges they will face over the next 10 years.

Insertion Order Deadline: November 2, 2012 • Ad Materials Deadline: November 9, 2012

HOMELAND SECURITY BORDER SECURITY BORDER SECURITY AGENTS CAN’T

BE EVERYWHERE AT ONCE.

OR CAN THEY? Safeguarding borders demands monitoring that’s grounded in intelligence. Raytheon delivers flexible, scalable border surveillance solutions with fixed or transportable physical capability to detect, identify and classify emerging threats before they can disrupt our way of life. It’s proven technology, backed by consulting expertise, to strengthen our borders today and tomorrow.

INNOVATION IN ALL DOMAINS www.raytheon.com | Keyword: HLS-Border Follow us on:

© 2012 Raytheon Company. All rights reserved.

“Customer Success Is Our Mission” is a registered trademark of Raytheon Company.