Wednesday, December 21, 2011

ECBC Engineer Assists Warfighters in Iraq as Civilian Science and Technology Adviser

For Teddy Damour, a chemical engineer with Edgewood Chemical Biological Center’s Research and Development Directorate (R&T), the most rewarding part of his work at the Center is to see the equipment developed by ECBC/RDECOM used in theater, in the hands of the Warfighter. For six months this year, Damour had the opportunity to do just that.
 As a part of a U.S. Army Research, Development and Engineering Command program called Field Assistance Science and Technology Team (FAST), Damour, had the opportunity to work alongside the Warfighters in Iraq as a Civilian Science and Technology Adviser, to assist with several projects and provide on-site solutions to technological issues that arose.  His objectives included identifying technology gaps to help improve the survival and well-being of the Warfighter, provide advice to operational commanders on technology and implement new systems in the operational area and conduct assessments of technologies.

Tuesday, December 13, 2011

Edgewood Chemical Biological Center teams collaborate to create miniature, live-saving explosives detector

Edgewood Chemical Biological Center’s (ECBC) Innovative Development Engineering Acquisitions (IDEA) Team and the Engineering Design and Analysis Team of the Directorate’s Advanced Design and Manufacturing Division (ADM) are combining their capabilities to develop a chemical detector that addresses the improvised nature of homemade explosives, allowing for detection of the unsophisticated chemicals used to create them.

"Overseas, people aren’t using sophisticated explosives like C4 or RDX. They are using uncontrolled substances that can be found in anyone’s bathroom or garage, like hydrogen peroxide or other compounds that can be used in fertilizers," said IDEA Team Leader Jim Genovese.

While in theater, Warfighters come across many unknown substances. Something that bears the physical properties of a simple powder like baking powder can end up being used to create a lethal explosive. Prior to the Engineering teams’ collaborative work to develop a more efficient chemical detector for these ad hoc compounds, identifying the potentially lethal substances involved a process that could take hours, and in some instances days. Gathering test samples, remote communication to labs for analysis – by the time it was determined whether or not a substance was harmful, the damage could have already been done.

Friday, December 9, 2011

ECBC's Detection Engineering Branch Supports JPM NBC CA Fieldings of M4/M4A1 Joint Chemical Agent Detector

A major aspect of ECBC’s Detection Engineering Branch (DEB) mission is sustainment support of the various chemical defense detection systems employed by the Joint Services, including the M22 Automatic Chemical Agent Detector Alarm (ACADA), Improved Chemical Agent Monitor (ICAM) and the M8A1 Automatic Chemical Agent Alarm.

In 2009, the Army, Air Force, Marine Corps and Navy began updating their existing detection capabilities by replacing their fielded legacy detection systems with the M4 Joint Chemical Agent Detector (JCAD). The improved M4A1 JCAD is presently scheduled for fielding in FY12. At the request of the Joint Project Manager for Nuclear, Biological and Chemical Contamination Avoidance (JPM NBC CA), the DEB has been supporting the fielding of the new JCAD system to the Joint Services.


Since March of 2009, the NET and Fielding Team trained over 20,000 personnel on the M4 JCAD and have fielded more than 50,000 systems.

DEB has played an active role in assisting the NET and Fielding Team during 18 on-site fielding missions, assisting with the fielding of more than 21,000 JCAD systems since January 2010. The support DEB provides to the JPM NBC CA NET and Fielding Team has been important in order to meet an ongoing JCAD fielding schedule directed by Army G-8. Representatives from TACOM and the Joint community are also an integral part of the fielding team.

"Support to the JPM NBC CA NET and Fielding Team benefitted me by introducing me to the JCAD system and giving me hands-on experience with the system," DEB Team Member Spencer Phelps said. "Being on the sustainment side of the JCAD program, having hands-on experience with the equipment is invaluable for supporting this system and answering inquiries from the field."

This collaboration has promoted the exchange of information regarding the system and feedback from the users.

Tuesday, December 6, 2011

Edgewood Chemical Biological Center welcomes the New Joint Project Manager for Biological Defense (JPM-BD) COL Deanna Won

How did you get started in the military? During the summer after my junior year in high school, I attended the Summer Scientific Seminar (S3) at the U.S. Air Force Academy and gained an interest in the math and science studies. S3 is a program in which high school students complete math and science classes along with hands-on projects related to a current Air Force issue. This was my first introduction to what a career in math and science would be through the military.

During my senior year of high school I decided I wanted to attend the U.S. Air Force Academy, pursuing a degree in physics. I had a back-up plan to attend U.C. Berkeley in case I did not receive the needed congressional nomination to attend a military academy. However, a nomination came through for me and I was accepted into the U.S. Air Force Academy. There, I received my Bachelors of Science in Physics and thus began my career path in the military.

What has been your career path leading up to your recent posting at Edgewood?
In the military you move around – a lot. My career path has been fairly diverse and provides a background that will, I believe, will lend itself to my current position as the JPM for Biological Defense.

After the U.S. Air Force Academy, I began my career with the Electro-Optics Group in the Avionics Laboratory (now the Sensors Directorate, Air Force Research Laboratory) at Wright-Patterson Air Force Base, Ohio. After that four-year assignment, I moved to the Central Measurement and Signature Intelligence Technology Coordination Office (CMTCO) working initially in electro-optics, and then moving on to serve as the Chief of Counter-proliferation Technology. During this time I worked on the development of innovative sensors to detect chemical, biological, and nuclear warfare agents.

Monday, December 5, 2011

Portrait of an ECBC Postdoctoral Associate

Dan Angelini, Ph.D., examines cultured stem cells through a microscope in the laboratory.


One of the most recent additions to the National Research Council’s (NRC) Postdoctoral Resident Research Associateship Program (RAP) is Dan Angelini, Ph.D., a senior research associate in ECBC’s Research and Technology (R&T) Directorate.

Angelini received his Ph.D. in Pathology from University of Maryland, Baltimore in 2004, where he examined the role of tumor necrosis factor alpha in the regulation of the pulmonary vascular endothelial paracellular pathway as it related to the acute respiratory distress syndrome. Before coming to ECBC, Angelini worked at Johns Hopkins University in the Department of Anesthesiology and Critical Care Medicine from 2005 to 2011.

Since coming to work at ECBC, Angelini has been working under the direction of Harry Salem, Ph.D., chief scientist for the life sciences. RAP postdoctoral associates are accepted for one year, with an option for renewal for another year. During the year of postdoctoral work, Angelini will complete a scientific journal article for peer review and work on a number of other research projects under the direction of Salem.

“The NRC Postdoctoral Program is a great way of recruiting new young and motivated scientists for our research programs,” said Salem. “They come to us with the latest technologies from the best academic institutions with cutting-edge science. It's a two way street – it gives the new postdocs the opportunity to evaluate us and for us to evaluate them.”

Angelini’s work for ECBC has been focused on stem cell research, primarily the use of stem cells to examine the pulmonary toxicity of chemical warfare agents and other chemical/biological agents.

“I would say that I spend about 40 percent of my time in the lab, 40 percent of my time writing papers and articles and 20 percent of my time doing administrative things, like going to meetings and travelling,” Angelini said. “Being in a postdoctoral program is really a continuation of your training, but more independent than graduate studies. You want to publish as many papers as possible, which will help you with the career path you’ve chosen and the kind of research with which you’d like to be involved. Eventually, I’d like to be in the position to be a Principal Investigator (PI).”

A PI is the lead scientist or engineer for a particular project and is responsible for designing experiments, writing proposals and papers, managing technical efforts and meeting milestones and objectives.

“Right now, I’m working on a review article of stem cells in the lung,” said Angelini. “I’ve been working in the lab with mesenchymal stem cell cultures, which are adult stem cells that are primarily derived from bone marrow. These cells could be used for in vitro toxicology assays.”

An “assay” is a procedure in molecular biology for testing or measuring the activity of a drug or biochemical in an organism or organic sample.

Angelini said that he chose to study and work in pathology because the field offers ample opportunities for innovation and finding solutions to problems. “It’s like solving a mystery,” said Angelini. “I like feeling like I’m trying to figure out something that nobody’s done before. After the postdoctoral program, my goal is to be able to do this type of work permanently. One great thing about being at ECBC has been the friendly, supportive environment on the team and throughout the directorate, all the way up through branch and division chiefs. They have a great network across the board. One of the best aspects of the team here is that there are so many different kinds of scientific expertise, so there’s always someone who can answer any questions you may have.”

The NRC, which is part of the National Academies, promotes excellence in scientific and technical research by offering graduate, postdoctoral and senior-level research opportunities at sponsoring federal laboratories and institutions. Since 1985, ECBC has sponsored 63 postdoctoral associates through its Postdoctoral Resident RAP.

For more information about the NRC’s Research Associateship Programs, visit http://sites.nationalacademies.org/pga/rap/.

Thursday, December 1, 2011

ECBC Teams with PM SKOT to Modernize Army’s Machining, Welding Systems

In November 2010, ECBC ran a feature article in the Center's Engineering Directorate monthly news publication, the Engineering Edge, on a unique collaborative effort between ECBC’s Rock Island Design Engineering and Test Facility and the Edgewood Advanced Design and Manufacturing Division (ADM). In an effort to adapt to their customer’s needs, the two sites collaborated on a series of programs, establishing a unique and partnered-approach to doing business. It was dubbed “ECBC East & West Collaborating.” In particular, the Edgewood and Rock Island teams crafted a seamless workflow, fitting together various project requirements like pieces of a puzzle for the prototype development and testing of the Metalworking and Machining Shop Set (MWMSS). In this issue, the Edge follows up on the MWMSS work.
The Metalworking and Machining Shop Set (MWMSS) is a shelter-mounted shop set in the process of being developed by Product Manager Sets, Kits, Outfits, and Tools (PM-SKOT). The MWMSS’s purpose is to modernize the Army’s machining and welding systems by replacing 24 outdated, unsafe, and unsupported systems. The MWMSS will have two standard systems: Type I and Type II. The Type I system houses everything necessary to perform the full duties of the 91E Metalworker Military Occupational Specialty in a one-side, expandable 8’ x 8’ x 20’ ISO container. The Type II system expands upon the capabilities of the 91E, and will be fielded when accompanied by a Type I system.

Dining With Doctors: Perspectives on the Movie Contagion

Four ECBC microbiologists gathered after hours recently to view Contagion and offer their perspectives on the film’s portrayal of a lethal, fictional pandemic. The R&T Connection was invited to listen in on the discussion. Spoiler Alert: If you’re intending to watch the movie, you may want to delay reading this discussion.
Participants included Peter Emanuel, Ph.D., BioSciences division chief; Mary Wade, Ph.D., BioDefense branch chief; Calvin Chue, Ph.D.; and Jennifer Sekowski, Ph.D.
Emanuel: To start, it struck me that the film Contagion was drawing on events from the 2009/2010 H1N1 pandemic. I remember being at the White House Office of Science & Technology Policy when the president's Science Advisor was called over to help determine our path forward. It started in April and by summer we were meeting daily - sometimes late into the night. The government spent a lot of money on a vaccine, closed schools, and the public health officials did a lot of messaging about social distancing and vaccine safety. When the vaccine took longer than promised to manufacture and the H1N1 turned out to be less deadly than expected, the public perception was that the federal government had wasted money. This movie showed what could have happened if the H1N1 virus had been as deadly as it appeared in April 2009. Back in April, all we knew was that it was spreading fast in Mexico and we learned soon after that it was targeting young people.
Sekowski: Typically, flu infects people that are over 65 years of age. Young people tend to be the least demographically infected. The last time that happened was in 1918 with the Spanish flu pandemic. That killed somewhere between 50 and 100 million people.
Emanuel: Yes, I liked that scene where Kate Winslet talks about the infectivity calculation. I remember we were desperate to get data to accurately calculate that value. WHO [World Health Organization] and CDC [Centers for Disease Control] had little data from Mexico early on and we knew later about the preference for young people. Then there was an outbreak at a grade school in New York City and that created a high emotional tempo. In the real world, these events slowly roll out over weeks, but in a movie the director paces them so months can pass in a matter of minutes. It’s easy to play Monday night quarterback but, had we waited until a few months into the spread of H1N1, and the virus had proved deadly, that hesitation would have been a disaster.
Wade: In the movie, Dr. Ellis Cheever from the Centers for Disease Control and Prevention [played by Laurence Fishburne] stated that he would rather be overprotective than make a mistake and risk the lives of millions of people.
Emanuel: Yes, I was so glad that he said that. That’s what HHS [Health and Human Services] Secretary Sebelius said as well. The media tends to want to over-sensationalize perceived missteps of the government, but we felt with H1N1 that we needed to take extreme care and prepare for the worst.
Wade: One thing that I thought was inaccurate about the movie is that researchers seemed to be working alone whereas we would be working in teams. Dr. Cheever and the epidemiologist, for example, were working alone rather than with a partner in the labs.
Sekowski: Yes, the labs were very quiet. There was one post-doc and one PI [principal investigator].
Chue: A real CDC lab could have 60 people.
Emanuel: Yes, they showed the character Ian Sussman working alone when he disobeyed CDC orders to destroy his samples. He sent the other scientist home and worked alone on the infected samples. Hollywood makes that kind of reckless behavior okay because Sussman solved the problem. But what if he hadn’t solved the problem?
Sekowski: He could have infected himself.
Emanuel: He was working in the middle of New York City –
Sekowski: – which wasn’t infected at the time –
Wade: – in a university lab, all alone, in the middle of the night, with a virus that had no known cure and high infectivity. From a security perspective, it was disturbing that Hollywood trivialized that as scientific bravado. That’s both a safety and security violation.
Emanuel: It’s interesting that in the end only the Laurence Fishburne character is punished with a congressional inquiry [for warning his wife], while others who significantly violated rules were given a pass. It’s also interesting that Hollywood tends to portray government scientists as either lone wolfs or dunderheads, but that’s a whole different conversation.
Wade: Speaking of characters who broke the rules, was the assumption that the vaccine clinical trial in humans occurs when CDC scientist Dr. Ally Hextall secretly injects herself with the live virus, then tests herself by visiting her father, who is severely ill with the virus?
Sekowski: Yes, and the film glosses over that a bit. She visits her father, doesn’t get ill, and assumes that the vaccine is effective.
Emanuel: Yes, she injects herself with one dose, waits just a couple hours to let the vaccine take effect, catches an episode of Dancing with the Stars, and then goes to kiss her sick dad. That must have been some adjuvant [an agent included in vaccines to boost the immune system]. Okay, I’m joking. But the timeframe was very compressed and this is not a realistic scene.
Chue: Well, the Jude Law character does get in trouble too, but it was for insider trading, right? I think Jude Law [who plays a freelance blogger who falsely claims to have discovered a homeopathic cure] was supposed to epitomize the counter culture who distrusts the government and science. A big part of that is the lack of scientific knowledge. If you don’t understand something, you distrust it.
Sekowski: This is how conspiracy theories start.
Emanuel: In terms of realism, I believe the labs and the lobby were actually shot at the CDC. However, most of the office shots were from a different location. You can tell that because the skyline was different from what you would see at the CDC. You would see Emory University.
Chue: The movie is fairly realistic in part because of Dr. Ian Lipkin, the Columbia University Mailman School of Public Health infectious disease expert who served as the movie’s technical adviser, and Stuart Nichol, chief of the Viral Special Pathogens Branch of the Centers for Disease Control and Prevention, who also served as a consultant for the film.
Emanuel: The Obama administration wrote two reports on H1N1 that made a series of recommendations. Those recommendations were addressed in the movie. One was the ability to more rapidly isolate the seed stock.
Sekowski: You know, I was impressed that the movie addressed the fact that they were having difficulty growing and isolating the virus. That was a detail that I didn’t expect the film makers to pick up.
Emanuel: The second recommendation was the need to rapidly manufacture the vaccine. There is a massive initiative currently called the MCMI [medical countermeasures initiative] to build a rapid, flexible and agile capability to make vaccines in a fraction of the time we currently need. Without getting into too many details, I was glad the film recognized these two recommendations: to rapidly isolate seed stock and make vaccines.
Sekowski: They also looked at the need to set up PODs [points of distribution] to vaccinate hundreds of millions of people. The birthday lottery idea was very accurate. The big ethical issue that emerged with H1N1 was who gets the vaccine first? Who are the prioritized groups? The film didn’t gloss over this issue, unlike in the film Outbreak, in which everyone magically is vaccinated and survives. In Contagion, Gwyneth Paltrow and Kate Winslet end up in body bags. [Paltrow plays Beth Emhoff, the person who spreads the disease from Hong Kong to Chicago and back home to Minneapolis. Winslet plays Dr. Erin Mears, a CDC epidemic intelligence service officer.]
Chue: Outbreak was the feel-good version.
Wade: Another element that seems unrealistic is shown in the end scenes when we see that an infected bat that drops a piece of fruit activates the spread of this virus, which they termed MEV-1. That happened too quickly.
Emanuel: I think they were just trying to demonstrate how a pandemic might start.
Sekowski: It was an artistic interpretation of recombination, which does not happen in 30 seconds. Bat eats fruit, pig eats fruit, boom … Contagion!
Emanuel: The movie assumes that we have a scientific capability to rapidly characterize a new pathogen, identify therapeutic targets, and translate that into an effective countermeasure in one fluid pipeline. The fact is that this capability is still in its infancy. Because Hollywood required the concept to complete their story line, they portrayed it as a robust capability. We really don’t have a diagnostic pipeline like this – we have the beginnings of that, but it’s being impacted by programmatic cuts.
Chue: An example of the ultimate failure of the system is HIV. It’s not super infectious. Scientists all thought that if we throw enough money at it, we’ll cure it. But here it is 30 years later, and we haven’t developed a cure. It’s still at the basic research step, we don’t have a workable vaccine, and we still don’t really understand the virus. Nature doesn’t necessarily cooperate with us.
Emanuel: Mary [Wade], you’re in charge of a rapid characterization pipeline and you really work with Dr. Ian Sussman (Dr. Ian Lipkin in real life). You might be called upon in a situation like this. You built this capability and at the very moment that you were about to become operational, your budget was reduced 50 percent and you had to let people go. How do you build this intellectual capability with shifting funding?
Sekowski: That’s a good point. You can’t just invent experts when you need them. You need to build the capability, build the expertise, be a well-oiled machine well before a pandemic would occur. It’s expensive, but a rapid response capability is worth the money.
Wade:  You can’t make this capability on demand. On another note, I’m not sure that the movie really addressed the role of the local hospitals and local health departments. They would generally be involved first before the CDC. The response in general was minimized – from the local response to the number of people in the lab.
Chue: Supportive care is another issue. It’s odd that the nursing staff would unexpectedly be on strike and stay on strike during a major crisis.
Sekowski: The mortality rate in Contagion was 25% at its worst, so supportive care was obviously effective, but the movie made it appear as though everyone were dying.
Wade: They seemed to just store everyone in a gym or stadium.
Emanuel: The number of respirators in this country is really limited, as is our ability to conduct massive supportive care. If large numbers of people were to get sick, the quality of care would drop dramatically, except for the very wealthy. That part was realistic.
Chue: There are ways we could mitigate that, such as by having a surge capacity, training additional personnel and identifying pre-equipped sites like convention centers and stadiums to be available to hold beds. Volunteers could help set everything up. We have some sites identified on a local level but not on a national level.
Emanuel [laughing]: In Harford County, the mall is always used for the drills. If that is where they pick, then I have dibs on a spot I staked out in the men’s department at Macy’s.
Sekowski: The time course that the movie implied for the development of the pathogen was completely unrealistic.
Emanuel: I think it was entirely plausible, but certain aspects were simplified for the sake of the movie, including the time course. A natural outbreak that gets out of control is far more likely than an overt biowarfare attack.
Chue: There have always been emerging diseases. The problem is that global travel allows emerging diseases to spread much more rapidly.
Sekowski: A natural outbreak that jumps species as in Contagion from the bat to the pig to the human is entirely possible.
Emanuel: I wouldn't be surprised if we see this during our lifetime.
Chue: Farming practices in Southeast Asia would facilitate this kind of outbreak. Here we have feed lots and separation of animals. It’s usually small farmers with a chicken house above the pigs.
Emanuel: If you’re trying to feed 6-7 billion people, you’re cramped for space and you’re commingling your animal stocks, you’re going to see this happen. With the globalization of travel and commerce, you’re going to see some kind of massive pandemic within the next 20 years. H1N1 didn’t manifest itself in the way we feared, thank goodness. The tipping point is a fine line between overreaction and devastation.
Wade: In the movie, Gwyneth Paltrow was patient zero – she contracted the virus after shaking hands with the chef after he handled the raw pork and didn’t wash his hands. The chef died too, along with everyone Paltrow came into contact with at the casino.
Chue: A good question is what is ECBC doing to help avoid this kind of situation? We are a rapid response pipeline. In real life, the CDC could be on the phone with us almost immediately, and we would be shipping samples back and forth.
Wade: The rapid characterization pipeline that allowed Paltrow to point at a screen and say, “Here’s what happened” is exactly what ECBC’s BioDefense team is doing. The problem is that without consistent funding to support our scientists, we can’t fully realize the capability portrayed in the film.
Sekowski: You’re setting up the expectation with the public that we have this capability. It is possible, but only with stable, dedicated funding.
Emanuel: The filmmakers are creating the expectation that the politicians aren’t fulfilling. This is easily fixed. We’re so close.
Sekowski: We have the technology, the expertise, and the infrastructure. But we need the support to maintain the capability.
Chue: ECBC is a complete lifecycle pipeline for unknown characterization. Edgewood is in a strategic location; no other base that does this kind of work can receive samples by major highway, water way, rail line, fixed and rotary aircraft. We’re the only military base in the country that can do this.
Emanuel: We can take any sample, prepare it, sequence, analyze and characterize it. We can receive mixed samples that others can't. Still it’s frustrating because we’re ready to contribute, but we’re limited because of the lack of consistent funding.

Tuesday, November 22, 2011

Focus on Value: Light Vehicle Obscuration Smoke System (LVOSS) Grenade Launcher Upgrade


The ECBC Sustainment Engineering Division was called into action by the Joint Program Manager, Reconnaissance and Platform Integration when the M1114 HMMWV was replaced by the M1151 HMMWV. A new version of the LVOSS was designed, the M327 LVOSS. The primary purpose of the LVOSS is to provide a smoke screen and/or riot control deterrent to assist Military Police Units in the performance of their duties.

The main challenge during the development of the M327 LVOSS was the lack of space to mount a discharger on the roof of the HMMWV. The ECBC engineers designed a bracket to hold the front firing discharger in front of the HMMWV windshield; the rear firing discharger was moved to the left rear shoulder of the HMMWV. Moving the rear discharger created a new challenge: the M1151 HMMWV incorporated more antennas than its predecessor model, and it was impossible to aim the dischargers in order to miss the antennas. A test plan was devised to identify the impact the smoke system would have on the antennas. The system was tested by repeatedly launching the M90 smoke grenade rounds aiming directly at the antennas of the M1151 HMMWV at the Aberdeen Proving Grounds in Edgewood, Maryland. The test results confirmed that, despite cosmetic damage to the antennas, there was no degradation in the radio signal due to the grenades colliding with the antenna.

In 2009 a production contract was awarded on a Best Value Evaluation. Substantial savings over previous versions were realized. In addition to full scale procurement, a program to convert excess M310 LVOSS into M327 LVOSS was implemented. New interface brackets, hardware and wiring harnesses were provided by the manufacturer. The Design Engineering and Test Facility at Rock Island Site converted the excess M310 LVOSS into M327 LVOSS. Since the M310 and M327 have nearly 80% common components, the cost of 570 M327 LVOSS converted was significantly reduced and a savings of $571,578.90 was realized.

Friday, November 18, 2011

ECBC Scientist Leads Discussion at Science Cafe

Photo Peter Emanuel, Ph.D., presents Contagion: Fact and Fear during a recent Science Café.
Peter Emanuel, Ph.D., chief of the U.S. Army Edgewood Chemical Biological Center’s (ECBC) BioSciences division, led an open discussion at a recent Science Café event at Harford Day School in Bel Air, Md.

Emanuel described how science and policy shaped the nation’s response to the global flu pandemic of 2009 – 2010. The H1N1 flu pandemic was used as an example of how science and policy are intertwined, and how complexities were created by budgets and international policy.

As the former assistant director for chemical and biological countermeasures, Office of Science and Technology Policy in the Executive Office of the White House, Emanuel shared stories of his tenure at the White House helping form U.S. policies and decisions about the flu and flu vaccine dissemination.

The Science Café events are hosted by the Northeastern Maryland Technology Council and are a way for the general public to hear scientists talk about their work in a relaxed, fun and informative setting. The events are free and offered monthly from September through June at public venues in Harford and Cecil counties.

“The NMTC Science Café seeks to have our community learn about science and its influence on our everyday life,” said John Casner, NMTC executive director. “We are fortunate to have such an articulate, engaging expert as Dr. Emanuel to help us do that. His evening's topic, Contagion: Fact and Fear, is of great concern as the flu season comes 'knocking' and was reassuringly explained. We were all highly entertained as he punctuated his talk with his interesting experiences working in the glow of the White House. The audience, captivated for the entire hour as time flew by, included Dr. Emanuel's former mentor, also from ECBC, Dr. Harry Salem. The informal conversation afterwards saw both Dr. Emanuel and Dr. Salem staying to answer the many good questions that evening's discussion encouraged.”

“Hearing first-hand how scientists, analysts and policy leaders reached the decisions they did regarding developing a separate H1N1 vaccine during the 2009-2010 global flu epidemic was eye-opening and, in spite of all the uncertainties inherent in such an event, reassuring,” said Nina Lamba, Ph.D., president and chief scientist of CCL Biomedical, Inc., and chair of the NMTC’s Science Café committee.

NMTC is Maryland’s fast growing technology association with over 140 members and supporters providing member access to technology, industry, academic and government leaders in Pennsylvania, Delaware, Northeastern Maryland, the Greater Baltimore area and beyond.

Thursday, November 17, 2011

In the Army Now: Chow Halls

The Engineering Edge features a regular series titled "In the Army Now," featuring information pieces addressing frequently asked questions about Army culture and structure. In this month’s "In the Army Now," we look at the Army’s "chow halls."

"Chow halls" are the most common name for the Army’s dining facilities, which are free for Soldiers who are enlisted and live in the barracks. Most chow halls offer four meals per day (breakfast, lunch, supper and a "midnight meal"). There are even some chow halls that are open 24 hours a day.

Not too many years ago, meals consisted of one or two entrees, plus veggies and one or two dessert items. Breakfast consisted of scrambled eggs, cereal, bacon and toast. There were few choices, very little in the way of healthy choices and no junk food. Those days are long-gone.

Tuesday, November 15, 2011

Shelf-Life Surveillance: Extension Testing of Chemical-Biological Defense Equipment and Components at ECBC

Engineers of Edgewood Chemical Biological Center (ECBC) perform essential roles to manage the testing and shelf-life extension for the vast quantities of Chemical Biological Defense (CBD) equipment in the Department of Defense (DoD) inventory. ECBC surveillance and commodity engineers help to ensure that the management of testing and shelf-life extension of CBD equipment is performed in the most effective and timely manner.

A key center of shelf-life surveillance activities is the ECBC Shelf-Life Surveillance Office in Rock Island, led by Mr. Hung Pham. In his role as the Shelf-Life Engineer for the Engineering Directorate, Mr. Pham provides guidance and support for CBD shelf-life surveillance issues affecting DoD organizations. Ms. Nicki Freeze, another member of the office, serves as a senior surveillance engineer. She coordinates and performs a wide range of functions for surveillance of all shelf-life CBD equipment.

“All CBD equipment has a shelf-life designation code that specifies how the equipment will be managed in the supply systems throughout their life cycle,” Pham said. “Most CBD equipment is coded as having an extendable shelf-life, which requires testing at set time intervals to assure that the equipment are still in issuable or usable condition.”

Friday, November 11, 2011

ECBC's Industrial Base Analysis and Information Technology Teams Increase Customer Satisfaction Through Matrixed Communications

The Edgewood Chemical Biological Center Industrial Base (IB) Program provides a solid foundation for IB support to the Army Materiel Command’s (AMC) and the Chemical, Biological, Radiological, and Nuclear (CBRN) Communities.

The ECBC-RI IB Program gained significant capabilities in 2007 with the merger between the ECBC IB Team and the former U.S. Army Materiel Systems Analysis Activity IB mission at Rock Island Arsenal. Since then, the program has been steadily expanding and encompasses functional team capabilities with an integrated suite of IB Program services. Eric Hoover is the Team Lead for the IB assessment functions, and Steve Beck is the Team Lead for the IB information management systems.

Wednesday, November 9, 2011

ECBC-Rock Island Arsenal Welcomes First Army Headquarter, Gains Three-Star Command

Rock Island Arsenal (RIA) demonstrates its ability to adapt to change by contributing to the Army’s continuing efforts to reshape how the Army trains, deploys, supplies, equips and garrisons military personnel.
Recently, the Army converted First U.S. Army Headquarters into the single Headquarters for oversight of Reserve and National Guard mobilization and demobilization. To support this conversion the Army decided to relocate First Army to Rock Island Arsenal in Illinois, a more central location. Rock Island Garrison Manager Joel Himsl shared his insights on this and some significant changes that have occurred on Rock Island.
“The headquarters of First Army provides a totally new and different mission set to the Arsenal,” Himsl said.
First Army is responsible for the readiness, training, deployment and redeployment of all Reserve Component Soldiers including the Army National Guard.
“The Uncasing of the First Army red and white flag signifies that the unit, which moved from Georgia to the Rock Island Arsenal, is ‘open for business,’” Lt. Gen. Mick Bednarek said. First Army now has over 300 soldiers and staff working in the Arsenal’s Building 68.

First Army is not the only transition that has occurred over the past year, “As a result of recent changes we have successfully completed the moves of five major organizations from Rock Island Arsenal to other locations and moved four new organizations to Rock Island Arsenal,” Himsl said.

To many civilian and military personnel on Rock Island Arsenal, these changes represent a new beginning of a new phase in their lives and careers. To others who transferred to jobs on or off the Arsenal, it means new associates at different organizations with new missions. To ECBC Rock Island, the addition of new missions means new opportunities and people to work with locally and stepping up efforts to enhance communication, technology tools, and business processes to provide service to both local, and worldwide customers.

“We have been improving our work processes in several areas in response to our commitment to customer service and continuous improvement,” ECBC Associate Director at Rock Island Nannette Ramsey said. “As the Chem-Bio engineering services provider to TACOM-LCMC, our sustainment engineering group and support teams are developing innovative technology and implementing collaboration tools to provide even better levels of support to our customers who have relocated to the Detroit Arsenal in Warren, Michigan and with the Defense Logistics Agency Defense Supply Center team in Columbus, Ohio.”

RIA has added the following new mission sets to its already diverse cross-section of Defense organizations:
  • First Army increases the Soldier population by approximately 150, so the Military strength on RIA will be almost 900.
  • The Quad City Cartridge Case Facility (QCCCF) adds a new dimension in manufacturing. The QCCCF is the DoD’s single manufacturer of large caliber cartridge cases such as the 105mm case for the Stryker main gun and the 5-inch cartridge for the Navy’s 5-inch gun.
  • The Network Operations Center’s move to Rock Island provides the strategic long-haul communications capability for logisticians which directly support the Army Sustainment Command.
  • The Army Contracting Command-Rock Island is adding 50 new employees and is renovating space to accommodate that growth with the potential for additional growth. The North Central Civilian Human Resources Agency is also adding 75 new employees as that organization restructures.
  • The Federal Emergency Management Agency has agreed to move about 25 of its employees to Rock Island Arsenal from the Chicago area to establish a presence in the Quad City area.
  • The Civil Support Readiness Group-East is responsible for training and certifying the readiness of Weapons of Mass Destruction response teams. Each State has such a team.
“The addition of First Army, which greatly enhances the training and readiness of our Reserve Component Soldiers and is critical to the combat readiness of our Army as a whole brings a three-star General,” Himsl said. “Not only did we gain a three-star, but he has two two-star deputies as well. As I think about it, we originally had two General Officers -- the two-star Army Sustainment Command (ASC) Commander and the one-star JMC Commander. End-state, we will have seven General Officers stationed at Rock Island Arsenal....and that is huge.”

Friday, November 4, 2011

A Legend Retires…

Sandra Thomson, Ph.D., chief of ECBC’s Toxicology and Obscurants Division, retired on Sept. 30 after 32 years of service.

The Research and Technology (R&T) Directorate recognized Thomson’s contributions during a brief celebration held in her honor. “Sandi asked that we not hold any events for her,” said Steve Lawhorne, R&T deputy director. “But we had to ignore this request.”

Lawhorne presented Thomson with awards and letters, including a star note from MG Nick Justice, commanding general of the U.S. Army Research, Development and Engineering Command, a Commander’s Award and a Certificate of Retirement.

“She managed complex programs with highly hazardous materials, led a culture of safety in the workplace, and delivered the data needed to protect our soldiers and fellow workers. We’ve always looked at Sandi as the beacon for our safety program,” said Lawhorne.

“I was fortunate to work with Sandi on a project early on,” said Wienand. “Early as a young lieutenant, I learned to lead, follow or get out of the way. When I worked with Sandi, most of the time I did the latter two of those. When it’s about safety for employees or soldiers, she’s going to lead. She would fight for her team, for safety, for the workers in the lab, and for the soldiers. Thank you, Sandi, for your leadership here and all the people who are safer because of you.”

Wienand presented Thomson with an ECBC coin and a historical photo collage.

“The most important thing to me is to take care of the people – they are like family. That goes hand in hand with safety. You can’t have a productive workplace without safety. It’s important to speak truth to power,” Thomson said.

“We hope you will remember us. We will certainly remember you for the many, many good things you’ve done here,” said Lawhorne.

Thursday, November 3, 2011

Emphasis on Education: Local Student’s Award-Winning Research on Chemical Warfare Policy

The Edgewood Chemical Biological Center Rock Island site shared in Edgewood’s commitment to education by inviting Quad City, North Scott High School Senior, Sarah Riedel, to present her award-winning research project, "Stuffing the Genie Back into the Bottle: A Century of Diplomatic Efforts to Ban Chemical Weapons," on August 10, 2011. Riedel’s presentation was chosen to compete in a National competition. One-hundred twenty entries from across the country, Department of Defense (DoD) Schools, Guam, International School of Shanghai and American Samoa were in Riedel’s division. She placed sixth in the 2011 Kenneth E. Behring National History Day Contest at the University of Maryland at College Park last June.


Monday, October 31, 2011

Leadership Month Blog Series (Part 13)


In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. The final installment in this blog series features Jorge Christian, Chief of Protection Engineering Division at ECBC.

Jorge Christian
In this time of change and transformation, downsized Department of Defense (DoD) business climate, as well as shrinking budgets, networking must be looked at as a key source of information, opportunities and even power. Currently, there is a renewed effort to maintain Edgewood Chemical Biological Center (ECBC) at the forefront of the Chemical, Biological, Radiological, Nuclear (CBRN) world through the development and execution of a comprehensive strategic planning initiative. For this enterprise to be successful, among other things, ECBC leaders have to develop an entrepreneurial mindset. One of the approaches to cultivate this discipline is to become more vigilant, creative and ready to take full advantage of all opportunities available to place the organization in the best position possible to respond to the customer needs. It is here where networking must be looked as one of the essential leadership tools.
 
In its simplest form, networking is defined as the practice of gathering contacts. It involves the process or practice of building up and maintaining relationships. This is especially important when it relates to people whose position or needs could bring new business opportunities. Many of my colleagues wonder whether establishing relationships and networking are overrated. Do we really need them? The short answer is, yes.
Establishing, as well as nurturing internal and external relationships, has proven to be “the bread and butter” of my professional career. That required making a concerted and diligent effort to avoid living in professional or social isolation while addressing the demands of my everyday responsibilities. In other words, it involved getting out from behind my desk and moving around in a variety of circles. Why? Because you never know who will play an important role in your career or your ability to expand ECBC’s business and customer portfolio.
Many people think of networking as attending conferences, circulating around a room during the breaks and exchanging business cards. While that is a form of gaining contacts, in the absence of your personal touch, the actual rate of success in transforming them into long-lasting, mutually productive and beneficial relationships, is low. The fact is that networking is not just the number of contacts you have, but instead, it is the breadth and quality of them. It is essential that you take special care in treating the individuals you relate with, with respect; always be careful not to let networking become all about using them solely for your own gain or that of the organization. Look at each relationship as one that could yield a win-win situation. When you learn something new that excites you, and the other person learns something interesting or helpful about your or your organization, the magic of a successful networking relationship is born.  
Take the time to make and build real relationships. Be proactive in exploring how you can contribute to the solution of your new contact’s pressing problem thus helping each other out in the process. Dare to awake the hidden leader in you by taking on the challenge of using networking as a tool.
Mr. Jorge Christian currently serves as the Chief of the Protection Engineering Division for the Engineering Directorate of the U.S. Army Research Development and Engineering Command, Edgewood Chemical Biological Center.  He has over 27 years of experience in CB defense acquisition and North Atlantic Treaty Organization (NATO)joint capability support.

Thursday, October 27, 2011

Leadership Month Blog Series (Part 12)


In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. The twelfth part in this blog series features Amanda Dubbs, Public Affairs Specialist at ECBC.
Amanda Dubbs

"Courage — not complacency — is our need today. Leadership not salesmanship." -John F. Kennedy

I chose the quote above because I feel a true leader “walks the walk and talks the talk.” A leader whole-heartily believes in what he or she says and does. A leader’s actions set the pace in any organization. Leaders do not command excellence, they build excellence. Taking a term from the Army, excellence is “being all you can be” within the bounds of doing what is right. I feel a good leader is also a leader of good character, and character develops over time. A person with strong character shows drive, energy, determination, self-discipline, willpower and nerve. The person sees what they want and they go after it. They attract followers.