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SPAWAR Systems Center Charleston

SPAWAR Systems Center Charleston. Contracts Department. William Paggi Head, Contracts Department August 14, 2007. What We Do - C4ISR & IT. Network Systems & Support Physical & Computer Security Command & Control Information Assurance Information Technologies Sensor Systems

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SPAWAR Systems Center Charleston

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  1. SPAWAR Systems Center Charleston Contracts Department William Paggi Head, Contracts Department August 14, 2007

  2. What We Do - C4ISR & IT • Network Systems & Support • Physical & Computer Security • Command & Control • Information Assurance • Information Technologies • Sensor Systems • Communications • Image Processing • Visual Information Systems • Wireless Technologies • Cryptologic & Intelligence • Command Center Services • Anti-Terrorism / Force Protection • Expeditionary C4I Systems • Modeling & Simulation • Navigation Systems • Meteorology • ATC Engineering/ Technical Services C4ISR Command Control Communications Computers Intelligence Surveillance & Reconnaissance Delivering Knowledge Superiority to the Warfighter Through Engineering Excellence Speed to Capability Rapid Prototyping Leveraging Technology

  3. MWR MobileNet NETCOP- NetworkCommon Operating Picture Pocketscope Body Worn Variant Mission, Vision and Strategy • FORCEnet / NNFE • Fully Netted Force Sea Enterprise • Fully Netted Resources Mission We enable knowledge superiority to Naval and Joint Warfighters through the development, acquisition, and life cycle support of effective, integrated Command, Control, Communications, Computer, Intelligence, Surveillance and Reconnaissance (C4ISR) systems, Information Technology (IT), and Space capabilities. Vision Speed to Capability S1: Fully Netted in Three Balanced Scorecard

  4. Leveraging on Our Success SSC Charleston Marine Corps System Command UAH Integration Cost: $4,659/Vehicle MRAP - Mine Resistant Ambush Protected Vehicle The Pentagon’s "highest priority" procurement effort “The urgency of the situation . . . requires that we thoroughly evaluate all options to put as much of this enhanced capability in the hands of our troops as rapidly as reasonably possible.” Defense Secretary Robert Gates Capability/Capacity in Place MRAPs, Ready for Tasking

  5. Organization – Now & Next

  6. SSC C Local Competency Leads SYSTEMS CENTER Charleston CAPT Hoover/J Ward SSC C Local Site Leads 1.0 FINANCE 3.0 LEGAL 5.0 ENGINEERING 7.0 S&T Phil Charles Gail Silverman Freddie Hicks James Ward 2.0 CONTRACTS 4.0 Log/Install/ISEA 6.0 PROGRAM MNGMT 8.0 CORP OPS William Paggi Pete Van Ken Slaughter Gary Scott Mike Johnson 5.0A Deputy Greg Hays 5.1 Enterprise Systems Engineering 5.3 Command and Control 5.5 Comms and Networks 5.7 Space Systems 5.9 System T&E and Certification Phil Charles Kevin McGee Charlie Adams Charlie Adams Kevin McGee 5.6 ISR/IO 5.8 Information Assurance 5.2 Netcentric Engineering & Integration 5.4 Business Systems / EIS Jennifer Watson Pete Van Jennifer Watson Mike Kutch Mike Kutch

  7. Networks Engineering Platform Communications Tactical Communications RF Communications Communications & Information Systems Development Code 50 – Communications Systems Dept

  8. Integrated C4ISR Systems C2 Engineering Enterprise Systems Air Traffic Control Systems Aviation Technology Services Code 60 – Command & Control Systems Dept

  9. IW Exploitation Systems Information Assurance Information Warfare Force & Infrastructure Protection Computer Information Sys. Code 70 – Intelligence & Information Warfare Systems Dept

  10. C4ISR Systems Engineering Shipboard, Submarine, Shore-Based C4ISR Installations Code 80 – Tidewater C4ISR Other (Fleet Support; Corporate Production)

  11. Major Customers • Navy Working Capital Fund Organization • Receive no Mission or direct appropriated funds • Must satisfy customer and control our rates • Government / Contractor Team • Wide range of C4ISR products and services • Large portfolio of contracts ($6B available ceiling) • Unlimited contracting authority $2.1Billion New Orders for FY 06 82% supports private industry 9% Other Federal • Navy • USMC • Army • Air Force • COCOMs • USJFCOM • Department of Defense • Department of State • Federal Aviation Administration • Department of Treasury • U.S. Mint • National Science Foundation • Department of Homeland Security • U.S. Border & Transportation Security • U.S. Coast Guard • U.S. Secret Service • Information Assurance / Infrastructure Protection • Office of Disaster Preparedness • Federal EmergencyManagement Agency • Department of Justice 58% Naval/ Maritime 33% Joint Leveraging Diverse Customers • Drives cost down • Increases competency • Delivers Joint capabilities

  12. Our Business Model Computer Science/Engineering (185) Computer Specialist (418) Major Defense Small Business Prime 45% Engineering & Science (1052) Contracts & Supply (122) Finance & Budget (82) General Clerical (69) Mid-Size Business IT Support (93) Logistics (73) Other (170) Program Management (95) Effective & Efficient Solution to the “Global War on Terror” + = Over 2,400 Government Employees Over 9,000 Contractors

  13. Commitment to Small Business Major DoD 14% Mid-Size Business 41% Total dollar awards to U.S. Firms: $1.64B Statistics from Procurement Management Reporting System of November 2006 Small Business 45%

  14. Contracts and Logistics Department CAPT Red Hoover CO J00 Mr. James Ward ED J09 J02B Business Operations TBD J02C Contract Rqmts Team Mr. J. Crawley J02 Contracts and Logistics Department Mr. W.M. Paggi J02A Chief of Operations Ms. D. Murphy J02X DCAA Financial Advisor Ms Connie Turner J025 Code 50 Division Mr. Steve Harnig J028 Code 80 Division Ms. A. Orvin J023 Logistics Division Mr. W. Johnston J026 Code 60 Division Ms. K. Breitkreutz J027 Code 70 Division Ms. L. Rosenbaum J0251 Dee Cleaver J0281 DO/TO Branch Vacant J0231 Logistics Branch Ms. T. Gray J0261 DO/TO Branch Evelyn White J0271 DO/TO Branch Gloria Myers J0282 Norfolk Branch Gail Sabato J0232 Property Branch Ms. L. Ward J0233 Transportation Branch Ms. T. Gray (A)

  15. Civilian Contractors Military Acquisition and Contracting Capability • Unlimited Contracting Authority • Totally Turnkey Acquisition Capability • 250 Active Contracts with available ceiling of $6B • Use Full Spectrum of Contract Types and Performance Based Contracting Techniques (CPAF/CPIF/CPFF/T&M/FFP) • Highly Professional Workforce • Integrated, co-located with Technical Personnel World-Class Contracting Organization Enabling Speed to Capability with Industry Solutions Warfighter Needs Reality

  16. FY 07 Contracting Statistics

  17. Contract Strategy • SPAWARSYSCENCHASINST 4200.9 • “SPAWARSYSCEN will develop and maintain contractor capacities by planning for, and sustaining a centrally managed andcontrolled portfolio of contract vehicles with the appropriate mix of small and largebusinesses/contractors sufficient to meet the Command’s contract support requirements” • “The SPAWARSYSCEN Charleston contracting strategy shall strive to develop and maintain the right mix of contractor capabilities and capacities through the establishment of a portfolio of contract vehicles initiated at the Command, department, division and branch level in strategically important functional areas. To the maximum extent possible the objective is to create contracts that can be, and are used, across the command”

  18. Major Defense Small Business Prime Mid-Size Business Strategy Aligned Contract Portfolio 1% Corporate Resources Command Wide Operations 14% • Financial Mgmt • Admin Support • Facilities • Warehousing Strategic Planning 40% Command Wide Technical Ops 45% Installation Specialty / Niche Production / Assembly (not including Seaport-e) % of $ Capacity Seaport-e, DOD MACs Navy USMC ARMY Air Force DoD Dept of State FAA Dept of Treas / US Mint NSF DHS Dept of Justice / FBI Spawar/SSC IDIQs • Pillars • Business IT • C2 • Comms and Networks • IO / ISR Larger Contracts with Major Industry Partners Aligned to Market Segments and /or Technology Areas

  19. Technical Pillar Strategy Focus Area Current And Ongoing In Process Planned Tactical C2 (6844) $195M - EMA C2 C2 Sys Eng (6842) $149M - Titan Adv Tech/SOA(6868) $422M - SAIC Vehicle Integration - $250M C2/Comms Eng (6829) $45M - Mantech Network Arch Devel $420M(u)/$70M(sbsa) RF Comms Eng $TBDM Comms /Networks OCONUS Secure Networks $75M Comms ISEA $TBDM Comms/Neworks (5852) $48M - Titan 8(a) Engineering Support Multiple Award - $150M JMIS IA $250M(u)/50M(sbsa) Consolidated Installations (8840, 8842, 8848) $654M - KI, Milcom Corporate Production (7845) $216M - Stanley Mission Module Platform Integration - $250M IA Netwarcom IA $100M (u)/50M(sbsa) IW IW Sys Devel $250M(u)/50M(sbsa) GWOT (7862/3) $218M – Amti/Gemni ATFP( 7148) $143M – MC Dean Security Sys SALTS (7861) $314M - BAE Centaf ATC $450M Socom Supp (3830) $49M - EMA RCU Support Centaf Comms $476M Eucom Sys Eng (5127) $65M – MC Dean (u) Unrestricted Competition (sbsa) Small Business Set Aside Data as of 31 Jan 07

  20. Seaport-E • Optimizing the Use of Seaport-E • Seaport-E offers a viable solution for many of SSC Charleston’s procurement needs • Targets of opportunity include: • Recurring GSA, BPA and/or purchase orders for services • Services that have a more definitive scope and are in support of a limited number of customers

  21. Seaport-E (Cont’d) • Optimizing the Use of Seaport-E Lessons Learned -- • A task order awarded under the MAC is not intended to be a “mini-IDIQ”, where specific tasking becomes defined and funded as projects arise • Mixing multiple lines of accounting from various funding sources (sponsors) continues to be a concern • Increased concerns about the period of performance for tasking citing FY expiring funds

  22. Seaport-E (Cont’d) FY 07 STATISTICS (ESTIMATE)

  23. Requirements Initiation 10 Day Time Limit Originator Identifies need for new contract or follow-on Defines $ Value and Scope, Verifies That No Existing Contract Can Accommodate CRT Screens For Command/Dept Contract Strategy & Routes to All Departments For Comment CIR – Contract Initiation Request CRT – Contract Requirements Team CSC – Contract Strategy Council CRT Issues Or Dept Additions/ Concerns CIR Forwarded To Dept CSC Rep For Resolution yes Originator Discusses Best Approach With Contracts Team Leader and Obtains Dept Management Endorsement to Proceed IAW Dept Procedures no Requirement Viable After Accommodating Issues? yes CIR Withdrawn no CIR Presented at Weekly CSC Meeting Over $5M or Options Required? Originator Finalizes Package and Forward to Contracts no CSC Approves yes no Develop/Finalize CIR & Route To CRT Via Branch Head, Div Head, Contracts Div Head, & Dept CSC Rep yes Contracts Buyer Conducts Contract Planning Conference Contracts Team Leader Receives Signed CIR and Assigns Buyer

  24. Contract Strategy Council • SPAWARSYSCENCHASINST 4200.9 • “The Contract Strategy Council (CSC) is to provide guidance and coordination of all contract planning efforts” Voting Members Chairman – William Paggi Co-Chair – Donna Murphy Code 50 – Donna Bedford Code 60 – Carissa Miller Code 70 – William Schneider Code 80 – Bobby Hensley Code 09 – Theresa Brutsch Advisors SADBU – Bob Meddick Legal – Mike Roys CRT – Jim Crawley

  25. Command Contract Capacity Contracts in Process

  26. IM2: Enable Capacity for Context Work IM2: Enable Capacity for Context Work Current Contract Burn Rate for Dept Dept Burn Rate Capacity BSC Reserve Contract Capacity Results 4th Qtr IM2 Goal: 30% 3rd Quarter FY07 Data: 3rd Qtr IM2 Goal: 15.4% Current IM2: 23.1% Code 80 IM2=44.8% Code 70 IM2=29.8% Code 60 IM2= 4.5% Code 50 IM2=36.8% Prod. Install IM2= 6.6% • Current Command Burn Rate: $1,529,474,940 • Command Burn Rate Capacity: $1,988,219,997 Staff Code Support IM2= -4.5% Annual Burn Rate ($M) Actual vs Capacity Data Date: 08 August 07

  27. Existing Capacity Data Date: 08 August 07

  28. Contracts in Process Data Date: 08 August 07

  29. Current Best Practices • Contract Strategy/Contract Requirements Team • Team of Code 02 engineers dedicated to development of Contract Request Packages • 80% SOO/PWS solution • Standard labor categories • Mission Enablement Multiple Award 8(a) Contract • Turbo Procurement Request Package • Standard Quality Assurance Surveillance Plan and Performance Monitoring Process • Standard Contract Language • CMMI • EVM • Strategy for Procurement of Hardware and Material • Process Improvement/Lean Events • Source selection • All members of ACQ team participate in TEB • Contract negotiator facilitates TEB • Legal review/J&A processing • COR/DOCOR - Task/Delivery order (DCMR process) • Standardized process for monitoring, measuring and reporting on contractor performance • Standardized/automated QASP & CDAD • Based on contractor input • Automated DCMR process

  30. AwardTerm AwardFee Incentive Fee 1 2 3 Task Rqmts Design Specifications BOM SOW by WBS Map Rqmts to QASP Cost Estimate by WBS Conversion to PBSA • Performance Based Service Acquisition (PBSA) • Requirements Described As Outcomes Vice “How To” • Performance Assessed Against Measurable Performance Standards • Fixed Price Contract and/or Incentive Used to Motivate Performance • Quality Assurance Surveillance Plan -- Metrics, AQLs, Std Process for Collection • Currently 87% are PBSA • CPFF to CPIF,CPAF,FFP, & Award Term • Std QA Surveillance Plan & Performance Monitoring Process • Std Contract Language • CMMI -- EVM Project Monitoring and Control Incentive Award Plan PBSA PerfStds (CPARS) ContractPerformanceManagement • Contracting Officer’s Rep. (COR) • Monitor performance • Inspection and acceptance • CMMI Processes • Project Monitoring & Control (PM&C) • Supplier Agreement Mgmt (SAM) • COR/DOCOR function • CPARS Process • PBSA • MCP LSS Event • COR function (basic contract level) • PM&C/DOCOR function (project / task order level) • Team Approach • Followed the 8 step approach • Identified requirements • Incorporated results from prior LSS events • DCMR/Delivery Order • Previous COR events • Developed a standard process • ID data collection & data flow (best method) • Leaned process • ID automation requirements • ID additional areas to be modified/ developed to support the process 4 5 6 Schedule EVM Performance Measurements Cost Measurement QASP Formal Assessment Form CPAR’s Data correlation & analysis 7

  31. Changes on the Horizon • Implementation of Section 812 of Defense Authorization Act for FY 06 • NSPS • Competency Based Organization (CAO) • NERP • EVM • Open Systems Architecture • POM 10 • NI Total Force

  32. CAO Tier 2 Slating Mission Funded End State CAO NWCF End State CAO Stand Up Phase 1 Multiple Concurrent Events OCT FY08 FY08 FY09 FY09 FY07 FY07 FY10 FY10 NSPS Perf Period Pay Pool Work BRAC BRAC Actions SSC-L & SSC-P StandUp NWCF Transition Activity (NORF, NOLA) ERP Transition Work & Prep Work for ERP Release 1.1 ERP Actions ERP “Go Live” NWCF NWCF Rates Rate Preps CAO Tier 2 Selections ASN (RDA) Personal Involvement CAO Value Streams, Consolidation of Data, Worklist PE Agreements, Drumbeat Within Warfare Enterprises NNFE SWE USE Provider Performance Agreement Work OTHER WE NAE NECE POM 10 PR 11 POM 12 N1 TOTAL FORCE Military, Civilian, Contractor Service Support

  33. Doing Business with Us www.spawar.navy.mil https://e-commerce.spawar.navy.mil Business Methods • Electronic subscription service • All solicitations issued electronically • Electronic proposal submission • Synopsis automatically posted to FEDBIZOPPS

  34. Sea Enterprise Delivering FORCEnet at Sea Enterprise Rates “Our Reason for Being” “Our Organizational Model” Fully Netted Force Fully Netted Resources FORCEnet Critical Capability in Competency Efficient Business Operations Success + =

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