Space and Naval Warfare Systems Command The Navy’s Information Dominance Achieved Through Contracting. June 19, 2012. Briefer CAPT Scott Hoffman , Deputy Director for Contracts Space and Naval Warfare Systems Command. Presented to: AFCEA San Diego Chapter.
Space and Naval Warfare Systems CommandThe Navy’s Information Dominance Achieved Through Contracting
June 19, 2012
CAPT Scott Hoffman,
Deputy Director for Contracts
Space and Naval Warfare Systems Command
AFCEA San Diego Chapter
Statement A: Approved for public release, distribution is unlimited (18 JUNE 2012)
Assistant Secretary of the Army, Acquisition, Logistics and Technology
Assistant Secretary of the Navy, Research, Development and Acquisition
Chief of Naval Operations
RDML Jerry Burroughs
RADM "Grunt" Smith
RADM Patrick Brady
PEO Space Systems
RDML Jerry Burroughs
Fleet Readiness Directorate
RDML Chuck Rainey
BG Michael Williamson
Logistics & Fleet Support
RDML James Rodman, Jr.
Science & Technology
Echelon III Activities
SPAWAR Space Field
CAPT Christian Becker
SPAWAR SystemsCenter Pacific
CAPT Joe Beel, CO
Carmela Keeney, ED
SPAWAR SystemsCenter Atlantic
CAPT Mark Glover, CO
Christopher Miller, TD
DIRECTOR FOR CONTRACTS
2.2 SSC PAC
2.2 SSC LANT
CAPTAIN SCOTT HOFFMAN
SPECIAL ASSISTANT TO THE DIRECTOR
Policy & Strategic Initiatives
JPEO JTRS BRANCH
PEO EIS BRANCH
VISION: Making the Navy’s Information Dominance Vision a Reality
Keeping the Fleet Ready to Fight
The Fleet comes first. We will actively engage with the Fleet, improving C4I 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.
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:
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 ever-evolving 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 commitment to the guiding principles and acquisition standards and regulations.
I expect others in my profession to adhere to these principles and my mentoring and actions will reflect this expectation.
Small Business 21.34%
(Contract Actions 28,804 FY11)
“Continued activity of new contracting opportunities.”
Data date: 6/7/2012
Navy Information Dominance Approval System (NAV-IDAS)
Echelon II Commands
Ech II CIORecommends
IT Expenditure Approval Authority (ITEAA)
BSO Approves/ Sends Funds
IT Tech Authority (CHENG)
BSO 39 / Contracts
(IT Spend Visibility)
BSO Approves/ Sends Funds
Echelon II CIOs: Implement & execute all IT IM/IT/IRM responsibilities on behalf of the Echelon I for their respective IT portfolio