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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.

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Space and naval warfare systems command the navy s information dominance achieved through contracting

Space and Naval Warfare Systems CommandThe 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

Statement A: Approved for public release, distribution is unlimited (18 JUNE 2012)


Spawar org chart

SPAWAR Org Chart

Assistant Secretary of the Army, Acquisition, Logistics and Technology

Assistant Secretary of the Navy, Research, Development and Acquisition

Chief of Naval Operations


Who is team spawar

PEO C4I

RDML Jerry Burroughs

PEO EIS

RADM "Grunt" Smith

Who is Team SPAWAR?

COMMANDER

RADM Patrick Brady

Vice Commander

Deputy Commander

Rod Smith

PEO Space Systems

RDML Jerry Burroughs

(Acting)

Fleet Readiness Directorate

RDML Chuck Rainey

JPEO JTRS

BG Michael Williamson

3.0

Legal

Harold Cohn

1.0

Finance

Steve Dunn

2.0

Contracts

Tim Dowd

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

CAPT Christian Becker

(Acting)

SPAWAR SystemsCenter Pacific

CAPT Joe Beel, CO

Carmela Keeney, ED

SPAWAR SystemsCenter Atlantic

CAPT Mark Glover, CO

Christopher Miller, TD


2 0 hq organization chart

2.0 HQ Organization Chart

TIM DOWD

DIRECTOR FOR CONTRACTS

2.2 SSC PAC

2.2 SSC LANT

DCAA LIAISON

CAPTAIN SCOTT HOFFMAN

DEPUTY DIRECTOR

DCMA LIAISON

SPECIAL ASSISTANT TO THE DIRECTOR

Executive Secretary

Administrative Assistant

Administrative Officer

2.3

Policy & Strategic Initiatives

2.2

Non ACAT

2.1

ACAT

2.3.3

APEO-C BRANCH

2.1.2

ISR/COMMS BRANCH

2.1.4

JPEO JTRS BRANCH

2.3.1

POLICY BRANCH

2.3.2

PAPERLESS

BRANCH

2.1.1

C2 BRANCH

2.1.3

NETWORKS BRANCH

2.1.5

PEO EIS BRANCH


Vision and priorities at team spawar

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 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.


Spawar contracting mission vision and guiding principles

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 development, state-of-the-art tools, and authority to achieve results.

  • Deliver Best Value to the Customer; Achieve Efficiency: Increase efficiency of operations through continuous process improvement.

  • Be Accountable; Foster Innovation: Dedicate ourselves to acquisition excellence and innovation.

  • Develop Our People: Optimize work environment and quality of life. Display a positive attitude, work hard, and have fun.

  • Be Transparent: Value, respect, and communicate openly with one another.


Spawar contracting ethical standards

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 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.


Spawar hq contracts business base

SPAWAR HQ Contracts Business Base

  • SPAWAR HQ 2.0 support multiple customers and programs

    • PEO C4I, 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


2 0 contracts competency business and acquisition excellence

2.0 Contracts Competency Business and Acquisition Excellence

Small Business 21.34%

  • Provide innovative acquisition solutions

  • Unlimited contracting authority

  • $7.827B awarded in FY11

  • Use all contract types (CPFF, CPIF, FFP, FPI)

Contract Workload

$1.49 Billion

(Contract Actions 28,804 FY11)

$ Billion

  • 200 1102 series contract specialists


Fy12 ytd awarded contracts

FY12 YTD- Awarded Contracts

“Continued activity of new contracting opportunities.”

Data date: 6/7/2012


Spawar claimancy ytd as of june 07 2012 small business statistics

SPAWAR Claimancy YTD as of June 07, 2012Small Business Statistics


It acquisition approval process itaap purpose

IT Acquisition Approval Process (ITAAP) – Purpose

  • Gain visibility and ultimately achieve strategic sourcing of all IT procurement.

  • Additionally, this effort will provide a single enterprise-wide 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 FY12.


Itaap approach

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 tooI to speed and ease implementation

    • ITPR under $500K – Echelon II Control but info SPAWAR

    • ITPR equal to or greater than $500K – Requires SPAWAR Tech Authority and Acquisition approval

      • Over $1M requires BCA

      • Over $10M requires R3B approval


Itaap within nav idas

ITAAP within NAV-IDAS

Navy Information Dominance Approval System (NAV-IDAS)

Echelon II Commands

DDCIO (N)

Ech II CIORecommends

Procurement Requests

IT Expenditure Approval Authority (ITEAA)

> $500K

< $500K

ITAAP

Technical/Acquisition Endorsement

SPAWAR

BSO Approves/ Sends Funds

IT Tech Authority (CHENG)

BSO 39 / Contracts

(IT Spend Visibility)

Info ITPR

BSO Approves/ Sends Funds

DistributedContracting Authorities


Complexity

  • PPBE IT Requirements

  • IT Acquisition (Develop, Test, Produce, Install)

Complexity

  • Requirements Generation

  • IT Policy & Compliance

  • IT Expenditure & Monitoring

  • IT Portfolio Management

  • IT Policy Development

  • IT Compliance Oversight

  • IT Reporting (Budget)

  • DON Enterprise Architecture Framework

  • IT Governance

  • IT Expenditure Reporting

  • IT Efficiency work

Fleet Input

IT Policy

Compliance

Tech Authority

  • Requirements Validation

Functional Area

Managers

Echelon II CIOs: Implement & execute all IT IM/IT/IRM responsibilities on behalf of the Echelon I for their respective IT portfolio


Questions

Questions?


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