Space and Naval Warfare Systems Command The Navys

Space and Naval Warfare Systems Command The Navy’s Information Dominance Achieved Through Contracting June 19, 2012 Presented to: Briefer AFCEA San Diego Chapter CAPT Scott Hoffman, Deputy Director for Contracts Space and Naval Warfare Systems Command Statement A: Approved for public release, distribution is unlimited (18 JUNE 2012)

SPAWAR Org Chart Chief of Naval Operations Assistant Secretary of the Navy, Research, Development and Acquisition Assistant Secretary of the Army, Acquisition, Logistics and Technology 2

Who is Team SPAWAR? COMMANDER RADM Patrick Brady Vice Commander PEO Space Systems PEO C 4 I PEO EIS RDML Jerry Burroughs RADM "Grunt" Smith RDML Jerry Burroughs (Acting) Deputy Commander Rod Smith Fleet Readiness Directorate RDML Chuck Rainey JPEO JTRS BG Michael Williamson 1. 0 Finance Steve Dunn 2. 0 Contracts Tim Dowd 3. 0 Legal Harold Cohn 4. 0 Logistics & Fleet Support Martin Brown 5. 0 Chief Engineer RDML James Rodman, Jr. 6. 0 Acquisition/ Program Management Les Hubbard 7. 0 Science & Technology Robert Wolborsky 8. 0 Corporate Operations Kimberly Kesler Echelon III Activities SPAWAR Space Field Activity SPAWAR Systems Center Pacific SPAWAR Systems Center Atlantic CAPT Christian Becker (Acting) CAPT Joe Beel, CO Carmela Keeney, ED CAPT Mark Glover, CO Christopher Miller, TD 3

2. 0 HQ Organization Chart TIM DOWD DIRECTOR FOR CONTRACTS 2. 2 SSC PAC 2. 2 SSC LANT CAPTAIN SCOTT HOFFMAN DEPUTY DIRECTOR DCAA LIAISON DCMA LIAISON SPECIAL ASSISTANT TO THE DIRECTOR Executive Secretary Administrative Assistant Administrative Officer 2. 1. 1 C 2 BRANCH 2. 1. 2 ISR/COMMS BRANCH 2. 3 Policy & Strategic Initiatives 2. 2 Non ACAT 2. 1. 3 NETWORKS BRANCH 2. 1. 4 JPEO JTRS BRANCH 2. 1. 5 PEO EIS BRANCH 2. 3. 1 POLICY BRANCH 2. 3. 2 PAPERLESS BRANCH 2. 3. 3 APEO-C BRANCH 4

Vision and Priorities at Team SPAWAR VISION: Making the Navy’s Information Dominance Vision a Reality PRIORITIES: Keeping the Fleet Ready to Fight The Fleet comes first. We will actively engage with the Fleet, improving C 4 I support to the warfighter by reducing baselines, delivering the right capability and providing robust sustainment of our systems. Build Information Dominance Technical Authority We will realign our engineering workforce and grow their technical depth and breadth in order to develop and implement a System-of-Systems approach that enforces government insight, oversight and baseline control for all Navy Information Technology (IT) systems to effectively manage acquisitions and drive integration and interoperability into the Navy’s IT portfolio. Focus on Work Integral to the Navy’s Future As we align with the CNO’s Sailing Directions, we must part with programs, roles, and processes that are not integral to the Department of the Navy’s future vision or a core element of our mission. 5

SPAWAR Contracting Mission, Vision, and Guiding Principles The Mission of the Team is to: Provide our customers with effective and efficient business solutions for acquisition-related issues in support of the mission of Team SPAWAR The Team’s Vision: We understand our customers’ needs and exceed their expectations by providing cost-effective, responsive and quality contracting; Innovative acquisition techniques and business strategies; Partnership with the business community The Mission and Vision are achieved through adherence to the following Guiding Principles: ▼ Support the Fleet: Our customers come first. Always remember that our decisions affect the lives of the men and women who protect our country. ▼ Collaborate through Teamwork: Work together to provide continuing professional ▼ Deliver Best Value to the Customer; Achieve Efficiency: Increase efficiency of ▼ Be Accountable; Foster Innovation: Dedicate ourselves to acquisition excellence and ▼ Develop Our People: Optimize work environment and quality of life. Display a positive ▼ Be Transparent: Value, respect, and communicate openly with one another. development, state-of-the-art tools, and authority to achieve results. operations through continuous process improvement. innovation. attitude, work hard, and have fun. 6

SPAWAR Contracting Ethical Standards AS A SPAWAR CONTRACTING PROFESSIONAL I WILL: Stand up and do the right thing to ensure integrity and fairness of the procurement system I make the tough decisions and I stand by others in the acquisition workforce who do the same. I accept that my judgment will be scrutinized and I welcome constructive review. I disclose waste, fraud and abuse when I suspect it exists. Never award a contract at the expense of integrity I award contracts that are consistent with the policy, regulations, rules and laws. I ensure decisions are made with sound judgment and prudent business acumen, without regard for personal gain. Know the fundamentals, think innovatively, and remain focused on the details I maintain the appropriate level of proficiency and keep myself technically competent in this everevolving career field. I ensure my decision-making is well-founded, impartial and documented thoroughly. Care for one another by sharing our knowledge and experiences I am committed to upholding a culture recognized for its competency, integrity, courage and professionalism. I am committed to ensuring my experiences, knowledge and skills are shared with fellow contracting professionals. Passionately protect the image of our Navy, SPAWAR our contracting profession I accept that compliance, credibility, and long-term reputation are more important than short-term gains. I ensure internal and external stakeholders in the acquisition process are aware of my 7 commitment to the guiding principles and acquisition standards and regulations.

SPAWAR HQ Contracts Business Base ▼ SPAWAR HQ 2. 0 support multiple customers and programs § PEO C 4 I, PEO SPACE Systems, PEO LMW, PEO EIS, and JPEO JTRS § Program Designations − ACAT 1 12 − ACAT 2 6 − ACAT 3 28 − ACAT 4 10 − NON-ACAT 94 8

2. 0 Contracts Competency Business and Acquisition Excellence Small Business 21. 34% ▼ Provide ▼ Unlimited contracting authority Contract Workload (Contract Actions 28, 804 FY 11) $1. 49 Billio n $ Billion innovative acquisition solutions ▼ $7. 827 B awarded in FY 11 ▼ 200 1102 series contract specialists ▼ Use all contract types (CPFF, CPIF, FFP, FPI) 9

FY 12 YTD- Awarded Contracts “Continued activity of new contracting opportunities. ” Data date: 6/7/2012 10

SPAWAR Claimancy YTD as of June 07, 2012 Small Business Statistics SB Prime SDB SDVOS B WOSB HUBZo ne Achiev ed Goal 19. 72% 20. 25% 7. 71% 6. 60% 2. 47% 1. 70% 4. 30% 3. 30% 1. 73% . 90% 11

IT Acquisition Approval Process (ITAAP) – Purpose ▼ Gain visibility and ultimately achieve strategic sourcing of all IT procurement. ▼ Additionally, this effort will provide a single enterprisewide approval process for attaining a consistent, repeatable, automated capability for IT procurement transparency, cost containment, and IT efficiency reductions. ▼ Gain insight into decision- making information in FY 12. 12

ITAAP – Approach ▼ Single Approval Authority and Contracting Oversight for all IT Procurements § Does not consolidate budget within a Single BSO § BSOs/EIIs retain control and flexibility with mission driven IT Spend ▼ ITAAP – Use an existing too. I to speed and ease implementation § ITPR under $500 K – Echelon II Control but info SPAWAR § ITPR equal to or greater than $500 K – Requires SPAWAR Tech Authority and Acquisition approval − Over $1 M requires BCA − Over $10 M requires R 3 B approval 13

ITAAP within NAV-IDAS Navy Information Dominance Approval System (NAV-IDAS) Echelon II Commands DDCIO (N) Procurement Requests Ech II CIO Recommends < $500 K > $500 K IT Expenditure Approval Authority (ITEAA) ITAAP Technical/Acquisition Endorsement SPAWAR IT Tech Authority (CHENG) BSO 39 / Contracts Info ITPR BSO Approves/ Sends Funds (IT Spend Visibility) Distributed Contracting Authorities 14

Complexity • PPBE IT Requirements • IT Acquisition (Develop, Test, Produce, Install) • Requirements Generation ASN RDA/ Functional Area Managers • IT Policy & Compliance MDA/PM Fleet Input • IT Expenditure & y Monitoring it IT or h Co Po t • IT Portfolio m lic Au p h l y c Management e ianc OPNAV Te • IT Policy DON CIO N 2 N 6/ Development • IT Compliance • Requirements DDONCIO Requireme Oversight Validation nts and • IT Reporting Command (Budget) Resource CIOs • DON Enterprise Sponsors Architecture Framework • IT Governance • IT Expenditure Echelon II CIOs: Implement & execute all IT IM/IT/IRM responsibilities on behalf of the Echelon I for their Reporting respective IT portfolio 15

QUESTIONS? 16