The Boeing Company of Seal Beach, California, was awarded a $12 million contract modification, a Global Positioning System (GPS) IIF Space Vehicle calendar year 2011 option exercise. U.S. Air Force Space and Missile Systems Center, Los Angeles Air Force Base, California, is the contracting activity.
Lockheed Martin Services Incorporated, Gaithersburg, Maryland, is being awarded a $36 million contract modification for the operation of the Naval Array Technical Support Center to include production, repair, refurbishment, installation and testing of towed array sonar systems. The Space and Naval Warfare Systems Center Atlantic, Charleston, South Carolina, is the contracting activity.
Lockheed Martin, Syracuse, New York, is being awarded a $48 million contract modification for exercise of fiscal year 2011 options for the Navy's AN/SQQ-89A(V)15 undersea warfare system. The AN/SQQ-89A(V)15 is a surface ship combat system with the capabilities to search, detect, classify, localize and track undersea contacts and to engage and evade submarines, mine-like small objects, and torpedo threats. The Naval Sea Systems Command, Washington, D.C., is the contracting activity.
If people want changes in the way the Defense Department procures and manages information technology (IT), then it may be time for them to put their money where their mouths are. The department is proposing sweeping reforms that will revolutionize every aspect of IT procurement and management. If successful, these reforms conceivably could address all of the IT acquisition complaints that have been echoing across the department. All this effort needs is a buy-in from all of the players. Elizabeth A. McGrath, Defense Department deputy chief management officer, and David Wennergren, Defense Department assistant deputy chief management officer, described to a luncheon audience how their office's proposed new approach to IT procurement would be a "radical change" across the board. Calling it an IT consolidation road map, the two officials said the changed approach would place an emphasis on transparency both to improve performance management as well as build trust. McGrath explained, "We are looking to break down the existing process for IT procurement to have more modular, faster delivery of these capabilities." She added that currently, "we're not hitting the capabilities in the first five years." These vast changes proposed by the office will require all participants to do their part, or the effort will fall short. "It's a matter of choice," McGrath declared. "If we decide we won't, then we are detracting from the department's goals. "I'm not painting a picture of doom and gloom," she continued. "The opportunities are sitting right there in front of us."
Most analysts recognize the need for the defense community to be able to adapt to changes, but established techniques and procedures often block progress. The two chairmen of a Defense Science Board study on enhancing adaptability offered suggestions on how traditional roadblocks can be overcome. Alfred Grasso, president and chief executive officer, the MITRE Corporation, and Dr. William A. LaPlante, head, Global Engagement Department, Johns Hopkins University Applied Physics Laboratory, told a roundtable audience at West 2011 about four themes that dominated the study. One theme, preparing for degraded operations, generated some concern in the study. LaPlante related that one common characteristic is that militaries that trained with realistic degraded operations-brutal honesty and realism-did much better than those that didn't. While the realism of degraded operations across the services is good at the command level, the operational level is another story. With two exceptions-cyber and space-the realism is not there at that level. LaPlante called for more realism in operational exercises, and he cited the advantages of red/blue teaming-where technicians and engineers find vulnerabilities and fix them simultaneously. Grasso supported the idea of planned adaptability. "Adaptability often is viewed as a responsive act," he said. "However, adaptability and preparation are inexorably linked."
The U.S. Coast Guard is facing the dilemma of its traditional threats combining to pose a synergistic danger to U.S. homeland security. Longtime menaces such as drug smuggling, alien immigration and terrorism may be merging their organizations and their tactics to pose an even greater threat to the nation. Stopping these threats will require data sharing and consolidation. Unfortunately, even organizations willing to share information often find legal and technological roadblocks in their way. Rear Adm. (S) Stephen Metruck, USCG, chief of staff, Eleventh Coast Guard District, told the Thursday breakfast audience at West 2011 in San Diego that the Coast Guard is striving to head off threats before they near the homeland. "Goal defense" is not an effective way of stopping adversaries, he explained. The Coast Guard is working to develop new methods of detecting and identifying threats before the marauders launch their plans into action. Operation Focused Lens, for example, looks at places from where attacks may come. The goal is to detect anomalous activity before a smuggling or terrorist boat is launched. Marina operators would be engaged through an outreach program to report suspicious signs such as boaters practicing illegal activities. Combining data may be harder. Adm. Metruck allowed that many firewalls prevent government agencies from linking their databases, even within the Department of Homeland Security. In some cases, the only solution is to place people from different agencies side-by-side so that they can share views on their computer displays.
The mission of Honor and Remember is to create, establish and promote a nationally recognized flag to fly continually as a visible reminder of the lives lost in defense of the United States' national freedom since the country's founding.