Summer 2008 The Chronicle 1 - United States Navy...form, educate, entertain and generate new ideas. An official publication, The Chronicle is printed using appropriated funds in compli-ance

The ChronicleSummer 2008 1

The Chronicle2 Summer 2008


Captain’s Call .................................... 4

James Ward retires......................... 12

Crawley honored ............................ 16

Federal Employees of the Year ......... 18

Lean Six Sigma Green Belts ............. 20

Mikolajcik visits namesake building ... 22

Anytime, anywhere ........................ 24

Internet cafe back online quickly ...... 26

Innovators .................................... 28

Combat Operations Centers ............. 36

Toastmasters mark 10 years ............ 42

SSC Charleston hosts VIPs............... 46

The final word................................ 50

6 Urbon assumes command

Capt. Bruce Urbon becomes SSC

Charleston’s seventh commanding officer

June 26.

12 Charles named TD

SSC Charleston’s former Chief Engineer

Philipp Charles has been named Technical

Director.

18 CNO visits

The Navy’s top admiral viewed MRAP inte-

gration operations during a recent visit.

On the cover

Capt. Bruce Urbon re-lieves Capt. Red Hooveras SSC Charleston com-manding officer. Seestory on page 6. Photo bySusan Piedfort.

Photos on inside frontcover by Tom Egbert.

Back cover art by AraceliRoach.

See page 6

Photo by Susan Piedfort

InsideInsideSummer 2008 Vol. 14, No. 2

ChronicleChronicle

Commanding Officer ...... Capt. Bruce UrbonExecutive Director ............... Philipp Charles

The Chronicle is a quarterly publicationdesigned for SPAWAR Systems Center,Charleston employees. Its purpose is to in-form, educate, entertain and generate newideas. An official publication, The Chronicleis printed using appropriated funds in compli-ance with Document Automation and Produc-tion Service regulations. Contents of TheChronicle are not necessarily the officialviews of, or endorsed by, the U.S. Govern-ment, the Department of Defense, the U.S.Navy or SSC Charleston.

To view The Chronicle online, visitwww.sscc.spawar.navy.mil and click “AboutUs.”

P.O. Box 190022North Charleston, SC 29419-9022

TheThe

ChronicleChronicle

SSC Charleston’s MissionTo provide knowledge superiority to naval and

joint warfighters and peacekeepers through thedevelopment, acquisition and life cycle supportof effective, integrated Command, Control, Com-munications, Computers, Intelligence, Surveil-lance and Reconnaissance (C4ISR) systems.

Editor ........................................ Susan Piedfort


It is an honor for me to take the helm at this great com-mand. Under Capt. Red Hoover’s strong leadership, SSCCharleston has made tremendous strides in many areas, andhe has laid a solid foundation for success for SSC Atlantic. Iintend to continue in the tradition of providing quality prod-ucts and services to our customers.

While there are many new faces and names to learn, I’mno stranger to SPAWAR. In 1997 I was assigned to theSPAWAR Space Field Activity, serving as a systems engi-neer on a reconnaissance satellite acquisition program. Thenin 1999 I was assigned toSPAWAR PMW-159 as FleetSupport Officer and ProgramManager for the Next Genera-tion Command and ControlProcessor (NGC2P). Since2006 I’ve worked with theSSC Charleston Tidewaterteam as director of Type Com-mander (TYCOM)/CombatantCommander (COCOM) Op-erations, heading thecommand’s new Fleet SupportOffice and serving as the com-petency lead for 4.0 Logisticsand Fleet Support.

My operational backgroundincludes service as First Lieu-tenant and then Main Propul-sion Assistant in the frigateUSS Miller (FF-1091), fol-lowed by a tour as Navigatorin the Second Fleet FlagshipUSS Mount Whitney (LCC-20). Just prior to reporting toSSC Charleston last year, Iserved as the Combat SystemsOfficer aboard the aircraft car-

‘...Very fortunate to be a part of this team...’rier USS Theodore Roosevelt (CVN-71).

Following postgraduate school, I was assigned to the Of-fice of Naval Research as Program Manager for the Preci-sion Signal Intelligence (SIGINT) Targeting System (PSTS)Advanced Concept Technology Demonstration (ACTD).With education and experience in the space field, I am amember of the Navy’s Space Cadre. In 2002 I was assignedto the Fleet Technical Support Center, Atlantic (FTSCLANT)as Combat Systems Department Head.

My time serving SSC Charleston in Tidewater has beenincredibly rewarding, andI feel very fortunate to bea part of this team at thispivotal time in its history.We have great and excit-ing times ahead. The nextfew years will bring manychanges as we go forwardas SSC Atlantic, and ofcourse the normal, day-to-day support we provide toour customers will con-tinue. Whether travelinghalfway around the worldto set up an Internet caféor operations center, orworking right here in ourown “back yard” integrat-ing MRAP vehicles, Iknow our SSC Charlestonteam of government, mili-tary and industry partnerswill provide outstandingservice to our Navy andour nation. I am extremelyproud to be a part of thisSPAWAR team that istruly making a difference.

Capt. Bruce Urbon, Capt. Red Hoover and Rear Adm.Michael Bachmann prepare to be piped aboard during theSSC Charleston change of command June 26.

Photo by Tom Egbert


Last call

from Captain Red Hoover

As you read this, you have a new commanding officerwho is ready and able to lead you to new successes in thenext few years. I am confident Capt. Urbon will make youproud of his abilities and his leadership.

It was three short years ago that I stood before many ofyou and said how truly excited I was about the opportunitiesahead. I can hardly believe those three years passed soquickly. But when I look at all that has been accomplishedby this great team, it’s hard to believe it has been only threeyears!

When I became commanding officer of SSC Charlestonin 2005, I felt assured that we knew our course and couldtake on any challenge.

There were a few things I did not foresee. I did not fore-see our involvement with an armored vehicle program thatwas the highest acquisition priority for the Department ofDefense. I would never have predicted that I’d be called onto testify before Congress about ourabilities or that we would welcomethe Secretary of Defense, Secretaryof the Navy, Chief of Naval Opera-tions and more than 70 elected offi-cials, general officers and flag offic-ers through our gates as a result ofour vital role in saving warfighterlives.

I knew that our Internet café pro-gram was changing history by givingwarfighters a communications capa-bility unlike any in the annals ofarmed conflict, but I did not foresee that we would have morethan 800 cafés up and running throughout Iraq, Afghanistanand the Balkans. That’s thanks to our great government/in-dustry partnership and dedicated individuals who live andwork alongside the warfighters, far from home and lovedones.

I knew this SSC Charleston team was dedicated to engi-neering process improvements and accountability for prod-uct and service delivery, but I did not foresee that we wouldbe the first SPAWAR systems center to obtain CapabilityMaturity Model Integration (CMMI) Maturity Level 3.

While we knew that BRAC ’06 called for the merger ofexisting East Coast systems centers into SPAWAR Atlantic

“You have all made a

tremendous impact on

me. I admire you all and

will watch with pride as

you continue to grow and

excel through teamwork.”

by October 2008, I didnot foresee how well ourteam would take on thechallenge to address compe-tency alignment, end-to-end(E2E) engineering alignment, engi-neering processes, corporate operations, military alignments,financial, legal and contract consolidation efforts.

I knew I’d travel around the globe to meet our deployedemployees, industry partners and customers, but I neverceased to be amazed at how our strong, dedicated team con-tributes to joint and combined operations in ways no onecould have imagined. To see our people in action is to knowhow good they are.

In a climate of major process change throughout the com-mand — with BSC, CAO, NSPS, Navy ERP, BRAC – youstayed on course to our strategic vision. The successful pro-

grams are too numerous to mention.Our products continue to be deliveredto the warfighter at an incredible rate.These past few years have brought mo-mentous change for this organization.With change comes great opportunity.Every time the bar has been raised youhave responded by exceeding expec-tations.

People are the heart of this organi-zation, the reason for successfulachievement, the strength of effort.People are our most important resource

in delivering our capabilities to the warfighter. It is not enoughto say that I have been incredibly honored to serve as com-manding officer here. I am so fortunate to have had the op-portunity to serve alongside you in my Navy career.

I have considered it a distinct honor and privilege to workwith each and every one of you. Your technical proficiencyand tenacity inspire me. Your professionalism gives me con-fidence. You welcomed Cherrie and my family into your fam-ily, for which we will always be grateful.

You have all made a tremendous impact on me. I admireyou all and will watch with pride as you continue to growand excel through teamwork. I will surely miss you. Thankyou.


Capt. Bruce Urbon relieved Capt. Red Hoover as com-manding officer of SSC Charleston June 26 in a change ofcommand ceremony held in the horseshoe in front of Bldg.3147. More than 500 people – including local, state and na-tional officials, military leaders, invited guests, family, friendsand employees – gathered to witness SSC Charleston’s sev-enth change of command.

“Captain Hoover has very impressive credentials and greatpersonal qualities, and he’s added some magnificent accom-plishments while serving as commanding officer of SSCCharleston,” said Rear Adm. Michael Bachmann, commanderof SPAWARSYSCOM and keynote speaker for the ceremony.

He lauded Hoover’s role as a catalyst in the pendingmerger of three existing systems centers into SSC Atlantic,effective Oct. 1, and his ability to achieve a strategic visionfor the center across major process changes involving orga-nizational structure, personnel systems and resource plan-ning. Under Hoover’s leadership the center attained Capa-bility Maturity Model Integration (CMMI) Maturity Level

3, the first SPAWAR systems center to do so, Bachmannnoted.

In his final address to the SSC Charleston workforce astheir commanding officer, Hoover said that as he has trav-eled around the globe to meet deployed employees, industrypartners and customers, he never ceased to be amazed athow much that dedicated team contributes to joint and com-bined operations.

“While we are sitting here today, our government and in-dustry teams are deployed all over the world. There are over800 folks completing C4I integration on numerous MRAPvehicles,” Hoover said, adding that SSC Charleston employ-ees are performing installs on ships and at shore installa-tions, are deployed in theater throughout Iraq and Afghani-stan, and are working in Germany, Italy, Kuwait, Spain andeven Antarctica.

“All of this effort is taking place nonstop while we are allsitting here. This is what I have been so proud of as com-manding officer these last three years; of this command’sincredible focus on the warfighter, and determination to pro-

Urbon assumes commandSurrounded by family and loved ones, SSC CommandingOfficer Capt. Bruce Urbon, left, and Capt. Red Hoover, right,

cut the ceremonial cake after the SSC Charleston changeof command June 26.

Photo by Tom Egbert


vide quality and efficient solutions in a timely manner,”Hoover said.

A native of Flushing, Mich., Hoover received a bachelorof science degree in engineering from the University of Michi-gan-Flint in 1984. He also holds a master of science degreein physics from the Naval Postgraduate School in Monterey,Calif.

His sea assignments were on board the frigate USSMeyerkord (FF 1058) and guided missile frigate USS Elrod(FFG 55). After becoming an Engineering Duty Officer in1994 he was assigned to Puget Sound Naval Shipyard ascombat systems project manager for the aircraft carrier USSLincoln (CVN 72) 1996 complex overhaul. In 1998 he re-ported to Naval Sea Systems Command, SEA 53, to assist inthe formation of a new office for managing combat systemsand C4I interoperability.

In August 2001 he reported to PEO Theater Surface Com-batants as part of the Cooperative Engagement Capability(CEC) program office. He became the Fleet Support andAegis Integration Manager for PEO Integrated Warfare Sys-tems Command and Control Directorate (IWS 6N) in March2002.

Hoover reported to SSC Charleston as executive officer(XO) in June 2004. While serving as XO and deputy chiefengineer, Hoover oversaw more than 80 command engineersand science and technology officers through a Systems En-gineering Group. He established engineering-level relation-ships with the Program Executive Office, Integrated War-fare Systems (PEO, IWS) and Chief of Naval Operation’sStrategic Studies Group. Under his leadership as XO morethan 620 ship and 150 shore C4ISR installations were ac-complished.

Hoover became the sixth commanding officer of SSCCharleston in June 2005. He led the C4ISR integration pro-gram for Mine Resistant Ambush Protected (MRAP) vehicles,the number one acquisition priority for the Department ofDefense, increasing production from five to 50 vehicles aday. Through the successful integration of more than 8,700vehicles in the past year, SSC Charleston efforts have beeninvaluable to the Global War on Terrorism in both Iraq and

Continued on next page

Photo by Tom Egbert


After the formal reading of official orders, Urbon salutesRear Adm. Michael Bachmann as he assumes command ofSSC Charleston.

Urbon salutes and sideboys render honors to start the traditional change of command ceremony.


Change of command

Afghanistan, Bachmann noted. Under Hoover’s vision anddirection, SSC Charleston made major strides in improvingcommunication barriers for deployed troops by establishingInternet cafés in Afghanistan, Iraq and the Balkans. By theend of September 2008 more than 1,000 Internet cafes willbe in use there, providing warfighters with a communica-tions capability unheard of in the history of warfare.

“Throughout his assignment, Red demonstrated his pro-fessionalism and expertise in a wide variety of disciplines.Technical competence, superior managerial abilities and in-spirational leadership have characterized his performancewhile here in Charleston,” Bachmann said. “As Red moveson, I envision even greater things from him. His family can

be proud; his nation assured that he will take with him thoseleadership qualities wherever he goes.”

Bachmann presented Hoover the Legion of Merit for hisaccomplishments at SSC Charleston. Hoover’s next assign-ment will be in the Program Executive Office, IntegratedWarfare Systems (PEO, IWS) in Washington, D.C., as theCG(X) Systems Integration Program Manager.

Calling Urbon “the right man to continue the momentumthat Captain Hoover has created,” Bachmann said, “I havegreat confidence in your depth of commitment, your level ofcompetence, and your breadth of experience, particularly withSPAWAR and our mission.”

Photo by Tom Egbert


Continued from previous page

Photo by Tom Egbert

Above, SSC Charleston Executive Officer Cmdr. Scott Hellerwatches as, at left, Rear Adm. Michael Bachmann pins theLegion of Merit to the uniform of Capt. Red Hoover. At top,Navy Band Jacksonville performs for the crowd which num-bered more than 500.


A native of Shaker Heights, Ohio, Urbon is a graduate ofThe Ohio State University, where he earned a bachelor ofscience degree in aeronautical and astronautical engineeringin 1985. He was awarded a master of science degree in as-tronautical engineering from the Naval Postgraduate Schoolin 1992.

Urbon’s operational background includes service as firstlieutenant and then main propulsion assistant in the frigateUSS Miller (FF-1091), followed by a tour as navigator inSecond Fleet Flagship USS Mount Whitney (LCC-20). Healso served as the combat systems officer (CSO) aboard theaircraft carrier USS Theodore Roosevelt (CVN-71).

Following postgraduate school, Urbon was assigned tothe Office of Naval Research and assumed duties as pro-gram manager for the Precision Signal Intelligence (SIGINT)Targeting System (PSTS) Advanced Concept TechnologyDemonstration (ACTD). In 1997 Urbon was assigned to theSPAWAR Space Field Activity, where he served as a sys-tems engineer on a multibillion dollar ACAT 1D-equivalentreconnaissance satellite acquisition program. During this tour,he completed the Defense Systems Management College(DSMC) Advanced Program Management Course and re-ceived Level III certification in the field of program manage-ment. He was also selected for membership in the Navy’sAcquisition Professional Community and was identified as amember of the Navy Space Cadre.

In 1999 Urbon reported to SSC Charleston, where heserved as Fleet Support Officer and Program Manager forthe Next Generation Command and Control Processor(NGC2P). In 2002 he was assigned to Fleet Technical Sup-port Center, Atlantic (FTSCLANT) as Combat Systems De-partment Head. Upon completion of his tour on USS Theodore

Roosevelt in 2006, he was assigned to SSC Charleston toserve as the command’s first director of type command(TYCOM)/combatant command (COCOM) operations anddirector of fleet support.

“Under Red Hoover’s strong leadership, SPAWAR Sys-tems Center, Charleston has made tremendous strides in manyareas,” said Urbon after reading his orders in the time-hon-ored Navy change of command tradition. “For the men andwomen of SPAWAR Systems Center, Charleston, I am trulythrilled and honored to take the helm from Red Hoover and Ilook forward to meeting the challenges ahead together.”


Photo by Tom Egbert

Angie Urbon updates her husband’s uniform with the addi-tion of a command pin which the captain is now entitled towear as commanding officer of SSC Charleston.

At left, the NavalWeapons StationColor Guard pa-rades the colors atthe start of the cer-emony.


By Lt. Brian PhillipsMRAP Lean Six Sigma Black Belt

April 2, 2008, presented itself as the most unexpected —yet exciting — encounter of my career. At approximately0945 I received a call from the Mine Resistant Ambush Pro-tected (MRAP) Program Manager. On the other end of theline the voice said, “I am about to make your day; the Chiefof Naval Operations (CNO) will be at your facility at 1100.I need you to set up the facility and be ready to brief him.”

My initial reaction was a big gulp followed by a shot ofadrenaline, realizing that I had to condense a normally in-tense preparation cycle into only one hour. The briefingmaterial was developed so I had the team put up allstoryboards and sweep up the facility quickly to completethe tasking at hand. Within 20 minutes Capt. Red Hoover,commanding officer of SSC Charleston, was on site helpingto prep for the unexpected visit, ensuring all details werecovered and that the facility was ready for the highest rank-ing officer in the U.S. Navy.

CNO makesunscheduled visitto MRAP vehicleintegration team

Photo by Tom Egbert

CNO Adm. Gary Roughead chats with members of the MRAP vehicle integration team, above, and is led on a tour of thefacility by then-SSC Charleston Commanding Officer Capt. Red Hoover, below, during the admiral’s visit April 2.

Photo by Tom Egbert

This expeditious visit was very similar to how the MRAPprogram has progressed since its inception: faster than hu-manly possible. The MRAP family of vehicles provides op-erating forces multiple mission-role platforms capable ofmitigating IED, underbody mines and small arms fire (SAF)threats, the greatest casualty producers in the Global War onTerrorism. The MRAP platforms include a suite of govern-ment-furnished equipment to help warfighters be successfulon the battlefield. SSC Charleston oversees the integrationand installation work after the vehicles are accepted fromthe manufacturers. The MRAP team also performs


Above, CNO Adm.Gary Roughheadtours the MRAP in-tegration facility. Atleft, the CNO thanksthe captain beforedeparting.

Photo by Tom Egbert

Photo by MC1Tiffini M. Jones

interoperability testing and orchestrates transportation of thevehicles from South Carolina to the Middle East. While manywere transported by air initially, most are now sent by ship.SSC Charleston teams also deprocess the vehicles in theatre.The MRAP program has gone from inception to Full RateProduction in a little over a year. That is about 5 times fasterthan most traditional acquisition programs of this type.

Adm. Gary Roughead, the CNO, arrived promptly at 1100at SSC Charleston’s MRAP vehicle integration facility aspromised. The admiral was quick to congratulate the teamfor success in meeting the nation’s demand signal to ramp upproduction to 50 vehicles fully integrated with a full compli-ment of communications, computers, command and control,intelligence, surveillance and reconnaissance (C4ISR) sys-tems. The CNO ensured not only that he learned all the de-tails of what it takes to integrate the vehicles, but also that heshook as many hands as possible and delivered as many per-sonal “thank you’s” as he could for all the hard work done.

This visit also gave the CNO the opportunity to look overthe facility and observe a joint program in action, which hewas very excited to see. Many of his questions focused onhow the services were able to balance requirements and en-sure interoperability with each other. Overall he was veryimpressed with how, in a highly compressed time frame, theservices have teamed to develop the best product at pennieson the dollar compared with original estimates. To put theaccomplishments of the MRAP in perspective, this effort isthe first of its kind and production increased by 10 times in

only four months; development and acquisition ramped upmore rapidly than the Jeep in World War II — especiallynoteworthy considering that the MRAP is a much more com-plex vehicle.

As the CNO departed, his final comments to CaptainHoover were about how the lessons learned in the MRAPprogram needed to be shared with all programs across theDoD. He was highly impressed with the workforce, leader-ship, facilities and with SPAWAR as an agency. The visitwas a resounding success in that it showcased the high qual-ity work we do at SSC Charleston, and it allowed the CNOto see the MRAP integration team in action.


Ward ends Navy civilian careerJames D. Ward, technical director of SSC Charleston, was

praised by local military and community leaders and Navyand state leaders as he ended a 31-year career of public ser-vice to the U.S. Navy in a retirement luncheon held March28 at the SSC Charleston Conference Center.

With Nick Sulllivan of Code01000 as master of ceremonies,the retirement ceremony featuredspeakers Rear Adm. MichaelBachmann, commander ofSPAWAR Systems Command;Rear Adm. (Sel) Tim Flynn, Pro-gram Executive Officer for En-terprise Information Systems(PEO-EIS); Brig. Gen. TomMikolajcik, USAF (Ret.), com-munity leader and the namesakeof SSC Charleston’s Bldg. 3146;Chris Miller, PEO C4I technicaldirector; Carmela Keeney, SSCSan Diego technical director;several SSC Charleston depart-ment heads and Ward’s three sonsZachary, Pete and Jason. In ad-dition, letters sent to Ward on theoccasion of his retirement fromnumerous local, state and na-tional elected officials were readduring the ceremony.

“The State of South Carolinaremains proud of the role that

SPAWAR Systems Center, Charleston has played in savingthe lives of our nation’s warfighters,” said U.S. Sen. LindseyGraham in a letter to Ward. “Through your management andguidance, it has become increasingly evident that the UnitedStates Navy realizes the importance and valued contribution

of SPAWAR Systems Center,Charleston.”

In his remarks, Ward praisedthe SSC Charleston team whichhe has led since becoming ex-ecutive director five years ago.“It has been the highest honorto stand and serve with you. Iwill leave here with what youhave given me – friendship,partnership and optimism,” hesaid.

As the senior civilian leaderof a change-enabled organiza-tion that is engaged in hundredsof warfighter programs, Wardwas credited with anchoring thecommand’s global workforcewith sound systems and soft-ware engineering practices. TheSSC Charleston workforce,consisting of 2,500 civil serviceemployees (73 percent in sci-ence, IT or engineering fields)and more than 9,000 industrypartners, has found effective and

Ward speaks to the guests attending hisretirement luncheon March 28 in theconference center.

TransitionsTransitions

Then-SSC Charleston Commanding Officer Capt.Red Hoover prepares to present a plaque to retiringTechnical Director James Ward.


efficient solutions in the Global War on Terrorismand directly improve the enablement, safety andquality of life of warfighters. The SSC Charlestonteam is currently engaged in the integration of vari-ous electronic systems into Mine Resistant, ArmorProtected (MRAP) vehicles, and has designed andinstalled transportable air traffic control (ATC) fa-cilities in Iraq and Afghanistan for U.S. CentralCommand Air Forces. They have also designed,procured and installed more than 600 Internet cafés,giving warfighters a communications capability un-surpassed in the history of warfare.

Ward was also praised for initiatives such asthe New Professionals, which has attracted someof the nation’s brightest minds to the Charlestoncenter, and for the establishment of an InnovationProgram which has led to the development of newproducts for the warfighter such as inflatable an-tennas.

A native of Hampton, Va., Ward holds a bachelor of sci-ence degree in electrical engineering from Virginia Polytech-nic Institute and State University, and a master of businessadministration degree from the College of William and Mary.He is a graduate of the Federal Executive Institute, and com-pleted the Senior Fellows Program of the John F. KennedySchool of Government at Harvard University.

Ward relocated to the Charleston area in 1996, duringconsolidation of the Navy’s four east coast Electronic Engi-neering Centers. In 1998 he was selected to head the con-solidated organization’s Command and Control Systems De-partment, and in 2003 he became SSC Charleston’s execu-tive director, the senior executive service (SES) civilian re-


Clockwise from top,Rear Adm. MichaelBachmann, Jamesand Vanessa Ward en-joy a speech byCharlie Adams aboutthe technical director;Ward’s granddaugh-ter helps him open hisgifts; Rear Adm. WillRodriguez and NickSullivan embrace asattendees applaud;and Ward enjoys a re-tirement dance withVanessa.

Photos by Susan Piedfort


Ward retirementContinued from previous page

sponsible for setting command-wide strategic goals, devel-oping and implementing policies and procedures, and man-aging all engineering and business operations. In 2007 thejob was renamed “Technical Director” to align with the or-ganizational chain of command of SPAWARSYSCOM.

In February Ward was awarded the state’s highest civil-ian honor, the Order of the Palmetto for “setting a standardof excellence second to none,” according to Gov. MarkSanford. Today’s warfighters are better equipped and saferthanks to the technological advancements made at SSCCharleston on Ward’s watch, Sanford noted.

Ward’s advancement of the local knowledge-basedeconomy was recognized by the Charleston Metro Chamberof Commerce in May 2007 when he was presented the Manof the Year award for the public sector at the ThinkTEC In-novation Summit.

In April 2001 Ward was presented the Navy Superior Ci-vilian Service Award for his leadership in the integration ofmajor elements of the Navy’s telecommunications infrastruc-ture into SSC Charleston. He received the Outstanding Man-ager and Executive Award from the Charleston-area FederalExecutive Association in 2000, and the Distinguished Civil-ian Service Award in 2008.

- Susan Piedfort, Chronicle Editor

Ward reacts to a standing ovation by the crowd at the con-clusion of his retirement speech.

Through the years...

a c a r e e r o f s i g n i f i c a n c e


PhilippCharles

Former SSC Charlestonchief engineer named

technical director

Philipp H. Charles, who has served as Chief Engineer forSSC Charleston since 1997, was recently named to succeedJames Ward as SSC Charleston’s technical director.

A native of Cincinnati, Ohio, Charles served in the U.S.Marine Corps from 1976 to 1979, and as a Marine, he wasselected to serve on President Jimmy Carter’s presidentialhonor Guard. In December 1986 he earned a bachelor ofscience degree in electrical engineering from Rutgers Uni-versity and shortly thereafter began working as a project en-gineer for the Navy. He undertook postgraduate studies dur-ing evenings, earning a master of science degree in engi-neering management from Florida Tech in 1993. He is also agraduate of the Federal Executive Institute, Leadership for aDemocratic Society Program in 2001, Defense AcquisitionUniversity where he received an Acquisition ProfessionalCommunity Level III certification in 2004, and he wasawarded a certified Lean Six Sigma Green Belt in 2007.

In his previous position as chief engineer for SSC Charles-ton, Charles provided technical leadership to 2,200 govern-ment personnel involved in numerous defense-related C4ISRtechnical business projects. He provided the technical vision,and ensured that effective controls, guides and processes werein place to develop and deliver hundreds of quality Navy,joint and national products and services in a timely and effi-cient manner. He represented the command on key technicalissues of national interest and interfaced with other Navy,joint and national organizations at all levels.

Charles served as Technical Director of Architectures forthe ASN(RDA) Chief Engineer from 2001 to 2005. His ef-forts in this role earned him the Special Act Award for hiswork in developing architectures and systems engineeringfor FORCEnet and acquisition of Navy Network Centric War-fare (NCW) capabilities.

Charles led the Navy’s end-to-end Y2K laboratory test-ing program for the Chief of Naval Operations’ Y2K Officefrom late 1998 through January 2000. His engineering

prioritization assessments earned him the Presidential Y2KCouncil Medal and his second Meritorious Civilian ServiceMedal.

Additionally, Charles has led the development of an ad-vanced outcome-based methodology and NTIRA/GEMINIItool set for rapidly assessing the impact of acquisition deci-sions on warfighter capabilities associated with complex sys-tem-of-systems architectures. He has conducted numerouslarge-scale engineering assessments in support of NCW goalssince May 1997, including the development of the Charles-ton Integrated Products Center and Systems Integration En-vironment, a cohesive strategy for developing and testingNCW capabilities in an engineering environment.

His early management experiences between 1989 and1997 were at Naval Electronic Systems Engineering Activ-ity (NESEA), and Naval Command, Control and Ocean Sur-veillance Center In-Service Engineering East (NISE-East)serving as a section head and branch head. He supervisedand managed the work of up to 92 government and contrac-tor personnel, a budget of approximately $30 million a year,and $75 million in contracts as the Contracting Officer’s Tech-nical Representative (COTR).

With Dr. Charles Dickerson, Charles coauthored the book,Using Architectures for Research, Development and Ac-quisition, which was used by George Mason University as atextbook.

Philipp CharlesPhoto by A1C Tim Taylor, USAF


SSC Charleston’s Ken A. Crawley has been selected aTop Navy Engineer of the Year by the Assistant Secretary ofthe Navy (Research, Development and Acquisition.)

Crawley was one of seven SPAWARSYSCOM employ-ees honored in the competition, which included nearly 60submissions. The award recognizes Crawley’s work withadvanced antenna and RF systems, particu-larly his contribution to the Expanded Mari-time Interdiction Operations (EMIO) com-munications system. The system provideshigh speed data and voice to crews boardingvessels of interest (VoI) while underway.

Crawley improved the antenna and radiosystem operation to greatly reduce serviceinterruption and provide reliable communi-cations between staff on the host vessel andthe boarding party. The award citation notedthat the electronics engineer’s efforts “havemade the task of interdiction much more ef-fective and safer for our warfighters.”

SSC Charleston supports the EMIO pro-gram by providing ship-to-ship Line of Sight(LoS) communications to boarding parties.The system design utilizes commercial-typewireless network systems to provide easy implementationand interoperability with common commercial network andcomputer systems.

Designing a dependable wireless link to operate betweenmoving vessels on open seas offers challenges beyond thoseof a normal terrestrial link. A terrestrial LoS microwave linkdoes not move, although path loss can vary over time due toducting effects. Engineering a successful data communica-tions link over land is straightforward, even when includingstatic water segments between the two terrestrial endpoints.

A maritime LoS microwave link is entirely different. Allof the difficulties and losses inherent in a terrestrial link are

Crawley named a Top Navy Engineer present, plus the relative positions of the two end points ofthe link vary and the variability of the transmission mediumbetween them also varies.

Maritime LoS microwave links are also different with re-spect to terrestrial microwave equipment design and the dataprocessing software algorithms for negotiating the best modu-

lation waveforms. These are optimized forthe highest data rates under static conditions.Commercial Off-the-Shelf (COTS) solu-tions are not optimized for continuous rene-gotiation of the variables presented in amaritime environment. As a result, the pathmust be engineered with the greatest signalmargins possible to keep the maritime ef-fects at a minimum.

Also, COTS antennas are designed withthe assumption they are bolted in place andwill not move in relative position. Maritimeantennas are displaced in three dimensionssimultaneously and quickly.

Crawley was called upon to review theimplementation design, test the radio fre-quency (RF) components and overall sys-tem operation, and recommend system im-

provements to ensure communications reliability to meetmission requirements. After undertaking research and prac-tical testing at SSC Charleston’s Sullivan’s Island lab facil-ity and in on-water testing, Crawley proposed improvementsto the system to increase effectiveness and reliability in awide range of conditions.

Initial testing showed that variable sea conditions greatlyaffect the reliability of the link and additional signal gainmust be designed into the system to achieve minimum re-quirements for distance and data rate. Most notability, waveinduced rolls expected during interdiction operations will

HonorsHonors

Ken CrawleyPhotos provided


exceed the vertical beam angle of the original antenna sys-tem.

Antennas are optimized to provide the highest transmit/receive focus (gain) in a particular direction or elevationbased on the designed use of the system. Generally the higherthe gain an antenna provides, the more directional the beam.The radiation pattern of the antennas installed on the vesselsprovided effective communications when both were mountedvertically, but as the vessel rolled, the antennas tilted fromvertical resulting in reduced signal amplification.

Crawley’s test and evaluation process resulted in severalrecommendations, including adding amplifiers to both theVessel of Interest (VOI) system and the host vessel to keepthe system design “symmetrical.” He also recommended re-placing the antenna on the VOI system to increase the verti-cal beam width and adding another antenna for use in highersea states, and selecting an RF transmission line with thelowest loss practicable. Crawley also provided proceduresand training to the boarding team to install the VOI antennaas near vertical as possible.

These improvements provided a system that worked ac-ceptably in varying sea states under which actual operationsoccur. The continuous contact and large volume of data theboarding teams will have access to will not only increase theeffectiveness of operations, butalso reduce operational costsand potentially save lives.

Referring to RF engineer-ing as an “art form,” Crawleyattributed his success with theEMIO system to “… educa-tion, experience, motivation,and humility. Lack any one ofthese elements and you willfail,” he said. “RF Engineer-ing has colors that are the elec-tromagnetic spectrum; eachbehaves differently. Often atextbook solution, or a prod-uct brochure solution, will failbecause there are complica-tions that lie outside of theproblem statement,” he said.

Crawley’s work in RFpropagation/antenna design inSSC Charleston’s communica-tions department has taken himaround the world. He also per-forms antenna and RF systemperformance review and test-ing to identify system deficien-cies and recommend perfor-mance enhancements to im-prove systems to meet opera-tional requirements.

He was selected SSC Charleston Engineer of the Year in2002 for a telemetry relay he designed, built and installed inAntarctica. During a six-month tour in Iraq in 2004 he es-tablished the SSC Charleston office in Balad, locating a siteand negotiating with the Army and Air Force for its use. Heand Jim Watson of SSC Charleston’s Pensacola site, alongwith some willing Iraqis, cleared Operation Desert Stormwar debris from the site.

In 2004 he, along with fellow SPAWARriors DonMcCormick and Dean Glace (who has since retired fromSSC Charleston,) received a patent on a high-efficiency, com-pact antenna assembly. Crawley has also filed a patent for atactical AM broadcast antenna.

“This is wonderful recognition of your contributions toboth Department of the Navy, as well as DoD,” saidSPAWARSYSCOM Commander Rear Adm. MichaelBachmann in a note to the SPAWAR honorees in the NavyTop Engineers and Scientists competition.

Crawley and other SPAWAR award winners — SSC SanDiego’s James Finneran, Dr. John Meloling, Paul A. Miller,Hoa G. Nguyen, Dr. J. Scott Rodgers and Mihajlo Tomic —were honored in a Pentagon ceremony May 29. During thepresentation Crawley was lauded for providing “thewarfighter with a reliable tool they can count on for infor-

mation and force protectionduring dangerous operationsat sea. Your efforts have im-proved the product, savedmoney, and ensured greatersuccess in assigned opera-tions,” his award citationnoted.

The Department of theNavy has over 35,000 scien-tists and engineers pursuingresearch, development, acqui-sition and sustainment. Theaward was established tohonor those who reached su-perior technical achievementsand to promote continued sci-entific and engineering excel-lence.

Last year SSCCharleston’s Chris All ofCode 5521 was honored inthis competition for his inflat-able satellite antenna innova-tion.

- Susan Piedfort,Chronicle Editor

Crawley’s work with RF propagation and antenna designhas taken him around the world to Iraq, above, and to Ant-arctica, where he is pictured below.


FEA honors

SSC Charleston employees were honored for teamwork,scientific prowess, heroism, communications security andoutstanding supervision during the Greater Charleston AreaFederal Executive Association (FEA) Employee of the Yearprogram.

More than 300 people filled the Naval Weapons StationRedbank Club May 21 to honor federal civilian employeesand uniformed military personnel in nine categories. SSCCharleston employees were on hand to cheer on the MineResistant Ambush Protected (MRAP) vehicle team as it wonfirst place honors, Carl Agren of Code 56410 and RichardDemmerle of Code 56320 as they won first runners up, andEvelyn White and Nancye Kutch as they were recognized assecond runners up in their respective categories.

The Outstanding Team Award was presented to the MRAPVehicle C4I Integration and Delivery Team -- 13 militaryand civilian SPAWAR employees who, along with more than800 industry partners met a critical need of delivering 1,500fully C4I-integrated MRAP vehicles to Iraq by Dec. 31, 2007.In March 2007 the Assistant Secretary of the Navy for Re-search, Development and Acquisition (ASN-RDA) and theMRAP vehicle Joint Program Office (JPO) entrusted SSCCharleston with this life-saving mission.

The team, led by Joseph Rodgers and Peter Ward, alongwith industry partners, the 841st Transportation Battalion,and the 437th and 315th Airlift Wings met this goal, and asubsequent production goal of 50 integrated vehicles per day

by Dec. 15. Working long and tedious hours, the team metand exceeded their goals. They completed integration on thefirst 1,500 vehicles in November 2007, enabling in-theaterdelivery by Dec. 31, and they met the production goal andmilestone of integrating 50 vehicles per day on Dec. 5, 10days ahead of schedule.

Given its importance as the top Department of Defenseacquisition priority and as a proven lifesaver for warfighters,the MRAP integration program has had wide-reaching im-pact. MRAP vehicles are proven to save the lives ofservicemembers deployed in-theater against the explosiveforces of Improvised Explosive Devices (IEDs). With theprotection of this vehicle, warfighters can better focus ontheir tasks and can locate IEDs and the insurgents who plantthem more safely.

The MRAP integration program has had direct, positiveeconomic impact on the greater Charleston community, withmore than 850 industry partners hired in direct jobs that arefeeding the local economy.

To meet the goal of producing 50 integrated vehicles aday, SSC Charleston employed Lean Six Sigma (LSS) prin-ciples and associated management tools to increase vehicleoutput, reduce cycle time and improve product quality.

Carl Agren, first runner up in the Outstanding Scientific/Professional Employee category, serves in the Intelligenceand Information Warfare Department as the chief scientistfor the Network Common Operating Picture (NetCOP) inte-

SPAWARriors namedEmployees of the Year

Peter Ward, left, and Joseph Rodgers, right, are congratu-lated by Citadel President Lt. Gen. John Rosa, USAF (Ret.)as they accept the FEA award for Outstanding Team onbehalf of the entire MRAP integration team.

Photo by Tom Egbert

HonorsHonors


grated system.He led the spiraldevelopment,deployment andadoption ofNetCOP, a nearreal-time situ-ational aware-ness tool sup-porting thewarfighter, inthe U.S. CentralCommand areaof responsibility(AOR). Encom-passing theMiddle East andnearby areas in-cluding Iraq, theneed for assuredcommunicationsin this AOR is ofparamount im-portance. Agrendeployed to theTheater Net-work CommandCenter inBahrain and throughout the European and African theatersin 2007, typically working 10- and 12-hour days to facilitateimplementation of NetCOP and related systems. He hasagreed to live and serve for a second year in one of the world’sharshest environments to continue this effort.

Electronics Technician Richard Demmerle was first run-ner up in the Heroism/Valor category. He was the right per-son in the right place at the right time in two separate 2007emergency incidents, a kitchen fire Jan. 1 and a motor ve-hicle accident Feb. 24. He was first on the scene to a NewYear’s Day fire in a residence in his neighborhood. He res-cued a family member from the smoke-filled home, then re-entered the house with his personal fire extinguisher to quicklyput out the fire, ensuring minimal fire damage. On Feb. 24Demmerle was first on the scene of an accident in MoncksCorner involving an overturned truck. Two occupants weretrapped inside and one was ejected, sustaining internal inju-ries. Using a tool from the medic unit on scene, Demmerleextricated the two people trapped in the truck. Thanks to hisquick thinking, the victims received prompt medical atten-tion and all survived the accident. In addition, Demmerlevolunteered to stand duty at the Pine Ridge Fire Department(PRFD) in Goose Creek for four consecutive days as thePRFD firemen mourned the loss of their fallen brothers whowere among the Charleston Nine.

Nancye Kutch of Code 83360 was second runner up inthe safety/security employee category. She has flawlessly

managed aCommunica-tions SecurityMaterial Sys-tem (CMS)/Electronic KeyManagementS y s t e m(EKMS) ac-count of morethan 10,000items, one of thelargest in theNavy. In addi-tion to SSCCharleston, shesupports eightlocal tenantcommands andfive SSCCharleston sat-ellite offices.She is recog-nized as one ofthe leading ci-vilian expertsc o n c e r n i n gNavy EKMS/

CMS policies and procedures.Evelyn White, a supervisory contracts specialist branch

head in Code 22310, was second runner up in the outstand-ing supervisor category. Leading a team of four contract spe-cialists and four purchasing agents, White was responsiblefor the award and administration of Task Orders and Simpli-fied Acquisition procurements (SAP) in support of SSCCharleston’s command and control systems department. Sheserved as a key member of a focus group analyzing procure-ment processes and was vital to the group’s successful ac-complishments. She also served in a leadership role to de-velop competencies and performance objectives in prepara-tion for the command’s transition to the National SecurityPersonnel System (NSPS).

Other SSC Charleston employees honored by the com-mand with nominations in this year’s FEA Federal Employeeof the Year award program were Lonnie Cowart, Public Af-fairs Officer of Code 85100 for Managerial/Executive; Elec-tronics Technician Kenneth J. Ballard of Code 55100 forTechnician/Assistant; and Management Technician Torri L.Jenkins of Code 83100 for Clerical/Adminstrative.

Since 1967 the Greater Charleston FEA has sponsoredthe Employee of the Year program as a means of publicizingthe high caliber of civilian and military employees of thefederal service. Tom Crawford, chief meteorologist for WCIVNews, emceed the ceremony for the sixth year in a row.



L e a n S i x S i g m aL e a n S i x S i g m a

36 complete Green Belt training courseThirty-six SSC Charleston employees recently completed

a 40-hour Lean Six Sigma (LSS) Green Belt course. Thetraining emphasized using LSS methods and techniques inprojects and rapid improvement events.

SSC Charleston’s LSS Certified Master Black Belt DaleDavis served as instructor for the training.

The Department of the Navy recognizes five LSS beltlevels, according to Davis, white, yellow, green, black andthe Master Black Belt. White belt is strictly an awarenesslevel. The official Navy course is available at Navy Knowl-edge Online (NKO). The Yellow Belt is a foundation levelgeared toward the subject matter expert participating on aLean Six Sigma team. SSC Charleston offers a one-day Yel-low Belt course that includes practical training with com-monly used LSS tools.

Green Belts provide the backbone of the SSC CharlestonLean Six Sigma implementation. The LSS Green Belt courseprovides a thorough understanding of what Lean Six Sigmais and how it works in practice at SSC Charleston. The five-day class prepares participants to become team leaders/fa-

cilitators of process improvement teams using tools and meth-odologies of Lean Six Sigma. These techniques are integratedinto a “roadmap” called DMAIC (da-MAY-ik.) DMAICstands for Define, Measure, Analyze, Improve, Control andrepresents the steps and order to be followed during a pro-cess improvement effort.

The Green Belt course is highly interactive and team fo-cused. Case studies, hands-on exercises and group activitiesoffer practical application of statistical concepts learned. Thecourse provides participants with sound data analysis tech-niques to look at problems in a manner that will allow themto make better business decisions.

Lean Six Sigma Black Belts are the centerpiece of theprogram, integrating the strategies of Lean Six Sigma. BlackBelts are improvement experts deployed to lead and mentorprocess improvement efforts. Throughout their four-weekBlack Belt training, participants internalize the methods andtools of Lean Six Sigma.

The training itself is conducted over the course of fourmonths. Students in the Black Belt course are nominated to

SSC Charleston Lean Six Sigma Green Belt trainees con-centrate on their final exercise, firing a “statapult” as otherteam members watch and record the results. Through threerounds of performing the exercise, each group attempts to

standardize its method through various adjustments to theprocess. The ultimate goal is to learn to reduce variationand lessen mistakes during processes in order to fulfill cus-tomers’ requirements.



attend and have successfully completed the Green Belt pro-gram.

Receiving certificates were Deni Albrecht, Travis Axtell,Bruce Billian, Lindsay Blackwell, Larry Burks, Tim Covey,Jeffrey Cuttino, Danny Dotter, Bernice Fields, Carol Fur-long, Ken Galloway, Jim Han, Carlos Herbas, Eric Herrman,

A total of 36 SSC Charleston employees completed a 40-hour Lean-Six Sigma green belt training course in May.Green belt candidates will use their LSS competencies to

facilitate rapid improvement events and teams and supportblack belts in their organizations.

Doris Hunter, Deanna Jackson, Clyde Koenig, Albert Kunze,Genie Lindsay, Adam Mergenthal, Brooks Osteen, JasonPizarro, Rebecca Reed, Saif Rehman, Matthew Rutherford,Reed Sauter, Anishi Scott, Jason Sellers, Damon Shivvers,Voka Stokes, Aaron Stransky, Vincent Trapani, Paul Walter,Jeffrey Welch, Carl Wetzel and Michael Williamson.


General tours namesake building


The last time Brig. Gen. Tom Mikolajcik (USAF, Ret.)had seen Bldg. 3146 it was unfinished on the inside butheld more than 400 dignitaries and well wishers, includ-ing U.S. senators, the S.C. governor and a multitude offlag officers and area commanders.

Since the ceremony marking its dedication in honorof Mikolajcik last year on March 16, Bldg. 3146 hasbeen populated with more than 200 SSC Charleston em-ployees and industry partners and has all the equipmentthey need to meet the needs of the warfighter and thedemands of our country’s national response mission. The

Brig. Gen. Tom Mikolajcik (USAF, Ret.) speaks to as-sembled employees during an awards ceremony beforegoing on a tour of Bldg. 3146.

Ken Bible of the Networks Engineering Division reviewsa chart describing the capabilities of Bldg. 3146 toMikolajcik, as then-Technical Director James Ward lookson at right.

general was recently treated to a tour of the new buildingto see firsthand the work being done by several engineer-ing divisions that were previously spread out across theSSC Charleston campus. The state-of-the-art, 57,000-square-foot facility provides more flexible office and labspace and has enabled efficient teaming by collocating likework together.

The Mikolajcik Engineering Laboratory Center replaced10 modular buildings. Code 55000 consolidated NetworksEngineering Division work from eight different locationsinto the building.


A recent Citadel graduate was the proud recipient of anaward which honors the father of an SSC Charleston em-ployee. The Robert G. Miller Memorial Sword was presentedto Ens. Jeffrey A. Cornielle during an awards convocationheld at The Citadel May 1.

Robert “Robbie” George Miller was born Aug. 12, 1924in West New York, N.J., to second generation immigrant par-ents from Germany. Living near the Great Palisades next tothe Hudson River, he could see the tall buildings of Manhat-tan and the open channel to the sea. Drawn to the sea at anearly age, Miller joined the Sea Scouts and spent many hourson the Hudson River.

He graduated with the class of 1942from St. Joseph’s High School in WestNew York, N.J. As did most of his classof the “Greatest Generation,” he volun-teered to serve in the armed services. Hejoined the Army intent on taking the fightdirectly to the Nazi German empire. Thiswas somewhat ironic since his fatherwas born in Germany and his grandfa-ther arrived in the U.S. from Germanyas a young boy in 1884, changing thefamily name from “Muller” to “Miller”to embrace their new American homeland.

Miller was with Gen. George Patton in many Seventh andThird armies campaigns across Europe, including the Battleof the Bulge. He was a T-Sergeant (Technical Sergeant) inthe heavy artillery and was the lead in the fire control com-mand sequence, directing fire to the enemy. Miller never spokemuch of his heroic deeds, merely saying he did his duty and

just that. When it was suggested well after the war that Millergo back to Germany to visit, he said he saw enough on footin those four years to last a lifetime.

After returning home to New Jersey, Miller volunteeredas a Sea Scouting Master in the late 1940s and early ‘50s.He married in 1953, and he and wife Dorothy raised fourchildren in Teaneck. He served as a Boy Scout Assistant ScoutMaster from 1966 to 1973. His sons became Eagle Scoutsand his daughters First Class Girl Scouts (Eagle Scout equiva-lents).

Miller always loved the sea and spent many hours shar-ing this passion with friends and family. He joined the U.S.

Power Squadron in 1973 and taught thepublic boating class for many years. Hewas a certified navigator with a “full cer-tificate,” served as commander of thePalisades Power Squadron in New Jer-sey for several years, and taught the freeboating safety class until his death in1996.

As a memorial to their father, Patricia,Maureen, James and Robert “Bob” Wil-liam Miller (an SSC Charleston employee

in Code 53130) established the Robert G. Miller MemorialSword award. It is presented to The Citadel NROTC Seaservices candidate who embodies Miller’s leadership skillsand dedication to serve his nation and others, and who ap-preciate and love the sea.

Photo provided


At left, SSC Charleston’s Bob Miller, Ens. Jeffrey Cornielle,Cornielle’s son Nathan and wife Sara, Miller’s wife Sherri,son Robert T. “Robbie” Miller and daughter Madelyn Millerpose after the award presentation at The Citadel. Above,Robert G. Miller at the helm.

Citadel award honors SPAWARrior’s dad

Continued on page 34

Cmdr. MillerTSgt. Miller


By Janel BrownThere’s a good reason why the Joint Communication Sup-

port Element (JCSE) is called the “The Voice Heard Aroundthe World,” and SSC Charleston’s Code 5594 has a lot to dowith it.

Immediate accessto broadband

SSC Charleston Code 5594, located close to JCSE head-quarters, in Tampa, Fla., has delivered 36 Small Commandand Control Internet over Protocol (SC2IP), pronounced“skip,” units to JCSE and has orders for five more this year.The SC2IP allows JCSE to deploy around the world and stillhave immediate access to NIPRnet and SIPRnet, as well asDSN, VoIP, VoSIP and video-teleconference capabilities.

SC2IP is JCSE’s Everything Over Internet Protocol (EoIP)building block to support JTFs or JSOTFs. The SC2IP comescompletely self-contained with portable power generation,satellite access via a Very Small Aperture Terminal (VSAT),and a basic complement of both VoIP and analog phones ca-pable of secure and nonsecure voice services.

When other services such as CENTRIX or direct internetaccess are required, the SC2IP can provide them too. It is arobust, modular telecommunications package ideal for aninitial entry team, advanced party or small headquarters sinceit provides broadband C2 certified services within a smallfootprint for up to 40 users.

The SSC Charleston Code 5594 JCSE Team, led by KenBedwell, interim Code 5594 branch head; Tim Roland, JCSEproject manager; the support team of James “Buck” Henry,

The Code 5594 JCSE Integration Team is comprised ofRobert Pierson, Robert Profit, Jeremy King and RobertDittman. Robert Sanicola is not pictured.

AnytimeAnywhere

Four locations -- from Virginia to Hawaii to Qatar to Italy-- give worldwide JCSE coverage for warfighters. JCSE andSSC Charleston will lead the effort to establish IP servicesat Standardized Tactical Entry Points and Teleports (SuiteC) throughout the world.

AnytimeAnywhere


From left, SSC Charleston Code 5594 staff pictured aboveare David Wortham, Mark Simon, Cheryl Ankrom, TimRoland, Homer Wilkerson and Buck Henry.

Cheryl Ankrom, Dave Wortham, Homer Wilkerson and MarkSimon; and the integration team of Robert Pierson, RobertProfit, Jeremy King, Brian Dittman and Robert Sanicolaworked to develop and integrate the Internet Protocol (IP)architecture that has put JCSE on the leading edge of tech-nology. They transitioned JCSE from a circuit-switched ar-chitecture based on Promina Time Division Multiplexers toan EoIP architecture which uses packet-switched equipmentto provide improved service while saving size, weight, cost,manpower and complexity.

JCSE was the first DoD organization to be fully certifiedto operate using an IP-based protocol in the DISA networkand they have already used this technology in 11 joint opera-tions in both Iraq and Afghanistan and during several con-tingencies, including the Hurricane Katrina recovery effortand the evacuation of American personnel from Lebanon.

JCSE’s demonstrated success with this SSC Charleston-developed IP architecture led to their recent selection by theDISA Teleport Program Office as the model for TeleportInternet Protocol Generation III architecture. This selectionmeans that JCSE and SPAWAR will lead the effort to estab-lish IP services at Standardized Tactical Entry Points (STEP)and Teleports (Suite C) throughout the world.

To accomplish this goal, JCSE has partnered with DISAand the combatant commands to install SC2IP’s correspond-ing reach-back architecture into teleports worldwide and to

Acceptance testing is being performed by members of the Integration Team.

tie deployed EoIP packages into the current circuit-basedDISN reach-back architecture which allows global commu-nications coverage. So far, SPAWAR and JCSE have jointlyinstalled five STEP EoIP gateways located at the WahiawaTeleport, Hawaii; the Lago Patria Teleport, Italy; the North-west Teleport, Virginia; Camp As Sayliyah, Qatar andLandsthul, Germany. These new STEP EoIP installs will soonbe followed by new installs in Bahrain; Fort Buckner, Ja-pan; and finally, Camp Roberts, Calif.

Photos provided


Throughout the history of armed conflict warfighters havehad little or no way to stay in touch with their loved ones. Atbest communication was slow and infrequent. This is nolonger the case, thanks to SSC Charleston, whose personnelhave designed, procured and installed more than 700 Internetcafes and phones used by U.S. servicemembers in Iraq, Ku-wait and Afghanistan.

Never before have our deployed menand women had the communications ca-pability and the access to technology theSSC Charleston team has provided,with help from SSC San Diego. InInternet cafes in Iraq, Kuwait, and Af-ghanistan, servicemembers of each ofthe armed services are able to accessthe internet to e-mail, chat, exchangemusic and photos, attend distance learn-ing college courses, and video telecon-ference with their friends and familywhile deployed in support of current op-erations. These services are providedat no cost and are available 24/7.Thisprogram has set the standard for whatservicemembers will expect in future deployments in orderto stay in touch with friends and family while they are serv-ing in times of conflict.

We don’t just install Internet cafésBut SSC Charleston does more than just set up the equip-

ment.Justin Burtosky is an industry partner who deployed to

Iraq in early 2008, one of more than 500 SSC Charlestongovernment employees and contractors in theater setting upInternet cafés and providing C4I support to warfighters. Hewas on his way to the coffee shop when some soldiers toldhim about an Internet café damaged by enemy fire.

SSC Charleston’s lead for the overall Internet café effortis Mike Hartman, out of Stuttgart, Ger-many, with Joe Keane as division head.Jim Clarkson is the lead over the Iraqarea of responsibility for Internet cafés.DRS Technologies Inc., is SSCCharleston’s industry partner in the ef-fort.

Keane received an e-mail fromBurtosky recently detailing the situationand the actions he took. The note wasforwarded to then-SSC Charleston Com-manding Officer Capt. Red Hoover, whoforwarded it to SPAWARSYSCOMCommander Rear Adm. MichaelBachmann as an example of “the amaz-ing job SPAWARriors are doing provid-ing C4I support to our troops.”

Burtosky’s after action report chronicling the events ap-pears at right.

Warfighters impressed withrapid repair of Internet café

Spc. Peshraw Barzinji, of Kansas City,Mo., and Sgt. 1st Class Willie Nelson,of Manning, S.C., log on to check e-mail from home at an Internet cafe inIraq in this 2005 photo.

Photo by Sgt. Andrew A. Miller


Subject: Internet Café damageFrom: Burtosky, Justin

All,Today at around 0900z, ... a rocket detonated directly

above [one of our Internet cafés] hurling shrapnel straightdown into the café, directly above where the black box andcomputers were set up. Luckily, nobody was killed in theattack....

Unfortunately, there were a few folks injured who wereusing the cafe but they are OK. The cafe itself was renderedinoperable due to damage from the blast.

When I arrived here to take a damage assessment I wasvery surprised to find that there was minimal damage whichonly took me a few hours to fix and get them back on-line.....

The following is a list of the damage done: 1) Rx COAXCable severed by shrapnel; 2) Ethernet cable going from theswitch to the router severed by shrapnel; 3) Desktop had ahole blown into the top by shrapnel which destroyed the DVDRom and damaged the HD; 4) 17" LCD damaged beyondrepair; 5) The black box with the modem, switch and routerinside looks like swiss cheese, but amazingly none of thecore components were damaged....

The following is what led up to my arrival at the site.....As I was walking into the coffee shop at around 1330z,

two soldiers walked up to me and asked me if I had heardabout [the explosion.] Obviously I had no idea what theywere talking about.... They then told me what had happened....

Without even getting my Chai Tea, I immediately tried tocontact the unit and find out what was damaged....The reportI got was bleak and not very detailed. So it was time to move.

Within the hour I had almost a complete cafe in parts readyto go.... I went and found the soldiers and let them know thatI was ready to go if they had room to take me back with themso I could try and get the site back up...

I really think that this blew them all away....They wereextremely happy that I was re-sponding so fast, without hav-ing got “official word” aboutwhat had happened.....

So they helped me get all theequipment loaded up and werolled out...

I wish you all could haveseen the faces of these guyswhen we arrived at [the site]and I stepped out of the [ve-hicle] I was riding in ... It waslike kids at Christmas...Theycouldn’t believe I was there tofix it so fast.

The nicest thing to all of thisare the smiles on the faces of all the soldiers that are sittingaround me using the internet cafe that had earlier gotten blownup. It makes it worth it!

- SkI

Soldiers from the 101st AirborneDivision (Air Assault), line up touse the Internet and phones at aMorale, Welfare and Recreationtent in Kuwait in this photo from2003. The SSC Charleston teamhas designed, procured and in-stalled more than 800 Internetcafés used by servicemembers inIraq, Kuwait and Afghanistan.

Justin BurtoskyPhoto provided


2008 innovators and projectsSSC Charleston’s ‘08 innovator

team leaders, and their projects, are:

Employing Expert KnowledgeElucidation to Retain Corporate In-vestment

Renee Puzio, Code 524A0Expert Knowl-

edge Elucidation(EKE) is anemerging toolwithin KnowledgeManagement. Itspremise is thatmanagers and sub-

ject matter experts retain vast amountsof mission-critical knowledge regardingthe risk they have encountered in theirwork experiences. This knowledge canbe discovered, documented and man-aged so that the experts’ ideas, experi-ence, knowledge and vision are retainedin the event that they leave their currentrole. This innovation will investigate acost-effective way to determine the fea-sibility and affordability of integratingEKE into SPAWAR’s best businesspractices. It will explore the time andresources required to conduct EKE andtranscribe the results into a useable for-mat. Participants will evaluate EKE’spotential to significantly reduce projectrisk and eliminate waste and variance.Deliverables will summarize the execu-tion of the experiment and present theparticipants’ conclusions and recom-mendations regarding further investiga-tion into establishing the EKE processwithin SPAWAR.

Characterization of the Portabil-ity of SDR Wave-forms to SmallForm FactorPlatforms

Dexiang Xu,Code 55200

Migrating toSoftware Defined

Radio (SDR) technology allows for themovement of waveform software to dif-ferent hardware platforms without re-developing the software each time. Thegoal of this effort is to gain a betterknowledge of the behavior of SDRwaveforms on Small Form Factor (SFF)hardware platforms by performing aport of the JTRS version of the Wave-form To Be Ported (WTBP) for use onthe Handheld, Manpack and SmallForm Factor (HMS) JTRS product line.The information gathered from perform-ing and studying the resulting behaviorof the port will be used to determine howto better design waveforms to performeffectively on SFF platforms whilemaintaining portability. Completion ofthis project will result in a new versionof the WTBP, running on a handheld de-vice. In addition, the innovation teamwill provide a Waveform Porting Re-port (WPR), including lessons learnedon how porting costs can be reduced andhow waveforms can be designed in or-der to maximize their reusability. Fur-thermore, completion of this effort willresult in SSC Charleston’s having alaboratory team of engineers, in house,capable of performing efforts similar tothis port, whose expertise can be lever-aged on to all variety of SDR programs.

IO Cyberspace InitiativeSamuel Yaryan, Code 56100The goal of this

project is to ex-plore the possibil-ity of creating anenvironment whichwould enablecross-domain Hu-man, Social, Cul-tural and Behavioral (HSCB) Model-ing across the broader DOD, Intelli-gence Community (IC), Department ofState (DOS) and Academic communityof interest (COI) – a COI which cur-rently doesn’t formally exist. This re-

quires discovering, cataloging, and dis-seminating HSCB modeling approachesacross the COI. Desired results includeidentifying opportunities fortransitioning leading edge concepts andcapabilities to the various IO Warriorswe support and establishing StrategicPartnerships between SSC-CH and keyCOI members. In support of Joint In-formation Operations (IO) Planning &Analysis, this effort will explore theintersection of a newly establishedDOD HSCB R&D area, and a new aca-demic discipline called “ComputationalSocial Science.” Emerging Academic,Intelligence, DOD, and Department ofState HSCB Modeling efforts will besurveyed, cataloged, and disseminatedwith results made available for poten-tial cross-community collaboration.Strategic Partnerships will be developedand requirements for SSC Charlestonestablishment of a leadership role inHSCB Modeling will be defined.

Disconnected Identity Federationand Delegation

Michael Ramirez, Code 53E00This project

will develop amethodology toprovide offlineprovisioning ofidentity tokens sothat users will haveaccess even whendisconnected from their normal net-work. For example, an unanticipatedArmy soldier is attached to a discon-nected Navy platform and uses the as-sociated resources using only his Army-issued information. This offline provi-sioning is accomplished by refining theInfoCard and SAML technologies tobenefit all federation technologies. Theproject will define the technical profileswhich will allow a warfighter to receiveidentity information for offline use fromtheir Identity Provider and subsequentlyuse it to access a system which was not


previously provisioned (unanticipateduser). This capability is revolutionaryas it will not require the creation/man-agement of a temporary account; theinformation will be entirely secure,tamper-proof and will be encrypted stra-tegically to enforce need-to-know re-quirements on the data. Finally, sincethe technology includes the user in thetransaction, he will also have the op-portunity to selectively delegate rightsand permissions to systems which mustperform work on his behalf. This del-egation will be done in a clearlyauditable and nonreputable manner, en-abling Service Chaining capability.

Systems And Services Manage-ment Integration (S2MI)

Derik L. Pack, Code 53E00With the advent

of e-commerce andbusiness to busi-ness integration,private industryhas made signifi-cant strides on en-terprise systemsmanagement (ESM). While this has ledto a better understanding of the perfor-mance model for server infrastructureand network systems, a disconnect re-mains between the management of en-terprise systems and the services thosesystems are used to field. Stakeholdersin these systems must have the abilityto show cause-and-effect between thehardware/network layer and the servicelayer to determine Service Level Agree-ment (SLA) compliance and perfor-mance bottlenecks. Without this capa-bility, the DoD will never be able toachieve a distributed operational sup-port infrastructure. The goal of the Sys-tems and Services Management Integra-tion (S2MI) project is to address thisneed through an investigation of the pro-posed management standards and op-erational needs within the DoD and aproof-of-concept management infra-structure to support relationships be-tween the system and service layers.Through the investigation, the projectwill show a realistic picture of the man-agement requirements and standards

being used by the DoD. The lessonslearned from this study will be used todrive the development of the proof-of-concept and will be used to create a setof relational models between the sys-tem and service layer. These relation-ships will be implemented in an auto-matic causality engine in the proof-of-concept. Such an engine will be criti-cal to provide a fully integrated systems/services view to the DoD.

Ultra-Wideband Cognitive RadioManagement Tool

Dave Neumann, Code 56150Software De-

fined Radios(SDR) are comingonline for both themilitary and gov-ernment organiza-tions. Typically,these radios canmove about a large range of the spec-trum but they are currently constrainedto specific frequencies and waveformsbecause they support legacy waveforms.This project will use an 8 ChannelCOTS digitizer along with 3 to 8 wideband tuners to create a capability toachieve a 180 - 240 MHz RF spectrumhistogram for future cognitive radio op-erations utilizing opportunistic fre-quency management techniques. Be-cause the digitizer can capture up to 1-2 seconds of signals, we can classify thedifferent types and produce more effi-cient predictions of channel usage to de-conflict hopping signals, better spectralefficiency and propagation modeling.There are several types of COTS ven-dors that provide these wide band digi-tized signals, so we can use the tech-niques and software across multiplehardware products used by variousSPAWAR programs.

Embedded Simulation in a Multi-Touch Environment: Building an Au-tomated Battle Management Aid(ABMA)

Mike Nash, Code 51000This project will allow SSC Charles-

ton to become an innovator and leaderin the field of Automated Battle Man-

agement Aids(ABMAs), a set ofinterconnected,distributed deci-sion-support toolsthat the warrioruses in the man-a g e m e n t ,prioritization and optimization of sen-sor, weapon and command and controlresources. As an early adopter of theABMA technology, SSC Charlestonwill have the advantage of gainingknowledge and insight into potential is-sues, both positive and negative, andposition this command as the forerun-ner of future research and development.At the end of the project, the Commandwill possess a live, interactive, work-ing ABMA, which can be used to dem-onstrate performance improvements re-alized during development through themultitouch multiuser (MTMU) environ-ment. The resulting ABMA can serveas a prototype to search for additionalfunding for research/development in thisarea from ONR, DARPA or the Navyat large. In addition, the project will pro-duce experiment results that comparethe decision-making ability of man ver-sus machine-supported man versus ma-chine.

A Generic Architecture for Deter-ministic Decision Making UtilizingResults From Deterministic andNon-Deterministic Sources

Sarah Leitner, Code 53350This project

will select andcode a generic de-cision making al-gorithm, add insensitivity mea-sures and apply toa test case. Thisdecision making

methodology will take large, complexproblems with no clear answers, dividethe problem into many little pieces forwhich there is a known or approximateanswer, and then provide a solution op-timized to the user’s inputs. Because



many of the “facts” used in this meth-odology will in fact be estimates basedon expert opinion, the innovation in thisproposal is that the methodology willinclude sensitivity measures to estimatethe potential amount of bias that can betolerated before the answer changes sig-nificantly. Once the model is created,it will be compared to several potentialuse cases to ensure that the model isuseful for a wide range of decision mak-ing problems. This innovation will helpselect which criteria used in decisionmaking are most sensitive to changesin the initial conditions and thus opti-mize the solution.

An Encrypted Temporal Pre-amble for Bit-by-Bit Authenticationof an RF Emitter

Albert Kunze, Code 55120Reactive jam-

mers must be ableto rapidly distin-guish betweenBlue Force Com-m u n i c a t i o n s(BFC) and othercommunications.The most rapid distinction would be onemade on a bit-by-bit basis. This projectwill implement a secure process thatwill make this bit-by-bit distinction, andprovide the most rapid BFC authenti-cation method. A time-stamped symmet-ric key is distributed (either conductedor radiated) using Public Key Infra-structure (PKI)-based tokens for BFCdevices and Jammers. All recipientsdecrypt appropriate token, recover time-stamped symmetric key and create tableof encrypted date-time values. Based onGPS time, BFC devices and Jammersselect encrypted date-time value fromtable. The jammer does bit stream com-parison of BFC preamble and jams onfirst bit mismatch. Any transceiver thatcan determine the preamble to transmitcan also validate a received preamble.Thus each transceiver which imple-ments this preamble to the WidebandNetwork Waveform can be a jammer.Currently, there is no known method to

do bit-by-bit Blue Force Communica-tions authentication.

Automated Signal Recognitionand Processing Services Framework

John E. Cutter, Code 56150This project

will develop aworkflow algo-rithm based onsoftware automa-tion best practicesbeing applied inthe aviation andbusiness domainsand apply the algorithm for identifyingSignals of Interest (SOIs). The successpattern for characterizing and exploit-ing new threat SOIs currently relies onproviding expert analysts with predomi-nantly manual signal measurement andanalysis tools to process new SOIs.Current automated signal processingsoftware solutions typically fail to beopen, are not built on a modern soft-ware architecture, are often hardwaredependent, and do not present simplemechanisms for modifying logic, add-ing new functionality, or incorporatingexternally obtained algorithms. Knowl-edge gained from previously examiningthe application of Services OrientedArchitecture (SOA) concepts to signalprocessing software will be incorpo-rated to yield automated signal process-ing capabilities aligned to enterpriseservice architectures like DCGS,CANES, etc. This innovation will im-prove enemy situational awareness byautomating threat warning, signal rec-ognition and processing capabilitieswhich currently require a man in theloop.

Enhanced SOA/ACE Capabilityfor Network Centric Mapping Data-base (NCMD) Software (eNCMD)

Robert A. Greer, Code 525A0 (for-merly 83A)

This projectseeks to enhancethe existing Net-work Centric Map-ping Database(NCMD) softwareto make it a true

Services Oriented Architecture (SOA).While enhancing NCMD, we plan tostudy the Universal Description Discov-ery Integration (UDDI) standard for thetactical environment. SPAWAR, in col-laboration with the UK HydrographicOffice, developed the NCMD. TheNCMD is Web service-based softwarethat allows a deployed Electronic ChartDisplay and Information System -ECDIS (or any C4ISR system) to au-tonomously obtain and updategeospatial data. The NCMD Web ser-vice software will be enhanced to com-ply with the UDDI standard and to reg-ister with the ACE common registry.This will allow a client application con-taining the embedded NCMD capabil-ity to discover the NCMD service in theACE registry, and “pull” the requiredgeospatial data/updates from theNCMD database. The client applicationthen can autonomously maintain the re-quired geospatial data products to meetmission requirements through a ma-chine-to-machine interface. This inno-vation provides an autonomous updatefor geospatial data using the find, blindand invoke paradigm.

Instituting CMMI by ValueStream

Robert J. Castagna, Code 53700Capability Ma-

turity Model Inte-gration (CMMI)provides a well-recognized basisfor ensuringproject success byestablishing aQuality process that overarches all busi-ness and engineering activities. Thisstability is highly important to theTEAM SPAWAR organization becauseof our project diversity, employeegrowth over the past few years, and thefact that we are required to do more forless in an austere budget climate. TheCommand recognizes that CMMI pro-cesses have not been institutionalizedthroughout the organization and is strug-gling with how to make the entire orga-nization Level 3 compliant. This inno-vation provides an improved methodol-



ogy for implementing and institutional-izing CMMI within all projects at SSCCharleston by utilizing a Value Streamapproach. Developing the proposedmethodology will install CMMI bestpractices across a larger framework ofunifying functional activities that cov-ers all projects. The proposed classifi-cation of projects will promote a moretime and cost-efficient CMMI appraisalmethodology by focusing evaluations onthe Value Streams, thus covering allSSC Charleston projects.

Social Network for Harnessing In-ternal Corporate Knowledge(SNHICK)

Bruce Billian, Code 56440Social network-

ing has become anorganic tool for in-formation sharingamong individualson the Internet, be-coming an integralcommunicationtool for an entire generation. In order toharness this rapidly evolving technol-ogy, this project will research and de-ploy a social networking-based collabo-ration system within SPAWAR. Thisproject seeks to provide capabilities forindividuals to post files related to in-progress and completed projects as wellas to tag their project involvement. AtSPAWAR a number of standalone in-formation resources exist that havevalue in being combined. This innova-tion strives to create and enable moreflexible and useful collaboration tools,acting as a bridge between different in-formation sources. These tools will beused to share project information, in-volvement, and key project focus areas.The end result of this project will beenhanced internal collaboration and in-formation sharing enabling the engi-neers and finance personnel atSPAWAR to get up to speed on newprojects quicker, and to reduce the du-plication of efforts.

Cable Climber for Auto Deploy-ment of Wide Range Network Nodeor Retransmit Capability

Chris All, Code55210

In military con-flict, humanitarianaid, or disaster re-lief events, forcesare required to pro-vide for securecommunications capability in an occu-pied area. Currently, forces often uti-lize portable towers or push poles in or-der to extend Line-of-Sight (LOS) com-munications range. In many cases, oc-cupied areas have existing infrastruc-ture that could be used to extend com-munications ranges. This project willprovide designs, working “proof of con-cept” models, and demonstrations of asemiautonomous robot system thatclimbs a variety of tower guy wireswhile carrying a battery powered radiopayload and loiter for an extended pe-riod of time. This payload is used toenhance LOS communications in an oc-cupied area of conflict or concern. Nohuman climber is needed, no coaxial runis required and significant horizontaland vertical antenna separation isachieved by using the guy wire ratherthan the tower. Utilizing a guy wire willallow the payload to be largely inacces-sible and therefore protected from theft,possibly eliminating the need to guardit. Communications networks, such asthose being developed by the Joint Tac-tical Radio System (JTRS) program,may benefit from this as it will allow aJTRS battery powered radio, set up asa network node, to cover a large LOSarea. This will allow the node to pro-vide wide area network access or to pro-vide a link between local networks.

Making FORCENET A Reality:Meshing the Tactical Edge Network

Richard Cunningham, Code 55140In today’s com-

munications envi-ronment there ex-ists an IP Line-of-Sight (LOS) capa-bility gap at thetactical edge that,in the near term,will not be filled until Joint Tactical

Radio System (JTRS) waveforms, suchas the Wideband Networking Waveform(WNW), are fielded. This gap has beenproliferated by stove-piped, noninte-grated solutions that were producedacross various departments and ser-vices. This gap is furthered by theUnited States’ unwavering dependenceon satellite-based communications(SATCOM), which produces a “hub andspoke” communications network.Coupled with the warfighter’s increas-ing reliance on the network as a weapon,this capability gap ensures that theUnited States’ tactical networks will notbe robust enough to handle a cata-strophic event. A reliable, automatic,secure, inexpensive, easy to use andhigh bandwidth IP LOS solution mustbe fielded to fully mesh the UnitedStates’ tactical networks. As a gapfillerand potential long term solution, thisproject will investigate commercial offthe shelf (COTS) IP enabled wirelesscommunications, such as EVDO, GSMand Mobile IP. Further, we will integratethese proven and inexpensive technolo-gies with a Type 1 Encyptor to provideCOMSEC/TRANSEC.

Embedded Spectrum Awarenesson Software Defined Radio

Mike Shirley, Code 55140The emerging

Joint Tactical Ra-dio System (JTRS)will enable trans-parent communi-cations with sea-based, ground-based, air-based,

and space-based platforms. In the JTRScontext, situational awareness andwarfighter survivability will be en-hanced by the ability to detect and pro-cess spectrum “events” across a net-work of heterogeneous software definedradio (SDR) nodes. In this project wepresent SDR-embedded spectrumawareness techniques that provide abaseline for rapid prototyping on a va-riety of SDR devices and plan to dem-onstrate spectrum awareness to provideadaptive communications, SIGINT to



identify RF interference, perform as RFJammer for IEDs and prevent inadvertentjamming of Blue Force network communi-cations. Embedded spectrum awareness canbe leveraged by the network to disrupt anadversary’s communications, jam an RF-enabled improvised explosive device (IED),and correct spectrum contentions amongcoalition members. As networks can be de-ployed around the world on very short no-tice, embedded spectrum awareness will en-able deployed communication systems tominimize their potential for disruptive im-pact on local communication systems.

Business Area Management Operat-ing Model

Greg Hays, formerly of Code 01000SPAWAR has set up

a Business Area Man-agement (BAM) con-struct for Program Ex-ecutive Office C4I cus-tomers/projects. TheBAM construct was es-tablished to facilitate

delivery of integrated solutions to custom-ers providing more cost effective and effi-cient services. The intent of this project isto develop a comprehensive BAM modelthat addresses these objectives as we mi-grate to a CAO model. In addition, it is im-portant that program level reporting visibil-ity be available and effectively managed inthe new Navy Enterprise Resource Planning(ERP) environment. This project will re-search major account management and de-mand planning best practices, assess appli-cability to the SPAWAR business model,identify key implementation areas, developand implement a Plan of Action & Mile-stones (POA&M), and publish standardbusiness processes. It is envisioned thatLean Six Sigma events will be conducted toa) define BAM roles/responsibilities in aCAO environment, b) develop a comprehen-sive demand planning methodology, and c)define standard BAM Project Managementand Control processes in a Navy ERP envi-ronment. At the end of this project a stan-dard business operating model will be pub-lished and implemented by, at a minimum,the PMW 160 Business Area Manager.

- A Publish It! product by Peter Johnson

Capt. Bob Parker, PMW 120, presided over a Distributed CommonGround System-Navy (DCGS-N) lab ribbon cutting ceremony at SSCCharleston June 18. Capt. Larry Ash, SPAWAR ISR director; SusieHartzog, ISR Principle APM (PAPM); Capt.(Sel) Andy Cibula, ISR ChiefEngineer; and Capt. Bruce Urbon, SSC Charleston commanding officeralso participated in the ceremony.

The GENSER DCGS-N lab is located in the SSC Charleston End-to-End (E2E) lab located in Bldg. 3146, and the SCI lab is located in Bldg.3147. The ribbon cutting represented the official standup and running ofthe DCGS-N Block 1 Engineering Development Module (EDM) in thelab and establishes extensive connectivity in the E2E environment.

The ribbon cutting ceremony was followed by a demonstration of theDCGS-N Enterprise Node (DEN) capability and component workstationsfor Generic Area Limitation Environment (GALE), Integrated Intelligenceand Imagery (I3) Analyst Workstation and Common Geopositioning Ser-vices (CGS).

Following the ceremony, Parker addressed the group of about 50 peopleand complimented SSC Charleston’s responsiveness and Systems Engi-neering capabilities.

Parker also toured the DCGS-N SCI lab and the ISR, IO, METOC andISEA/Fleet support areas supporting PMW120.

DCGS-N is supported by SSC Charleston personnel in Codes 55000,53000, 56000, 52000 and 42000 located in Charleston, S.C.; Cherry Point,N.C.; and in Norfolk and Rosslyn, Va.

From left, SSC Charleston Commanding Officer Capt. Bruce Urbon, TomStone, Capt. Bob Parker, Steve Miller, Capt. Larry Ash, Susie Hartzog,Capt. (Sel) Andy Cibula, Paul Schmidt and Ed Cutter pose during therecent ribbon cutting ceremony for the Distributed Common Ground Sys-tem-Navy lab.


DCGS-N laboratoryestablished in Bldg. 3146



SSC Charlestonpersonnel honored inAll Hands gathering

Steve Lariviere of Code 56200, second from left, and DaleDavis of Code 52650, second from right, receive certificatesas Lean Six Sigma Certified Master Black Belts from SSCCharleston’s then-Commanding Officer Capt. Red Hooverand then-Acting Technical Director Charlie Adams, respec-tively.

SSC Charleston personnel were singled out during a June12 SPAWARSYSCOM All Hands videoteleconference.

The Adm. Stan Arthur Award for Logistics Excellence(Joint Logistics Team of the Year) was presented to Lt. BrianPhillips, Peter Ward and Joseph Rodgers on behalf of theentire MRAP Vehicle Integration LSS Team. The team wascommended for its accomplishments in establishing an ef-fective process improvement presence that resulted in reach-ing all integration goals.

Lori Thompson, supervisory logisticsmanagement specialist, Code 55360, waspresented the SPAWARSYSCOM CivilianLogistician of the Year award during the AllHands.

The award recognizes Thompson’s accom-plishments as the logistics branch chief forthe Airborne and Maritime/Fixed StationJoint Tactical Radio System (AMF JTRS), a Joint Acquisi-tion Category 1D program with an estimated developmentcost in excess of $1 billion.

Thompson’s early identification of a need to incorporatea joint-focused logistics approach into the system’s designensured that a true “joint” product support approach was takenand that requirements were built into the program to facili-tate this approach, the award citation noted.

Her initiatives prevented the development of separate ser-vice infrastructures to support the AMF JTRS form factorsand instead allowed the development of a single support in-frastructure reducing life cycle costs and pro-moting cross-service synergies.

Also during the All Hands Lt. BrianPhillips, MRAP Lean Six Sigma (LSS) BlackBelt, was presented the SPAWARSYSCOMMilitary Logistician of the Year award.

The award was presented for Phillips’achievements and contributions toward rapidintegration and deployment of MRAP ve-hicles from five to over 50 per day in eight months.

“Your leadership resulted in resounding success by bring-ing dramatic improvements to the production, integration anddeployment of the MRAP vehicles. Your vision and innova-tive approach were critical in removing waste from the inte-gration process and increasing production and delivery ofMRAP vehicles. This is a major contribution to ensuring the

Lt. Brian Phillips, Peter Ward and Joseph Rodgers receivethe Adm. Stan Arthur Award for Logistics Excellence (JointLogistics Team of the Year) on behalf of the entire MRAPVehicle Integration LSS Team during the All Hands VTC.


continued forward presence and protection of our warfightersand national security,” according to the award citation.

Steve Lariviere of Code 56200 and Dale Davis of Code52650 were presented certificates as Lean Six Sigma Certi-fied Master Black Belts during the VTC.

Also honored was Ken Crawley for being one of sevenSPAWARSYSCOM employees -- the only from SSC Charles-ton -- selected as a Top Navy Engineer of the Year by theAssistant Secretary of the Navy (Research, Development andAcquisition.)

Phillips

Thompson


SSC Charleston’s Dr. Steve Jarrett, second from right, andBob Miller, center, receive special awards at a June 13ThinkTEC Advisory Board Retreat for advancing public/private partnerships between ThinkTEC and SSC Charles-ton. Presenting the awards were Rob Davis, 2008 ThinkTECChairman, second from left, and Pennie Bingham,ThinkTEC director for Innovation for the Charleston MetroChamber of Commerce. Pictured above at far left is KenFelsher, who was honored for his service as chairman ofthe Business Continuity Planning Council. Not pictured isCraig Solem, who was honored as chairman of theThinkTEC Homeland Security Conference Task Force.

Photo provided

Photo by Tom Egbert

MRAP MVPsThen-SSC Charleston Commanding Officer Capt. RedHoover receives a Most Valuable Player award from Capt.Joseph Manna of the Contracts and Business Directorateat the Defense Contract Management Agency in Atlanta.Pictured above are, from left, SPAWARSYSCOM Com-mander Rear Adm. Michael Bachmann, MRAP Lead ProjectEngineer Pete Ward, Manna, Hoover, MRAP Program Man-ager Joseph Rodgers, and Rear Adm. Will Rodriguez, pro-gram Manager for Navy Command and Control SystemsProgram, PEO for C4I & Space (PMW 157).

SPAWARriors honored by chamber

Capt. JeffDunlap, Airborneand Maritime/Fixed Station(AMF) Joint Tacti-cal Radio System(JTRS) deputy pro-gram manager, heldhis first All Handswith the AMFJTRS Charlestonteam members.

D u n l a ppresented AMFJTRS ExcellenceAwards foro u t s t a n d i n gperformance andon-the-spot awardsto members of theteam providingsupport as eithersub-factor lead or on the AMF JTRS Source SelectionEvaluation Team (SSET) at Hanscom AFB, Mass. Code55, 553, 552 and 525 team members receiving awardswere Erik Albiez, Chris All, Claire Commodore, BobDavis, Eric Enes, Brad Hoisington, Cliff Hunt, TimLogan, Donna McDonald, Xuong On, Mike Robinson,Kirk Teems and Lori Thompson.

Dunlap noted that the team’s dedication to complet-ing their SSET duties from March 2007 to March 2008,their professionalism and their overall contributions tothe team’s evaluation products were superb and resultedin the best value award of a major ACAT 1D contract.

The team evaluated proposals, prepared evaluationnotices/reports and briefings for the Source SelectionAuthority, and participated in numerous briefings andmeetings with the Source Selection Advisory Counsel,program manager, procurement contracting officer, le-gal counsel and others.

The awards noted the team members’ attention to de-tail, energetic attitude, dedication and flawless execu-tion of source selection tasks.

AMF JTRS team recognized

Bob Davis of Code 5536 receivesan On-the-Spot award fromCapt. Jeff Dunlap, AMF JTRSdeputy program manager June19 at SSC Charleston.


Cornielle was selected to receive the Robert G. MillerMemorial Sword for his scholarly, military and communityachievements. He attained a 3.78 GPA in a business ad-ministration program at The Citadel and often spent his freetime tutoring his fellow classmates. He was the public af-

Continued from page 23

fairs officer for NROTC Unit at The Citadel. He made agreat impact on the command through his aggressive re-cruiting efforts, which substantially increased the numberof prior enlisted service members attending The Citadelto become commissioned officers. Cornielle was a leaderin the community as well, spearheading an effort with hisshipmates to provide disaster relief for the citizens ofBranchville, S.C., after a tornado this past spring.

Cornielle award


Rebecca SherwoodCAO Execution Manager

As fiscal year 2008 winds down, we can look back atsome significant accomplishments in implementing a Com-petency Aligned Organization (CAO).

A first major step occurred Oct. 1, 2007, as every em-ployee received a new organizational code designation. Thenew codes relate to competencies such as Finance, Contracts,Legal, Logistics and Fleet Support, Engineering, ProgramManagement, Science & Technology and Corporate Opera-tions.

In January TEAM SPAWAR leadership met in San Diegoto conduct a “war game” to validate the CAO/IPT CONOPsdated Sept. 1, 2007. The intent of the war game was to simu-late three operational scenarios where the leaders would re-fer to the CONOPs for guidance. The CONOPs served asthe primary set of plans, processes and procedures to guidethe games. The group discovered some sound operating prin-ciples which directly applied to the effort and other areaswhich needed further analysis and refinement. The exerciseprovided valuable insight and direction for the way ahead.

The update of the CONOPs is in progress, with plans topublish the new version by the end of this fiscal year. Thisversion will focus on new and revised processes and gover-nance, provide use cases, process definition and greater clarityof roles and responsibilities.

Organizational Tiers 1 and 2 definitions have been writ-ten, approved and published via SPAWARNOTE 5450 ofJune 9, and have been posted on the CnE Web page underCAO. The definitions describe the type and scope of workperformed in the competency. In addition, we have devel-oped, reviewed and documented the Competency BreakdownStructure (CBS) which provides standard competency num-bers and naming conventions for Tiers 1, 2 and 3 acrossTEAM SPAWAR.

As part of employees’ professional development, eachcompetency lead is responsible for providing training andcareer guidance for designated areas of expertise. To pro-mote proficiency and provide a roadmap, Competency De-velopment Models (CDMs) are being created. They provideemployees a guide to enhance their technical proficiency. TheCDM structure is complete, and a CDM handbook was pub-lished in May and posted on CnE. The handbook outlines thekey assignments and experiences, the knowledge, skills andabilities, and the leadership proficiencies necessary to en-able enhanced product and service delivery and mission suc-cess. We are looking forward to publishing most of the CDMsfor each competency at the end of July and expect they willbe a valuable tool when developing Individual DevelopmentPlans (IDPs) and estimating projected training costs.

The command has completed primary and secondary com-petency mappings, which designates employees’ primaryexpertise and, in some cases, additional areas of expertise.

CAO: FY08 successes and plans for FY09The initial mapping responded to the Assistant Secretary ofthe Navy (ASN/RDA) tasking. However, to provide a morethorough review, business rules were applied and utilized bysupervisors and employees as part of the mapping process.The data on employee competencies was compiled and for-mally completed in June. These mappings provided a baselineof talent across the enterprise and awareness of projectedmappings of individuals within each competency. Each Na-tional Competency Lead received a listing of all employeeswho indicated a primary or secondary competency for theirrelated area.

To further develop technical competency across TeamSPAWAR, initial concepts and a plan of action were devel-oped to incorporate technical authority (TA) within the CAOconstruct. TA is defined as “the authority, responsibility andaccountability to establish, monitor and approve technicalstandards, tools and processes in conformance to higher au-thority policy, requirements, architectures and standards.”Specific accomplishments in TA include the development ofa technical authority pilot and boot camp curriculum for Tier2 National Competency Leads and Technical Warrant Hold-ers, respectively, and identification of technical warrant holdertypes, areas and future candidates.

As we go forward, we intend to capitalize on these achieve-ments and begin to refine the CAO concept as we migrateand transform to the new organizational structure which willbe formalized in the coming year. Some of the specific ef-forts we intend to address are:

· Continuing to define and refine processes and templates,e.g., Program Operations Guides (POGs), Team AssignmentAgreements (TAAs) and identification of tools to supportthe CAO. One example is the process definition for the stand-up and dissolution of Integrated Product Teams (IPTs). An-other process under development will be the projection ofincoming or changing work requirements, i.e., “Demand Sig-nal.”

· Continuing to monitor and measure CAO mission effec-tiveness and aligning expected outcomes to our BalancedScorecard.

· Incentive planning is underway now, and will mature inthe coming year. This year we will identify and utilize exist-ing award programs and performance plans to incentivize.Next year we will address other venues to promote compe-tency alignment both individually as well as collectively.

· The SPAWAR CAO Communications Plan has been de-veloped both by SPAWAR Headquarters (HQ) and SSCCharleston. In the future, employees should expect to receivebriefings and information from competency leads.

· Initial efforts have begun and will extend through FY09with Navy ERP to capture CAO competency data and pro-cesses. Synchronization with SSC San Diego and SPAWARHQ CAO implementation will continue to facilitate and ex-ploit common approaches, best practices and proficiency.


SSC Charleston is empowering decision making and en-abling action for Marines in the field by providing combatoperations center (COCs) — mobile, modular command andcontrol centers designed to support Marines whenever andwherever they fight.

When Marines identified a need for standardized opera-tions facilities that would provide mobility, power genera-tion and interoperability, COCs were the answer. They pro-vide for optimum readiness and rapid deployment. Built fromcommon, modular, scalable building blocks, the COCs areconfigurable to four different capability sets — for use fromthe battalion (eight operators) level, growing to regiment,division or Marine Expeditionary Force (MEF) levels. AnMEF typically has more than 40,000 Marines and Sailors.

Besides providing commonality and standardizationamong Marine systems, COCs are easily integrated amongMarine, joint and coalition systems. They are deployed rap-idly and employed with flexibility to digitally collect, pro-cess and disseminate tactical data. The open-systems designallows for future technology enhancements. They provide the

COCs enhance decision superiority

Connecting Marines differentlyMarine Air-Ground Task Force (MAGTF), with shared situ-ational awareness, enabling Marines to collaborate at all lev-els while being fully netted. MAGTFs are a balanced air-ground, combined arms task organization of Marine Corpsforces, under a single commander, that is structured to ac-complish a specific mission.

COCs are designed for ease of employment from theground up. Each center has a network of workstations andservers supporting standard Tactical Data Systems and othermission-critical software, voice, data and Voice over InternetProtocol (VoIP) communications. The mobile tent facility isa “high tech office” with laptops, printers, LAN, overheadtouch screens, air conditioning and heating.

Everything is prewired and ready to operate, and com-manders can easily configure them to suit their specific needs.Tents, trailers, radios, power generation and other tacticalhardware are integrated for a single-system command andcontrol capability that can be transported by air, ground orsea to wherever Marines fight. The COCs designed for bat-talion use can be easily loaded onto three Humvees and trail-

Combat Operations Centers such as this division-level configuration being built at General Dynamics C4 Systems inScottsdale, Ariz., are designed to support Marines anywhere they are deployed. Depending on the configuration, someCOCs can be easily loaded onto three Humvees and trailers and can be set up in less than an hour.

Photo provided

Warfighter SupportWarfighter Support


ers to be moved from place to place and set up in less than anhour.

The configuration provides data protection in the event aserver goes down, and the trailer is set up with anuninterruptible power supply, which can provide 45 minutesof battery back up power in an emergency. There is even thecapability to run the trailer on Humvee power.

SSC Charleston has been involved with the COC effortsince 2002 under the leadership of Keith Alexis of Code53150. Jerry Glover has served as COC officer for MarineCorps System Command (MARCOSYSCOM), the main cus-tomer, during the COC effort. J.B. Lawrence recently re-placed Alexis on the project, allowing Alexis to take on otherduties. Lawrence, who comes to the COC team from theMRAP integration effort, has experience working withMARCOSYSCOM, and high praise for the work the COCteam has accomplished.

“This has been a very rewarding project,” said Alexis,who credits Glover for his success in managing COCs asthey have evolved and grown in size and complexity fromthe battalion to the MEF capability level.

Marine Corps Lt. Col. Michael Coolican,MARCOSYSCOM project manager for the combat opera-tions center, said that working with a trusted government or-ganization such as SSC Charleston has made a big differ-ence on this project. The three main pieces to the COC ef-fort, he explained, are the MARCOSYSCOM role of pro-

The mobile tent fa-cility is an air condi-tioned oasis in thedesert with every-thing warfightersneed to communi-cate and conduct op-erations.

Marines man the COC.

gram management andfunding, the General Dy-namics C4 Systems(GDC4S) piece for pro-duction of the systems,and the SPAWAR piece, which has been offering major lo-gistical support under MARCOSYSCOM’s new performancebased logistics (PBL) process.

“MARCOSYSCOM does not have the personnel to dothe work on the engineering, software and engineering as-surance side. SSC Charleston’s involvement has made a bigdifference,” Coolican said.

“We have had excellent partnerships,” he added. “Keith(Alexis) and Jerry (Glover) are genuinely good people; youknow you can trust them. They have focused their support onthe Marines all of the time, and that is a big reason why theprogram runs so well. People are what it really comes downto.”

GDC4S COC Program Manager Flor Aguilar Kim hasbeen involved with the COC program in different roles since2002, when General Dynamics won the contract as the primesystems integrator. “SPAWAR has been very integral to theproject in the validation and verification role for the systemsand software,” she said.

Aguilar Kim said supporting Marines in the field withmore efficient and secure operations is work the entire teamfinds very rewarding. “Bottom line, that’s what we are fo-

cused on: thewarfighters out there,”she said.

- Susan Piedfort

The core of the COC is the “ready-to-go” operational trailer. Photo provided

Photo provided

J.B. Lawrence, left, has as-sumed COC project manage-ment from Keith Alexis, right.

Photo provided


lizes a suite of automated tools and manual checks. In addi-tion to these procedures, the team completes exhaustivemanual checks on system hardware and applications, includ-ing all routers, switches, server-side management software,and communication and networking applications.

The IA team must pay close attention not only to techno-logical security methods,but to physical methods aswell. As Bruce Schneier, aninternationally renownedsecurity technologist, hassaid, “If you think technol-ogy can solve your securityproblems, then you don’tunderstand the problemsand you don’t understandthe technology.” The finaldocumentation that de-scribes a system’s securityposture always includes adetailed discussion of theseconcepts, including leastprivileged, need-to-knowand disaster-recovery pro-cedures. Templates to helpreceiving units implementimportant physical securitypolicies and training arealso included. This ensuresthat, while the technology issecured, it is also protectedat the physical level oncedeployed.

While under develop-ment each system undergoes

multiple rounds of security testing. Between each round theintegration team works to remove identified vulnerabilities.After several rounds of rigorous testing, a system securityauthorization agreement is compiled and sent to the desig-nated approving authority for approval and signing of theauthority to operate.

The growing threat of information warfare cannot be takenlightly. In 2002 the Office of Homeland Security allocated$2.12 billion for information security efforts. SSCCharleston’s COC information assurance team is making surethis money is well spent to ensure the continued effective-ness and safety of warfighters.

- Ryan J. Burden

Today’s military fights not only on the ground, in the airand on or under the sea, but also in cyberspace. The modernmilitary’s duty is to protect not only its physical, but its in-formational assets as well.

The ever-increasing reliance on communications and tac-tical data systems to support the successful completion ofwarfighting missions hascreated a dire need for con-tinuous and exacting infor-mation assurance (IA) ef-forts. SSC Charleston’s ownCombat Operations Center(COC) IA team has, for thepast six years, worked to en-sure the success of U.S. mis-sions and the safety of themen and women who servein harm’s way in defense ofthe U.S. and its allies.

The COC family of sys-tems provides standard com-mand and control (C2)equipment combinationswhich allow tactical com-manders to control MarineCorps ground combat forcesin a timely manner. COCprovides a standardized in-frastructure of environmen-tal controls, tactical data sys-tem (TDS) hardware, voiceswitching systems, and localarea networking to supportexisting command, control,communications, computer,and intelligence (C4I) software. This enables existing fieldunits to work in a common tactical environment – a capabil-ity that is essential to overall mission success.

There comes an increased need to successfully secure thesesystems with the ever-increasing number of voice and datacommunications, including web, video and C2 applicationshosted by the COC. The COC IA team at SSC Charlestonutilizes a wide array of Defense Information Systems Agency(DISA) tools to test COC production systems for securitycompliance.

Each COC has three major sub-systems with IA require-ments: the C2 systems, visual displays and software. To en-sure compliance with DISA security guidelines, the team uti-

COC IA team protects the warfighter

Countering the information warfare threat


For the second year in a row an SSC Charleston teamfrom Code 55240 worked with Department of Homeland Se-curity (DHS) personnel to test communicationsinteroperability capabilities during Palmetto Hawk, held hereMay 19th through the 23rd.

The DHS Deployable Situational Awareness Team(DSAT), consisting of Immigration and Customs Enforce-ment (ICE) agents and DHS engineers, successfully testedtheir ability to respond to natural disasters or terrorist inci-dents and transmit real-time video back to DHS headquar-ters in Washington, D.C., during the exercise.

SSC Charleston Executive Officer Cmdr. Scott Hellerkicked off the exercise with a brief in Bldg. 3146 as he wel-comed the visiting DHS exercise participants.

During the Palmetto Hawk exercise, the team set up aVery Small Aperture Terminal (VSAT) satellite ground sta-tion at Bldg. 3146 and ran the exercise from the conferenceroom. The team successfully tested VTC capability from aforward operations area, access to the Homeland SecurityInformation Network (HSIN) and Common Operational Pic-ture (COP), transferring live video and still photography uti-lizing satellite and cellular technology.

Working with the Naval Weapons Station Fire Depart-ment, the team gathered situational awareness informationduring a fire drill and evacuation of Bldg. 3146. That infor-mation was successfully transmitted to the National Opera-tions Center (NOC).

The exercise improved the communications capabilityneeded by Customs and Border Protection (CBP), ICE, Of-fice of Operations (OPS)/NOC, DHS Public Affairs Office(PAO) and Coast Guard personnel in the event of a hurri-cane or natural disaster.

Palmetto Hawk tests interoperability


At top, Brett Williams of DHSchecks out an antenna set up aspart of the exercise. SSCCharleston Executive OfficerScott Heller, above, takes aquestion from an exercise par-ticipant visiting from DHS. Atleft, team members DanaGruszczinski, Brett Williams,Coleman Lowry, Mark HudsonJr., David Underwood, JesseHoward, John Chap andMichael Enos take a break fromsetting up their communicationsgear at Bldg. 3146.



Above, SSC Charleston Public Affairs Officer Lonnie Cowart, Carolyn Martelof the VA Medical Center in Charleston and SSC Charleston Executive OfficerCmdr. Scott Heller enjoy a laugh with HMS guidance counselor Karen Cowell,at lecturn, during an awards assembly for Hanahan Middle School sixth grad-ers. At right, Electronics Technician Chief Jonathan M. Smith of SSCCharleston’s Code 55310 presents a certificate to essay contest winner T’NajahFerrell.

Ferrell wins essay contest at HMST’Najah Ferrell penned the winning essay in the annual

SSC Charleston-sponsored patriotic essay contest at HanahanMiddle School (HMS). HMS students were invited to writeon the topic: “Why it is important to vote.” Their essays werejudged by an impartial panel at SSC Charleston.

“For young people who are too young to vote, they hadsome very convincing arguments on the importance of exer-cising that right,” said Lonnie Cowart, SSC Charleston pub-lic affairs officer and organizer of this year’s essay contest.Contest winners were recognized at assemblies at the school.Ralph H. Johnson Veterans Administration Medical Centerin Charleston supported the effort by sponsoring some of theprizes. Ferrell, an eighth grader in Ms. Carolyn Stewart’sclass, won a CD player. The runners up won gift certificates,movie passes and command coins.

Carolyn Martel from the VA Medical Center presentedgift certificates to the winner and runners up from each grade.These essays are currently on display at the VA MedicalCenter, and Martel told the students that visitors enjoy read-ing their essays each year. “It is especially heartwarmingbecause these veterans who have helped defend our countrycan see that the younger generation appreciates the impor-tance of having the freedom to vote,” she said.

This essay contest, part of an ongoing partnership between the Hanahan Middle School and SSC Charleston, has been

Photo by Tom Egbert

in place for seven years and was begun shortly after Sep-tember 11, 2001. As part of this partnership, SSC Charles-ton also provides employee volunteers for classroom events,math contests, science and career fairs and other special ac-tivities that emphasize building good character and academicachievement. The command has more than 80 employeeLunch Buddies who are paired with a student and have lunchwith their “buddy” every month. Lunch Buddies discussgrades, school activities, how coursework relates to careeropportunities, and other topics important to the student. Thisacademically motivating program, now in its eighth year atSSC Charleston, has grown each year.

SSC Charleston also hosts an annual, week-long Math,Science & Technology (MaST) program for school adminis-trators, career counselors and teachers to visit the commandfor an insider’s view of the new technologies being devel-oped. This helps educators relate real world experiences tomath and science, so they can encourage their students topursue careers in these areas.

Students become aware of real work scenarios that in-volve math and science principles they are learning in school,and can see first-hand how they are used to develop the Navy’scommand, control, communications, computers, intelligence,surveillance and reconnaissance (C4ISR) systems.

Ferrell’s winning essay appears at right.

PartnershipsPartnerships


By T’Najah FerrellVoting is a method of a group such as a meeting or

an electorate expressing their opinions to bring about achange.

There are many questions that run through your headwhen you hear the word “vote.” Many people think“do I have to vote” or “does my vote really count?” Totell you the truth every vote counts. With this it tells youthat voting is very important. Voting determines howyour community, city, state or even your country runs.

Most people believe that their votes might not countbased on their ethnics, background, religion or theamount of money they make. In the U.S. Constitution,Article 7, Amendment 1, it states that anyone is able tospeak freely about what they believe in without censor-ship. This gives everyone from the age of 18 and up theright to vote. Most people also believe that it takes toomuch time to vote. Statistics show that voting only takes

WHY IT IS IMPORTANT TO

MCAS Cherry Pointoffice transfers functionto SSC Charleston

Decals and visitors passes can now be obtained ata new Pass Office located at Gate 4.

The new office opened in Bldg. 3205 July 7 and islocated to the right of the Commercial Vehicle Inspec-tion Station on the approach to Gate 4 from RemountRoad.

Its hours of operation are 7 a.m. to 3 p.m. Mondaythrough Friday.

This full service office offering decals and visitorpasses. All existing requirements for base access willremain the same.

The opening of this office is a continuing increasein the level of service provided by Code 8.0 and theNaval Weapons Station Security Department, saidSSC Charleston Security Director Gary Caldwell.

New pass officeopened at Gate 4

Fleet Readiness Center (FRC) East at Cherry Point, N.C.,is transferring some it its personel billets and functions toSSC Charleston.

The FRC East Code 7.2 Tactical Informatin TechnologyIntegration Program Team (TacIT IPT) have found a betterfit withing SSC Charleston’s C4ISR core mission areas, asnoted in a memorandum of agreement between FRC Eastand SSC Charleston.

The TacIT IPT office provides life-cycle support and sys-tems engienering services related to the Distributed Com-mon Gorund System-Navy (DCGS-N). The TacIT IPT of-fice spaces, located in Marine Corps Air Station Cherry Point,have been renamed SSC Charleston Office.

Four billets that have been realigned will remain at theirduty location in MCAS Cherry Point. Thirteen DCGS-N and18 non-DCGS-N contractor employees also realigned willremain at their Cherry Point duty location.

the average person approximately 15 minutes to showproof of identification and actually cast your ballot.

I believe strongly that voting is a privilege, becausemany countries around our world don’t get this privi-lege. As the United States we were granted this opportu-nity to vote on what goes on in our community, city, stateand country. We get to voice our opinion, knowing thatit could make a difference in the outcome. People takethis for granted because they don’t think their vote spe-cifically can change anything. We have certain respon-sibilities to be active in positive change. Many men diedfor our right to vote, as well as the other rights we nowtake for granted. Women could not vote for many yearsbecause they were not considered an important part ofdecision making. Now we all have a responsibility tomake the world a better place and we now have the rightto do so. Women more than ever now, should exercisetheir right to vote.


Toastmasters 8627 marks 10th yearIn 1998 Capt. James Hoffman was

the new commanding officer of SSCCharleston, Y2K loomed ahead omi-nously, A-76 studies were underway andthe SSC Charleston European/CentralRegion Office in Stuttgart, Germanywas being established.

On June 30 of that year, Toastmas-ter Club No. 8627 was chartered at SSCCharleston, with a mission to help gov-ernment employees and contractors im-prove their communication skills andenhance their leadership potential. Anold Toastmasters saying refers to it as“teaching people to talk turkey withoutturning chicken.”

Ten years later, Toastmasters 8627has enabled success for hundreds ofCharleston SPAWARriors by helpingthem lose their fear of public speaking,become better listeners, conduct meet-ings and become leaders.

Thousands of business and govern-ment organizations like SSC Charles-ton use Toastmasters International as acost efficient and effective way to helpemployees help themselves with com-munication training. At SSC Charles-ton the command pays the $20 Toast-

Krista Leopold serves as presiding officer for a recent biweekly Toastmasters meeting.

masters joining fee and the first year ofannual dues ($54) for government em-ployees, and contractors may be reim-bursed for their costs by their sponsor-ing company.

New members receive trainingmanuals and other resources offeringinsights on speaking and leadershiptechniques, and are assigned a mentorwho provides guidance and support. Thefirst speech for new Toastmasters is the“icebreaker,” during which the speakertells the club about him or herself. Con-structive criticism and praise are offeredby fellow Toastmasters in a comfort-able, friendly atmosphere. Memberseventually give 10 speeches, all at theirown pace, each one no more than sevenminutes long, to earn the designation of“Competent Communicator.”

In addition to the communicationtrack centered on public speaking,Toastmasters also features a leadershiptrack that emphasizes listening skills,feedback, time management, organiza-tion and delegating. Completion of theadvanced communications and leader-ship tracks earns one the designation of“Distinguished Toastmaster.”

Just as a great golfer or pianist mustpractice, so must a good speaker. Toast-masters is a “learn-by-doing” workshopthat allows speakers to improve theirskills in a comfortable, friendly atmo-sphere. “We support each other. We helpeach other reach our goals,” said DanWilliams of Code 55230, newly electedpresident of the SSC Charleston club.He added that the SSC Charleston’s8627 will attain the designation of “Dis-tinguished” club this year thanks to theirsuccess in meeting 10 specified personaland club goals. This is the first time insix years the club has attained this des-ignation.

“It’s been very rewarding to see in-dividuals who have worked hard to im-prove themselves through Toastmas-ters,” said Theresa Breaux of Code55310 a charter member of the SSCCharleston Toastmasters. “It’s reward-ing to see them progress and meet theirgoals, and especially to see them buildinterpersonal and leadership skills thatare helping them in the workplace. It’sall about self improvement.”

Mark Held of Code 55200. a pastmember of Toastmasters, stressed that


Significant events for SSCCharleston’s chapter of Toastmas-ters International have been high-lighted in The Chronicle throughthe years, beginning with news ofits charter in 1998.

Chronicling Toastmasters 8627

Glenn Stafford, an industry partnerworking in Code 53300, serves as TableTopics Master during a June 13 meet-ing of the SSC Charleston Toastmas-ters Club. At a recent Area 61 compe-tition Stafford won first place in theTable Topics competition and third inthe speech contest.


.

the benefit of the program is it enablesone to improve public speaking skillsin a friendly, nonthreatening forum.“Toastmasters does not take a great dealof prep time so it will not interfere withwork obligations,” Held said, addingthat for him an unintended advantageof Toastmasters was the networkingopportunities. “When I presented myicebreaker speech, there was a guestattendee in the room, Captain Crowell,”he said. “Shortly after that event, he be-came my department head.”

Toastmasters encourage all who wantto improve their self confidence and pro-motion potential to join them. At SSCCharleston, where employees face anendless exchange of ideas, messagesand information as they deal with oneanother and with customers, communi-cation and leadership skills are espe-cially vital. The success – or funding –of a project can hinge on how well it ispresented.

SSC Charleston’s club is currently19 members strong and always wel-comes new members. Visitors are en-couraged to attend their meetings on thesecond and fourth Friday each monthfrom 11:30 a.m. to 12:30 p.m. in the

command briefing theater. Visitors arenot required to speak.

SSC Charleston’s Toastmasters clubis part of District 58, which comprisesthe entire state of South Carolina andoffers approximately 116 ToastmastersClubs. SSC Charleston Toastmastersclub is one of five in Area 61, whichincludes the Trolley Talkers, Redbank,YMCA Yakkers and Greenwave Gab-bers. The typical club has 15 to 25 mem-bers who meet once a week or everyother week for one to two hours.

Speech competitions at the club,area, division, district and regional lev-els provide opportunities for speakersto improve their speaking abilities, forrecognition of individual Toastmasters,and for all Toastmasters to learn by ob-serving speakers who have benefitedfrom their Toastmasters training.

While SSC Charleston’s Toastmas-ters Club No. 8627 is celebratingits 10th anniversary, someSPAWARriors who are NAVELEXveterans got their start with thatcommand’s Club No. 6843.

Currently, there are more 215,000members in more than 10,000 Toast-masters clubs across approximately 90countries worldwide. Membership isopen for anyone 18 years of age or olderwho wants to develop their ability tocommunicate confidently.

More information on SSCCharleston’s Toastmasters 8627 can befound at the club’s Web site,spawar.freetoasthost.us, or by callingDave Osborne, vice president of mem-bership, at 218-5691.



A Publish It! product byDaniel Heater, Code 56410

Nighttime intruders and criminals have had the luxury ofunimpeded movement and access to valued assets, with lawenforcement at a decided disadvantage to combat their threat.Continued advances in camera technology, however, allowfor improved visual capability during hours of darkness, pro-viding law enforcement personnel equal footing for surveil-lance operations.

Enhanced camera technologies are being rapidly employedin nighttime surveillance applications as part of Closed-Cir-cuit Television (CCTV) systems integrated with AutomatedVideo Surveillance (AVS) technology. AVS provides the abil-ity to automatically alert security system operators and moni-tors of discrete, programmable events and have become anintegral component in today’s surveillance applications andsecurity operations. Selecting the right camera for the spe-cific application is a critical factor in the overall performanceof AVS capable systems, specifically the performance in lowlight settings.Homeland Security equipment evaluations

In support of Homeland Security and a recognized needto equip domestic agencies and business sectors with an im-proved security posture, SSC Charleston conducted an evalu-ation on AVS systems to measure their performance whenintegrated with enhanced camera technologies. HomelandSecurity professionals, specifically those in the emergency

management sector, recognized the potential for varied per-formance characteristics for the integrated system compo-nents. An evaluation included analysis of the performance ofthese systems for the nighttime environment to successfullyalert operators to specific events, such as a person entering asecured area. As part of the evaluation, four leading AVSvendors were invited to demonstrate their systems’ capabili-ties when integrated with high-performance monochrome andthermal imaging cameras.Basic camera technology

High-performance monochrome cameras are widely usedin the security industry for low-light/nighttime video surveil-lance due to their ability to produce images with much higherresolution and sensitivity to light than color cameras. Mono-chrome cameras are sensitive to the intensity of light energyin a scene with wavelengths outside the range of human vi-sual perception, referred to as near infrared.

These cameras record the various intensities of light in ascene rather than the colors, red, green and blue, recorded bycolor cameras, to provide a much brighter image in dark en-vironments. This technology employs a charged couple de-vice sensor that detects available light and provides the sig-nal to a digital signal processor to enhance the detected lightin low light conditions with back light compensation.

High performance monochrome cameras reduce the typi-cal noise in an image at low light conditions, offer excellentdynamic range, are responsive to the near infrared spectrum,

Cameras aid nighttime video surveillancePhoto by MC1 Daniel R. Mennuto


and have antiblooming characteristics. In addition, these cam-eras coupled with infrared illumination devices (no visiblelight), such as laser, incandescent or light emitting diodeswill improve the video scene by producing an even brightercamera image. For this reason, infrared illuminators are of-ten used for covert surveillance operations.

Thermal imaging cameras provide effective long-rangedetection and have several advantages over typical cameras.Unlike monochrome cameras, thermal imagers sense ther-mal energy rather than light energy. So even in complete dark-ness, rain, smoke, dust or light fog, the thermal camera canproduce an image from the various heat sources.

The thermal detector is the primary component of the ther-mal imaging camera and is composed of various materialsdepending on the specific wavelength of infrared energy forwhich the detector is optimized. Since all objects radiateinfrared energy in some way, the camera has the ability tosense those differences to 1/10th of a degree Fahrenheit.Today, thermal imagers offer a high resolution of up to 320 x240 individual picture elements (pixels) which provide clearscene detail and long detection range. Because these cam-eras detect heat to produce images and not light, surveillancesystems that use these cameras do not require any type oflighting. In addition, the thermal imaging camera providesconsistent performance despite adverse weather conditionssuch as rain, snow and fog, and are widely used in water-way, lake and port applications.

Both high-performance monochrome and thermal imag-ing technologies are widely employed in nighttime surveil-lance applications integrated with AVS technology. Thesecameras improve video images supplied to AVS systems, pro-viding surveillance capability for both day and night envi-ronments. AVS systems analyze video images enabling au-tomated detection and response to specific alarm events. Theirperformance depends significantly on the quality of videoprovided by the camera which is directly proportional to thenumber of pixels, or individual picture elements generatedfor the image.

AVS computer algorithms analyze the video, monitoringchanges in pixels generated over a sequence of events. There-fore, the performance characteristics of how well the cameracan produce a clean, clear image are very important to theanalytics of the system. Characteristics of the video imagesuch as noise and contrast are typically a concern in night-time surveillance applications and influence the performanceof AVS systems.Evaluating surveillance systems

AVS systems were evaluated with the two different cam-era technologies for their ability to provide intrusion detec-tion capabilities. The intrusion detection scenarios introduceda person wearing dark clothing entering an open field at dif-ferent distances, velocities, and directions. To evaluate allenvironments, this evaluation was performed in wet, over-cast conditions and dry, clear conditions. In addition, moreadvanced capabilities known as behavioral analysis were

evaluated to measure the differences in performance for spe-cific objects introduced into the scene, such as a person, dogor car.

On average, the thermal camera provided images that en-abled greater detection ranges than the monochrome camerain the intrusion detection scenarios. The thermal camera pro-vided the best contrast and capability of distinguishing a per-son from the environmental surroundings regardless of theweather conditions with no additional lighting (only natural)introduced into the scene. Over the sequence of the evalua-tion, the intruder’s clothing became saturated from the wetgrass and undergrowth of the field and displayed less con-trast in the thermal image of the intruder and the surround-ings than during dry conditions.

The thermal camera was more effective for long-rangedetection and in open areas when the object appears in highcontrast with the surrounding environment. With infrared il-lumination introduced into the scene, the monochrome cam-era provided a dramatic improvement in the detection rangefor the AVS system and was comparable to the thermal cam-era, especially in wet conditions.

Again, the thermal camera performed better than the mono-chrome camera during the behavioral analysis, primarily dueto the contrast within the thermal image. This contrast al-lowed the AVS system to differentiate between the two liv-ing objects (human and dog) and their associated aspect ra-tio (the width of an image compared to its height).

Of the systems evaluated, however, several had difficultyin differentiating between a person and a vehicle using thethermal camera. The thermal shape of the vehicle (the heatedengine) was smaller than the actual shape of the vehicle, al-tering the aspect ratio of the vehicle and making classifica-tion less reliable.

AVS systems performed slightly better with the mono-chrome camera than the thermal in differentiating betweenthe human and vehicle, but showed signs of “blooming” withthe vehicle’s headlights. This burst of light changed the im-age of the vehicle in the video making classification diffi-cult. The vehicle headlights did not affect the thermal cam-era and the corresponding AVS performance.

There are no current industry standards for objective com-parison of AVS systems and their performance. As illustratedby the evaluation findings, the ability of a system to generatean alarm depends largely on the quality of video receivedfrom the cameras selected for the application. For this evalu-ation, the thermal camera provided images that enabledgreater detection ranges than the monochrome camera.

In more predefined or closer areas, the monochrome cam-era with infrared illumination proved to be effective. Withthe appropriate camera technology, adequate illumination,and proper configuration, AVS systems can provide increasedoperational capability and effective surveillance in a night-time environment. A copy of the AVS night assessment canbe obtained by state and local agency representatives at https://saver.fema.gov.


North Charleston Mayor Keith Summey visited the MineResistant Ambush Protected (MRAP) vehicle integration fa-cility May 6. He was taken on a tour of the facility by then-SSC Charleston Commanding Officer Capt. Red Hoover andMRAP Lean Six Sigma Black Belt Lt. Brian Phillips. Ac-companying Summey was his assistant, Ray Anderson. The

Mayor onboardPhotos by Tom Egbert

MRAP integration facility lies within the boundaries ofNorth Charleston. Above left, Summey listens as Hooverexplains the intricacies of C4ISR integration on a largescale, and above right, Summey poses with Acting Techni-cal Director Charlie Adams, Anderson and the captain infront of one of the life-saving vehicles.

Rear Adm. SeanCrean, Deputy As-sistant Secretary ofthe Navy for Ac-quisition and Lo-gistics Manage-ment, shares alaugh with then-SSC CommandingOfficer Capt. RedHoover, Army Col.Dion King, MRAPproject manager,and Joe Rodgers,left, during a visitto the MRAP inte-gration facilityJune 3. Capt. JoeManna of the De-fense ContractM a n a g e m e n tAgency, accompa-nied the admiral.

Air Force Brig. Gen. Theresa Casey, Assistant Sur-geon General for Modernization, Office of the AirForce Surgeon General, and then-SSC Command-ing Officer Capt. Red Hoover sign an interserviceagreement allowing SSC Charleston to provide sup-port to the Air Force Surgeon General’s office. Col.Brian Masterson, MD, Commanding Officer of theAir Force Medical Support Agency, looks on duringa May 21 visit which included a tour of the MRAPintegration facility.

Photo by Tom Egbert

Air Force partnership


Creanviewsintegrationoperations

VisitorsVisitors


S.C. Adjutant General Maj. Gen. Stan Spears visited theMRAP integration facility recently, accompanied by Medalof Honor recipient Maj. Gen. James Livingston (USMC,Ret.) Above left, Spears reads the message written by theSecretary of the Defense on a pennant that marked the mile-stone 2,531th MRAP vehicle integrated at SSC Charlestonby the end of 2007. Above right, MRAP project lead PeteWard briefs Spears and Livingston. Spears leads and di-

Photos by Tom Egbert

rects the 13,500 member South Carolina Army and Air Na-tional Guard. He also oversees operations of the South Caro-lina State Guard and South Carolina Emergency Prepared-ness Division.

State AG visits

U.S. Air Force Col. Joseph W. Mancy, left, commander ofthe 437th Operations Group at Charleston Air Force Base,and members of the Swamp Fox Flight of the Order ofDaedalians pause at the Bldg. 3147 quarterdeck during avisit May 16. The Order of Daedalians is a fraternal andprofessional order of American military pilots which sup-


ports the military services and other aerospace activities.Operating through a worldwide network of chapters, knownas Daedalian Flights, the organization is for active or re-tired commissioned officers, flight officers, warrant offic-ers or Woman Air Force Service pilots rated as military pi-lots of heaver-than-air, powered aircraft.

Daedalians ‘land’ at SSC Charleston


Tison views MRAPintegration ops

Fages guest speakerNORTHCOM commander visitsPhoto by Tom Egbert

Photo by Tom Egbert


Joe Rodgers, MRAP integration project manager, and PeteWard, MRAP integration lead engineer, greet Air Force Gen.Victor E. Renuart Jr., Commander North AmericanAeroSpace Defense Command and USNORTHCOM, June12. The general was in Charleston with a Civic Leader Tourgroup, which saw SSC Charleston’s role in providing com-mand, control, computers, communications, intelligence,surveillance and reconnaissance (C4ISR) engineering andintegrated solutions to the warfighter. The group received acommand brief and toured the MRAP integration facility.

Donald Tison, Assistant DeputyChief of Staff for Programs, Of-fice of the Deputy Chief of Staff,G–8, U.S. Army, poses at rightwith SSC Charleston Command-ing Officer Capt. Bruce Urbon,left, and then-Commanding Of-ficer Red Hoover, right. Tisonwas accompanied by MiltonMcMillan, senior programanalst/SSO, MRAP DCS, duringa June 5 visit to SSC Charles-ton which included an MRAPoverview and tour of the MRAPintegration facility.

Retired Vice Adm. Malcolm Fages briefed SSC Charlestonon the advances in broadband mobile wireless and an imple-mentation of the technology for first responders in New YorkCity during a Friday morning technical brief June 13. Fagesalso discussed how this capability could be made availableto the warfighter, and took questions from the audience.Fages, now of Fages Consulting, LLC, retired from the U.S.Navy in June 2004, with 36 years of service. His final as-signment on active duty was service as the Deputy Chair-man of the NATO Military Committee in Brussels, Belgium.

Friday tech brief

VisitorsVisitors


Maria Whittington-Hendricks, assigned to Code 55800in the now closed Heidelberg, Germany office, completeda master of arts degree in international relations fromthe University of Oklahoma (OU) in May 2008. She ispictured at left with Gen. Roger A. Brady, commanderof U.S. Air Forces in Europe (USAFE), right, a fellowOU graduate who was also the commencement speaker.Dr. Richard Little, associate vice president for the OUoutreach program, left, was also Maria’s very first pro-fessor for her first master’s degree in human resourcesalmost four years ago.

Proud graduate

Welcome aboard!


Photo by Diane Owens

David A. MankDear SSC Charleston:

On May 4, 2008, my husband Davidpassed away. He worked for SPAWARfor many years, retiring July 31, 1999. Iwant to thank all of you whose thoughtsand prayers comforted him during hiscourageous battle with cancer.Sincerely, Elizabeth R. Mank

Denise SimmonsDenise Simmons, a contracts special-

ist at SSC Charleston supporting code55000 (formerly Code 50) passed awayMarch 26. A Celebration of Life servicefor her work friends was held April 7.

Bob WindleBob Windle, who worked in St.

Juliens Creek performing in-service en-gineering agent and software supportagent duties for the Link-11 System,passed away March 25. He served nearly30 years as a government employee andlived in Chesapeake, Va.

I N M E M O R I A MI N M E M O R I A M

SSC Charleston welcomed summerhires -- including Student TemporaryEmployment Program and StudentCareer Experience Program (STEP/SCEP), and Navy Career Intern Pro-gram (NCIP) employees -- on board inMay. Pictured at right, unless indicatedotherwise, are STEP hires. Top photo,from left, front row, are ShandaStanley, Samantha Fieni (SCEP),Trevor Gildea, Ashley Scott, PatriceRichardson-Scott, Sabrena Heyward,Frances Richardson, Steven Roach,and Keon Atkins; and back row,Jonathan Jordan, Brandon MazyckMark Thomas, Michael Steiner, Mat-thew Stone, Ecoya Green, JonathanHite and Som Tantipithan.In the bottom photo are, from left, frontrow, Gerry Pass, Michelle Johnson(SCEP), Haley Kaelin, KaraVonBehren, Brittany Parker, MichaelHenry, Drew Schwarz, Shane Kimble,Sasha Coston, and Chris Smith; andback row, John Paul Kalapurakal(NCIP), Matthew Sellers, Sarah Zebst,Holden Hughes, Christopher Temples(NCIP) and Shane Ruppert (NCIP).

TransitionsTransitions


Don’t miss the opportunity for valuable recognition foryourself, SSC Charleston and our many products and ser-vices!

You can help us keep all SSC Charleston employees, cus-tomers, contractors, sponsors and retirees current on thecommand’s accomplishments. If you have an article or storyidea, submit it to The Chronicle. To discuss a story idea orfor assistance writing an article, call (843) 218-4973 or DSN588-4973.

If you would like to have a customer or sponsor added toThe Chronicle distribution list, send the name and addressby e-mail to [email protected] or U.S. mail to TheChronicle Editor (Code 85100), P.O. Box 190022, NorthCharleston, S.C., 29419-9022.

The Chronicle is published quarterly to inform, educate,entertain and generate new ideas. Articles will be acceptedat any time. Articles of any length will be considered, butthose with 300 to 500 words are preferred. Photos or illus-trations should be sent as separate files, rather than embed-ded in a document.

A full color version of The Chronicle can also be viewedon the Internet at http://sscc.spawar.navy.mil. Employees canbrowse the current and back issues of The Chronicle andChronicle Lite on SSC Charleston’s Collaboration and Ex-ecution Web site under “Command Information” and the“Newsletters” drop-down menu.

Tell your story in The Chronicle

Back by popular demand ...... SSC Charleston’s own musical ensemble, the Soundof SPAWAR, which most recently performed during thechange of command reception in the atrium of Bldg.3147 June 26. The band originally came together atSSC Charleston’s first change of command in June 1995and has played by popular demand at every one since.The group is made up of SPAWARriors who enjoy play-ing music and are members of bands and church choirsin their spare time. These accomplished musicians canget together on short notice and, with a minimal amount

of rehearsal time, put out a sound that listeners agree issecond to none. Pictured above, from left, are John Ryanof Code 0122 on bass guitar; Clay Stuckey of Code 56150on drums; John Monroe of Code 81200, vocals; GaryKaasa of Code 0122 on keyboards; David Lutzow ofCode 55240 on lead guitar; Mark Durham of Code525A0 on rhythm guitar; Truman Metts, former SSCCharleston employee, saxophone; Ron Lowder of Code52A00, alto saxophone; and David Engleman of Code80000, trumpet.

Photo by Tom Egbert

The Final WordThe Final Word


We are now soliciting photography submissions from SSC Charleston employees

for the next Chronicle photo contest.

The Employee Services Association will offer the winner a choice of a coffee cup,

thermal mug, command coin, cookbook (if available) or $5 credit toward another logo

item.

MWR will offer a certificate for a free lunch in the Cooper River Cafe to the winner.

Send your best shot to [email protected] or drop your print by the Chronicle

office.

Send us your best shot

And the winner is...

More than 40 submissions were received for this issue’s photo contest.

All were outstanding, giving our panel of impartial judges quite a challenge. Thank

you to all who submitted photos.

Your submissions will be kept on file for future use.


Documents

Summer 2008 The Chronicle 1 - United States Navy...form, educate, entertain and generate new ideas. An official publication, The Chronicle is printed using appropriated funds in compli-ance