Summer 2009 The Chronicle 1 - United States Navy · Summer 2009 The Chronicle 5 After nearly a two-year long wait, the anticipation is finally over for Naval Air Station (NAS) Whiting

The ChronicleSummer 2009 1

The Chronicle2 Summer 2009

Students Evan Topper and Neil Monga prepare to demonstrate their robot to SSC Atlantic engineers, as Jackson Trigiani looks on. See story on page 24.

Students Evan Topper and Neil Monga prepare to demonstrate their robot to SSC Atlantic engineers, as Jackson Trigiani looks on. See story on page 24.


Captain’s Call .................................4Burrows visits Tidewater team .............6Upgrade puts Sailors in drivers seat ....14CMMI at SSC Atlantic ......................16Innovating fleet navigation ..............18Mentoring tomorrow’s engineers ........24Honors ........................................26ThinkTEC explores cyber terrorism .....33Education fair builds relationships ......34Spectrum management ...................36SSC Atlantic hosts VIPs ...................40The final word ..............................42

12 Multi-Touch, Multi-User interfaceSSC Atlantic investigates ways to adapt this new technology for the warfighter.

20 The CASE for educationSSC Atlantic engineers are taking part in a program that is changing how science and technology courses are being taught in schools.

28 Is it tough enough? Environmental Test and Evaluation team puts equipment through the paces to ensure it’s tough enough for warfighters.

Commanding Officer .......... Capt. Bruce UrbonActing Technical Director .......... Ken Slaughter

SSC Atlantic’s Mission

To provide quality full-service systems engineer-ing and acquisition to rapidly deploy capabilities to the Naval, Joint and National Warfighter through the development, test, evaluation, production, and fielding of sustainable, survivable and interoperable Command, Control, Communications, Comput-ers, Intelligence, Surveillance, Reconnaissance, Information Operations, Enterprise Information Services and Space capabilities that enable knowl-edge superiority.

The Chronicle is a quarterly publica-tion designed for SPAWAR Systems Center Atlantic employees. Its purpose is to inform, educate, entertain and generate new ideas. An official publication, The Chronicle is printed using appropriated funds in compliance with Document Automation and Production Service regulations. Contents of The Chronicle are not necessarily the official views of, or endorsed by, the U.S. Government, the Department of Defense, the U.S. Navy or SSC Atlantic.

To view The Chronicle online, visit http://enterprise.spawar.navy.mil, click on “SSC Atlantic” under “Field Activities” on the left, click on “Charleston” on the right, then “Chronicle.”

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

Editor .........................................Susan PiedfortCommand Photographer ..............Joe Bullinger

TheTheChronicleChronicle

A Joint Tactical Radio System (JTRS) ground mobile radio operates on the WNW in a military vehicle during the largest demonstration of the capability to date. See story on page 10.

On the coverU.S. Air Force ROTC students try their hands at the Mult i-Touch, Multi-User (MTMU) dis-play during a recent visit to SSC Atlantic. Photo by Joe Bullinger. See MTMU story on page 12.

Photo by Joe Bullinger

InsideInsideSummer 2009 Vol. 15, No. 3


Heat, hurricanes and giving from the heartAugust is here, and we are definitely feeling the dog days

of summer around most of our SSC Atlantic sites. Heat waves don’t evoke the same feelings of urgency or fright as hurricanes or earthquakes, but make no mistake, heat is a killer. Excessive heat is the top weather-related cause of death. According to the National Weather Service, about 1,500 people die from excess heat every summer in the U.S. With high temperatures predicted to continue, it’s important to keep cool on hot days by limiting exertion and staying inside. Exercise in the cooler mornings and late evening hours, and be sure that those at high risk of heat-related ill-ness -- children and senior citizens -- follow your lead.

And speaking of hurricanes, late summer and early fall also bring increased hurricane threat, with maximum activity in the Atlantic basin from early- to mid-September. It is an unfortunate fact that many in our SSC Atlantic family are well aware of the pain and devastation hurricanes bring. Regardless of your personal experience with hurricanes, it is important to realize that each storm is different, and all of them deserve respect. Getting through the season success-fully depends on planning and preparation.

We have held several drills to test our overall hurricane preparedness, as well as our response and recovery opera-tions, if disaster strikes. These and other similar readiness exercises, including several muster drills we have practiced in the last year, are designed to help us all understand our roles. Please make sure you have properly updated your residence information in MyBiz and your contact/muster information on CnE if you have changes or additional in-formation to be added.

The SSC Atlantic Disaster Preparedness Plan (DPP) is a great resource and can be found on CnE at https://cne.spawar.navy.mil/portal/page/portal/CHS_DIR_BES/CHS_BES_BUSINESS_CONTINUITY. The Web site also explains how and why to muster, general information such as tracking maps and links to the National Weather Service, and our plans for business continuity in the event of a disaster.

On the homefront, be sure to check into your flood in-

surance, and make sure all family members know how to respond after a hurricane in case they are separated from one another. Check your emergency supplies kit and you may want to consider purchasing a Weather Alert Radio so you can stay informed of changing conditions. Program your cell phone’s emergency contact numbers with “ICE,” (for “In Case of Emergency”) next to those numbers and the names of those you would need to reach should disaster strike. Evacuate immediately if told to do so. Authorities do not ask people to leave unless they truly feel lives may be in danger. Follow their advice.

This year’s Combined Federal Campaign (CFC) is right around the corner, with kickoff in September. This year the need is greater than ever. For those of you who have given of your time and money to worthy causes, I applaud your effort. I have seen a number of really great things happen over the years that would not have happened had not folks like you risen to the challenge of subordinating your own interests to those of others in need.

I am a strong supporter of the CFC and there are several reasons why it is worth my time, effort and money. The CFC is efficiently run and so administrative costs do not consume much of the money I give. The money goes to charitable organizations that I specifically designate. Giving is easy through payroll deduction. The money comes out of my paycheck each month automatically. Donating to the CFC also lets me tell those telemarketers who call during dinner that I have already given to certified, legitimate organizations and please don’t call me again.

Your decision to donate or not to donate to CFC is your choice. However, I urge anyone who reads this to give something of themselves to “the common good.” I think you will find the rewards will be well in excess of any amount of time or money you donate. I am asking each of you to lead … by your own personal example of giving, and by making those around you aware of what they can contribute – and gain – by participating in the Combined Federal Campaign. Please do what you can to help.


After nearly a two-year long wait, the anticipation is finally over for Naval Air Station (NAS) Whiting Field’s air traffic controllers. The team that helps direct the traffic for the Navy’s busiest airfield got to move into their new home May 25.

The $4.6 million air traffic control tower overlooks the south field of the base’s two airfields with a view that is 20 feet higher than the old tower. With additional working space and an unobstructed view utilizing an extra two feet of window all the way around, the tower provides a more comfortable and efficient office to monitor the more than 160,000 flight operations at south field annually. The im-provements are a welcome addition to the controllers.

“I’ve been watching it be built for two years hoping I would get in it before I transferred,” said Air Traffic Control-ler First Class John Vernon who was also the tower supervi-sor during the tower’s first operational shift. “Especially with it being right next to the old tower, people would come over here periodically to see how things were coming along. It is definitely a lot nicer.”

Operations commenced promptly at 9 a.m. with nary a glitch, although a few items were still being installed. That’s not always par for the course on an electronics installation that was completed in four weeks when it normally takes six. Whiting Field’s Operations Department pushed hard for the Memorial Day weekend installation, however, to reduce any impact on the flight schedule.

“We did everything we could to facilitate their schedule,” said Harlen Wood, the SSC Atlantic project manager for the project. “Fortunately, we were able to keep the timeline.”

Wood and his four-man team completed the installation by working 12-hour days during the holiday weekend. It was an effort that pleased the base’s Air Operations Officer immensely.

“I couldn’t be happier,” said Lt. Michael McDonough. “Everyone was anxious, but things are going smoothly. We are in here and flying on time.”

The new tower replaces one that was not ideal for control-ling the sheer numbers of operations at the airfield and was no longer meeting current FAA standards. The new control stations have better line of sight to airfield operations; the tower contains improved communication equipment, and has an improved design for modernizing equipment in the future and for maintenance. Additionally, the larger space enables training to be conducted at each workstation simultaneously, which was not possible in the old tower.

NAS Whiting Field held a ribbon-cutting ceremony to officially open the new tower in June.

- Jay Cope, NAS Whiting Field Public Affairs

SSC Atlantic team’s extra effort enables ATC tower opening

Air Traffic Control Division members scan NAS Whiting Field on the first day of operations in the new ATC tower.

NAS Whiting Field

Photo by Jay Cope


SPAWAR CHENG visits Tidewater

The day started out as the usual hot, hazy, humid morn-ing in Tidewater, but temperatures really heated up when the hard-charging engineers of the 5.0 competency briefed Space and Naval Warfare Systems Command Chief Engineer Rear Adm. Jerry Burroughs at St. Juliens Creek Annex in Portsmouth, Va., and SSC Atlantic’s Naval Amphibious Base Little Creek facility July 23, 2009.

Deputy Technical Director Patty Fuller hosted the visit and gave a brief overview of the challenges and opportunities in the Tidewater area. She provided a short history of the predecessor organizations to SSC Atlantic while amplify-ing their rich legacy of support to the Navy since 1966 (see Figure 1).

Fuller also discussed the difficulties of managing two financial systems: Navy Working Capital Fund (NWCF) and General Fund, with projects and employees associated with each (see Figure 2). At the time of the brief, there were 419 NWCF employees, 188 General Fund employees, 9 officers and 89 enlisted personnel in the Tidewater area.

Tidewater is home to one of the largest military com-plexes in the world, Fuller said, boasting major naval and joint commands, such as U.S. Joint Forces Command, U.S. Fleet Forces Command and U.S. Marine Corps Forces Com-mand, and military bases that include Fort Eustis, Langley Air Force Base, Naval Air Station Oceana and Yorktown Naval Weapons Station Cheatham Annex. Figures 3 and 4 represent a breakdown of major military commands in the Tidewater area and highlight the importance of SPAWAR’s presence in such a vital area.

“We want to be the engineering provider of choice,” Fuller said.

When it was Rear Adm. Burroughs turn to speak, he said that one of the reasons why SPAWAR may be hard to understand is because of its diverse areas of expertise, from engineering fleet systems and networks, to space systems, to underwater systems, and its distinguished work in re-search and development. But he said there has been ongoing dialogue between SPAWAR Headquarters and the Chief of Naval Operations, who affirmed that SPAWAR’s contribu-tions to the Navy are crucial to naval operations.

“I don’t think some people realize just what we do, but we only get one chance to prove ourselves to customers, so

Rear Adm. Jerry Burroughs: ‘Tidewater engineers impressive’

Photos by Sharon Anderson

SPAWARSYSCOM Chief Engineer Rear Adm. Jerry Bur-roughs poses with the SSC Atlantic Tidewater manage-

ment team during his visit to St. Juliens Creek Annex in Portsmouth, Va.


Continued on next page

we better be good the first time,” Burroughs said.The admiral emphasized his submariner background and

said that he is process focused. He stressed the need for disciplined standard engineering processes across SPAWAR and said that headquarters will be looking into an electronic library for the 5.0 competency and a wiki where personnel could access engineering guidance and make recommenda-tions for improvements.

The admiral also spoke about his expectations for the 5.0 workforce.

“I expect everyone to be the best you can be and remem-ber that lives may depend on your work,” Burroughs said.

In turn, he pledged his support, vision, leadership and resources, and to serve as a conduit to higher leadership, when necessary. He asked for timely, open communications and asked that personnel maintain their professional edge by joining professional organizations, reading and writing for professional journals, and collaborating with colleagues across SPAWAR.

“If you are not pursuing professional development, it doesn’t take long to fall off the leading-edge,” Burroughs said.

The admiral also cautioned against the “brain drain” that is likely to occur within the next five to 10 years as more baby boomers retire. He said it was critical that each em-ployee pass along knowledge and experience. “You should

be spending part of each day mentoring,” he said.In the course of his brief, Burroughs reiterated that it was

an honor and privilege for him to be the SPAWAR CHENG. He also answered questions from the audience, and he com-plimented personnel on their feedback and keen interest in improving engineering practices.

The admiral said that he was sensitive to the organiza-tional changes that Tidewater personnel were adjusting to with the ongoing 2005 Defense Base Closure and Realign-ment actions, facilities upgrades, office relocations and SPAWAR’s move to a Competency Aligned Organization. (See Figure 5 on the next page for a snapshot of SSC Atlantic Tidewater facilities locations.)

But he also enumerated the advantages of CAO. “Probably the greatest strength is in the IPTs [Integrated

Process Teams] and being able to leverage engineering expertise across the organization. We have quickly put to-gether IPTs in response to specific requirements for NGEN [Next Generation Enterprise Network] security and many others,” he said.

Technical reviews were given by project leads starting with a fast-talking and breathless Chuck Cratsley, head of 534J0, Joint Battle Management Command and Control, who condensed an hourlong brief into 10 minutes. Cratsley’s office supports U.S. Joint Forces Command’s Joint National

Figure 1 Figure 2

Figure 3 Figure 4

Graphics by Eric Carr, DON CIO Graphics


Training Capability and other JFCOM worldwide training programs.

Pam Hawver, head of 55500, Fleet Communications Division, discussed her division’s successes by “Enabling Speed to Capability in Providing End to End Communications Systems and Services for the Fleet and DoD.” These included research, development, testing and engineering support for the C4I programs within 5.5.

In an effort to provide further information about the ca-pabilities her team has to offer, she extended an invitation to the admiral for a return trip to the St. Juliens Creek labs.

Lothrop Richards, who is the program manager for SA-DIE, or SYSCOM Architecture Development and Integra-tion Environment, briefed how the flexibility of SADIE’s tools assists in creating system architectures that are DoD-compliant and interoperable.

Next on the agenda was a short drive to Old Domin-ion University for a work-ing lunch and overview of ODU’s System of Systems Engineering Certification Program, a new educational op-portunity which is explained more fully in the story on page 31.

The afternoon was filled with project briefs at SSC Atlan-tic’s Naval Amphibious Base Little Creek facility, hosted by Jennifer Watson, national competency lead for 5.4, Business Systems/Enterprise Information Systems.

“Our expectation is to create an engineering environment in which everyone understands that no system stands alone,” Watson said. “Everything we do is connected, in context, to something else. So, systems thinking and systems engi-neering philosophies and practices are critical to ensuring that every action taken by the 5.0 Competency (across all

of its Tier 2 competencies) positions the Navy for achieving its vision and overall objectives at the best possible value.”

John Carvil, chief engineer for Navigation and Geospatial Information Systems, 534, Com-mand and Control Engineering and Navigation Division, led the kick off for the afternoon. He discussed how Nav/GIS is supporting the Navigator of the Navy’s Navigation Vision 2025. Carvil presented submarine navigation system architecture initiatives, consistent with Navigation Vision objectives, that will assist navigation in a GPS-denied environment, and other initiatives, that will rely on the two-year technical insertion process for technical refresh and sustainment.

In addition, several of 534’s project successes were reviewed. These included work in the Navigation Sensor System Interface (NAVSSI); Navigation/GI&S; Navigation System Certifi-cation (NAVCERT), Unmanned Surface Ves-sel (USV); and the Over the Horizon Tactical Tracking System (OTHTTS).

Pictured above, from left are Dave Walters, 5.4 Local Competency Lead for SSC Atlantic; Pam Hawver, 55500 division head, Fleet Communica-tions; Jennifer Shauger, division head for Collaborative Technologies and Knowledge Management; Michele McNair, 54200 division head, Software Engineering; Chuck Cratsley, division head for 534J0, Joint Battle Management Command and Control; and John Carvil, 534 chief engineer for Navigation and Geospatial Information Systems, Command and Control Engineering and Navigation Division.

Figure 5

Rear Adm. Jerry BurroughsPatty Fuller


The admiral expressed particular interest in research that SSC Atlantic and the Applied Research Laboratory at Pennsylvania State University are collaborating on that is associated with gravity compensation using the fleet’s inertial navigation system and the Geospatial-Intelligence Agency’s gravity maps.

Gary Ambrose, 56360, branch head for Surveillance and Reconnaissance, briefed the Integrated Undersea Surveil-lance System (IUSS) Operations Support Center (IOSC). IOSC provides programmatic, engineering, technical and logistic support to the PMS 485, Maritime Surveillance Systems (MSS) Program Office. The IOSC has been the designated lead engineering agent for logistics and sustain-ment for MSS programs and has been supporting the IUSS mission since 1984.

IOSC supports all fixed and mobile IUSS facilities world-wide, as well as oversees submarine cable operations out of Cheatham Annex, Yorktown. Additionally, IOSC oversees the Navy Array Technical Support Cen-ter, also located in building 1558 at Little Creek, which provides depot repair of towed sonar arrays for Surveillance Towed Array Sensor System (SURTASS) submarines and surface platforms.

Karen Lehman, Next Generation Enterprise Network IPT lead for SSC Atlantic, briefed about ongoing SSC Atlantic support to the NGEN pro-gram management office and the status of current initiatives such as Early Transition Activities (ETAs) and consolidation of Navy and Marine Corps System Design Specifications (SDSs). She also discussed the challenges that her team is fac-ing due to the large scope of the NGEN program and highlighted successes to date.

Jane O’Dea, IPT lead for Navy Data Centers, 545J0, Collaborative Technologies and Knowl-edge Management, briefed progress on the Navy Data Center Consolidation project, an effort

between the Deputy Chief of Naval Operations for Com-munication Networks (OPNAV N6), Naval Network Warfare Command’s Cyber Asset Reduction and Security (CARS) Task Force and SPAWAR, to consolidate and migrate the Navy’s approved applications and systems, and reduce the Navy’s data center footprint, to a target of 10 CONUS and four OCONUS facilities owned and operated by the Navy or the Defense Information Systems Agency.

Current work on the project is focused in Millington, Tenn., in support of the Bureau of Naval Personnel and Navy Recruiting Command.

At the end of the day, Tidewater personnel were delighted and flattered with the interest that Burroughs showed in their projects and the valuable insights that he shared.

- Sharon AndersonCHIPS Senior Editor, SSC Atlantic

Front row, from right, SSC Atlantic Deputy Technical Director Patty Fuller, national competency lead for 5.4, Business Systems/Enter-prise Information Systems, Jennifer Watson and support contractor Patricia Ward listen to briefs at St. Juliens Creek Annex.

SPAWARSYSCOM Chief Engi-neer Rear Adm. Jerry Burroughs, center, and Jerry Dew, front row, right, branch head for 54570, Net-work Systems Engineering poses with Tidewater’s Student Career Experience Program (SCEP) participants during Burroughs’ visit to St. Juliens Creek Annex in Portsmouth, Va.


JTRS proves multinode capability Senior officials review largest battlefield networking test

The Joint Program Executive Office Joint Tactical Ra-dio System (JPEO JTRS) announced that the Wideband Networking Waveform (WNW), a critical capability of the JTRS, successfully demonstrated its validated design and tactical utility June 3 and 4 during a multinode demonstration with senior ser-vice and Depart-ment of Defense officials at SSC Atlantic. Thirty ground mobile radios were used in the largest demonstration of the capability to date.

“The Wide-band Network-ing Waveform overcomes many mobile network-ing challenges,” said Navy Capt. Jeffrey Hoyle, Program Man-ager, JTRS Net-work Enterprise Domain. “We’ve now demonstrat-ed this capability successfully scales to tactically useful numbers of nodes in an operationally relevant environment and is on track to meet Joint warfighter requirements to provide a flexible and pervasive networking capability to address the challenges of modern battlefields.”

The event demonstrated how the WNW, operating on JTRS ground mobile radios, can effectively network 30 mobile and static nodes, sharing data and video across multiple subnetworks in a challenging, heavily forested suburban environment with significant multipath propaga-tion effects.

“During this field demonstration testing, WNW per-formed as expected, and we were able to validate laboratory performance improvements from recent waveform algorithm enhancements in the field,” added Hoyle. “The ability to integrate waveform enhancements rapidly while testing in the field (three times in as many weeks) thoroughly dem-onstrated a significant advantage that JTRS provides -- the ability to upgrade warfighter communications and network-ing capability while deployed through software only updates in fielded radios. This is an important accomplishment,

and this capabil-ity that has now been successfully demonstrated in a field environ-ment can be lev-eraged continu-ously throughout the WNW prod-uct lifecycle,” he said.

WNW is a net-working wave-form that enables connections be-tween vehicles, planes and ships utilizing mobile networking tech-nologies. WNW offers the ability to transit more information with greater security

and provide new capabilities to seamlessly route and re-transmit information.

Performance results measured during this demonstration indicate a significant new networking capability that will continue to improve as the data collected are thoroughly analyzed to enable additional waveform software upgrades, as well as through processor and power amplifier improve-ments inherent with the improved Ground Mobile Radio Engineering Development Model hardware being delivered now and the Airborne/Maritime/Fixed Station hardware in the future.

Warfighter supportWarfighter support

A Joint Tactical Radio System (JTRS) ground mobile radio operates on the WNW in a military vehicle at Naval Weapons Station, Charleston as part of the largest demonstration of the capability to date, held June 3 and 4.

Photos by Joe Bullinger


The Joint Tactical Radio System, headquartered in San Diego, Calif., was initiated in early 1997 to improve and consolidate the Services’ pursuit of separate solutions to replace existing legacy radios in the Department of Defense inventory. The JTRS program has evolved from separate radio replacement programs to an integrated effort to network multiple weapon system platforms and forward combat units where it matters most – the last tactical mile. JTRS will link the power of the Global Information Grid to the warfighter in applying fire effects and achieving overall battlefield superiority.

JTRS is developing an open architecture of cutting edge radio waveform technology that allows multiple radio types (e.g., handheld, aircraft, maritime) to communicate with each other. The goal is to produce a family of interoperable, modular software-defined radios that operate as nodes in a network to ensure secure wireless communication and net-working services for mobile and fixed forces. These goals extend to U.S. allies, coalition partners and, in time, disaster response personnel.

- JPEO JTRS Public Affairs

The Wideband Networking Waveform (WNW), operating on a Joint Tactical Radio System (JTRS) demonstrated its vali-dated design and tactical utility in multinode tests held June 3 and 4 at SSC Atlantic on board Naval Weapons Station, Charleston. Below, operators test connectivity in the Navy housing area.


Multi-Touch, Multi-UserGraphical representations of the battlespace have been

used for ages, ranging from tabletop maps to more sophis-ticated Global Command and Control System (GCCS), Cooperative Engagement Capability (CEC) and/or Com-mand Post of the Future (CPoF) type displays. In modern warfare the ever increasing influx of data demands new ways to visualize and interact with information, and there are a number of tools available to do this. SSC Atlantic has been working with Perceptive Pixel’s Multi-Touch, Multi-User (MTMU) display technology as a platform for the creation of Automated Battle Management Aids (ABMAs) for the warfighter.

The MTMU is a large, multi-touch capable display screen measuring 8 feet wide and 3 feet tall; raised 3 feet off the ground. Controlling the display is done by gesturing while in contact with the screen. Perhaps you have seen

the movie “Minority Report?” Set 50 years in the future, a key piece of technology employed by the police force in the film was a large, flashy interactive holographic display. Using a variety of gestures, characters in the film were able to interact and manipulate large quantities of digital data rapidly and efficiently. The MTMU isn’t holographic, but the same general idea of gesture-based interaction with a digital display is similar.

You might have heard of Microsoft’s “Surface” technol-ogy, a tabletop variation of multi-touch technology currently in limited use, which employs multi-touch concepts and responds to natural hand gestures and real world objects. However, most people’s experience with multi-touch prob-ably involves Apple’s iPhone, one of the first mass market devices released to make use of multiple points of input on a surface.

Adapting new technology for the warfighter

Photo by Harold Senn


Former SSC Atlantic Technical Director Phil Charles described the Perceptive Pixel MTMU as being “The world’s biggest iPhone,” because of the similarities in interacting with the two devices; using the MTMU involves gesturing while in contact with the screen. Typical gestures include simple mouse-like movements (dragging, poking to “click,”) to more complex gestures like making circles. The device can recognize an arbitrary number of points or gestures, and can display any form of graphical media.

Multi-touch technology dates back to the early 1980s, with Nimish Mehta at the University of Toronto develop-ing the first multi-touch display. Research and development continued in tandem with Bell Labs, which yielded compre-hensive discussions and prototypes. The technology reached a breakthrough in the early ‘90s with Pierre Wellner and other engineers at Xerox publishing research on the “Digital Desk,” which supported multiple finger input and pinching motions and gestures.

The MTMU was first brought to the attention of Phil Charles after the 2006 Technology, Entertainment, Design

(TED) Conference. A video was making rounds on YouTube, featuring Jeff Han of Perceptive Pixel, showing the MTMU in action.

“It was decided that the MTMU could be an effective aid in improving the human-computer interaction capabilities of the warfighter,” Robert Regal explained. In 2007 a unit was purchased and placed in SSC Atlantic’s Integrated Product Center (IPC) lab. Regal and Jeremy Tibayan, along with other IPC personnel, are exploring ways to tap the unique capabilities of the screen. Regal’s work with the MTMU has already garnered two SSC Atlantic Innovation Awards in 2008, as well as being a focal point for a paper presented at the 13th International Command and Control Research

and Technology Symposium (ICCRTS).Currently, SSC Atlantic is using the MTMU to address

problems with information overload and manipulation; in-novating the way Network Centric Warfare (NCW) is waged. For instance, a Tactical Action Officer (TAO) might have a workstation consisting of 18 displays, multiple trackballs, a keyboard and a headset that is used to listen to multiple audio channels -- often at the same time. There is also the problem of dealing with inflexible information processes and mak-ing some sense out of the relationships between all the data swirling around them. Automated Battle Management Aids (ABMAs) are used to help distill actionable and relevant information from the torrent of incoming data, beginning an automated process once a decision has been made.

The MTMU provides the warfighter with a highly cus-tomizable environment in which to interact with the data they must manage in the field. Two servicemen can work side by side, each bringing different backgrounds and experience, and better contribute novel solutions to the common task. The entire display is a shared, productive space that can

allow each user to work independently, yet collaboratively. The current model of data display and interaction in NCW is through the usage of Web portals, and tends to lead to an application-centric environment. Regal and others working on the MTMU see it as providing a more information-centric display, allowing easier movement between data sources and working with intelligence.

To cite one case, an ABMA was created that gathered data from numerous infor-mation sources; packaging the information and pushing notifications to the MTMU users once a specified confidence criterion was met. The “package” consisted of pictures and maps, color coded and linked contextually to the textual events, as well as relevant photos and satellite imagery. Using the MTMU, intelligence officers could open the package, audit the list of events leading up to the match and, using

the multi-touch display and gestures, quickly sort through the packaged data for relevance. The intelligence officers were then able to rapidly repackage the information, which made choosing a course of action more expeditious.

SSC Atlantic’s exploration of the MTMU is yet another way it seeks to innovate for the warfighter. Use of the MTMU would begin mostly at the command center level at this time, with significant modifications needed for installation in Navy vessels. As the technology matures, it’s possible that smaller-scale versions of the MTMU will eventually see service in various capacities throughout the fleet.

- A Publish It! product byPeter Johnson

Visiting Air Force ROTC students try their hands at the MTMU in the IPC.Photo by Joe Bullinger


The newest update to the Career Management System/Interactive Detailing (CMS/ID) gives Sailors a self-service option to help manage their professional career path and negotiate orders for their next job assignment.

SSC Atlantic, New Orleans Office’s technical support for the development and July 9, 2009 deployment of the “Sailor Apply” capability has enabled active duty Sailors to submit their own Permanent Change of Station (PCS) job applica-tions in CMS/ID via the Internet, similar to applying for a job online in the private sector.

The new functionality, which mirrors the process already used successfully by drilling Reservists to submit assign-ment requests, complements the detailing process, augments traditional application methods, and provides a Total Force capability for the Navy. To submit applications to Navy detailers, Sailors must meet Perform to Serve (PTS) require-ments and be within their orders negotiation window.

CMS/ID is the centerpiece of a Total Force Web-based Navy Career Tools suite that empowers active duty, full-time Support and Selected Reserve (SELRES) Sailors in managing their careers. The system enables enlisted Sailors to research jobs, up-date their duty preferences, identify the skills and other requirements needed to make informed decisions to achieve their career objectives, and ap-ply for future jobs. Automatic alerts in the system keep Sail-ors informed about assignment opportunities and key career milestones. Approximately 15,000 billets (jobs) are listed in CMS/ID monthly.

Until July, the only way active duty Sailors could apply for assignments was through their Command Career Coun-selors. The new self-service function now gives all Sailors the option of driving the application process themselves.

Sailors research and apply for potential assignments dur-ing each month’s two-week application window, though the job search process begins nine months prior to a Sailor’s projected rotation date (PRD). A series of color-coded indicator lights pop up on screen in CMS/ID as the system

matches the Sailor’s personal information with job require-ments. Gates prevent applicants from selecting jobs in the wrong paygrade or Navy Enlisted Classification (NEC) while regulating which jobs are available to the Sailor, and flags warn of factors that could affect whether a detailer approves the application. These capabilities were put in place in an earlier CMS/ID release so that career counselors could begin preparing Sailors for making their own applications.

Reliance on CMS/ID for career management is increasing as demonstrated by 1,471,051 logins from January through June 2009 and 64,444 job applications processed, said Capt. Michael Murphy, program manager for the PMW 240 Sea Warrior Program, which manages the CMS/ID application for the Chief of Naval Personnel (CNP)/Deputy Chief of Naval Operations (DCNO) Total Force.

“Deployment of the Sailor Apply capability to the full active and Selected Reserve (SELRES) Navy team via CMS/ID is a huge milestone for us,” Murphy said. “Suc-

cess represents completion of one of the CNP’s strategic initiatives for FY09, as well as one of our PMW 240 strategic objectives.”

The single information technology (IT) acquisition agent for the Navy’s Man-power, Personnel, Training and Education (MPTE) enter-prise, the Sea Warrior Program (PMW 240) is a component of the Navy’s Program Executive Office for Enterprise Informa-

tion Systems (PEO-EIS), which develops, acquires, and deploys seamless enterprise-wide IT systems with full life cycle support for the warfighter and business enterprises. The Sea Warrior Program comprises a portfolio of more than 40 business applications and is focused on enterprise IT management practices, processes, and execution to ad-dress time-critical business capability gaps ashore and afloat and to migrate/sustain current legacy systems supporting manpower, distribution, pay and personnel management, and medical reporting.

The PMW 240 team is committed to advancing the Navy’s Total Force vision by transitioning to integrated solutions

Updates to Navy Career Tool Systemput Sailors in the driver’s seat for job applications

“Deployment of the Sailor Apply capability to the full Active and Selected Reserve Navy team via CMS/ID is a huge milestone for us. Success represents completion of one of the CNP’s strategic initiatives for FY09, as well as one of our PMW 240 strategic objectives.”

- Capt. Michael MurphyPMW 240 Sea Warrior Program Manager


backed by rigorous, enter-prise-level IT portfolio man-agement for ashore, afloat, and expeditionary units. To support this mission, SSC Atlantic’s New Orleans Of-fice is the technical services provider to PMW 240 and PEO-EIS, providing project management, software en-gineering, and software de-velopment and sustainment encompassing requirements management, configura-tion management, testing, production support, quality assurance, and deployment. The New Orleans Fleet and Customer Support team pro-vides Customer Support Center/Help Desk services, and the Networks Engineer-ing and the Information Assurance Applications and Systems teams provide pro-gram hosting support for CMS/ID in the New Orleans Office Navy Data Center.

In keeping with PMW 240’s disciplined performance requirements, the New Orleans Office CMS/ID development team provided technical support for the new self-serve job application function during a five-month assessment and op-erational test at 15 shore and sea commands and squadrons. “There have been many early indications that this capability would be extremely well received,” noted Kathryn Bailey, long-time CMS/ID Project Manager at the New Orleans Office. “Application numbers are higher this cycle than they have ever been. I’m very proud of the CMS/ID project lead Darren Darby and development team for producing such an important and useful tool for the Sailor and the Navy.”

Career counselors will retain the option to review and modify requests, submit applications, and perform a vital mentoring role in helping guide good career choices, with Sailors serving as active partners in the orders negotiation process. Many career counselors report that the new capabil-ity is particularly beneficial to Sailors who are familiar with the detailing process, and actually gives Career Counselors extra time to work with more junior Sailors in selecting their next assignments.

CMS/ID enables commands to view the service records of all Sailors applying for jobs in their commands, rate applicants, and provide their rankings to the detailers. The system assists detailers and placement coordinators at the Navy Personnel Command (NPC) in Millington, Tenn., with the distribution and placement of naval personnel, identifying the best job for the Sailor and best Sailor for the

command. While the Detailer makes the final decision on who gets the job, CMS/ID provides a voice for input into that choice. Interaction between the command, command career counselor, detailer, and Sailor remains the most im-portant aspect of career management. Command leadership will continue to steer the detailing process, ensuring career choices strike the proper balance in meeting the needs of Sailors, their families, and the Navy.

Providing this self-service option is the latest in a series of continuing enhancements to CMS/ID. In November 2008 the New Orleans development team enabled the display of a separate category for jobs supporting the Global War on Terror (GWOT), making it much easier for Sailors to view and apply for these career-enhancing and rewarding posi-tions. In addition, new capabilities afforded to SELRES Sailors in the November release provided parity with their active duty counterparts, displaying more professional data, increased billet information, and qualifying indicators to show appropriate fit to position/billet. This release linked the NEC code displayed in CMS/ID to the Navy Training Management and Planning System (NTMPS), which dis-plays NEC details, course convening dates, and prerequisites for awarding the NEC. Common Access Card (CAC) login was implemented in the April 2008 release, per Department of Defense mandate, as well as the capability for Reserve detailers (assignment coordinators) to screen applicants for proper fit into a billet.

CMS/ID has its origins in a legacy system known as the

Continued on page 17

PS3 Joanna Rimando of PSD New Orleans was among the many Sailors who used the new self-service capability in CMS/ID in July to apply for her next duty assignment.

Photo by MC2 John P. Curtis, Public Affairs Office, NAS JRB New Orleans


@ SSC AtlanticIn 1998 the Navy mandated the use of Capability Ma-

turity Model Integration, known as CMMI®. CMMI® is a process improvement approach that provides organizations with the essential elements of effective processes that can be used to improve the quality of goods and services. It can be applied to individual projects or used across an entire organization.

CMMI® concepts and official designations, developed by the Software Engineering Institute (SEI) at Carnegie-Mellon University, are widely known and respected in the engineer-ing and business community and are used worldwide.

In December 2006 SPAWARSYSCOM Commander Rear Adm. Michael Bachmann announced that CMMI®

had been selected as a balanced scorecard measure to aid in standardizing best engineering practices. Bachmann instructed SPAWAR systems centers and headquarters to develop individual plans for obtaining a CMMI® Maturity Level 3 rating. CMMI® maturity levels, assigned to organi-zational units such as an organization or a project as a result of an appraisal, range from one through five. Each level has specific requirements.

Achieving maturity levels indicates to customers (and potential customers) that explicit process criteria have been met in the production of goods or services, which adds a level of prestige to the projects or organizations that achieve them and can have a positive impact on business. It may also help employees be more efficient due to development and use of consistent and clearly-defined work processes.

SSC Atlantic’s process improvement efforts began long before the individual centers in Charleston, Norfolk and New Orleans consolidated into a single center, and employees in each of these geographic areas worked independently toward achieving CMMI® maturity levels. In April 2007 then-SSC Charleston achieved Maturity Level 3. The former SSC Norfolk achieved Maturity Level 3 in September 2007; and the former SSC New Orleans achieved Maturity Level 3 in May 2009.

CMMI® points of contact for the various sites are: New Orleans ─ Milton Frank ([email protected]), Tidewater ─ John Fraser ([email protected]) and Charleston ─ Mike Knox ([email protected]).

Since the individual maturity levels achieved in the dif-ferent geographic sites cannot be combined and applied to the SSC Atlantic organization as a whole, SSC Atlantic will undergo an organization-wide Standard CMMI® Appraisal Method for Process Improvement (SCAMPISM) Class A ap-

praisal in March 2010 to determine whether the center has achieved Maturity Level 3.

Because it’s not possible to review each project in a large organization, SEI allows complex organizations such as SSC Atlantic to select a cross-section of projects that rep-resent everything the center does, to showcase the center’s engineering disciplines during the formal appraisal. These are known as focus projects. Nonfocus projects will also be sampled during the SCAMPISM.

The Class A appraisal will be performed by SSC Atlantic Enterprise Process Office (EPO) staff members and led by an authorized SEI appraiser. It will last for about a week and will involve a thorough evaluation of the thousands of documents generated by all the projects involved. In addi-tion, the lead appraiser and the appraisal team will conduct dozens of face-to-face interviews with the projects’ subject matter experts.

Documentation for projects involved in this appraisal must be current. Therefore, all information must be updated from previous appraisals.

At appraisal completion, the results will be signed by the lead SEI appraiser and sent to the SEI, which will verify that the appraisal was performed correctly. SEI will then notify SSC Atlantic of the final results.

To prepare for the SCAMPISM A appraisal, teams of employees in Norfolk, New Orleans and Charleston are performing scheduled informal self-assessments. This involves gathering data (known as objective evidence, or artifacts, in the CMMI® world) which the EPO reviews to determine if CMMI® best practices are being followed. The EPO then identifies gaps in process improvement efforts and coaches the teams to improve their submissions, if there are problems.

In addition to self-assessments, EPO staff members are also performing Class C internal appraisals on focus projects to prepare them for the Class A appraisal. These appraisals, which typically last two to three days, involve on-site evalu-ations of each project’s data. No interviews are conducted; it’s simply a document review.

The center recently appointed government employees in the tech codes as systems engineering/CMMI® champions because of their knowledge in these areas. The champions perform and manage process improvement activities, such as assisting with self-assessments, reviewing project-level documentation and artifacts for compliance with standards, conducting reviews of projects for process compliance and


Job Advertising and Selection System (JASS). In October 2004 the JASS development team, under Bailey’s project lead at the former SSC New Orleans, finalized a redesign of the system as the first phase of working toward NPC’s requirements to have the Navy’s MPTE programs work together to enhance warfighting effectiveness, empower Sailors to manage their careers, and ensure the right Sailor with the right skills is assigned to the right position. NPC’s launch of this redesigned system, known as JASS Career Management System (JCMS), provided the acquisition baseline to begin delivering a Web-based distribution en-vironment and introduced the concepts of Job Family/Job Code and Job Title.

Sailors had immediate access to their enlisted master file — a reference page containing personal career and contact data — and could make more educated career decisions by selecting open requisitions and comparing career growth opportunities. Commands owning the billets had access to view, rank and comment on potential applications.

In August 2006 JCMS was renamed CMS/ID. With the name change came the indicator lights, gates, and flags that provide Sailors a fast, easy way to check if they are eligible for jobs listed in CMS/ID.

Each new release has matured CMS/ID into a valuable tool in the distribution process. Sailors access CMS/ID either directly through the CMS/ID Internet Web site or through the Navy Knowledge Online (NKO) portal on the NPC Web site.

In the NAVADMIN 200/09 announcement of Sailors’ ability to submit their own job applications, Vice Adm. Mark Ferguson, CNP/DCNO Total Force, said the added functionality reflects the continued commitment to place more career management tools in the hands of Sailors as a core initiative in the Navy’s Total Force strategy.

Future CMS/ID enhancements will continue to improve Sailor career management and Navy business operations.

CMS/ID is one of the Navy Military Personnel Distribu-tion Systems (NMPDS), a collection of mission-essential systems supporting Navy personnel distribution, mobiliza-tion, and fleet readiness and assisting Navy planners in main-taining a flexible readiness posture. The New Orleans Office provides technical services for all systems under the NMPDS umbrella for the PMW 240 Sea Warrior Program.

“Enabling this new Sailor Apply capability is another milestone in our long history of delivering products and services supporting Navy manpower and personnel business requirements and reflects the dedication, long hours, and hard work from our New Orleans team,” said Jacqueline Goff, Deputy Technical Director.

- Deborah GonzalesSSC Atlantic, New Orleans Office

Continued from page 15

‘Sailor Apply’

participating on CMMI® appraisal teams. Systems engineer-ing/CMMI® champions are John Steele for Code 515, Dennis Warren for Code 534, Tim Gardner for Code 561, and Cmdr. (Sel) Jimbo Hadley for Code 55.

As the focus project teams develop standard operating procedures, manuals and other documents and prepare other artifacts for the SCAMPISM A appraisal, they are storing the data in the Organizational Measurement Repository. Over 10,000 pieces of evidence are projected to be stored there by the SCAMPISM A appraisal. This information will be use-ful in the future, as the entire organization continues to use CMMI® best practices. Project documentation will be added to a consolidated process asset library, building a roadmap for future projects to follow.

For more information about CMMI®, check out the cen-ter’s EPO site at https://epo.chs.spawar.navy.mil/cmmi/ or link to it from CnE’s corporate resources page.

The training section of the EPO site contains a basic CMMI® Web-based tutorial titled “SEI introduction to CMMI®.” It introduces the CMMI® model, SSC Atlantic’s policies and process manuals, and other resources.

An in-depth, three-day classroom training course, “SEI introduction to CMMI® version 1.2,” is also available. Class dates are posted in the calendar section of the EPO Web site.

2010 SCAMPISM A Focus Projects in Charleston are Au-tomation Program; Common Information Centric Security; Joint Threat Warning System; Shipbuilding and Conversion, Navy; Ship Signal Exploitation Space; Tactical Messaging System and Visual Information Display Systems. Tidewa-ter projects are Naval Tactical Command Support System Patriot Release and Snap Automated Medical System. New Orleans projects are Support Equipment Management Sys-tem and the Customer Support Center.

- Diane OwensChronicle Lite Editor, SSC Atlantic

In April 2007 Mike Kutch, Director of Engineering Opera-tions, and Richard Barbour, senior member of the Software Engineering Institute, posed proudly with then-SSC Charles-ton’s CMMI® Maturity Level 3 rating.

Photo by Harold Senn


The fleet navigation teams have a tough problem, so SSC Atlantic engineers have developed an innovative solution.

Currently, the fleet is transitioning from the use of paper nautical charts to digital nautical charts for ownship naviga-tion on the bridge. While a few ships have been authorized to operate paperless, most ships still operate with paper nautical charts and use the digital nautical chart systems as situational awareness. This means that in addition to updating paper nautical charts current with hazards or changes (called No-tice to Mariners, or NTMs), the navigators (Quartermasters, or QMs) have to maintain their digital nautical charts. The existing fleet process to maintain digital nautical charts is difficult and time consuming. Limited network bandwidth at sea can make it especially cumbersome to download large update files.

Now, on to that innovative solution from SSC Atlantic, called Network Centric Mapping Distribution, or NCMD

for short. Code 534 has a long history of working with the design and development of digital nautical chart database products, as well as the software that displays and operates with the geospatial databases. We have developed the NCMD software as a new way for QMs to update their digital nau-tical charts. NCMD is a Web service-based software that automates the geospatial database updating process. With NCMD, once configured, the QM basically does not have to do anything in order to maintain his or her digital nauti-cal charts. This is true even at sea, as NCMD will operate autonomously at night, while the majority of the QMs are sleeping. The Navigation Chart Update workflow is present-ed in the figure at left. What currently is time consuming and cumbersome -- and often has to be repeated if a network error

occurs -- is now an autonomous process.

T h e N C M D software consists of four main com-ponents. On the ship or subma-rine, there is only a small Java soft-ware client with a GUI interface. This talks back to the NCMD Web service, MySQL database and in-staller software on shore, using a n y T C P / I P -based network, e.g. NIPRNET or SIPRNET. With NCMD, if the net-work is interrupt-

NCMD software passes the test in Trident Warrior 09fleet experiment

The SSC Atlantic Code 534 team, from left, David Grant, Robert Greer and Dong Bang.

Photo by Rich West


ed, data transmission will resume automatically at the point of interrup-tion once connectivity is restored.

The NCMD software was recently tested as part of the Trident War-rior ‘09 Fleet Experiment (TW 09). A second pro-gram developed by Code 534, called COGENT, was also used in TW 09 as part of the NCMD testing.

These tests took place June 22 to 26 in USS Nassau (LHA 4), off the coast of Virginia. For TW 09, the NCMD and COGENT testing was a software-only installa-tion on the existing ISNS network (NIPRNET). No hardware installation was required for the operating of NCMD or COGENT. Code 534 engineers Dong Bang and Robert Greer rode Nassau, and David Grant supported the shore site involved, Commander, Second Fleet (C2F) Battlelab, at Naval Station, Norfolk. USS Bulkeley (DDG 84), USS Farragut (DDG 99) and a submarine were also involved in the TW 09 experiment. TW 09 is the Naval Network Warfare Command’s (NETWARCOM’s) primary FORCENET experiment in the fleet and allows for testing, analysis and evaluation of enhancements and new C4ISR systems for the fleet.

The testing was a great success for NCMD and COGENT. An initial SITREP, prepared by Capt. Carl Conti, director of NETWARCOM’s FORCEnet Innovation and Experimenta-tion, and sent to NETWARCOM Commander Vice Adm. H. Denby Starling II June 26 hinted at the success of the NCMD/COGENT testing in Nassau and said, “...Today, the USS Nassau and the USS Bulkeley returned to Norfolk and the USS Farragut is nearing its homeport.… As with my previous SITREPS, I will discuss two promising technolo-gies. The first technology is one that has enthusiastic support from the bridge team aboard USS Nassau called Network Centric Mapping Database (NCMD).…

“U.S. Navy ships currently receive base edition CD-ROM Digital Nautical Chart (DNC) data through the U.S. mail, a slow process at best. Also, the current manual method of DNC updating is inefficient and time-consuming, especially at sea due to network limitations. Network Centric Mapping Database (NCMD) is an autonomous Web-service based software that provides a robust charting update capability

by exploiting available network bandwidth and speed. The use of NCMD virtually eliminates the navigation team’s workload of updating the DNC data. The experiment using the NCMD software aboard USS Nassau for TW 09 has achieved solid success. In addition to the TW 09 experi-mentation, NCMD was utilized to automatically update the operational COGENT Electronic Charting system on the bridge of Nassau with DNC 17 Version 43 from the exist-ing shipboard Version 42. This would have been difficult if not impossible to update with the current manual process. NCMD was also utilized to retrieve Tactical Ocean Data (TOD) 017 Edition 5, updating the existing shipboard CD-ROM of Edition 4. TOD is currently not available via network for ships at sea. It is only available on CD-ROM. These two electronic charting data updates were a first for a U.S. Navy ship at sea. COGENT offered improved situational awareness on the bridge, allowing the CO and NAV team to clearly identify navigation hazards during the planning and execution of a rendezvous and UNREP mis-sion. Nassau’s commanding officer personally cited the outstanding capability that COGENT provides to a bridge watch team…

“V/R, Capt. Carl ‘Carlos’ Conti, Director, FORCEnet Innovation and Experimentation (N9), Naval Network Warfare Command.”

Now, the NCMD team is busy working on the data analy-sis and final report for TW 09. In addition, an investigation has been started into how to integrate the NCMD software capability into the CANES program for future fleet use.

- Robert Greer, Code 534H0

Helicopter Flight Ops during Trident Warrior ‘09. Photo by Dong Bang


SPAWARriors make theCASE for STEM education

Even though the school year was over at Hanahan High, its laboratories were filled with enthusiastic middle and high school teachers and SSC Atlantic engineers engaged in experiments and demonstrations on a recent June morning.

Thanks to the Center for the Ad-vancement of Science, Technology, Engineering and Math (STEM) Educa-tion (CASE), they are taking part in a program that is changing how STEM courses are being taught in middle and high schools.

Studies have shown that the num-ber of American students interested in

learning science and technology con-tinuously decreases throughout middle school and into high school. The U.S. is not meeting its current or projected needs for engineers and scientists.

At the same time, the youth of today are completely comfortable with every aspect of technology. “Millenials” have spent their entire lives surrounded by and using computers, video games, video cameras, digital music players, cell phones and other toys and tools of the digital age. While today’s students are interested in technology, STEM-related courses are not being taught in a way that engages them.

CASE was established in 2006 to provide a comprehensive and balanced program that excites the curiosity of learners and helps teachers adopt new, effective instructional strategies. Funded by the Department of Defense through the National Defense Educa-tion Program (NDEP), CASE works with partners around the country to create teacher training programs that immerse teachers and students in in-quiry- and design-based learning activi-ties that supplement the normal science curriculum, explained Dr. Stephen Priselac, CASE executive director.

Although the methodology of in-quiry- and design-based (I&D) instruc-tion has historical roots, it has not been practiced on a wide scale in America’s STEM classrooms. According to Dr. Nancy Priselac, CASE director of train-ing, I&D is “a natural extension of the

Monica Barnette, a computer scientist assigned to SSC Atlantic Code 5537, and teacher Heather Bla-lock take measurements in the composites module during recent training at Hanahan High School.


PartnersPartners


classroom, marrying inquisitiveness and design with one step.” CASE offers teachers training in the method, and provides the instructional materials for the classroom. SSC Atlantic offers en-gineers and scientists to work alongside and support teachers in the laboratories as subject matter experts (SMEs).

Not only are the scientists and en-gineers the part of the team that brings the technical expertise to the classroom, they are role models and mentors to inspire, nurture and motivate our young people, according to Shanda Johnson, SSC Atlantic co-coordinator -- along with Director of Workforce Develop-ment (Code 81) and Acting Director of Corporate Operations Gary Scott -- of the CASE/NDEP effort. “They are real people that look just like these students, that come from the same type of com-munities, schools and socio-economic backgrounds as they do. They are indi-viduals the students can identify with and bring reality and inspiration to the classroom,” Johnson said.

“The message they bring is: you too can pursue careers in science, technology, engineering and math and be employed in lifelong careers that

you enjoy. You can have a promising and prosperous future that will make a difference and a contribution to our communities and our country,” she added.

SPAWARSYSCOM Commander Rear Adm. Michael Bachmann has a long-standing commitment to support-ing the education of young scientists and engineers. “As we move into the future, unless substantial changes are made, our science and technology workforce will be increasingly less capable of performing the work re-quired for fleet readiness and national security,” Bachmann said in an address to the National Defense Industrial As-sociation recently. “If we are to main-tain our position as a leader in the field of science and technology, we must all come to the table to do whatever we can to prepare our young people for tomorrow’s jobs in government and defense. Our nation’s economic vitality and security depend on it.”

About 200 SPAWAR scientists and engineers retire each year, and this will increase as the scientists and engineers who came of age in the Apollo era start retiring in droves. Sometimes those sci-

entists are doing one-of-a-kind jobs, Bachmann noted. Their replacements must be United States citizens.

SSC Atlantic is just getting started with the CASE initia-tive. SSC Pacific has been engaged for several years and will start capturing metrics this year to show how the CASE program used in elementary and middle schools makes a differ-ence in kids’ career choices in high school. Johnson and Scott are working with SSC Pacific coordinators Dr. Jim Rohr and Chris Deckard to leverage re-sources, gather lessons learned and develop a K-12 STEM SPAWAR Enterprise outreach program.

CASE gives SSC Atlantic an opportunity to build on its long-standing commitment to STEM education. In addition

to ongoing educational partnerships with local schools, area teachers and students often visit the center to see the technological opportunities SPAWAR offers. SSC Atlantic employees mentor and tutor local students in a variety of programs, and there are shadow days, lunch buddies and summer employ-ment programs for youth.

“Many of the students whose lives we touch do not have parents or family members that are engineers or scien-tists. They don’t know what engineers do,” Johnson noted. “The relationship between SSC Atlantic and the schools will expose them to other alternatives as they seek to make career decisions.”The CASE method

CASE utilizes a variety of instruc-tional tools, one of which is the Materi-als World Modules (MWM) program. MWM includes nine interdisciplinary modules based on topics in materials science, including biodegradable mate-rials, biosensors, ceramics, composites, concrete, food packaging, polymers, smart sensors and sports materials. MWM emphasizes active, hands-on

Jennifer Jenkins, electronics engineer in SSC Atlantic Code 582, conducts an experiment in the sports materials module.

Electronics Engineer Fred Krenson of Code 582 inspects the condition of a tomato after a drop test in the food packaging module.



Military Magnet Academypartners with SSC Atlantic

SSC Atlantic has entered into an education partnership agreement (EPA) with the Military Magnet Academy, and SSC Atlantic representatives attended a recent school dedication ceremony and parade at the academy’s North Charleston campus in honor of the agreement.

The partnership enhances the educational experience of the Military Magnet Academy students by providing access to the staff, expertise, facilities and equipment related to naval warfare systems technology available at SSC Atlantic. It will also promote students’ interest in sci-ence, mathematics and engineering, particularly related to space and naval warfare systems technology.

Established in 1997 for sixth, seventh, and eighth grad-ers, the Military Magnet Academy now includes students in grades 6 through 12. The mission of the academy is to prepare cadets to become academically competent, disciplined and responsible citizens. To the usual reading, writing and math, the discipline of a military environment is added. Students learn the importance of civic duty while they build leadership characteristics that are needed

Lonnie Cowart, Military Magnet Academy Commandant Lt. Col. Joseph Dawson, Hannah Dawson, Academy Principal Anderson Townsend, Michelle Rehr-Matash and Bob Miller pose after the parade and dedication ceremony.

Photo by Bob Miller

Military Magnet Academy cadets go through the paces during a dedication ceremony held on their courtyard, which has been painted to resemble The Citadel quadrangles.

for today’s work force or post secondary education.The education partnership is in accordance with public

law which authorizes defense laboratories to enter into EPAs with U.S. educational institutions in order to im-prove science, mathematics and engineering education.

Photo provided

PartnersPartners


Recent Citadel graduate Ens. Brennin Colegrove received the Robert G. Miller Memorial Sword -- which honors the father of an SSC Atlantic employee -- during an awards convocation held at The Citadel in May.

The award is named for Robert G. Miller, who was born in 1924 to second generation immigrant parents from Germany. After high school he joined the Army, and served in many Seventh and Third armies cam-paigns across Europe, including the Battle of the Bulge. Always drawn to the sea, the former Sea Scout served as a Sea Scouting Master and later joined the U.S. Power Squadron, teaching the public boating class for many years. He was a certified navigator with a “full certificate” and served as commander of the Palisades Power Squadron in New Jersey.

This was the second annual presentation of the award established by SSC Atlantic’s Bob Miller of Code 5313 and sibings Patricia, Maureen and James as a memorial to their father. The presentation was a Miller family affair, with Miller’s daughter Madelyn presenting the sword to Colegrove.

Colegrove majored in physics and computer science at The Citadel, with honors including five Gold Stars, Dean’s List (seven awards), Commandant’s List and President’s List.

The sword is presented to The Citadel NROTC sea services candidate who embodies Robert G. Miller’s leadership skills and dedication to serve his nation and others, and to the candidate who most appreciates and loves the sea.

From left, Robbie, Sherri, Madelyn and Bob Miller pose with Brennin Colegrove and his parents Linda and Alan at The Citadel convocation.

Photo provided

learning and most importantly, provides students of all ability levels the opportunity to apply what they learn in the classroom to real-world problems. MWM also helps students and teachers meet National Science Education Standards and State Standards. Most standard textbooks prescribe in-structional recipes which guide classroom teachers through a curriculum broken down into a succession of units that cover a body of material within a specified period of time. While this is orderly and credible instruction, it can leave both teacher and student uninspired.

I&D by contrast is less predictable. It makes the teacher a facilitator and coresearcher in an investigative process requiring openness and receptivity to ideas. The objective is not always to find the right solution, but to engage in an exploration that leads one toward the truth, even if inquiry and experiment lead students to false starts initially.

At Hanahan High School in June, 80 teachers from Charleston, Berkeley and Dorchester counties, along with SSC Atlantic SMEs, worked in the food packaging, sports materials and composites modules. One group investigated and designed protective food packaging material, then tested their designs by dropping packaged tomatoes from various heights and recording the results. They also evaluated the environmental impact of food packaging alternatives. The sports materials group tested the rebound ability of different balls in experiments and analyzed the design and material options of sports equipment. The third group investigated the wide variety of composite materials used to make everyday objects and tested strength and stiffness before designing a set of prototype fishing poles.

This method of instruction has proven effective in re-exciting youngsters about STEM, according to Dr. Nancy Priselac. Comparative studies were conducted in Maryland involving 90 children divided into a control group using traditional teaching methods and an experimental group using the I&D teaching methods in the MWM modules. “The control group gained 26 percent increase in science knowledge in four weeks,” Priselac said, “while the experi-mental group gained 52 percent. This is a fun way to learn, and it is a strategy that is working to motivate students into STEM arena.”

SSC Atlantic scientists and engineers currently working with the program are excited about inspiring young people and will make a big difference in the the way these young people view these fields of study, Johnson believes.

“These engineers, along with the teachers, will generate excitement and be the catalysts that generate a broader, more diversified base of future scientists and engineers,” she said. Johnson is looking for more volunteers who want to make a difference in the lives of our young people. To volunteer e-mail [email protected].

- Susan Piedfort, Chronicle Editor

The Citadel’s Colegrove presented sword in honor

of Robert G. Miller

Continued from page 21SPAWARriors make the CASE


SSC Atlantic mentorsencourage and guidetomorrow’s engineers

When Travis Axtell was in high school he was part of a team that took part in a robotics competition. The competi-tion, which makes the kids think through the entire engi-neering process in order to reach an objective, helps foster interest and knowledge of engineering and design.

It was very similar to events held this year for students who were challenged to design and build robots – using Legos, sensors and motors – that can perform a series of two-and-a-half minute missions. They are judged on ro-botic performance, a research project detailing a climate problem and proposed solution, technical presentation and teamwork. While the goal of the competition is for students to have fun, they also learn about math, science, engineer-ing, research procedures and teamwork. The ultimate goal is to encourage them to pursue a career in a field of science or engineering.

Axtell’s high school involvement in the robotics compe-

PartnersPartners


tition definitely helped cement his aspiration to become a professional engineer and has inspired continuous learning. An electrical engineer in SSC Atlantic’s Code 5833, he is embarking on a new adventure in post graduate learning. He and two other SSC Atlantic employees, Scott Buscemi and Adam Tyson, were recently awarded DoD scholarships through the Science, Mathematics and Research for Trans-formation (SMART) program. Axtell will pursue a PhD in electrical engineering (space systems engineering) at the Naval Post Graduate School.

While working for a year in Washington, D.C., Axtell volunteered to mentor local school kids in robotics teams, something he continued to do when he relocated to Charles-ton. The experience has been rewarding for him, for the kids, and potentially for SSC Atlantic, which may hire more of these robotics team “veterans” in the future.

“These are some of the smartest kids I’ve ever seen,” Axtell said. “They have so much potential. If given the op-portunity, they could go anywhere and do anything.”

As part of a Navywide effort to encourage school children to study science, technology, engineering and math (STEM),

Axtell and other SSC Atlantic employees are involved with local schools to show the real world engineering applica-tions. They mentored Team 342, the Burning Magnetos, a group of high school students who won the 2009 For Inspira-tion and Recognition of Science and Technology (FIRST) safety animation challenge.

In June, students who took part in this year’s competitions visited SSC Atlantic to demonstrate their robotic solutions. Rollings Middle School of the Arts students Neil Monga and Evan Topper, along with Jackson Trigiani of Newington El-ementary School, put their robots through the paces, as SSC Atlantic engineers watched with admiration. C.J. Couch, now a mechanical engineering major in college, was also on hand to talk about the value of Axtell’s mentorship.

“SSC Atlantic’s engineering and science professionals have a tremendous capability to be even more engaged with school systems and encourage young people to pursue technical careers,” said Gary Scott, SSC Atlantic’s Director of Workforce Optimization.

To volunteer call (843) 218-5900.- Susan Piedfort, Chronicle Editor

At left, top, Dr. Steve Jarrett, SSC Atlantic’s Chief Technology Officer for the ISR/IO/IA and Cyber Security Director-ate, listens as Evan Topper and Neil Monga describe their approach to the robotic challenge. At left, bottom, Topper and Monga prepare for a demonstration, as Jackson Trigiani looks on. Above, SSC Atlantic’s Travis Axtell, far right, talks about the value of mentorship for the students and for SSC Atlantic.



Joe Rodgers and Pete Ward received awards during a recent All Hands gathering for their contributions to SSC Atlantic’s Mine Resistant Ambush Protected (MRAP) vehicle integration program. Both were presented Navy Meritorious Civilian Service Awards, the second highest award and medal provided to civilian employees within agencies of the federal government.

Rodgers and Ward earned the awards for service as program manager and lead project engineer, respectively, for the MRAP integration effort.

The MRAP vehicle program integration efforts were the largest and fastest build up of military technology in America since World War II, as recognized by the Secre-

Rodgers, Ward honored formeritorious civilian service

SSC Atlantic Commanding Officer Capt. Bruce Urbon poses with Joe Rodgers and family, at left, and Pete Ward and family, above, after presentation of the Meri-torious Civilian Service awards.


tary of Defense, the Secretary of the Navy and the Chief of Naval Operations during visits to SSC Atlantic.

Since 2007 SSC Atlantic has played a vital role in the MRAP program by integrating various command, control, communications, computer, intelligence, surveil-lance and reconnaissance capabilities into vehicles to en-hance warfighter situational awareness, communications and other capabilities on the battlefield. The challenge of the MRAP project has been to meet a strict delivery schedule on a high volume of vehicles while maintain-ing configuration management across multiple vehicle and C4ISR variants. The team has integrated more than 15,000 MRAP vehicles to date.

Cmdr. (Dr.) Stephen M. Jarrett, USN (Ret.), poses at right with his newly commissioned son, Ens. Paul Jarrett, and proud mom Carolyn. On May 16 Ens. Jarrett was com-missioned into the Navy at Virginia Polytechnic and State University in Blacksburg, Va., by his father: SSC Atlantic’s Chief Technology Officer for the ISR/IO/IA and Cyber Security Directorate.

Ens. Jarrett graduated summa cum laude with a bachelor of science in computer science from the College of Engineer-ing, and was awarded the Outstanding Midshipman award of the Virginia Tech NROTC unit.

Ens. Jarrett reports to the Naval Nuclear Power School on Naval Weapons Station, Charleston, in September. His older brother, Lt.(jg) Andrew Jarrett, is underway on Los Angeles-class submarine USS Memphis. Photo provided

All in the family

HonorsHonors


Lonnie Cowart, SSC Atlantic pub-lic affairs and Congressional liaison officer, was named Civilian Em-ployee of the Year by the Charleston Metro Chamber of Commerce as part of their 2009 Salute to the Military.

Cowart is the official spokesper-son and representative of the center to the public and internal custom-ers. In the past 18 months, he has orchestrated visits by the Secretary of Defense, Secretary of the Navy, Vice Chairman of the Joint Chiefs of Staff and more than 70 flag offi-cers visiting SSC Atlantic to see the center’s role in the C4I integration of Mine Resistant Ambush Protected

Photo courtesy Silver PhotographyCheryl Clark, Charleston Metro Chamber of Commerce, Chairman for the Salute to the Military Reception.

Cowart named Civilian of the Year by Chamber

(MRAP) vehicles. Cowart’s commitment, support and lead-ership are evident in the com-munity as well as at SSC Atlan-tic. He is active in Chamber and local business group meetings, a variety of school programs and in community events. He has invigorated the command’s business partnership with Ha-nahan Elementary School, and is a leader and a participant in school programs.

He has served as Principal for a Day and organizes the annual Patri-otic Essay Contest. He is also a Lunch Buddy to a student that he meets once a

month to share a meal and serve as a mentor and role model. He was also active in the annual Stand Down for Homelessness event.

Lean Six Sigma Green Belts Photo by Joe Bullinger

SSC Atlantic recently welcomed 24 new Lean Six Sigma (LSS) Green Belts to its ranks. These new belts spent a week of training focusing on the fundamentals of LSS, DMAIC (Define, Measure, Analyze, Improve, Control) problem-solving sequence and associated efficiency improvement tools. Posing with Instructor Dale Davis, left, and SSC Atlantic Deployment Champion Mike Thomas, right, are from left, front row, Beth Jackson, Michella Hensley, Audrey Orvin, Anne Hobday, Jennifer Voepel, Erika Henderson; middle row, Davis, Christopher Darrow, Sabrena Heyward, Lilly Mills, Barbara Campbell, Kristy Still, Donna Walters, Skipper McCreight, Todd Collier, Thomas; back row, Orlando Scott, David Ward, Shannon McKitrick, Jonathan Hite, Michael Grubbs, Perry Friend, Shawn Boykin, Joe Parker and Joseph Prather.


Designing and implementing solutions for the armed forces presents a number of challenges. With the introduction of commercial, off-the-shelf (COTS) equipment, resilience in the face of conditions encountered by the warfighter in the field is more important than ever. SSC Atlantic’s Environmental Test and Evaluation (T&E) Facility (Code 5313) exists to provide the equipment, facilities, personnel and expertise to deliver safe and reliable equipment to the warfighter.

If you want to be sure your solu-tions are tough enough, these guys can put it to the test.

The T&E Facility is able to fulfill a number of needs; simulating a wide range of environmental and “torture test” usage scenarios. Using their specially designed labs and equip-ment (located in Buildings 3413 and 3113), they can verify equipment performance before it is deployed in the field. They can also determine the operating parameters required for

COTS equipment. When testing equipment, they can identify failure modes and provide solutions. When dealing with in-house projects they can ensure production quality solutions are implemented and can evaluate problems reported from

field use as an In-Service Engineering Agent (ISEA).

The T&E Facility has been per-forming research and development, test and evaluation and technical support for SPAWAR for more than 20 years. In addition, the T&E team has supported a number of external clients and provided service to all branches of the DoD. They have tested Navy shipboard equipment, fixed station and vehicle mounted equipment for Army/Marines and aircraft mounted equipment for Air Force/Marines.

Verifying the viability of equip-ment before deployment in the field is crucial, and the T&E Facility supports the SSC Atlantic systems engineering process manual by pro-

Is it tough enough?SSC Atlantic Environmental Test & Evaluation Center finds out

Mike Harrington, Ron Smith and Lee Hinson of the SSC Atlantic Environmental T&E Facility. Photo by Joe Bullinger

T&E-Supported SystemsGlobal Command and Control System •

- MaritimeMarine Corps Common Hardware Suite• Electronic Key Management System• National Security Agency Commercial •

Communications Security Endorsement Program

Unclassified Wireless Local Area Network • Trident Class SSGN

Automated Radio Communications • System

Joint Threat Air Warning System • High Frequency Automat ic L ink •

Establishment SystemNaval Information Warfare Activity N8 •

AcquisitionsNavigation and Geospatial Information •

Systems


The MaxPac9200SRA1 remote workstation post testing shows failure of the mounting tabs.

A MaxPac9200SRA1 remote workstation is in the process of vibration testing.

viding test engineering, measurement analysis and quality assurance. The test and evaluation process ensures that all equipment provided to the warfighter meets both specifica-tions and operational requirements.

The testing and evaluation process is becoming even more important as programs continue to move to COTS equip-ment. The T&E Facility provides methods and means to verify the operational parameters as stated by a manufacturer or contractor. As tested equipment is revised and modified, it can undergo additional testing, if required. Specific testing includes advanced development model testing, first article testing, acceptance testing and production verification. T&E can also develop test and evaluation plans to ensure complete and comprehensive testing, and manage the test and evalu-ation process from concept to production.

For example, SSC Atlantic Code 713 submitted a GCCS-M 4.1 AN/USQ-172A, a Military Standard (MIL STD) Navy shipboard rack and its associated installed equipment for testing against the in accordance with MIL-STD-167-1A standard. This battery of testing subjects the equipment to the kind of vibrations it would be exposed to on a Navy vessel. The results of the test revealed CPU failures in vertical axis, a

broken keyboard latch and multiple fatigue failures in the trans-verse axis. The UPS front panel and chas-sis interface suffered fatigue cracks in the longitudinal axis, and rail guide screws were either sheared or loos-ened and rattled free.

An example of a COTS item tested in T&E Facility was the MaxPac9200SRA1

remote workstation, submitted by Marine Corps personnel. The workstation was environmentally tested in a storage case against the MIL-STD-810F standard, replicating conditions it would be exposed to in a four-wheeled vehicle and on a two-wheeled trailer. The results of the testing showed it pass-ing high/low temperature and the humidity conditions tests. The initial vibration testing yielded unsatisfactory results;

T&E-Supported Testing Standards

• Military Standard-810G • Military-Standard-901D • Military Standard-167-1A • Military Standard-2036 • Military Standard-740-1 • Military Standard-740-2 • Military Standard-108E • ANSI Standards • International Electrotechnical

Commission A GCCS-M 4.1 AN/USQ-172A rack system is mounted for testing.

Continued on next page


A GCCS-M 4.1 AN/USQ-172A rack system post-testing fatigue crack.

A GCCS-M 4.1 AN/USQ-172A rack system post-testing fa-tigue crack.

several problems were identified with the DVD drive, the internal ribbon cables, the video card and multiple screws were jolted loose and fell into the bottom of the case. Ad-ditionally, there was fatigue failure of the mounting tabs. In light of the failures, modifications were made to fix the problems exposed, which resulted in the item passing the subsequent vibration testing.

The T&E Facility team has a number of accomplishments under their belt. They received awards for the successful and timely completion of the GCCS-M 4.0 system environmental qualification testing. They have assisted several Navy cus-tomers in obtaining MIL-S-901D shock certification.

For the Naval Sea Systems Command, they’ve managed the test plans for 70 families of instruments and performed R&D, preproduction, production and ISEA testing of multi-function Radiation Detection, Indication And Computation (RADIAC) equipment.

For the Marine Corps System Command, they were re-sponsible for environmental testing for laptops and servers in the Marine Corps Candidate Hardware Suite. In addition, they carried out preproduction environmental testing of the MaxPac9200SRA1 remote workstation for the Tactical Exploration Group.

A MaxPac9200SRA1 remote workstation post testing shows failure of the DVD drive.

For the Naval Air Warfare Center, Lakehurst, N.J., they were responsible for the environmental testing of the Avia-tion Data Management and Control System (ADMACS), Block 2.

And for Navy Information Warfare Activity they were responsible for R&D Evaluation of the Lebaric Encapsulated Wave Pearl Ultrawideband Antenna Subsystem.

For questions or assistance with your environmental test-ing requirements, call the T&E Facility team. Team Lead T. Lee Hinson ([email protected]) can be reached at (843) 218-4889 and Mike Mike Harrington ([email protected]) at (843) 218-4271.

- A Publish It! productby Peter Johnson

Environmental T&E CenterContinued from previous page


SSC Atlantic and Old Dominion University embark on training and research program

SSC Atlantic has partnered with Old Dominion Univer-sity’s National Centers for System of Systems Engineering (NCSoSE) to create a System of Systems Engineering Cer-tificate (SoSEC) Program. The SoSEC Program has been developed to expose engineers and technicians to techniques and methods that will provide additional knowledge, skills and abilities required to maintain the Navy’s increasingly complex systems of systems. The first SoSEC class is focus-ing on the complex systems problem called Carrier Strike Group Information Exchange.

Seventeen SPAWAR engineers, technicians and a logisti-cian are participating in the yearlong training and research program. By the time the program ends in December of this year, all 17 should be certified in SoSE by NCSoSE, and a technical report will be generated, addressing information exchange problems present in Navy carrier strike groups.

Rear Adm. Jerry Burroughs, SPAWAR Chief Engineer, visited SSC Atlantic and NCSoSE July 23 and was impressed by the integration of academic learning, practical exercises, and the in-depth real-world case study included in the SoSEC program.

“This represents an opportunity to develop and deploy a unique model that integrates research and training, while simultaneously addressing a complex system problem. I am pleased that SSC Atlantic has elected to draw on the unique training and research capabilities of NCSoSE for this effort,” Burroughs said.

The SoSEC classes are taught by NCSoSE staff members who are also Batten College of Engineering and Technology professors. Although courses are held at the ODU campus d u r i n g work hours, enrolled employees complete the

training on their own time, making up work hours at other times during the week. Employees in the program are committed and engaged, and cannot miss class sessions as stipulated by

course attendance requirements.

The SoSEC P r o g r a m w a s established and coordinated by Pa-

PartnershiP

“This represents an opportunity to develop and deploy a unique model that integrates research and training, while simultaneously addressing a complex system problem....”

- Rear Adm. Jerry Burroughs, SPAWAR Chief Engineer

mela Bell, head of the SSC Atlantic Organizational Development and Train-ing Management Division. Jennifer Shauger, SSC Atlantic division head for Collaborative Technologies and Knowledge Man-agement, and Dr. Carol F. Smith, 4.0, Logistics and Fleet Support Depu-ty, manage administrative details and coordinate with the NCSoSE staff.

The SoSEC program has four core academic classes: (1) systems engineering; (2) systems theory; (3) complex systems; and (4) system of systems engineering, each an eight-week course. The academic core is supported by an integrated capstone case study focused on a real-world Navy

system of systems engineering problem. The capstone allows students to combine theory and real-life activities on a system of systems engineering problem from their own domain.

The case study results and accompanying technical report will be briefed to SSC Atlantic and SPAWAR Headquarters leadership with the hope that recommendations will result in

enhanced fleet support. In addition, the case study will serve as a model for future SPAWAR system of systems engineering efforts.

SSC Atlantic’s Organizational Development and Training Management Division plans to continue the SoSEC Program with a different focus for the associated case study. Plans are being made to branch out and expand the classroom experience to other SSC Atlantic locations via interactive distance learning.

For more information about the program, contact Jen-nifer Shauger at [email protected]; Dr. Carol F. Smith at [email protected]; or Dr. Kevin Adams at [email protected].

- Dr. Kevin M. Adams, Principal Research ScientistNCSoSE, ODU


“There is no doubt that the integrity and security of our computer and information systems will be challenged on an increasing basis in the future.”

- Defense Secretary Robert M. GatesJune 2009

Ten years ago two Chinese colonels published a book called “Unrestricted Warfare” that advocated “not fighting” the U.S. directly, but “understanding and employing the principle of asymmetry correctly to allow [them] always to find and exploit an enemy’s soft spots.”

The idea that a less capable foe can take on a militarily superior opponent also aligns with the views of the ancient Chinese general, Sun Tzu. In his book “The Art of War,” the military strategist advocates stealth, deception and indirect attack to overcome a stronger opponent in battle; just like a mouse toying with a cat.

The Bush administration developed the Comprehensive National Cybersecurity Initiative (CNCI) to improve how the federal government protects sensitive information from hackers and nation states trying to break into and exploit government networks. President Obama’s administration has stated that cybersecurity is a top priority. These initia-tives attempt to unify government agencies’ fragmented approach to cybersecurity by reworking and expanding existing programs and developing new leap-ahead security programs that are better at reducing the risk of a successful cyber attack.

Technological advances have been shown once again to be on the point of a very sharp double-edged sword. It is now, and likely has been, feasible for one human to potentially

affect an entire country’s IT infrastructure and security with a keystroke. There are even those in the field that believe we are in the midst of a cyber Cold War and arms race.

Being a veteran of the Cold War myself, I do recognize similarities, although stockpiling nuclear weapons with a clear capability of mutually assured destruction is a much different set of circumstances. Détente may once again be the response as Defense Secretary Robert Gates just recently approved the creation of the U.S. Cyber Command to oversee the security of DoD networks in response to the heightened global cyber threat.

Our customers have recognized our capability to test and support a variety of the CNCI technology thrusts. SSC Atlantic (Code 50.D) established a Cyber Warfare Center earlier this year. At the core of this center of excellence, you will find the Structured Holistic Attack Research Computer Network (SHARCNet) that has the capability to model and simulate computer network attacks, exploits and defense-in-depth strategies. Karen Sorenson, an engineer assigned to the Information Systems Security Engineering Branch, Code 582Y0, and her team have made tremendous progress since her innovation project (SHARCNet) was awarded in early 2009. The newly developed network centric battlespace or Cyber Range allows for the development and testing of the most state-of-the-art technologies for computer security.

In our role as a noncombatant activity, we are dedicated to supporting our warfighters who stand in harm’s way, preserving our peace and defending our nation and its allies against aggression at home and abroad -- on the sea, in the air, on the land and in cyberspace.

- Vince Van Houten, GSLC, SSC Atlantic

Inside the Cyber warfare infrastructureSupporting the warfighter in a Net-Centric battlespace


At left, conference attendees look at unmanned aerial vehicle (UAV) on ThinkTEC’s In-novation Isle, lo-cated in Charles-ton’s Bldg. 3112.

SSC Atlantic was the site of the fifth annual Charleston Metro Chamber of Commerce ThinkTEC Homeland Se-curity Innovation Conference, which focused this year on cyber terrorism.

Conference presentations at SSC Atlantic May 20 and 21 explored the current state and efforts against cyber terrorism and solutions being developed in the Charleston region to strengthen and protect critical infrastructures.

Held for the third year at SSC Atlantic, the conference also featured innovative technologies addressing terrorist and natural threats to the nation’s security, and promoted the role of the Charleston region in bringing government, business and military entities together to develop solutions.

SSC Atlantic Commanding Officer Capt. Bruce Urbon kicked off the presentation portion of the conference May 20 with an SSC Atlantic overview. Guest speakers from the Defense Information Systems Agency (DISA), Federal Bureau of Investigation, Department of Homeland Security and Lowcountry industry leaders were also featured.

“ThinkTEC represents an ongoing effort by the Charles-ton Metro Chamber of Commerce to accelerate technologi-cal growth for the Tricounty area and for the entire state. This conference lets us leverage Charleston’s public/private partnerships, technological advances and business opportu-nities as we seek innovation solutions to ensure homeland security,” said Urbon.

The conference also featured panel discussions which explored technology advancements in cyber security, infra-

ThinkTEC explores cyber terrorism structure protections and advanced security cluster develop-ment in the Charleston region.

Brig. Gen. John Davis, deputy commander for Joint Task Force Global Network Operations at the Defense Informa-tion Systems Agency, discussed the challenges of securing information and networked infrastructures.

Richard Arnold, director of cyber protection for General Dynamics Advanced Information Systems, discussed cyber warfare and detecting supply chain interdiction.

He was followed by Joseph Opacki, a Federal Bureau of Investigation forensic investigator, who gave conference at-tendees an update on the state of malware investigations.

Dr. Thomas Cellucci, chief commercialization officer in the science and technology directorate at the Department of Homeland Security, appeared via video feed for a keynote address on the department’s initiatives that identify, evaluate and commercialize technology for rapid development and deployment. The commercialization office stood up in Octo-ber of 2008 to engage potential partners in the private sector who could develop and deliver the products and services that meet the operational requirements of the department.

Sean McGurk, director of control systems in the security national cyber security division, control system security program of the Department of Homeland Security, discussed cyber security challenges and threats to our networked criti-cal infrastructure.




SSC Atlantic’s Total Force Management Department hosted the first SSC Atlantic Education Fair May 29, spon-sored in partnership with the Navy College Office onboard Naval Weapons Station, Charleston. The event served as a consortium where both military and civilian employees from within the Charleston naval community, along with other government, industry and academic partners from across the nation collaborated as a community of interest in competency development.

“Although we’ve always maintained successful relation-ships with academic institutions, this event strengthened both existing and new relationships in moving for-ward,” explained SSC Atlantic Total Force Management Director Gary Scott. “With the implementation of a competency aligned organization and competency development mod-els, the value of education to our workforce has increased ten fold. In moving forward it will be imperative that we begin seeding long-term and sustainable success, and that happens via education.”

Workshops and academic-based booths showcased the latest certifica-tion, degree offerings and distance learning training opportunities. Guest

speakers included SSC Atlantic senior management, inter-national technical subject matter experts, as well as senior DoD and Navy Post Graduate School leadership discussing the expanding role of education to seed sustainable success in meeting both immediate and future warfighter needs.

“In working with the Navy College Office, our goal is to formalize and streamline the business process involved with educational initiatives,” stated Pamela Bell, 813 Divi-sion Head for Organizational Development and Training Management. “Cross pollinating our academic, industry

and government relationships per our various educational initiatives will provide SSC Atlantic huge savings in terms of resource and monetary value.”

Among the guest speakers were Rear Adm. Will Rodriguez (Ret.), formerly chief engineer for SPAWARSYSCOM and now Naval Post Graduate School’s director of outreach for the West Coast who also serves as the point of contact be-tween SPAWAR and the institution; and Dr. Kevin Adams, an assistant research professor at Old Dominion University.

Also speaking were Andrew Mansfield, SSC Atlantic C2 Net-

Education Fair has something for everyone


Education fair attendees visit a variety of booths offering educational opportunities.

Rear Adm. Will Rodriguez (Ret.) speaks about the Naval Post Graduate School and the evolving DoD workforce.

Photo by Susan Piedfort


Centric/Platform Integration Chief Engineer SOA, Net-Centric National Technical Warrant Holder; Karen Stanbery, director of the Navy College Office; Rebecca Sherwood, SSC Atlantic Competency Aligned Organization execu-tion manager; Pamela Bell; Dave Hamburger, Charleston Defense Contractor’s Association; Terry Watkins, Armed Forces Communication and Electronics Association; Tom Brown, Navy League; Gary Scott, 81 Director Total Force Management; and Dr. Al Emondi, Deputy Chief Technology Officer, TEAM SPAWAR, Atlantic.

Lecture topics included DoD/Navy Emerging Educa-tional Demand Signals (Rodriguez); and Service Oriented Architecture University (Mansfield). Workshops covered the Navy College Office (Stanbery); Competency Development Models (Sherwood); Education Program Office (Bell); In-dustry Educational Initiatives (Hamburger, Watkins, Brown); Educating and Training the Engineering Workforce for 21st Century Systems of Systems (Adams); and Science, Tech-nology, Engineering, Mathematics (STEM) Program and Science, Mathematics and Research, Technology (SMART) Program (Scott and Emondi).

Military education fair attendees learn about Troops to Teachers, a Department of Education/Department of De-fense program that helps eligible military personnel begin new careers as teachers in public schools.


(1) Public service is a public trust, requiring employees to place loyalty to the Constitution, the laws and ethical principles above private gain.

(2) Employees shall not hold financial interests that conflict with the conscientious performance of duty.

(3) Employees shall not engage in financial transac-tions using nonpublic Government information or allow the improper use of such information to further any private interest.

(4) An employee shall not, except as permitted by subpart B of this part, solicit or accept any gift or other item of monetary value from any person or entity seeking official action from, doing business with, or conducting activities regulated by the employee’s agency, or whose interests may be substantially affected by the performance or nonperformance of the employee’s duties.

(5) Employees shall put forth honest effort in the performance of their duties.

(6) Employees shall not knowingly make unauthorized commitments or promises of any kind purporting to bind the Government.

(7) Employees shall not use public office for private gain.

(8) Employees shall act impartially and not give preferential treatment to any private organization or individual.

(9) Employees shall protect and conserve Federal

property and shall not use it for other than authorized activities.

(10) Employees shall not engage in outside employ-ment or activities, including seeking or negotiating for employment, that conflict with official Government du-ties and responsibilities.

(11) Employees shall disclose waste, fraud, abuse, and corruption to appropriate authorities.

(12) Employees shall satisfy in good faith their obliga-tions as citizens, including all just financial obligations, especially those-such as Federal, State, or local taxes-that are imposed by law.

(13) Employees shall adhere to all laws and regula-tions that provide equal opportunity for all Americans regardless of race, color, religion, sex, national origin, age, or handicap.

(14) Employees shall endeavor to avoid any actions creating the appearance that they are violating the law or the ethical standards set forth in this part. Whether particular circumstances create an appearance that the law or these standards have been violated shall be deter-mined from the perspective of a reasonable person with knowledge of the relevant facts.

For more information call or e-mail Gail Silverman at (843) 218-4029, DSN 588-4029, [email protected].

Code of EthicsCode of Ethics


In accordance with SPAWARSYSCEN Atlantic Instruc-tion 2400.1 and OPNAV Instruction 2400.20F, the radio frequency (RF) spectrum management, coordination and approval process is established to meet and accommodate the spectrum requirements and demands of all SSC Atlantic personnel who perform -- or plan to perform -- RF trans-missions.

The RF spectrum approval process ensures and enables fixed or mobile electronic communications systems that radiate on a radio frequency to perform their functions in the intended environment without causing or suffering unacceptable interference. A harmful interference can be defined as the unwanted energy due to emissions, radiations or inductions upon reception in a radio communication system. This is manifested by any performance degrada-tion, misinterpretation or loss of information which could be extracted in the absence of such unwanted energy. Radio communication is communicated over space while telecom-munication is communicated through wire.

Three areas or subprocesses fall within the spectrum management and approval process. They are site approval, radio equipment certification and frequency approval.Site approval

Site approval is the process to ensure safety in the area in which the RF radio device is in operation. Three surveys are performed in the site approval process: Hazards of Electromagnetic Radiation to Ordnance (HERO), Hazards of Electromagnetic Radiation to Fuel (HERF) and Hazards of Electromagnetic Radiation to People (HERP). The SSC Atlantic site in Charleston is located within, and is a tenant of, Naval Weapons Station (WPNSTA), Charleston. DoD policy and OPNAV instructions mandate that all RF emitters receive site approval prior to transmission.

To perform site approval on a system, Part II Division C (Electromagnetic Safety) of NAVFACINST 11010.45 must be completed and submitted. SSC Atlantic Code 5617 can provide HERP and HERF surveys. The HERO survey is per-formed by the Naval Ordnance Safety and Security Activity (NOSSA). Ammunitions stored and transferred on the Weap-

ons Station can be triggered and excited when transmitting on certain radio bandwidths at high output power.

WPNSTA, Charleston plans to perform a five-year HERO/HERF/HERP survey for all existing and operational radio transmitters that are located within the station in the spring of 2010. All local SSC Atlantic radios must be included in this survey, which is funded by the Weapons Station.Radio equipment certification

Radio equipment certification is the process of ensur-ing that all RF emitters used and operated by SSC Atlantic personnel have been certified by the government. If an RF emitter is not government-certified, an Application for Equipment Frequency Allocation (DD-Form 1494) must be completed and submitted to the Navy-Marine Corps Spec-trum Center (NMSC) and National Telecommunications and Information Administration (NTIA) for approval prior to any radio operation.

A frequency request for any radio cannot be submitted without the radio’s having a valid and approved DD-Form 1494. A DD-Form 1494 should be submitted for any radio being designed, developed or modified by SSC Atlantic engineers. The DD-Form 1494 has four stages of approval (conceptual, experimental, developmental and operational). With stage 1 certification, authorization can’t be granted for transmission.Frequency approval

Frequency approval is the process of ensuring that radio transmissions take place on preapproved and legally as-signed radio frequencies prior to any actual transmission. If a preferred frequency is not assigned to SSC Atlantic, a frequency request must be submitted to the Navy and Marine Corps Spectrum Office (NMCSO) Norfolk for pro-cessing. A frequency request uses the Standard Frequency Assignment Format (SFAF) in accordance with Military Communications-Electronics Board (MCEB) Pub 7. It is submitted to NMCSO Norfolk via a SPECTRUM XXI cli-ent. The NMCSO office will then seek approval from NTIA. At the NMCSO and NTIA offices, the frequency request is submitted to other agencies and armed services such as

SSC Atlanticspectrum management

and approval process outlined


the Federal Aviation Agency (FAA), the Army, and the Air Force to make sure the frequency requested will not cause any conflict or interference with their frequency assign-ments. At NMSC Alexandria, Va., the frequency request is compared against its radio’s own DD-1494 to make sure the requested frequency and its attributes are within the radio specification.

SSC Atlantic manages approximately 200 frequency assignments that belong to different projects and labs. At times, frequencies from this pool can be loaned to support short, temporary radio testing if they are available. SFAF frequency requests have been submitted for local and ex-ternal testing areas, including Charleston S.C., Norfolk and Portsmouth, Va., and San Diego Calif. SFAF requests have also been submitted for testing on board many Navy ships. The SSC Atlantic spectrum manager can help locate and nominate available frequencies in any testing area across the United States.

Every nation manages and has sovereignty over its own frequency spectrum. The frequency spectrum for the United States is managed by two separate agencies, NTIA and the Federal Communications Commission (FCC), and it is regu-lated by the Interdepartment Radio Advisory Agency. NTIA manages the government side of the U.S. Table of Frequency Allocation, while FCC manages the commercial sector.

The table of frequency allocation is organized and seg-mented into designated frequency bands for use by specified radio services such as aviation, broadcasting, maritime, me-teorological, aeronautical or amateur radio. Recently NTIA auctioned the 1710-1755 MHz frequency band and sold it for $20 billion to the private sector. This frequency band is now blocked by NTIA from anyone seeking assignments in the band. NTIA is also charging $130 per frequency assignment, which the Department of the Navy’s Chief Information Of-

ficer (DON CIO) pays for the Navy. Because SSC Atlantic is a government agency, the SSC Atlantic spectrum manager deals only with NTIA. If an FCC frequency is needed for testing, the spectrum manager can submit an SFAF request to NTIA for that frequency. NTIA, in turn, will seek approval from the FCC.

While NTIA calls an authorization to transmit a “frequen-cy assignment,” the FCC calls it a “license.” A frequency assignment can be temporary (90 to 180 days) or permanent (from 180 days to five years).

Transmitting on a satellite communication (SATCOM) channel requires submitting a Satellite Access Request (SAR). When a SAR is approved, a time-slot on the re-quested SATCOM channel is assigned.

The three spectrum processes require a long lead time for approval. They can also be very costly. Therefore, it is wise and prudent to plan ahead and schedule these processes early before radio operation.

The SSC Atlantic spectrum manager maintains the SPEC-TRUM XXI client and other spectrum planning, manage-ment and analysis tools and databases. The SPECTRUM XXI client’s frequency database is updated and synched through a database exchange with the Joint Spectrum Center’s (JSC) server which houses the entire frequency assignments for the United States. The spectrum tools and databases are available for use if needed.

Refer to the SSC Atlantic spectrum management Web site at https://cne.spawar.navy.mil/portal/page/portal/CHS_ORG_DEPT_COM_SYS/552_RF_Comm_Eng_Div/Freq%20Management for further documentation and help. Contact the spectrum manager at 843-218-4562 or [email protected] for more information.

- Zaid YacuSSC Atlantic Spectrum Manager

A panel consisting of Christopher Ciabarra of Network Intercept, Stanley Tyliszczak of General Dynamics, Gary Kevelson of Symantec and Eric Eifert of ManTech discussed cyber security solutions and technology ad-vancements. Christopher Glaze, president elect of the Association of Old Crows, gave a presentation on future electronic warfare threats.

The second day of the conference began with a discus-sion of the threats and challenges in critical infrastructure protection by John Bumgarner, U.S. Cyber Consequences Unit, Tony Rucci of Oak Ridge National Laboratory and Wayne Ahl of Santee Cooper.

Advanced security cluster development in the Charles-

ton region was the topic of a panel discussion by John Bradham of South Carolina Research Authority (SCRA), Skip Godow of the Lowcountry Graduate Center, Merle Johnson of the Charleston Regional Development Al-liance and Jack Moore of the Lowcountry Advanced Security Technology Research Alliance (ASTRA).

Mike Kutch, head of SSC Atlantic’s Information Warfare Division, gave a presentation on SSC Atlantic’s cyber security campaign plan.

ThinkTEC is an annual, multiday event that showcases the Charleston region as a model community for public/private partnership initiatives, technological advances and business opportunities for homeland security and business continuity planning.

Continued from page 33ThinkTEC explores cyber terrorism


A six-person team of communications and information systems experts from the Space and Naval Warfare Systems Command played a vital role in ensuring the Bataan Am-phibious Ready Group (BATARG) was fully prepared to conduct deployment operations this summer.

The SPAWAR team, composed entirely of Reservists and led by Cmdr. Wayne Lee, joined the Bataan ARG recently to train and mentor Sailors on the latest developments in information technology (IT).

According to Lee, the team spent more than 200 hours training technicians and oper-ators on critical IT equipment and procedures, including network switching, Internet protocol addressing and data backup and recovery.

While on board Bataan, information systems techni-cians and electronics techni-cians took full advantage of the SPAWAR team’s techni-cal expertise through formal classroom lessons and over-the-shoulder training. Other team members, including Information Systems Techni-cian 1st Class Anthony Hill from Jacksonville, Fla., and Electronics Technican 1st Class Thomas Perez from Mount Pleasant, S.C., transferred ship-to-ship within the BATARG to help other Sailors on specific areas.

Perez said he wanted to emphasize the “importance of information assurance” procedures in keeping networks

safe. “There is a very real threat to network security out there,” he said.

Hill added that his objective was to “teach the funda-mentals” of servers and networks. “I wanted them to better understand IT issues so that they could do better trouble-shooting,” he said.

“I feel as though we have had a significant impact,” said Lee. “The level of competence and knowledge on the ships’ IT systems throughout the ARG is greatly improved.”

Those who received the team’s training agree. “The SPAWAR Fly Away Team is outstanding,” said Chief Petty Officer Horace Wint from Virginia Beach, Va., the leading chief petty officer for the Operations Information Division on board USS Fort McHenry (LSD 43).

“With manning being re-duced, my junior Sailors really needed them. I would recommend this team to ev-ery ship at least twice a year,” said Wint.

The Bataan ARG/22MEU deployed from Norfolk to the Mediterranean and Persian Gulf areas of operation in

May. The BATARG is composed of multipurpose amphibi-ous assault ship USS Bataan (LHD 5), amphibious transport dock USS Ponce (LPD 15) and amphibious dock landing ship USS Fort McHenry (LSD 43).

- Bataan Amphibious Ready Group Public Affairs

SSC Atlantic nominations for the annual Department of the Navy (DoN) Ethics Leadership Award are due Sept. 11.

As outlined in SECNAVINST 5350.17, the Secretary of the Navy (SECNAV) DoN Ethics Leadership Awards program is designed to personally recognize military and civilian DoN personnel who promote the highest standards of integrity and ethical conduct as set forth in the DoN Core Values Charter and Ethics Training, SECNAVINST 5350.15C, and the Joint Ethics Regulation, DoD Directive 5500.7.

All military and civilian personnel, except practicing ethics counselors, are eligible for this award. For the con-tribution to be recognized, it must have occurred within the two-year period preceding the date of nomination.

The award is made to those exhibiting exemplary conduct, such as promoting respect for ethics in daily work, decision making, office communications or office procedures by publicly rewarding, through praise or other means, positive ethics actions. Candidates should promote transparency and accountability regarding ethics issues throughout the office or command; exhibit courage and wisdom in confronting an ethical issue and take affirmative steps to prevent others from engaging in unethical conduct. For more information on elibility requirements see SECNAVINST 5350.17.

The Leadership Awards nomination is available electroni-cally via the Naval Forms Online at https://navalforms.daps.dla.mil/web/public/home. SSC Atlantic nominations should be sent to Lindsay Blackwell, [email protected], (843) 218-6365/DSN 588-6365.

Navy Ethics Leadership Award established

Ensuring Bataan ARG network readiness


The key to achieving mission-critical system assurance

In 1984 it wasn’t “Big Brother” watching or listening; it was the So-viets. Highly sophisticated technical implants had been placed by Soviet agents in electric typewriters located in the U.S. Embassy in Moscow and the U.S. Consulate in Leningrad.

The conclusion of “Operation Gun-man” terminated an extended program initiated by Soviet intelligence to com-promise sensitive U.S. information. An analysis showed that the typewriters had been intercepted and modified en route to the diplomatic posts.

That was 25 years ago. Today, com-mercial information technology (IT) functionality has penetrated nearly every aspect of DoD mission-critical functionality, dramatically varying quality, reliability and trustworthi-ness. Our IT networks connect nearly all DoD IT functionality together and with the functionality of the rest of the world, including our adversaries. The IT supply chain is global, no longer under U.S. control and is increasingly untrusted, as our competitors and ad-versaries are actively participating in

the supplier chain.Sophisticated nation-state adversar-

ies employ a full spectrum of offensive capabilities with a deep knowledge of latent vulnerabilities and embedded supply chain attacks to exploit these vulnerabilities. They use a systems approach to identify targets and wait for the time and place convenient to themselves (e.g., insiders and surrep-titious entry) to perform their cyber espionage.

In 2007 the interagency Supply Chain Risk Management (SCRM) effort integrated into the President’s Comprehensive National Cyber Initia-tive (CNCI) as Initiative 11. A new en-deavor was developed that would shape the future environment to demonstrate resolve to secure the U.S. technological advantage and address new attack and defend vectors. We had been directed to develop a multipronged approach for Global Supply Chain Risk Man-agement.

Earlier this year, through unsur-passed collaboration with the Joint Interagency Cyber Task Force, Office of the Director of National Intelligence and the Office of the Deputy Assistant Secretary of Defense for Information and Identity Assurance (ODASD-IIA), SSC Atlantic was selected as an SCRM

Center of Excellence pilot site.Richard (Rick) Whitley of Code

582Y0 is heading the effort as the SCRM pilot project team lead. Whit-ley’s team will be collaborating with senior OSD and other government agency officials on several thrusts that are considered critical to the DoD’s overall mission. They will be integrat-ing program protection planning, enter-prise architecture, counterintelligence, IA, systems engineering, procurement, enhanced test and evaluation, and other measures to mitigate supply chain risk. This capability is intended to span the lifecycle of all covered systems, beginning with this pilot activity in FY 2009-2010 and progressing to full operational capability by FY 2016.

Our cybersecurity focus today is on securing the networks that our warfighters depend on to perform their missions. SCRM will minimize the chance that the department’s warfighting capability will be impaired due to the compromise of elements or components being integrated into DoD systems by foreign intelligence services, terroristsor other hostile elements through the supply chain or system design.

We are not here to merely maintain the status quo; we are here to prevail.

- Vince Van Houten, GSLCSSC Atlantic

SSC Atlantic a participating site

CNCI Supply Chain Risk Management pilot

“Our cybersecurity

focus today is on

securing the networks

that our warfighters

depend on to perform

their missions.”

“Our IT networks

connect nearly all

DoD IT functionality

together and with

the functionality

of the rest of the

world, including our

adversaries.”


Raleigh educators and Navy rep-resentatives from Naval Recruit-ing District Raleigh now have a better idea of the mission and capabilities of SSC Atlantic after a visit to Charleston July 8. Fol-lowing a command brief by Gary Scott, acting director of corporate operations, the group was briefed in the Integrated Products Center by Tom Glaab, left. They also viewed MRAP vehicles at Poseidon Park.

During a visit to SSC Atlantic for a familiarization tour July 7 U.S. Air Force Reserve Officer Training Corps (ROTC) cadets got a firsthand look at some of the equipment they’ll be seeing as Air Force airmen. They received a brief from Cmdr. (Sel) Jimbo Hadley in the Integrated Products Center, and toured the Air Traffic Control building while in Charleston. A second group of Air Force ROTC students also visited July 28 for the same familiarization tour.



N.C. educators,recruiters learn about SSC Atlantic

Air Force cadets get bird’s eye view

VisitorsVisitors



SSC Atlantic technology demosSSC Atlantic demonstrated new technologies for the warfighter to a seven-member team from the Naval Spe-cial Warfare Development Group (NSWDG) June 16 and 17. Among the new and evolving technologies demon-strated by SSC Atlantic and seven industry partners were rapid prototyping capabilities, unattended aerial vehicles (UAVs), lightweight body armor and 360-degree imagery. The second day of the event was a government day and included SIGINT, data fusion, forensic data recovery and engineering capability briefs and tours. Above, Nic Emord, right, discusses the mini-fixed wing UAV being held by his son, Nico. At right, the visitors get a close

look at an Adaptiveflight mini-helo that was flown over Washington Light Infantry field at The Citadel. The mission of the visit, which was organized by Dr. Steve Jarrett, SSC Atlantic CTO ISR/IO and Cyber Security, was to build a working relationship between SSC Atlan-tic and NSWDG for the rapid prototyping and testing of emerging technology to support the warfighters.


Cmdr. Raymond Drake, executive officer of the Naval Consolidated Brig, visited SSC Atlantic recently to give a command brief and to discuss projects SSC Atlantic personnel have undertaken to contrib-ute to the brig’s success. In addition to 100 closed circuit televisions installed throughout the brig which track all areas of the facility, SSC Atlantic personnel have also provided communication suites, security systems and a pilot program for face recognition at a distance. SSC Atlan-tic personnel also installed a Biometric Inmate Tracking System (BITS), which keeps track of inmates and staff within the brig as they move from one part of the facility to another. The project was a joint effort between SPAWAR, the brig, the National Institute of Justice and the DoD Biometrics Management Office.

Brig XO visits, givesFriday tech brief


Just another day at the office Photo by Mass Communication Specialist 2nd Class Joshua T. Rodriguez

A Navy SEAL assigned to the U.S. Navy demonstration parachute team, the Leap Frogs, carries an American flag into a drop zone at Naval Amphibious Base, Little Creek, Va., to kick off a capabilities exercise during the 40th East Coast Underwater Demolition Team/Sea, Air and Land (UDT/SEAL) East Coast reunion. The Naval Special Warfare community displayed its capabilities throughout the weekend of July 18 to honor UDT/SEAL history, heritage and families. The capabilities demonstration showcased UDT/SEAL tactics and equipment, while providing a brief history of their origins. Four thousand active duty and retired SEALs, along with their families and guests, were on hand at “E” beach for the demonstrations. A SEAL platoon performed a beach fast rope and patrol insertion, highlighted by helicopters and special operations craft.

The Employee Services Association has received a sup-ply of SSC Atlantic coins, for sale at $6 each. E-mail or call Karen Brewer ([email protected], (843) 218-5545) for more information.

The tradition of collecting military coins dates to World War I, when a wealthy young lieutenant ordered medallions struck in solid bronze for the men in his unit. One young pilot placed the medallion in a small leather pouch that he wore about his neck. Shortly afterward he was forced to land behind enemy lines and was captured by the Germans. They took all personal identification except for the leather pouch around his neck.

He later escaped, but when he finally found his way to

a French outpost, the French thought he was a saboteur and prepared to execute him. He showed them the medallion and one of his French captors recognized the squadron insignia. Back at his squadron, it became tradition to ensure that all members carried their medallion or coin at all times.

The concept has evolved into a way for members of a military command to show their esprit de corps and unit pride.

Show your pride with a command coin

The Final WordThe Final Word


We are now soliciting photography submissions from SSC Atlantic employees for next issue’s 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 on 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 [email protected].

Send in your best shot

And the winner is...

Thank you to all who submitted photos for the SSC Atlantic Chronicle photo contest.

Your submissions will be kept on file for future use.


Documents

Summer 2009 The Chronicle 1 - United States Navy · Summer 2009 The Chronicle 5 After nearly a two-year long wait, the anticipation is finally over for Naval Air Station (NAS) Whiting