TPCR NOFO Lead 7-10-2019.2pdf.pdf

DHS-19-ST-061-TPCR-Lead

The Department of Homeland Security (DHS) Notice of Funding Opportunity (NOFO)

DHS Science and Technology Directorate (S&T) Terrorism Prevention and Counterterrorism Research (TPCR) Center of

Excellence (COE) – Center Lead

NOTE: If you are going to apply for this funding opportunity and have not obtained a Data Universal Numbering System (DUNS) number and/or are not currently registered in the System for Award Management (SAM), please take immediate action to obtain a DUNS Number, if applicable, and then to register immediately in SAM. It may take 4 weeks or more after you submit your SAM registration before your registration is active in SAM, then an additional 24 hours for Grants.gov to recognize your information. Information on obtaining a DUNS number and registering in SAM is available from Grants.gov at:

http://www.grants.gov/web/grants/register.html Detailed information regarding DUNS and SAM is also provided in Section D of this NOFO, subsection, Content and Form of Application Submission.

http://www.grants.gov/web/grants/register.html

Table of Contents

A. Notice of Funding Opportunity (NOFO) Description

Program Overview, Objectives, and Priorities I. Program Overview II. Priorities and Expectations for a COE III. Objectives & Overarching Vision of the TPCR COE IV. Application Project Narrative V. Research and Workforce Development Themes, Topics, and Questions VI. Performance Metrics

B. Federal Award Information

Award Amounts, Important Dates, and Extensions Funding Instrument

C. Eligibility Information

Eligible Applicants Eligibility Criteria Cost Share or Match

D. Application and Submission Information

Submission Date and Other Key Dates and Times Other Key Dates Address to Request Application Package Informational Webinar Content and Form of Application Submission Optional Forms Other Submission Requirements Unique Entity Identifier and System for Award Management (SAM) Funding Restrictions Indirect (Facilities & Administrative (F&A)) Costs

E. Application Review Information

Review and Selection Process I. Scientific Quality Review (External Review) II. DHS Relevancy Review (Internal DHS SMEs) III. Site Visit Review IV. Past Performance Review (if applicable)

Application Evaluation Criteria I. Geographic Distribution of the COEs II. Evaluation Criteria III. Supplemental Financial Integrity Review

F. Federal Award Administration Information

Notice of Award Work Plan Development Workshop Administrative and National Policy Requirements Reporting

G. DHS Awarding Agency Contact Information

H. Additional Information

Extensions Disclosure

APPENDIX A: Terms and Conditions

APPENDIX B: Acronyms

APPENDIX C: End-to-End Approach

APPENDIX D: References for Themes, Topics and Questions

APPENDIX E: Checklist for Applicants

A. Notice of Funding Opportunity (NOFO) Description

Issued By

U.S. Department of Homeland Security (DHS) Science and Technology Directorate (S&T)

Assistance Listings Number (formerly Catalog of Federal Domestic Assistance Number)

97.061

Assistance Listings Title (formerly CFDA Title)

Centers for Homeland Security

NOFO Title

DHS S&T Terrorism Prevention and Counterterrorism Research (TPCR) Center of Excellence (COE) - Lead

NOFO Number

DHS-19-ST-061-TPCR

Authorizing Authority for Program

Homeland Security Act of 2002, Section 308, as amended, P.L. 107-296.

Codified at 6 U.S.C. 188

Appropriation Authority for Program

Department of Homeland Security Appropriations Act, P.L. 116-6, Title IV, Research, Development, Training, and Services.

Program Type

New

Program Overview, Objectives, and Priorities

I. Program Overview

The DHS S&T Office of University Programs (OUP) is requesting applications from accredited U.S. colleges and universities to lead a consortium of universities for a TPCR COE. OUP is also posting a separate NOFO for eligible applicants to submit single project proposals for consideration as a partner to this COE. Please see NOFO

Number DHS-19-ST-061-TPCR-Partner or 97.061 on https://www.grants.gov/ for directions on how to submit single project proposals. DHS will select qualified individual projects from applications received for either the Center Lead NOFO or the Center Partner NOFO, regardless of the institution that is awarded as lead institution.

The DHS COEs are university consortia that work closely with DHS Components and their partners to conduct research, develop and transition mission-relevant science and technology, educate the next generation of homeland security technical experts, and train the current workforce in the latest scientific applications. Each COE is led by an accredited U.S. college or university and involves multiple partners for varying lengths of time. COE partners include other academic institutions, commercial industry, DHS Components, Department of Energy National Laboratories and other Federally-Funded Research and Development Centers (FFRDCs), other federal agencies that have homeland security-relevant missions, state, local, tribal, territorial (SLTT) governments, non-profits, and first responder organizations. DHS envisions the COEs as long-term trusted partners that provide an array of resources to help DHS improve operations. OUP maintains both financial assistance and contract mechanisms for DHS to access COE capabilities. The COEs that make up the COE network are listed at https://www.dhs.gov/st-centers-excellence. The new Center will be a fully-integrated component of the COE network and will take advantage of the network's resources to develop mission-critical research, education, and technology transition programs.

Before DHS posts a COE NOFO on grants.gov, DHS subject matter experts (SMEs) identify priority research and workforce development themes, topics, and questions that will be the focus of the COE. Proposals responding to the NOFO are screened for eligibility (see “Eligibility Information”). Ineligible or non-responsive proposals receive no further consideration. Eligible and responsive proposals are reviewed by up to three separate review panels (see “Application Review Information,” for a full description of how DHS reviews, rates and selects COE proposals). Each panel focuses on specific proposal characteristics (e.g., scientific quality, mission relevance, management capability) and provides ratings that determine which, if any, proposals are forwarded to the subsequent review panel. DHS may combine elements from several highly-rated proposals to create a new COE.

II. Priorities and Expectations for a COE

It is critical for university applicants to understand the roles and requirements of being a COE lead institution before submitting an application, and to craft a proposal to meet all of the requirements of a DHS COE. The DHS COEs are led by an accredited U.S. based academic institution, with research partners from the commercial sector, national laboratories, and state and local consortia that work closely with each other and with DHS Offices and Components to: conduct research, develop and transition mission-relevant science and technology, educate the next generation of homeland security technical experts, and train the current workforce in the latest scientific applications. DHS COEs operate using a unique research management approach where researchers work alongside operational and decision-making personnel to find opportunities to use science and technology to enhance homeland security capabilities. The skill sets required to make a COE successful are more extensive than research expertise alone. COEs need to have the ability and commitment to communicate frequently with a variety of actors from federal staff, to attorneys, to university administrators, to the private sector. The COE team must demonstrate their commitment to develop a long-term trust-based partnership between universities and federal agencies; to do that, a range of skills is essential.

In addition to a multidisciplinary research team, COEs should include experts in finance, project management, education, training, outreach and marketing, intellectual property management, technology development, and technology transfer. Applicants should have an understanding of how to translate research to practice including intellectual property issues, licensing, the ability to work with transition partners, and an understanding of federal acquisition.

The COEs are 10-year partners with DHS and priorities will evolve during that period. DHS expects the COE leadership to end non-performing projects as soon as possible using a customer-focused research and development (R&D) framework, and move on to other priority projects within the scope of the portfolio. Managing a COE as an evolving portfolio of projects gives DHS and the COEs the flexibility to fail fast and adjust to fund new efforts with higher marginal benefit for homeland security.

The Center will be expected to construct a plan and schedule, describing the specific business steps needed to build an effective management team, execute subcontracts, identify data needs and sources of such data, establish intellectual property sharing agreements, and engage customers to refine proposals into a work plan. The Center will be required to have these elements in place within 6 months following award.

The DHS COEs are different from many other federally funded university centers, and DHS expects a lot more from them. Each COE lead institution must:

• Work closely with DHS and others on an on-going basis to formulate research projects so that those efforts are aligned with the most critical knowledge and technology gaps.

• Work with research teams to build appropriate stage-gate plans to manage research including literature reviews/technology scouting, test and evaluation;

intellectual property, market assessment, etc.

• Place faculty and students (limited to U.S. citizens eligible for clearances) in operational agencies early and often, in order to develop solutions appropriate to complex homeland security problems.

• Build a nation-wide or world-wide network of academic and other SMEs in order to be able to access the best experts for each problem in short order.

• Replace researchers whose projects are not progressing as planned, and establish a competitive process at regular intervals or as needed to replace projects that have ended.

• Develop detailed plans for transitioning research results into use, including plans to pursue intellectual property protections and to support the transfer of research to those capable of further developing the technology or service, i.e., commercial, government or FFRDC partners.

DHS funds the COEs through cooperative agreements, which provide support for research for general public purposes, yet enable substantial federal agency involvement in COE activities and research. OUP facilitates interactions between researchers, DHS SMEs and customers from the public and private sectors (i.e., homeland security practitioners). The goal of this hands-on management is to develop a trusting, sustained relationship between universities and DHS Components.

The COEs are expected to develop relationships and partnerships with DHS Components and the larger first responder community to provide targeted capabilities and education resources. OUP will work with COE management to formulate each COE’s research and education projects, and to develop communication and transition strategies. Interactions commonly include COE-sponsored workshops that bring together diverse SMEs, industry representatives, and federal managers. DHS believes this frequent interaction is the most effective way to get the federal government’s research investments into operational use by security, intelligence, and emergency response personnel. Only academic institutions that can embrace this type of close working relationship with industry and government security and intelligence agencies should apply for this funding opportunity.

The DHS mission requires that its operational Components [e.g., U.S. Transportation Security Administration (TSA), U.S. Customs and Border Protection (CBP), Federal Emergency Management Agency (FEMA), Immigration and Customs Enforcement (ICE), U.S. Coast Guard (USCG), and the U.S. Secret Service (USSS)] be responsive to a wide range of constantly evolving homeland security challenges and threats, both natural and manmade. As a result, DHS priorities and operational challenges may change over the course of a COE’s performance period. Therefore, COE research programs should be flexible enough to adapt to new homeland security challenges and priorities, while at the same time maintaining focus on their core research areas.

DHS looks to COE leadership to maintain situational awareness of cutting edge research to inform the homeland security enterprise (HSE) of research futures, and to identify potential threats arising from, or to be mitigated by, novel technology.

III. Objectives & Overarching Vision of the TPCR COE

Protecting the American public from terrorism remains the highest mission priority of the DHS. To fulfill this mission, DHS must develop and employ approaches to detect, deter, prevent and counter terrorism. DHS must also develop and hone key skillsets such as intelligence collection, analysis, and prevention programs. The TPCR COE will conduct a range of activities including basic and applied research, and education and training initiatives to support and enhance DHS analytic efforts. DHS seeks research that explores the nature of countering terrorism operations from multiple perspectives including the adversaries’ (threat) and that of Homeland security stakeholders (federal, SLTT government and private sector).

Terrorism, both at home and abroad, has great potential to degrade the security, infrastructure, and stability of the U.S. The diverse nature of the terrorist threat continues to evolve with rapid geopolitical, demographic and technological changes.

The proliferation of social media and easy access to encrypted technology has created unforeseen opportunities for violent extremist groups and sympathizers that transcend national borders. Former DHS Secretary Kirstjen Nielsen has said, “changes in technology have made it easier for adversaries to plot attacks in general, to inspire and radicalize new followers, and to recruit beyond borders. The problem is compounded by the use of simple, ‘do-it-yourself’ terror tactics.”1 The widespread use of the internet and accessibility of information has allowed for the transfer of both terrorist resources as well as tactics, from cyber-attacks to simple improvised explosive devices (IEDs).

The terrorist threat globally is becoming more decentralized, and the threat of smaller-scale attacks by Homegrown Violent Extremists (HVEs) are on the rise.

According to the U.S. House Homeland Security Committee, “The United States faces its highest Islamist terror threat environment since 9/11, and much of the threat now stems from individuals who have been radicalized at home.”2 We face varying threats of domestic-based “lone offenders” who are inspired by extremist ideologies, both domestic and internationally rooted, to radicalize to violence and commit acts of terrorism against Americans and the Nation. These threats come in multiple forms and, because of the nature of independent actors, may be hardest to detect. We must remain vigilant in detecting and countering these threats. The Nation must respond with innovative approaches to prevent the radicalization to violence and recruitment to terrorism, specifically here in the Homeland.

DHS seeks to counter terrorism by combining prevention, disengagement, and disruption efforts to break the cycle of recruitment, radicalization, and violence.

These efforts must include partnerships across federal, SLTT governments, local community organizations, and the private sector. DHS must also anticipate emerging terrorist tactics and provide the HSE workforce with the skills and latest technology to identify vulnerabilities and trends.

The TPCR COE should describe how to integrate technologies and concepts into DHS operations to avoid, prevent, or stop a threatened or actual act of terrorism.

Potential approaches include the utilization of innovative technologies (e.g., a new approach to leverage available technology to identify patterns and indicators of terrorist activity among disparate types of data), optimized operational procedures, 1 United States Congress Senate. Committee on the Judiciary. Hearing on Oversight of the United States DHS.

January 16, 2018. 115th Cong. 2nd sess. Washington. https://www.dhs.gov/news/2018/01/16/written-testimony-dhs-secretary-kirstjen-nielsen-senate-committee-judiciary-hearing Accessed on July 24, 2018.

2 “The ISIS Terror Threat in America,” Terror Threat Snapshot December 2016, Homeland Security Committee, https://www.hsdl.org/?view&did=797201.

https://www.dhs.gov/news/2018/01/16/written-testimony-dhs-secretary-kirstjen-nielsen-senate-committee-judiciary-hearing https://www.dhs.gov/news/2018/01/16/written-testimony-dhs-secretary-kirstjen-nielsen-senate-committee-judiciary-hearing https://www.hsdl.org/?view&did=797201 and a skilled workforce trained in the latest methods to identify and respond to terrorist threats.

Addressing Homeland Security Priorities

Please see Appendix – for the full list of relevant guidance. The following strategic documents guide or partially guide DHS operations and investment:

The proposed center will support part of DHS’s primary mission defined in Section 101 of the Homeland Security Act of 2002 as “to prevent terrorist attacks within the United States; to reduce the vulnerability of the United States to terrorism.” Key parts of legislation and directives since 2002 develop an increased emphasis on terrorism prevention and information sharing as well as enhanced engagement across all HSE partners.

Congress requires by law DHS review and report on the long term strategy and priorities of the Nation for homeland security every four years in its “quadrennial homeland security review.” The 2014 Quadrennial Homeland Security Review (QHSR), reaffirms the enduring missions of homeland security as:

• Prevent Terrorism and Enhance Security: Protecting the American people from terrorist threats is our founding principle and our highest priority.

• Secure and Manage Our Borders: DHS secures the nation's air, land, and sea borders to prevent illegal activity while facilitating lawful travel and trade.

• Enforce and Administer Our Immigration Laws: The Department is focused on smart and effective enforcement of U.S. immigration laws while streamlining and facilitating the legal immigration process.

• Safeguard and Secure Cyberspace: Department works with industry and state, local, tribal and territorial governments to secure critical infrastructure and information systems. Analyzes and reduces threats and distributes warnings.

• Strengthen National Preparedness and Resilience: DHS provides the coordinated, comprehensive federal response in the event of a terrorist attack, natural disaster or other large-scale emergency while working with federal, state, local, and private sector partners to ensure a swift and effective recovery effort.3

The TPCR COE will directly align with the first homeland security mission, “Prevent Terrorism and Enhance Security,” and will impact four of the five homeland security missions. The 2014 QHSR emphasizes securing the nation against the evolving terrorism of threat. This priority includes a strategic shift to focus on countering violent extremism (CVE), an increase in deterrence measures, and enhancing data integration and analysis.

3 DHS. The 2014 QHSR. June 18, 2014. https://www.dhs.gov/sites/default/files/publications/2014-qhsr-final-508.pdf https://www.dhs.gov/sites/default/files/publications/2014-qhsr-final-508.pdf

In response to the 9/11 Commission, Congress outlined several actions to strengthen terrorism prevention. The Implementing Recommendations of the 9/11 Commission Act of 2007created DHS Office of Intelligence and Analysis (I&A) in its current state and attempts to enhance information sharing across the federal government and with SLTT governments. The focus on strengthening efforts at the state and local level contributed to the development of fusion centers and establishment of grants to assist SLTT governments in terrorism prevention efforts.4

In 2011, the Federal Government enacted Presidential Policy Directive Eight (PPD-8):

National Preparedness. Leveraging the importance of protecting critical infrastructure from terrorism, this directive was aimed at strengthening the security and resilience of the United States through systematic preparation for the threats that pose the greatest risk to the security of the Nation, including acts of terrorism, cyber-attacks, pandemics, and catastrophic natural disasters.5

DHS S&T supports components in their efforts to identify threats, manage risks, and prevent terrorism on multiple levels, including identifying the appropriate resources that can contribute to the mission. In addition to law, DHS’s mission is outlined by constantly evolving strategies across DHS and the federal government. Universities provide a unique perspective to terrorism prevention that can buttress the federal government’s efforts.

In 2018, the White House issued the National Strategy for Counterterrorism of the United States of America that “prioritizes a broader range of non-military capabilities, such as our ability to prevent and intervene in terrorist recruitment, minimize the appeal of terrorist propaganda online, and build on societal resilience to terrorism.”6 Previous national strategies issued by the White House related to terrorism include the National Strategy for Counterterrorism issued in June 20117 and the National Strategy for Combating Terrorism issued in September 20068. Both documents include a “whole-of-government” approach to counterterrorism and stress the importance of information sharing. Federal spending on CVE programs and policy, especially engaging at the local level, has become a focal point in the U.S. counterterrorism strategy.

Supporting the HSE

DHS has a central role in the Nation’s security. An integrated DHS Intelligence

4 Implementing Recommendations of the 9/11 Commission Act of 2007.

https://www.congress.gov/110/plaws/publ53/PLAW-110publ53.pdf.

5 Presidential Policy Directive 8, National Preparedness (2011). https://www.dhs.gov/presidential-policy-directive- 8-national-preparedness.

6 The White House, National Strategy for Counterterrorism of the United States of America, October 2018, https://www.whitehouse.gov/wp-content/uploads/2018/10/NSCT.pdf.

7 The White House, National Strategy for Counterterrorism, June 2011.

https://obamawhitehouse.archives.gov/sites/default/files/counterterrorism_strategy.pdf 8 The White House. National Strategy for Combating Terrorism. https://georgewbush-whitehouse.archives.gov/nsc/nsct/2006/ https://www.congress.gov/110/plaws/publ53/PLAW-110publ53.pdf https://www.dhs.gov/presidential-policy-directive-8-national-preparedness https://www.dhs.gov/presidential-policy-directive-8-national-preparedness https://www.whitehouse.gov/wp-content/uploads/2018/10/NSCT.pdf https://obamawhitehouse.archives.gov/sites/default/files/counterterrorism_strategy.pdf https://georgewbush-whitehouse.archives.gov/nsc/nsct/2006/ https://georgewbush-whitehouse.archives.gov/nsc/nsct/2006/

Enterprise (IE) provides a decisive information advantage to the National leadership, DHS components, and our federal, SLTT government, private sector, and international stakeholders. CBP, TSA, I&A, U.S. Citizenship and Immigration Services (USCIS), FEMA, Cybersecurity and Infrastructure Security Agency (CISA) and ICE all have Component Intelligence Programs (CIP) that together form the DHS IE.9 I&A provides DHS IE with timely intelligence and analysis, delivers intelligence from our SLTT partners to the DHS IE, and provides intelligence to DHS partners across the federal, SLTT governments, public and private sectors, as well as abroad.

DHS seeks R&D to equip DHS IE with intelligence capabilities and information it needs to detect threats and prevent terrorism. These organizations continue to adjust to the ever-changing nature of threats to the Homeland, including but not limited to adversarial communications and social media, threats to cyber infrastructure and identity, increased competencies among terrorists with the evolution of technology, as well as the use of low-tech tactics. DHS also focuses on a strategy of prevention, pursuing efforts to prevent radicalization and to identify vulnerabilities within DHS as well as information and communication approaches needed among DHS, federal government, SLTT and international bodies, and public and private sectors.

DHS and the Nation as a whole depend more and more on SLTT to counter terrorism. For terrorism strategy to work, the intelligence community (IC) must have valuable intelligence products, meaningful community engagement, and effective information sharing. Much of this activity lies in the fusion centers. The TPCR COE will research and develop technologies, protocols and capabilities to support DHS operational components as well as DHS’s SLTT and private sector partners. DHS I&A places field personnel throughout the National Network of Fusion Centers. This network of more than 70 centers houses members from across federal agencies and SLTT governments.10 I&A engages at the center level to gather intelligence as well as to support operations locally to assess, prevent, and/or respond to terrorism. The collaboration across fusion centers will support the DHS IE, IC, SLTT government, and the HSE at large to improve its operational capabilities and contribute to the Nation’s layered defense.

DHS’s Approach to COEs

Establishing a COE is a major and expensive effort that involves numerous individuals and organizations. There are important elements of standing up and operating a COE that every applicant should understand prior to applying:

1. The overarching research areas that are the focus of all COE NOFOs, are driven by DHS’s critical needs and enduring missions.

2. The research topics and questions contained in the NOFO are developed by the DHS Component agencies that have to implement those difficult missions.

9 DHS Directive 264-01, DHS IE, June 28, 2013.

10 https://www.dhs.gov/state-and-major-urban-area-fusion-centers https://www.dhs.gov/state-and-major-urban-area-fusion-centers

3. Proposals for re-branded off-the-shelf research or pet projects will not survive DHS’s rigorous review processes. DHS needs use-inspired, results-focused research that generates customized and innovative solutions

4. DHS’s expectations for a COE will require university faculty to spend time working with customers in the field to better understand their needs, participate in project teams, execute the work necessary to protect intellectual property, and assess current technology and business markets.

5. DHS expects COE research to make a difference. Universities must actively manage COE research from a sound theoretical base, through methods development, data collection, testing and evaluation to operational use (i.e., End-to-End) in close partnership with DHS.

6. DHS will manage this COE carefully to provide value to operational users.

Research-based solutions generated by this Center must be innovative and well positioned to be transitioned into use by DHS customers. TPCR’s research will be based on the HSE needs expressed by HSE practitioners in this NOFO. Research outcomes will include analytical methods, technologies, and knowledge products, e.g., best practices, resource guides, and case studies, which can be transitioned to the HSE workforce. DHS-sponsored researchers will produce new capabilities, and work with partners and stakeholders at all levels to test these capabilities in operational settings, and then take steps to make these solutions available and useful to agencies at all levels.

DHS funds research so that DHS can use the technology or knowledge to accomplish its mission. It is critical for researchers to understand how the Federal government does business. Selected COE Directors and Research Theme leaders must spend 1-3 months in DHS operational environments early in the research life cycle to understand both the technical and business requirements of DHS Components. This emphasizes the intellectual property, sustainability of technologies, security, and other legal requirements that Federal agencies must follow.

The Center will be expected to construct a plan and schedule describing the specific business steps needed to execute subcontracts, identify data needs and the acquisition of such data, establish intellectual property sharing agreements, and engage customers to refine proposals into a work plan. The Center will be required to have these elements in place within 6 months following award.

In order to avoid duplication of existing work, applicants must demonstrate a working knowledge of the scientific landscape, the quantitative methods, policies, and findings relevant to the topics in this NOFO through literature reviews, analysis of alternative approaches, and market-based assessments of related/ emerging technology.

Access to Data

Researchers and analysts must be able to obtain access to needed analytical products, relevant data, and open source and publicly available information. They also should anticipate interacting with homeland security partners and stakeholders and other SMEs. Applicants must discuss any needs for unique or sensitive data, testing, or laboratory facilities that will be required to conduct the research, and how the applicant will ensure its researchers can access necessary data and facilities. See Data Acquisition and Management Plan in Appendix A.

IV. Application Project Narrative

This NOFO has three sections that align with the evaluation and selection process:

(Section A) NOFO Description, (Section D) Application and Submission Information, and (Section E) Application Review Information.

The below section outlines requirements, and suggested page counts11, for the Project Narrative portion of the application package.

1. Strategic Approach (3 pages)

2. Research Program (35 pages)

3. Workforce and Professional Development Program (8 pages)

4. Leadership (5 pages)

5. Transition (8 pages)

6. Program and Project Evaluation (3 pages)

7. Communications and Integration with the HSE (2 pages)

8. Past Performance (7 pages)12

1. Strategic Approach (suggested: 3 pages)

Successful applicants will propose an integrated research and workforce and professional development plan that incorporate new approaches, including theory, methods and data to meet TPCR and DHS goals.

Applicants must describe:

• The overall focus including a discussion of the proposed research themes and state of the art scientific approaches relevant to this scope.

• The key functions within the Center and how those functions will work together as an integrated system to achieve the vision, mission, and goals

• The key strategic partnerships needed to ensure the successful implementation of the Center’s research and education program and delivery of research outputs, tools, and technologies to customers; including to develop, test, and evaluate the outcomes of the research. This includes how the individual

11 The Center narrative is limited to 64 single-spaced pages with 12-point font, Times New Roman, and one-inch margins. For applicants who have previously led a DHS S&T COE, the Center narrative is limited to 71 pages to include a summary of their past performance as a DHS COE. Pages in excess of the page limitations will not be reviewed.

12 Only applicants who have previously led a DHS COE must submit a summary of their past performance as a DHS

COE

projects will acquire the necessary data required to execute the proposed efforts

• How the Center will evaluate the project progress, integrate projects into capabilities, and determine the appropriateness of the proposed solutions to the culture and resources of the target users

• How the Center will engage target customers in problem framing and solution testing

• How the Center will maintain situational awareness and managing projects within a portfolio designed to increase responsiveness to emerging events and scientific advancements

2. Research Program (suggested: 35 pages)

Applicants should identify multidisciplinary, comprehensive approaches to address each of the research themes and a selection of topics outlined below in Section III “Research and Workforce and Professional Development Themes, Topics, and Questions.” Successful proposals must address all themes; however, DHS does not expect or encourage applicants to address every topic within a theme or every question within a topic. Applicants must describe why their projects address the biggest knowledge gaps in each theme and more broadly, why these projects are critically needed for homeland security threat and hazard challenges. The Research Program should describe which projects will be integrated and how the Applicant will integrate projects to form a coherent approach to achieve the Center’s goals. The Research Program should consist of:

a) an overview of the research program, b) specific project proposals , and c) a detailed description of the transition a plan and characterization of the stage of maturity for each research effort, including how each effort will advance through discovery, testing, evaluation, development, and transfer to customer utilization.

a. Applicants must address the following in their research program overview:

• Describe a comprehensive approach that explains how the COE’s projects support the vision and goals of the Center. Each theme should have a lead investigator that will monitor projects that relate to the theme and promote efforts that foster collaboration and synergy.

• Descriptions should address the strategic approach to integrating outputs from individual projects that will form the basis of sustainable and useable capabilities. The Applicant should address how project integration will occur across its network of performers. This will include how intellectual property is identified and managed and the decision making process required to execute.

• Describe the maturity and state-of-the-art of the respective theories, technologies, and applications of the proposed areas of study to homeland security. The research program overview should describe how individual projects will integrate to formulate the proposed capabilities. Demonstrate that they and/or their partners have a high level of expertise in the areas in which they propose research and in transitioning technology to commercialization entities or directly to customers for field use.

• Demonstrate knowledge of the DHS operational environment for which the outputs of the research are intended. Applicants should describe how screening, detection, and risk assessments are currently performed.

• Describe the current technologies or concepts/procedures in use by the target customers and the technical and programmatic steps that emerging technologies will have to undergo to be field deployable (see transition requirements on stage-gate research management) Describe an interdisciplinary approach that incorporates researchers from a variety of academic disciplines and practices with the goal of producing a more effective comprehensive solution. Either the Center or the individual researchers must include milestones to protect intellectual property and to pursue the transfer of knowledge to entities willing and capable of transitioning the capabilities

• Provide a comprehensive bibliography of their own and others relevant publications. Omitting these supporting documents may result in DHS dismissing a proposal without review. Applicants should provide a bibliography under “Other Attachments.”

• Submit project proposals for the first two years that either end with a discrete output or that describe in detail the continuing steps necessary to develop a final capability useful to DHS. Proposals should be descriptive in detail and include stages of R&D (see pages 20-24). However, note that Center projects are funded in 1-year increments, with future funding dependent on research excellence, progress, relevance, and utility.

• Discuss any unique data, testing, or laboratory facilities that will be required to conduct the research and how the applicant will ensure its researchers can access the data and facilities prior to funding.

b. Applicants must include the following elements for each project Applicants may submit up to ten research projects total.

• Title

• Principal investigator (name, title, school/business/non-profit)

• Other key technical and project personnel supporting intellectual property and administrative tasks (name, title, school/business/non-profit)

• Specifically identify which theme area and topic the project addresses - if a proposed project falls under multiple themes/topics, identify those as primary, secondary, tertiary, etc.

• Project abstract

• Goals and objectives of the research

• Significant partners and their roles

• Technical capability or knowledge gap this project addresses and what DHS

Office aligns with the gap

• How the work builds upon the state-of-the-art of the respective theories, technologies, and applications of the proposed areas of study

• How the work represents an improvement (incremental or fundamental change) to the current operational posture being used

• Theoretical approach, hypothesis to be tested

• Methods for data collection and analysis

• Methods section including study design

• Technical technology performance metrics being tested (e.g. specificity, sensitivity, cost, etc.)

• Expected outputs and outcomes and how those outputs would be used

• Total projected costs per year for two years and forecasted costs for up to five years

• Data access plans should data be needed to execute the project

• Relevant Citations

c. Transition - See “Transition” p 21 of this NOFO for requirements on how to propose projects using the stage-gate methodology.

• Transition pathway from lab to field to include identifying the key technical scientific and development steps necessary to transfer the technology to customers or commercialization partners

• The stages and gates that will be used to evaluate the technical progress and efforts to frame the business environment that the resulting outputs will effect

• A year-by-year description of key milestones and the schedule for the project for the first two years

• Identification of commercial partners with the necessary complementary assets needed to realize the technology/approaches/concepts

3. Workforce and Professional Development Program (suggested: 8 pages)

The TPCR workforce and professional development program should include innovative initiatives to educate students in both theoretical and methodological underpinnings of the relevant disciplines, as well as practical applications for homeland security operations. As part of this, applicants should describe how they would embed their students and faculty, individually or in teams, with homeland security practitioners to conduct research, and foster opportunities for students to gain practical experience in homeland security-related professions. Applicants should also describe how they would integrate homeland security-related courses of study into existing science, technology, engineering, and mathematics (STEM) degree programs. Additionally, applicants should describe how their Center would provide and enhance technical education and training programs for HSE and DHS professionals, for example, at CBP, I&A, TSA, FEMA, or specific training Centers such as the Federal Law Enforcement Training Center (FLETC), and the Emergency Management Institute.

The overarching goals of a COE’s workforce and professional development program are to:

• Build universities’ capacity in security focused science, engineering, mathematics and analysis. Analysis includes business administration and policy analysis, as applied to homeland security-related challenges

• Strengthen the science, engineering, and analytical capabilities of the homeland security workforce, both current (professional development) and future (workforce development)

• Diversify the homeland security technical workforce by building homeland security science, engineering, and analysis capacity at Minority Serving Institutions (MSIs)

• Link students and researchers to practitioners in operational settings to develop more robust tools, technologies, and capabilities

• Teach students the business elements of transitioning emerging concepts into the commercial or government markets

• Develop and train existing homeland security professionals in science, engineering, and business administration disciplines for the current and future workforce. Applicants should be familiar with the current methods by which Federal and State employees receive training.

Applicants must propose a plan for an integrated workforce and professional development program across the Center’s core STEM disciplines to align with Section A.V “Research and Workforce and Professional Development Themes, Topics, and Questions” below. DHS encourages proposals that include plans to integrate workforce development initiatives with DHS Components, other federal or state government agencies, and FFRDCs that have homeland security missions.

The introduction to this section must clearly describe how the education initiatives would connect with the research program to support the vision and goals of the Center.

Education and workforce development program activities include:

• Developing undergraduate, graduate or professional career enhancing programs that support the COE’s research program.

• Partnering with the private sector to create internships/co-ops for students in relevant areas to learn the business of managing science and developing products and services.

• Applying existing disciplines to homeland security through development of curricula, concentrations, minors, and certificates within established degree programs.

• Building homeland security capacity at MSIs. Please visit the following link for a list of accredited U.S. post-secondary institutions that meet the statutory criteria for identification as MSIs:

http://www2.ed.gov/about/offices/list/ocr/edlite-minorityinst.html.

http://www2.ed.gov/about/offices/list/ocr/edlite-minorityinst.html

• Offering continuing education opportunities for first responders and homeland security professionals.

• Offering student internship, scholarship, or fellowship programs that provide homeland security research experience.

• Developing community college partnership programs to attract a diverse population of students and teachers into homeland security science and engineering disciplines.

• Offering homeland security related research opportunities to students.

• Embedding students and faculty in research projects at DHS or other operational agencies within the HSE.

Applicants must include the following elements for each project. Applicants may submit up to five workforce and professional development projects total.

• Title

• Principal investigator (name, title, school)

• Specifically identify which theme area and topic the project addresses - if a proposed project falls under multiple themes/topics, identify those as primary, secondary, tertiary, etc.

• Project abstract

• Goals and objectives of the project

• Significance of the proposed project to homeland security

• Capability or knowledge gap this project addresses

• Significant partners and their roles

• Relevant citations to express workforce needs of DHS

• A description of how the project aligns with and integrates into the Center’s research program

• The stages and gates that will be used to evaluate technical and business/programmatic progress - See “Transition” p 21 of this NOFO for requirements on how to propose projects using the stage-gate methodology.

• A description of how the Center would track specific measures of success, i.e., the number of students who graduate with homeland security relevant degrees;

the number of students that participated in homeland security-related internships or research activities; the number of students that successfully obtained homeland security-related employment; the number of homeland security-related conference presentations given; the number of homeland security-related papers published; and/or the number of homeland security-related awards or prizes received

• A year-by-year description of key milestones for the project for the first two years

• Total projected costs per year for two years

• Letters of support from organizations agreeing to host interns (this may be included in the appendix of the application)

4. Leadership (suggested: 5 pages)

A DHS COE requires a committed and sustained leadership team that establishes a strategic vision and direction for the Center. The leadership team must clearly communicate the Center’s goals and DHS’s expectations to all partners in its network. COE leads and partners must be responsive to DHS requests for information and assistance. Center management teams are responsible for managing, coordinating, and supervising the entire range of Center activities.

The Center must appoint or hire either a full-time Director or Executive Director. OUP’s experience has shown that part-time Directors have difficulty managing all of the demands placed on a COE, as well as their other duties. The Center Director should expect to work closely with the DHS Program Manager and have an effective and dynamic working relationship with DHS. Center Directors are ultimately responsible for managing all Center activities and ensuring they are productive. Center Directors must be U.S. citizens who are eligible for a government security clearance.

DHS expects the Center Director to spend 1-3 months working onsite with DHS operators in the COE’s first year to fully understand the operational environment and requirements necessary for the successful transition of the work performed at the COE.

DHS strongly encourages collaborative research or education projects with existing COEs. COEs must strategically engage to maximize the return from their research and education programs through collaboration and integration both within the COE’s own consortium and across the COE network. COEs are encouraged to form associations with other federal agencies (including the National Laboratories); existing COEs; research laboratories; state and local homeland security and law enforcement agencies; and public and private entities.

Expectations for COE Coordination and Communication

A successful COE fosters relationships and collaborative efforts among its partners and embraces researchers who are committed to the goals of the COE and DHS. Effective Center leadership and communication ensures all partners understand their responsibilities and how their research supports the mission of the COE and DHS. This Center will be a fully integrated component of the network of COEs and will take advantage of the network's resources to develop mission-critical research, education, and transition programs. Applicants should plan to: (1) integrate proposed work with that of other COEs as feasible, and (2) develop methods to ensure that Center work leverages and complements, and does not duplicate, other COEs’ research or data collection efforts. Applicants should show they can leverage and integrate their efforts with the network and other DHS R&D efforts, while introducing new activities that broaden capabilities and results. For a list of current COEs and their capabilities, go to http://www.dhs.gov/st-centers-excellence.

The Leadership section must include the following elements:

• The organizational structure and charts for the Center management and administration as well as the COE as a whole

• The Center Director and Center staff responsible for each major COE activity (e.g., leadership, management, administration, program/project evaluation, business operations, financial management, resource management, collaboration/integration, communications and outreach, education, research, strategic planning, and technology transfer/transition). Include a description of the major responsibilities for each member of the leadership and management team. Discuss how team members will work together to ensure successful operation of the Center.

• How the Center will leverage the resources or take advantage of the resources available within the lead institution’s existing complex (e.g., university technology transfer offices, sponsored research offices, communications offices, or other departments that can contribute to business plans, marketing plans, and communications)

• The Center will be expected to construct a plan and schedule describing the specific business steps needed to execute subcontracts, identify data needs and the acquisition of such data, establish intellectual property sharing agreements, and engage customers to refine proposals into a work plan. The Center will be required to have these elements in place within 6 months following award.

• How the COE and the university will make decisions pertaining to transferring intellectual property and under what timeline (see also the requirements under the transition section in this NOFO)

• Any major committees (e.g., steering committees, advisory boards, industry panels, customer working groups) that will be established to guide Center activities and functions. Include a description of committee roles, responsibilities, proposed membership composition, and how committee guidance will be implemented by Center management/administration.

• A plan for how the Center will do the following:

o Foster relations and collaborative efforts among all partners;

o Ensure partners adhere to their responsibilities as research partners;

o Disseminate effective internal…