Dr. J. P. “Jack” London Executive Chairman & Chairman of the Board

1. Accountability in Contracting:Doing the Right ThingNational Contract Management Association27th Annual Government Contract Management ConferenceFriday, November 21, 2008 Dr. J. P. “Jack” London Executive Chairman & Chairman of the Board

2. Navigating the Contracting Maze OCI IDIQ RFP's FAR Compliance SOW BPA

3. CACI Over the Years • 1960’s • SIMSCRIPT • First government contracts • 1970’s • London joins as PM • Growth in DoD • 1980’s • London becomes CEO • CICA • 1990’s • “Networked” world • Government “Cut Backs” • Today • $2.5 billion in revenue • 12,300 employees

4. CACI’s Culture, Ethics & Integrity At CACI our culture is our character and our identity.

5. The Importance of Culture The Journal of Contract Management Summer 2008 “…a solid corporate culture, a code of ethics, and an effective compliance program would reduce, if not eliminate, the number of ethical violations taking place. In addition, from both a government and a private contractor perspective, it is important to remember the critical relationship formed between ethical conduct and the organization. Unethical conduct breaks this relationship, resulting in loss of competitive ability and disruption of the trust and integrity of the organizational culture.”

6. Facing the Abu Ghraib Crisis

7. The CACI Way

8. CACI’s Hypercrisis Management Model • Acknowledge the facts • Outreach to employees, clients, investors and public • Push back against the media • Cooperate with all investigations • Set the record straight

9. CACI’s Standards of Ethics • “Additional Policies Relating to U.S. Government Contracting • As a government contractor, we have a special obligation to the U.S. Government, and to the general public, to ensure that we administer our contracts and deliver our products and services in a manner that fully satisfies both our legal obligations and our own high standards of integrity and quality. • Contracting with the U.S. Government imposes requirements not traditionally associated with purely commercial business transactions. We are committed to compliance with the letter and spirit of the laws and regulations governing U.S. Government contracting.”

10. Culture is a Moral Compass A National Asset for National Missions 10

11. “The Truth Will Out”

12. The Future of Contracting • Oversight & Accountability • Conflicts of Interest • Standard of Ethics & Conduct • Contractor Databases

13. “Always do right” • Contract Management • June 2006 • “Ultimately, a robust and valued ethics-based environment in contract management cannot be cultivated solely from a set of laws, statutes, or guidelines. It is imperative that leaders in business and in government model ethical behavior at all levels and in all matters. Ethics and ethical standards do matter, as it affects both the sub­stance of our business dealings, and contributes to defining our character. • Strive to “always do right”—with this paradigm, sound ethical conduct will likely become second nature.”

14. “The Buck Stops Here” President Harry S. Truman