COGSWELL AWARD WINNERS

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

FALL 2015

DSS ACCESS

Published by the

Defense Security

Service

Public Affairs Ofce

27130 Telegraph Rd.

Quantico, VA 22134

[email protected]

(571) 305-6751/6752

DSS Leadership

Director

Stanley L. Sims

Deputy Director

James J. Kren

Acting Chief of Staff

La Shawn B. Kelley

Chief, Public Affairs

Cindy McGovern

Editor

Elizabeth Alber

Graphics

Steph Struthers

DSS ACCESS is

an authorized

agency information

publication, published

for employees of

the Defense Security

Service and members

of the defense security

and intelligence

communities.

The views expressed

by the authors are

not necessarily the

ofcial views of, or

endorsed by, the U.S.

Government, the

DoD or the Defense

Security Service.

All pictures are

Department of

Defense photos, unless

otherwise identied.

Volume 4, Issue 3

>> CONTENTS

SPOTLIGHT

The Best of the Best: DSS Presents:

The 2015 Cogswell Awards

In their own words ...

INSIDE

DSS Director receives President’s Award

at annual NCMS training seminar

DSS Chief of Sta retires after

34 years of federal service

DSS students train at FBI Academy

Outlining strategy for the future

focus of the FOCI conference

DSS partners with Department

of Homeland Security

CDSE goes international: SAP training in Rome

DSS observes Memorial Day

DSS observes “Take Your Child to Work Day“

First student shadow day provides

opportunity to discover DSS

AROUND THE REGIONS

New eld operations director visits Andover Field Oce

Partnership with industry: A rst-hand account

Capital Region eld oces convene for blended training on how to conduct

eective interviews

Huntsville CI-focused working group explores threats to classied information

systems

Andover Field Oce partners with industry

Anyone who reads these pages knows I have made partnership

with industry the cornerstone of my mission philosophy as the

Director of DSS. At this point, I’m sure I’m beginning to sound

like a broken record, and you are tired of hearing it. But in

June, I was honored to present awards to 41 cleared facilities

in recognition of their outstanding security programs. The James

S. Cogswell Outstanding Industrial Security Achievement Award

demonstrates that the partnership envisioned by Colonel

Cogswell is indeed alive and well.

I was struck by the variety of facilities that DSS recognized this year. For the rst time that

we could verify, we recognized a law rm. We also recognized a facility that had received

eight consecutive superior ratings, which is a stunning achievement. We recognized two

major U.S. universities that face unique challenges in incorporating security into an open

academic environment.

We also recognized an AA facility that just a few years ago received an unsatisfactory rating

from DSS. It was only through the combined, dedicated commitment of DSS and the

company’s management and security sta that this facility stood on the stage to accept

their award. This was a true partnership, and it was gratifying to see the results rst hand.

I could go on, but I think it’s more valuable for the facilities we recognized to tell their own

stories. So in this issue, we asked a representative sample of this year’s Cogswell winners

to tell us how they were successful and how they view their partnership with DSS.

You’ll notice that without fail, they cite the partnership they have with their local security

professionals and DSS eld oce as crucial to their success. They also cite the value of

security education — staying current on the latest tools designed to inform and assist

them in managing their security programs — another example of our partnership in action.

My commitment to partnership is not limited to industry. We continue to reap the benets

of the partnerships we have forged with other government agencies such as the FBI and

Department of Homeland Security. You can also read about those successes in this issue.

Thanks for all you do for DSS and to advance the security of our nation.

From the Director

On June 24, 2015, the Defense Security Service presented the annual James S.

Cogswell Outstanding Industrial Security Achievement Award to 41 cleared contractor

facilities. The winning facilities represent the “best of the best,” and their security programs

stand as models for others to emulate. These 41 facilities represent less than one-tenth of one

percent of the over 13,000 cleared contractors in the National Industrial Security Program (NISP).

Each year, DSS partners with NCMS to host the Cogswell Award presentations during its

annual training conference. In presenting the awards, DSS Director Stan Sims said

the Cogswell is presented to those companies who understand the complexity of the

security environment. They go above and beyond the minimum requirements expected

of them to serve as leaders in the community.

Sims noted the steady growth in the number of Cogswell recipients over the past years:

2010, 9 facilities | 2011, 17 facilities | 2012, 26 facilities | 2013, 24 facilities | 2014, 40 facilities

He said the increased numbers show how hard it is to achieve

the award and how signicant the accomplishment. But the

numbers also shows it’s possible and that DSS is committed

to the award and recognizing the deserving.

The Cogswell Award was established in 1966 in honor of the

late Air Force Col. James S. Cogswell — the rst chief of the

unied oce of Industrial Security. Cogswell articulated the

underlying principle of the Industrial Security Program — the

need for a true partnership between industry and government

to ensure the protection of classied information, materials,

and programs.

Sims said, “Partnership with industry is a principle I strongly

believe in. It’s a principle I have been articulating since I arrived

at DSS. Now, it’s part of how we do business.”

Sims described the Cogswell selection process as rigorous

but fair. The process begins with a DSS Industrial security

representative who nominates a facility. That facility must

have achieved two consecutive superior ratings just to be

considered for the award. Of the 13,000-plus cleared facilities,

approximately three percent receive superior ratings each year.

Two consecutive superior ratings demonstrates a facility’s

commitment to security over time.

Once nominated, the facility enters an eight-month DSS

internal review process that includes a National Review Team

of DSS regional directors and representatives from across DSS

who consider each nomination. The National Review Team

vets all nominations with 30 external agencies and makes

recommendations to DSS senior leaders for a nal decision

based upon the following criteria:

• Overall security program

• Senior management support

• Security vulnerability assessments

• Security education and awareness

•

Facility security ocer (FSO) and security sta level of

experience

• Classied material controls

The 2015 award recipients include a balance of both large and

small companies, including two AA facilities. AA facilities are

the largest and most complex in the NISP. Sims said that due

to their size, AA facilities have more opportunity for error, but

also more opportunities to excel and go above and beyond the

basic requirements of the program.

The 2015 winners also represent a myriad of technologies, said

Sims. “Some are research and development centers. Some are

doing intelligence services. Some are steeped in hardware

like electronics manufacturing, aviation design, naval systems

or missile and space systems. Still others are involved in legal

support, training, logistics and engineering support.”

In closing, Sims said, “I can say that each of these recipients show

clear management and corporate commitment to security. The

culture of security is very important and clearly present at all of

these facilities. But we know and you know, companies don’t

create excellent programs, people do — the FSOs, the security

stas, the company leadership. Without your commitment and

your dedication your company would not be here today. And

it’s your willingness to be a partner with DSS that we honor you

as well as your achievement.”

THE BEST OF THE BEST

The 2015 Cogswell Awards

DSS Presents:

Congratulations to the winners of The 2015 Cogswell Award

Alliant Techsystems

Operations, LLC

Plymouth, Minn.

BAE Systems Land &

Armaments, LP

Santa Clara, Calif.

BAE Systems Technology

Solutions & Services, Inc.

Middletown, R.I.

Batelle Colonial Place

Operations

Arlington, Va.

Batelle Memorial Institute –

Charlottesville Operations

Charlottesville, Va.

Charles Stark Draper

Laboratory

Cambridge, Mass.

Crowell & Moring, LLP

Washington, D.C.

DCS Corporation

Shalimar, Fla.

DRS ICAS, LLC

Beavercreek, Ohio

DRS Power Technology

Fitchburg, Mass.

DRS Sensors & Targeting

Systems, Inc.

Cypress, Calif.

Force 3

Crofton, Md.

General Dynamics

Advanced Information

Systems, Inc.

Oakton, Va.

General Dynamics C4

Systems, Inc.

Scottsdale, Ariz.

General Dynamics

Information Technology

Philadelphia, Pa.

General Dynamics

Information Technology

Chesapeake, Va.

Honeywell International

Golden Valley, Minn.

iGov Technologies

Tampa, Fla.

Jacobs Technology

Beavercreek, Ohio

Jacobs Technology

Tullahoma, Tenn.

L-3 Communications

Integrated Systems, LP

Greenville, Texas

L-3 Systems Company

Camden, N.J.

L-3 Unidyne

Middletown, R.I.

LexisNexis Special

Services, Inc.

Washington, D.C.

Lockheed Martin

Corporation Information

Systems & Global Solutions

Littleton, Colo.

Lockheed Martin

Corporation – Mission

Systems & Training

Orlando, Fla.

Lockheed Martin Corporation

Missiles & Fire Control

Orlando, Fla.

Lockheed Martin Sippican

Marion, Mass.

Logistics Management

Institute

Tysons, Va.

The Protective Group, Inc.

Miami Lakes, Fla.

Raytheon Company

Tucson, Ariz.

Raytheon Company

Rancho Cucamonga, Calif.

Raytheon Company

Shalimar, Fla.

Raytheon Company

Arlington, Va.

Raytheon/Lockheed Martin

Javelin Joint Venture

Tucson, Ariz.

Saab Defense and Security

East Syracuse, N.Y.

Scientic Research Corp.

Atlanta, Ga.

Stanley Associates

Orange Park, Fla.

Texas A&M University

College Station, Texas

The University of Rhode Island

Kingston, R.I.

Vencore Services &

Solutions, Inc.

Brook Park, Ohio

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

by Karen Kitts

Facility Security Ofcer

Jacobs Technology, Beavercreek, Ohio

IN THEIR OWN WORDS

We invited a representative sampling of the 2015 Cogswell winners to share their formula for success with

ACCESS readers. The following are tips and lessons learned from facilities with proven track records on how

to establish and maintain a high-quality security posture.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

acobs Technology, Inc. is the advanced

technology arm of Jacobs Engineering,

one of the nation’s largest engineering and

technical services-only companies. With 70-

plus years of experience supporting government

and commercial clients, we have earned a

reputation for excellence and outstanding

technical and managerial achievements in

quality, performance, and safety.

I am delighted to add security to that list. I have been the Facility

Security Ocer for the Advanced Systems Group, part of the Systems

Acquisition, Logistics, Test & Training line of business, for the last

12 years managing 700-plus personnel security clearances with

oces and personnel throughout the United States and outside the

contiguous United States (OCONUS). When I started in the security

eld I made two areas a priority — education and networking.

Education Awareness and Training. People are a company’s

greatest asset. This is one of the Jacobs core values. People are only

as good as they are trained. Well-trained employees are informed

and compliant with regulations.

I provide our employees frequent training using every means of

distribution possible (in-person, email, intranet, conference calls,

etc.). Having employees located throughout the United States

and OCONUS is a challenge and requires much of the training

to be electronic.

This training is created to be interactive and engaging. Most

recently, I distributed a Security Madness bracket to coincide

with March Madness. Games for each bracket were replaced with

general security questions. Employees tracked their progress and

advanced to additional rounds as the tournament continued.

The games (questions) became increasingly dicult with each

new round. Adding fun to security is an excellent way of keeping

employees engaged while teaching them valuable information

at the same time.

I provide in-person training monthly to our local oce and travel to

oces out-of-state every one to three years. These briengs may be

new information or reminders of existing policies or topics that are

timely and relevant. Initial and refresher training is automated so

once an employee is entered into our database, the system tracks

when training is due.

Last year I developed a quarterly newsletter. It is a quick, easy-to-

read, one-page product that includes a variety of security–related

articles and an interactive task such as a crossword puzzle, matching

game, seek and nd, etc.

Continuing my own security training and professionalization is

an ongoing commitment and supports credibility. I achieved

the Industrial Security Professional certication in 2006 and am

presently preparing for the Security Fundamentals Professional

Certication. I attend brown bag seminars, webinars, and courses

from the Center for Development of Security Excellence to stay

current with security changes and new policies.

Networking. This has proven to be the most valuable part

of my career. Upon the urging of my local Industrial security

representatives in my rst year as an FSO, I volunteered to be

the chair of our local Industrial Security Awareness Council. This

is a group of FSOs and government security professionals who

meet quarterly to exchange ideas, provide presentations, etc. By

volunteering at an early stage in my career, I established many

relationships that continue today.

Additionally, I have volunteered for several positions within our

NCMS Wright Flyer Chapter and at the national NCMS seminars.

This summer I will undertake the role of Mentor Chair for our local

chapter. This responsibility ts well with my passion for security.

I enjoy sharing ideas, best practices, lessons learned, etc., with

new FSOs.

With each new mentoring relationship I am involved in, I always

learn something in return. Additionally, I have had the pleasure of

working with several dierent Industrial security representatives

building strong partnerships. Having an open-door policy and

being approachable and trusted by our employees has enabled

them to freely discuss security concerns with me such as reporting

adverse information, seeking policy clarications, etc. All of these

relationships allow an exchange of information and ideas that

supports our security program.

Our oce has earned 10 consecutive superior ratings from annual

DSS assessments. Our policies and procedures go above and

beyond the NISPOM. One of the keys to this success is organization.

I maintain a facility binder to keep current copies of facility-related

documentation required for assessments. Part of this binder

includes documentation to support security enhancements.

Separate from the binder are electronic personnel and contract

(DD254s, consultants, subcontractors, etc.) les. Having electronic

les helps to locate les quickly and maintain conguration control.

Keeping everything current at all times makes preparing for an

assessment easier as we are always audit-ready.

Documentation of security education and training is important,

both the training itself and acknowledgement of completion.

Senior management support committed to security excellence is

imperative. Employees are engrained in this culture from their hire

date throughout their employment at Jacobs.

Jacobs’ strong focus on security and the relationships fostered

between DSS, our employees, our customers, and other security

professionals enables us to maintain our superior program. Policies

and procedures are reviewed often to determine eectiveness. We

are constantly learning from our bi-annual self-inspections, annual

assessments, and seeking new enhancement opportunities.

Jacobs is ready to competently adapt to the challenges that lie

ahead in the eld of security. Having a successful security program

ultimately benets everyone and ensures the protection of the U.S.

warghter and our nation’s classied information.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

by Andy Lewis

Facility Security Ofcer

Raytheon Missile Systems, Tucson, Ariz.

IN THEIR OWN WORDS

We invited a representative sampling of the 2015 Cogswell winners to share their formula for success with

ACCESS readers. The following are tips and lessons learned from facilities with proven track records on how

to establish and maintain a high-quality security posture.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

or those able to attend the Cogswell

presentation ceremony this past June

in Las Vegas, you may remember DSS

Director Stan Sims’ comments about

the Raytheon Missile Systems’ (RMS) Tucson

plant site. He shared a brief history of his

organization’s role when RMS started on its

“March to Superior” in 2008. At the time, no one

really understood what path the facility and its

employees would need to take to make the

necessary improvements for a superior facility.

While several of RMS’ smaller locations had received superior

ratings in the past, Tucson was a signicantly larger campus with

far more complexity and challenges. That, coupled with a history

of less than satisfactory security ratings, made the task seem nearly

insurmountable.

It was a partnership and open dialogue with DSS, along with the

commitment of a workforce of over 12,000 employees that made

our 2015 Cogswell possible.

After receiving several scores below what was considered

acceptable, Dr. Taylor W. Lawrence, president of RMS, challenged

the RMS security organization to raise the bar on meeting DSS

requirements. Nothing short of a superior rating from DSS was

acceptable. The goal could not be just passing the assessment.

Instead, each of our 12,000-plus employees would have to become

a part of security, creating a culture where “Living Superior” and

performing at the highest levels year-round, every day and in every

situation, were woven into the fabric of the business.

To do so, RMS recognized that it needed to form a new security

program from both the ground up and the top down. One of the

key drivers to becoming superior was having dedicated executive

leadership to champion the process and make the necessary

changes a priority.

Almost overnight, leaders across the business became more

engaged in security, performing leadership “walkabouts,”

conducting security briengs, attending security fairs and events,

and working closely with embedded security professionals to

ensure the highest security standards at all times.

Furthermore, leadership’s newfound attention to security created

a peer-to-peer partnership between industry and DSS. This

partnership was, and continues to be, instrumental in RMS’ success

in earning a superior rating. Through open, honest and transparent

communications with DSS, RMS has developed a much stronger

understanding of DSS’ expectations regarding security and what

it means to actually perform as a superior organization.

This knowledge, combined with Raytheon’s Six Sigma approach to

continual process improvement, corrective action and accountability

tracking resulted in several innovations to our security practices.

The business implemented a full-time security audit team to ensure

standards put in place for the DSS assessment remained after the

assessment team provided their outbrief. Additionally, multiple

roles were formalized and moved into the security organization,

raising the competence and professionalism to new heights.

To shift the culture, change could not just occur at leadership and

security organization levels. Each employee had to make security

part of his or her daily life. Through a thorough and comprehensive

education and training program, employees were exposed to

security messaging everywhere they looked.

From regular messaging in the business’ daily email newsletter

to digital signage to morning “stand-up” meetings, security was

seemingly everywhere overnight. Employees were provided badge

appendages that explained what to do and whom to contact for

suspicious activities, as well as “Security Excellence” handbooks to

ensure everyone understood the expectations of “Living Superior.”

These changes didn’t only occur at the RMS Tucson site. Maintaining

a competitive edge requires standardization. RMS employees made

these same changes at all RMS sites to ensure that each facility was

operating at a superior level. Recognized for our internal processes

and improvement, RMS security professionals have also cultivated

external relationships and partnerships both within and outside

of the defense industry; oering guidance and best practices for

similar processes.

Several years have passed since Raytheon’s “March to Superior”

moved to “Living Superior,” but the focus and emphasis on being

superior remains. RMS continues to partner closely with DSS, other

Raytheon businesses and industry partners to raise standards to the

next level and safeguard the important information and technology

the government has entrusted to us in an ever-evolving threat

environment.

The Raytheon Missile Systems security culture has developed

a continual drive toward improvement and innovation. We all

have the same mission in this respect, and it is incumbent upon

those who have achieved a certain level to continue to innovate,

communicate and educate other organizations working toward

the goal of “Living Superior.”

Living Superior is not a destination, it's a journey — it will take

continued commitment by all of us to stay the course and travel well.

Living Superior is not a

destination, it's a journey

— it will take continued

commitment by all of us to stay

the course and travel well.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

aab’s Syracuse-based Sensor Systems

division — part of the recently established

Saab Defense and Security USA LLC

(SDAS) — is honored to receive its third

Cogswell award since 1999 and its rst as part of

the new SDAS company.

Launched in 2012, SDAS combines several of Saab’s U.S.-based

defense units into a single company operating under a Special

Security Agreement (SSA) with DSS. This new organization allows

us to take the best practices established within the Sensor Systems

division and apply them across the rest of SDAS.

SDAS operates under the premise that the following ve items are

crucial to maintaining our company’s security:

• Full compliance with the base NISPOM requirements

• A good working relationship with our DSS representatives

•

Management support from our internal business and our

foreign owner

• Frequent employee training and communication

• A fully trained and well-versed security team

Operating under an SSA also requires that SDAS take additional

security measurements, such as:

•

Documenting and auditing all electronic communication

between SDAS and foreign aliates

•

Submitting meeting requests for approval, and providing

contact reports that summarize the meetings

•

Implementing and maintaining an approved electronic

communication plan that:

º documents how our network is congured

demonstrates how we maintain electronic separation from

our foreign owner

outlines processes and procedures for how we control and

audit all electronic communication

•

Various other associated plans for how we control and protect

our classied and controlled information

While these measures require additional bandwidth, they have

also enabled SDAS to address security items that may not have

received appropriate attention otherwise. Our security sta is

constantly engaged with management, employees, program

teams and customers to ensure that security is visible and

included early in business and program planning. This allows us

to anticipate and address any security issues or concerns before

they become a problem.

To ensure compliance, DSS conducts an annual security

assessment of our company. SDAS prepares for this continuously

throughout the year by conducting multiple self-inspections and

comprehensive inventories.

We cross-reference our operations against a checklist and conduct

employee interviews, basing our questions on information gathered

from previous self-inspections. We then review and address any

identied issues before starting the self-inspection process again.

Additionally, we notify DSS of any questions and invite them onsite

for an “advise-and-assist” session, if appropriate.

Approximately 60 days prior to the DSS assessment, SDAS begins

to assemble three binders, including:

• DSS assessment binder, containing:

Security policies, violations, self-inspections, pre-

assessment forms, closed area records, information

systems records, key management personnel list, inventory

records, shipments, etc.

• FOCI-specic binder, containing:

Electronic Control Plan, Technology Control Plan, Aliated

Operations Plan, Facilities Location Plan and associated

approval letters, visit records, certicates, board meeting

minutes and FOCI metrics

• Enhancement binder, containing:

Each category of enhancement and records documenting

each one

Following the DSS assessment, SDAS develops a post-assessment

document, which includes notes and comments from DSS

representatives, as well as input from employees interviewed

during the assessment. Once we have reviewed the collected

information, we generate a plan to x vulnerabilities and implement

recommendations within 30 days.

By conducting meticulous self-inspections throughout the year,

constantly monitoring and updating policies and procedures and

implementing post-assessment recommendations from DSS, SDAS

is able to maintain a robust security program.

We attribute our success to this thoroughness, as well as our strong

relationships with our DSS representatives, other members of the

security industry, our employees, and our internal and foreign

aliate management.

Our security staff is constantly

engaged with management,

employees, program teams and

customers to ensure that security

is visible and included early in

business and program planning.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

by Scott Peterson

Corporate Security Ofcer

Saab Defense and Security, East Syracuse, N.Y.

IN THEIR OWN WORDS

We invited a representative sampling of the 2015 Cogswell winners to share their formula for success with

ACCESS readers. The following are tips and lessons learned from facilities with proven track records on how

to establish and maintain a high-quality security posture.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

by Celena Spry

Facility Security Ofcer

Force 3, Crofton, Md.

IN THEIR OWN WORDS

We invited a representative sampling of the 2015 Cogswell winners to share their formula for success with

ACCESS readers. The following are tips and lessons learned from facilities with proven track records on how

to establish and maintain a high-quality security posture.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

n security, we’ve all heard the phrase, It’s

not if, but when something bad will happen

so often that it’s become something of a

cliché. But that doesn’t mean it’s not true.

At Force 3, we take this message to heart. We know that at some

point, our employees will experience a security incident. It’s up to

us to decide whether they will be prepared to handle the situation

properly and in accordance with our security principles, or, if the

incident will spiral into a security crisis.

As a network security company, we’ve come down strongly on

the side of preparedness, awareness, training and proactive

prevention of security risks. This company-wide commitment is

what’s led to our superior ratings, and the honor of receiving the

prestigious James S. Cogswell Outstanding Industrial Security

Achievement Award.

Our commitment starts in training. All employees, cleared or

not, receive the same in-depth security training as part of their

onboarding process. We do this because we believe that all our

employees are the cornerstones of facility security success. As Force

3 has a large percentage of sales and marketing professionals who

don’t necessarily have a security-focused background, concepts

that might seem rudimentary to security professionals are brand

new to many of our employees.

All employees are given FACTS sheets reminding

them of their reporting obligations. Our FACTS

sheets simplify what needs to be reported (Foreign

information, Adverse information, Changes in

status, Termination of access and Suspicious

contacts), and include my contact information,

as well as how to report to DSS and the FBI.

These sheets, along with Force 3-created posters, are hung on

employees’ desks, around the oce and even in the bathroom

stalls! These reminders prepare the organization for the “when,

not if” scenario.

Beginning on Veterans Day, Force 3 hosts our annual Security Week.

During this week, we involve our large number of military veterans

to help reinforce why security is so important. Ultimately, it goes

beyond Force 3 or any company. We’re protecting national security.

Our Security Week features briengs from organizations such as

the FBI, along with fun games and activities to help employees

sharpen their security know-how and recall their initial training.

You’d be surprised at how motivated our professionals are by the

promise of cupcakes!

While I am humbled at receiving this award, I must acknowledge

those who have helped me along the way. I belong to several

local security ocer groups, and am a member of the National

Classication Management Society and the Industrial Security

Awareness Council of Southern Maryland.

These groups are invaluable resources for sharing best practices

or nding answers to my questions. They help me keep on top of

all the changes in the security community and implement them

at Force 3 even before they take eect.

Keeping open lines of communication with

other security professionals is a great

first step in establishing your own

outstanding security program. I’ve

found that most are very willing to

share insights that will help boost

security across both government

and private industry.

It’s also important to have great

communication with your senior

leadership. They are championing a

security policy and can make or break it

with the rest of the company. At Force 3 I’ve

been lucky to have very supportive leadership

who won’t settle for average. Every day they push the

company and me to deliver superior security.

The strong relationship I have with my DSS representative is

imperative to our program’s success. Her many years of expertise

gives me another source of knowledge I can tap if I have any

questions or experience something new or unknown.

Lastly, focus on the unexpected. I’ve been involved in security

since 2001, and every day I learn something new. Threats will

always evolve and crises will arise out of nowhere. The best way

to combat them is to constantly train, focus on your fundamentals

and engage your employees.

One person can’t secure a whole organization. You must instill a

security mindset into each and every employee.

Keeping open lines of

communication with other

security professionals is a

great rst step in establishing

your own outstanding security

program. I’ve found that most

are very willing to share insights

that will help boost security

across both government

and private industry.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

he Texas A&M University System has

participated in the National Industrial

Security Program for more than 40

years. With a statewide network of 11

universities, seven state agencies, two service

units and a comprehensive health science

center, the A&M System’s externally funded

research expenditures exceed $820 million

annually and help drive the state’s economy.

Our agship, Texas A&M University in College Station, is one of

only 17 institutions in the nation to hold the triple designation as

a land-grant, sea-grant, and space-grant university.

Having achieved international recognition as a leading research

and teaching institution and as one of only 62 invited members

of the Association of American Universities, Texas A&M is a top

tier public research university.

The cutting edge research being conducted within the A&M

System covers every category listed in DSS’s Industrial Base

Technology List. Our researchers are world renowned in areas

ranging from software to aeronautic systems, and from marine

systems to nuclear, chemical, and biological research. We

understand this makes us a target of those who would like to

illicitly acquire the results of our research.

The 2014 edition of DSS's Targeting U.S. Technologies: A Trend

Analysis of Cleared Industry Reporting, lists academic solicitation

as the top method of operation for foreign collection attempts.

This should not surprise anyone when you consider that the

free ow of people and ideas is essential to the functioning

of a great university. A research university is literally an open

book. While this helps make an academic institution great, it also

presents challenges for protecting the intellectual property of our

researchers and the technological standing of the United States.

Maintaining a security program in an academic environment

presents some unique challenges, but the A&M System is using

the same qualities that are essential to eective teaching and

research to form the foundation of our industrial security program.

The success of our security program is based upon our ability to

communicate, collaborate, and innovate.

Eective communication is essential to everything we do in our

security program. We developed a monthly security update

targeted specically at our faculty and sta members. The update

includes summaries of three security-related articles of specic

interest to the academic community every month.

The update provides more in-depth coverage of a single topic

from the NISPOM such as “need-to-know,” personnel reporting

requirements, or material that will help faculty members identify

and counter academic solicitation. The updates are concise and

targeted to the specic needs of busy faculty members. Over the

course of the year, the monthly updates provide a solid foundation

in security training for our faculty and sta.

With a signicant number of U.S. Government organizations

operating with competing interests on our campuses, interagency

collaboration is extremely important to our success. We host

a dozen U.S. Government agencies for a working lunch on

a quarterly basis. This forum has two purposes: rst, it is an

opportunity for these organizations to coordinate and deconict

on–campus activities. Secondly, we use this as an opportunity to

showcase some of the research being conducted on campus. This

provides the government representatives with an introduction

to our faculty members, insight into their research, and is a rst

step in building relationships between the researcher and the

government agencies that are available to help protect their

intellectual property.

While a typical cleared defense contractor can use a number

of physical security procedures to harden their facilities and

keep adversaries out, a university campus is necessarily open.

Navigating the NISPOM and ensuring compliance within academia

often requires the collaboration of other Facility Security Ocers

(FSOs) who are concerned with the same challenges.

In an eort to foster collaboration between university FSOs across

the country, we implemented and host a list-serve that currently

has over 90 university FSOs as members. This has proven to be

a tremendous tool for collaboration in the three years since it

was implemented.

We recently expanded on this concept with development of the

innovative Academic Counter Exploitation (ACE) Program. The

ACE Program is a community of interest hosted on DHS’ Homeland

Security Information Network.

The ACE Program provides an opportunity for University FSOs

and DSS Counterintelligence Special Agents to communicate

and collaborate virtually, and securely, on issues unique to the

academic community. It also provides a portal to share threat

information, best practices, and innovative ideas that are specic

to the needs of the academic community.

We have also developed strong collaboration with our DSS

counterintelligence representative. This collaboration recently

resulted in development of an informational brieng entitled

“Handle With Care: Best Practices for Protecting Yourself and

Research in a Connected World.“

This presentation is targeted specically at university faculty

members who are conducting research in areas of interest to our

foreign adversaries. It provides insight into academic solicitation

and gives the faculty members practical advice on how they can

protect their intellectual property in an academic environment.

Maintaining a credible security program in an academic

environment denitely presents some unique challenges — but

it also presents great opportunities to contribute to the security

of the United States. The Texas A&M University System is using

the same qualities that make us one of the best systems of higher

education in the country to form the foundation of our industrial

security program. We are continually striving to communicate,

collaborate, and innovate.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

by Kevin R. Gamache, Ph.D., ISP®

Facility Security Ofcer

The Texas A&M University System, College Station, Texas

IN THEIR OWN WORDS

We invited a representative sampling of the 2015 Cogswell winners to share their formula for success with

ACCESS readers. The following are tips and lessons learned from facilities with proven track records on how

to establish and maintain a high-quality security posture.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

artnership is dened as two or more

coming together for a joint interest. It is

a critical and valued aspect of security.

Partnerships should be formed within your

company, with other Facility Security Ofcers

(FSOs) and with the government. Building these

relationships will enhance your security program

by sharing lessons learned, developing broader

perspectives, and gathering best practices.

Partnerships will enhance your security program because you will

increase your communication, while gathering more information for

your security program. Partnership, communication, and security

all work hand in hand, allowing the partners to raise their game

and improve their security capabilities, rather than just following a

checklist mentality. Successful security programs should include a

substantial element of partnering to make them successful.

As a law rm within the National Industrial Security Program

(NISP), we do often face dierent challenges, especially in the

intellectual property arena. Through our partnerships both within

our rm and with our government clients, we have been able to

tackle these unique issues much more eectively.

For example, every Monday morning I meet with our Security

Chair to review all security relevant actions and initiatives for

the week. This provides me with management support and

partnership. Often it also helps in identifying additional parties

who could help make our security program more targeted

and eective.

Relationships and partnerships with

government are also essential.

Building a partnership with

your government client

and DSS requires just a

phone call or email to

initiate. As a previous DSS

employee, I've seen how

building relationships

and partnerships can

be advantageous to

all involved.

With a unique background

where I have been honored

to be both a DSS employee

and a private industry employee, I

cannot stress enough the importance

of partnership with DSS. A partnership

can begin with a simple email, and can be further

established by extending or requesting a Counterintelligence

brieng from your Counterintelligence Special Agent.

DSS has consistently supported us by engaging our facility with

training, guidance, and quick responses. We have found the many

DSS resources and readily-available guidance to be extremely

helpful to bolstering the security posture at our facility.

Also key is building relationships with other FSOs. This can be

done through various organizations like ISACs, NCMS, ASIS, along

with other security-focused organizations. It will be important

to build a core group of security professionals with whom you

can interact, ask questions, receive advice, and assist each other.

These collaborations can be extremely helpful to building and

developing your security program.

A simple way to establish a partnership with other security

professionals is through attendance at workshops or by

volunteering as a mentor or mentee. The mentorship relationship

will be rewarding and helpful to all involved.

Through our relationships and partnerships,

our security education program has undergone

additional development and growth. We have

hosted various events with DSS and other

government and security organizations. We have

engaged in mentorship and an exchange of ideas

with other FSOs.

Finding a place to start is only a phone call or email

away, as many security professionals are ready to provide

guidance and assistance. It is a simple act that will pay

great dividends for a better security program and a more

rewarding security career.

As Director Sims shared with us at the NCMS Conference,

“Partnership with industry is a principle I strongly believe in.”

We encourage you to follow Director Sims’ guidance and engage

with DSS and industry to enhance the security at your facility.

Finding a place to start is only

a phone call or email away,

as many security professionals

are ready to provide

guidance and assistance. It

is a simple act that will pay

great dividends for a better

security program and a more

rewarding security career.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

by Shelly Kozacek

Facility Security Ofcer

Crowell and Moring, Washington, D.C.

IN THEIR OWN WORDS

We invited a representative sampling of the 2015 Cogswell winners to share their formula for success with

ACCESS readers. The following are tips and lessons learned from facilities with proven track records on how

to establish and maintain a high-quality security posture.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

by Sally Marinelli

Facility Security Ofcer

The University of Rhode Island, Kingston, R.I.

IN THEIR OWN WORDS

We invited a representative sampling of the 2015 Cogswell winners to share their formula for success with

ACCESS readers. The following are tips and lessons learned from facilities with proven track records on how

to establish and maintain a high-quality security posture.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

he University of Rhode Island (URI) has

carried out classied studies for 30

years and is globally recognized as a

distinctive world-class university. One

of the university president’s transformational

goals is to internationalize and globalize URI.

Our philosophy is “Think Big — We Do.”

Our world is shrinking as technology breaks down borders and

time zones, allowing businesses and communities, large and small,

to develop new relationships on the other side of the globe. Our

students must be prepared to live and work in an increasingly

globalized economy.

By expanding the scope of our international research and education

partnerships, increasing the number of graduates uent in

languages other than English, encouraging more URI students

to study abroad, and tripling our population of international

undergraduate and graduate students, we break down our own

borders, strengthen everyone’s knowledge of the cultures, politics,

and history of other peoples, and enable our students to prosper

in this expanding global marketplace.

With this in mind, as you can imagine, being the Facility Security

Ocer (FSO) at a research university comes with the challenge

of integrating the international environment at our academic

institution with the required protection of restricted information.

With academic solicitation being the fastest growing method of

collection of classied, sensitive and export-restricted research,

we have had to place importance on educating faculty and sta

about suspicious contact reporting requirements and on foreign

travel vulnerability. In the case of our student interns, our briengs

always include additional emphasis on security tips in the use of

social networking sites.

Six years ago, as a new FSO, I was fortunate to be mentored with

the wisdom and guidance of the previous FSO. I remember how

proud we were when our annual DSS review rated our security

posture as “commendable.”

I came away from that assessment with encouraging suggestions

for improvement and networking ideas from our DSS Rep. We

applied those new ideas to enhance our security program and

strive toward an even higher level of excellence. That fall, I joined

NCMS and began attending meetings and training sessions to keep

pace with the latest news in the realm of security. This resource

proved to be an invaluable opportunity to network with peers and

learn best practices.

With the help of these resources, we received a “superior” rating

the subsequent year. As a result, my excitement and desire to

maintain that status propelled me to become involved in more

networking forums.

What I have learned is that becoming knowledgeable of

National Industrial Security Program Operating Manual (NISPOM)

requirements and progressive changes is fundamental, and I found

that most of the relevant educational resources were free.

So, I joined a list-serv for University FSOs, became an FBI Infragard

member, signed up for email updates from the National Security

Institute (NSI) and Homeland Security, and joined AICWG (a local

RI contractor working group of FSOs who meet monthly to discuss

current topics of security interest).

All of these connections are instrumental in our ability to stay

on top of the latest news and security guidance. And now, four

consecutive “superior” ratings later, here we are, receiving the

prestigious Cogswell Award!

Besides the value of networking, other main elements to our

program’s success are support and professional development which

often go hand-in-hand. Our security program has the backing of

our senior leadership starting with our Vice President for Research

and Economic Development on up to the President of the University

and even the Chair of the Rhode Island Board of Education, all of

whom have attended our security briengs and events.

It is this modeling that shows the rest of the campus community

that protecting national security and our intellectual property is a

priority. I also give considerable credit to our DSS IS Representative

and Counterintelligence Special Agent for their incredible patience

and support over the years. It has enabled us to develop a mutual

trust and respect that keeps the lines of communication open.

Our growing relationship with other government agencies such

as the FBI and Naval Criminal Investigative Service is mutually

benecial and these organizations regularly provide us with useful

and informative briengs and presentations.

A successful security program involves cooperation between all

of the various university departments, so we engage as many as

possible: Human Resources, Purchasing, Campus Police, Sponsored

Projects, Legal, Information Technology Services, our Oce of

International Students and Scholars, our Compliance Oce and,

of course, the Deans of the Academic Colleges.

Additional support that our security program receives is nancial

support for professional development. So much can be learned

from the education and training received at conferences like the

NSI IMPACT Conference and the NCMS Annual Training Seminar

which also facilitate excellent new resources and contacts.

These events are essential, but are not always easy to fund while

balancing the budget restrictions that come with being a state-

supported university. As the FSO, I take advantage of no-cost

NCMS webinars and online learning opportunities from DSS

whenever possible.

My best advice to new FSOs is to prepare well for your DSS

vulnerability assessment. Be highly organized with your documents

and paperwork. Do several self-inspections in between DSS

reviews and use those inspections to identify problem areas.

Then, cooperatively discuss ideas for solutions with your DSS IS

Representative. Following this advice will ensure a comprehensive

and eective security program.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

Gov Technologies has supported classied

contracts for the U.S. government in

its integration facility in Tampa, Fla.,

since 2006. There are approximately 60

employees at this facility supporting several

different government contracts, and each

employee contributed in some way to iGov

being recognized as a Cogswell Security

Award winner.

I have been the Facility Security Ocer (FSO) for iGov’s Tampa

facility since 2006. I am proud and humbled to receive the DSS

James S. Cogswell Outstanding Industrial Security Achievement

Award on behalf of the facility, our employees and iGov.

Our Tampa facility has received ve consecutive “Superior” ratings

over the last six years. Our security practices and procedures are

focused toward training not only the cleared employees but also

the employees not holding active security clearances.

The success of any security program hinges on quality training

for both the individual employees and the security sta. Eective

training is a challenge due to the constant changes in industry

as well as the evolving security environment. Insider threat,

counterintelligence and cybersecurity are just a few areas

requiring additional attention from a security standpoint over

the last few years.

Every opportunity to provide formal training is made available

to all members of the iGov team. Our company has always had a

strong security education program to include posters, websites,

newsletters, email reminders with security tips, initial security

briengs, etc.

I involve all our employees with the security policies and

procedures by getting out of the oce and visiting the dierent

areas in our facility including the Engineering Lab, Production Lab,

Logistics Warehouse, and the various Program Management sta

areas. I also converse with the employees to identify any security

issues. This enables me to respond to any questions or concerns

they have and, at the same time, gives me an opportunity to

address any security issues we may have in a particular area of

our facility.

There are no shortcuts when building an outstanding security

program. Attitude is an important factor in achieving Superior

DSS ratings and the Cogswell award. Professional development

is endorsed and supported by iGov’s senior management,

and security sta members attend DSS, FBI, NCMS, and other

professional training events on a regular basis.

Additional events and resources we utilize to ensure the success

of our security program are:

•

Engaging the support of iGov senior management and, along

with their willingness and active participation in the NISP;

• Coordinating with my DSS representative on a regular basis

for advice and guidance as well as using the DSS website

and the mobile FSO toolkit;

• Conducting formal self-assessments every six months, and

having other team members assist in these inspections;

• Getting out of the oce and walking the facility, interacting

with the iGov employees, and making myself available to

answer any questions or concerns employees may have;

•

Adjusting security levels and procedures intermittently as

threats and concerns evolve;

• Constantly evaluating security practices and procedures to

ensure we maintain security in depth and to validate the

eectiveness of our program.

The iGov Security team attends and participates in the Florida

Industrial Security Working Group (FISWG) meetings, and NCMS

meetings. I conducted a presentation at the FISWG and the NCMS

meeting in 2014.

The security team provides security education to our employees

via pamphlets, posters, conference room briengs, one-on-one

briengs, group meetings, monthly newsletter, and a SharePoint-

based website that enables all employees to review DSS yers,

FBI newsletters and all iGov training presentations at any time.

I have established an FSO/DSS binder for every classied contract we

currently support. This binder is organized with all the information

that the DSS representative requires for his/her security vulnerability

assessment, such as facility clearance forms, DD forms 441, 441-

1, and 254, sub-contractors DD254, Facility Standard Practice &

Procedure, technology control plan, OPSEC plan, and all employee

training records conducted during this period.

A second binder is dedicated for counterintelligence information,

such as employee training, suspicious contact information that

has been forwarded to our Counterintelligence Special Agent,

CI briengs and training presentations conducted for CI, OPSEC,

and cybersecurity.

A third binder is for our DSS enhancements categories, along

with the required information to support each enhancement for

that specic category.

I believe it is important to build a trusting relationship with your

DSS/CI representative, and eective communication is a key

ingredient. Additionally, being organized and keeping meticulous

records makes it easy for DSS and the CI representatives to

conduct the assessment and to build the trust between the FSO/

security team and the DSS representatives that results in a more

eective partnership.

We continue to learn new ways to provide training to our

employees to not only satisfy our NISPOM requirements, but to

keep our employees involved and make them want to improve

our security procedures and practices while taking a more active

role in our security program. It’s a mutually benecial formula for

iGov, DSS and industry.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

by Michael T Kalinowski

Facility Security Ofcer

iGov Technologies, Tampa, Fla.

IN THEIR OWN WORDS

We invited a representative sampling of the 2015 Cogswell winners to share their formula for success with

ACCESS readers. The following are tips and lessons learned from facilities with proven track records on how

to establish and maintain a high-quality security posture.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

The Defense Security Service partners with NCMS each year to

deliver training during the annual NCMS training seminar. One of

the highlights of the week-long seminar is the President’s Dinner

where a number of awards are presented. This year, DSS Director

Stan Sims received the Lonnie R. Buckels Presidential Award from

NCMS President Leonard Moss.

The Presidential Award is presented each year to an individual

within the industrial security community who made signicant

contributions to education, training, information systems, and

teaming with government and industry partners on a local or

national level. The individual must also have made the contributions

for ve years or more to the security community as a whole.

In presenting the award, Moss said Sims was selected for the

award for his extraordinary leadership transforming the Defense

Security Service in delivering exceptional training and tools, a

strong counterintelligence program, a risk-based/cost eective

security vulnerability program, as well as signicantly enhancing

the government/industry partnership.

“Since being appointed Director of DSS in 2010, Mr. Sims has been

a true champion for our industry and has led the transformation

of DSS,” said Moss. “Under his leadership, DSS has truly become an

industry partner in every sense of the term.”

Moss cited the agency’s success in delivering training to both

government and industry and improving the security assessment

process by implementing a risk-based approach. That approach

helped industry reduce risks to national security by being more

strategic in applying resources and focus.

The security rating matrix process, said Moss, eliminated subjectivity

and helped to ensure a fair and more objective assessment for all

cleared contractor facilities.

“When I was elected President of NCMS,” Moss said, “Stan was one

of the rst leaders to provide a hand to me and oered unfettered

access to their organization to address real challenges. I have

witnessed his commitment rst hand.”

Moss noted that Sims leads and supports numerous industry

functions and collaborative eorts to include being a keynote

speaker at NCMS annual seminars; hosting a quarterly industry/

government stakeholder meeting; and attending and participating

in a number of government/industry forums as either a speaker

or participant.

Sims has also encouraged and empowered the DSS team to

support these same organizations and has brought critical

support to local NCMS chapters and events to strengthen the

national security landscape.

“It is because of these many contributions to both our industry and

our society, as well as a lifetime of service to our nation, that Mr.

Sims received the NCMS Presidential Award” said Moss.

In accepting the award, Sims said, “While you are recognizing me

today, it’s really the men and women of DSS who deserve the award.

I may have set the goals and vision for them, but they executed it.

They have embraced partnership with industry and fundamentally

changed how DSS does business. On behalf of everyone at DSS, I

am honored and humbled to accept this.”

Stan Sims (right), DSS Director, receives the Lonnie R. Buckels

Presidential Award from NCMS President Leonard Moss.

(Photo courtesy of NCMS)

DSS Director receives President’s Award at annual NCMS training seminar

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

Rebecca “Becky“ Allen, DSS Chief of Sta, retired

from federal service as a member of the Senior

Executive Service (SES) in April 2015, with more

than 34 years of federal service.

Allen’s rst federal job was as a security intern

working for the Army; she then moved to the

Military Trac Management Command for a

permanent position. From there, she joined the

Defense Logistics Agency where she was selected

as chief of DLA’s Intelligence and Security Team.

Allen then transferred to the Defense Contract

Management Agency to become the agency’s rst

Security Director and later Chief of Sta.

Prior to coming to DSS, Allen was Deputy Director of

Security in the oce of the Deputy Under Secretary of

Defense (HUMINT, Counterintelligence and Security),

Under Secretary of Defense (Intelligence). In this

position, she was responsible for the development,

promulgation and oversight of Department of

Defense policy for personnel security, physical

security, industrial security, information security,

operations security, chemical/biological security,

special access program security, and research and

technology protection.

She joined DSS in 2011 as the Deputy Director of

Industrial Security Field Operations (IO) and was

selected as Chief of Sta in 2012.

Allen received a number of awards during her

retirement ceremony including the Intelligence

Community coin from the Director of National

Intelligence and the Intelligence Community

medallion. The Intelligence Community seal medallion

is an ocial award within the national intelligence

community suite that can only be authorized by

the Director of National Intelligence, James Clapper.

DSS Director Stan Sims also presented Allen with

the DSS Distinguished Service Award for her

tenure as Chief of Sta and as Deputy Director of

IO. While assigned to IO, she led the development

and implementation of eld process improvements

including a new security rating matrix and

an expanded risk category for contractor facilities

of interest.

As the DSS Chief of Sta, she consolidated

headquarters support activities into an integrated

enabling capability, empowered her leaders and

people across headquarters to increase eciencies,

improve workforce diversity, and advance internal

human capital and security services.

Allen was also presented with the SES logo, a U.S.

ag own over the Capitol in her honor, and a

plaque for outstanding leadership.

ABOVE: Former Chief of Staff Rebecca Allen (left) and her aunt

Joanne Harley have their photo taken after the ceremony.

(Photo by Hollie Rawl, CDSE)

DSS Chief of Staff

retires after 34 years

of federal service

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

ASK THE LEADERSHIP

Editor’s Note: The following is the fourth in

a series of features on the four DSS regions.

In each, the regional director discusses what

makes their region unique, the challenges

they face and how they address them.

Cheryl V. Matthew assumed her duties

as the Northern Region Director in May

2014. As Regional Director, Matthew is

responsible for the industrial security

oversight of approximately 2,800

National Industrial Security Program

(NISP) facilities across 21 states, east to

west from Maine to Minnesota and south

covering portions of Northern Virginia

and Maryland.

She began her federal career in 1980,

working for the Department of the

Army, U.S. Army Natick Research and

Development Center, in Natick, Mass.,

as a co-op student and administrative

assistant in the Security Oce. In 1985,

she went to work for the Defense

Investigative Service, now DSS, as a

special agent in the Boston Field Oce.

She became a Senior Industrial Security

Representative in 1989 working

in several oces in Massachusetts

(Waltham, Boston, and Wilmington). In

2008, she was promoted to the Region

Operations Manager position where she

was responsible for all operations and

the quality assurance program across the

Northern Region.

In 2013, she was the Acting Field Oce

Chief of the Boston Field Oce and

was then selected for that position. The

Boston Field Oce covers southern and

western Massachusetts, Rhode Island

and Connecticut.

A Q&A with Cheryl Matthew,

Director of the Northern Region

Tell us about the Northern Region.

The Northern Region is comprised of seven eld oces — Andover, Boston, New York,

Philadelphia, St. Louis, Detroit, and Mt. Laurel. Additionally, there are eight resident oces

located in Minnesota, Illinois, New York, New Jersey, Pennsylvania, Connecticut, and Ohio.

What makes the Northern Region dierent from the three other regions?

The Northern Region has the most Category AA and A facilities (Category AA and

A are designated as the most complex facilities in the NISP). In order to review the

security posture of these facilities, a team of individuals will spend one to two weeks

a year conducting a security vulnerability assessment.

To put that into context, the Northern Region has roughly 45 weeks of team

assessments taking place throughout the year. These assessments require much

planning and coordination between the facility and all eld elements (industrial

security representatives, counterintelligence special agents, and information systems

security professionals). These facilities individually could have thousands of employees,

hundreds of classied contracts, and scores of approved computer systems and areas.

The advice and assistance provided throughout the year is also very substantial.

The Northern Region has the largest number of excluded parent facilities, many of

which are located in New York. These companies own or control other entities that need

a facility clearance to perform on classied contracts. These facilities do not need to be

cleared for access themselves but need to be formally processed to ensure material at

these locations will be properly protected. A large number of these excluded parent

companies have complex legal and corporate business structures, many of which are

nancial, equity, or holding rms whose structures need to be analyzed and evaluated

before classied contracts can be granted to the entity that will perform the work.

The Northern Region has the most arms, ammunition and explosives facilities and

these are located in many remote places across the region. We have a dedicated

cadre of folks who provide support to these entities and perform new surveys on

short notice. We have designated folks in the region and in every oce assigned to

this mission. These individuals work to support each other especially when a short

suspense survey is requested.

We have over one hundred facilities that are under a foreign, ownership, control or

inuence (FOCI) mitigation or negation agreement. The Region Oce is the focal point

for all assessments and annual meetings held at these facilities. If we do not have the

signatory facility, we work closely with the region that does as well as with the FOCI

Operations Division to ensure foreign aspects to these facilities has been thoroughly

reviewed at our sites.

The Northern Region is home to two large shipbuilding facilities in Maine and

Connecticut that build destroyers and submarines. In Missouri we have a large

aircraft manufacturer. We have freight forwarders in New Jersey and New York that

move classied freight within and outside the United States. The Northern Region

has corporate home oces, research, development and manufacturing facilities,

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

educational institutions, and trusted foundry facilities. Each of

these facilities has unique needs and challenges.

What are the challenges in the Northern Region?

The Northern Region has its share of challenges. Covering the

territory between Maine and Minnesota means we are aected

during winter months from a travel and logistics scheduling

standpoint. This past winter, parts of the region received over nine

feet of snow!

The western part of the Northern Region is very geographically

dispersed, which means a great deal of windshield time for our

folks getting to and from facilities. Temporary duty is not periodic

but constant.

This past year we sought and lled eld oce chief vacancies in

two of our oces and just completed the process of hiring two

ISSP team leads. These are critical positions within the Northern

Region and DSS. Having more than one vacancy at the same time

posed challenges to the oces and to the region, as we needed

to ensure proper coverage and leadership in our oces. It was

refreshing to see personnel taking on extra responsibilities across

the region to help out and we were also very fortunate to receive

assistance from the other regions which sent volunteers TDY to

these oces as well.

Northern Region has the reputation of having seasoned personnel

which has made us extremely successful. The challenge here is that

a large number of these individuals will retire in the next ve to 10

years and succession planning is critical to maintain our success.

We need to ensure the institutional industrial security knowledge

of these individuals is transferred to our newer folks to maintain

that perfect mixture of experience with new ideas.

How did your background prepare you for the job of

Regional Director?

I held several eld and region positions that absolutely prepared

me for this position. For example, coming to DSS as a special agent

early in my career gave me the experience needed to talk to people

from diverse backgrounds. In that position, I developed listening

skills which are so important in communicating, understanding

and addressing the needs of our personnel.

As an industrial security representative, I experienced rsthand

the core mission of DSS. That experience was very rewarding and I

learned a great deal, not just about the industrial security program

but how to work with our industry partners and government

stakeholders to identify and mitigate risks to classied programs.

As a eld oce chief, I experienced the rewards and challenges

in managing an oce of dedicated eld personnel, and I also

expanded my relationships with support personnel from other

DSS Directorates. As the Region Operations Manager, my role

was to provide operational support to the Regional Director, eld

oce chiefs and team leads, and I served as a vital conduit for

communications between the eld and headquarters.

My philosophy has always been to work hard, be the best you can

be in the position you are currently in, and take that experience with

you to the next assignment. I believe my eld experience continues

to drive me, and when making decisions and working with my

colleagues throughout the agency, I am truly representing the eld.

What changes have you made / seen in the region

since arriving?

Since becoming the Regional Director, I have focused my attention

on hiring new employees, integrating all eld disciplines, and

nding ways to capture best practices that can be shared across

the country.

I hired two new eld oce chiefs and team leads, and these

folks are going to do great things for the region and DSS. We are

very fortunate to have seasoned personnel who have the tacit

knowledge and fundamentals that security professionals need to

address the threat to national security.

A recent initiative is three training events across the region that

almost all Northern Region personnel attended. The goals were

for employees to know where they t into the DSS Strategic Plan

2020; understand each other’s roles in providing risk management

services to industry; and how the quality of our actions in a budget-

constrained environment is essential for our mission success.

The DSS Oce of Innovation helped us develop a workshop at these

events that would identify what constitutes a thorough security

vulnerability assessment; what should a risk based vulnerability

assessment look like; ways to capture and share best practices; and

how to work cohesively to provide the best oversight and support

to our industry partners. Personnel from eld operations and

counterintelligence participated and I believe everyone learned

integration is an essential piece to our oversight mission.

I have seen many changes in the industrial security program but

the one constant has been the outstanding technical expertise

and leadership in our oces. We have never been better poised to

provide the risk management services needed to assist our industry

partners in addressing emerging threats to their programs and it

is my priority and responsibility to ensure our personnel have the

tools needed to achieve success.

by Dana Richard

Counterintelligence Directorate

Recently, 24 DSS employees gathered at

the FBI Academy on Marine Corps Base

Quantico to participate in a unique training

experience. The training, facilitated by FBI

instructors, was a pilot program to develop

and improve interviewing, writing, and

public speaking skills with the intent of

improving the collection, processing and

reporting of information that could be

of counterintelligence (CI) value across

DSS. The students were a mix of CI special

agents, industrial security representatives,

information system security professionals,

and CI analysts.

During the course of his/her regular duties,

a DSS employee — whether a CISA, ISSP

or ISR — may encounter potential threat

information of value to DSS, thus making

each individual a potential CI collector.

This pilot course was conceived to develop

skills that can increase and improve CI

collection. While these skills are designed

primarily for CI personnel, the techniques

can also increase the eectiveness of

vulnerability assessments.

The course began as a series of

conversations between Special Agent

Michael Van Meter and Dr. Cynthia Lewis

of the FBI Academy’s Investigation Training

Unit about ways to ll specic training gaps.

A writing refresher course, conducted by

Lewis in September 2014, was considered

very eective and benecial to CISAs, ISRs

and ISSPs who attended. Looking to build

upon that success, follow-up discussions

envisioned a course concept incorporating

information-gathering techniques —

primarily interviewing.

Further conversations between DSS

directorates led to an agreement to run a

pilot program that would include students

from across DSS. The course was unique

in that it provided technical skills training

of a scope and duration not previously

oered to an integrated CI and industrial

security audience.

Since it was a pilot, the course was

something of a “buet,” as described by

Van Meter, to allow DSS to see what the

FBI Academy can do and to determine

what is of most use to DSS students. Topics

covered during the course went beyond

interviewing, writing and public speaking

skills, to also include the intelligence

cycle and where DSS employees t into

it, elements of statement analysis, and

identifying deception. Students universally

lauded the quality of the instruction

and the instructors, and their feedback

provided valuable insights to improve

future iterations.

“This is a good start to creating consistency

and establishing realistic expectations

across the organization,” said Russ Reynolds,

CI special agent in the New York Field Oce.

“Whether you are an industrial security

representative conducting a security

vulnerability assessment, a CI special

agent debrieng a foreign traveler, or an

information systems security professional

interviewing an information systems security

manager about a classied information

system, the skills provided in the training

can be directly applied on a daily basis.”

“This was an excellent rst iteration of

this class, and it will only get better,” said

Gary Morris, ISSP in the Philadelphia Field

Oce. “The interviewing and writing

material presented will be useful in my

work and would be benecial to all DSS

employees. The FBI instructors were great,

and I would surely recommend others

attend this training.”

Planning is under way for the next

iteration, and anticipated changes include

an expansion of interviewing techniques

and the addition of strategic debrieng

and CI support to the areas of research,

development and acquisition. The team is

also looking to incorporate training from

the Defense Intelligence Agency’s Joint CI

Training Academy and panel discussions

featuring members of the FBI, Air Force

Oce of Special Investigations, Naval

Criminal Investigative Service, and the Army

Criminal Investigation Command.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

DSS students train at FBI Academy

CLOCKWISE FROM TOP: Gary Morris,

information systems security professional

in the Philadelphia Field Ofce,

gives a presentation. | Twenty-four

DSS employees from various regions

attended training. | As the presentations

were timed, students received warnings

based on the color of the bulb. | Susie

Miller, industrial security representative in

the Virginia Beach Field Ofce, makes a

point during a presentation.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

by Juliana Gabrovsky and Jessica Henson

Industrial Policy and Programs

DSS held its 19th annual Foreign Ownership, Control or Inuence (FOCI)

Conference on April 14-15, 2015, for companies operating under DSS

FOCI mitigation. The conference was presented over two days; the rst day

aimed at outside directors and proxy holders and the second day geared

toward facility security ocers.

The FOCI conference provided DSS with an opportunity to

educate industry on FOCI program-related developments as

well as allow industry to communicate with DSS and other

FOCI companies on their DSS FOCI program oversight

and related questions and issues.

On the rst day of the conference, DSS Director

Stan Sims welcomed the attendees and shared

updates to the FOCI program, and the ongoing and

future role of the agency in the context of the changing

national security and globalized environment.

He emphasized that national security and economic security

are truly one and the same, and the partnership between the U.S.

government and industry is what makes us collectively strong as a

country. He also introduced two new DSS directorate personnel: Fred W.

Gortler III, director of Industrial Policy and Programs, and Gus E. Greene, Sr.,

director of Industrial Security Field Operations.

Keynote speaker Marcel Lettre, acting Under Secretary of Defense for Intelligence,

provided a general overview of Secretary of Defense Ashton Carter’s focus for the future

of the Department of Defense. Lettre also spoke about his own strategy for coping with the

shifting landscape of intelligence, including a push for global satellite coverage and an increased

emphasis on cybersecurity and counterterrorism.

Also speaking the rst day were Andre Gudger, acting Deputy Assistant Secretary of Defense for

Manufacturing and Industrial Base Policy, who spoke about bringing a business-centric approach to DoD,

and Daniel Payne, deputy director of the National Counterintelligence and Security Center, who addressed the

unprecedented threat levels facing the nation, due in part to the globalization of both business and citizenship.

During the second day of the conference, designed specically for FSOs, the program’s focus was more operational and

presentations featured DSS subject matter experts on topics including policy updates, the National Interest Determination

process and Aliated Operations Plan, to name a few.

Finally, the conference featured a panel of industry security experts: Stan Borgia of Rolls Royce North America, Inc., Curtis Chappell of

DRS Technologies, Inc., Frank Husker of MBDA, Inc., and Richard Ramsey of Serco, Inc. Each shared insights into handling the special security

concerns and processes, procedures and program development they have implemented to assist with the FOCI program requirements.

In all, more than 250 outside directors, proxy holders, and FSOs attended the two-day event. Launched in 1989, this conference originally

included only outside directors and proxy holders. In 2010, DSS added a second day to include the FSOs. DSS has tentatively scheduled

the next FOCI conference for the spring of 2016.

Outlining strategy for the future

focus of the FOCI conference

CLOCKWISE FROM TOP: Nicoletta Giordani, FOCI Operations Division, presents a brieng. | Principal Deputy Under Secretary of

Defense for Intelligence Marcel Lettre was the keynote speaker. | Stan Borgia of Rolls Royce North America Inc., gave insight

as part of a panel with Curtis Chappell, DRS Technologies Inc. (center) and Frank Husker, MBDA Inc. (right).

Photos by Derik Bland, IP

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

In April 2015, the Center for Development of Security

Excellence (CDSE) delivered its rst iteration of the

Introduction to Special Access Programs (SAPs) Course to

13 Italian Navy and Air Force military members in Rome, Italy.

The course was provided to Italian personnel in support of

the Joint Strike Fighter Program.

The goal was to oer more cost-eective training and establish

the foundational strength in SAP security needed to honor

approved security commitments for joint U.S./ Italy programs.

The Italian military is setting up its rst SAP facility in Italy and

found the course to be interesting and useful in developing

the “worker bees” of the program. All 13 students successfully

passed the training with an exam score of 80 percent or better.

The course was benecial in helping students learn the pillars

of SAP security. In the future, the Italian military anticipates

periodically sending students to in-house training at CDSE

in Linthicum, Md. They are also considering a request for

refresher SAP courses on a biennial basis.

CDSE goes international: SAP training in Rome

DSS partners with Department of Homeland Security

DHS becomes fth Cognizant Security Agency

On Feb. 13, 2015, the President signed Executive Order (EO) 13691,

“Promoting Private Sector Cybersecurity Information Sharing,” which

lays out a framework to be overseen by the Department of Homeland

Security (DHS), for expanded cybersecurity threat information

sharing to help companies work together and with the federal

government to quickly identify and protect against cyber threats.

With cyber-sharing responsibilities aorded to DHS, this new EO

amends EO 12829, “National Industrial Security Program,” and

designates the Secretary of Homeland Security as a Cognizant Security

Agency (CSA) for the National Industrial Security Program (NISP).

The issuance of the EO brings the number of CSAs to ve, including:

• Secretary of Defense (DoD); serves as the Executive Agent

• Director of National Intelligence (DNI); retains authority

over access to intelligence sources and methods including

Sensitive Compartmented Information

• Nuclear Regulatory Commission (NRC)

• Secretary of Energy (DOE); in addition to the NRC, retains

authority over access to information under their respective

programs classied under the Atomic Energy Act

• Secretary of Homeland Security (DHS); responsible for

classied information under the critical infrastructure

protection program.

Though designated as a CSA and responsible for classied

information sharing pertaining to cyber-sharing under the new EO,

DHS will continue to rely on DoD for its industrial security services.

DHS will only clear and oversee cleared contractors for its

area of responsibility under this EO; specically, DHS will only

clear individuals within companies in cases where there is no

requirement to possess classied information at the companies’

location related to cyber-sharing activities.

DHS will not grant facility clearances to any company that requires

the possession of classied material or is outside the scope of

the parameters of this EO. These companies will continue to be

cleared under DoD cognizance and the requirements set forth in

the NISP Operating Manual.

To support DHS in its new role and facilitate implementation of

the EO, DSS hosted DHS in April 2015, for a two-day intensive

overview of DSS’ processes related to its responsibilities pertaining

to overseeing the NISP on behalf of DoD.

Specically, DSS sta discussed its processes for facility

clearances, eld operations, methodology to assess, mitigate,

and oversee foreign ownership, control, or inuence, and policy

implementation.

This was the rst meeting, with future meetings planned to assist

DHS in assuming its role in the NISP as a CSA to perform oversight

responsibilities for entities under DHS’ cognizance.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

REMEMBRANCE: Stan Sims (center), DSS Director, salutes the

wreath placed in honor of Memorial Day during a ceremony

held May 21, 2015, at the Russell-Knox Building. Providing

Honor Guard support for the event were Lance Cpl. Valiant

Cocchi (left) and Cpl. Emmanuel Webb (right) from Marine

Corps Base Quantico. (Photo by Hollie Rawl, CDSE)

DSS OBSERVES MEMORIAL DAY

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

by Dahlia Thomas

Ofce of Public and Legislative Affairs

DSS, along with Russell-Knox Building tenants Defense Intelligence

Agency (DIA), Air Force Oce of Special Investigations (AFOSI),

United States Army Criminal Investigation Command and Naval

Criminal Investigative Service, sponsored Take Your Child to Work

Day (TYCTWD) on April 23, 2015. Approximately 280 boys and girls,

ages six through 18 years, accompanied their parents to work to

learn how their parents contribute to the nation’s security.

The event kicked o with an opening ceremony attended by senior

leaders James Kren, DSS Deputy Director; Coleen Kolina, DIA chief,

Oce of Counterintelligence; and Jerey Specht, AFOSI executive

director. Each greeted the children and challenged them to learn

how they can contribute to the nation’s security through government

service. They also encouraged them to take full opportunity of

the planned activities and not be afraid to ask questions.

Acting as master of ceremonies for the event was d’Art Richard,

12-year-old son of Dana Richard, DSS Counterintelligence. A third

time attendee of the Take Your Child To Work Day event, d’Art

said he was excited to be the MC because it was a job his father

occasionally performs for the agency. Alexandra and Victoria

Woodru, daughters of Diane Brooks-Woodru, DSS Program

Integration oce, sang the national anthem.

In keeping with this year’s theme of #MPOWR (knowledge +

choice = strength), the day’s events were lled with information

and useful presentations. Children ages 6 and 7 years toured

the Data Center and viewed the various agencies' artifacts

prominently displayed throughout the building. The children

ages 8 and older participated in interactive, age-appropriate

educational sessions covering topics such as Forensics, Cyber

Awareness, Tech Services, Surveillance and Career Planning. The

children learned rst-hand the important role their parents play

in collecting evidence for crime scenes and the importance of

protecting personally identiable information on social media.

During another session, children saw the importance of preparing

for a job interview and were given the opportunity to interview

several RKB employees about their careers.

The event closed with several outdoor activities, to include tours

of a Prince William County Sheri’s Oce vehicle and United

States Marine Corps Fire Department emergency vehicles.

Representatives of the Marine Corps Martial Arts Center of

Excellence showed hand-to-hand combat tactics, and the Marine

Corps provided a military working dog demonstration, which kept

the audience’s attention and sparked excited comments.

When the TYCTWD participants were asked to name their

favorite activity, the responses were mixed. Answers ranged from

“Cyber Awareness,” to “the interviewing portion,” to “the hacking

presentation [Surveillance],” and nally to the “K-9 demonstration.”

When queried about the jobs highlighted during the day’s events,

participants varied in picking a job they would like after nishing

their education. One respondent wants to be “advertising director

of an agency,” while another “wants to work with my dad and DSS,”

and yet another would like to be “a reghter.”

DSS observes “Take Your Child to Work Day“

WHAT A SUCCESS!: Participants of the Take Your Child to Work Day express their feedback at the end of the day’s activities.

http://www.dss.mil . @DSSPublicAffair www.facebook.com/DSS.Stakeholders

First student shadow day

provides opportunity to

discover DSS

In April 2015, the DSS Recruitment Oce conducted its

rst Student Shadow Day, where college students were

given the opportunity to discover DSS by shadowing

a senior leader.

Participating in this pilot event were six undergraduate

and graduate students from Bowie State University, who

were selected by the university’s career development

center for involvement in the event.

The purpose of the Shadow Day was to give students

an opportunity to learn about the agency’s mission and

obtain a “day in the life of” perspective of how federal

employees support the oversight of national security by

going through an average day with DSS senior leaders.

Supporting the event from DSS were Corey Beckett,

comptroller; Tim Harrison, chief of Security; Selena

Hutchinson, deputy director of the Oce of the

Designated Approving Authority; La Shawn Kelley, chief

of Human Capital Management Oce; Paul Murph,

deputy Chief Information Ocer; and Richard Stahl,

chief of the International division of Industrial Policy

and Programs.

Additionally, the students listened to remarks from

Kelley and then DSS Chief of Sta Rebecca Allen,

received a tour of the Russell-Knox Building, and were

instructed on how to use the USAJobs website during

a Lunch-N-Learn session conducted by Laura Szadvari

of the Recruitment Oce.

TELL ME ABOUT IT: Alpha Bund-Contech (left), Bowie

State University student, relates what he learned

during the HCMO Shadow Day event, while Shon

Todd, DSS HCMO, listens.

The children of Drew Woods, DSS CI, speak with a Prince William County

sheriff during a tour of his vehicle as part of Take Your Child to Work Day.

Julia Fellows, daughter of Jonathan Fellows, DSS Ofce of Public and

Legislative Affairs, tours an emergency vehicle.

Around the Regions

Volume 4, Issue 3

New eld operations director visits Andover Field Ofce

Gus Greene, Director of Industrial Security Field Operations (IO)

made his rst trip to the Northern Region in early June. During his

visit to the Andover Field Oce, Greene addressed the region and

eld oce sta where he shared his vision for IO and discussed

the future of DSS. He also took time to meet individually with eld

personnel to learn about their particular job duties, and to discuss

areas where operational eciency can be improved.

Greene's itinerary included a visit to Raytheon Company, Integrated

Air Defense Center (IADC), where he met with Dan Schlehr, Vice

President, Global Security and other senior Raytheon security leaders.

Raytheon is one of the largest defense contractors in the Northern

Region and falls under the cognizance of the Andover Field Oce.

Greene received a guided tour of the IADC plant, which

encompasses seven buildings housing more than 1.7 million

square feet of manufacturing and oce space. IADC is the main

manufacturing and circuit card assembly site for Raytheon and

supports numerous classied programs to include the Patriot

Missile System, Joint Land Attack Cruise Missile Defense Elevated

Netted Sensor System, Terminal High Altitude Air Defense, Aegis,

Zumwalt, AN/TPY-2 and Cobra Judy Replacement radar systems.

The visit to Raytheon demonstrates the ongoing partnership

between DSS and industry and provided Greene with a greater

understanding of Raytheon’s business model, their security

successes, and the continuing challenges they face.

MEET & GREET: Gus Greene Sr. (far right), director of Industrial Security Field Operations, visits with Raytheon employees (from

left) Terry Hardy, facility security ofcer, Integrated Air Defense Center; Matt Rhind, director, Global Security Services – IDS; Nancy

O'Neil, senior industrial security manager, Raytheon Company (corporate headquarters); Laura Schaffer, manager, Information

Systems Security; Mike Demers, senior industrial security manager, IDS; and Beth Shea, Northern Region action ofcer.

Around the Regions

Fall 2015

Partnership with industry: A first hand account

(Editor’s Note: The following article is a rst-person account of a DSS

employee’s participation in a Partnership with Industry program.)

by Jason Howard

Tampa Resident Ofce

Every year when updating our Individual Development Plans, our

eld oce chief encourages members of the Melbourne Field

Oce to identify continuing education and training opportunities

we are interested in pursuing. In recent years I participated in

Export Compliance, Counterintelligence, and Command Cyber

Readiness Inspection (CCRI) training.

This year, I volunteered for a dierent type of continuing education

experience — the Partnership with Industry (PWI) program. DSS

eld personnel, particularly industrial security specialists, spend

a great deal of time supporting and educating cleared industry

through advice and assistance visits, briengs, and security

assessments. However, sometimes we lose sight of the challenges

our industry partners face, and the lessons they have to teach us.

The PWI program is designed to benet both DSS personnel and

industry. It provides an opportunity for DSS employees to gain

exposure and perspective on cleared contractor operations, while

also giving industry employees an opportunity to view business

operations from our perspective, and get a glimpse into our

insights and experiences.

A couple of months after volunteering to participate in the

program, I was advised that I would be visiting Raytheon Missile

Systems in Tucson, Ariz. My Raytheon point of contact would be

their manager of Industrial Security Awareness, Dr. Anita Archer.

This division is one of the largest defense contractor facilities

participating in the National Industrial Security Program (NISP).

Upon arrival at the facility I was greeted by several members of

the security sta to include Andy Lewis, Facility Security Ocer.

The Raytheon sta crafted a three-day agenda that included tours

of the facility, a comprehensive overview of the security program,

and presentations regarding the numerous defense programs

supported onsite.

The size and scope of the facility in terms of NISP involvement

is impressive. This location currently has almost 200 closed

areas, three large osite locations, and more than 9,000 cleared

employees under DSS cognizance. Touring the perimeter of the

main campus alone takes a Raytheon Security Services guard

two hours or more. In addition to traditional NISP compliance,

the security sta is responsible for the physical protection of the

military installation [Davis-Monthan Air Force Base], and dealing

with conventional law enforcement issues such as drug runners

attempting to smuggle large quantities of narcotics through rural

outskirts of the campus.

A few areas of the facility that were particularly impressive were

the Immersive Design Center and the Rita Road facility. The

Immersive Design Center allows engineers to wear 3-D glasses

to view, modify, and design defense technology in a completely

virtual environment.

Using this impressive state-of-the-art technology, an engineer can

either collaborate with or train peers located locally or at remote

locations. The technology was even used by Raytheon to design

and lay out its factory in Huntsville, Ala.

The Rita Road facility is largely used for production and

integration. This portion of the facility demonstrates the many

challenges that a large production facility — home to a couple

thousand employees — must meet, including safety, international

compliance, operational security, and internal Raytheon policies.

This osite location truly demonstrates the partnership that

industry and DSS must maintain to successfully and securely

provide defense technology to our warghters.

Shortly after my PWI experience, members of the Raytheon security

team traveled to Las Vegas to receive the James S. Cogswell Award

for Industrial Security Achievement. The security sta of Raytheon

was very proud of this achievement, and worked hard to attain

this level of success.

Throughout my visit they routinely emphasized the importance of

their partnership with DSS, and gratitude to their local industrial

security representative and eld oce for the robust support

they receive.

I strongly encourage DSS personnel, particularly new employees

that may have limited exposure to large-scale production facilities,

to participate in the Partnership with Industry experience.

Although classrooms and computer-based training are essential

to our professional education and development, I am a rm believer

that there is no substitute for the hands-on learning experience

that PWI provides.

Around the Regions

Capital Region eld ofces convene for blended

by Pamela Hunter

Maryland Field Ofce

The eld oces within the Capital Region took integration to

another level recently, collaborating with peers and colleagues

during a three-day blended training session oered to 25 industrial

security professionals within the seven Capital Region eld oces.

Given today’s constrained budget environment, the training allowed

the region to make the most of training dollars while including

a larger audience. The eld oces partnered with the Center for

Development of Security Excellence (CDSE) to host an outside

course conducted by Reid & Associates, Inc., in Linthicum, Md.

The “Interviewing and Interrogation" course taught attendees

dierent strategies for conducting interviews of cleared and

uncleared employees at cleared defense companies. Talking to

contractor employees is a critical piece of the DSS assessment model.

“The class helped me realize how body language and voice

tone can reveal the attitudes and principles of not only the

person being questioned but also of the person who is asking

the questions,” said Shelby Oros, an industrial security specialist

in the Chantilly Field Oce. “The videos shown during the

three-day class depicted verbal and non-verbal channels of

communication across several scenarios so that we could see the

role that the interviewer plays in keeping the subject's attention

and that by asking open-ended questions or questions that solicit

more than a yes/no answer, attendees learned how to achieve a

detailed response.”

Huntsville CI-focused working group explores threats to classified information systems

by Mark Schoenig

Huntsville Field Ofce

What began as a vision shared by the counterintelligence special

agents (CISA) and information systems security professionals (ISSP)

of the Huntsville Field Oce evolved into a CI-focused working

group that explores threats to classied information systems from

both the insider and advanced cyber threat perspectives.

The concept leverages both CI and information systems security

disciplines working together to identify and mitigate real-time

threats to classied information systems in industry.

The rst Information Systems Security and Counterintelligence

(ISSC) Working Group formed in November 2012, and has

garnered high interest and participation within the Huntsville

industry community, as attendance regularly totals 50 or more

participants. The working group was designed for the information

system security managers (ISSM) working with classied systems/

networks, other government partners, and DSS ISSPs and CISAs.

Industry attendees normally range from companies with highly

complex classied networks and systems to smaller multi-user

standalone systems.

Also included are technical specialists who benet from the

information to senior ocials and security personnel looking to

gain a broader perspective of the risks and to better understand

defensive policies.

The meetings, organized by DSS, supported by the local NCMS Mid-

South Chapter, and hosted by Lockheed Martin Space Systems in

Huntsville, begin with formal presentations on insider and cyber

threat information provided by DSS CI and other government

partners, presentations from industry partners, and DSS ISSPs.

The agenda then opens up for discussions with a focus on common

interests to proactively mitigate risks and threats with an “outside-

the-box” approach. The focus in on what make sense and to share

good ideas; not requirements.

Recent meetings focused on insider threat and the ways to

monitor and control "output" from classied systems, which

results in a huge benet to mitigating the insider threat. The

group has also shared such varied ideas as user prole audits,

output control, insider threat indicators, importance of cross

communication, supply chain risk, external media risk, patch

management, hardware spot checks, auditing, incident response

actions, and operational security concerns in initial reporting.

DSS adjourns each meeting with a tasking for everyone to

continue researching ways to accomplish the various objectives

within their environment which inspires the group to share ideas

during the next meeting.

What started as a vision in 2012 has received growing attention

from the Huntsville security community, with individuals asking

to be added to the group, resulting in opening the 2015 agenda

to a broader ISSM/ISSO group.

Around the Regions

Andover Field Ofce partners with industry

by Kathryn Kimball

Andover Field Ofce

On June 16, industrial security representatives, information systems

security professionals, counterintelligence special agents and the

leadership of the Andover Field Oce, collaborated with two

cleared contractor facilities to host the 2nd annual Partnership

with Industry (PWI) Day.

The event, which included approximately 73 security sta

representing 60 cleared contractor facilities, was led by Industrial

Security Representative Clement LaShomb.

The event originated in 2013, as a day for the security sta of smaller

cleared facilities to come together and ask questions, network with

other facility security ocers, and discuss best practices. The PWI

Day featured a full agenda of speakers from the Andover Field

Oce, covering a variety of topics to include insider threat, social

media awareness, certication and accreditation process, common

deciencies in security plans, and DSS history.

Additionally, Larry Paxton, of the Personnel Security Management

Oce for Industry, provided information on Data Quality Initiatives

and what they mean, personnel security clearance statistics, and

the FSO role in personnel security. The NCMS New England Chapter

president also spoke.

The day concluded with a panel of DSS subject matter experts

answering questions from the audience.

Gaining additional suspicious contact reports has always been a

challenge. We often wonder if we’re asking the right questions

during our assessment and how can we get more reporting from

industry. The instructor helped the participants to rethink or

improve the way they currently conduct interviews.

As a result of this training, employees developed new ways to pose

questions while some revamped the way they conduct interviews

during security vulnerability assessments. The training enabled

individuals to learn dierent techniques on how to evaluate one’s

attitude and verbal and non-verbal behaviors as well as how

to develop positive confrontations. The secret to a successful

interview is to be prepared, develop questions beforehand, and

put the interviewee at ease (i.e., engage in casual conversation

before jumping right into the interview).

One industrial security specialist volunteered to do a mock

interview at a cleared company using the techniques learned

from this training in hopes of gaining more information from

industry as it pertains to suspicious activities and identifying

potential insider threats.

“The training administered by Reid & Associates provided me with

additional skills in the areas of interviewing techniques, as well as

reading body language,” said Dessie Howard, industrial security

specialist with the Hanover Field Oce.

Integration through this training touched all DSS disciplines,

directly and indirectly, while leveraging the support and subject-

matter expertise of internal and external partners to further

enhance the knowledge and skills of the DSS workforce.

training on how to conduct effective interviews

REMAINING VIGILANT: John Wetzel, CI special agent, leads

a group discussion on behaviors of the insider threat.

"The PSMO-I presentation was very informative. We have

so many questions, and this was a great forum to ask

questions and learn from what others have experienced.”

– Nicole Gray, FSO

"The Counterintelligence Insider Threat brieng was

great! It helped me gain better insight as to what DSS is

looking for and what the mission entails.” – Kevin Perry, FSO

DEFENSE SECURITY SERVICE