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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

SPAWAR Systems Center Charleston

Contracts Department

William Paggi

Head, Contracts Department

August 14, 2007


What we do c4isr it

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


Mission vision and strategy

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


Leveraging on our success

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


Organization now next

Organization – Now & Next


Ssc c local competency leads

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


Code 50 communications systems dept

Networks Engineering

Platform Communications

Tactical Communications

RF Communications

Communications & Information Systems Development

Code 50 – Communications Systems Dept


Code 60 command control systems dept

Integrated C4ISR Systems

C2 Engineering

Enterprise Systems

Air Traffic Control Systems

Aviation Technology Services

Code 60 – Command & Control Systems Dept


Code 70 intelligence information warfare systems dept

IW Exploitation Systems

Information Assurance

Information Warfare

Force & Infrastructure Protection

Computer Information Sys.

Code 70 – Intelligence & Information Warfare Systems Dept


Code 80 tidewater c4isr other fleet support corporate production

C4ISR Systems Engineering

Shipboard, Submarine, Shore-Based C4ISR Installations

Code 80 – Tidewater C4ISR Other (Fleet Support; Corporate Production)


Major customers

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


Our business model

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


Commitment to small business

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%


Spawar systems center charleston

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)


Acquisition and contracting capability

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


Fy 07 contracting statistics

FY 07 Contracting Statistics


Contract strategy

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”


Strategy aligned contract portfolio

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


Technical pillar strategy

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


Seaport e

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


Seaport e cont d

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


Seaport e cont d1

Seaport-E (Cont’d)

FY 07 STATISTICS (ESTIMATE)


Requirements initiation

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


Contract strategy council

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


Command contract capacity

Command Contract Capacity

Contracts in Process


Bsc reserve contract capacity results

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


Existing capacity

Existing Capacity

Data Date: 08 August 07


Contracts in process

Contracts in Process

Data Date: 08 August 07


Current best practices

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


Conversion to pbsa

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


Changes on the horizon

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


Multiple concurrent events

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


Doing business with us

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


Delivering forcenet at sea enterprise rates

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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