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Academic ACADEMIC CATALOG Catalog

College of Information and Cyberspace

AY 2023‐2024

NATIONAL DEFENSE UNIVERSITY

300 5th Avenue, Building 62, Washington DC, 20319
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The College of Information and Cyberspace

Academic Catalog is published annually.

The catalog is available online at

https://cic.ndu.edu/ under the Academic Catalog

tab.
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CIC Academic Catalog 2023‐2024

The 2023‐2024 Academic Catalog of the College and Information and Cyberspace (CIC) provides

current information regarding educational programs, class offerings, academic regulations, and

university resources. Students can use this document to familiarize themselves with program

and degree requirements relevant to their degree or certificate program.

Statements in this catalog should be treated as solely informational. This document should not

be construed as binding between the student and the university. While every effort is made to

keep the Academic Catalog updated, CIC reserves the right to amend policies and procedures as

it sees fit. Every effort will be made to communicate any alterations.

NDU CIC is an equal opportunity institution. The College is committed to providing equal

education and employment opportunities to qualified persons while ensuring freedom from

discrimination or harassment of any kind. Equity, diversity, and inclusion are principles

fundamental to our productivity and effectiveness. Supervisors and employees will adhere to all

Equal Employment Opportunity and Equal Employment policies and regulations.

Information in this catalog is accurate at the date of publication. Please consult the website for

recent updates.
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Table of Contents

Letter from the Chancellor............................................................................................................................ 8

CIC Overview................................................................................................................................................. 9

Government Information Leadership ‐ Master of Science Degree............................................................... 9

Chief Information Officer Leadership Development Program.................................................................... 11

Cyber Leadership Development Program................................................................................................... 12

Chief Data Officer (CDO) Graduate Certificate ........................................................................................... 13

Chief Financial Officer (CFO) – Graduate Certificate .................................................................................. 14

Chief Information Officer (CIO) Graduate Certificate ................................................................................. 15

Chief Information Security Officer (CISO) Graduate Certificate ................................................................. 16

Cyber Leadership Graduate Certificate....................................................................................................... 17

Information technology Program Management (ITPM) Graduate Certificate ........................................... 18

Course Descriptions................................................................................................................................19

Capstone 6700 (CAP) [part time only] .................................................................................................... 19

Continuity of Operations 6504 (COO)..................................................................................................... 19

CIO 2.0 Roles and Responsibilities 6303 (CIO)........................................................................................ 19

Critical Information Infrastructure Protection 6230 (CIP) ...................................................................... 19

Cyber Essentials for Senior Leaders 6219 (CEL)...................................................................................... 19

Cybersecurity Fundamentals 6211 (CSF) ................................................................................................ 20

Cyberspace Activities and Authorities 6221 (CAA) ................................................................................. 20

Cyber Security for Information Leaders 6021 (SEC)................................................................................ 20

Data Management Strategies and Technologies: A Managerial Perspective 6414 (DMS)..................... 20

Emerging and Disruptive Technologies 6443 (EDT)................................................................................ 20

Engaging Partners and Adversaries through Diplomacy 6220 (EPA)...................................................... 21

Foundations of the Information Environment 6165 (FIE)....................................................................... 21

Future of Federal Financial Information Sharing 6607 (FFR).................................................................. 21

The Governance of the Information Environment and Cyber Domain 6171(GOV)................................ 21

Illicit Use of Cyber 6217 (IUC) ................................................................................................................. 22

Information Warfare Strategy 6151 (IWS).............................................................................................. 22
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International Challenges in Cyberspace 6154 (ICC)................................................................................ 22

Multi‐Agency Information‐Enabled Collaboration 6512 (MAC) ............................................................. 22

National Security Cyber Strategy 6330 (NCS) ......................................................................................... 22

National Security Strategy 6159 (NSS).................................................................................................... 22

Risk Management for Senior Leaders 6218 (RML).................................................................................. 23

Risk Management, Internal Controls, and Auditing for Leaders 6608 (RIA)........................................... 23

Strategic Competition in the Information Environment 6166 (SCIE)...................................................... 23

Strategic Information Technology Acquisition 6415 (ITA)...................................................................... 23

Strategic Leadership Foundational Course 6168 (SLF)............................................................................ 24

        Strategic Performance and Budget Management 6328 (SPB)................................................................ 24

Strategic Thinking and Communication 6414 (STC)................................................................................ 24

White House, Congress, and Budget 6606 (WCB) .................................................................................. 24

Colleges and Universities Accepting CIC Credits......................................................................................... 25

Cyber PME Consortium............................................................................................................................... 25

DoD University Consortium for Cybersecurity (UC2) Coordination Center (UC4)...................................... 26

Admissions.................................................................................................................................................. 27

Applications for Admission ......................................................................................................................... 28

Admissions Deadlines .................................................................................................................................29

Program Policies ......................................................................................................................................... 29

Applying Coursework from Other Institutions.................................................................................... 29

Academic Policies........................................................................................................................................ 31

Student Services and Resources ................................................................................................................. 38

NDU Library.................................................................................................................................................40

Campus Facilities.........................................................................................................................................42

Faculty and Administration......................................................................................................................... 44

As of 06 September 2023
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Mission

College of Information Cyberspace educates joint warfighters, national security leaders, and the cyber

workforce on the cyber domain and information environment to lead, advise, and advance national and

global security.

Vision

CIC is the premier senior national security educational institution focused on the information

environment. CIC is the desired educator of leaders who perform national and military actions within

the cyberspace domain using the information instrument of national power.
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Letter from the Chancellor

It is my immense pleasure to welcome you to Academic

Year (AY) 2023‐2024 at the National Defense University’s

College of Information and Cyberspace (CIC). Our college,

faculty, and staff are committed to making your

educational journey at CIC one of the best academic

experiences available. CIC sets the standard for education

and remains the preeminent institution for cyber and

information education within the Department of Defense

and the United States Government. In AY23‐24 we will

continue to meet and exceed that standard.  

During AY22‐23, the college experienced a record

enrollment, and we were thrilled to welcome world‐class

scholars and faculty with a range of military, government,

academic, and industry experience. CIC faculty continued

to demonstrate innovation and leadership in their

respective fields.

Dr. Gwyneth Sutherlin launched a two‐year project funded by an OSD Minerva grant to examine cultural variation

in artificial intelligence using cognitive linguistics, and Dr. Jill Goldenziel selected as a member of the Executive

Council of the American Society of International Law in recognition of exceptional contributions to the field. Dr.

Joseph Schafer, the recipient of the first‐ever CIC Research Sabbatical.    CIC also hosted six esteemed visiting

faculty members from the Department of Energy, Department of State, Defense Information and Systems Agency,

the Department of Homeland Security, the Federal Accounting Standards Advisory Board, and US Cyber

Command.  

For the first time since 2020, CIC “Ravens” took part in academic field studies, a vital part of our on‐campus

academic programs: CIO‐LDP students traveled throughout the DC and NYC areas, and the JPME II cohorts visited

NYC and either the UK or Belgium and Estonia. CIC also convened the ninth annual Cyber Beacon symposium,

which featured keynotes from former Representative Jim Langevin and Robert Knake, the Deputy National Cyber

Director for Strategy and Budget. The college also partnered with U.S. Cyber Command to host their annual

CYBERCOM Symposium, with a keynote address and attendance from its Commander, General Paul Nakasone.  

Of further note, we inaugurated our first Cyber Leadership Development Program. This Program is focuses on the

integration of cyberspace and national security providing a deeper understanding of how effective leadership in

the cyber domain is pivotal to the success of U.S. and international security. The National Advisory Committee on

Institutional Quality and Integrity (NACIQI) voted to recommend to the Department of Education CIC’s degree

name change from Government Information Leadership to Strategic Information and Cyberspace Studies.

Our faculty, staff, conferences, and meeting all focus on supporting our stakeholders and you, our students. We

hope you will use your time at CIC to collect valuable knowledge, tools, frameworks, relationships, and

experiences. Consider this educational experience an opportunity to gain experience, reflect, and practice, in

order that you may leave CIC prepared to be the kind of thoughtful, principled leader needed by the United

States, its partners, and its allies.  

Dr. Cassandra Lewis

Chancellor

College of Information and Cyberspace
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CIC Overview

The College of Information and Cyberspace (CIC) offers a wide spectrum of educational activities,

services, and programs which prepare leaders to play critical roles in national security. Through our

Master of Science, certificates, and professional development opportunities—CIC students are molded

into lifelong learners, effective communicators, and dynamic thinkers. Students, alumni, faculty, and

staff constitute one of the premier global learning communities in the fields of information and

cyberspace.

Government Information Leadership ‐ Master of Science Degree1

Overview

The Master of Science Degree aligns with the educational requirements of the DoD cyber workforce in

support of national strategies, policies, laws, and directives. The 10‐month in‐residence program

achieved Joint Staff (JS) Process for Accreditation of Joint Education (PAJE) approval in 2019. The College

is in the process of recertifying as a National Security Agency Center for Academic Excellence.

Additionally, CIC maintains Memoranda of Agreement with over 30 civilian colleges and universities to

facilitate student transfer credit and completion of the DoD Cyber Scholarship Retention Program.

Modalities

 Full time In‐residence (10‐months, Fall and Spring semesters)—U.S. Military Selectees earn Joint

Professional Military Education, Phase II (JPME II)

 Part‐time Hybrid (Online and In‐residence)

Program Learning Outcomes

 Evaluate the national security environment with a focus on the informational instrument of

power and cyberspace.

 Create information policy, strategy, and campaign plan options that support joint warfighting

and achieve national security objectives.

 Create cyber policy, strategy, and campaign plan options that support joint warfighting and

achieve national security objectives.

 Analyze the ethical, legal, and policy implications of emerging and disruptive technologies on the

changing character of war.

 Apply principles of strategic leadership to include effective communication, creative and critical

thinking, decision making, and ethical conduct.

1 The MS Degree program is currently titled Government Information Leadership (GIL), But will be renamed to

Strategic Information and Cyberspace Studies upon final approval from the Department of Education
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Master of Science GIL In‐residence/JPME (36 Credit Hours)

Core Courses 30 Credit Hours (CH)

Foundations of the Information Environment

Governance of the Global Information Environment and Cyber Domain

Information Warfare Strategy

International Challenges in Cyberspace

National Security Strategy

Practicum, Experiential Learning and Capstone Exercise

Strategic Competition in the Information Environment

Strategic Leader Foundational Course

Strategic Thinking and Communication

  Warfighting and Disruptive Technologies

Three NDU Electives*

* NDU elective are 2 Credit Hours each offered to resident master’s students by CIC and the other NDU

colleges.

Master of Science GIL Part‐time (36 Credit Hours)

Core Courses 30 Credit Hours (CH)

Emerging and Disruptive Technologies

Foundations of the Information Environment

Governance of the Global Information Environment and Cyber Domain

Information Warfare Strategy

International Challenges in Cyberspace

National Security Strategy

Strategic Competition in the Information Environment

Strategic Leader Foundational Course

Strategic Thinking and Communication

 Cyber Elective

Two CIC Electives **

** CIC electives for the MS are 3 Credit Hours each, student may select any courses from the CIC course

catalog to meet the MS elective requirement.
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Chief Information Officer Leadership Development Program

Overview

The Chief Information Officer Leadership Development Program (CIO‐LDP) is the CIC’s flagship resident

program for rising senior‐level managers and leaders responsible for promoting and attaining national

and internationalsecurity goalsthroughthe strategic use ofinformation and information technology as

identifiedintheCIO competencies. The CIO‐LDPisadministered in an intensive and highly interactive

fourteen‐week forum. The student‐ centered educational experience emphasizes developing leadership

skills and abilities while learning CIO contentthroughcompletionoffive courses.Students who complete

the program will receive a CIO graduate certificate.

Modalities

 Full time In‐residence (14 weeks)

Program Learning Outcomes

 Leverage CIO policy and organization competencies to lead within and across federal organizational

boundaries by linking critical decisions regarding resources, people, processes, and technologies to

mission performance.

 Balance continuity and change in the development implementation, and evaluation of government

information resources and management strategies and policies while meeting legislative and

executive mandates.

 Demonstrate abilities to construct and implement mission‐aligned information and communication

technology strategies [including gathering, analyzing, and reporting data; making decisions;

implementing decisions; and evaluating organizational performance] in an ethical manner.

 Communicate at the strategic level demonstrating command of the topic, logical organization,

compelling argument, and excellence in English grammar and syntax.

Core Courses (15 Credits)

CIO 2.0 Roles and Responsibilities

Strategic Performance and Budget Management

Strategic Information Technology Acquisition

Emerging and Disruptive Technologies

Cybersecurity Fundamentals
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Cyber Leadership Development Program

Overview

The Cyber Leadership Development Program (Cyber‐LDP) prepares students to meet rapidly expanding

cyber competencies and effectively integrate elements of cyberspace with national strategy. Courses

emphasize current and evolving leadership, management direction, and advocacy to manage

cybersecurity risk in this constantly evolving domain. Students will face rigorous case studies and

scenarios to develop their skills in partnering, strategic thinking, team building, problem solving, and

negotiating on current and emerging technologies. Threats in cyberspace are constantly evolving and

this program provides students the opportunity to explore solutions in the context of public‐private

partnerships and challenge the status quo.  This program is ideal for students who are currently or

projected to be in the National Institute of Standards and Technology (NIST) Workforce Framework for

Cybersecurity (NICE) Work Roles in Oversight and Governance or equivalent to enhance and gain

competencies.  Students who complete the intensive receive a Cyber Leader certificate.

Modalities

 Full time In‐residence (14 weeks)

Program Learning Outcomes

 Mature an understanding of the cyber threat landscape to include projections for the future to

develop a strategic approach to cyberspace activities that incorporates the USG and partnerships

with domestic and international partners.  

 Apply key strategic concepts, critical thinking, and analytical frameworks to the analysis of national

and international security environments in support of formulating, implementing, and evaluating

national security, cyber strategy, and statecraft to enable mission success.  

 Assess emerging technologies using forecasting methodologies such as monitoring and expert

opinion, examining future trends, and assessing international perspectives to develop policy and

ensure future mission capabilities.

 Identify, evaluate, and counter major cyber threats and threat actors and ways the U.S. and

international community can leverage bilateral and multilateral mechanisms to counter threats as

technology rapidly evolves.

 Apply critical, strategic, ethical, and innovative thinking to lead organizations in an increasingly

vulnerable technology dependent world.

Core Courses (15 Credits)

Cyber Essentials for Senior Leaders

Cyberspace Activities and Authorities

Emerging and Disruptive Technologies

Emerging Partners and Adversaries through Diplomacy

National Security and Cyber Strategy
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CIC Graduate Certificates

The CIC Graduate Certificates support the educational requirements of the DoD cyber workforce with

focused coursework. Students may apply a maximum of three courses (9 CH) from certificates

programs to the MS degree whether these courses are electives or core courses. A course can only be

used once to meet a certificate requirement, students must take an alternative course to meet

program requirements.

Chief Data Officer (CDO) Graduate Certificate

Modalities

 Hybrid (part‐time, including online and in‐residence components)

 Distance (Online)

Certificate Learning Outcomes

 Apply data analytics tools and methodologies on data sets and communicate results with

impactful visualizations.

 Advocate and communicate date sharing practices through organizational culture,

policies, and systems development process while fulfilling legal and ethical obligations of

data ownership.

 Evaluate enabling technologies and enterprise/data architectures to address requirements for

data analytics programs, including real‐time Big Data processing and machine

learning/predictive analytic capabilities.

 Create a data analytics program through data governance initiatives that support all data life‐ 

cycle considerations (e.g., authoritative, source consolidation, updating, purging/avoiding

sprawl, and archival).

 Employ the emerging technologies (and underlying data) to enhance data‐driven decision‐

making for strategic effect.

 Identify, shape, and formulate data strategies that ensure data availability and transparency,

supporting multi‐agency and/or multi‐national collaboration.

Chief Data Officer Certificate (5 courses—15 Credits)

Core Courses (15 Credits)

Data Management Strategies and Technologies: A Managerial Perspective

Strategic Information Technology Acquisition

Data Analytics for Decision Makers

Emerging and Disruptive Technologies  

Data Strategy and Governance
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Chief Financial Officer (CFO) Graduate Certificate

Modalities

 Hybrid (part‐time, including online and in‐residence components)

 Distance (Online)

Certificate Learning Outcomes

 Lead within and across organizational boundaries by leveraging knowledge of federal budgeting,

financial accounting and reporting, data management and analytics, risk, internal controls, and

audit for strategic advantage.

 Synthesize ethics, theory, practices, and technologies to promote effective decision‐making and

accountability across the enterprise, improve operations, and support financial management

excellence.

 Communicate at the strategic level, demonstrating command of the topic, logical organization,

compelling argument, and excellence in English grammar and syntax.

CFO Certificate (5 courses—15 Credits)

Core Courses (15 Credits)

Strategic Performance and Budget Management

Data Management Strategies and Technologies: A Managerial Perspective

White House, Congress, and Budget

The Future of Federal Financial Information Sharing

Risk Management, Internal Controls and Auditing for Leaders

Alternate Courses:

Strategic Information and Technology Information
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Chief Information Officer (CIO) – Graduate Certificate

Modalities

 Hybrid (part‐time, including online and in‐residence components)

 Distance (Online)

Certificate Learning Outcomes

 Leverage CIO policy and organization competencies to lead within and across federal

organizational boundaries by linking critical decisions regarding resources, people, processes,

and technologies to mission performance.

 Balance continuity and change in the development, implementation, and evaluation of

government information resources and management strategies and policies while

meeting legislative and executive mandates.

 Demonstrate abilities to construct and implement mission‐aligned information and

communication technology strategies, including gathering, analyzing, and reporting data;

making decisions; implementing decisions; and evaluating organizational performance in an

ethical manner.

 Communicate at the strategic level demonstrating command of the topic, logical

organization, compelling argument, and excellence in English grammar and

syntax.

CIO Graduate Certificate (5 courses—15 Credits)

Core Courses (15 Credits)

CIO 2.0 Roles and Responsibilities

Strategic Performance and Budget Management

Strategic Information Technology Acquisition

Emerging and Disruptive Technologies

Cybersecurity Fundamentals

Alternate Courses:

Data Management Strategies and Technologies: A Managerial Perspective

Capital Planning and Portfolio Management
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Chief Information Security Officer (CISO) Graduate Certificate

Modalities

 Hybrid (part‐time, including online and in‐residence components)

 Distance (Online)

Certificate Learning Outcomes

 Exercise strategic leadership and critical thinking in the development and use of cyber

security strategies, plans, policies, enabling technologies and procedures in cyberspace.

 Develop and lead programs to provide cyber security, security awareness training, risk analysis,

certificate and accreditation, security incident management, continuity of operation and disaster

recovery.  

 Link people, processes, information, and technology to critical cyber mission

decisions to share information in a secure environment.

 Develop and lead, in accordance with laws and regulations, an enterprise IA program that

promotes and attains national security, agency, and inter‐agency goals.

 Communicate at the strategic level demonstrating command of the topic, logical

organization, compelling argument, and excellence in English grammar and syntax.

CISO Certificate (5 courses—15 Credits)

Core Courses (15 Credits)

Cybersecurity Fundamentals

Cyber Security for Information Leaders

Illicit Use of Cyber

Risk Management Framework for Strategic Leaders

Critical Information Infrastructure Protection or Continuity of Operations
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Cyber Leadership Graduate Certificate

Modalities

 Hybrid (part‐time, including online and in‐residence components)

 Distance (Online)

Certificate Learning Outcomes

 Mature an understanding of the cyber threat landscape to include projections for the future

to develop a strategic approach to cyberspace activities that incorporates the USG and

partnerships with domestic and international partners.

 Apply key strategic concepts, critical thinking and analytical frameworks to the analysis of

national and international security environments in support of formulating, implementing

and evaluating national security, cyber strategy, and statecraft to enable mission success.  

 Assess emerging technologies using forecasting methodologies such as monitoring and

expert opinion, examining future trends, and assessing international perspectives to

develop policy and ensure future mission capabilities.

 Identify, evaluate, and counter major cyber threats and threat actors and ways the U.S. and

international community can leverage bilateral and multilateral mechanisms to counter threats as

technology rapidly evolves.

 Apply critical, strategic, ethical, and innovative thinking to lead organizations in an increasingly

vulnerable technology dependent world.

Cyber Leadership Certificate (5 courses—15 Credits)

Core Courses (15 Credits)

Cybersecurity Fundamentals

Illicit Use of Cyber

National Security Strategies

Multi‐Agency Information‐Enabled Collaboration

Cyberlaw

Alternate Courses:

Critical Information Infrastructure Protection

Emerging and Disruptive Technologies
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Information Technology Program Management Graduate Certificate

Modalities

 Hybrid (part‐time, including online and in‐residence components)

 Distance (Online)

Certificate Learning Outcomes

 Lead and manage complex IT acquisition and other projects and programs that create value for

the organization through enhanced mission performance.

 Apply higher order skills in critical thinking, negotiation, collaboration, and persuasion to

synthesize solutions to program management challenges within and across organizational

boundaries in an ethical manner.

 Identify ways to use innovative technologies to accomplish customer service activities,

thereby lowering costs, decreasing service delivery times, and improving the customer

experience.

 Evaluate the organizational value of new information technologies and develop strategies for

employing them for strategic advantage.

 Communicate at the strategic level demonstrating command of the topic, logical organization,

compelling argument, and excellence in English grammar and syntax

ITPM Certificate (5 courses—15 Credits)

Core Courses (15 Credits)

Capital Planning and Portfolio Management

Information Technology Program Leadership

Data Management Strategies and Technologies: A Managerial Perspective

Strategic Information Technology Acquisition

Information Technology Project Management

Non‐Program Seeking

Non‐program seeking status allows students who meet College of Information and Cyberspace (CIC)

program eligibility requirements to enroll in courses without declaring an intent to complete a particular

CIC program. Students may take up to 9 credits before they must select a program. All courses must be

taken for a letter grade and will be recorded on student academic transcripts. Completed courses with

grades of B or higher may be applied to the applicable requirements of the selected program.
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Course Descriptions

Capstone 6700 (CAP) [part time only]

The Capstone course is the culminating learning

experience of the Government Information

Leadership (GIL) Master of Science Degree

Program. While enrolled in CAP, students

complete a Capstone synthesis project in their

area of concentration. The NDU CIC department

responsible for each Master of Science

concentration will define the specific nature and

detailed requirements for the type of project

suitable for the respective concentration and

decide how a particular project type is assigned

to a specific student.

Continuity of Operations 6504 (COO)

This course provides a broad description of the

major elements involved in developing and

implementing effective Continuity ofOperations

plans for public sector agencies. Using Federal

regulations and policies as a backdrop, the

course examines the technological, human

capital, legal, and acquisition factors involved in

creating and maintaining a COOP plan. Topics

include determining key assets and systems,

creating and implementing emergency plans,

working with the responder community,

developing metrics and exercises, and restoring

effective operations.

CIO 2.0 Roles and Responsibilities 6303

(CIO)

Students in the CIO 2.0 course examine the

essential analytic, relational, technological, and

leadership competencies that government CIOs     

and theirstaffs need to respond to and shape the

21st Century environment. Students assess the

high information and IT demands of customers;

examine the potential and perils of ubiquitous

technology and information saturation; and

weigh the tradeoffs of resource constraints, legal

and policy mandates, and security in an open

environment.

Critical Information Infrastructure

Protection 6230 (CIP)

This course examines the security of information in

computer and communications networks within

infrastructure sectors critical to national security.

These include banking, securities and commodities

markets, industrial supply chain, electrical/smart

grid, energy production, transportation systems,

communications, water supply, and health. Special

attention is paid to the risk management of

information in critical infrastructure environments

through an analysis and synthesis of assets, threats,

vulnerabilities, impacts, and countermeasures.

Students learn the importance of interconnection

reliability and methods for observing, measuring,

and testing negative impacts. Special consideration is

paid to the key role of Supervisory Control and Data

Acquisition (SCADA) systems in the flow of resources

such as electricity, water, and fuel. Students will

learn how to develop an improved security posture

for a segment of the nation’s critical information

infrastructure.  

Cyber Essentials for Senior Leaders 6219 (CEL)

  

This course focuses on educating senior leaders so

that they can better execute the responsibilities of a

board member within DOD, Federal Agencies, and

international partners.    Cyber leaders need both

technical knowledge and leadership skills to gain the

respect of technical team members, understand

what technical staff are doing, and appropriately

plan and manage security projects and initiatives.  

This course empowers the senior leader to become

an effective security leader and get up to speed

quickly on information security issues and

terminology.    The content of this is essential for a

government senior leader to understand how best

to work with the private sector to mitigate the risk

of cybersecurity breaches.  This course provides the

essentials for analyzing the cyber and information

security of information systems and critical

infrastructures, to include the challenges with cyber

legislation and governance, risk management

analysis of cyber systems, understanding the cyber

threat & vulnerability environments, protecting the

organizations intellectual property and financial
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information and budgeting process.  

Additionally, participants will have the chance

to participate in a tabletop breach exercise and

to choose from breakout tracks in healthcare,

national security, government oversight, and

law.  

Cybersecurity Fundamentals 6211 (CSF)

This course provides an overview of the

fundamentals of cybersecurity from the

perspective of a DoD or federal agency senior

leader. The course provides a foundation for

analyzing the cyber and information security of

information systems and critical infrastructure.

Law, national strategy, public policy, and risk

management methodologies are examined for

assuring the confidentiality, integrity, and

availability information systems and asset.

Cyberspace Activities and Authorities 6221

(CAA)

This course focuses on authorities across US

Agencies and international bodies regarding

cyber activities to include but not limited to:

security, defense, exploitation, and attack.  

According to the National Cybersecurity

Strategy 2023: “Our rapidly evolving world

demands a more intentional, more coordinated,

and more well‐resourced approach to cyber

defense. We face a complex threat

environment, with state and non‐state actors

developing and executing novel campaigns to

threaten our interests.”   This course explores

how the US to include government, law

enforcement, and industry, working with allies

and partners, use all instruments of power to

disrupt and dismantle threat actors to US

national security interests.

Cyber Security for Information Leaders

6201 (SEC)

This course exercises strategic leadership and

critical thinking in the development and use of

cybersecurity strategies, plans, policies, enabling

technologies, and procedures in cyberspace. It

especially explores concepts and practices of

strategic thinking and decision‐making in leading

cyber operations. This course explores network

security, threats, vulnerabilities, and risks with the

help of specific cases. It analyzes major challenges in

cyberspace, assesses specific challenges for cyber

leaders, and examines offensive and defensive cyber

operations. It provides cyber leaders with an

opportunity to explore the intersection of academic

and practical, operational knowledge.

Data Management Strategies and

Technologies: A Managerial Perspective

6414 (DMS)

This course explores the concepts of data

management and the data lifecycle as key

components for improving mission effectiveness

through the development of enterprise‐wide and

local data management programs and analytic

solutions. It examines management issues such as

data governance and organizational information

behaviors and values. The course uses the data

lifecycle framework to explore big data, data

analytics, and enabling information technologies

and methodologies from a senior leader

perspective. Case studies allow students to explore

data management issues and implementation. While

geared for managers, the course provides sufficient

insight into the underlying technologies to ensure

that students can evaluate the capabilities and

limitations of data management options and

strategies.  

Emerging and Disruptive

Technologies 6443 (EDT)  

This course examines the core concepts of

information technology and its rapidly expanding

role in solving problems, influencing decision making

and implementing organizational change. Students

will be introduced to an array of emerging

technologies at various levels of maturity. Students

analyze how emerging technologies using qualitative

and quantitative evaluation methods. Student

assess emerging technologies using forecasting

methodologies such as monitoring and experts

opinion, examining future trends, and assessing
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international perspectives.

Engaging Partners and Adversaries

through Diplomacy 6220 (EPA)

With a focus on cyberspace and its attendant

challenges and opportunities, this course will

examine the role of diplomacy in the national

security enterprise.    Both a U.S. domestic

concern and a function of international

engagement, diplomacy presupposes a diverse

array of actors and interlocutors who may or

may not share U.S. interests and values yet with

whom policy practitioners must engage to

advance U.S. priorities.  The course will explore

how diplomacy has been used to reduce risk to

the US and U.S. interests, and it will consider

the capacity of diplomacy to address as‐yet‐

unseen threats to the homeland and the

American people.  Students will gain insight into

the policy process and how the tools of

diplomacy have been used bilaterally and in

multilateral forums to advance policy priorities

in ways that uphold U.S. principles and values,

particularly as they come under threat from

strategic competitors and their efforts to

undermine U.S. global influence.   

Foundations of the Information

Environment 6165 (FIE)

This course introduces and explores the

foundational concepts of cyberspace as a

component of the information environment.We

first examine the information environment ‐‐ the

physical, virtual, and human aspects — in order

to understand how and why our actions have

strategic value. Then we consider the actions

themselves from the technical and human

perspective, with particular focus on

information‐related capabilities and activities in

and through cyberspace, in order to understand

how to deploy them. Finally, we learn about how

to generate, acquire, and manage the resources

for cyber and information operations.

Future of Federal Financial

Information Sharing 6607 (FFR)

This course focuses on the changing directions of

financial and management reporting for Chief

Financial Officers in a dynamic environment. In

response to evolving citizen and shareholder

expectations, financial statement reporting,

budgetary reporting, and cash reporting must be

accurate, transparent, and accountable, and result

in “clean” audit opinions. New reporting

expectations and changing accounting standards

require new relationships among federal, state, and

local governments, and government response to

evolving citizen and shareholder expectations,

financial statement reporting, budgetary reporting,

and cash reporting must be accurate, transparent,

and accountable, and result in “clean” audit

opinions. New reporting expectations and changing

accounting standards require new relationships

among federal, state, and local governments, and

government contractors, as well as enhanced

reporting to internal constituents of the CFO,

including program managers and the organizational

head. Successful reporting can be facilitated by

enterprise architecture, financial systems, and data

management techniques.

The Governance of the Information

Environment and Cyber Domain 6171 (GOV)

This course provides students of national cyber and

information strategy with the opportunity to

comprehend how information and cyber drive and

define nations, their governments, and in turn, their

relations in the global context. It is essential that

future national security strategists have the capacity

to evaluate strategic choices in terms of global and

national governance, rights, duties and obligations.

Thus, Governance has been developed by crossing

leading cyber and information threats, with levels of

national and international governance, to identify

and examine the key authorities and case studies

essential for a future cyber and information

strategist. By taking Governance, students will

analyze how: law is both a driver and definer of

national security strategy; states form and interact

through the law; states and private actors use and
22

influence law to pursue vital interests, security,

rights, and order; and how future national

security strategists and leaders have essential

responsibilities to define, engage, and use law

when developing national security strategy for

cyber and information.

Illicit Use of Cyber 6217 (IUC)

This course explores illicit uses of cyber (e.g.

terrorism, crime, human trafficking, etc.) and the

impact of these activities on national and global

security. The course explores the identity of

actors engaged in these activities, their

motivation, techniques, and what

countermeasures can be adopted to mitigate

their impact. The course provides a risk

management framework to help information

leaders leverage the benefits of cyber

technologies while minimizing risks.

Information, Warfare, Strategy

6151 (IWS)

This course provides theories, frameworks, and

tools for strategic planning and strategy

execution. It weds direct and indirect methods of

influence. Upon successful completion, students

will be able to plan and implement strategies

with emphasis on the information instrument of

state power in a way that is practical, actionable,

and intrepid. These strategies support every

warfighting function and all the instruments of

state power.

International Challenges in Cyberspace

6154 (ICC)

This course is designed to provide students with

an overview of the issues surrounding

cyberspace, including global governance and

policy frameworks, international investment,

and other national policies relevant to

cyberspace. Students will be introduced to the

goals and perspectives of critical state and non‐ 

state actors aswell as social, political, economic,

and cultural factors that lead to diverse

international perspectives to better understand

how the US and allied states should formulate

strategy and policy for cyberspace.

Multi‐Agency Information‐Enabled

Collaboration 6512 (MAC)

This course focuses on inter‐agency

collaboration in national, homeland security,

and national preparedness planning, decision‐ 

making, and implementation. It examines

current and proposed strategies, means and

models for improving inter‐agency collaboration

at Federal, State, and local levels, and beyondto

include multilateral non‐governmental and

international organizations and coalition

partners.

National Security and Cyber Strategy

6330 (NCS)

The Course is primary strategy course of the CIC

Cyber Leader Development Program. Students

gain understanding of the origins, formulation,

and application of national security strategic

logic to the cyber domain and information

environment.    Further, students will examine

and learn the implications for subordinate

organizations of the latest National Cyber

Strategy.    In so doing, students comprehend

their role and duty in the greater tradition of

national security strategy, while gaining

appreciation of the value they will bring as

practitioners of national security strategy for

cyber and information.   Participants will assess

how strategic logic can be used to define

context and desired ends, identify necessary

means, design ways, and assess costs, risks and

viability – with specific focus on the global cyber

domain.  

National Security Strategy 6159 (NSS)

In this course, students gain understanding of the

origins, formulation, and application of national

security strategic logic to the cyber domain and

information environment. In so doing, students

comprehend their role and duty in the greater

tradition of national security strategy, while gaining

appreciation of the value they will bring as

practitioners of national security strategy for cyber
23

and information. Through the use of readings,

case studies, exercises and writing assignments,

participants will assess how strategic logic can

be used to define context and desired ends,

identify necessary means, design ways, and

assess costs, risks and viability, with specific

focus on the global cyber domain and

information environment. Upon completion of

NSS, students will be strongly positioned to

apply discerning and incisive strategic analysis

to their thesis projects, the balance of the

courses they will take take at CIC and NDU, and

in their future careers as professional strategic

analysts and leaders.

Risk Management for Senior Leaders 6218

(RMF)

This course prepares future Chief Information

Security Officers (CISO), Senior Information

Security Officers (SISO) and senior staff involved

in the cyberspace component of national

military and economic power for their role as an

overall cyber risk assessment and acceptance

leader. Students explore how cyber security

relates to information security, security

governance, security program management,

system risk assessment and authorization as well

as day‐to‐day cyber security monitoring

management. Students will explore enterprise

security strategies, policies, standards, controls,

programs, cyber operations,security assessment

and measures/metrics, incident response,

resource allocation, workforce issues, ethics,

roles, and organizational structure.

Risk Management, Internal Controls, and

Auditing for Leaders 6608 (RIA)

This course presents a strategic understanding of

risk management, internal controls, and auditing

as they relate to the functions and

responsibilities within the CFO and audit

communities. This course examines how

effective leadership can enhance efficiency,

effectiveness, accountability, and transparency

of an organization to include federal, state, and

local governments. The primary focus is on the

importance of identifying and assessing risk,

describing, and improving internal control

techniques and practices, and evaluating and

recommending audit managementstrategies.

Strategic Competition in the Information

Environment 6166 (SCIE)

In this course, students will analyze how

information and cyberspace operations are

integrated into joint warfare and theater

campaign strategies. Students will explain what

is needed to operationalize information and

cyber power for theater strategy and

campaigning using joint planning systems and

processes. Finally, students will create and

propose military actions for campaigns,

operations, and activities in the Information

Environment and Cyberspace to achieve

strategic and operational objectives.

Strategic Information Technology

Acquisition 6415 (ITA)

This course explores acquisition processes that

seek to place information technology systems

into the hands of joint warfighters and agency

information leaders faster and with more ability

to adapt to fluid situations. We examine therole

senior military and agency leaders play in the

successful acquisition of information

technologies and services to achieve strategic

organizational goals. Students use the Systems

Development Life‐cycle (SDLC) as a framework to

explore acquisition strategies and charters,

requirements management, development,

testing, deployment, risk management and

sustainment activities, focusing on the

acquisition of IT and related services. Acquisition

best practices and techniques cited in the US

Digital Services Playbook are explored. IT‐related

risk management, to include avoidance of

counterfeit chips and computer malware, risks of

transition to cloud computing and advanced

analytics are also discussed. Significant emphasis

is placed on the contracting processes and

outsourcing of IT networks and services. Ethics

issues are explored using Department of Defense

acquisition case studies.
24

Strategic Leader Foundation

Course 6168 (SLF)

Welcome to the Strategic Leadership

Foundational Course (SLFC). The purpose of the

course is to provide students with a common

intellectual foundation essential for success in

the College of Information and Cyberspace

curriculum and longer‐term success as senior

leaders. The course will provide a foundation to

develop the skills for creative and critical

thinking; explore the concepts, principles, and

skills to help understand the global security

environment and address the challenges of

strategic leadership; introduce students to the

Joint Force and the strategic aspects of Joint

Professional Military Education; and provide a

foundation in information theory and strategic

principles. The course contains four sections

that work together to achieve the desired

learning outcomes: I) Strategic Leader Critical

Thinking, II) Strategic Documents and Key Joint

Professional Military Education Learning

Objectives, III) Sovereignty, Interests, and Grand

Strategy, and IV) Information Theory and

Power.

Strategic Performance and Budget

Management 6328 (SPB)

This course is an executive‐level view of

strategic planning, performance management,

and performance budgeting in public‐sector

organizations Using the Government

Performance and Results Act and Kaplan &

Norton’s Balanced Scorecard as frameworks,

students examine the linkage of mission to  

strategic planning, performance management,

measurement, operational strategies,initiatives,

and budgets to support senior‐level decision

making. Emphasis is on transparency,outcomes,

and linkage between organizational

performance and the organization’s budget.

With this critical understanding, students

develop leadership strategies that shape fiscal

budgets to achieve agency strategic outcomes.

Strategic Thinking and Communication

6414 (STC)

This course provides students with an introduction

to graduate‐level research, writing, and

communication, with a particular focus on the

critical and creative thinking that drives strategic

decision‐making. In support of the NDU and CIC

missions, the goal is to enrich strategic thinking and

provide support throughout the program for both

writing and oral communication. This is the course

where students can fully synthesize what they have

learned across all their courses and articulate the

ideas that will help them succeed beyond CIC.

White House, Congress, and Budget 6606

(BCP)

This course presents a strategic understanding of

federal budgeting and appropriations, with

particular attention to the role of the White House

and Congress. The course focuses on developing

leadership strategies to shape the fiscal

environment to achieve agency strategic outcomes,

examining topics such as the impact of current fiscal

issues.  
25

Colleges and Universities Accepting CIC Credits

CIC maintains academic partnerships with regionally accredited universities whose degrees align well

with our academic vision and educational programming. Graduates from our certificate programs can

apply to several partner institutions for completion of a master’s or doctoral degree program.

Academic partners generally accept 9‐12 graduate semester credits dependent on the certificate

program, and the number of courses completed with CIC. Students enrolled in CIC programs prior to

mid‐2014 may receive up to 15 transfer credits, depending on the certificate program.

We currently have 29 partner institutions. Many partners provide full‐time, part‐time, and/or online

learning opportunities. Several CIC partner universities updated their agreements over the previous year

to include new degrees and acceptance of additional NDU CIC certificates. Please check our website for

an updated list: https://cic.ndu.edu/catalog/partners/.

Questions about CIC’s Academic Partners, or the Academic Partner Program more broadly, should be

directed to Joe Billingsley, Director of Strategic Engagement (+1.202.685.2020).

Auburn (AL) Cal State San Bernardino (CA)

Capitol Technology University (MD) Central Michigan University (MI)

East Carolina University (NC) Florida Institute of Technology (FL)

Fort Hayes State University (KS) George Mason University (VA)

Global IA Certification (GIAC) SANS Illinois Institute of Technology (IL)

James Madison University (VA) Johns Hopkins University (MD)

Missouri Univ. of Science and Technology (MO) New Jersey City University (MJ)

New Mexico Tech (NM) Northeastern University (MA)

Nova Southeastern University (FL) Pace University (NY)

Regis University (CO) San Diego State University (CA)

Southern Methodist University (TX) Syracuse University (NY and DC)

University of Arkansas at Little Rock (AR) University of Detroit Mercy (MI)

University of Illinois at Springfield (IL) University of MD Baltimore County (MD)

University of MD Global Campus (MD) University of Nebraska at Omaha (NE)

University of North Carolina at Charlotte (NC) University of Texas at San Antonio (TX)

University of Tulsa (OK) University of Washington (WA)

Walsh College (MI)

(As of July, 2022)

Cyber PME Consortium

The Cyber Professional Military Education (PME) Consortium is a structured community of interest led

by CIC. It was born out the demand for increased collaboration among the many educators and trainers

focused on cyber topics across the American PME community. In addition to online resource sharing and

discussion, physical meetings have taken place at CIC and rotating hosts like the Air Cyber Collage and

Naval War College. Updates about this Consortium can be found here,

https://cic.ndu.edu/Events/Cyber‐PME‐Consortium/.
26

DoD University Consortium for Cybersecurity Coordination Center

(UC2)

CIC serves as the Coordination Center for the DoD University Consortium for Cybersecurity (UC2). The

UC2 Director is Dr. Gwyneth Sutherlin.

UC2 fulfills the legislative requirement of the 2020 National Defense Authorization Act (NDAA) Section

1659 (Consortia of Universities to Advise Secretary Defense on Cybersecurity Matters). UC2 exists to

facilitate the two‐way communication between the Secretary of Defense (SECDEF) and academia across

the United States.

Key partners of this effort include the National Security Agency (NSA) Center of Academic Excellence

(CAE) Community and the Office of the Under Secretary of Defense (USD) for Research and Engineering

(R&E).
27

Admissions

Minimum Eligibility Criteria

1. U.S. Government Affiliation

a. Federal Government civilian employees, military officers, non‐federal government

employees (state and local government), and private sector employees working in a

field relevant to the CIC curriculum and approved by the jointstaff.

2. Education

a. All applicants must possess a bachelor’s degree from a regionally accredited U.S.

institution or the equivalent from a foreign institution. The minimum grade point

average considered for admission is a 3.0 on a 4.0 scale for all previous undergraduate

work. In cases where the undergraduate GPS is below 3.0, a cumulative GPA of 3.3 in 6

or more graduate credits (from CIC or other accredited programs) may be used to

determine eligibility.

3. Pay Grade/Rank and Experience

a. A federal civil service pay grade of GS‐13 or equivalent/military officer rank of O‐4 or

above. Non‐federal employees, to include state and local government, must be of an

equivalent grade. Private sector employees must be of an equivalent grade and work in

a field relevant to the CIC curriculum.

4. English Language Proficiency (if necessary)

a. International students whose native language is not English are required to demonstrate

their English proficiency by passing an English comprehension test with an ECL of 85 for

the CIO Leadership Development Program or a 90 for all other certificate programs.

Exceptions can be made for applicants whose university degree is from a regionally

accredited U.S. institution, or whose home country is on the DSCA Country Exemption

List. Contact the CIC Office of Student Services for further details.

Military Reserves and National Guard

Members of the Military Reserves or National Guard who do not meet the above admissions criteria

(e.g., Government affiliation) may apply for admission based on their full‐time Military Reserve or

National Guard status. Education and grade/rank minimum requirements apply regardless of employer.

Contact the CIC Office of Student Services for further details.

International Applicants

International students (non‐US citizens) must apply through the appropriate Security Assistance Training

Field Activity (SATFA) country program manager. For additional information, please visit the CIC

international student’s webpage at https://cic.ndu.edu/Admissions/International‐Students/.
28

Applications for Admission

A. Required documents for Master’s and Leadership Development Programs:

1. Application for Admission

2. Résumé

3. Employment Verification and Recommendation Form

4. Professional Letter of Recommendation

5. Official Undergraduate and Graduate (if applicable) Transcript(s)

6. Writing Sample

B. Required documents for Certificate and Non‐Program Seeking:

1. Application for Admission

2. Résumé

3. Employment Verification and Recommendation Form

4. Official Undergraduate and Graduate (if applicable) Transcript(s)

For further information, please refer to our instructions online at

https://cic.ndu.edu/Admissions/Application‐Instructions/.

To Apply

U.S. applicants should submit all the required documents in the same application packet online at

https://cic.ndu.edu/Admissions/Apply‐Online/. International applicants, please see previous section on

international student enrollment for SATFA guidance.

Mail official transcripts to:

NDU CIC Office of Student Services

300 5th Avenue, Marshall Hall, Building 62, Room 145

Fort McNair, Washington, DC 20319

Email official transcript to:

CICOSS@ndu.edu
29

Admissions Deadlines

All Certificate, Non‐Program Seeking, M.S. degree, and CIO‐LDP programs are open to new applicants

and existing CIC students.

Certificate, Non‐Program Seeking, and M.S. degree applications are reviewed on a rolling basis. For

admission to a specific term, please provide a complete application, including all supplemental

materials, no later than the dates listed below:

Spring 2024 Semester: September 1, 2023

Summer 2024 Semester: January 1, 2024

Fall 2025 Semester: June 1, 2024

Please note that all courses are taken for graduate credit. Thus, all students are required to be admitted

to a program prior to registering for a course. Please complete the admissions process before submitting

a course request.

NDU CIC courses are available to eligible Federal civilian agency government employees, Department of

Defense (DoD) civilian employees, military officers, non‐Federal Government employees (i.e. state and

local government), and private sector employees sponsored by a government agency.

Program Policies

All students are responsible for understanding the academic policies of the university and their

academic program, including deadlines, attendance, curriculum requirements, grades, and academic

integrity.

Applying Coursework from Other Institutions

Graduate Certificate Program Participants

CIC does not accept transfer credits from outside institutions. CIC courses taken for non‐credit may not

be used to fulfill certificate requirements. Courses that cross certificates may only be used to fulfill one

certificate requirement; in these cases, an alternate course will be identified for program completion.

All coursework applied toward a certificate must be completed within four years of program admission.

Master of Science Program Participants

Subject to graduate time limit requirements, a student may use up to three NDU CIC classes passed with

a grade of B or higher toward attaining the Master of Science degree. Courses from outside institutions

are not accepted for transfer. CIC courses taken for non‐credit may not be used to fulfill certificate

requirements. All coursework applied toward the Master of Science degree must be completed within

five years of program admission.

Leave of Absence

Students may apply for a leave of absence due to exceptional circumstances by submitting a written
30

request to NDU CIC Office of Student Services. The letter should provide a detailed explanation of the

circumstances leading to the request, and a justification of the time requested. Requests for a leave of

absence may be made for up to one academic year. An approved leave of absence will extend the

student’s program completion timeline. Requests should be e‐mailed to CICOSS@ndu.edu. Approval

will be provided by e‐mail.

Program Withdrawal

Students seeking to withdraw from NDU CIC programming must submit the program withdrawal form

found on our website https://cic.ndu.edu/catalog/policies/to NDU CIC Office of Student Services.

Confirmation of withdrawal will be provided via email.

Continued Enrollment

Students must demonstrate continued progress at NDU CIC to maintain enrollment. This requires a

minimum of one course every 12 months, and a cumulative 3.0 overall GPA. Students who fail to meet

these standards will be administratively withdrawn from the college. Students are eligible to reapply

for admission.

Master of Science (M.S.) Degree Program: All coursework applied toward a M.S. Degree must be

completed within five (5) years of program admission. Courses taken after the five‐year deadline will

be subject to repeat, although the credit itself will not be revoked.

Graduate Certificate Programs: All coursework applied toward a certificate must be completed within

four (4) years of program admission. Courses taken after the four‐year deadline will be subject to

repeat, although the credit itself will not be revoked.

Academic Probation

Students will be placed on probation upon receiving one (1) course grade of F and/or when their

cumulative GPA falls below the required 3.0 for continued enrollment. Students on probation must

attend a mandatory counseling session with their academic advisor and, if applicable, raise the GPA to

a 3.0 on a timeline approved by the NDU CIC Office of the Dean. Students who receive a second course

grade of F and/or who fail to raise their GPA within the prescribed timeline or credit load will be

dismissed from the program.

Dismissal

CIC may dismiss students from the program for reasons including, but not limited to, unsatisfactory

academic progress/performance, and/or upon the decision of the Academic Review Board.

Reinstatement

Dismissed students who wish to seek reinstatement must reapply for program admission. CIC may

grant reinstatement on a case‐by‐case basis. Once eligibility is reviewed, it will be determined which
31

previous courses, if any, may apply to the reinstated student’s body of study.

Academic Policies

Student Preparation

Students are expected to prepare for each academic session by reading assigned materials. Readings are

often the focus for seminar discussions, or key parts of in‐class exercises. Faculty and other seminar

participants will assume that reading assignments have been completed by the start of the session.

Student Assessment

CIC students must demonstrate mastery of intended learning outcomes in each course. Faculty

members formally assess student achievement of learning outcomes as detailed in course assessment

plans and provide detailed feedback to students on their performance. Faculty members utilize

assessment plans highlighting proposed assessment techniques, including but not limited to papers,

projects, exercises, and participation. CIC end‐of‐course assessments require students to apply the

material through written papers or presentations. End‐of‐course assessments submitted for a grade

cannot be rewritten or resubmitted.

Grading

The following letter grades and their achievement equivalents are used by the NDU CIC to evaluate

student performance in courses and in the overall program. Grade points corresponding to each letter

grade determine a student’s academic average and eligibility to graduate. Master of Science and

Graduate Certificate students must maintain a GPA of at least 3.0 to graduate.

Only one grade of C may be used to fulfill certificate program requirements, while a grade of C cannot

be used to fulfill requirements for the Master of Science degree program.

NDU Grade Scale

The table below shows letter grades, qualitative descriptors, quality points, and percent ranges to be

used for grading. While brief, the While brief, the qualitative grade descriptors nonetheless capture

the range of graded outcomes, with the grade of B+ generally associated with the expected student

performance. Quality points are used to calculate a student's Grade Point Average (GPA), whereas

percent ranges are used for final course grades, individual assignments, and other course activities.

Course letter grades and overall GPA are displayed on the student’s transcript.
32

Letter Grade Qualitative Descriptor Quality Points Percentage

Range

Point Range

for

Rounding

A Excellent (or Top tier)

Performance

4.00 96‐100 95.50‐

100.00

A‐  Better than Expected

Performance

3.70 90‐95 89.50‐

95.49

B+ Expected Level of

Performance

3.30 86‐89 85.50‐

89.49

B Acceptable Performance 3.00 83‐86 82.50‐

85.49

B‐  Marginal Performance 2.70 80‐82 79.50‐

82.49

C Unacceptable

Performance

2.00 70‐79 69.50‐

79.49

F

(For graded

course)

Failure 0.00 0‐69 0.00‐69.49

P

(For Pass‐Fail

designated

course)

Pass 0.00 N/A N/A

F

(For Pass‐Fail

designated

course)

Fail 0.00 N/A N/A

Non‐GPA Annotations

Non‐Credit Bearing Audit: The audit grade is assigned to students who elect to take a course for non‐ 

credit. Audit is awarded to students who successfully complete requirements except the final

assessment. To attain full academic credit, students must retake the course. Students must declare, in

writing, if they are taking the course for non‐credit by Friday of the seminar week (week 2).

Incomplete (I) The I grade for a course will be assigned only upon approval of the course instructor and

the Dean of Faculty and Academic Programs. Incomplete indicates that one or more course

requirements has not been completed for reasons that, in the judgment of the course director, were

unavoidable. A student must initiate the request for an incomplete grade with the instructor. The

student and the instructor will specify in writing the requirements to be completed and the deadline for

completion, which may not exceed two semesters. Upon completing all the outstanding requirements,

the student must request that the instructor change the Incomplete to the appropriate letter grade.

Any Incomplete grade not resolved within two semesters will be automatically converted to an F grade.
33

Course Withdrawal (W):

Students who drop a course on or after the Course Start Date (CSD) but before 25 percent of the course

is completed will receive an academic grade of W. The student must submit the request to withdraw in

writingtotheOfficeofStudentServices. A gradeofWalsocanbeassignedbythefacultyor theOffice of

Student Services for administrative purposes. Students whodropacourseafter 25 percent of the course

is completed will receive a grade of F,unless he or she can provide documented evidence of unusualand

extenuating circumstances(e.g.,seriousillness, deployment to combatzone).

Capstone Grade Policy

The letter grade B is the lowest possible passing grade for Capstone. Students may retake the capstone

only once. Students who are unsuccessful after their first Capstone attempt may be required to meet

additional graduation requirements.

Grade Submission

Faculty will assign a grade for each student in accordance with the NDU grading policy. The faculty will

submit course grades to the University Registrar via the appropriate electronic resources. A faculty

member cannot change a student’s grade after the course grade has been submitted. Any grade

alteration request must provide documentation specifying the reason and have the approval of the

Dean of Faculty and Academic Programs, and the University Provost.

Grade Appeal Policy

Students may appeal their grade on any assessment for which they feel the instructor has abused

their discretion or issued an arbitrary or capricious grade. In every case, the burden of proof rests

with the student to demonstrate a cause for a change in grade. The student has seven (7) workdays

after receiving the grade and assessment feedback from the instructor to file a written appeal

via memorandum with the Course Director

In the event that the Course Director is also the student’s instructor, the student should deliver the

Appeal memo to the college Associate Dean of Faculty. For a student taking an elective taught by

a faculty member from a different college, the process is the same except the student would file

their appeal with instructor’s college Associate Dean. Similarly, for a student taking an NDU

elective (one offered by non‐college faculty), the student will file their appeal with the Deputy

Provost.

Prior to initiating a grade appeal, the student should meet with their instructor to discuss their

performance on the assessment. As a professional courtesy, the student should inform the

instructor if they intend to file an appeal.

Upon receipt of the Appeal memo, the Course Director (or Associate Dean or Deputy Provost) will

have 7 work‐days to conduct an assessment and issue a ruling to the student. In all cases, the same

timelines apply; 7 work‐days to file an Appeal, and 7 work‐days for final adjudication.
34

Academic Integrity

CIC has a zero‐tolerance policy toward plagiarism and other breaches of academic integrity and will

enforce the National Defense University Statement on Academic Integrity. Students should consult the

NDU website for the most up‐to‐date information on Academic Integrity

https://www.ndu.edu/Academics/Academic‐Policies/.

Statement On Academic Integrity

NDU shall always foster and promote a culture of trust, honesty and ethical conduct. This statement on

academic integrity supports the above guiding principle and applies to all components of the National

Defense University. The purpose of this broad university policy is to establish a clear statement for zero

tolerance for academic dishonesty and to promote consistent treatment of similar cases across the

University on academic integrity and the integrity of the institution. This document should not be

interpreted to limit the authority of the University President or the Vice President for Academic Affairs.

This policy includes two key areas: academic integrity as it applies to students and participants at

National Defense University; and academic integrity as it applies to assigned faculty and staff.

Breaches of Academic Integrity

Breaches of academic integrity include, but are not limited to:

 Falsification of professional and/or academic credentials.

 Obtaining or giving unauthorized aid on an examination.

 Having unauthorized prior knowledge of an examination.

 Doing work or assisting another student in their work without prior authorization.

 Unauthorized collaboration; multiple submissions.

 Plagiarism; and breaking the non‐attribution policy.

Students are required to provide accurate and documentable information on their educational and

professional background. Students admitted with false credentials are subject to university sanction.

Unauthorized collaboration is defined as students working together on an assignment for academic

credit when such collaboration is not explicitly authorized in the syllabus or by the instructor.

Multiple submissions are instances in which students submit papers or other work that were or are

currently being submitted for academic credit to other courses within NDU or at other institutions. Such

work may not be submitted at NDU without prior written approval by both the NDU instructor and

approval of the other institution.

Plagiarism is the unauthorized use of intellectual work of another person without providing proper

credit to the author. All types of scholarly work, including but not limited to writing, computer code,

speeches, slides, music, data and analysis, and electronic publications fall within these bounds.

Plagiarism may be more explicitly defined as:
35

 Using another person’s exact words without quotation marks and a footnote/endnote

 Paraphrasing another person’s words without a footnote/endnote

 Using another person’s ideas without giving credit via footnote or endnote

 Using information from the web without giving credit by means of footnote or endnote

To remind students of possible breaches of academic integrity, they are encouraged to submit their

papers and assessments for review by plagiarism‐detecting software prior to submission for grading.

Sanctions for Breaches of Academic Integrity

Sanctions for breaching academic integrity standards include, but are not limited to disenrollment,

suspension, denial or revocation of degree, diploma, or certificate, a grade of no‐credit with a transcript

notation of “academic dishonesty”, rejection of the work submitted for credit, letter or admonishment,

or other administrative sanctions. Members of the United States military may be subject to non‐judicial

punishment or court‐martial under the Uniform Code of Military Justice.

Academic Review Board

The CIC Academic Review Board is responsible for reviewing cases of student performance that include

breaches of the College’s academic integrity policy.

Students referred to the Academic Review Board will be notified via email. The communication will

include a summary of the reason for the referral and request the student to appear before the Academic

Review Board.

When a student’s work is referred to the Academic Review Board, their record will be placed on

“Academic Hold” status. All actions affecting their coursework, including grading, will be suspended

pending the outcome of the Academic Review Board’s inquiry.

Remediation  

Colleges will follow their own internal remediation policies except as noted below:

a. Any assessment, regardless of point or percentage value in a course, where a student earns a C

(Unsatisfactory Performance) or lower will be remediated.

b. Under normal circumstances, the remediation will occur under the same conditions as the

original assessment. For example, if the assessment is an in‐class essay, the student will take

another in‐class essay; if it is an oral comprehensive exam, the student will take another oral

comprehensive exam. Deans of Faculty are authorized to modify the conditions for the remedial

assessment on a case‐by‐case basis.

c. To facilitate the most effective learning environment and not overwhelm the student with

additional assessments, the reassessment will occur in a timely manner, usually no later than 7

calendar days after the remedial instruction is complete.

d. Upon successful remediation, the student will receive a grade no higher than a B‐ (80%) and

the instructor will annotate the remediation process in the student’s record.
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Non‐Attribution Policy

Presentations by guest speakers constitute an important part of CIC curriculum. In order that these

guests, faculty, and other officials may speak candidly, the College guarantees that presentations and

remarks will be held in strict confidence. Without the explicitly expressed permission of the speakers,

nothing they say may be attributed to them directly or indirectly in the presence of anyone who was not

authorized to attend the presentation. This policy is not intended to preclude references by students

and faculty within the academic environment to opinions expressed by speakers. However, courtesy,

good judgment, and the non‐attribution policy preclude citing those views, even if the speaker is not

identified by name. Specifically, the non‐attribution policy provides that:

 Classified information gained during these presentations may be cited only in accordance with

the rules applicable to its classification. Additionally, without consent, neither the speaker nor

the College may be identified as the originator or source of the information.

 Unclassified information gained during lectures, briefings, and panels may be used freely within

the academic environment; however, barring consent, neither the speaker nor the College may

be identified as the originator of the information.

 Breaking the non‐attribution policy is a breach of academic integrity.

Guest Speaker Procedures

Students are to be seated at least 5 minutes prior to the scheduled starting time and will stand when the

guest speaker(s) enters the room. As a courtesy, students will not enter late or leave the room prior

tothe conclusion of the event. It is customary to applaud the visiting speaker at the end of the

introduction and to stand and applaud the visiting speaker at the end of the lecture and question‐and‐

answer period.

Questions are essential to a productive discussion session with guest speakers. CIC expects students to

be prepared and willing to ask high‐quality questions of the speaker. When asking questions, students

must identify themselves and state their parent institutions/bureau/agency/etc.

Speaker presentations and their associated question‐and‐answer sessions customarily are not recorded

or transcribed, and never without the expressed consent of the speaker. This policy is complementary to

the non‐attribution policy.

Audio and Video Recording Policy

The College’s policy on video/audio recording of lectures is subject to the consent of the speaker. CIC

will respect the wishes of the speaker if consent to record presentations is withheld. All video/audio

records are subject to disclosure to members of the public, pursuant to the Freedom of Information Act

of 1974. All speakers are notified of this policy in writing in the letter of invitation. Each speaker is

requested to sign a release prior to the lecture being recorded. Personal digital video or audio recording

of Hopper Auditorium or Lincoln Hall is strictly forbidden.
37

Attendance Policy

Students are expected to participate in all scheduled class sessions and activities. The College will not

issue course credit (or P for non‐credit) if more than five percent of class is missed.

Absence from class activities degrades the continuity and effectiveness of the education process for all

involved. Accordingly, absences may be authorized only under the most extenuating circumstances.

Students are responsible for any missed coursework.

Course directors may approve a maximum of two hours of missed class time. All absences exceeding

two hours must be pre‐approved by the Dean of Students.

NDU Code of Conduct

To advance the mission of educating, developing, and inspiring national security leaders, we must

continually create and maintain an academic environment founded in a community of trust that

demands excellence in professional conduct and ethical standards. Students must adhere to the highest

standards of honor. Specifically, students will not lie, cheat, steal, or otherwise behave in any way that

discredits themselves or impugns the reputation of their fellow students at National Defense University.

Failure to follow these standards may result in administrative action, including dismissal from the

University.

Dress Policy

Military and civilian personnel are expected to exemplify professional standards of dress and

appearance. A business suit with tie or conservative sport coat with tie is considered appropriate dress

for men; commensurate attire is expected of women. Military students may wear either a class B

uniform or civilian attire as described above. Some events will require military students to wear their

Dress Uniform.

Spouse travel

NDU policy prohibits spouses and family members accompanying or meeting students and faculty

members on field studies. This policy is strictly enforced and exists to eliminate any possible perceptions

that field studies are not a full‐time, professional endeavor.

Student Appeals

Student appeals are directed through the Office of the Dean of Faculty and Academic Programs for

review and decision. Only written appeals with written documentation will be considered. Appeals

should be submitted via email to CIC Dean@ndu.edu.
38

Student Services and Resources

NDU CIC Office of Student Services

The NDU CIC Office of Student Services (OSS) is in Room 145, Marshall Hall. Students should consult the

OSS for assistance with admissions, registration, course management, tuition processing, and online

student information system operations. Office hours are 0700‐1500. The Office of Student Services can

be reached by phone at (202)685‐6300 and by email at CICOSS@ndu.edu.

Disability Support

The Americans with Disabilities Act (ADA) provides civil rights protection for persons with disabilities.

This legislation guarantees a learning environment that provides for reasonable accommodation for

students with disabilities. If you believe you have a disability requiring an accommodation, please

contact the NDU CIC Office of Student Services.

Directions to Fort McNair

Ft. McNair Campus Fort Lesley J. McNair

300 5th Avenue

Washington, DC 20319

Enter via the Visitor’s Gate (2nd St NW) for vehicle and foot traffic. DoD (military or civilian) or

government photo ID required for entry. DC area and facility badges are not valid for entry.

Vehicles may be searched and are mandatory for some and random for all. If directed to report for a

vehicle search, you must comply. All personal belongings brought into this post are subject to search.

Security

Students must present valid ID at the Marshall or Lincoln Hall Guard Desks upon entering the buildings,

and visibly display ID badges in a visible place while participating in CIC courses. The Guard Desk can be

reached at (202)685‐3766. All personal property should always be secured. Do not leave purses or

wallets in classrooms during breaks. Do not leave personal articles and clothing in the building

overnight.

Class Hours

Resident classes start at 0800 and end by 1700 each day. Breaks are scheduled throughout the day.

Hours for Distance Learning (DL) classes may vary. Consult course syllabus for details. Students are

expected to be prompt and prepared for all courses.

Transportation

The DC area has several public transportation options. Information can be found at the following links:

 Washington, DC Metro: https://wmata.com/
39

 Virginia Railway Express: https://www.vre.org/

 Maryland MARC Train: https://www.mtamarylands.com/services/marc

 Amtrak Railway: https://www.amtrak.com/

Lost and Found

Report or turn in lost/found articles to the security guard on duty in the building where the article was

lost/found. If theft of an item is suspected, first check to see if it has been turned in to the security

guard. If not, notify the CIC Office of Student Services, the NDU Security Office, and the Fort McNair

Military Police (MPs). After the MPs complete their report, the case is turned over to Fort Myer for

investigation. When complete, a claim can be made against the government. Government claims require

two estimates of loss with the Standard Form (SF) 95 when filing at the Fort Myer Claims Office:

(703)696‐0761. In general, the government will not pay a claim unless the stolen property was properly

secured at the time of theft.

Inclement Weather

When adverse weather conditions in the Washington, DC area necessitate closing federal offices, the

University will also close. Students should call (202) 685‐4700 from an off‐campus phone to obtain

guidance. Press option #2 at the voice menu. Alternately, students can check the OPM website at:

http://www.opm.gov/status. In the event that CIC is closed or has a two‐hour delay, students should

check with their instructors via Blackboard or email to determine whether alternate course plans will be

implemented.
40

NDU Library

The NDU Library is a world‐class academic library with a full complement of resources, services, and

staff dedicated to ensuring all students achieve academic success. It is a 24/7 virtual library with

branches in Washington, DC and Norfolk, VA. The Washington, DC library is in Marshall Hall.

Library Website – on campus: http://ndu.libguides.com/ndulib

Library Website – off campus: Use the “NDU Libraries” tab in Blackboard

MERLN: http://merln.ndu.edu

Hours: Monday‐Thursday, 0700‐1800; Friday 0700‐1500 Location: 2nd and 3rd Floors, Marshall Hall

Telephone: 202‐685‐3511

Email: library_reference@ndu.edu

Services

Students all have access to ask‐a‐librarian, a virtual reference service that connects students to research

assistance. Service to students emphasizes instruction on conducting independent research with the

expert guidance of reference librarians, which allows students to explore the breadth of information on

a topic and benefit from the discovery process. The library team teaches students to search effectively,

evaluate information sources critically, synthesize selected sources into personal knowledge, and use

information effectively in scholarship. Additionally, students have borrowing privileges to make use of

the library’s extensive collections of print, audio‐visual, and electronic resources. On‐campus students

can attend a library orientation program that introduces them to a wealth of resources. A variety of

additional research classes are offered in an online environment. Contact the library to inquire about

current course offerings.

Collections

The library houses over 500,000 books, periodicals, and government documents covering a vast array of

subject areas and topics. Blackboard accounts provide access to virtual collections including 100+

subscription databases covering an array of research topics, 20,000+ electronic journals, newspapers,

dissertations, and magazines, and 125,000+ eBooks.

Special collections

Located on the upper level of the library, Special Collections, Archives, and History is the repository for

personal papers, the NWC archives, student papers, lectures, rare books, and more. Exhibits which

support the curriculum and special events, as well as artwork, are organized by Special Collections. A

resource for the history of Fort McNair, the staff provides tours of the post and research support from

local history collections.
41

Classified Documents Center

The library’s Classified Documents Center is in Marshall Hall, Room 316. Proper clearance and positive

identification are required to enter and use materials and services. Online networks (Intelink‐TS and

SIPRnet), secure meeting spaces, and storage boxes are available. Hours of operation are Monday‐ 

Thursday, 0730‐1600; Friday, 0730‐ 1500.

MERLN

MERLN contains the most comprehensive collection of Defense White Papers and national security

strategies available on the Web with contributions from more than 85 countries. MERLN features the

Military Policy Awareness Links (MiPALs), custom‐made research guides created by the library staff on

topics such as Cybersecurity, National Security Strategy, Iraq, Iran, Afghanistan, and Terrorism. Each

MiPAL offers U.S. policy statements supplemented by the latest collection of articles, reports, and

analysis of U.S. policy options from a global network of think tanks. Additionally, MERLN hosts the U.S.

National Strategy Documents, an in‐depth collection that includes National Security Strategies dating

from the Reagan Administration to the present day, Military and Defense Strategies, and Quadrennial

Defense Review reports.
42

Campus Facilities

Subway

Subway is in Lincoln Hall and open Monday through Friday, 0700‐1400, in Room 1501 near the

passenger elevators on the first floor.  

Fitness and Recreation Facilities

The main fitness center is located across from the NDU Lincoln Hall parking lot. Additional fitness

centers are also located within the Roosevelt and Eisenhower Halls***.

***Currently closed for renovations.

Medical Assistance

Routine medical care for military personnel is available on post at the Fort McNair Health Clinic, Building

58, from 0630‐1500; call (202) 685‐3100 for an appointment. Military sick call is on a walk‐in basis from

0630‐0830 and 1130‐1300. Physicals, immunizations, and other services can be obtained by

appointment.

US Post Office

A USPS branch office is in Building 29 (202) 523‐2144), just inside the ceremonial gate. Hours of

operation are 0815‐1300 and 1400‐1615 Monday through Friday. The facility is closed on Saturdays,

Sundays, and recognized holidays.

Chapel

The Fort McNair Chapel, Building 45, is available for religious services, ceremonies, and programs. Call

the Chaplain’s Office at (202) 685‐2856 for further information.

Shoppette/Gas Station

The Fort McNair shoppette and Gas Station is open 7 days a week from 0800‐1700. To contact the

shoppette, please call (202)484‐5823.

State Department Federal Credit Union

Members of the State Department Federal Credit Union may conduct their banking at the Fort McNair

branch in Building 41. The credit union can be reached at (703)706‐5127.
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Barber/Beauty Shop

Fort McNair’s Barbershop and Beauty Salon are in Building 41. Hours vary, for more information, please

call (202)484‐2354.

ATM

There is a State Department Federal Credit Union ATM located outside the cafeteria in Lincoln Hall.

Telephone Services

In the case of an emergency, incoming calls for students should be made to the Office of Student

Services during regular business hours (0700‐1500). The Office of Student Services can be reached at

(202)685‐6300 or DSN 325‐6300. OSS will contact students in their classroom.

Dialing from University Phones

 To dial DSN, dial 94 then the DSN number.

 To dial a commercial number, dial 991 then the area code and number, as appropriate.

 To dial internally within NDU, please press 685 and then the extension.
44

Faculty and Administration

Leadership

Cassandra Lewis, Ph.D.

Chancellor

Stuart Archer

Dean of Administration

Linda Baughman, Ph.D.

Director of Institutional

Research

Jonathan Beasley, COL

Assistant Professor  

Dean of Students

Jim Chen, Ph.D.

Associate Dean of Academic

Programs and Planning

Nakia Logan

Director of Student Services

Frank Marlo, Ph.D.

Dean of Faculty and Academic

Programs

Donna Powers

Director of Academic

Support

Department of Cyber Strategy and Infrastructure

Marwan Jamal, Ph.D.

Department Chair

Professor

Keith Caldwell, LTC

Military Faculty

James Churbuck

Associate Professor of

Practice

Mark Duke

Associate Professor of

Practice

Amy Hamilton, Ph.D.

DOE Chair

Linda Jantzen

Assistant Professor

Mike Love, Ph.D.

Associate Professor

Kenneth Miller, Col

Military Faculty

Frank Nuno

Assistant Professor

Robert Richardson IV  

DISA Chair

Joanna Shore, Ph.D.

Professor

Mike Stamat, Ph.D.

Military Faculty

Melissa Thomas, Ph.D.

Professor

Nalonie Tyrrell, LTC

Military Faculty

J.D. Work

Associate Professor
45

Department of Information Strategy and Disruptive Technology

Dorothy Potter, Ph.D.  

Department Chair

Professor of Practice

Elena Bailey

Assistant Professor

Michael Brody, J.D.

DHS Agency Chair

Abdullah Clark, MAJ

Military Faculty

Howard Clark, Ph.D.

Associate Professor

Andrew Gadbois,

CDR Military Faculty

Sea Service Chair

John Giuseppe, CDR

Assistant Professor

Military Faculty

Jill Goldenziel, Ph.D., J.D.

Professor

David Harvey

Professor of Practice

Richard Love, Ph.D.

Professor

Charles McLaughlin

Professor of Practice

Domenic Savini  

Federal Accounting

Standards Advisory

Board Chair

Joseph Schafer, Ph.D.

Professor

Brian Shott

DOS Agency Chair

John Sullivan  

Professor of Practice

Gwyneth Sutherlin, Ph.D.  

Assistant Professor

Harry Wingo, J.D.

Assistant Professor

Andrew Whiskeyman  

Associate Professor

Staff

Steve Beland

Technical Writer Ctr

Ishid Camp

Student Services Ctr

Deanna Fisher

Research Fellow

Kendra Ostrowski

Academic Specialist

Frederick Pack IV, Maj

Director of Operations

Scott Riess

Admin Support Ctr

Judy Robertson  

Student Services Ctr

Noah Stevens III

Academic Support Ctr

Tamera Stringfield

Administrative Assistant Ctr