December 31, 2018 | International, Aerospace, Naval, Land, C4ISR, Security
By: Aaron Mehta
WASHINGTON — Under the purview of Defense Secretary Jim Mattis, reform has become a buzzword inside the Department of Defense, with every office trying to find ways to be more efficient, whether through cost savings or changes to bureaucracy.
The department's Acquisition and Sustainment office, headed by Ellen Lord, manages billions of dollars in materiel; and by Lord's own belief, it is ripe for changes that could net the department big savings.
On Dec. 17, Lord sat down with reporters and outlined a series of goals for 2019 that she hopes will help transform how the Pentagon buys equipment. Here, then, are six key items to watch for in the coming year.
1. Rework the department's key acquisition rules: The DoD Instruction 5000.02 is a key bedrock that forms the basis of how the defense acquisition system works, guiding acquisition professionals in their day-to-day program execution. And if Lord gets her way, she'll largely rip it up and start over.
“In 2019, one of my key objectives is to rewrite 5000.02. We have, right now, this huge, complicated acquisition process that we encourage our acquisition professionals to tailor to their needs,” Lord said. “We are going to invert that approach and take a clean sheet of paper and write the absolute bare minimum to be compliant in 5000.02, and encourage program managers and contracting officers to add to that as they need for specific programs.”
Lord envisions taking the massive, unwieldy 5000.02 guidance and getting it down to “a couple page outline of what you need to do,” with “simple” contract language and an easy-to-follow checklist “so that this isn't an onerous process.”
“I'm encouraging what I call creative compliance. I want everyone to be compliant, but I want people to be very thoughtful and only use what they need,” she said. “This is literally starting with a clean sheet of paper, looking at the law and the intent, and working to vastly simplify this.”
Andrew Hunter, a former Pentagon acquisition official now with the Center for International and Strategic Studies, notes that the instruction is supposed to be rewritten every five years to keep it fresh, and now is probably the right time to start looking into that.
But, he added, “a lot of what she says she wants to do are things that sound very similar to my ear to what [Lord's predecessor] Frank Kendall was trying to do in the last rewrite. He tossed stuff out left and right, worked very hard to create the different models, put in extended discussions of different potential models of programs so that it would be obvious to people there's not one single way to do a program.”
Hunter is cautious when it comes to a massive shift in the 5000.02 system. “If you literally tell the system, ‘All the rules are repealed, go do everything you want,' the reaction won't be a sudden flood of creativity that astounds you with the amazing talent at the department, even though there is a lot of talent there," he said.
“What's more likely to happen is you have total paralysis because everyone is sitting around going: ‘Oh no, the rules are gone. How do we know what we can do? What do we do now?' But over time that might shake out.”
If Congress needs to get involved, Lord said, she's prepared to go to Capitol Hill “because I know they are partnering with us and they want to make sure we do things in a simpler, most cost-effective manner.”
2. Intellectual property rules: A long-standing fight between the department and industry is over who should own the intellectual property used by the American military. Before fully taking on 5000.02, Lord hopes to write a departmentwide intellectual property policy.
Lord pointed to the “very good job” done by the Army on creating an IP policy and said her goal is to build on that to create a standard across the DoD.
“From an industry perspective, we are trying to be consistent across all the services and agencies, so that we don't have different requirements for similar needs,” Lord said. “So intellectual property is a good example. We'd like to have the same kind of contract language that can be tailored to individual needs, but basically have consistent language.”
David Berteau, a former Pentagon official who is now the president and CEO of the Professional Services Council, noted it is hard to read the tea leaves for what Lord may be planning based on her public comments.
But he pointed out the long-standing challenge for the Pentagon — that nearly 70 percent of all program costs are life-cycle sustainment and maintenance costs — as a sign that something needs to change so the department can avoid major issues in the future.
Depending on how new rules are implemented, the use of IP might drive down costs — or, he warned, it might lead to companies unable to compete, forcing the Pentagon to pay more or be less prepared for challenges. Put plainly, Berteau said, “it's complicated.”
He hopes Lord will begin interacting with industry on this issue in ways similar to the current “listening tour” on changes to progress payments.
3. Better software development: It's become almost cliché that the department needs to do better at developing software, but in this case it's a cliché that experts, including Lord, agree with.
The Defense Innovation Board, a group of tech experts from outside the department, is working on a series of studies on software, including one focused on how to drive agile development techniques inside the building. Lord said to expect that report before the end of March, adding: “I think that will be important in terms of capturing a road map forward on how to do this correctly.”
4. Increase use of OTAs: In 2018, Lord's office released a handbook on when and how to use other transaction authorities — legal standards designed to speed acquisition that critics say are underutilized by the department. Lord called it “sort of a warmup” for creating more useful handbooks for the acquisition community, but said that the goal for 2019 is to get people to correctly employ OTAs.
“Usually they should be used when you don't have a clear requirement. So, true prototyping when you don't know what you're going to get,” Lord said. “Prototyping early on, probably before you get to the middle-tier acquisition.”
5. Greater use of prototyping: Speaking of which, Lord said the department has about 10 projects underway for rapid prototyping at the mid-tier level, with the goal of growing to about 50 in the next year. The goal is to take the systems into the field, test them out and then grow the next iteration of the capability based on what is learned.
“We're taking systems that are commercially available and perhaps need a little modification, or defense systems that need a modicum of modification to make them appropriate for the war fighter,” Lord said. “That's one of the authorities we are very appreciative for, and we will continue to refine the policy. I signed out very broad policy on that this year. We'll write the detailed policy coming up early next year.”
6. Making the Selected Acquisition Reports public again: Until recently, the department publicly released annual Selected Acquisition Reports for each of the major defense programs. Those reports can inform the public of where programs stand and the costs associated.
However, under the Trump administration, those reports have been largely classified as “For Official Use Only,” or FOUO, a higher level of security. Critics, including incoming House Armed Services Committee Chairman Adam Smith, D-Wash., have argued there is no need for those once-public reports to be listed as FOUO. It appears Lord is working to open those back up.
“We're going to try to minimize the FOUO on that,” Lord said in response to a question about it. “There are certain information [issues] that we have to protect, but [we] understand the need, the requirement, and I will put our guidance to make everything open to the public to the degree we can.”
June 29, 2023 | International, Aerospace
The U.S. State Department has approved the sale of F-35 fighter jets, munitions and related equipment to the Czech Republic in a deal valued at up to $5.62 billion, the Pentagon said on Thursday.
May 6, 2020 | International, Aerospace, Naval
By: Michael D. Brasseur , Rob Murray , and Sean Trevethan Last December, at their meeting in London, NATO leaders declared: “To stay secure, we must look to the future together. We are addressing the breadth and scale of new technologies to maintain our technological edge, while preserving our values and norms.” These two sentences were, in part, a nod to a significant piece of work the alliance is undertaking within the broader mandate of alliance innovation — NATO's Maritime Unmanned Systems Initiative. Granted, on its own this sounds both technical and narrow within the context of emerging technology, a context that includes: artificial intelligence, data, space, hypersonic weapons, bio technologies, quantum research, autonomy and more. So why are maritime unmanned systems relevant now? Simply put, developing the numbers of manned submarines, aircraft and ships required to keep pace with potential adversaries is simply not economically viable (almost $3 billion per Virginia-class U.S. submarine). Not since the Cold War has NATO needed the volume of maritime forces to protect our seas and oceans from would-be foes. NATO's areas of interest are expanding. As climate change affects the Arctic, new maritime routes are being created, which Russia in particular is exploiting with its submarines and ships. This matters because it exposes a new flank on NATO's high-north periphery, and if left unchecked is a potential vulnerability whilst also being a potential opportunity; this, coupled with an increasing need to protect our undersea data infrastructure means NATO's geostrategic responsibilities continue to grow. Therefore, if allies are to reinforce NATO's maritime posture, deter Russian aggression, guard against Chinese activity, and protect both critical national infrastructure and our sea lines of communication, NATO must do things differently and at the speed of relevance. NATO's Maritime Unmanned Systems Initiative was agreed by 13 defense ministers in October 2018. Since then, the initiative's success has attracted the participation of three more allies and garnered significant interest from all of NATO's maritime nations. The political agreement struck in 2018 provided the mandate for NATO to bring together disparate strands of common work ongoing within nations. NATO, acting as a network, enabled allies to become greater than the sum of their parts. The focus is threefold: utilize world-leading research to increase allied interoperability between conventional forces and unmanned drones; establish new tactics for our sailors to truly leverage these technologies; and develop secure digital communications for military drones across all domains (air, sea and land). Addressing these priorities together will enable this effort to be scaled across the alliance, at pace. To date, the speed of this effort has been breathtaking. So much so that even the United States and the United Kingdom — two allies who have invested the most in this area — are using the NATO initiative as a catalyst for their own national efforts. The last 12-plus months has seen the creation of a NATO project office, a governance body, as well as the planning and successful execution of the world's largest and most complex maritime unmanned systems exercise off the Portuguese coast in September 2019. This event brought together the very best from our navies, industry, scientific institutes and academia. The results were hugely impressive, with many “world firsts” including maritime unmanned systems augmenting conventional forces through multiple scenarios. We now have vast swaths of insight and information to start achieving those three goals of improving interoperability, enhancing our tactics and developing secure communications. The goal of improving allied interoperability is actually about enhancing standards. A topic often overlooked at the policy level but critical to the DNA of the NATO alliance. Standards drive interoperability, which in turn drives readiness, which ultimately aids deterrence. As NATO leads the development of new technologies, so too must come new standards that our industries and military can implement. Open architectures will be key, but allies and industry need to realize that we need to solve problems — not address requirements. No perfect solution will ever be delivered on the first attempt. The alliance will need to both innovate and iterate on operations in order to maintain advantage. This may be a cultural shift to some acquisition purists who are used to developing complex warships over 20-plus-year time frames. However, the challenge remains our ability to scale. With this project we have an agile global team functioning across multiple national and allied bureaucracies, each with their own culture and ways of working. Through engagement and investment, this team is yielding disproportionate results. Indeed, 2019 demonstrated what can be done with some imagination, effort and focus. But continual growth at speed will require faith by allies to maintain the course. Such is the nature of true change and innovation. There is a lot to do, and the stakes are high. Near-peer competitors are once again very real. Despite the global lockdown caused by the new coronavirus, COVID-19, the initiative continues to progress through synthetic networks and simulation, driven by passion and intent. Our economy, our data and its infrastructure still need protecting, now more than ever. This effort strives to accelerate maritime unmanned systems into NATO's arsenal to patrol the vast swaths of ocean and offset evolving threats. Success will be seen because it is being built on allied nations' shared values and norms, the same values and norms that NATO leaders recognized in London last year. Michael D. Brasseur is the director of naval armaments cooperation for the U.S. mission to NATO. He is also the first director of NATO's “startup,” the Maritime Unmanned Systems Innovation and Coordination Cell. Rob Murray is the head of innovation at NATO Headquarters. Sean Trevethan is the fleet robotics officer of the British Royal Navy, working in the future capability division at Navy Command Headquarters in Portsmouth, England. https://www.defensenews.com/opinion/commentary/2020/04/20/natos-start-up-charts-a-bold-future-in-maritime-unmanned-systems
August 19, 2019 | International, Aerospace
BETHESDA, Md., Aug. 19, 2019 /PRNewswire/ -- Lockheed Martin (NYSE: LMT) will serve as the title sponsor for the first-ever Lockheed Martin Space and Air Show, Oct. 31 to Nov. 1, 2020. It will be held at the Orlando Sanford International Airport, near downtown Orlando. The show will be headlined by the U.S. Air Force Thunderbirds, and it will feature numerous company air, ground and space assets. Lockheed Martin has a 60-year history in central Florida, including executing programs in the Orlando, Tampa, and Space Coast areas. This work includes aviation, space exploration, missiles, fire control, and training and simulation programs. The company's regional workforce is growing and currently has hundreds of jobs available in central Florida to support recent contract wins. "We look forward to giving visitors from central Florida and from across the nation a firsthand glimpse into the exciting technologies and capabilities we provide our military and our allies to help them protect lives and liberties around the world," said Marillyn Hewson, chairman, president and CEO, Lockheed Martin. The space and air show is produced by B. Lilley Productions, an event management company specializing in the production of air shows. In 2020, they'll also produce events in New York, New York, Atlanta, Georgia, Fort Lauderdale, Florida, and Ocean City, Maryland. "Our entire organization is extremely honored to work with Lockheed Martin in creating this signature North American aerospace event," said Bryan Lilley, chief executive officer, B. Lilley Productions. "Showcasing Lockheed Martin's vast portfolio brings together an unprecedented display of air, ground and space assets." The Orlando Sanford International Airport serves three million passengers annually. It was opened in 1942 as a World War II fighter and bomber training base. "With the Orlando area's first space and air show of the new millennium, we are excited to bring this unique thrill and excitement to central Florida," said Diane Crews, Orlando Sanford Airport CEO. "Lockheed Martin's reputation for excellence will propel the show to a national level. We can't wait!" Tickets go on sale during Veterans' Day weekend in November 2019 with pricing announced then. The dedicated LMSAS website is www.spaceandairshow.com. https://news.lockheedmartin.com/2019-08-19-Lockheed-Martin-Announces-First-Title-Sponsored-Space-and-Air-Show-U-S-Air-Force-Thunderbirds-to-Fly