Communique 2006 march april

COMMITTED TO EXCELLENCE IN DEFENSE OF THE NATION r

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Inside the National Media Exploitation Center Re-lmaglnfng the C4ISR Sandbox a The DIA Employee Assistance Program Helping You Help Yourself a DIA: Supporting the Veteran Warfighter -i

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Cbntents march/april 2006 30

2. Inside the Nationai Media Exploitation Center

By Roy I. Apseloff DH

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Fresh Look: New Perspectives for Improving All-Source Intelligence Processes

By Adrian “Zeke” Wolfberg, CS

8. Re-Imagining the C4ISR Sandbox

By Louis M. Werdebach, DI

1 0. The Scud-B Short-Range Ballistic Missile System

By Thomas L. Kirkland, DI

1 2. DAWIA has Arrived at DIAl

By Garland aAnnen Galway, AE

1 5. Important Reminder When Planning Overseas Travel

By Counterintelligence and Security Activity Staff DA

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Post of the Month: U.S. Defense Attaché Office Kingston, Jamaica By the Directorate for Human Intelligence, DH

1 8. The Road to Recovery

By Cmdr. John ajay” Shanley, DI

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DIA Language Training: The Way Ahead

By Julie C. Harbour, DI

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Interview with DIA’s Acquisition Executive

By Communiqué Staff CP

30. Analysts and Collectors: Take Note!

By Elizabeth K. Kmg, DS

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Implementing the GDIP Enterprise Architecture

By Susan D. Jaxel, PS

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dense Intelligence Agency Pi,bflcetlon

Lt. Gen. Michael 0. Maples, USA Director, VIA Donald L. Black Chief Public Affairs Jane A. McGehee Chisf Internal Communications Sarah E. Mazur Chaiessa V. White Associate Editors

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The DIA Employee Assistance Program: Helping You Help Yourself

By Employee Assistance Program Staff HO

34. DIA: Supporting the Veteran Warfighter

36. Civilian and Military Personnel Update 39. DIA Welcomes New Employees

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Enterprise Operations Oath Services Division Pitnting and Posting 01.4’s Communiqué Is an authorized agency information publication published for employees of 01.4 and members of the defense thteffigence community. Contents of the Communiqué are not necessarily the official views of, or endorsed by, the U.S. government or the Department of Defense.

Articles are edited for style, content and length. Correspondence should be addressed to: WA Communiqué, Public Affairs Office, Bldg 6000, Washington, DC 20340-5100.

Telephone: 703-695-0071 (DSN: 225-0071).

The DIA Public Affairs Office welcome, your comments, which may be c-mailed to our Internet address <dxpgmisc.pentagon.mfl> or to our global e-mail address at <diem20&dia.ic.gov>

By Donna J. Conti, DI

By the Office of Human Resources, HO

Master Sgt. BrIan 0. Nickey, USAF Donna A. Wilson Design/Layout

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By the Office of Human Resources, HO

ARTICLE SUBMISSION DEADLINES May/June 2006 issue April 12,2006 July/August 2006 issue -June 9,2006 -

Inside the NATIONAL MEDIA EXPLOITATION CENTER

By Roy I. Apseloff, DH

n the wake of Sept. 11 and the increase in demands for the intelligence community (IC) to process, ex ploit and share overtly and clandestinely acquired media of all types, the IC achieved consensus on the gen eral principles for exploiting media as a coherent IC-wide enterprise. MI acquired media must be disseminated with urgency to a broadly defined community of inter est; and specific limiting criteria shall be used to manage the exclusion of the most narrowly-defined set of data possible. The IC implemented the details that lay under these principles in response to the Oct. 4, 2002 director of central intelligence memorandum on document exploitation.

While concurrently performing operations, the IC established the National Media Exploitation Center (NMEC). Guided by the director of national intelligence (DNI) board of directors, NMEC is a joint ven ture composed of five partnered orga nizations: CIA, the Defense Computer Forensics Laboratory (DCFL), DIA, FBI, DIA and the National Security Agency is the executive agency providing manage ment and oversight. DCFL supports IC document exploitation from a criminal law

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Dennis West, NMEC work floor supervisor, manages more than a hundred linguists capable of translating more than 20 languages.

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enforcement forensics and counterintel ligence perspective through its Clearing House for Intelligence Media Exploitation.

Since inception, NMEC has made great strides. NMEC initially co-located with the IC Document Exploitation Center (ICDEC), took advantage of its established processes and then moved the ICDEC operations under the NMEC Program Management Office (PMO).

NMEC PMO is a lean organization with only 17 government employees staffing the Office of the Director and the Offices of Administration and Resource Management (NMEC- 1); Plans, Policy, Research and Development (NMEC-2); Operations (NMEC-3); and Information and Technology (NMEC-4). The staff is augmented with contractors providing translation, information technology, research and development (R&D), and administrative support. NMEC executes a two-part mission ensuring rapid exploitation and sharing throughout the

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I iiEADLINES IC of all media and developing policies and standards for the widest possible dissemination of material. With its partners, NMEC adopted a federated approach to process, exploit and share all media brought to its door.

analytical partnered elements develop a wide variety of intelligence products such as: intelligence reports, maps for targeting and operation planning, and videos and still photos obtained during interroga dons.

Forensics: NMEC technical-exploitation elements perform computer forensics on all types of electronic media provided. An in-house laboratory processes electronic media and collaborates with co-located and off-site laboratories. Leading-edge hardware and software technologies are used, as well as digital media analysis methodologies, to conduct rapid exploita tion. The laboratories conduct “deep dive” forensic analysis on high value collec tions. NMEC exploitation services include: large data set analysis; advanced data recovery and password cracking; keyword English and foreign language search; stegonagraphy detection and analysis; normalized data extraction; file date/time correlation; metadata extraction and analysis; and advanced registry and Inter net history analysis. This multi-pronged approach to media exploitation ensures no key information is left behind.

Digitization: NMEC tackles digitization projects by sending teams to media loca tions or moving media between NMEC facilities and media owners. Each project is unique and NMEC customizes its sup port to meet each requirement. NMEC has conducted site surveys; sent scanning teams fluent in appropriate languages; customized databases for document manipulation, maintenance and storage; provided operating procedures and sup port documentation in appropriate lan guages; and coordinated chain of custody requirements.

Translations: NMEC mans its work floor with foreign-bom/ first-generation speakers, De fense Language Institute (DLI) trained personnel and U.S. university language gradu ates. While the majority of the work load is in Arabic, NMEC can exploit media in 22 other languages. Since May 2002, NMEC summarized more than docu 200,000 records ments, maps, drawings, and ledgers, e-mail, etc. uploaded the records into na tional databases. Along with these duties, NMEC linguists augment partnered close-hold document exploitation ef forts and translate numerous special interest media ma terials. NMEC linguists help —

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Information Sharing: Using a closed sensitive compartmented information network accessed by partnered agencies, NMEC shares and stores raw image files in a safe, secure environment. This Dirty named because the forensically WAN pure copies of electronic data files contain viruses, malicious code and objection—

NMEC Leadership (left to right) Roy Apseloff, director; Dr. l.arry Travers, deputy director; Margaret Livingstone, chief, administration and resource management; Dr. Leslie Cruis, chief, policy, plans, and R&D; Doug Magoffin, chief, operations; and Nick Combs, chief, information technology.

ensures forensic purity able material and allows multiple tracking methods to ease retrieval. The NMEC Clean Archive is composed of raw files that have been cleaned of viruses and objectionable ma terial, which enables IC-wide information sharing in a safe, virus and maiware-free environment. The Clean Archive supports diverse multi-lingual media types includ ing audio, video and text, and contains metadata data about Subsequent to this the media. It integrates writing, the principal advanced language pro cessing capabilities while deputy director of supporting up to 1 billion national intelligence records with link analysis. published a The NMEC data registry resides on JWICS, with memorandum planned deployments to broadening the SIPRNet, Stone Ghost and other networks. The regis NMEC role. In try provides a centralized response, NMEC is card-catalog-style refer and cross references preparing a plan of ence captured media infor action to consolidate mation with intelligence community reports.

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document and media exploitation activities.

The NMEC’s advanced infrastructure provides partners with high-speed connectivity, better sur vivability, faster provisioning and more bandwidth. NMEC works hand-in-hand with the Harmony Program Office to en sure smooth uploads from its document exploitation system into national databas es and to ensure shared media is easily retrievable and analyst-friendly. NMEC also works closely with its partner agen cies to prepare data for ingestion by other systems and networks.

Research and Development: NMEC R&D is focused on advanced solutions for me dia exploitation including computer foren sics, foreign language exploitation, docu ment exploitation, biometrics and media management. To enhance computer forensics, R&D focuses on novel methods to process and bin the contents of com

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puter drives into files of interest; many times drives are damaged or otherwise inaccessible and require special analysis.

Human language technology (HLT) helps linguists in foreign language exploitation, providing tools to perform language iden tification, machine translation, transla tion memory, transliteration, speech to text conversion, as well as online lexicons, dictionaries and other reference materials.

Document exploitation requires not only scanning but also post-processing to align and improve the quality of scanned text for successful follow-on optical character and handwriting recognition. A great deal of collateral information will be gleaned by the R&D effort to exploit biometrics, to include speaker identification from voice files, fingerprints left on documents, pho tographs of individuals from seized pass ports and other sources of human bio metric information as yet untapped. The goal is to identi& novel methods of media management that could make the right information available to the right custom er at the right time. NMEC R&D is laying the foundation for a robust enterprise ar chitecture to support media exploitation, storage, search and retrieval requirements for worldwide customers.

Policy and Standards Development: NMEC chairs the All Media Exploita tion Group with IC participants, which is made up of two subgroups. The Plans, Policies and Standards subgroup focuses on all media exploitation policies, plans and standards to be adopted or developed by the IC to insure smooth and timely op erations, interoperabiity and cooperation.

The Technical subgroup’s focus expands traditional computer exploitation topics to encompass other technical challenging all media exploitation issues.

For more information visit the JWICS NMEC Web site at http://nmecj-comms O1.nmec.ic.gou. Please note that the NMEC location and co-located elements are sensi the information. IP

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Fresh Look: NEW PERSPECTIVES for Improving ALL-SOURCE INTELLIGENCE PROCESSES

By Adrian “Zeke” Wolfberg, Cs

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he Spanish poet, Antonio Machado, wrote, “Traveler, there is no path. Paths are made by walking.” It was in that pioneering spirit that a handful of travelers began to walk down the Knowledge Lab’s “Fresh Look” path. In their first meet ing, Chief of Staff Louis Andre handed the Fresh Look pilot project participants a daunting real-world intelligence problem with no fiifther instruction, other than the broad charge to start walking work the prob lem focusing more on processes rather than results. Over a two-month span of continuous collaboration, communication and teamwork, the Fresh Look participants successfully walked a path enabling new and unique perspectives on intelligence processes.

Ultimately, the pilot produced some dra matic and surprising results that will help improve all-source intelligence operations.

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The Fresh Look participants came from diverse roles, responsibilities and per spectives and few were subject mat ter experts in the pilot project’s analytic topic. Their common thread? AM were enthusiastic about the effort and commit ted to success.

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On the first day, things seemed a bit hazy. Janice Don, Proliferation Network Analysis Division (CFr-6), expected the

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pilot project to be an analytical problem instead of a process problem, and said it took an adjustment to put the focus on processes. Tom Foulke, C4ISR Middle East Division (CCO-3), said team mem bers asked each other, “What’s going on?”

Figure 1: The Initial All-Source rocess

After taking a collective deep breath, pilot participants began to develop a systemat ic approach to their tasking. They formed small teams and selected their own inter nal team leaders. Early on, members with technology skills were tapped to introduce technology tools and explain the value of those tools. They established a plan to fast-turn the work. All give credit to

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Kristen Stephen, Fusion Support Division (MIO-FS), for strong leadership in mak ing the team successful. David Blades, Visuaiization Support Division (JWS-8), describes the team leadership as “excel lent.” Don says Stephen had an estab lished plan and schedule, but was open to feedback and changes of direction when necessary.

By forcing the team to think critically, the pilot demonstrated the true value of collector-analyst collaboration. The pilot also demonstrated the importance of ana lysts collaborating with one another. Not only do collectors bias analysts through their interpretation of raw data, but, more importantly, the pilot showed that ana lysts unwittingly accept assumptions from whether these each other assumptions are personal, come from other analysts in DIA or are held outside DIA and generally do not chal lenge those assumptions. This failure occurs throughout the process; not just at the data input stage, nor the final judg ment or production stage.

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Figure 1 shows the team’s starting point an idealized concept for how the all-source process should work in com bining analysis with data from collectors to arrive at analyti cal judgments. In practice, the Fresh Look team discovered that the intellectual process of examining data needed to engage the information before it was processed into products. This was the only way to ensure that the data did not reflect biases and judgments made before the analysts obtained it. By looking behind the products, the analysts were able to strip away the built-in biases and discover the truth behind the facts.

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Figure 2: The AIISource Process as revised by the Fresh Look Team

Sheryl Hoffman, Defense Intelligence M&S Programs Division (MSA-5), described how the participants effectively coalesced as a .

team. She says they worked through some issues with introducing technology, but once past those, the team applied that technology in both existing and fresh and different ways.

Participants learned the importance of collector-analyst integration first hand.

According to Foulke, the team saw how collectors can unintentionally put their own “spin” on things, skewing their observations toward what the collectors thought rather than the true facts them selves. Foulke said he learned collabo ration can be improved by continuous contact between collectors and analysts, resulting in both better understanding the others’ needs.

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Figure 2 reflects the changes that the Fresh Look team made to their vision of the process. Participants of the Fresh Look pilot recommend intelligence ana lysts look at the decisionmaking behind the collection and data, and engage with the collectors themselves which can improve the quality of their analysis and contribute to improved outcomes. The key to this process is the continual revisiting of hypotheses, biases and other assump tions that are both built into the avail able data and arise during the process of analyzing the data.

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According to Hoffman, the pilot demon strated the importance of intellectually “risk-free, trust-based and open exchang es” to allow for learning and collabora tion. She said the pilot helped show, “the simple things we can do to make things better.” Foulke sees the Fresh Look pilot as a “good advertisement” for multi-disci plined tiger teams attacking problems. Ac cording to Foullce, someone from “outside your lane” can give you a perspective on an issue you don’t normally have.

What next? Steven Angel, Fusion Support Division (MIO-FS), would take the Fresh Look concept beyond a primarily internal agency focus and apply it to capturing and analyzing those processes involved in real world multi-agency approaches for salving problems. Foulice sees the Fresh Look pilot as just the beginning.” The nature challenge of Fresh Look is applying its desired behaviors and dynamics to vir

The Knowledge Lab recently concluded the Full-Spectrum Analysis pilot project with 12 participants, each having less than three years tenure at DIA. Full-Spectrum Analysis is a new method of analysis that introduces a broad set of analytic approaches, relies on new critical thinking techniques and requires collaborative behaviors essential for addressing today’s and tomorrow’s intelligence challenges. Because all intelligence professionals must understand and conduct analysis, the program included analysts, collectors and technical and support professionals.

A history of intelligence shortcomings stimulated the development of a pilot curriculum that addressed cultural elements and biases: the influence of others’ motivations and others’ views of alternatives; the insidious affects —

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thai groups who only have limited oppor tunities to work face-to-face. It is exactly this challenge that follow-on iterations of Fresh Look will explore.

The Fresh Look pilot helped begin to de sign a new path, a different model to help overcome some imbedded problems in the intelligence process by allowing partici pants to step away from their regular jobs and regular ways of doing business to look at processes. The pilot showed how solutions emerge from continuous collab oration, honest and open communication, diversity of thought, informal networks, innovation, integration of processes with value, help from outsiders, and, perhaps most importantly, trust.

Army Lt. Gen. Michael Maples, director of DIA, strongly supports the Fresh Look approach and the Knowledge Lab pilots.

Feb. 3, the Fresh Look approach was

of “groupthink” and untested assumptions; the tendency to accept the first plausible answer; and new ways to integrate all sources of information.

Participants in the recentlycompleted twelve-week pilot project experienced hypothesis-driven analysis; they learned tools and techniques to aid critical thinking and the importance of understanding the audience, of ongoing dialogue, and of continually challenging assumptions and adapting analysis to the evolving environment.

The Full-Spectrum Analysis pilot also explored innovative and non-traditional ways to impart new analytic skills to these defense intelligence professionals. Mentor-led small groups, immersive cases and scenarios, virtual collaboration, and interactions with external agency experts were among the

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learning tools utilized by the program participants.

The ultimate goal of FullSpectrum Analysis is to create knowledge that informs decisions and drives action.

Four principles underpin the Full-Spectrum Analysis program.

First, intelligence analysis is and knowledge competition the stakes are life and death.

Second, Full-Spectrum Analysis is analysis created by, and for, the Information Age. Third, developing Full-Spectrum Analysis expertise is a lifetime commitment and fourth, FullSpectrum Analysis comprises tangible methodologies that produce real results rapidly.

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An upcoming article will detail more of the Full-Spectrum Analysis program and how it will incorporate many of the approaches tested and proven effective for DIA by the Knowledge Lab.

•TEADLINES ii showcased to Dr. Thomas Fingar, deputy director of national intelligence for analy sis. His conclusion was the Fresh Look team had accomplished something sig nificant. “I was struck by it and the way you could strip away the biases. We need to build that in the community.” Like Maples, Fingar said, “1 want to hear more and do more of this.”

Given the momentum, the Knowledge Lab is busy planning another excursion

that builds on the lessons from the Fresh Look pilot. The plan is for a Fresh Look 2 pilot to be conducted at the community level with sponsorship from the director of national intelligence and the National Intelligence Council. Fresh Look 2 will also incorporate lessons learned from the recently completed pilot on Full-Spectrum Analysis. If you are interested in partici pating, please contact Zeke Wolfberg at the Knowledge Lab, (703) 693-9567. ‘9

RE-IMAGINING the C4ISR Sandbox

By Louis M. Werdebach, DI

s information systems permeate our lives, we have entered a new frontier the Information Age. Rapid advances in information technologies have intro duced an incredibly complex warfighting environment and are requiring changes in the skills and tools we need to analyze the military capabilities of our adversar ies. Instant access to information from the global Internet, coupled with the esca lating popularity of high-tech battlefield command and control (C2) capabilities, has raised the stakes for achieving allsource intelligence operations in support of military operators and planners.

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Agency partnerships with industry ex perts are providing analysts in the Di rectorate for Analysis (DI) the ability to make sense of the complexities of cyberspace and its role in adver sary C2. For nearly seven years C2 and information op erations analysts have partnered with Azi muth Inc., of

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Morgantown, W.Va., to apply cutting-edge commercial applications to intelligence analysis of foreign telecommunication and information networks.

Dl’s office for C4ISR (CeO), in partner ship with Azimuth, is training entry-level analysts and seasoned journeymen to use new tools and tradecraft to produce actionable intelligence on complex voice, data and geopositional data networks supporting adversary military capabili ties. Without these new analytical meth ods and advanced tools, agency analysts would increasingly be unable to supply warfighters, planners and policymakers with detailed foreign command, control, communications, computers, intelligence, surveillance and reconnaissance (C4ISR) analysis.

Although information warfare (1W) was formally defined by the Department of Defense (DoD) in December 1992 with the dissemination of DoD 3600.1, the intel ligence community (IC) was not prepared for the new intelligence requirements that quickly followed.

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The first hurdle for DI analysts was to overcome anxiety about doing things differently and learn ing a new set of skills. In February 1999, DIA turned to Azimuth to pro vide military infra structure analysts a primer on telecom munications to help DoD information warriors develop new cyberspace weap ons and defense strategies against adversaries seek ing to attack and disable or destroy U.S. information infrastructures. New training programs focused DIA analysts on tele communication technology fundamen tals, the Internet and cyber-warfare. This training provided analysts with an intro duction to the basics laying the techni cal and academic foundation for analyst to understand the tremendous changes driving advances in the C2 capabilities of our adversaries.

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By 2002, Dl’s appreciation for the growing importance of adversary C4ISR analysis had grown dramatically. Analysts were ready to tackle the challenge of producing policy-relevant and battlefield-actionable intelligence on complex computers and telecommunications around the globe.

Once again, partnerships with leading industry experts delivered education, training and telecommunication consult ing services, enabling analysts to craft new intelligence collection requirements for validation and produce improved intel ligence on adversary C4ISR and informa tion warfare.

It is clear that broad-based intelligence support to information operations and

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Command and control analysts in Dl leverage expertise of telecommunica tions engineers to analyze and model global C4ISR networks.

warfare at DIA has evolved from those early days and will remain a continuous process for developing detailed knowledge and understanding of an adversary’s use of information and information systems.

Agency combat support functions make analytical knowledge and expertise of an array of military C4ISR and media sys tems indispensable.

CCO analysts and managers continue to work with IC mission partners and industry experts to actively develop new business processes for C4ISR analysis “Re-imagining C4ISR.” One project will give analysts the ability to dynamically model telecommunication networks from a desktop and apply the results to intel ligence production. The project, called Network Engineer Sandbox, will synchro nize commercial modeling techniques with advanced geospatial visualizations provided by the Office for Joint Warfare Support (JWS). This will finally allow ana lysts to simultaneously document physi cal and virtual characteristics of global telecommunication networks. Soon, CCO analysts will produce scenario driven and predictive intelligence products, enabling our warfighers to maintain the advantage in cyberspace. ‘9

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SCUD-B SHORT-RANGE Ballistic Missile System

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By Thomas L. Kirkland, DI

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he 55-ic short-range ballistic missile (SRBM), NATO code name Scud-B, was fielded by the former Soviet Union in 1961. During the 1970s and l9Sos the system was exported to more than 20 countries, most in the Middle East, many of whom still maintain the system in their operational inventories.

Nearly 36 feet long and 3 feet in diameter, the Scud-B missile has a maximum range of 186 miles and carries a non-separating payload of more than 2,200 pounds.

Launched to its maximum range, this missile can be ex pected to land within 3,400 feet of its intended target.

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The Scud missile Is the moat proliferated ballistic missile in the world. Although Russia no longer uses this missile, and is prohibited by the Missile Technology Control Regime from selling those Moscow has in storage, other countries are now capable of replicating Scud-B missiles or building longer range-variants of it. Vari ants include the Iraqi Al Hussein and Al Abbas missiles, with ranges of 650 and 900 kilometers; Iranian Shabab I (Scud-B), Shahab 2 (Scud-C) and Shabab 3 (No Dong) missiles, also with ranges of 300, 500 and about 1,300 kilometers; and the North Korean Scud-B, Scud-C and No Dong missiles, also with ranges of 300, 500 and about 1,300 kilometers. A kilometer equals about five-eighths of a mile.

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North Korea has also used Scud missile tecbnolo’ to develop the multi-stage Taepo Dong-1 and Taepo Dong-2 mis siles with reported ranges of up to 2,500 and 15,000 kilometers respectively. Other countries with Scud-B missiles are prob ably experimenting with ways to extend the missile’s range with the least techno logical effort. No doubt Scud missiles and variants will still be on the world’s battle fields for the next 15 or 20 years.

Open sources have reported as many as 2,500 Scud mis sile launches, with as many as 2,400 of these missiles launched in regional conflicts. During the Fourth Middle East Warn 1g72, the Egyptian Army fired three Scud-B mis siles at the Israelis without causing any damage. Dur ‘is ing the Iran-Iraq War, Tehran and the Shi’ite holy city of Qom were targeted by about 200 Iraqi Scud-B and Al Hus sein missiles while Baghdad was tar geted by 80 Iranian Scud-B missiles. In Afghanistan, Rus sian-supported Afghan government troops fired as many as 2,000 Scud-B missiles at guerifia bases.

In the gg 1 Gulf War, the Iraqi Army fired 81 Al Hussein missiles —39 of which were aimed at the Israeli capital of Tel Aviv, ldThng four Israelis. One missile fired into Dhtan, Saudi Arabia, struck a makeshift barracks and killed 28 U.S. Reserve component soldiers and wounded nearly 100 others.

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Between September 1999 and April 2001, Russia used Scud-B missiles against the rebel forces in Chechnya.

The transporter-erector-launcher (TEL) vehicle, for the Scud-B is a self-contained missile launch platform, built on the MAZ-543 chassis, featuring good off-road capability. The TEL has an the subsys tems necessary for transporting, check ing, aiming and launching the Scud-B short-range ballistic missile.

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DIA’s Missile and Space Intelligence Cen ter (MSIC), located in Huntsville, Ala., is responsible for the analysis of SRBMs. The Russian Scud-B missile on display in the DMC Expansion Building was special ly prepared by MSIC for the display. The missile was rendered inert, cleaned and repainted including afl original markings.

MSIC also assisted the DIA building con tractor in designing a mounting system for the missile that displays it safely. ‘9

The Scud-B Missile and MAZ-543 TransporterErector-Launcher Vehicle In front of the MSIC facility.

DAWIA has Arrived at DIA!

By Garland ‘Anne” Galway, AE

What is DAWIA? The Defense Acquisition Workforce Im provement Act (DAWIA) mandates that the services and the Department of Defense (DoD) non-military component organiza tions identify their respective acquisition, technology and logistics (AT&L) work force. This is not only a DoD requirement, but also a requirement of the director of national intelligence (DNI) through the DNI acquisition executive. DAWIA re quires that opportunities for education, training and experience be provided to members of the AT&L work force in order to grow acquisition professionals who can qualify for senior acquisition posi

The following careers fall under DAWIA certification requirements: • • • • • • • • • •

0340 Program Management 0343 Program Analyst 1102 Contracting Facilities Engineering Management Industrial Property Management Purchasing Manufacturing, Production & Quality Assurance Business, Cost Estimating & Financial Management Life Cycle Logistics Systems Sustainment Management Information Technology Systems Planning, Research, Development and Engineering Science & Technology Test and Evaluation Auditing —

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tions. These mechanisms will improve the management, quality and professionalism of the AT&L work force. Additionally, the requirements of DAWIA underpin DIA’s Strategic Plan.

Who is the Acquisition Professional?

The AT&L work force is comprised of both civilian and military acquisition professionals who work throughout the life cycle of a DoD system or effort. DIA’s Office of the Acquisition Executive (AE) has oversight for acquisition programs, processes and the career management of the agency’s acquisition professionals.

Military members are required to return to their respective services for acquisition career guidance. Acquisition profession als participate in 13 distinct career fields to include: business; cost estimating and financial management; contracting; facilities engineering; industrial contract/ property management; information tech nology; life cycle logistics; production and quality management; program manage ment; purchasing; system engineering research and development; and test and evaluation.

Many DIA employees may be working in these career fields and it’s important to note that acquisition extends beyond “buyers.” Acquisition encompasses not only those individuals involved in the processing and management of contracts, but also anyone involved in the acquisi tion cycle, from cradle to grave. As an example, resource managers and other non-contracting personnel involved in the procurement process may be performing duties related to acquisition.

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KEADLlNES: Could you be an Acquisition Professional?

The first and most critical initiative of the DAWIA program is the proper identi fication and coding of DIAâ&#x20AC;&#x2122;s AT&L work force. After the work force is identified and training needs are defined, the ap propriate quotas for Defense Acquisition University (DAU) training can be requested. In this way, enhanced acquisition career development opportunities can be developed and the requirements of DoD, the Office of the Director of National Intelligence and AE can be met.

tion, conveys a level of expertise within the career field and identifies that the employee is ready for greater chaflenges for enhancing their career development opportunities. Once an individual has met certification requirements for a given level of certification, they may request certifica tion through AE.

AE has recently launched a

one-page work force survey that identifies those positions where an individual may be performing acquisition functions 50 percent or more of the time. Through work force identification, AE will deter mine the acquisition work force strength here at DIA and subsets of the work force to include criti cal acquisition positions and key leadership positions. There are statutory requirements for these and other designated positions, i.e., tenure requirement, acquisition corporation (AC) membership requirement and/or waivers.

Upon completion of the survey analysis, coding will be approved by management and loaded into the DAWIA module of eZHR. Employees will then be notified so that the important job of providing a full range of career management assistance can begin. The intent of work force iden tification is not to code all DIA employees as acquisition, nor does identification translate to realignment of positions.

Once a position is coded acquisition, certification is required at three levels of proficiency. The level and career path required for any particular is driven by grade and coding of position. The DoD stand is Level I for GG 5-9, Level H for OG 9-12 and Level III for GG-13 and above.

Certification is considered a significant achievement that demonstrates motiva

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Acquisition Career Management The key to developing the acquisition pro fessional is empowering them with out standing qualifications, business acumen and leadership and management skills.

Successful achievement of command missions through innovative business agreements and continuous improve ment of processes and techniques is the overall AE goal for the DAWIA program at DIA. AE will provide a comprehensive range of acquisition career management assistance to help the members of the work force achieve their individual goals.

Centrally managing the acquisition work force will ensure that AE is responsive to its personnel.

Acquisition Training and Education Certification training is taken at the Defense Acquisition University (DAU), which is the DoD corporate university for acquisition

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there are several DAU training campuses across the coun try. Courses are made available, within agency quota, and are free to DIA employees. Travel is centrally funded for identified acquisition/ non-acquisition DoD employees and indus try partners on a sliding priority basis.

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a selfAcquisition 101 is highly paced, online course recommended for all DIA employees and provides an excellent overview of acquisition. Useful information in this course includes an overview of the con gressional budget process, program man agement, government contracting, ethics, life-cycle logistics, software acquisition management and much more.

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Another important element of acquisi tion career development is leadership.

Leadership training augments both func tionai and certification training. In addi tion, leadership training ensures that the acquisition professional can address core leadership competencies developed by the Office of Personnel Management and DIA’s in-house leadership competencies, which are currently in development.

Education is a requirement of DAWIA. There are education requirements for certain career fields for certification, and most always for DoD AC membership. The acquisition professional seeking corpora tion membership is required to possess a degree, be a certified Level 11 in an acqui sition career field, possess 12-24 hours of business credits annotated on a college transcript and four years of acquisition experience.

Finally, continuous learning is a require ment for all DoD AT&L work force pro fessionals. The purpose of continuous learning is to aid members of the work

14

force in maintaining contin ued competence and ca reer development, and to assure that personnel continue to participate in a variety of learning activities through out their careers. In today’s rapidly chang ing environment, it is critical that acquisition professionals remain current with reforms and trends, and are flexible and willing to learn new skills. It is each AT&L member’s responsibility to achieve the required continuous learning points to meet the DoD mandatory re quirement of 80 points within a two-year cycle. Continuous learning cycles will be established once work force identification is completed.

It is important to note the vital role that supervisors play in ensuring that em ployees participate in acquisition training opportunities, certification courses and continuous learning. Supervisors must ensure that acquisition goals are identi fied on the employee’s individual develop ment plan and are within workload and funding constraints so that employees have the opportunity to train and become prepared for future challenges and greater responsibility.

In Summary If you have not already completed the Acquisition Work Force Survey, AE en courages you to do so. Please visit the AE home page at, htto://aedia.ic.gov/ to learn more about DAWIA’s requirements and opportunities.

AE is committed to providing the DIA AT&L work force with the tools to reach their potential as an identified acquisition work force professional. Should you have ques tions, please contact “Anne” Gaiway, DAWIA program manager, at (703) 695-4903. 9

•:communique

I

E A D L I N ES:.

Important Reminder When

PLANNING OVERSEAS TRAVEL

By Counterintelligence and Security Activity Staff, DA

ll DIA civilian and military employees, contractors and consultants traveling overseas in either an official or non-offi cial capacity are required to attend annu al Level I Antiterrorism/Force Protection (AT/FP) training. DIA offers its on ver sion of this training as the LilA Overseas Travel Defensive Security Briefing.

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The course is offered on the second Wednesday of every month at noon, in the Conference Center in the DIAC Expan sion Building; and twice on the second Thursday of every month at 10:30 and 11:30 a.m., in Room 810 at Clarendon.

Registration is not required but it’s highly recommend that you check the DIA Inter nal Communications Web site for updates and changes as days, times and locations are subject to change.

Joint Staffs Directorate of Operations (J-3) Deputy Directorate for Antitenor ism and Force Protection. This briefing may be found on the Web at www.at awareness.org the password needed to access the briefing is “aware.” DIA person nel choosing to use this easy and con venient computerbased training must fax a copy of their computer generated training certificate to Wandra Linton, Security Awareness & Education Branch (DAC-2A3), at (703) 307-2885 or —

Additionally, the Pentagon Force Pro tection Agency (PFPA) offers twice a week Level I AT/F? briefings every Tuesday and Friday at noon in Room 2C554 0Gc: at the Pentagon. For more information please contact PFPA at (703) 614-6382.

10

For those person nel who have already attended a live Level I AT/FP you may elect to receive your annual briefing online from the

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Additionally, personnel traveling for unofficial purposes anywhere outside of the U.S., to include leave with travel in conjunction with — — official overseas travel, ‘are required to submit a request for unofficial foreign travel (UFF) with a travel itinerary to the Counterintelligence and Special Investigations Branch (DAC -

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3D) at least 30 days in advance for a safety! security review of the proposed travel plans. In addition the concurrence of the traveler’s supervisor should be the approval of both sent to DAC-3D the supervisor and DAC-3D is required before undertaking the UFT. The guiding directive for this requirement is DIAR 50 17. The UFT request can be submitted in several ways to include fax, e-mail and online. For online submission, go to the DAC Web site on JVRCS, //www. dia.ic.gov/homepage/da/daccsa/ sustemlink.htm, and click on “Unofficial Foreign Travel Reporting” and follow the instructions. If you can not meet the 30 days requirement or submit an online request, please contact Christopher Knoth, program manager, at (703) 907-1307. r —

Post of the Month:

U1S. Defense_Attaché Office Kingston, ‘IJAMAICA —

A

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By the Directorate for Human Intelligence, DH

Location: Kingston, Jamaica Population Size: 2,731,832 (July 2005 est.)

Primary Language: English/Patois English Basic Greeting: Wha G’waan? (What’s going on?)

Post Highlights: Famous resorts make Jamaica a renowned tropical vacation destination. Jamaica is a beautiful island with opportunities to hike the Blue Moun tains, scuba dive, explore local culture in the countryside or relax at the many beaches and resorts. The people of Jamai ca are very wann and welcoming. Jamaica is famous for its reggae music and it pro-

16

duces an amazing number of world-class athletes for its small size.

Host Country Highlights: The people of Jamaica are optimistic, proud of their na tional heritage and aspire to be recognized for their independence and leadership within the Caribbean community. Ja maica will co-host the Cricket World Cup in 2007 which has heightened terrorism awareness across the region.

The government of Jamaica (GOJ) is solidly associated with the non-aligned movement, and thus provides some diplo matic challenges for the U.S. The GOJ is very sympathetic to Cuba, anti-Israel and

•:communiquE

opposed to U.S. actions in Iraq and Haiti.

Common ground is found in counternarcotics, security assistance and reform of the police force. Despite Jamaica’s independent streak in foreign policy, the country has close cultural, historical and the U.S. economic ties to the U.S. is Jamaica’s largest trade partner.

Code. As a result of this project, Jamaica has some of the most secure ports in the Caribbean basin. Members of the British, Canadian and French embassies work closely with the DAO on security, counter narcotics and related issues. Flag general

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Military to military relations are good, and U.S. security assistance has greatly facilitated the develop ment of professional leadership within the Jamaican Defence Force (JDF) and enabled them to support bilateral and regional cooperative efforts.

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View of U.S. Embassy Kingston, Jamaica (taller tower) with Kingston Harbor in the background.

Operational Highlights: U.S. De fense Attaché Office (DAD) Kingston has developed relationships with several Jamai can government entities in spite of Caribbean periodic challenges ,— c:sjveryeay resulting from Bay Otho official Jamaican —$ Ros Ncgr.I foreign policy issues. The rela F’o,t’ tionship between Anlono San:sh ManJe-sie, the JDF and the Trr.% n BIad Rner KINGSTON May DAD is superb. By Pocbtc,e_ ‘ Pen_ working with the Aligator Pond Port Authority of Jamaica, the Mari Caribbean time Authority of Sea ° Jamaica, the U.S. 11 0 Coast Guard and the U.S. Embassy located in the capital city of Kingston officers from the U.S. Coast Guard, U.S. the DAD was instrumental in preparing Southern Command and the D.C. Nation al Guard have visited Jamaica. 9 Jamaica for compliance with the International Shipping and Port Facility Security

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2006:.

17

A

The Road to RECOVERY

By Cmdr. John 1Jay” Shanley, DI

he Naval Reserve (NR) Unit DIAHQ 1482 resumed support in New Orleans on Dec. 3 three months after Hurricane Katrina disrupted operations. The reserve unit that supports DIA’s Joint Intelligence Task Force for Combating Terrorism (JITF-a) resumed operations at the Na val Air Station, Joint Reserve Base (NAS/ JRB) Belle Chasse in New Orleans. The primary mission of NR DIAHQ 1482 is to conduct all-source analysis and produce comprehensive inteffigence products for the JITF-CT’s Counterterrorism Division in support of the Global War on Terror ism (OWOT). Unit members analyze data and identit’, document, create and brief detailed targeting packages designed to disrupt terrorist operations and networks worldwide.

T

—

Landfall Aug. 29, Hurricane Kathna caine ashore just over the southeast section of Louisi ana, originally tracking for New Orleans.

At the last minute, the storm turned to the northeast, taking the worst of the hur ricane slightly east of the city. However, the winds, rain and storm surge did not

spare the city at landfall, Hurricane was forecast to be a Category 4 Katrina hurricane. The storm’s devastation and ensuing problems were catastrophic for most of the city east of downtown. The hurricane impacted NAS/JRB New Or leans, which is located approximately 10 miles south of the city in Plaquemines Parish. While the base was largely spared of any water-related damage, wind dam age, loss of utility services and debris comprised the biggest problems.

—

Immediately after Hurricane Katrina hit New Orleans, DIAHQ 1482 began to search and account for unit personnel a pro who lived in the southern region cess made difficult by the loss of phone and Internet service. Text messaging became the prixnazy means of communi cating with displaced personnel. Ensigns Eduardo Garza Jr. and Nathan Husman, two newly commissioned officers, as sumed the responsibility of mustering and guiding their unit members to financial and medical assistance. The command accounted for 100 percent of its personnel within one week of Katrina’s landfall.

—

omm u n quj1

HEADLINES:.

Navy Capt. Jeff Nelson, the unit com manding officer said, “Following Hur ricane Katrina, my immediate concern was to locate our unit members to ensure their safety, determine their immediate needs and direct them to assistance. The command team set the goal of maintain ing unit cohesiveness and open lines of communications.”

NAS/JRB New Orleans served as the primary operating and staging site for recovery operations. Soldiers, airmen, Ma rines, sailors and Coast Guardsmen from around the nation were based aboard the NAS to perform a myriad of duties rang ing from providing security, to handling logistical activities and conducting rescue operations. For approximately six weeks, the population of NAS/JRB New Orleans surged from around 4,000 personnel to more than 20,000 and reserve activities were halted until December 2005.

TopS Fort Worth, Texas from left to right: Petty Officer 2nd Class Nick Ferguson, Navy Capt. Jeff Nelson, CU; Cmdr. Jay Shanley, XO; and Cmdr. Mike Devine, RIA 3 CSO. Bottom New Orleans staff From left to right: Petty Officer 1st Class James Black, Petty officer 2nd Class Kenneth Favorite, Ensign Eduardo GarzaJr., Petty Officer 1st Class Angelique Landry, Chief Petty Officer David Savoie, Petty Officer 3rd Class Celeste Spencer, Petty Officer 2nd Class Karen Cruice, Petty Officer 3rd Class Anthony Meoli, It. Cmdr. Xavier Bedoya, It. Steve Madona, Petty Officer 1st Class Patrick Hunley, Lt. Cmdr. Mary Cargile, and Cmdr.

Wayne Day. Not Pictured: Master Chief Petty Officer Cenny May, Petty Officer 1st Class Reginald Alexander, Petty Officer 3rd Class Norman Ryan and Ensign Nathan Husman.

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E D S

Naval Reserves’ Drill Location Impacted The unit’s 12 officers and 18 enlisted members who predominately live within driving distance of the base lost per sonal items and even homes. Nine unit members lost all possessions, including homes, cars and clothing. The primary drill site was closed to drilling reservists; and the command received permission to reschedule September drills into October.

The unit reconstituted in various backup sites through the October and January drill weekends. The unit utilized sensi tive companmented information facility locations in Fort Worth, Texas; Millington, Tenn.; Pensacola, Fla.; and Slidell, La. Reserve Intelligence Area Three’s (RIA-3) full-time staff of six personnel relocated with their families to areas outside of the hazard area. Most relocated to NAS/JRB Fort Worth, where they set up shop in the Commander, Naval Reserve Intelligence Command, Headquarters. This impromp tu relocation was disruptive to the staff and their family members; they had to arrange transportation and billeting for

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2 006

themselves and dependents on very short notice while approximately 1 million oth ers also attempted to relocate.

According to Nelson, “By establishing alternative drill sites early, assigning OlCs (officer in charge) to coordinate activi ties at those sites and communicating we maintained a cohesive regularly and responsive command structure that —

‘9

I. distributed information both up and down the chain of command. This allowed DIA 1482 to resume production in December, far sooner than originally anticipated.”

From the new duty site, the staff contin ued to support its six Navy Reserve intel ligence units that were scattered to Navy Reserve centers throughout the South and Southeast. Working with various na val reserve activities proved challenging, but the staff pulled together for continu ity of customer service. Most of the staff returned to NAS/JRB New Orleans Oct. 31 and the remaining two staff members returned in mid-January.

The remote drill sites provided excel lent support to the displaced members of NI? DL4HQ 1482. Each site provided a very welcoming and receptive environ ment with “can-do” attitudes in support ing the New Orleans reservists. Passing of clearances, access to systems, messing and berthing were au provided in an ex emplary manner. While minimal produc tion was achieved during this time, the unit members were able to take care of most of the annual training and medical requirements. These requirements would normally reduce the production hours of a normal drill weekend, and would have in creased during the period reservists were away from Belle Chasse. Accomplishing those administrative tasks allowed the unit to hit the ground running, increasing future production time upon returning to Belie Chasse.

Garza, the command’s training officer, said, “DL4HQ 1482 has shown great de termination and perseverance to make the most of a difficult situation. The unit has demonstrated the spirit of the Navy and taken care of its Navy family, showing its undisputable character and leadership.”

Unit members resumed drilling status a month and a half following the storm, and all members who reside in New Orleans are back to full drills.

20

Unit Accomplishments in 2005 During 2005, NR DIAHQ 1482 provided direct support to the JITF-CT. The unit’s production department is dedicated to a highly sensitive mission directly impacting DIA’s GWOT efforts The unit produced more than 1,759 geo-Iocational database records and 25 detailed, highly classified counterterrorism target products in sup resulting in port of JITF-CT’s mission nine DIA recognition awards to unit per sonnel for significant mission accomplish ment. Further recognition included two Navy Commendation Medals and three Navy’ Achievement Medals, each directly linked to mission accomplishments. For the second consecutive year, a two-week production surge was conducted, result ing in the unit being singled out by senior DIA management for its comprehensive support directly impacting the gaining command’s mission.

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Jeff Rapp, director of JITF-CT, noted that NR DIAHQ 1482 is an integral and valuable part of the organization, “Unit personnel contribute extremely impor tant analysis that is quickly forwarded to GWOT operating forces for potential action. We are all impressed that they quickly resumed their important mission despite all the adversity they faced. They are true professionals.”

Bravo Zulu Nelson summarized the unit’s resiliency when he stated, “What struck me most about this ordeal was the unity that the command displayed in spite of absolute chaos. I have been moved by the resil ience and the ability of individuals to per severe despite overwhelming disruption and tragedy in their lives. What moved me even more was how this Navy family stuck together. These are very special people, and I am privileged to have the opportu nity to work with them.” rç

•:com mun iq ué

DIA Language Training:

THE WAY AHEAD

By Julie C. Harbour, DI

T

he guidance from the intelligence com munity (IC) and Army U. Gen. Maples was clear; improve the language capability of the IC work force. With leadership sup port, dedicated resources and a defined plan, DIA’s analysts are implementing a highly successful program for language tutoring and immersion. The results are there unmistakable and measurable has been a significant increase in Defense Language Proficiency Test scores.

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DIA analysts have traveled across the globe to implement this program. In fact, language immersion and odenta tion travel overseas is a proven method to significantly enhance basic analytic skills and experience. Real-world exposure can not be duplicated in a classroom; it must be experienced firsthand. Interaction with native speakers and exposure to their local culture provides a unique training opportunity, otherwise unattainable from books, classes or secondhand accounts.

Once in-country, students rapidly prog ress in their studies. The length, format and location of the immersion training depend on the level of training required by the analyst. Most attend classes up to 25 hours; studies include grammar and conversational practice, as well as lessons taught in the native language on culture and politics. Outside of the classroom, interaction with the local community and the use of the media further solidifies the language capability and gives a deeper understanding of the culture and society.

Participants reside in local housing and live on the local economy. A future con sideration for the program is to have a planned follow-on, in-country experience

\ch/aprii

every five to 10 years to refresh language skills and to improve the currency of knowledge and understanding in the analyst’s area of responsibility.

Eurasian language training is one of the most successful program examples.

In one Directorate for Intelligence (J2) regional division alone, three tutoring! immersion participants went from no language ability to an intermediate level of proficiency. In addition, two participants moved from the high-level, beginner to the intermediate level, and five participants moved from the intermediate level to the advanced level.

A combined tutoring and immersion pro gram allows for rapid results in language acquisition. Initial data indicates partici pants in U.S.-based tutoring programs do improve their language skills, but at a slower rate. Preparations for immersion trips in addition to training are extensive and often require months of planning in order to maximize the learning experience.

Such trips are the culmination of language and cultural education, which begins with U.S.-based tutoring, regional studies train ing, initial language testing and finally an in-country language immersion.

Program participants consistently report that language immersion is a highly valu able part of the process for increasing knowledge of their areas of responsibility.

They believe in-country immersion experi ences are a prudent use of scarce re sources. Ultimately, the language program furthers the director’s intent of increasing analysts’ language skills and, as a result, improves DIA’s knowledge base and abil ity to accomplish its mission.

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, inkn.iiew with D1A’S ACQUISITION EXECUTIVE

By Communiqué Staff, CP

Mark J. Bogart joined Dill as the acqui sition executive in February 2005. The Office of the Acquisition Executive (AE) provides oversight of acquisition, program management and contracting at DIA as well as to programs funded by the General Defense Intelligence Program (GDIP) and most recently, DIA MIP (Military Intel ligence Program), which covers the Joint Intelligence Center/Joint Analysis Center, components of the combatant commands (COCOM).

The Communiqué staff spoke with Mr. Bo gad about balancing his ability to execute quickly while making cultural acquisi tion process improvement efforts that will sustain AE through all the changes and challenges that are on the horizon.

COMMUNIQUÉ: You have reached your one-year mark with DM. What have you discovered in that year about the acquisi tion process at DIA and what are your priorities in addressing any deficiencies you may have found?

MR. BOGART: One of the things I dis covered upon my arrival at DIA was that I really had very little authority or control

over some of the acquisition roles and re sponsibilities for which I was hired. One issue that I received significant feedback about was that the PRESS (Purchase Request Electronic Support System) workfiow coordination application needed improvement. As I asked more ques tions about this intriguing, home-grown acquisition tool, I learned that it evolved to where it is today through nine years of hard work and good intentions. How ever, I see this systems integration proj ect as a poster child for “requirements creep” on good intentioned compliance processes without rigorously following acquisition program management prin ciples. Begun with what appears to have been an ad hoc requirements process, the tool did not consider the balance between customer expediency and agency

compliance/overseers’ needs. It quickly grew into an oversight tool that is now so hard-wired into every agency stakehold er’s internal processes, that any attempt to re-align, improve or replace the tool has major implications and unintended negative consequences, not to mention an extraordinary cost and time to make any improvements. While the tool is loosely called a purchase request tool, it only does a subset of contracting required ac tions. In addition, it attempts to collect information and provide coordination on things that are not typically tied to con tracting, like the government purchase card, MILSTRIP (military standard requi sitioning and issue procedure) and MIPRs (military interdepartmental purchase request). It almost looks and feels like it was designed by someone more inter ested in financial or logistics information collection, rather than someone focused on meeting customer’s acquisition needs quickly and efficiently. I can honestly say that today PRESS is not a tool that supports the front end of the acquisition process; it “is” the acquisition process with very little flexibility.

The good news is that PRESS will defi nitely go away as the agency migrates to the National Security Agency managed Financial Management Solutions (FMS) Information Technolo Acquisition project, or FMS, which runs on a Peoplesoft/purchasing COTS (com mercial off the shelf) enterprise resource management platform.

As we transition to FMS, we still have lots of work ahead making necessary short-term fixes and satisfying stakeholders’ needs for the long term. The principal stakeholders, AE, DS (Director ate for Information Management and Chief Information Officer), DAL (Directorate for Administra tion Engineering and Logistics) and FE (Office of the Chief Financial Executive), are working together to support the new FE4 (Financial

Business Systems Office) organization, who is responsible for leading the devel opment of these acquisition systems. This will ensure a smooth transition to FMS, which will be instrumental in helping DIA achieve a clean financial audit.

To prepare for this transition, I am improving those aspects of the acquisi tion processes that I do have control and influence over. Included in this is stan dardizing and strengthening our internal processes and data inputs to the systems that will ultimately feed FMS. Another as pect is that in the former DAP organiza tion (AE’s former name), our contracting officers responded to purchase requests where there was no in a “pool” model officer to set for a contracting incentive aside their current transactional work load and conduct acquisition planning with a customer. This consultation would get the right documents to the right coor dination points through PRESS the first time with little or no re-work.

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‘a

Newly purchased equipment and supplies are stored at the DIA Logistics Operations Center before delivery.

In the new AE Way Ahead, we are focus ing on strategic acqui sition planning as a key part of the agency governance. I am working with FE and the Chief of Staff (CS) to focus on shifting the AE/agency acqui sition culture from a reactive/transactional role at the end of the PRESS process, to a proactive leader ship role where senior subject matter exper tise (SME), strategic business advisory and acquisition plan ning takes place at the beginning of the process. To do this, I am working with the agency leadership to provide assigned and/or embedded contract specialists within their directorates, much like the successful FE satellite model.

A second area I would like to change is our dependence on outgoing MIPRs. I have noticed that the agency sends out MIPRs for approximately half of the GDIP dollars we spend each year. The MIPR dollars that are spent cost the taxpayer, the agency and our intelligence mission anywhere from five to 30 percent more for every dollar that is spent. At some point, with all the money that is required for competing interests within the agency, we have to stop and say, why are we doing this and how can we fix this problem?

Sending MIPRs outside of the agency also negatively impacts AE’s ability to quickly disperse funds to manage our un-liq uidated obligations as we lose control of the process. In addition, it impedes our ability to properly account for prop erty, to include terms and conditions in contracts, and to properly protect our agency’s interests. Many of the contracts that we’ve awarded, or that we send out in MIPRs, have multiple fees. This may

24

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include an external agency-contracting fee of up to eight percent; another 10 to 15 percent is added for a prime contrac tor, and an additional sub-contract fee between 10 to 15 percent. There could be additional costs and profits on hard ware and software purchases. There is a real compelling mission case, as well as a business case, for AE to get the right resources and the right expertise within the directorates to help turn this chal lenge around.

In all of these areas acquisition plan ning, AE embeds and reduction of MIPRs I am optimistic and confident that the agency will both respond to the many DDfor requests for AE to embed senior contracting SME’s into their organiza tions, and resource AE so it can alleviate the MIPR crisis.

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COMMUNIQUÉ: Contracting/Acquisition are these terms interchangeable?

Please explain.

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MR. BOGART: There are a number of terms that I have been exposed to at DIA that are different from those that I’ve experienced in my 28 years in DoD acquisition. Terms such as contract ing, acquisition, COR (contracting office representative, program management and program manager have very unique :com

m unique

meanings apparently stemming from the mission related culture and organization al behaviors that have evolved here over the years.

I’m not aware of any instances where the term “contracting” has been misun derstood. Many don’t understand why it takes so long and what is involved to execute a contract, but contracting is synonymous with the word procurement, and both are driven by the Federal Ac quisition Regulation (FAR). While some believe that contracting is merely an administrative function, contracting is a profession that wraps multiple specialized disciplines into one career field. A con tracting officer must be able to apply legal and federal acquisition regulations, policy and ethics into each transaction. The contracting officer must be a meticulous cost and price analyst and negotiator, who can wrap logistics, security and gov ernment funds management together and possess skills in accounting and finance.

The contracting officer must also un derstand the technical and performance aspects of customer requirements to ap ply the correct contract type, vehicle and dozens of unique terms, conditions and clauses within the contract to ensure the best result for the customer is achieved.

Included in these unique terms, condi tions and processes that must be followed are public policy issues, like ensuring opportunities for small business are, in fact, set-aside for them and competing as a general rule, rather than contacting by sole source.

“Acquisition” is a bit more difficult term because it has multiple related, but dif ferent, meanings and has the broadest definition and colloquial usage. The easi est way to start is to differentiate between big “A” acquisition and little “a” acquisi tion.

Many call big “A” acquisition the ac quiring of major systems, like weapons, information technology systems and high

march/april

2006:.

dollar-value complex systems that are guided by the DoD 5000 series of regula tions. This type of acquisition is synony mous with the true field or profession of “program management,” where major prograns, as defined above, as well as smaller

projects,

as prescribed by agency pro cedures, are led by trained Defense Acquisi tion Workforce Improvement Act (DAWIA) Level III certified program managers. This type of program manager, from my experience, is very specific and falls under the 0340 personnel series, as defined under the Of fice of Personnel Management’s (OPM) classifica tion guide and is recognized outside of DIA as strictly an “ac quisition” job title or series. DIA has developed a unique culture of using the 0343 classification which, per OPM should be reserved and has ap only for “program analyst” to literal manger” title “program plied the ly hundreds of jobs in dozens of different career fields and functions.

“While same believe

that contracting is merely an administrative

function,

contracting is a profession that

wraps multiple specialized

disciplines into one career field.”

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In comparison, prior to DIA, I came from DISA (Defense Information Systems Agen cy), which, from an agency of about 8,000 employees, had only 12 program manag ers a program manager and a deputy for each of the six Acquisition Category One (ACAT I) major systems acquisitions.

The rest of the acquisition work force in the 0340 career fields were project man agers, project leaders or program analysts —

25

either supporting these program manag ers, or leading smaller projects. What is unfortunate is that while DIA lives this phenomenon internally, externally other career fields do not always recognize the use of the term program manager. Our unique use of titles like senior program instead of facilities manager, manager senior budget analyst, senior financial with the associated manager, etc OPM series codes in agency vacancy an nouncements causes DIA to completely miss the target audience they should be recruiting from, thus forcing them to select from a slate of “acquisition” can didates. That’s something I am currently working with the Directorate for Human Capital. In the above context, as the acquisi tion executive, I am responsible for all aspects of true big “A” GDIP acquisition and program manage ment.

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“Contractors

encompass about

I.

50 percent of the DIA work force,

and because of

The little “a” type of acquisition covers the endto-end process, from Program Object Memo randum build to contract closeout, representing the collection of indi vidual purchase request actions that result in a contract. Much like contracting, this process is governed by federal and DoD Acquisition Regulations. As stated before, this small “a” acquisition is associated with the tool “PRESS” and associated logistics and financial systems.

that, it is very important that we

getthe most for our money in terms

of oversight and

performance.”

The term contracting officer’s representa

26

tive is another phrase that has become a fulcrum of my transformation efforts.

In fact, re-defining the term “COR” as it’s used here at DIA, and re-engineer ing the entire COR arena, was one of the very first initiatives I decided to tackle something that fell squarely within my jurisdiction. In my experience, the COR is only a role, not ajob title. That role, sometimes full time and sometimes collateral, is specifically designated by a contracting officer to an individual per forming a mission that is augmented by contractors. This person oversees all post-contract-award technical oversight functions for a particular contract for services only, not commodities. Here at DIA COR is a term that has been used very broadly to designate anybody who is associated with the front end, or pre award, as well as normal post award aspects of the acquisition management process.

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I am trying to change the COR culture here. My team and I have started this process by conducting town halls, we now collect and manage COR information in a database and we published a brand new COR Desk Book that will provide policy, procedures, reference and guid ance for CORs all accessible through the AE JWICS Web site.

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You may ask, why? In the past, COR training was provided on an ad hoc basis, if at all. COR candidates were required to arrange for in-classroom training, which took individuals away from the office for up to five days. While there are ben efits associated with this type of train ing, many CORs did not take the time to become trained before a contract was awarded, and as a consequence waiv ers to COR training at DIA were the rule rather than the exception. When the Office of the Inspector General (10) asks why things go wrong, this was frequently the reason.

With this new approach to COR training and oversight, which includes free online

•:communiqué

General Services Administration training available across the federal government, there is no excuse for not getting trained waivers are no longer allowed. This will provide better governance, performance and direction to our contractors who are an extension of the DIA work force. Con tractors encompass about 50 percent of the DIA work force, and because of that, it is very important that we get the most for our money in terms of oversight and performance.

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be treated as a trusted-business advisor, rather than just a contracting specialist reacting to purchase requests at the tail end of the process.

COMMUNIQUÉ: Please address a couple of the current challenges the agency has regarding the acquisition process.

MR. BOGART: The tools that have evolved to support the acquisition func tion were built without regard to indi viduality within the acquisition process.

PRESS, the current tool that we are using, has evolved into a very cumber some acquisition device. The tool itself is not bad; it’s the processes that support it and that built it, which both need to be addressed. We are looking at how we can disable many of the stops within PRESS so they are more facilitative, responsive and agile rather than merely compli ance driven. Our goal is to allow the tool to forward documents with a conditional approval. This will allow it to continue to move forward, rather than back to the beginning, if anything is not completely correct.

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In addition to the PRESS tool, and more importantly, AE is trying to embed ad ditional AE contracting staff into other directorates to allow better synergy and promote early acquisition planning. This would allow things in the pipeline to be correct up front, making it a less reac tive process. With this new program, AE is placing senior contracting experts as acquisition planning SMEs within direc either physically embedded torates or, as a minimum, assigning contracting officers to each major customers organi zation. The intent is to build synergistic relationships with the customer and to —

marCh/april

2006

COMMUNIQUÉ: Are there overlaps in your business with the Chief Financial Executive? Perhaps you can clarify the ferences?

d(f

The Contracting Officer’s Representative Deskbook is a living reference document for CORs.

MR. BOGART: I would prefer the word “interfaces” or “interdependencies” rather than “overlap,” as that implies wastefulness and/or duplication. AE is a relatively new organization and func tion within DIA, just two years old, and we are still working through many of the roles, responsibilities and authorities that previously were performed by DAP, FE or not performed at all. The footprint, responsibility, influence and authority of the FE organization are broader and different here than at any of the other

27

organizations I’ve worked. The organiza tionai focus financial accountability, execution and producing a clean finan cial audit while a difficult task that has been met with very little success across the federal government, is one of the defining cultural qualities that sets NA apart from many other agencies.

These important agency priorities are not only an FE responsibil ity, but are an agency-wide responsibility, and as such, they have be come one of my highest priorities as I lead AE and inter act with FE. —

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By way of comparison, financial and procurement functions within almost all agencies are widely considered support or staff functions. The role of acquisition and the Acquisition Executive organiza tion has recently taken on greater impor tance and stature in the federal govern ment. Much legislation has been enacted recently to create and strengthen acquisi tion across the board.

That is one of the principle reasons for adding an acquisition defense intelligence senior executive service (DISES) position reporting to the director, even though the agency has always had a DISES in charge of procurement and contracting. The most significant of these pieces of legis ladon, from the Office of the Director of National Intelligence (ODNI), is the Intel ligence Reform and Terrorism Prevention Act as well as the National Intelligence Stratev.

In most agencies that have mature ac those that acquire quisition functions the major systems and capabilities acquisition function not only oversees ac quisition, but all other agency personnel playing role in acquisitions. For instance, the National Geospatial-Intelligence Agency has acquisition as one of its five principle line or mission organizations rather than as a support or staff function.

In this regard, the ODNI has recently sent out a draft intelligence community direc tive for review and coordination suggest ing that all agency programs should be aligned within the supervisory chaln of the acquisition executive. Aside from these organizational alignment implications, the important point here is that DIA has very little organizational process maturity and competencies in its ability to acquire and manage programs effectively and efficiently. We simply don’t know what we buy, and we don’t measure its effectiveness to support strategic objectives. This will —

—

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<corn muniq ué

improve as AE puts policies, procedures and processes in place, as well as com petency development for the acquisition work force.

When compared, FE and AE share many similar functions. We are both accused by our customers of having cumbersome, arcane, burdensome and often frustrat ing processes. We both perform oversight functions, like IG and GC (Office of the General Counsel), and we are both in terested in proper expenditure of the agencies funds. We both share less than stellar supporting information technology applications and tools that we depend on to do our jobs, and we are both account able to many diverse external and internal customers and overseers alike.

COMMUNIQUÉ: What success has AE had since the stand up of the organ&a tion?

MR. BOGART: One of the things I am most proud of is that in spite of all the chaos and challenges the agency expe rienced throughout the year, especially at year end, the entire AE team worked closely with all of its counterparts, and in fiscal year 2005, pulled off the highest rate of execution by year end than any of the last five years. This was accomplished in spite of limited staff being scatterd in various locations in the DIAC, and record levels of supplemental funds late in the fiscal year. More amazing is that of the contract specialists who were in DIA just two years ago, there are only about 10 who are still here today.

This is significant because in spite of his torically high turnover and attrition, the dedication, professionalism and tenacity of this AE team of primarily new faces united and overcame obstacles that was nothing short of heroism on their part.

I am also proud of the fact that AE has strengthened and filled almost all of its vacancies, and of those few who have left AE in the past 12 months since I arrived,

march/april

2 006

all but one have left for positive reasons such as promotions, retirements or career-broadening lateral moves. I be lieve much of that can be attributed to the management synergies that balance my outsider perspectives with the strong corporate knowledge of Denise Carter, head of the Vir ginia Contracting Activity.

—

“AEis doing

COMMUNIQUÉ: Is there anything else you would like to share with the work force?

everything it can to rebuild relationships with

MR. BOGART: One thing I would like to communicate is that AE, like many other or ganbations, is a work-in-progress and a journey, not a destination.

With all the chal lenges and the competing inter ests that we have on our plate, I’d like to ask the agency at every level to be patient and collegial in overcoming some of the historical obstacles and cultural barri ers that we face. It has taken DIA many years to get where we are today in terms of attitudes and processes, and change doesn’t happen over night. AE is doing everything it can to rebuild relationships with our customers that in the past may have gone through rough waters because of frustrations with tools, processes, and/or stretched resources. By working together, I am sure that the agency will make great strides in hitting these chal lenges head-on and succeed in providing the warfighter and poilcymakers the best possible intelligence products for which the agency is chartered.

our customers.

By working

together, I am sure that the agency will make great strides...”

r

29

/ I

Analysts and Collectors: TAKE NOTE!

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By Elizabeth K. Krug, DS

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fl cafly shrouded in mystery like many programs in intelligence the / world, most people have heard of “Stone j Ghost,” but do not know what it is, who it affects, who has access to it or even how to find it.

The Stone Ghost Cen tral Management Office I (CMO), in response to the tremendous inter est in Commonwealth partnerships and new intelligence sharing agree ments, is pleased to remove the anonymity and mystery and introduce you to the “four eyes” network known as Stone Ghost. /

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What is Stone Ghost? Stone Ghost is a four-eyes domain database comprised of worldwide intelligence products, applications, databases and services from the United

30

States and three Commonwealth partners: Great Britain, Canada and Australia.

It operates at the top secret//special intelligence level, releasable to the U.S., Australia, Canada and Great Britain.

Stone Ghost is accessible to appropriately cleared individuals with a need to access Commonwealth data and/or share intelligence with the Commonwealth or communicate with Commonwealth partners. Each nation maintains its own Stone Ghost infrastructure, intelligence products and applications.

DIA operates and maintains Stone Ghost Central’s core services and infra structure. DIA members, as well as others in the DoD Intelligence Information Sys tem {DoDIIS) community, can view Stone Ghost from their Joint Worldwide Intel ligence Communications System (JWICS) terminals through the browse-down capability provided by the Multi Domain Dissemination Service (MDDS) at )flj: //wu’wdia.usglat/ce,ttrai/. Non-DoDIIS users can browse via the Stone Ghost Mirror, a replicated, but reduced view of Stone Ghost, at http://glat.dia.ic.gou/.

Stone Ghost’s infrastructure includes more than 38 U.S. intelligence community including DIA, (IC) servers and sites the Department of Homeland Security, —

•:communiquê

CIA, the combatant commands, etc. In addition, each Commonwealth’s military intelligence services are represented on Stone Ghost Central, making information exchanges easier through the communi cation channels and tools, products and databases hosted on Stone Ghost.

The Stone Ghost domain enables col laboration with the Commonwealth allies in the development and maintenance of the network, thereby ensuring the con tinuity of defense intelligence sharing.

The Defense Intelligence Senior Steering Group-Information Management, repre sented by one-star equivalents, is respon sible for overseeing the Stone Ghost CMO, which provides support for firnctionai and capabilities management, policy imple mentation, configuration management and resource management to the opera tion of Stone Ghost. Mark Greer, vice dep uty director for the Directorate for Infor mation Managment and Chief Information Officer (DS), is the U.S. representative.

One of the most popular capabilities on Stone Ghost is the ability to send and receive classified e-mail with attachments among U.S. and Commonwealth contacts.

In some cases e-mail can be sent across

domains from a higher classification to a lower classification, and vice versa.

What does that mean? If you have JWICS access and are a DIA employee, Stone Ghost can provide a means for you to e-mail Commonwealth counterparts directly from your high-side e-mail account. Furthermore you can receive e-mail from your contacts directly to your JWICS e-mail account.

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Stone Ghost has become a key coalition intelligence sharing capability support ing military operations and exercises. If you would like to know more about Stone Ghost, please visit our home page via MDDS at htto://www.dia.us,qlat/centraL You may also view our features brochure for a list of many programs, tools, prod ucts, databases and sites provided by Stone Ghost at http://www.dia. us.glat/ central/ new/sq central/documentation! training/sq features(22Aug05) fold doe.

Interested in learning more about Stone Ghost? The Stone Ghost CMO is happy to present a briefing at your weekly, monthly or quarterly staff meeting. If this is of interest please give us a call to schedule a briefing at your convenience. “9

The Stone Ghost CMO stands ready to assist individuals interested in Stone Ghost.

Please don’t hesitate to contact any of the named individuals.

Elizabeth Krug Stone Ghost CMO cnkn tek i inc ii. dzu. us. alat cnkmeküdia-hjqh.dja.us.glat cnknzek(àdiaic.gou (202) 231-4844 DSN 428-4844

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Peter Freed Project Manager -

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Rebecca Hagelin Stone Ghost CMO cnhaqrjirnciil. dia.us.glat enhagri cstha-hzgh.tha.us.glat

march/april

2006

djftgps Qdiairgov (202) 231-2224 DSN 428-2224

Barbara Rhenish DIA, International Exchange, Stone Ghost Policy dirhebathmaiLdiaits glut dirheba’ädia-high.dia.us.qlat dithehudia. tC.QOU (703) 692-8203 DSN 222-8203

/ 31

Implementing the

GDIP ENTERPRISE ARCHITECTURE

By Susan D.jaxel, DS The GDIP EA is a data-rich model of the business ODIP Enterprise’s structure and the stan processes and systems dards that affect them within the context of overall inteffigence community (IC) mis sion and objectives.

—

—

nder the oversight of Michael Pfiueger, chief information officer (ClO) for the General Defense Intelligence Program

U

(GDIPJ, the GDIP Enterprise Architecture (EA) Team produced the first iteration of the GOIP EA. The GDIP EA is a task prompted by a congressional directive requiring each intelligence agency’s dO to develop an EA implementation plan and execute it before the end of fiscal year 2006. The initial delivery, which is key in framing this architecture, defined the business of the GDIP enterprise and the technical architecture within the frame work of the Office of Management and Budget’s Federal Enterprise Architecture Reference Models. For more informa tion about all models, please visit ±w //www.whitehouse.aou/omb/eaov/a-2EAModeIsNEW2. html.

The EA is a result of the GDIP ClO’s ef fort to effectively manage GDIP infor madon technology in accordance with the Clinger-Cohen Act of 19%, often referred to as the Federal CIO Act, which created and empowered the role of federal CIOs. Clinger-Cohen instructs the ClO of each federal agency to develop, maintain and facilitate the implementation of a sound and integrated information technology ar chitecture for their agency. Congress has further directed that the IC work together to align each agency’s EA to a broader IC EA. This IC EA shall address the mandate for increased data sharing/access across the IC. The GDIP EA initiative is managed by the GDIP EA Integrated Process Team, which is composed of representatives from the Defense Intelligence Resource Manage ment Office, the Enterprise Management Group, the GDIP Chief Technical Officer and other individuals across the GOIP Enterprise who represent GDIP functional

and technical interests. The EA group is currently conducting mission thread analyses on DIA’s intelligence campaign planning efforts, in addition to human capital management for the next iteration of the GDIP architecture. For more infor mation about the GDIP EA, please contact Sue Jaxel, GDP chief architect, at (202) 231-1827. ‘9

Droféssional PROFILES:.

The DIA EMPLOYEE ASSISTANCE PROGRAM:

Helping You Help Yourself

By Employee Assistance Program Staff, HC ince we all have a lot going on in our lives, DIA’s Office of Human Resources’ Employee Assistance Program (EAP) cre ated a work-life program, EAP OneSource.

DIA’s EAP OneSource offers you free and confidential assistance with “life’s little and not so little issues.” The program offers practical solutions, information, advice and support on a wide range of work-life issues, including your personal time, job, money, health, relationships, well-being, family and life.

S

Your time: Get tips on organization; ways to avoid stress and overload; and find time saving services for house cleaning and more.

Locate auto repair shops, contractors and other services.

• Your job: Take charge of your career.

Learn how to keep your skills current, communicate, adjust to change and make relocation easier.

• Your money: Learn how to develop a budget and deal with debt. Ways to plan for retirement, set up advance directives and liv ing wills and how to choose a lawyer.

• Your family: Tips on planning for a family, referrals to child care providers and tips on adjusting to life as a single parent or blended family. Different ways to help kids succeed in school, care for children with special needs, provide a better understanding of the collage application process. Infor mation on find ing home care and housing! assistant living options.

• Your life: Information on continuing education, finding volunteer opportunities, getting settled in a new community and much more.

RAP OneSource provides access to pro fessionals who can provide confidential as sistance and advice, referrals to resources in your community, free booklets, audio recordings, tip sheets and much more.

• Your relationships: Tips on communicat ing and strengthening relationships with family, friends and co-workers. Ways to grow as a couple and helpful advice an surviving a separation or divorce.

EAP OneSource is a free of charge service which can be accessed at wrt’w.eaoonesourre.com type “Portland” in the user ID field and “life” in the pass word field. EAP OneSource is also available 24 hours a day by telephone: within the U.S. (866) 543-3957, outside the U.S. (800) 237-42374 or collect (484) 530-5908.

You may also contact an EAP consultant within the U.S. at (202) 231-5230 or (202) 231-2797 for help in using all services.

• Your well-being: Ways to better manage the stress of caring for a family member; coping with grief and loneliness; and finding local support groups and resources.

If you have specific questions about the service, please contact Rhonda Hoff man, chief of EAP, at (202) 231-8733 or dihofrlthdia.ic.com. b9

• Your health: How to live better through exercise, nutrition and weight management.

Ways to manage chronic illness and pain, and explore options like acupuncture or massage therapy.

march/april

2006

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Employee Assistance Program staff stands ready to assist DIA employees at all

times with any and all challenges or obstacles.

Featured, left to right: Sally Scott, EAP counselor; Vivian James, staff

assistant; Rhonda Hoffman, chief of HCH-EAP and EAP counselor; and Deborah Newmark, EAP counselor.

33

.:COMMUNITY outreaEh

DIA: SUPPORTING the Veteran WARFIGHTER

By DonnaJ. Conti, DI Photo by Donnaj. ConiL DI

his past winter a group of stu dents from the Tomorrow’s Intelligence Professionals (TIP) program, along with their facilitator, Gary Patishnock, visited the Armed Forces Retirement Home, formerly known as the Soldiers and Sailors Home, in Washington, D.C. The purpose of our tour was to raise awareness of the retire ment home and to visit with the resident veterans.

T

Sheila Abarr, public affairs specialist with the Armed Forces Retirement Home, and Mr. Bennett, World War II Marine Corps Pacific Theatre Veteran.

Our visit started with an hour-and-ahalf historical tour of the facility, which was established in 1851. Abraham Lin coln lived part-time at the soldier’s home, spending about a quarter of his presi dency there, mainly to escape the capital’s humid summers. It is widely believed that Lincoln wrote the last draft of the Emanci pation Proclamation from this facility.

Since the home’s beginning, operational funding has come from the veterans themselves through monthly active duty payroll deductions, as well as fines and forfeitures. Many of us in the tour group

34

were unaware that this 276-acre facil ity existed in Northwest Washington, D.C., or that a second veteran’s retire ment home was in Gulfport, Miss. Due to Hurricane Katrina, 450 veterans from the Gulfport location had to be evacuated to the Armed Forces Retirement Home. It is expected that the Gulfport facility will be re-opened, however, the timeframe for that remains unclear due to the devasta tion of the facility’s surrounding support structures.

During our tour we were shown many of the exceptional amenities available to the veterans, including: the bowling alley, woodworking and ceramics shops, com puter and fitness centers, convenience store and a 667-seat theater for movies and live entertainment. The grounds also boast a nine-hole golf course and driv ing range, as well as two stocked fishing ponds. The facility has an on-site 200-bed primary, intermediate and skilled health care center and the Veteran’s Adminis tration Medical Center, which is located across the street from the retirement home.

After the tour, our group was invited to meet with some of the veterans over lunch. I was honored to sit with a World War II Pacific Campaign Marine Corps veteran of Guadalcanal and New Briton, as well as two Air Force veterans who were former air crew members attached to B-52 squadrons for the Strategic Air Com mand during the Cold War and Vietnam.

•:Comm uniquE

COMMUNITY outreach:. ment Home, or to participate in the Adopt a Veteran pro gram where volunteers are matched up with independent living residents that are eager to attend ball games, muse ums or other activities in the please contact capital area Melodie Menke, director of volunteer services, at (202) 730-3410. For further information regarding the re tirement home, or to schedule a tour, you may go directly to their Web site tuww.afrltgou, or contact Shelia Abarr, public affairs and marketing specialist, at (202) 730-3043. The Armed Forces Retire ment Home is located at 3700 N. Capitol St. N.W., Washington, D.C. 20011. 0 —

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There are lots of volunteer opportunities throughout the year, not just during the holiday season. To make a difference by volunteering at the Armed Forces Retire-

Top Library at the Armed Forces Retirement Home.

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Editor’s Note The Washington Post recently ran a story on the Armed Forces Retirement Home on Feb. 21. The article, “Growth Fight Invades Soldiers’ Refuge,” dis cusses a proposed plan for leasing more than half of the Armed Forces Re tirement Home land for theft afinancial survival.” The proposed development plan was to include condominiums, shops, a hotel, embassies, and medical and office buildings. Local residents and planning officials opposed the scale and scope of the plan and at the National Capital Planning Commis sion hearing, Feb. 2, the proposal was challenged and voted against. Armed Forces Retirement Home officials were asked to “reconfigure the proposal and return with a plan that calls for lessaggressive development on the site.”

Left TIP students take a peek at the store available to the veterans in the retirement home.

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Below The bowling alley at the Armed Forces Retirement Home.

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To read the entire article, go to tint ‘it.

washingtortpost. corn.

35

Civilian and Military PERSONNEL UPDATE Civilian and Military Retirements, Anniversaries and Promotions in December 2005 and january 2006 By the Office of Human Resources, HC

Civilian Retirements Ronald L. Adams, Dl Judith P. Antonitis, DA James K. Dashiell, AE Robert L. Degross, DT Kenneth J. Dolney, DA Richard W. Elliott, DI Lyle D. Franklin, DA Max L. Gross, MC William R. Gnindmann, DT Charles L. Hertz, DH

Patricia F. Johnson, FE Steve Johnson, DI Pierre A. Joly, DR Roderic N. Lizanetz, Dl James S. Major, MC Michael B. McCloskey, Dl M. Jeanette McKenna, HC William J. Porter, Dl Paul J. Prevost, DA Thomas M. Rynne, Dl Rick A. Schaefer, DR

George H. Stevens, Dl Rachel M. Stroud, HC Leslie A. Tourigny, UT Luis D. Valdes, OH Sarah G. Wilton, Dl Employee Celebrating 40 Years Federal Service Johnny H. Manders, Dl Employees Celebrating 35 Years Federal Service Charles S. Everett, Dl John C. Lee, FE Employees Celebrating 30 Years Federal Service Patsy S. Lewis, FE Robert 0. Lewis, DS Louise B. Ludwig, DA Diane Y. Mullen, HC James E. Ragland, Dl Barbara A. Seaver, DS Arthur R. Solomon, DS Employees Celebrating 25 Years Federal Service

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On Dec. 2, 2005, Thomas Francis and Army Lt. Col. Catherine Gillund, both from J2, presented Kenneth Raeder his retirement certificate and Director’s Award. Raeder retired on disability in June 2005, after 26 years with DIA mostly in the National Military joint Intelligence Center as a senior desk officer and 30 years in the federal government. Shown in photo left to right; Cillund; Slanca, Raeder’s wife; Francis; Raeder; and Charlotte and Christina, Raeder’s daughters. Not shown, daughter Jacqueline.

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36

Russell A. Battagha, FE Jacqueline Carey, DS George Chalustowski, DH Robert M. Estrada, DA James A. Hempstead, Dl JoAnn Henderson, 10 Michael W. Jones, Dl Jack N. Lucas, Dl Barbara M. Merritt, DI

•:comm unique

Lehman E. Nelson Jr., Dl James F. Peck, DA Daphne E. Poblete, IE Phillip R. Roberts, IE Elizabeth A. Seals, DH Johnny F. Staggers, DH Brian G. Wright, Dl

Cindy L. Velasquez, FE Thomas F. Villacres, DI PTA Promotion to DISES Nancy E. Scott, EQ PTA Promotions to DISL

Employees Celebrating 20 Years Federal Service

PTA Promotions to GG-15

Jerome Boatwdght, DA John P. Bortner Jr., DI Anthony L. Cook, J2 Deborah L, Farroha, DS Julian Jothan, DA Mark V. Kauppi, HC Paul D. Mattingly, OS Tiwana Morris, OS Angela P. Morton, EQ Sandra L. Randolph, DH Anita L. Reynolds, FE Gerald K. Wagner, DI

Lisa M. Benedetti, DS Katherine L. Borowec, Dl Jeremy R. Sarisbury, DS Misty A. Tullar, FE Thomas M. Vanderhoof, Dl Jozefa A. Wierzbicld, DH PTA Promotions to GG-14

Employees Celebrating 15 Years Federal Service John E. Antonitis, HM Robert H. Cohn, DI Leland P. Dixon, DH Chiara D. Eccher-Micheli, OP Anthony E. Gerardi, Dl Jonathan B. Green, Dl Willie A. Gross, DA Ashald A. Jones, DA GregoryJ. Kula,J2 John R. Minger, Dl John J. Shanely Ill, DI John F. Stone, HC Miaie H. Sung, Dl Jason D. Thompson, Dl Vinele H. Timmons, HC Wilton F. Welch, DA Michael E. Witowski, AE Mayra A. Wohnig, Dl Employees Celebrating 10 Years Federal Service Bruce H. Fitton, Dl Shawna L. Gamer, OH Douglas E. Gritzinger, DT James D. Leak, Dl Michael J. Matthews, DH Cohn Oâ&#x20AC;&#x2122;Sullivan, DS Michael P. Pfiueger, OS Scott W. Shipley, DI

march/april

Stewart R. Barnett III, DH Daniel M. Gottlieb, Dl

Cheryl A. Anderson, Dl Melissa A. Carey, FE Michael B. Claudy, DI Joseph W. Dobbels Jr., DA Laura L. Donnelly, CE Michael S. Donovan, Dl John W. Gebhards, Dl Michael J. Gunshnan, DH Todd S. Herwig, Dl Leonard L. Hoffman, DA Karen H. Hubachek, DI John C. Ivory, DI Joseph L. Kupsky, DI David K. Layman, DH George W. Leblanc, Dl Gina M. Marks, DI John R. Minger, DI Diane Y. Mullen, HC Daniel S. Rosenhoch, Dl David R. Schneider, DI Roy F. Unger Jr., DI David C. Wills, Dl Robert T. Wilson, DA Byong S. Yi, OH PTA Promotions to GG-13 Em M. Barker, Dl Julie A. Darden, DH Georgine L. DiVirgilio, Dl Joshua Erickson, Dl Michael 0. Gibson, Dl Terry L. Grisham, DI Marilyn J. Gunn, HM Melinda M. Hayman-lUnsley, DI Karen T. Karavish, DT

2006:.

Linnzi M. Kennedy, Dl Stacey A. lUttner, DH Daniel E, Koik, DI Michael A. Kosior, DS John P. Letarde, DH Jennifer M. Mariner, DI Filomena L. Myers, CS Nermine H. Nakhla Dl Robert W. Nolen, Dl Richard J. Shuster, DA Brian J. Silinski, DI Laurani Singh, DI Laura J. Troxell, HC Marisa A. Tugultschinow, DI Micah L. Vote, Dl Loren R. Wallen, DI Ambert Wang, Dl Aaron G. Wessefls, DI Joseph J. Whited, DI Jerry 0. Whttaker, DI Cdsdna M. Wortham, Dl DIA Promotions to GG12

Jason S. Bauer, Dl Luanne C. Brolly, DI Patricia M. Clough, Dl Micheal J. Copeland, Dl Alexandra E. Crawford-Batt, DI Anjanette M. Daigle, DI Jack G. Dale, Dl Eric T. Daniels, DI Karen L. Danner, FE Swetal N. Desai, DI Lea-Marie C. Dozier, DI Eric J. Dnranan, Dl Patrick J. Dutton, DI Brian W. Earley, DS Roseal F. Fowlkes, HC Jeremy R. Gibbs, DI Monica T. Gomez Isaac, DI Eric L. Hopkins, DH Sameer Hossain, DI Cindy S. Jones-Price, DA Anson C. Joyce, DI Benjamin D. Loewy, DI Diane M. Love J2, Sarah C. Marks, DI Edacheril P. Mathew, DS Lucia C. Mollaioli, DI Melodie N. Moore, DI LaAnna S. Mraz, CE Danielle M. Murtha, DI Tao T. Nguyen, Dl Eileen P. Petrovic, Dl Wilneld Pognon, DI

37

PEOPLE on the rove Kenneth W. Price, DI Michael P. Richter, DI Michael P. Riley, Dl Rolando L, Rivera-Maldonado, DI Michael W. Rutledge, Dl William A. Said, Dl Benny A. Sherman, DA Tracy R. Slone, Dl Leah N. Tracy, Dl John D. Turner, Dl Gregg W. Updike, DT Carolyn R. Vaden, HC Valerie M. Vick, DI Abigail E. Wells, Dl Katherine J. Wilson, DH Cynthia A. Wyche, HC Michael Yemshalmi, Dl Sevinc Yilmaz, DH Mi J. Zakem, Dl DIA Promotions to GG-1i John D. Anderson, Dl Sophia T. Ayala, Dl Brenda C. Brown, DI George Cano, Dl Ho-Yan Chan, DI Barrie J. Chang, Dl Stephanie Z. Chou, Dl Amanda N. Clark, DI Shannon R. Clark, Dl Brian D. Cogen, OP Lisa N. deGorter, Dl Amanda L. DeMotte, Dl Kristen A. Deschermeier, Dl Alisha 0. Dixon, Dl Raymond J. Driscoll II, Dl Charles D. Duzan, Dl Allison B. Eichner, DI Kelsey L. Erwin, DI Linda I. Etim, DI Linda D. Frost, DS Marlene A. Fuller, Dl Lisa J. Gelston, Dl Addanne George, Dl Anne-Marie George, Dl Toni Gidwani, DA Meghan L. Harrison, Dl Nam V. Huynh, DI DaeUi Hwang, DI Sandrea I. Hwang, DH Linda M. Kalister, DI Amanda J. Kruvand, DI Lareina M. Ladmer, Dl Adrienne R. Lauzon, Dl Daniel B. Lavelle, Dl

38

Scott N. Lunin, DI Carolyn S. Lynch, DI Kristen A. Machado, DI Nicole C. Masi, Dl Casey L. Mattox, DA Amanda B. Maxwell, Dl Heidi C. Mclntire, Dl Leigh A. McRight, DI Heather L. Melancon, Dl Kemper V. Mills, DA Kevin A. Mitchell, Dl Sarah D. Mravec, Dl Miriam-Grace C. Navano DA Charlotte E. Nyborg, HC Candy W. Oliver, DA Sunil V. Patel, DS Austin L. Pearl, Dl AndrewJ. Peterson, Dl Ellen F. Peterson, Dl Wendy L. Pickle, DS Sheri L. Popejoy, HC Jessica R. Reidy, Dl William J. Robinson, DI Made A. Rodriguez, DI Joy E. Schmidt, Dl Jessaka M. Scott, DI Howard A. Segal, Dl Scott W. Shipley, DI Julia A. Small, Dl June E. Sosna, OP Alberta J. Souza, DS Alan D. Stone, Dl Dorthy D. Street, Dl Darcy L. Taylor, Dl Gary W. Thompson, Dl Diego Ugarte-Carlos, Dl Michelle B. Velasquez Dl Casie E. Vinall, Dl Laura T. Viscomi, Dl Heather J. Williams, Dl Thomas P. Williams, Dl Jennifer S. Yeager, Dl PatdckJ. Veager, DI Leslie M. Zabala, Dl DIA Promotions to OG-lO Adeel Ahmed, Dl Michael G. Albertson, DI Daniel J. Amato, Dl Christopher M Armao, Dl Elena A. Asban, DI Robert S. Barocas, Dl Jason A. Barrett, DI James-Christian B. Bloclavood, DI Valerie Blue, OP

Julien D. Bowers, DI Scott M. Brittain, DI Chad B. Cantwell, FE Zachary L. Constantino, Dl Amy D. Creech, Dl Andrea D. Davidson, Dl Reeve B. Davis, DI WilUam P. DeMaida, DI Marita T. Donahue, CP Matthew T. Eble, Dl Catherine S. Elbare, DA Tony M. Ellis, DI Charles F. Femey, FE Fernando L. Garcia Jr., Dl Katherine A. Giffen, DI Adam A. Goldberg, DI Christopher M. Grant, Dl Valerie D. Green, DH Yasmin Hairim, Dl Julie C. Harbour, Dl Matthew D. Hasty, DI Michelle L. Henderson, DI Geoffrey C. Henisee, DI Brett M. Holmgren, DI John M. Horton, Dl Lauren F. Jackson, Dl Ellen A. Jacobson, DI Leif E. Jacobson, Dl Carmen R. Jimenez, DI Adam L. Johe, Dl E’Lecia D. Johnson, Dl Rebecca A. Kinn, DI Fin Malik, DI Olivia F. McClurldn, DI Catherine T. McMahon, DS Julia H. Midland, DI Quashetta D. Miller, DS Sanjay Y. Murty, Dl Michelle S. O’Brien, Dl Daniel P. OVeilley, DI Jaeda L. Pang, Dl Flowarin Patanakul, Dl Elizabeth M. Perry, DI Chelsea L. Pierce, DI Nikko M. Price, CE Mohammed N. Qureshi, Dl Jay K. Rangan, Dl MexanderJ. Rossmffler, Dl April L. Runkle, DI KrisUne A. Saunders, DI Darryl K. Stevens, DS Kimberly E. Stokes, DI Gregory B. Stoneberg, Dl Karen M. Sudkamp, Dl Daniel J. Tobin, DI

•:communiqué

PEOPLE

on IIbe move

DIA Promotions to GG-07

Patricia L. Von Hollen, Dl Robert D. Van Hooser, DR Lauren T. Van Horn, DT Emily G. Vasquez, FE Jeffexy B. Vollers, Dl Birgit E. Waidmann, Dl Laurie L. Weisser, DI Cara M. Wells, DI Carolyn G. Wilkinson, DI Candace P. Williams, DI Darlene E. Williams, DA Em E. Wilson, DI

Raymond G. Flores, DA Melvin E. Mosby Jr., DA DIA Promotion to GG-O5 Kristen E. Parks, HC Army Promotions Lt. Col. Troy A. Faber, Dl Lt. Col. Louis C. Giammotteo, DI Lt. Col. Blaise P. Liess, CE Lt. Col. Paul H. Ross, DH Chief Warrant Officer Troy A. Stiffier, CE Chief Warrant Officer Roger L. Gamble, DR Sgt. 1st Class Todd W. Bales, DR Sgt. Mary P. Amoakoh, DT

DIA Promotions to GG-09 Lisa A. Akins, DA Margaret C. Baker, HC Emil P. Boudreau, DI Emily P. Caven, Dl April R. Chenier, HC Shirley Croskey, Dl Karen 0. Doyle, DA Tiffany L. Eppelheimer, Dl Rosanah Fung, DI Jenny L. Handy, Dl Jason Larson, Dl Patrick J. Lee, Dl JusUn S Manldn, Dl Pedro 0. Milo, DI Patrick E. Sinaguinan, Dl Wallace E. Willis, HC

Navy Promotions Cmdr. Brent S. Freeman, DH Cmdr. Sean C. Mavbee, CE Lt, Cmdr. Leah Amerling, DR Petty Officer 1st Class Bill Roblit, DI Petty Officer 1st Class Jason \V. Taylor, DS Petty Officer 1st Class Kathryn M. Wood, HC Petty Officer 2nd Class David I. Lomeli, Dl Petty Officer 3rd Class Richard D. Ripani, Dl Mr Force Promotions Chief Master Sgt. Andrea E. Moodie, Dl Senior Master Sgt. Danny L. Cmdup, Dl Master Sgt. Lisa D. Crawford, DI Master Sgt. Jeffrey A. Melton, Dl Staff Sgt. Rory R. Mcdonald, DA Staff Sgt. Jeffrey M. Weyen Jr., DS â&#x20AC;&#x2DC;

DIA Promotions to GG-08 Tara E. Edlund, Dl Ronald 0. Jenkins Jr., DA Masoud Mehfar, Dl

DIA Welcomes NEW EMPLOYEES DIA Welcomes the Following Civilian and Military Personnel Who Arrived in December 2005 and january 2006 By the Office of Human Resources, HC Civilian Hires Betty J. Bars, DH Melanie J. Beatty, RC Steven R. Bini, DA Jack M. Black, OP Cordelia A. Boersma, DA James Boykin Jr., DS

march/april

Gregg S. Boyle, DA Allen D. Bozarth, DT Deborah S. Breckner, FE Mack J. Catella, AE Barbara R. Cather, DS Samuel J. Chang, DI Jean M. Chlastawa, RC

2006.

Cortney L. Crawford, DA Olga M. Crerar, FE Denise G. DeLoatch, DT Ryan M. Dixon, Dl Michaline M. Dobrzeniecki, HC Ashly S. Flint, RC Ruthie L. Ganues-Slay, DA

39

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Karen E. Graulich, Dl Paul C. Gresens, DI Sharon E. Halls, Dl Cornelius L. Hayes, HC Kenneth R. Herrington, DA Bruce 0. Hill Sr., DA Rachel M. Houhoulis, DA Adam T. Houlihan, DA Vanessa R. Howard, FE Patricia B. Howlett, Dl Susanna Y. Huang, DT Jasmine J. Hughes, DI Ahmad Ishag, DS Tabitha D. Jett, DA Michael Johnnides, DI Andrew T. Knestaut, DR Oregon’ J. Kula, J2

Joshua B. Lalldn, Dl Christopher J. Leitzke, FE Jennifer T. Marsik, CS William B. Milbach, US Eric A. Miller, Dl Everett C. Miller, DS Romanita Y. Miller, J2 Dallas N. Newsome, FE Ann Peane-Saxena, CE Ralph A. Peredo Jr., UT James Richard III, DI Stephen J. Richard, DH Ronald J. Ringuette, DI Au R. Roozitalab, UT Elizabeth A. Rouleau, FE Lana M. Salvidio, HC Heather M. Santagata, HC

Damon A. Scott, DA Jeffrey M. Seng, lE William D. Seward, Dl Marcus H. Sgro, DI Stephen R. Shea, FE Tamara L. Slater, OP Bradley W. Smith, Dl Erick ID. Speight, Dl David H. Stapleton, Dl Craig D. Turman, DI Eugene E. Warner, AE Troy A. Washington, DI Scott R. Watson, Dl John D. Williams, Dl Yoshiko A. Williams, FE Kyle C. Wyckoff, DI

Active Duty Assignments Army Maj. John C. Boyarski, Dl Staff Sgt. James Conrad, DS Capt. David Coy, J2 Maj. David M. Kobs, Dl Sgt. 1st Class Portia M. Lee, J2 CpL Joseph Martindale, DA Sgt. Joann M. McKlveen, IDA Navy Petty Officer 1st Class Stephanie D. Allen, J2 Lt. Cmdr. Michael B. Bilzor, DI Lt. Cmdr. Robert L. Dewitt Jr., Dl Lt. Derek D. Elling, DT Lt. Joseph D. Fraser, Dl Chief Petty Officer Richard P. Heintz, Dl Lt. Cmdr. Andrew D. Johnson, DH Petty Officer 1st Class Edward S. Kessler, US Lt. Cmdr. Peter T. Laird, Dl Lt. Cmdr. Matthew R. Lane, DR Lt. Cmdr. David Moselia, DS Cmdr. Randall E. Ramel, DH Lt. Cmdr. Joshua S. Reyher, DT Lt. Cmdr. Matthew A. Ross, DI Lt. Christopher H. Smith, DH Petty Officer 2nd Class Reva L. Stout, DS Lt. Cmdr. Louis T. Unrein, DR Lt. Eric D. Wyatt, DH

40

Marine Corps Sgt. Rico A. Lopez-Flores, J2 Master Gunnery Sgt. William L. Wellman, HC Air Force Tech Sgt. Eric S. Bailey, DR Lt. Col. Christopher K. Brooks, DH Staff Sgt. Marc A. Castilleja, DS 1st Lt. Jacek M. Dempniak, DI Col. Joseph L. Hollett, Dl Master Sgt. Edward L. Hoover, DI Maj. Timothy A. Kraner, J2 Capt. Cam A. Macomber, DH Tech Sgt. Scott E. Matthew, Dl Col. David B. Mayer, DH Tech Sgt. Adrian N. Mclendon, CE Staff Sgt. Mon J. Molake, DR Lt. Carlos H. Montances, DT Col. Steven R. Otto, DI Senior Master Sgt. Darren Pettis, DR Staff Sgt. Richard B. Picklesimer, DT Capt. David M. Ross, Dl Maj. Timothy M. Shadid, DH Maj. Ronald C. Shepherd, DH Capt. Michael Z. Smith Jr., US Capt. Andrew J. Steffen, DR Maj. Scott D. Weenum, Dl “9

•:com mu niquê

on the HORIZON

events for April & May 2006

April

April 24 May 12 Directorate/ Special Office Bonus Board Meet -

April 1 Daylight Saving Time Begins April 7 All original appraisals must be submitted to eZHR Forms Archives April 17 Deadline to file Individual Tax Returns

April 25 Holocaust Remembrance Day April 27 Raising Resilient Children: Post 9/11, from 8:30 to 10:30 a.m., in the DIAC Conference Center N-138

May 14 Mother’s Day May21 Armed Forces Day May 23-25 Agency Bonus Board Meets May 29 Memorial Day Observance

May

April 19 Swing with CWF Spring Golf Tournament, at 2 p.m., at The Courses at Andrews, South

May Asian Pacific Heritage Month

April 22 Earth Day

May 7- 12 DoDUS Worldwide Conference, Dallas, Texas

For further information or updates concerning these events, please refer to the Internal Communications Web site.

EVER MISSED OUT on a copy of the Communiqué?

Now you don’t have to. Starting with this issue, copies of the Communiqué can be picked up from racks located by most elevators in the DIAC and the lobby in Clarendon. Offices not located in the DIAC or Clarendon will continue to receive copies via regular distribution.

•

4.

:trrt

•t-

i

IiII

I’

JP-a

The Office of Employee Assistance: “TAP OneSource” Presents

Guest Speaker, Mary Atwater,Psy.D Raising Resilient Children: Post 9/11 Date: April 27, 2006 Time: 8:30 10:30 a.m.

Location: DIAC Conference Center, N-i 38 —

In this training, guest speaker Dr. Mary Atwater, a neuropsychologist and expert in child/teenage development will discuss the concept of resilience in chil dren. She will propose nine aspects of raising stress-hardy kids and offer lessons on how to structure home life that fosters resilience.

It is important to know how to raise your children to become stress-hardy in today’s fast paced world.

Sign up today in eZHR. Look for your next special event on May 18: “Suggestions for Building Financial Stability and Retirement”