The current driving force in the military and defense environment is to keep legacy systems operating longer, or the replacement of legacy systems with new systems that emulate one or more legacy systems with commercial-off-the-shelf (COTS) technology. However, there is insufficient budget to fund development of these COTS systems, and the burden of development falls upon private industry. The current sequestration environment adds another burden on industry to perform to the needs of the military, but without the benefit of nonrecurring engineering (NRE) costs being reimbursed.
Old Dominion University (ODU) now offers a graduate-level procurement program that focuses on how to support cost savings, improve efficiencies and determine other strategic goals for public-sector organizations.
To help keep global security professionals abreast of business opportunities and changes in the government acquisition landscape, AFCEA International has gathered information about these topics in a new section of the AFCEA website. Called AFCEA Corporate Member Resources, the page features new content about military and government organizations as it becomes available.
Anyone who has attended an AFCEA conference in the past two months has heard the constant drumbeat from senior government leadership on the limitations on operations and readiness likely to occur in defense, intelligence and homeland security. At the AFCEA/USNI West 2013 Conference in San Diego January 29-31, the vice chairman of the Joint Chiefs of Staff told a packed audience that the U.S. Defense Department did not know how much money it would receive, when it would receive it or what the restrictions on its use would be.
The defining images of the opening stages of the 2001 Afghanistan invasion were of bearded U.S. Special Operations forces on horseback talking with invisible air assets high overhead. Ancient transportation technology melded with cutting-edge communication protocols created an odd but appropriate scenario in the midst of a wholly unanticipated conflict. The synergy of high- and low-capability technologies likely will define 21st century conflicts, especially with foes we cannot currently imagine.
The cancellation of several military and government conferences is among the latest collateral damage of financial belt-tightening and looming additional defense budget cuts. But the real question is, “So what?” Read that question carefully. It does not mean, “What does it matter?” but rather “What do global security professionals do now to develop effective networks with the business sector?”
And, those are only two of the important questions raised by the reduction in the number of conferences during a time when cutting costs is crucial. Among the others are:
The Defense Department has a spending problem and must be reined in. The solution, however, goes far beyond simplistic budget cutting efforts such as across-the-board sequestration. It involves a fundamental cultural shift from both our appropriators and our subordinate-level commanders.
West 2013 Online Show Daily, Day 1
Quote of the Day:“’Flat’ is the new ‘up’ in this defense budget environment.”— Robert O. Work, undersecretary of the Navy
The military services are facing potentially crippling constraints if sequestration takes place in March. Defense officials foresee the likelihood of draconian budget cuts being imposed that will cripple the force just as it is being counted on to assume new strategic missions. In most cases, the services will have to choose to sacrifice some capabilities so that others will remain part of the force. In worse-case scenarios, the U.S. military may be unable to meet its obligations when a crisis emerges.
These and other points were hammered home by speakers and panels on the first day of West 2013, the annual conference and exposition hosted by AFCEA and the U.S. Naval Institute in San Diego. While the event has the theme of “Pivot to the Pacific: What Are the Global Implications,” the first day’s discussions largely focused on the dire consequences of the fiscal cliff as well as potential solutions to avoid completely gutting the military force. Audiences generally were aware of the looming budget crisis, but many were surprised by the bluntness of the assessments offered by high-ranking Defense Department civilian and military leaders.
Over the past month, the U.S. Army has consolidated two directorates in an effort to continue improving agile acquisition. Combining the offices is designed to allow more efficient and effective cooperation, enhance long-term planning capabilities and boost the service’s ability to acquire an overall system of systems.
In many cases, haste makes waste as the U.S. Army wrestles with the inherent contradictions that emerged as it tries to speed new information technologies to warfighters.
The program may be revolutionary, but its product is evolutionary.
Despite its sea-change approach to acquisition, the U.S. Navy’s Next Generation Enterprise Network program is being designed to evolve from its predecessor, the Navy Marine Corps Intranet, in bids submitted by the two teams vying for the multibillion-dollar contract. The two bidders are focusing their efforts on the transition between the two networks, which is a process that will take several years.
Sequestration, the U.S. government's across-the-board deficit reduction mandate, is programmed to go into effect on January 2, 2013, despite universal warnings about the consequences of this action. Under this policy, fiscal year 2013 domestic discretionary spending will see an 8.4 percent cut in appropriated funds, and non-exempt defense spending will suffer a decrease of 9.2 percent. But, there are steps contractors can take to mitigate the impact of sequestration.
A new computing architecture emphasizes shared resources.
People, not necessarily technology, come together in a plan to foster creativity in acquisition.
The head of technology information at the Joint Improvised Explosive Device Defeat Organization has initiated a plan to improve how coalition members procure capabilities by focusing first on personnel, not technology. Through the new approach, government, industry and academia will re-frame conversations and have more meaningful dialogues, which should lead to deploying apt solutions more quickly.
For the September issue of SIGNAL, I wrote an article about a new effort at AFCEA designed to spur innovation and rapid acquisition in defense technology. Dubbed PlugFests, the events are managed by the Rapid Integration Innovation Process (RI2P) special interest group, which is dedicated to showing the value of such events to government and industry.
The defense information technology realm is exploding with innovation—so much so, the organizations tasked with ensuring effective information systems run the risk of losing control of both the process and its capabilities. The Defense Information Systems Agency has issued a new strategic plan that outlines its approach to ensuring advanced technology implementation without reining in innovation.
Members of government and industry are taking concrete steps to address long-standing problems in the procurement community through plug fests--events that test the interoperability of network devices by plugging them into functioning networks. Various organizations within and outside of government have hosted such programs, but recently a group of public and private partners in the defense industry decided to organize plug fests specifically to address problems in the military arena.
The Air Force Chief of Staff had but three critical requirements for the Joint Direct Attack Munition (JDAM): "It should work; it should hit the target; and it should cost under $40,000 each." If only every requirements document could fit on a sticky note!