BCD 1-3 (Dec. 2012)

DHS 10-YEAR ANNIVERSARY ISSUE Border Threat Prevention and CBRNE Response

SPECIAL SECTION DHS 10-Year Anniversary Look Ahead

Resiliency Enhancer Col. Brett Barraclough Joint Project Manager for Guardian Joint Program Executive Office for Chemical and Biological Defense

JTFCS O Mobile Surveillance

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December 2012 Volume 1, Issue 3

Border & CBRNE Defense Volume 1, Issue 3 • December 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 It has been reported that Customs and Border Protection (CBP) entered into a five-year contract worth up to $440 million with a San Diego-based aeronautical company for new unarmed drone aircraft. Of that, $237 million will cover up to 14 drones and other equipment; however, Congress has not appropriated funding beyond the first 10 drones.

Earlier this year the Department of Homeland Security Inspector General’s Office conducted a review of the CBP Unmanned Aircraft System program and made four recommendations; they are as follows: “Although CBP developed plans to use the unmanned aircraft’s capabilities in its Office of Air and Marine mission, its Concept of Operations planning document did not adequately address Brian O’Shea processes (1) to ensure that required operational equipment, such as ground Editor control stations and ground support equipment, is provided for each launch and recovery site; (2) for stakeholders to submit unmanned aircraft mission requests; (3) to determine how mission requests are prioritized; and (4) to obtain reimbursement for missions flown on stakeholders’ behalf. This approach places CBP at risk of having invested substantial resources in a program that underutilizes resources and limits its ability to achieve Office of Air and Marine mission goals,” said the report.

CBP officials agreed with the recommendations and publicly said they will continue improving the UAS program.

“CBP’s unmanned aircraft system program provides command, control, communication, intelligence, surveillance and reconnaissance capability to support personnel and capabilities on the ground,” said CBP spokesman Michael Friel. “CBP concurred with the recommendations in the Inspector General’s report and is committed to continuing to improve the UAS program.”

CBP’s Office of Air and Marine uses two types of drones: the Predator, which costs approximately $18.5 million, and the Guardian, which costs approximately $20.5 million. The Guardian is designed for maritime operations. These costs include the cost of ground stations, surveillance, radar equipment and maintenance.

These drones cover more ground in surveillance in a day than any agent could in a ground vehicle. I believe they are a vital part of CBP’s capabilities and I hope Congress sees CBP’s commitment and approves funding for all of the requested drones.

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

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Border & CBRNE Defense

December 2012 Volume 1 • Issue 3

Cover / Q&A

Features Mobile Surveillance Capability Customs and Border Protection’s $27 million MSC contract has come to fruition, with the first deliveries made in October. The system greatly adds to the capabilities of border agents in keeping threats out of the United States.

By Brian O’Shea

4

Vibrant Response 2013 The commander of Joint Task Force Civil Support, discusses Vibrant Response 2013, a simulated response to a 10-kiloton nuclear detonation in large metropolitan city.

By Major General Jeff W. Mathis III

11 Colonel Brett Barraclough Joint Project Manager for Guardian Joint Program Executive Office for Chemical and Biological Defense

6

Special Section: DHS 10-Year Anniversary Look Ahead

15

The 16 components of the Department of Homeland Security have specific roles and responsibilities aimed at keeping our nation safe from threats. For the 10-year anniversary of DHS, several components spoke with Border & CBRNE Defense to give their take on what is most important to them, including challenges, threats and what the future entails.

Departments C2 Editor’s Perspective 2 Frontline News 8 Security Watch

FRONTLINE NEWS Biosurveillance Contract from Department of Homeland Security The U.S. Department of Homeland Security awarded Accenture Federal Services a $3 million, one-year contract to help the Office of Health Affairs (OHA) enhance its biosurveillance capabilities using social media analytics. The project also will help improve data sharing and collaboration between OHA and its partners.

Accenture will work with OHA to develop a social media analytics pilot that will manage, link and analyze data from social media networks in real time to better inform and protect the public in the event of a national health emergency such as an infectious disease outbreak or a biological attack.

Biosurveillance is the monitoring of public health trends and unusual occurrences, relying on pre-existing, real-time health data—data that is publicly available and easily obtained. Because of the vast amount of data and information available and readily shared through social media (Facebook, Twitter, blogs) and the rapid pace information is shared, collecting and understanding information from these channels is critical.

Accenture will create a pilot program that will take data from social networking and social media sites to help OHA better predict, mitigate, protect citizens or respond to potential crises in real time.

The Office of Health Affairs is responsible for providing health and medical expertise to prepare for, respond to and recover from any hazard impacting the nation’s health security, including biological threats.

“Social media platforms are now an everyday part of peoples’ lives, finding their way into all forms of communication. Rapidly collecting and understanding what information is being shared will help OHA meet its mission to detect and respond to potential threats to national health security,” said John Matchette, who leads Accenture’s Public Safety agency work.

$730 Million to Continue DOE Radioactive Cleanup Project A CH2M Hill and URS Corp. joint venture has won a $730 million contract extension to continue directing a radioactive waste cleanup project for the U.S. Energy Department, URS announced.

The three-year extension is a continuation of the original contract, awarded to CH2M-WG Idaho in March 2005.

“The Idaho Cleanup Project, one of the largest nuclear site cleanup projects in history, focuses on reducing risks to workers, the public and the environment, and on protecting the Snake River Plain Aquifer, the sole drinking water source for more than 300,000 residents of eastern Idaho,” said Robert Zaist, URS president of energy and construction.

CWI will treat and dispose of radioactive waste, retrieve and dispose of buried waste, manage spent nuclear fuel, dispose of nuclear materials, conduct environmental remediation activities and treat and process sodiumbearing waste.

URS said the project is funded through DOE’s office of environmental management and focuses on early risk reduction and protection of the Snake River Plain Aquifer.

In July, another CH2M Hill joint venture won an estimated $60 million modification from the Navy for engineering services on energy efficiency projects, with the contract worth up to $120 million as a result of that award.

Biological Detection Systems Contract Awarded Chemring Detection Systems (CDS), a Chemring Group company, recently announced a $49 million contract award to supply biological detection systems to the U.S. Army and U.S. Navy. The award was made by the Edgewood Contracting Division of the Aberdeen Providing Grounds Contracting Command for over 100 Joint Biological Point Detection Systems ( JBPDS) and initial fielding packages. The systems will be installed on Navy ships such as the USS Ross (DDG 71) and in the Stryker nuclear biological chemical reconnaissance vehicle.

The JBPDS provides automatic detection and identification of airborne biological agents at very low levels, triggers local and remote warning systems, and communicates threat information over standard communication systems.

JBPDS is manufactured in CDS’ Charlotte, N.C., facility. The systems are due for delivery between December 2012 and December 2013.

The JBPDS program is an Army program managed by the Joint Program Executive Office for Chemical and Biological Defense. The system is the only U.S. biological detection system that has been through whole system live agent test.

There are many variants of the JBPDS, including shipboard, HMMWV shelter, trailer and standalone fixed-emplacement. Multiple systems can be networked for command and control from a single operational interface to provide a broad area of surveillance. The JBPDS is available for sale to international customers with an approved U.S. State Department export license.

2 | BCD 1.3

Integration of Identification Systems Contract Awarded Telephonics Corporation, a wholly owned subsidiary of Griffon Corporation, announced that it has been awarded a $60 million multi-year contract from the Air Force Life Cycle Management Command, Hanscom Air Force Base, Mass. Under this contract, Telephonics will supply the AN/UPX-40 Identification Friend or Foe (IFF) Interrogator for integration on to the USAF E-3 Sentry Airborne Warning and Control (AWACS) aircraft, including installation kits, installation and sustainment support.

The Telephonics family of interrogators are the only IFF interrogators to achieve DoD AIMS certification in all modes including MARK XII, Mode 5, Mode S and Multi-channel ADS-B. The AN/UPX-40 provides the USAF AWACS aircraft with an unprecedented air surveillance capability in support of the integrated command and control battle management capability.

The real-time air surveillance picture provides situational awareness of friendly, neutral and hostile activity, command and control of an area of responsibility, battle management of theater forces, all-altitude and all-weather surveillance of the battle space, and early warning of enemy actions during joint, allied and coalition operations.

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$7 Million in Orders for Tactical Communications Harris Corporation, an international communications and information technology company, received $7 million in orders to deliver public safety and tactical communications systems to the U.S. Department of Homeland Security and its component agencies, the Federal Emergency Management Agency (FEMA) and the U.S. Coast Guard. The orders were awarded through the fiveyear, $3 billion DHS Tactical Communications (TacCom) indefinite delivery/ indefinite quantity (IDIQ) contract vehicle.

Harris will provide the U.S. Coast Guard with Falcon III AN/PRC-117G multiband manpack tactical radios that will be installed across the Coast Guard fleet to provide interoperable tactical communications with local, state and federal agencies, as well as DoD. The AN/PRC-117G radio operates multiple waveforms for narrowband line-of-sight voice and data communications, beyond-line-of-sight satellite communications, communication with public safety agencies, and wideband data communications.

The AN/PRC-117G will be deployed in conjunction with Falcon III AN/PRC-152A wideband handheld radios to deliver end-to-end wideband capabilities for transmitting voice, video and data across Coast Guard tactical teams.

Bioinformatics Integration Award to Support National Institutes of Health Northrop Grumman Corporation has been selected by the National Institutes of Health (NIH) to provide advanced information technology and bioinformatics support in the collection, analysis and exchange of scientific data for science researchers investigating immunology and immune-mediated diseases.

The five-year, multi-disciplinary Bioinformatics Integration Support Contract was awarded by the NIH National Institute of Allergy and Infectious Diseases. It has a maximum potential value of $30 million and is a re-compete of a contract that the company has held since 2004. The contract will enable scientists to easily access and exchange interoperable complex data sets to accelerate scientific discovery.

“This award underscores Northrop Grumman’s continued commitment to help improve the health of people in the U.S. and around the world. Our team will support basic and applied research to prevent, diagnose and treat infectious, immunological and allergic diseases,” said Amy Caro, vice president, health IT programs, Northrop Grumman Information Systems.

The work will be performed primarily in Rockville, Md. Northrop Grumman’s partners are the Stanford University School of Medicine, Palo Alto, Calif., and E-SAC Inc. of Rockville. The contract is an integral component of Northrop Grumman’s biomedical informatics efforts and programs in support of the life sciences.

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Separately, Harris also will provide the FEMA Center for Domestic Preparedness (CDP) with a standards-based P25 Land Mobile Radio system.

The center, located on Fort McClellan in Alabama, is charged with training first responders in recovery tactics for response to critical homeland security situations. The trunked Harris P25 UHF System will provide coverage across the entire CDP campus, including in-building coverage. The Harris system provides interoperability with local first responders’ 800 MHz communication systems.

“The Coast Guard is using this important procurement vehicle to deploy Falcon III radios, while DHS is rapidly implementing a Harris P25 system,” said Steve Marschilok, president, Harris Public Safety and Professional Communications. “The TacCom contract highlights Harris’ unique capability to deliver powerful solutions that integrate tactical and land mobile radio systems and bridge the needs of civilian and tactical responders.”

Harris was selected to provide land mobile and tactical solutions under all five technical categories of the TacCom vehicle, which is mandatory for consideration in the procurement of all tactical communications equipment and services. The TacCom IDIQ is in place for DHS and partner agencies such as the Department of State, the Department of Justice, the Department of the Interior, and the White House Communications Agency.

Five Year CBRN Simulation Agreement Argon Electronics and Smiths Detection have signed a five-year agreement granting Argon exclusive worldwide rights to design, manufacture and market training simulators for the Smiths Detection range of Lightweight Chemical Detectors, which includes the LCD 3.2E, LCD 3.3, M4A1 JCAD, M4E1 JCAD and LCD-NEXUS detector series, of which in excess of 80,000 have been sold worldwide to date.

“The signing of this agreement which extends the existing agreement between Smiths and Argon for a further five years underpins the success and value of this arrangement to Smiths as a CBRN detector manufacturer. It also reaffirms Argon’s position as world leader in the design and manufacture of CBRN simulation and training systems,” stated Managing Director Steven Pike.

“Despite these economically challenging times, it is clear governments worldwide are placing a very high degree of importance on CBRN training, which has been reflected in both contracts and new inquiries received at Argon.”

Rod Wilson, vice president of product management at Smiths Detection, added, “Our partnership with Argon is already a great success. Through this further extension, we will continue to partner together to provide our customers with world class training, allowing them to get the best performance from our products.”

PEOPLE Air Force Brigadier General Sheila Zuehlke has been nominated for appointment to the rank of major general and for assignment as mobilization assistant to the commander, U.S. Cyber Command; director, National Security Agency; and chief, Central Security

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Service, Fort George G. Meade, Md. William Wechsler has been assigned as deputy assistant secretary of defense (special operations and combating terrorism), Office of the Under Secretary of

Defense (Policy), Washington, D.C. Wechsler previously served as deputy assistant secretary of defense (counternarcotics and global threats), Office of the Under Secretary of Defense (Policy), Washington, D.C.

BCD 1.3 | 3

CPB soon to receive first wave of mobile surveillance vehicles

By Brian O’Shea BCD Editor

Customs and Border Protection (CBP) agents will soon receive FLIR Systems’ Mobile Surveillance Capability (MSC) system, beginning in March 2013. The delivery represents $26 million of a $101 million contract awarded to FLIR in October.

The MSC system is a suite consisting of radar, cameras and software. It will allow border agents long range detection and tracking in rugged environments, and is being soldier-friendly with push button setup and shut down.

“Building a MSC, basically taking cameras, radars, software and tying them all together on one package, is something that the integrated systems division of FLIR, which used to be ICX, has done historically,” said Bart Newman, director of programs, FLIR Integrated Systems.

Mobile surveillance systems are nothing new to CBP. So what’s unique about FLIR’s MSC? Starting with the gimbalized camera mounted on a mast in the bed of 4 | BCD 1.3

It’s the range and stability of the the truck, the TacFLIR 380-HD allows the mounted gimbalized camera that Newman operator to follow targets over 10 kilomefeels is the most unique aspect of this systers (km) away, even in 50-60 mph winds, tem compared to other mobile surveillance and not lose clarity of the image despite systems available. environmental conditions. This is often “Not only is it great in bad weather the problem with non-gimbalized cameras conditions where other surveillance sysat long ranges, said Newman. A gimbaltems fail, even if the weather ized camera has four axes conditions are perfect, this of stabilization. When the system sees further and camera feels motion from detects further than any syswind or other environmentem ever put together. We tal effects, it compensates routinely get walking perfor that motion. sons at 12 km; we actu“We developed this ally can detect them at over technology for use in heli14 km with the radar and copters,” said Newman. [are] able to identify and “You’re moving around at track with the camera at 12 great speeds and you want km. [These are] great disto be able to keep the camBart Newman tances that have never been era image still, even though brought to mobile surveillance groundthe camera is moving constantly. So what based applications. [With] most existing we’ve done is taken this technology and systems, 8 to 9 km would be tops on good hardened it and adopted it for a border days,” said Newman. fixed ground application.” www.BCD-kmi.com

TOP: FLIR Systems integrated mobile surveillance capability system mounted on a vehicle. [Photo courtesy of FLIR Integrated Systems] BOTTOM: FLIR Integrated Systems’ mobile surveillance capability including radar, sensors, camera and gimbal. [Photo courtesy of FLIR Integrated Systems]

The radar used in the MSC system is the Elta Ground Master radar. The sensors are all within the gimbal, a ball 15 inches in diameter. The camera, radar and sensors are all tied together with FLIR’s Chameleon C2 software, which is part of the Chameleon product group that has been around for 12-13 years and used in over 400 user bases around the world, said Newman.

The MSC system is user-friendly in a variety of ways. First, there is the push button setup.

“What we wanted to do is make it soldier simple, so that an agent can basically pull up to a location, get out of the cab one time, press one button, and then the system starts up itself,” said Newman.

“Then get back in the cab and within 10 minutes be operational. That’s what this system does.”

Another feature unique with the MSC system is power management. Oftentimes, systems automatically activate www.BCD-kmi.com

a generator when the battery gets to a certain percentage level of power left, usually 10 percent. Operators don’t have any control over that. They also do not know when a noisy generator may turn on.

The MSC system utilizes a touchscreen pad so the agent can see exactly what the state of charge for each of the batteries is and how much time is left before the generator turns on. They can also override the system and not allow the generator to come on.

Why is this important? “These guys are out in the middle of nowhere. They have groups of drug smugglers and some dangerous people around them,” said Newman. “The drug smugglers don’t see them, they’re hidden, but as you can imagine, if your generator were to happen to pop on, and this is one agent out there by himself, you would give away your position and put your agent in significant danger. His ability to control that makes

him more effective at doing his job and also keeps him safer.”

The system is also designed for rugged terrain, because if the system cannot handle rough terrain, the agents cannot get to where they need to be.

“Not only does the system have to be high performing, but it has to be incredibly rugged. That’s one of the huge design challenges we were able to accomplish,” said Newman. “We had a test with a 98 percent operational availability through some of the roughest roads you can imagine.

The system was just rock solid and soldier simple.”

Due to operational security, FLIR would not disclose the number of units being delivered. 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 1.3 | 5

With domestic disaster response, we must do everything possible to plan and prepare for every potential contingency, from natural disasters to terrorist attacks and everything in between.

The key to an effective response is to focus all efforts on saving lives and mitigating suffering. Those efforts become significantly more challenging during a chemical, biological, radiological or nuclear complex catastrophic event.

The Department of Defense expects Joint Task Force Civil Support to provide timely, effective and efficient support of civil authorities during a catastrophic CBRN event. Subordinate to U.S. Northern Command and U.S. Army North, JTF-CS is the only standing CBRN task force in the U.S. When called to provide Defense Support of Civil Authorities CBRN response operations, JTF-CS provides command and control of approximately 5,200 federal military forces across the continental U.S., called the Defense CBRN Response Force (DCRF).

Postured for Success The DCRF is comprised of military units on call to support lead federal agency support to federal, state, tribal and local (FSTL) governments and agencies. When requested by the Secretary of Defense, JTF-CS and the DCRF provide five primary life-saving capabilities: CBRN reconnaissance; technical and non-technical search and extraction; mass casualty decontamination; medical triage and stabilization; and air and ground medical evacuation. The combined multi-service, multi-organizational DCRF is divided into force packages to ensure life-saving skills arrive first. Life-saving skills are the most critical capability 6 | BCD 1.3

we can provide the FSTL authorities within the first 96 hours of an incident. Within 24 hours of activation, Force Package One (front-loaded with various life-saving military assets, such as search and rescue and emergency medical support) is either at the incident site or on its way. Follow-on forces in Force Package Two will provide more long-term logistical, engineer and medical support.

JTF-CS and the DCRF respond to CBRN events in six separate operational phases. Deliberate planning in phase 0 maximizes mission readiness and assures the command is capable of deploying force packages within 24-48 hours of an incident to meet lead federal agency requirements. Phases 1 and 2 deploy the DCRF to the incident region (called Joint Operational Area or JOA).

Phase 3 employs the DCRF throughout the JOA using the five core capabilities. Phase 4 shifts DCRF mission from lifesaving to broader missions related to recovery and restoration of resiliency in support of the lead federal agency. Phase 5 redeploys JTF-CS and the DCRF from the JOA to home station to prepare for the next employment.

Of the five phases, deliberative planning is the most critical.

The speed at which the DCRF is capable of integrating into an incident response directly relates to saving lives. Communication, collaboration and coordination with FSTL agencies ensure smooth operational integration during an actual event. Similarly, collaboration between the various response agencies can be crucial to develop a pre-incident understanding of capabilities, limitations and expectations of all responders. In turn, that increased awareness and relationship building ultimately helps save time and lives during an actual event. www.BCD-kmi.com

JTF ready for homeland disaster response.

By Major General Jeff W. Mathis III Commander, Joint Task Force Civil Support

Exercise, Exercise, Exercise Though planning and prior coordination are perhaps the most critical component to successful employment, training and validation are almost as critical. To reassure our nation we can perform our core capabilities when called upon, JTF-CS conducts exercises throughout the year. At 9 a.m. Eastern Standard Time on July 26, two weeks after I accepted command of JTF-CS, we responded to a simulated nuclear attack on a major metropolitan city within the United States. This response to a simulated attack was the start of Vibrant Response 2013 (VR13), a validation exercise for JTF-CS and the DCRF. In VR13, we simulated a response to a 10-kiloton nuclear detonation in a major U.S. city. In this scenario, initial casualty estimates were tens of thousands dead with more than 300,000 missing. With a blast site encompassing a 1.5 mile area, we knew we had significant damage to infrastructure, buildings, roads and hospitals. In addition to physical damage, we had to immediately plan for the suffering caused by prolonged nuclear exposure, separation from family and a sense of hopelessness.

More than 3,500 military personnel and 1,000-plus civilian responders participated in VR13. By the second day of the exercise, a significant portion of the DCRF had arrived at Camp Atterbury, Ind., and began receiving mission assignments. During this 19-day major incident response exercise, we validated DCRF capabilities from home-station deployment phase, to the JOA employment phase, to the redeployment to home-station phase.

We trained everything from extracting injured civilians from a rubble pile to coordination with local, state and federal agencies, to interviews with the press. This annual exercise helps leaders confirm the training and readiness of the DCRF enterprise, and www.BCD-kmi.com

is designed to demonstrate to American citizens and our agency partners that the DoD CBRN force is ready and able to respond to help local civil authorities when called upon to do so.

VR13 produced important results: First, we validated our deliberate planning processes and developed lessons learned to add clarity to the six response phases. Second, we certified the military units that will assume the DCRF mission on October 1.

Finally, we developed a depth of experience and expertise across all phases of a response.

Preserving the Nation’s Trust We are fortunate to live in a resilient nation. Helping Americans survive and recover from catastrophe is the most important mission any organization can be given. I take that mission very seriously. JTF-CS will be there whenever needed to employ military support of federal disaster response to save lives, mitigate suffering, prevent further injury and provide critical temporary support to enable community recovery. O Major General Jeff W. Mathis III took command of the Fort Eustis, Va.-based Joint Task Force Civil Support in July. He was previously assigned as the deputy director for Antiterrorism and Homeland Defense at the Pentagon where he served as a primary advisor to the chairman, Joint Chiefs of Staff.

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 1.3 | 7

SECURITY WATCH Flash Gastight Chemical Protective Suit Now Certified in Europe

Integrated Surveillance and Monitoring Network Deployed to Delaware County

Ansell Protective Solutions announced that the Trellchem VPS Flash Level A gastight chemical protective suit is now also certified to the European standard EN 943-1 and the tougher EN 943-2/ET for emergency teams.

Trellchem VPS-Flash has been certified according to the American standard NFPA 1991 for some years already and has grown to be the most popular Trellchem suit in the U.S. “At Ansell Protective Solutions we are very happy to also introduce VPS-Flash to the European market, and give all European customers the chance to discover the benefits of this great suit,” said Product Manager Katarina Filipsson.

This cost-efficient high performance suit is suitable for use typically within the fire and rescue and defense area but also within law enforcement and industry. It is available in both fully encapsulating and non-encapsulating design and can be fitted with boots or socks, a variety of gloves, airline passthrough, pockets, loops, etc., to fit each customer’s specific needs.

The Trellchem VPS-Flash suit material, which was recently awarded U.S. patent, is a further development of the already well-reputed Trellchem VPS material. Combining abrasion resistant rubber with a multi-layer chemical barrier film and a new flame retardant aramid base fabric gives the material added flash fire protection and also protection against liquefied gases. The chemical protective capability is high, with greater than 8 hours permeation time against a wide variety of hazardous chemicals as well as radioactive particles and biohazards.

Trellchem VPS-Flash chemical protective suits are now, with the new European certificates, certified to the toughest and most stringent standards within the segment of chemical protective clothing: NFPA 1991 (including the optional flash fire and liquefied gas protection requirements), EN 943-2/ET, EN 943-1, EN 1073-2 (protection against radioactive particles) and EN 14126 (protection against infective agents).

Emergency services providers and local law enforcement agencies in Delaware County, Pa., have a powerful new tool to detect threats to critical infrastructure with the activation of the Boeing Watchstander Integrated Security Solutions network along the Delaware River near Philadelphia.

“Boeing Watchstander allows us to fully integrate land and maritime awareness with emergency response to ensure our key resources are secured, monitored and protected,” said Delaware County Council Chairman Tom McGarrigle. “There are more than 10 critical resources in this area that need the top-level security that Watchstander provides, including refineries that supply almost 80 percent of the petroleum needs for the northeastern United States.”

Using an advanced suite of intelligence, surveillance and reconnaissance sensors and systems, Watchstander enables information sharing and provides real-time situational awareness for local, state and regional law enforcement personnel and first responders.

“Boeing draws on its extensive security experience and longstanding expertise in C4ISR in the design and implementation of the Watchstander system,” said Mike Hettmann, director of intelligence, surveillance, reconnaissance and force protection for Boeing Electronic & Mission Systems. “We’re proud to partner with the Delaware County Council, the Delaware County Office of Emergency Services and other regional stakeholders to address critical infrastructure protection challenges with innovative and affordable solutions that can be adapted to a variety of environments.”

Focused on a 14-mile stretch of the Delaware River that includes the Commodore Barry Bridge, Marcus Hook and Hog Island, Watchstander will provide 24-hour surveillance, detection, identification and recognition.

Under the $4.4 million contract, Boeing is responsible for the design, procurement, installation, integration, testing and maintenance of the system, as well as training law enforcement and emergency services personnel in its use.

Continuous Fixed Monitoring in a Compact Portable Package The Environics CBRN Event Module provides continuous monitoring and alarms for CBRN threats in a compact package suited for easy deployment for high profile events in venues that would not normally warrant installation of a 24/7 CBRN detection system.

Within the transportable wheeled Pelican case are detectors for chemical warfare agent and toxic industrial chemical gases/vapors using the reliable ChemPro detection engine. A Geiger-Muller gamma radiation detector provides continuous detection of radiation threats. Continuous scanning for biological threats is done using the proven technique of particle sizing and fluorescence in a compact,

8 | BCD 1.3

transport hardened device. If a biological threat is detected, the CBRN Event Module will trigger a sampler to put a sample on appropriate filter media for further analysis. The innocuous case has hardened sample inlets designed to prevent ingress of rain and dirt. One or several CBRN Event Modules can be networked via Ethernet cabling or wireless modems so that their readings can be seen in a remote incident command site. It has easy to swap batteries for up to 18 hours of off the grid use or it can be powered continuously from 110/220VAC. When the event is over the CBRN Event Module is easily and quickly packed up and moved to its next mission.

www.BCD-kmi.com

Compiled by KMI Media Group staff

Persistent Surveillance Option to Dragon Intelligence, Surveillance and Reconnaissance Configurations Ever-increasing threats and the need for force protection by systems that provide constant situational awareness of one’s surroundings prompted Lockheed Martin to add a persistent surveillance option to its Dragon series of ISR systems. The latest member of Lockheed Martin’s Dragon family is Dragon Sentinel, an option that includes aerostats and/or tower systems for a persistent round-the-clock surveillance capability not possible with other types of manned and unmanned aircraft.

“In today’s complex environment, rarely can a single platform meet all of a customer’s ISR mission needs,” said Jim Quinn, vice president of C4ISR Systems with Lockheed Martin Information Systems & Global Solutions-Defense. “We’re committed to making the Dragon ISR product family the most integrated, flexible and cost-effective ISR solution set available. Since we’re able to scale solutions to meet customer’s unique mission requirements, we’re able to provide customers the capability they need, in the airframe they select, affordably.”

Lockheed Martin’s seven Dragon ISR configurations offer a unique approach for customers to match mission requirements and budget to sensor, communications and airframe needs. The latest option, Dragon Sentinel, is predicated on providing customers with persistent surveillance. Dragon Sentinel options may be comprised of aerostats and/or tower systems, along with one or more sensors and an associated ground system. Persistent situational awareness is provided through the sensors integrated into the aerostat or tower, which enable customers to conduct surveillance or reconnaissance of a fixed geographic area over an extended time period.

The seven Dragon configurations extend Lockheed Martin’s comprehensive ISR expertise into a broad catalog of single and multi-purpose integrated air and ground intelligence platforms. All Dragon configurations can be customized to meet customer mission requirements and are net-centric capable to enable joint and coalition interoperability.

Small Multi-Spectral Imagery Camera for Detection of Disturbed Earth Intrusions and Persons in Hiding While electro-optical imagery displays red-green-blue color imagery similar to what the eye sees, and long-wave and mid-wave infrared imagery detects differences in heat signatures, multi-spectral imagery (MSI) can detect differences between natural and man-made materials. These materials are displayed in common colors even if their actual colors (as the human eye would see them) are different.

Until recently, MSI cameras have been large, heavy, power hungry and expensive. QinetiQ North America has developed a small, lightweight, low-power, multi-spectral image camera. This camera, known as the Small Multi-Spectral Imager (sMSI), can be installed on large or small, ground or airborne, manned or unmanned, and moving or fixed platforms. It can provide multiple benefits to Border Patrol agents, including detection of disturbed earth and soil, identification of cut fence, detection of persons in hiding, fresh paint identification and many other differences in materials typically found in a border environment. Of particular interest, the sMSI is also capable of detecting differences in crop health and differences in types of crops, including highlighting illicit drug crops being grown in/among other crops/foliage.

The sMSI uses several spectral bands to discriminate targets from various background clutter and camouflage that would otherwise limit detection through conventional imagery. It can also act as a conventional color video camera. The sMSI camera simultaneously acquires three spectral images of the same scene using three of the four red, green, blue and near-IR spectral filtering. Multiple bands allow for characterization of natural versus man-made objects within a scene. This camera is compact (4.5 inches by 3 inches by 3.5 inches), lightweight (less than www.BCD-kmi.com

2 pounds), rugged and low power (8w). It uses standard CameraLink video output for integration into any platform. With excellent image resolution (1600-by-1200 pixels, 24 bits), it is designed to withstand harsh shock, vibration and thermal (-30 C to +70 C) environments.

Its focal length enables it to be used at long distances and at several thousand feet in altitude. The sMSI has been flown on manned and unmanned aerial vehicles (UAVs) and is currently being integrated on multiple small UAVs.

BCD 1.3 | 9

2013

Border & cbrne defENSE

Editorial Calendar

MARCH 2.1

APRIL 2.2

MAY 2.3

JULY 2.4

SEPTEMBER 2.5

NOVEMBER 2.6

q&a

q&a

q&a

q&a

q&a

q&a

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

special section

special section

Border Security Roundtable

2014 National Preparedness Grants Program

special section CBP 10 Year Anniversary

border security focus Border Surveillance Technologies

cbrne focus Explosive Trace Detection

features Cyber Security RVSS Interoperable Communications Aerial Surveillance Systems

tradeshows Border Security Expo* Joint CBRN Conference* AFCEA Homeland Security Conference

Director, Federal Bureau of Investigation

special section Public Safety & Security Roundtable

border security focus Mobile Surveillance Systems

cbrne focus CBRNE Survivability

special section Homeland Security Education Directory

border security focus Tactical Communications

cbrne focus

features

Radiological/Nuclear Detection

Cybersecurity Emergency Communications Biosurveillance

features

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

closing date March 19

Disaster Preparedness & Response Access Control IT Modernization

tradeshows Maritime Homeland Security Summit Counter Terror Expo* (US) IAFC Hazmat 2013

closing date April 30

special section JPEO-CBD Project Management Update

border security focus Maritime Surveillance

cbrne focus Chemical/Biological Defense

border security focus Counterintelligence Operations

cbrne focus Hazmat Disaster Response

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*

closing date

closing date

closing date

June 13

August 21

October 11

features Global Supply Chain Security Critical Infrastructure Video Surveillance

closing date February 7

This editorial calendar is a guide. Content is subject to change. Please verify advertising closing dates with your account executive. *BONUS DISTRIBUTION

Resiliency Enhancer

Q& A

Preparing for Threats that Pose the Greatest Risk to Security

Colonel Brett Barraclough Joint Project Manager for Guardian Joint Program Executive Office for Chemical and Biological Defense Q: How does Joint Project Manager-Guardian [JPM-G] work with civil support organizations/units and the Department of Homeland Security with regards to installation force protection?

A: JPM-G fields capabilities that support Presidential Policy Directive-8 [PPD-8]. PPD-8 is aimed at strengthening the security and resilience of the United States. This directive calls for systematic preparation for threats that pose the greatest risk to the security of the nation, including acts of terrorism, cyberattacks, pandemics and catastrophic natural disasters. Guardian is dedicated to integrated capabilities that prepare and protect our homeland, installation and tactical forces. Guardian fields CBRNE defensive, physical security, force protection [FP], and emergency management capabilities that fuse, automate and integrate data using the same protocols and standards as our civilian counterparts to ensure interoperability. JPM-G works with civilian emergency managers and other civilian organizations, including Department of Homeland Security and National Guard Bureau [NGB], in order to provide mutual support through memorandums of agreement, providing equipment and expertise to these organizations. Specific equipment provided to the weapons of mass destruction civil support teams include the analytical laboratory system, light/high mobile expeditionary laboratory, unified command suite and advanced liaison communications package, and CBRN detection equipment. Other organizations supported include the 20th Support Command [CBRNE], the Army’s WMD elimination organization, the U.S. Marine Chemical Biological Incident Response Force [CBIRF], and the Defense Chemical, Biological, Radiological, Response Force [DCRF]. The DCRF is a 5,200-person federal capability designed to assist civilian first responders to save lives, relieve human suffering and facilitate response operations following catastrophic CBRN events. The DCRF deploys when directed as DoD’s initial federal CBRN response force to provide search and rescue, decontamination, medical, aviation, communications and logistical support.

Q: Can you describe JPM-G’s “whole-of-government” approach to fielding capabilities?

A: Many national and DoD-level documents have directed a whole-of-government approach. The approach relies on every www.BCD-kmi.com

government department and agency to adopt an understanding of the core competencies, roles, missions and capabilities of its partners. Furthermore, the whole-of-government approach relies on every government department and agency to work together to achieve common goals. As JPM-G looks to the future, considerable time and effort has been dedicated to assessing the capabilities of our federal, state, local and industry partners; initiating and maintaining collaborative partnerships; and leveraging science and technology knowledge, expertise and technical resources. This has resulted in collaboration between the Joint Program Executive Office for Chemical and Biological Defense and other federal government departments and agencies such as the Department of Homeland Defense and the U.S. Customs and Border Protection.

A whole-of-government approach is an approach that integrates the collaborative efforts of the departments and agencies of the United States government [USG] to achieve unity of effort toward a shared goal. A whole-of-government approach is vital to achieving the balance of resources, capabilities and activities that reinforce progress made by one of the instruments of national power while enabling success among the others. It relies on interagency coordination among the BCD 1.3 | 11

agencies of the USG, including DoD, to ensure that the full range of available capabilities is leveraged, synchronized and applied toward addressing the drivers of conflict and reinforcing local institutions to facilitate achieving sustainable peace.

Using the whole-of-government concept to field highly technical equipment will result in lowered costs, more flexible fielding schedules, and a continuity of the fielding methodology across a broader spectrum of available fielding organizations These actions ensure that the various capabilities and activities focus on achieving specific conflict transformation goals in cooperation between USG agencies and could also be applicable to host-nation and international partners. This pro- Example of the challenge soldiers face while trying to monitor and protect forward operating bases. [Photo courtesy of JPM Guardian] cess necessitates active dialogue Product Manager Force Protection System and Product and reciprocal information sharing with intergovernmental and Director Integrated Base Defense [PD IBD] are developing the nongovernmental organizations, the host-nation government, mobile assessment detection and response system and the comand the private sector, when necessary. JPM-G has initiated bat outpost surveillance and force protection system to increase several activities that use the whole-of-government approach installation and force protection capabilities by employing including Bio-watch, a biological agent detection system; and advanced sensor systems combined with next generation inforthrough interagency coordination with CBP they have been mation management. These systems are capable of performing able to transfer equipment returning from theater that has been manned guard force tasks and functions, such as monitoring declared as excess to the Army. secured areas and gates, patrolling, performing intruder detection and physical security tasks which could potentially reduce Q: In March 2012, JPM-G provided an overview of challenges and security guard costs significantly. PD IBD is also implementing a a 2012 outlook. Can you provide details about future acquisition number of other critical initiatives. They are executing an Armyprograms for Product Manager Force Protection Systems, approved requirement to develop, sustain and refresh deployProduct Director Emergency Management Modernization able force protection system packages for basing in support of Program, Product Director Integrated Base Defense, and JPM expeditionary ground operations using current standard and Consequence Management? non-standard equipment. These packages will serve as a bridging effort to an enduring IBD capability. In theater, PD IBD is fielding A: Today’s operational environment does not represent a static mobile force protection capabilities for the security force advise picture. It is comprised of multiple and changing threats & assist teams and integrating force protection capabilities in the that require all JPM-G product lines to stay focused on the Joint Defense Operations Center at Bagram, Afghanistan. Prodjoint force/emergency responder’s needs and requirements to uct Director, Emergency Management Modernization Program have protection and response capabilities. Currently, JPM-G is [EM2P] integrates vertically by integrating a number of common directly involved in developing three capabilities that will counprotection and response systems for installations and [horizonter potential emerging threats to DoD installations, forward tally] aligns them with nation-wide response plans. operating bases [FOBs] and critical infrastructure security. JPM Consequence Management is fielding the rapid reaction tunnel Q: How will EM2P and IBD benefit JPM-G? detection [R2TD] to FOBs and regional commands in theater.

R2TD is an advanced suite of tunnel detection technologies A: The IBD and EM2P programs add unique capabilities to the designed to alert the operator to the presence of existing tunJPM-G portfolio by integrating installation and base defense nels, tunnel construction and activities within existing tunnels. systems. Aligning with JPM-G’s mission, these programs provide They are also developing the common analytical laboratory a more effective and timely warning and response capability to system that will be capable of providing advanced field analytics. the user. They also enhance situational awareness in a common They are working closely with JPM Contamination Avoidance on operational environment allowing for information exchange with specific laboratory capabilities to support consequence managestate and local government. JPM-G seeks to reduce operating ment response forces.

12 | BCD 1.3

www.BCD-kmi.com

costs [personnel and equipment] associated with disparate systems and develop an appropriate migration strategy to achieve full interoperability.

JPM-G is leveraging the integration effort across all emergency management and force protection systems in its portfolio.

This includes integration of both our tactical and non-tactical systems in a synergistic manner. For example, an installation emergency management component, installation protection integration platform is a common operational picture and warning management information system that can be integrated into tactical systems such as IBD. At the same time, IBD tactical systems can be integrated into installation force protection systems.

All these systems are modular, scalable, and applicable to large and deployable mission sets.

Q: How can the concept of trail boss be applied to other JPM-G programs?

A: The JPM-G’s trail boss concept is designed to: • Build partnerships for the integration of technology • Build consensus for major governance and acquisition decisions • Be responsible for horizontal integration across the enterprise • Provide all stakeholders with a single accountable point of contact for the integration of system-of-system capabilities JPM-G applies the trail boss concept across its mission space to provide integrated force protection capabilities across installations and at the tactical level. It also satisfies the common goal of improved situational awareness while reducing troop-to-task requirements. The concept is also applied by establishing and maintaining relationships with industry as well as the science and technology community to integrate new and emerging technologies. All of this translates into a better product that is more focused and increases scalability, improves tailorability and flexibility. In the position of trail boss, JPM-G has increased situational awareness of activities and requirements not only within the continental U.S. level, but also for deployed installation sites outside the continental U.S. This in and of itself generates a common operating picture [COP] for key decision makers and authorities. Other benefits included increased automation of IT and IM access and applications to analytical and technological equipment and software development.

Historically, equipment and systems procured for CBRN defense, PS, FP and EM protection and response have operated independently, requiring numerous operators to monitor several systems to perceive the total situation. The situation as it currently exists does not satisfy the IT needs of installations, FOBs, and deployed maneuver and non-maneuver units. JPM-G’s future is in being a full service system solutions provider for joint protection and response, and restoration capabilities that satisfy strategic, operational and tactical requirements. JPM-G’s approach to meeting requirements will not advocate particular programs and/or stakeholders; instead, it promotes a new way of thinking about current and future requirements in which the interactions of technology, policy, operational environment and life-cycle cost are the primary drivers. www.BCD-kmi.com

Q: Can you describe the technologies and solutions that JPM-G utilizes to accomplish its mission?

A: JPM-G understands the need for greater efficiency in how the department sustains, improves, or divests its current systems based on their operational value, capabilities, shortfalls and resources available. To this end JPM-G will ensure that its next generation capabilities permit/encourage information sharing and provide remote users and interagency partners [when and where appropriate and authorized] with access to timely information, as well as support the desired end state of establishing a common operating environment. JPM-G will help the Army and the Joint community with determining cloud computing standards, data flow and application services.

The diversity of JPM-G’s portfolio poses unique opportunities and challenges for its development and execution of programs. JPM-G aims to integrate capabilities that stress fully interoperable technology with increased situational awareness to reduce troop-to-task and enhance response and recovery.

Leveraging core competencies, Product Director IBD, and PM Force Protection System provide common installation and force protection capabilities. Joint Product Manager Consequence Management [JPdM CM] provides CBRN field analytics on site with near real-time identification, confirmation and/or quantification of a CBRN agent, disease and/or toxic material. The Unified Command Suite is an air-transportable, self-contained

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communications system that can oversee information management and be leveraged as a key communication tool to provide emergency responders with a COP and near real-time critical data. JPdM CM also provides the highest quality CBRNE COTS materiel solutions to DoD Consequence Management responders. JPdM CM provides a single point of management for CBRNE COTS life cycle management, and functions as the rapid acquisition/rapid fielding cell for the JPEO-CBD. They currently provide CBRNE equipment to NGB WMD-Civil Support Teams, CBRNE Emergency Response Force Package, Homeland Response Force, the U.S. Army Reserve Command Multi-Purpose Chemical Companies assigned a homeland defense mission, the 20th Support Command, the CBIRF and other homeland defense or specialized organizations as required.

JPM-G continues to directly support our deployed service units. As previously mentioned, one recent effort has linked the scientific knowledge base with engineering to develop and field the rapid reaction tunnel detection system. This system provides an advanced suite of tunnel detection sensing technologies that will alert our troops to the presence of clandestine tunnels.

This system utilizes a platform of unmanned ground vehicles, camera, seismic detectors, electro-magnetic induction systems and supporting software to complete its mission. The EM2P integrates a number of common protection and response systems for installations both stateside and overseas, in the areas of emergency preparedness, response and mitigation. This is accomplished through a series of extensive training and exercise programs.

Key to the effective utilization of these technologies is JPMG’s effort to utilize and develop of information management system exchange and sharing platforms and architectures that not only allow for the exchange of information between common operating environment stakeholders [i.e., other PEOs] but also create an environment essential for maximizing the capabilities this JPEO possesses to accomplish its mission. JPM-G believes this can best be optimized through information sharing and management.

Q: How can industry further support JPM-G’s efforts in the war on terrorism?

A: The support from industry in the war on terrorism is critically important. Emerging technologies assist with solutions that JPM-G provides to the warfighter. Industry understanding of future needs and requirements within the scope of JPM-G’s mission is vital in this effort. With the current rate of technological advancements, private industry allows for a competitive market, faster production and fielding of solutions. Much of the JPM-G equipment provided for installation protection, response and recovery are COTS products.

The Joint Program Executive Office for Chemical and Biological Defense [JPEO-CBD] sponsors the DoD Chemical and Biological Defense Advance Planning Briefing for Industry [APBI] annually. JPM-G has historically actively participated by providing a briefing to industry members and also by arranging for face-to-face meetings for contractors, small or large businesses to meet with both the JPM-G and the deputy JPM-G. The APBI is designed to keep the industrial base well-informed of future business opportunities, the direction of the Chemical 14 | BCD 1.3

and Biological Defense program and future requirements of DoD. At these meetings, details on Joint Service mid- and longrange science and technology research, development, test and evaluation plans and programs, future production projections and emerging military requirements are briefed and discussed in various forums. Briefings are designed to identify specific contract opportunities over the next five years. The JPM-G must be sure our industry partners must be innovative and competitive—with an emphasis on the speed of delivery—to stay one step ahead of the many threats and provide needed technologies. Open lines of communication ensure the most effective and efficient technologies are employed by the JPM-G product managers.

There are three simple ways for a company to communicate new and innovative ideas to any the JPMs in JPEO-CBD. The first way is to submit an unsolicited proposal to JPEO-CBD or the specific JPM if they prefer. The second manner is to respond to an official request posted in FedBizOps. The third possible approach is to contact JPEO-CBD or JPM and request a meeting.

Q: Is there anything else that you would like to say?

A: JPM-G’s mission is to protect our forces and the American people from threats that pose the greatest risk to national security in the face of a changing, complex and uncertain security landscape. Achieving this goal is critical to our nation.

The success of our mission hinges on defining a strategic path that develops and leverages JPM-G’s unique core capabilities and expertise to meet the evolving challenge of protecting our nation.

JPM-G’s strategic plan is fundamentally based on our national policy directives. As our national policy has evolved, so too has JPM-G. We have integrated the national directives with the lessons learned from JPM-G’s evolution over the past five years has set conditions for success for the next five years.

We can point with pride toward our accomplishments. The JPM-G team has developed extensive new capabilities and has spearheaded joint acquisition excellence and the concept of “learning to do more without more” while creating innovative collaborative integrated solutions involving industry, academia, federal and state agencies and international partners. JPM-G has remained steadfast in its commitment to supporting our warfighters, first responders and national security needs. We stand by our vision of “always present, never seen” by continuing to provide an integrated rapid response capability for our homeland, deployed forces and coalition partners.

These are JPM-G’s pillars and they constitute the bases of our strategic goals. JPM-G must maintain and develop a broad portfolio of capabilities with maximum versatility across the widest spectrum of threats. The diversity of JPM-G’s portfolio [specifically, the inclusion of FP, PS, and EM PS, FP, and EM capabilities] pose unique opportunities and challenges for its development and execution of programs within a JPEO. Ultimately, our success depends on our people. As in any organization we are only as effective as the men and women charged with carrying out our mission set and associated tasks.

In this respect, we are blessed with extraordinary group of professionals. Our progress in recent years is a testament to their dedication and professionalism. O www.BCD-kmi.com

Input from several DHS components including accomplishments, challenges and a look ahead.

The 16 components of the Department of Homeland Security have specific roles and responsibilities aimed at keeping our nation safe from threats. For the 10-year anniversary of DHS, several components spoke with Border & CBRNE Defense to give their take on what is most important to them including challenges, threats and what the future entails.

How is testing for radiological and nuclear detection technology vital to the Domestic Nuclear Detection Office?

Huban A. Gowadia, Ph.D. Acting Director Domestic Nuclear Detection Office

www.BCD-kmi.com

Strong and rigorous testing for radiological and nuclear detection technology is of paramount importance to our nation’s effort to build effective defenses against the threat of nuclear terrorism.

Since its inception in 2005 as part of DHS, the Domestic Nuclear Detection Office (DNDO) has planned and executed over 70 test and evaluation campaigns involving every class of radiological and nuclear detection system. The information gathered through these efforts has been instrumental in enhancing national security, increasing our collective understanding of the capabilities of emerging radiological and nuclear detection technology, enabling operational users to make informed decisions regarding equipment selection, and developing effective Concept of Operations for use of these systems.

For example, the Illicit Trafficking Radiation Assessment Program (ITRAP+10), a three-year collaboration with the European Union and the International Atomic Energy Agency (IAEA), evaluates internationally available radiological and nuclear detection systems against national and international standards for nine different categories of equipment, including pagers, handhelds, backpacks, mobiles and portals.

This ongoing effort will test nearly 80 different systems manufactured in 12 different countries and the results from ITRAP+10 will be used by federal, state and local law enforcement agencies in the United States as well as partnering countries in the European Union and IAEA to improve security against trafficking in illicit nuclear materials.

BCD 1.3 | 15

Another successful example is the Gryphon test campaign, an inter-agency effort between DNDO, the Department of Energy, the Department of Defense, the Environmental Protection Agency, and several state and local law enforcement agencies, to test radiological and nuclear detection systems mounted in aircraft, a technology

under consideration by federal, state and local agencies.

DNDO will continue to conduct testing and evaluation campaigns to improve the nation’s nuclear security capabilities and create a nuclear detection architecture that effectively responds to the threat of nuclear terrorism—today and in the years to come.

How is the Office of Health Affairs advancing early warning and awareness of health threats?

Dr. James D. Polk Principal Deputy Assistant Secretary and Deputy Chief Medical Officer Office of Health Affairs

The Office of Health Affairs (OHA), which serves as DHS’ principal authority on all medical and public health matters, has taken numerous strides forward in service to our state and local partners and the American people to prepare for, respond to and recover from public health threats and emergencies.

OHA has managed the growth and development of the National Biosurveillance Integration Center (NBIC), which integrates and analyzes information from human health, animal, plant, food and environmental monitoring systems to rapidly identify and track biothreats of national concern, and to disseminate alerts. Since its inception in 2007, the center has provided situational awareness and early warning of many events, including the 2009 H1N1 pandemic, the BP Deepwater Horizon oil spill, and other incidents involving foreign animal diseases, invasive plants and food contamination.

Similarly, OHA has developed and continued to refine the BioWatch Program—the nation’s only federally-managed, locally-operated nationwide biosurveillance system designed to detect the release of select aerosolized biological agents.

Deployed in some 30 metro areas across the country, the system is a collaborative effort of health personnel at all levels of government. In the event of a biological attack, the program can provide early-warning to public health officials before the

onset of symptoms, and thus it holds the potential to save many lives.

OHA has transformed BioWatch from a system of environmental samplers to a true national network of federal, state and local partners who share best practices and learn from one another. In addition to its detection capabilities, the program now features BioWatch Advisory Committees, jurisdictional coordinators, an epidemiology network and many other groups that work to link detection and consequence management.

Most recently, OHA, in coordination with its interagency partners, developed “Guidance for Protecting Responders’ Health during the First Week Following a Wide-Area Aerosol Anthrax Attack.” This document provides recommendations regarding appropriate protective measures for responders in the immediate environment following an aerosolized anthrax attack. The guidance reflects the most current understanding of the first responder scenario following a potential wide-area aerosolized anthrax release in a major U.S. city.

As we look to the future, OHA remains committed to our mission of providing expert health and medical advice, building national resilience against health incidents, enhancing national and department medical first responder capabilities, and protecting the DHS workforce against health threats—with the ultimate goal of protecting the American people.

How does DHS management leverage business intelligence?

Peggy Sherry Chief Financial Officer Directorate of Management 16 | BCD 1.3

Having the right information at the right time is essential to an organization’s ability to make quick and effective decisions. After Secretary Napolitano was confirmed in 2009, one of her first actions was challenging the organization to become “OneDHS.” Since then, we have been improving the way we collect, store, and manage data across the Department of Homeland Security.

This was the first real attempt to weave together or integrate the management functions of the department’s disparate offices and agencies.

Supporting the Secretary’s “One-DHS” initiative, the Management Directorate implemented the use of business intelligence tools.

Designed specifically to meet the complex integration needs of DHS, business intelligence tools consolidate data from all sources—databases, data warehouses and lines of business— house it in a common place so it is available across the department, and organize it to provide accurate program data and metrics.

Historically, the department has gathered information through manual data calls, which are labor-intensive and have greater risk of inaccurate or incomplete content. Therefore, we have begun developing standard data sources and reporting mechanisms to provide more timely and accurate data across all lines of business. www.BCD-kmi.com

Since the implementation of business intelligence tools, we have chartered a Dashboard/Business Intelligence Executive Steering Committee to address data integrity across the department. The executive steering committee’s near-term goals are to produce common definitions for key data terms, and to build a pilot to demonstrate crosscutting dashboard capability.

Creating and improving business intelligence tools has helped drive management integration within the department and has begun to provide key financial, human capital and procurement data more quickly to better support enterprise-level decision-making. For example, a new Decision Support Tool provides DHS leaders, governance boards and program managers with a central dashboard for assessing and tracking the health of acquisition projects, programs and portfolios.

Business intelligence tools also have enhanced agency standardization through the use of common key data terms and processes. Not only has this helped in decision making, but also

has provided significant financial savings across.

The Financial Reporting Dashboard System, for instance, transforms monthly budget execution data into enterprise-level reports and trend analysis in user-friendly formats for departmental leadership. This increases our ability to validate and improve data, which in turn provides greater transparency and better information for decisionmaking.

In addition to the Decision Support Tool and the Financial Reporting Dashboard System, DHS has begun using tools such as the DHSTIER program, used to consolidate summary-level financial data from our 22 components to generate the department’s core financial reporting.

DHS is focused on finding ways to collect data more accurately and efficiently, and to build out the support systems that allow us to make betterinformed decisions. We have made great strides to achieve the secretary’s vision for “One-DHS,” and are excited for the advancements coming in the near future.

What are some of the innovations from the Science and Technology Directorate?

Daniel Gerstein, Ph.D. DHS Deputy Under Secretary for Science & Technology Science and Technology Directorate

www.BCD-kmi.com

As the research and development wing of the Department of Homeland Security, the Science and Technology Directorate (S&T) provides operationally focused knowledge products and innovative technology solutions to protect our nation from a broad spectrum of threats. These efforts and technologies have supported our operations in explosive detection, biodefense, cybersecurity and disaster response and are deployed at our borders, ports of entry and airports throughout the country to protect critical infrastructure and support our first responder community.

One area of focus has been the protection of our nation’s trillion-dollar livestock industry from diseases such as foot-and-mouth disease (FMD). FMD has ravaged cattle and swine in other nations, and an outbreak in the United States could be devastating to the nation’s food supply, our economy and international commerce. America’s agriculture and food system is an extensive, open, interconnected, diverse and complex structure providing potential targets for terrorist attacks. The food supply and agricultural system could be vulnerable to disease, pest, or poisonous agents that occur naturally, are unintentionally

introduced, or are intentionally delivered by acts of terrorism.

This past summer, scientists at S&T’s Plum Island Animal Disease Center announced the development of the world’s first molecular vaccine for FMD. The culmination of a 10-year collaborative effort by DHS and the United States Department of Agriculture (USDA), this is the first successful new FMD vaccine technology developed in more than 50 years. One of the most significant aspects of this new vaccine technology is that it can help differentiate between animals that are infected with FMD and those that have already been vaccinated.

In June 2012, the new vaccine received a conditional license from the USDA Center for Veterinary Biologics for use in cattle.

In a world where technology is increasingly becoming a larger part of our lives, it is essential that DHS develop new tools to keep the country safe and secure. Indeed, constant innovation is essential for combating the rapidly-evolving threats that confront the nation. S&T continues to work to stay ahead of these challenges through new and innovative technologies that support the homeland security enterprise.

BCD 1.3 | 17

How are risk-based initiatives transforming aviation security?

John S. Pistole Administrator Transportation Security Administration

Since efforts to improve the way we interact with American travelers began last year, more than 46 million passengers have experienced some form of expedited security screening from the men and women at the Transportation Security Administration (TSA). Collectively, these efforts are part of a systemwide shift away from the one-size-fitsall security model following the 9/11 attacks, and toward a transportation security system shaped by risk and driven by the latest intelligence. This idea of risk-based security, or RBS, stands on the premise that the vast majority of travelers present little risk to transportation security.

One of the most visible components of the RBS initiative is TSA Pre Check, a program that allows pre-approved travelers to use an express lane for screening—and to keep their shoes, belts and coats on and their laptops in a bag. This innovative and efficient prescreening effort is active in approximately three dozen of our busiest airports and five airlines, with plans to continue expanding as more airports and airlines become operationally ready. We reached our goal of bringing TSA Pre Check to 35 airports by the end of 2012, and we have plans to continue expanding participation next year.

In December 2012, the number of passengers screened through TSA Pre Check✓surpassed the 5 million mark. Feedback from passengers who have opted into TSA Pre Check✓and experienced expedited security screening has been consistently positive, and we fully expect this number to continue to grow as new airports are added and more passengers opt-in to the program.

We are also looking at other ways to screen smarter to provide the most effective security as efficiently as possible and to continue to improve the travel experience.

Earning the respect of the traveling public through our actions at the checkpoint is critical to our success. As we have seen in recent years, there’s no question that alert, aware and informed passengers add great value to our ability to continue strengthening transportation security not only in aviation, but across all modes. By continuing to focus on implementing risk-based security efforts that are informed by the latest intelligence, TSA is building trust and partnership with the American public while finding new ways to make travel not only more secure, but also more efficient.

Based upon the past 10 years of operation, what do you foresee as the major challenges the Coast Guard will face over the next 10 years?

Ken McDaniel Deputy Division Chief Maritime Counterterrorism Division Office of Counterterrorism and Defense Operations Policy U.S. Coast Guard

18 | BCD 1.3

I don’t equate challenges to the bits of an individual threat stream. I look at challenges in a much broader sense. One of our biggest challenges is keeping focus, and what I mean by keeping focus is the further we get away from September 11 and the tragedies of that day, it’s going to be more difficult and more of a challenge to keep people at the right level of interest, the right level of awareness, that our enemies haven’t gone away just because of time. Just because it’s been 11 years since the attack of September 11 doesn’t mean our enemy has decided to go somewhere else and forget about us. If you look at the attacks on the World Trade Center, you actually have to go back to 1993 to the first attack on the WTC, and they waited. They weren’t successful the first time and they waited until everything was right and then they carried out their second attack, which was successful. So our challenge is to make sure that we don’t lose focus of the all of the threats that we face in the current arena. It’s not just terrorism, obviously; we have to worry about drugs, illegal immigrants, overfishing and environmental [issues], and the Coast Guard is challenged with

covering all of those bases at the same time. So the time factor is one challenge, making sure that the country doesn’t lose focus on the security threats that are out there. The other challenge is making sure that we’re using the nation’s resources as effectively and as efficiently as we can, given the current budget environment, and that’s a huge challenge. To put the right level of effort toward any one particular threat stream is a constant balancing act. As we move further away from 9/11, awareness of the security threat diminishes and at the same time, unless there’s a drastic turnaround in the economic situation, there’s going to be more emphasis placed on finding savings in the resources that we have. That’s going to be a constant struggle. 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

March 2013 Volume 2, Issue 1

Next Issue

Cover and In-Depth Interview with:

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

Features Cybersecurity:

Interoperable Communications:

Exclusive interview with Rand Beers, Under Secretary, National Protection & Programs Directorate, U.S. Department of Homeland Security.

The Department of Commerce’s $7 billion proposed nationwide broadband public safety network, FirstNet, could benefit public safety professionals in numerous ways.

Border Surveillance Technologies: Customs and Border Protection and local sheriff departments use technology in a number of ways to keep a watchful eye on our nation’s borders.

Explosive Trace Detection: Dangerous materials can cause any number of threats if released in the right location. Border & CBRNE Defense looks at what the federal government currently uses to detect explosive materials, challenges in this area, solutions on the horizon and what role industry is taking.

Aerial Surveillance Systems: Aerial surveillance plays a key role in patrolling our nation’s borders, especially in remote, difficult-toaccess environments, and there are multiple tools at the Department of Homeland Security’s disposal for this type of monitoring.

RVSS: Remote video surveillance systems play a vital role in threat detection and agent safety for the Customs and Border Patrol. An RFP was recently released to upgrade systems in place since 2005.

Special Section CBP Leadership Roundtable: Assistant Commissioner Office of Field Operations, Chief Office of Border Patrol, Assistant Commissioner Office of Air and Marine, Assistant Commissioner Office of International Affairs, and Assistant Commissioner Office of International Trade discuss what policies, programs or technology implemented or deployed in 2013 will have the greatest effect on meeting their office’s goals and objectives.

Insertion Order Deadline: February 1, 2013 • Ad Materials Deadline: February 7, 2013