Aerovironment Inc., Monrovia, Calif., was awarded a $29,049,837 firm-fixed-price, option-eligible, non-multi-year contract modification (P00015) of contract (W31P4Q-12-C-0263) for procurement of the Switchblade Agile Munitions Systems and associated hardware and support services. The U.S. Army Contracting Command - Redstone Arsenal (Missile), Redstone Arsenal, Ala., is the contracting activity.
Northrop Grumman Systems Corp., Rolling Meadows, Ill., has been awarded a $6,637,223 modification (P00041) on contract (FA8625-12-C-6598) for large aircraft infra-red countermeasures (LAIRCM). The contract modification incorporates interim contract support of the U.S. LAIRCM line replacement units. The total cumulative face value of the contract is $529,124,094. Air Force Life Cycle Management Center/WLYK - LAIRCM, Wright-Patterson Air Force Base, Ohio, is the contracting activity.
Government Secure Solutions CGI Inc., Manassas, Va., was awarded a $27,019,494 cost-plus-fixed-fee, non-option eligible, non-multi-year contract for services support of technology enhancements that are integrated into the intelligence enterprise for use in Afghanistan and world-wide. The U.S. Army Intelligence and Security Command – Fort Belvoir, Va. is the contracting activity (W911W4-13-C-0009).
L3 National Security Solutions Inc., Reston, Va., was awarded a $23,934,919 cost-plus-fixed-fee, non-option eligible, non-multi-year contract for services and support to the U.S. Army Intelligence and Security Command Futures Directorate integration environment and enhancements to the intelligence enterprise. The U.S. Army Intelligence and Security Command – Fort Belvoir, Va. is the contracting activity (W911W4-13-C-0008).
Lockheed Martin Mission Systems and Training, Moorestown, N.J., is being awarded a $48,817,610 modification to previously awarded contract (N00024-13-C-5132) to exercise options for technical engineering, configuration management, associated equipment/supplies, quality assurance, information assurance, and other operation and maintenance efforts required for the Aegis development and test sites, including the Combat Systems Engineering Development Site, SPY-1A Test Facility, and the Naval Systems Computing Center.
Trex Enterprises Corp., San Diego, Calif., has been awarded a $23,550,321 cost-plus-fixed-fee contract for military imaging surveillance technology-long range (MIST-LR) technical area 1. The objective of this program is to research and advance computational imaging techniques in support of beyond-the-diffraction-limit imaging. These techniques will provide high-resolution imagery from available apertures and thus will support target identification missions at extended ranges supporting operations in denied environments.
Georgia Tech Applied Research Corp., Atlanta, Ga., has been awarded a $24,973,043 cost-plus-fixed-fee, delivery order on an indefinite-delivery/indefinite-quantity contract (HC1047-05-D-4000-0241) for the SENSIAC program executive office for command, control, communications, computers and intelligence (C4I), sensors development and integration engineering functions.
Two ongoing military programs, the ready-to-deploy Solider Network Extension (SNE) and the Content-Based Mobile Edge Networking (CBMEN) program now in prototype, aim to connect troops at the very tactical edge back to larger military data and communications networks. These programs—one service-oriented, the other an agency effort—are part of the Defense Department’s thrust to make warfighters, especially individual soldiers in small units, more connected.
Bureaucracies are slow to change, and few may be more anemic than the military services. With a foundational and personnel structure optimized for the Cold War and the industrial age, this unfortunate reality is acutely evident as the information age accelerates into ever more complex manifestations.
While some leadership principles remain constant regardless of the era, quite a few must be adapted to the realities of their time. Some of the characteristics already have defined, and will continue to define, effective 21st century military leadership.
The FBI is on schedule to finish implementing next-generation biometric capabilities, including palm, iris and face recognition, in the summer of next year. New technology processes data more rapidly, provides more accurate information and improves criminal identification and crime-solving abilities.
Scientists are enabling DNA analysis to function as a virtual sketch artist to figure out who people are and what they look like even in situations with no eyewitnesses. The developments have particular application to counterterrorism but could affect a wider array of fields as well. Even more importantly, the personnel are developing bioinformatic software solutions databases to manage quick interpretation of data for usability.
NATO officials are laying the groundwork for a centralized enterprise networking architecture with invitations to bid expected to be released by year’s end. The new approach is expected to offer a number of benefits, including cost savings, improved network reliability, enhanced cybersecurity and greater flexibility for warfighters.
A massive telecommunications infrastructure modernization effort in Afghanistan is designed to contribute to socioeconomic development; provide entry into the global information society; and support national prosperity, sustainability and stability. A key part of that effort is coming to fruition: officials with a telecommunications advisory group in that country expect the completion very soon—possibly this month—of a fiber-optic ring around the nation’s perimeter.
The U.S. Army Signal Corps is expanding the work its personnel conduct while dealing with technology and operational challenges that both help and hinder its efforts. On the surface, Army signal is facing the common dilemma afflicting many other military specialties—it must do more with fewer resources.
The exponential expansion of geolocation technology throughout all levels of society is presenting a range of challenges for policy makers eager to take advantage of the benefits while protecting personal privacy. Unfortunately, much of the discussion surrounding the challenges is fragmented or lacking in authority.
In his June interview with SIGNAL Magazine, Gen. Keith B. Alexander advocated bringing together the signal community, signals intelligence and the cyber community. In that interview, he said, “We need to think of ourselves not as signals, not as intelligence, not as cyber, but instead as a team that puts us all together.” Yet, that goal raises several questions. How can these concepts be achieved? How can a combination of more than 15,000 system enclaves from the U.S. Army, Navy, Marine Corps and Air Force become interoperable? What technologies are needed in the next five years while insufficient budgets make consolidations difficult?
The working group that helped solve the coalition interoperability puzzle in Afghanistan is working across the U.S. Defense Department and with other nations to ensure that the lessons learned will be applied to future operations around the globe. Experience in creating the Afghan Mission Network may benefit warfighters worldwide, such as those in the Asia Pacific, and may even be applied to other missions, including homeland security and humanitarian assistance.
Current efforts to deal with big data, the massive amounts of information resulting from an ever-expanding number of networked computers, storage and sensors, go hand-in-hand with the government’s priority to sift through these huge datasets for important data. So says Simon Szykman, chief information officer (CIO) with the U.S. Department of Commerce.
For years, the Defense department took a “do it alone” posture when it came to sharing information and protecting its networks and communication infrastructures from security attacks. Now in an interconnected world of reduced budgets and ever-increasing security risks, the DOD is fundamentally changing the way it approaches information sharing and cybersecurity.
The U.S. Army’s Network Integration Evaluation (NIE) is a good idea that is not achieving its potential, according to the Government Accountability Office (GAO).