BRAC Update / Challenges 15 March 2007 Gary P. Martin Director, CERDEC

1. BRAC Update / Challenges15 March 2007Gary P. MartinDirector, CERDEC

2. A Few Realities About BRAC • Its in Law – Congress has never overturned a BRAC decision. • Significant Personnel Losses will occur during relocation to APG. • Successful transfer of mission requires action NOW. • Need comprehensive plan to ensure technical skills are retained / replaced in a timely manner. • Although we don’t like the decision, we have an opportunity to create a new organization for the future.

3. CERDEC – Ft. Monmouth Personnel Strength Hiring Statistics With Degrees: 88% Matrix Support: 30% Average Age: 44.7 yrs FY05 FY04 FY03 142 137 142 Civilians 1632 Military 14 Minority Profile Native American 0% Other 3% Hispanic 4% Black 7% Asian Pacific 16% White 70% CERDEC-HQ-TracyAnania-Budget-090105.01.ppt

4. Education Demographics (Ft. Monmouth)

5. Age Demographics (Non-Supervisory) 53% of Workforce Eligible to Retire

6. Age Demographics (Supervisory) 63% of Workforce Eligible to Retire

7. Overarching Challenges • Personnel Challenges • Attrition starting to occur but only slightly higher than normal rate • Some Interns hired this year won’t be productive as domain SME until year of the move (2010) • Typical starting grade GS-7 with target grade of GS-12 (30 Months) • 3-5 years of specialty training (formal and OTJ) to become a journeyman in particular domain (e.g. radar, SIGINT, engineer) • Computer Scientist and Computer Engineering market very competitive. Long term trends ? • Significant hiring activities required at time of move • Retirement eligibility and workforce survey results suggest more than 60% of current staff will need to be replaced per BRAC moves. • Engineering Support and Services Contractors will vie for same talent driving demand

8. Examples of Possible Business Model Contributors and Contributions Northrop, USAF War Fighter Integration, Navy CEC, Navy C4ISR Verizon, Vonage, Ericsson, Comcast Systems and Services Integration Lucent, Telcordia, Cisco, Bell Labs, Akamai NG, BAE, Raytheon, ITT (Inherently Non-Commercial) Microsoft, INTEL, IBM Command and Control Communications Network ISR Transporting Processing Presenting Sensing CERDEC Core Missions • System of Systems Architecture Systems Engineering and Experimentation • Research and Development (Technology Development) • Engineering Support (Project Leadership and Sustainment Engineering) • System and System of Systems Integration and Experimentation

9. Data Collection of Models and Processes • Government • US Air Force Warfighting Integration Office • US Navy CEC • US Navy SPAWAR • Industry • Akamai - Harris - Lucent • Northrop Grumman - Ericsson - Onstar • IBM (Sept 28) - ATT (Oct 15) - ITT (Oct 15) • FFRDC • MITRE

10. What Have We Heard So Far? • C4ISR systems are inherently software intensive. Must focus on the software architects early in the development process. • Technology Community must feed Requirements Community in the Requirements Definition phase. Critically important in C4ISR due to pace of technology development • Modeling and Simulation • Prototyping • Field Experimentation • Links to commercial industry critically important. Must continue and expand. • Influence Standards bodies early on. • Robust Systems Engineering must feed entire Acquisition Process. (Science and Technology through Sustainment)

11. Skills Assessment • Acoustic Engineers • Analog Devices Engineers • Discrete Component Engineers • Radar Engineers • Satellite Engineers • Communication Engineers • Networking Engineers • Chemical Engineers (Battery, Fuel Cells) • Sustainment Engineers (Reliability, Maintainability, Producibility) • Project Leaders • Technicians • Intel Specialists • Systems Engineers Skill not required in future • Radar Engineers • Satellite Engineers • Communication Engineers • Networking Engineers • Chemical Engineers • Sustainment Engineers • Project Leaders • Technicians • Intel Specialists • Systems Engineers • S/W Architects • Test Engineers • Industrial Engineers • IA Architects &Engineers • System Engineers Skills that must be retained New/Additional Skills required in future

12. Action Plans • S/W Architects • Working with CMU • Test Engineers • Growing capability at DTC with C4ISR domain knowledge • C4ISR OTM pilot program • Industrial Engineers • Increasing focus on Sustainment engineering (quality, reliability, maintenance, production) • Working to increase capability while addressing rate of technology evolution in our domain • Developing in-house training programs (leveraging AMSAA, ALLC, and others) • IA Architects &Engineers • Targeted accredited university programs for degreed IA specialists (BS and MS) • System Engineers • 26 personnel on hand performing Systems of Systems functions. Most SE experienced gained via OJT. • Organizational assessment has identified need for 67 Systems Engineers throughout organizational structure. • Developing plan for identification and formal training of cadre of staff to fill positions

13. Manpower Requirements (Education) • Education • Software Engineers • System Engineers • Electrical Engineers • Computer Scientists/Programmers • Information Assurance Specialists • Mathematicians • Other Specialty Engineers (Mechanical, Chemical, etc.)

14. 76% from NJ, NY, PA 8.6% from DE, MD, VA 10 Year Recruiting Map (Bachelor of Sciences)

15. Efforts to Assess / Reshape Skills • Projection of future technology trends to assess impacts on Required Skills • Assessment of Universities that have programs well suited to meet entry level requirements to help focus recruitment efforts • Initial contact with MD area universities to convey personnel / skills needs. • Critical look at Rebuilding Diversity of staff (key challenge) • Partner / leverage Good work of ARL in HBCU/MI relationships • Working with Economic Council of Harford County. • Working with FEI to assess leader development training needs.

16. Associate Director Technology & Strategic Planning Associate Director Systems Engineering Mari Kovach Robert Zanzalari Command& Control (C2D) Space & Terrestrial Communications (S&TCD) Night Vision & Electronic Sensors (NV&ESD) Intelligence & Information Warfare (I2WD) Software Engineering (SED) Product Realization (PRD) Gerardo Melendez (SES)Director Gary Blohm (SES) Director A. Fenner Milton (SES) Director Anthony Lisuzzo (SES) Director David Jimenez Director Mike Lombardi Director • Manufacturing systems & production engineering • Maintenance & reliability engineering • Systems engineering • Manufacturing assessments • Supply network analysis • IEW Support • Avionics Support • Tactical Communications • Satellite & Management Sys • Information Technology Engr • Advanced Battlespace • Fire Support CERDEC Organization OFFICE OF THE DIRECTOR Director – Gary Martin (SES) Associate Technical Director (A) – Henry Muller Military Deputy – LTC(P) Dave Moore Chief Scientist –Dr. Arthur Ballato Associate Director Operations Homeland Security Special Projects Office (HLS SPO) Anthony Anania Director Is This the Right Structure for APG? Cynthia Bulman • Battle Command • Army Power • Battle Command Appl • Quick Reaction & Battle • Command Support • Joint Concepts Dev • Information Assurance • Comms Systems Integration • Wireless Systems • Space & SATCOM Systems • Soldier/Sensor Comms • Science and Technology • Countermine • Modeling and Simulation • Aviation and Netted Sensors • Ground Combat Systems • Special Products& Prototyping • Information Operations • Electronic Combat • Coalition Combat ID • SIGINT & Payload Integration • Battlefield Awareness & Targeting GTS CERDEC-HQ-TracyAnania-CERDECOrg-090105.01.ppt

17. BRAC Timeline (Current Estimates) 2006 2007 2008 2009 2010 2011 2012

18. Move Move Move Survivability -$57M Combat ID – $32M SIGINT – $15M Move Move Move CISR – $14M RADAR – $32M Electronic Attack – $29M I2 Early Moves By Core Mission FY07 FY08 FY09 FY10 FY11 FY12 • E&S Personnel Summary • FY08: • 23-29 Employees • FY09 • 25-31 Employees • Lab Summary • Radar: 2,000 ft2

19. I2 Assessment

20. Move Move Move Position/Navigation -$11M Power – $42M Linguistics – $7M Move Unmanned System C2 – $20M Move Move Net Centric BC – $35M Agent Technologies – $13M C2 Early Moves By Core Mission FY07 FY08 FY09 FY10 FY11 FY12 • E&S Personnel Summary • FY08: • 41-51 Employees • FY09 • 5-7 Employees • Lab Summary • Adv. BC: 18,000 ft2 • Linguistics: 2,000 ft2

21. C2 Assessment

22. Move Wireless IA – $29M Move Move Soldier Comms – $18M Antenna Technologies -$33M Move Systems Engineering – $17M Move Move Net Management – $17M Commercial Wireless – $31M S&TC Early Moves By Core Mission FY07 FY08 FY09 FY10 FY11 FY12 • E&S Personnel Summary • FY07 • 8-10 Employees • FY08: • 25-31 Employees • FY09 • 14-16 Employees • Lab Summary • Antenna: 2,000 ft2 • Soldier Comms: 5,800 ft2Networking: 4,316 ft2 • SE: 10,000 ft2 • PCS: 2,600 ft2 Move ACIN – $9M

23. S&TC Assessment

24. Radar Survivability SIGINT Combat Identification Electronic Attack/Counter ISR Linguistics Pos/Nav Power Unmanned Systems C2 Net Centric Battle Command Agent Technology Soldier Communications System Engineering Information Assurance Antenna Technologies Network Management Commercial Wireless Core Mission Areas Considered for Early Moves

25. Way Forward • We have developed Courses of Action which consider using available / existing facilities and Leasing Space. • Completed first cut assessment of critical skills assessment to guide hiring plan. • Developing Communication plan to keep workforce appraised of actions / status. • CE LCMC BRAC update Town Hall meetings. • CERDEC quarterly all hands meetings • Objective is to move as many as 500 FTE positions to APG by 2010. Working to get 50 folks at APG in FY07. First employee PCS’d in Jan 07.