NSWC Panama City Division - Annual Report for 2014

ANNUALREPORT

2014 ANNUAL REPORT NAVAL SURFACE WARFARE CENTER PANAMA CITY DIVISION

DISTRIBUTION STATEMENT A: APPROVED FOR PUBLIC RELEASE; DISTRIBUTION IS UNLIMITED.

Naval Surface Warfare Center Panama City Division’s Annual Report is a report that documents execution for the past year. It covers mission, vision, organization, technical program accomplishments, operational performance, and other significant events for the Command.

This specific Annual Report summarizes NSWC PCD executionresults for calendar year 2014.

WHAT IS AN ANNUAL REPORT?

TABLE OF CONTENTSSECTION ONE - OVERVIEW 7

1.1 INTRODUCTION 81.2 MISSION AND VISION 81.3 THE LEADERSHIP FORUM 81.4 ORGANIZATION 91.5 NSWC PCD DEPARTMENTS AND MISSION AREAS 101.6 STRATEGY 12

SECTION TWO - ACCOMPLISHMENTS 172.1 OFFICE OF THE CHIEF ENGINEER 192.2 LITTORAL AND MINE WARFARE SYSTEMS, A DEPARTMENT 232.3 EXPEDITIONARY AND MARITIME SYSTEMS, E DEPARTMENT 312.4 SCIENCE AND TECHNOLOGY, X DEPARTMENT 412.5 CONTRACTS, CODE 02 492.6 CORPORATE OPERATIONS DEPARTMENT, CODE 10 55

SECTION THREE - FINANCIAL REVIEW 653.1 COMPTROLLER METRICS 66

SECTION FOUR - HIGHLIGHTS 714.1 SCIENCE BROTHERS 72

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SECTION 1.0 OVERVIEW

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NSWC PCD MissionThe mission of Naval Surface warfare Center Panama City Division is to conduct research, development, test and evaluation, in-service support of mine warfare systems, mines, naval special warfare systems, diving and life support primarily in coastal (littoral) regions and to execute other responsibilities as assigned by Commander, Naval Surface warfare Center.

VisionTechnical Center of Excellence for Littoral warfare and Coastal Defense

1.1 INTRODUCTIONLocated on St. Andrew Bay in Panama City, Florida, NSwC PCD is the Navy’s principal organization responsible for rDT&E in its mission areas and other missions that take place in the coastal region. By virtue of its geographical location on the Gulf of Mexico and the Department of Defense’s Joint Gulf Test range, and coupled with its

recognized mission areas and technical expertise, the Division is a leading contributor in developing, fielding, and testing Joint expeditionary and coastal operations systems in the littoral environment. This report documents accomplishments achieved in 2014.

END STATEis to rapidly deliver Littoral Warfare and Coastal

Defense capability to the warfighter through technical rigor, accountable leadership,

and stakeholder partnerships.

1.2 MISSION AND VISION

The Leadership Forum is responsible for providing direction, support, and control to their respective departments and personnel, for meeting financial targets, and for assuring schedule and product delivery. The Leadership Forum also implements over-arching policy as it applies to Business/Finance, Systems Engineering, Operations, and Logistics. The NSwC PCD Leadership Forum consists of the following:

1.3 THE LEADERSHIP FORUM

CAPT Phillip E. Dawson IIICommanding Officer

CDR Paul WerringExecutive Officer

Mr. Ed Stewart (SES)Division Technical Director

Mr. Dave Tubridy Deputy Division Technical Director

Mr. Robert WalkerChief Engineer

SIX DEPArTMENT HEADS:

Ms. Lisa TindellLittoral & Mine warfare Systems, Code A

Ms. Sheila SchnoeringExpeditionary & Maritime Systems, Code E

Dr. Kerry CommanderScience &Technology, Code X

Core CompetenciesMine warfare SystemsNaval Special warfare SystemsDiving & Life Support SystemsAmphibious/Expeditionary Maneuver warfare SystemsSystems that occur in coastal (littoral) regions

Ms. Pam RollinsComptroller, Code 01

Ms. Mary LangfeldtChief Contracting Officer, Code 02

Mr. John GebhartCorporate Operations, Code 10

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2014 ANNUAL REPORT | NSWC PCD

91.4 ORGANIZATIONNaval Surface Warfare Center Panama City Division

In September 2013, senior leadership recognized the need to realign the organization to provide a “laser-like” focus on the Littoral Combat Ship and the Mine Countermeasures Mission Package. To ensure success of this high-priority program, the Analysis, Tactics, and Simulation Division was realigned under the Littoral and Mine warfare Systems Department. Additionally, the non-LCS projects were realigned under the Science, Technology, Analysis, and Simulation Department. This realignment provides focus and accountability on execution, enhances communication across all aspects of the mission package and seaframe integration, and provides a single voice/message to the customer.

NSWC Panama City Division

EXECUTIVE OFFICER CDR Paul Werring XO

CHIEF TECHNOLOGY OFFICE Dr. Kerry Commander 00T

CUSTOMER ADVOCATE Jose Velez 0CA

COMPTROLLER DEPARTMENT

Pamela Rollins Code 01

CONTRACTS DEPARTMENT

Mary Langfeldt Code 02

CORPORATE OPERATIONS DEPARTMENT

John Gebhart

Code 10

LITTORAL & MINE WARFARE SYSTEMS

DEPARTMENT

Lisa Tindell Code A

EXPEDITIONARY & MARITIME SYSTEMS

DEPARTMENT

Sheila Schnoering Code E

SCIENCE & TECHNOLOGY DEPARTMENT

Dr. Kerry Commander

Code X

30 October 2014

COMMANDING OFFICER

CAPT Phillip Dawson

00

TECHNICAL DIRECTOR

Ed Stewart (SES)

TD

CHIEF ENGINEER Robert Walker 00E

DEPUTY TECHNICAL DIRECTOR Dave Tubridy TDB

DEPUTY LITTORAL WARFARE SYSTEMS ENGINEER Dave Fonzi SEA05MB

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CHIEF ENGINEER (CHENG) OFFICEThe purpose of the CHENG Office is to provide Navy technical expertise in the areas of research, development, test, evaluation, and life cycle sustainment of Littoral warfare Systems for NSwC PCD. The office oversees engineering investigations, analyses, and technical program developments at the Command level across the full life cycle of the Division’s assigned mission areas and responsibilities. Additionally, the office is responsible for directing the implementation of engineering policies, instructions, and agreements to ensure that policy is consistently implemented and that quality products are developed in a consistent and repeatable manner. The CHENG Office includes the Chief Engineer, Deputy Chief Engineer (one year rotational assignment) and the Competency Leads for each of the Division’s key technical domains.

LITTORAL AND MINE WARFARE SYSTEMSCODE A NSwC PCD is the Navy’s designated full-spectrum Mine warfare rDT&E laboratory with over 70 years of in-house knowledge and expertise. The Littoral and Mine warfare Systems Department capabilities include the development and implementation of new technologies, mission systems integration, and applied system engineering to conduct mine countermeasures. Mine countermeasures includes detecting, localizing, identifying, and neutralizing mine threats from deep water through the beach zone. Detection and identification may use magnetics, acoustics, and electro-optics, as well as, other technologies. Neutralization uses systems ranging from minesweeping to explosive clearance. Assets used for mine countermeasures operations include dedicated, modular, and organic air, surface, and subsurface platforms. Included are the specialized facilities and expertise needed to exploit the new technologies found in existing and emergent mine threats to assess Fleet susceptibility to foreign threats and to develop new systems and tactics to counter those threats. The Department’s mine development capability includes analysis and modeling used to design and field target detecting device algorithms and to perform mine effectiveness computations against current military targets of interest. This includes the research, development, and implementation of new technologies and systems to conduct offensive undersea mine warfare. Offensive mine warfare includes those people and facilities necessary for successful and innovative research, design, development, analysis, modeling, engineering, test, acquisition, platform integration, as well as, Fleet and operational support for safe, effective state of the art technology mine systems and subsystems including deployment equipment.

EXPEDITIONARY AND MARITIME SYSTEMSCODE EExpeditionary and Maritime Systems Department activities span the full spectrum of research Development Test and Evaluation (rDT&E), acquisition engineering, In-Service Engineering Activity (ISEA), and includes the technology development, facilities, and expertise to develop, acquire, train, sustain, and support the systems and equipment (excluding weapons, ammunition, and personnel protection) required by Special Operations Forces (SOF) to conduct their missions in the Littorals. Missions include special mobility operations, unconventional warfare, coastal and riverine interdiction, beach and coastal reconnaissance, SOF infiltration/exfiltration, and certain intelligence operations.

The Department’s capabilities encompass the full spectrum of rDT&E, acquisition support, and man-rated ISEA for the Navy’s underwater diving life support systems, surface personal life support systems, and specialized equipment, as well as, support for tri-service diving requirements. This technical capability is applied to underwater NSw, Explosive Ordnance Disposal, U.S. Marine Combat Swimmer, and Salvage Diving for in-theater ship repair, particularly in areas remote from dry dock and pier facilities, saturation diving, and for manned operations in hazardous environments, such as Damage Control and Firefighting. It also covers all aspects of Chemical Biological warfare (CBw) for Individual Protection from initial technology development through system procurement and support. It provides the technology base, threat analysis, and full spectrum of engineering expertise necessary to design, develop, and support the equipment needed to protect Naval and Joint Services forces afloat or ashore.

1.5 NSWC PCD DEPARTMENTS AND MISSION AREAS

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AND MISSION AREAS

E Department also provides the personnel, equipment, facilities, and necessary expertise to perform the full range of acquisition lifecycle development and support required to enable Navy, Marine, and Joint Forces to conduct Expeditionary Maneuver warfare (EMw), Deployable Expeditionary Command and Control, Seabasing, and Humanitarian operations. This technical capability encompasses all naval elements from a Seabase or Amphibious ship to an expeditionary forward operations base. It focuses on the technologies, equipment, and systems for transportation and transfer; modular deployable command and control systems; expeditionary systems to ship interfaces; assault breaching systems; water and land mine countermeasures; targeting sensors; seabasing systems; Ship-to-objective maneuver systems; logistics management including energy and water; force-protection of logistics ships, expeditionary ports, convoys, and forward operating bases; and USMC raids and reconnaissance. This technical capability is sustained and enhanced through a robust involvement in all phases of a program’s life cycle (material solution analysis through operations and support) within DoD, other federal agencies, and allied organizations when they relate to EMw missions. Expertise is also provided in logistics, human systems integration, U.S. and allied landing craft, and Blue/Green interface and interoperability, including Military Sealift Ships.

SCIENCE AND TECHNOLOGYCODE XThe Science and Technology Department performs the scientific research and engineering, analysis, and planning support for the development of adaptive force packages, modularization of off-board systems in support of the Littoral warfare mission area, except for anti-submarine warfare mission modules, and provides for the certification of all Littoral warfare mission packages. Expertise includes the integration and handling of off-board system hardware, tactics development, and mission planning for simultaneous operation of littoral mission systems, system integration of legacy and emerging littoral mission systems, seaframe integration of off-board systems, development of a mission systems integrated software applications communications network, and distributed engineering testing, validation, and verification of all littoral mission packages’ computing environment. NSwC PCD provides mission analysis, tactics development, modeling and simulation, and foreign threat characterization for all mission areas. The Department also provides the rDT&E and implementation of unmanned systems payloads on (1) Off the shelf or existing non-developmental unmanned underwater vehicles (UUvs) with limited modifications; (2) Developmental or existing unmanned surface vehicles (USvs) and unmanned ground vehicles (UGvs); (3) Non-developmental (lightweight tactical) unmanned aerial vehicles (UAvs) in support of the following missions: MIw, EMw, NSw, Diving and Life Support, Underwater Intelligence Surveillance and reconnaissance (ISr), ISr supporting NSw, and other missions in Littoral environments. Unmanned systems and mission package capability responsibilities include common unmanned systems management, mission control, and integration of joint interoperability messaging standards.

COMPTROLLERCODE 01The Comptroller Department is responsible for all financial management functions, including fiscal policy and regulations, budget, accounting, and financial services. In addition, the Comptroller provides command management with technical advice and guidance in the areas of budget formulation and execution, managerial accounting, financial review and management analysis, program analysis, internal control systems, and integrated financial systems. The Department is also responsible for administering all laws, policies, regulations, and directives pertaining to financial management. The Comptroller reports directly to the Commanding Officer, serves as the Chief Financial Advisor to the Division, and is delegated fiduciary authority under Title 31 USC 1517.

CONTRACTSCODE 02The Contracts Department is responsible for the end-to-end management and execution of the procurement process from solicitation, proposal, evaluation and award through contract closeout. Code 02 manages and directs the procurement functions which support the warfare Center’s technical programs and missions. Procurement is the process by which NSwC PCD acquires supplies and services. Code 02 is organized around three Contract Divisions and an Engineering Liaison Office. The three Purchase Divisions are composed of the Littoral and Mine Systems Contracts Division, Expeditionary and Maritime Systems Contracts Division and a Small Purchase Division.

CORPORATE OPERATIONSCODE 10Corporate Operations manages and directs the business functions which support the warfare Center’s technical programs and missions. Key functions include Human resources Management, Infrastructure Division, Corporate Communications, ACIO/Information Technology, Security, and Corporate Business Office.

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12Beginning in May 2013, NSwC PCD rolled out our Strategic Plan (2013-2015). NSwC PCD’s new strategy incorporates our enduring mission, an updated vision with a new core purpose and values and strategic objectives with actions to ensure we reach our desired end state, which is to achieve readiness!

Our mission endures! The mission of NSwC PCD is to conduct research, development, test and evaluation, in-service support of mine warfare systems, mines, naval special warfare systems, diving and life support systems, amphibious/expeditionary maneuver warfare systems, and other missions that occur primarily in coastal (littoral) regions and to execute other responsibilities as assigned by Commander, Naval Surface warfare Center. NSwC PCD’s Core Purpose explains why we exist and what we are here to provide. Specifically, we exist to understand the technical dimensions of warfighter requirements, to collaborate with industry, academia, and other warfare Centers in order to develop solutions and to certify those solutions are safe and effective.

Our Core values embody the NSwC PCD spirit. These Core values are enduring and will be forever linked to a term we want all NSwC PCD stakeholders to think of these values when they think of NSwC PCD: the word Littorals.

OUR VISIONis to be the Technical Center of

Excellence for Littoral Warfare and Coastal Defense.

1.6 STRATEGY

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13Our value Proposition amplifies on this message: To provide a bridge between the warfighter and the technical community, to rapidly respond to the warfighter, and to make naval programs successful. Our prime objective as members of Naval Sea Systems Command (NAvSEA) is to Keep America’s Navy #1.

Ultimately, our end state is to rapidly deliver Littoral warfare and Coastal Defense capability to the warfighter through …

The NSwC PCD Strategic Plan 2013-2015 aligns with the Naval Sea Systems Command Strategic Plan.

when we have done that, we will have achieved readiness for the warfighter.

Technical rigor

Accountable Leadership

Stakeholder Partnerships

Invest in People & Capabilities

Lead & Manage with Excellence

Provide Technical Solutions to

Complex Problems

we will continue to strengthen our organization’s foundation based upon these three principles and monitor our growth and progress in three core thrust areas:

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ACCOMPLISHMENTS

ACCOMPLISHMENTS

SECTION 2.0

2.1 OFFICE OF THE CHIEF ENGINEERChief Engineer Office Overview

Systems Engineering (SE) Competency Lead

Project Management (PM) Competency Lead

Software Engineering (SWE) Competency Lead

Test and Evaluation (T&E) Competency Lead

Science and Technology (S&T) Competency Lead

Quality Competency Lead

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ChIEf ENgINEEr OffICE

20CHIEF ENGINEER OFFICE ACCOMPLISHMENTS

OverviewThe Chief Engineer Office (ChENg) led the implementation of the components of PCD’s Strategic Plan that relate to improving technical process rigor and discipline across all Departments, Technical Competencies, and Product Lines. In order to improve collaboration and knowledge management, a Knowledge Management System (KMS) was established that includes sites for Technical Competencies, Departments, the Leadership and Deputies forum, Chief Technology Officer(r) (CTO), Eterprise resource Planning (ErP), Integration and Interoperability (I&I), Manager’s Internal Control Prorgam (MICP), numerous projects, Business/Operational/Strategic Plans, and the E30 Process Asset Library. Additional efforts focused on providing common tools and management solutions for the Division’s workforce. A suite of engineering tools was successfully implemented via the Naval Systems Engineering resource Center (NSErC) that provides the Division’s workers with key software for performing Systems Engineering. This suite utilizes NSErC’s existing capabilities and allows the Division to provide the suite of engineering tools at a significantly reduced cost. One of the tools is a standardized corporate risk management solution. It was rolled out for approximately 40 projects across the command and operator training was provided for the workforce. The ChENg Office also supports projects directly when appropriate. In fY14, a Process Critique was completed for AMNS DT/IT Testing Inconsistencies. The Office also led the AMNS Engineering Investigation for fiber Breakage experienced during their Operational Assessment. for the Deployable Joint Command and Control (DJC2) project, a Quality Assist was conducted to determine root causes for customer dissatisfaction and a related stop work order.

Systems Engineering (SE) Competency LeadThe SE Competency Lead is responsible for establishing and maturing the SE Competency in order to maintain NSWC PCD’s technical capability. During fY14, a System Test Engineer (STE) qualification and certification process was established and implemented. Initially, six STEs were qualified and more are expected in fY15 as the certification requirement is rolled out to the entire workforce. On the KMS site, the SE Competency Lead established a significant presence featuring important information related to Policy, subject matter expert lists, job opportunities, various development opportunities, and other valuable resources. This included development and publication of core SE processes for NSWC PCD systems engineers to utilize. The SE Competency Lead also re-established involvement with the Naval Acquisition Development Program (NADP) for engineering interns. finally, NSWC PCD helped with the development of the Navy Competency Model for SE. The SE Competency Lead led the effort through discussions with OPM and the Naval Postgraduate School. Members of the Division’s SE Community of Practice served as experts for two separate panel reviews of the draft OPM Competency Model.

Project Management (PM) Competency LeadThe PM Competency Lead is responsible for establishing and maturing the PM Competency in order to ensure disciplined project management is applied to overall planning, direction, and success of major technical programs, engineering systems development efforts, and research or technology initiatives at NSWD PCD. During fY14, the PM Competency Lead focused on understanding the requirements of the NAVSEA fY15 Planning Instruction and NAVSEA Value Management guide and developed an NSWC PCD Planning and reporting requirements document to implement the NAVSEA requirements throughout the Division. Additional work focused on developing a comprehensive plan for the development and maturation of the PM Competency by identifying and assessing existing PM resources, as well as identifying gaps related to personnel, tools, and training. The PM Competency Lead represented the Division at recurring ErP and EDW meetings.

Software Engineering (SWE) Competency LeadThe SWE Competency Lead is responsible for establishing and maturing the SWE Competency in order to ensure disciplined processes and methods are applied to software development tasking at NSWC PCD. A graphical Software Development Process based on ISO/IEC/IEEE 12207 was developed and posted on the SWE Competency KMS site. Additional processes were developed and published for eight Software Implementation processes and eight Software Support Processes. Templates for major process artifacts were also developed and published. guides for software technical

2014 ANNUAL rEPOrT | NSWC PCD

21reviews were developed and published for: Software Specification reviews, Preliminary Design reviews, Critical Design reviews, Integration readiness reviews, Test readiness reviews, and functional Configuration Audits.

Test and Evaluation (T&E) Competency LeadThe T&E Competency Lead is responsible for establishing and maturing the T&E Competency in order to ensure test activities at NSWC PCD follow a rigorous, disciplined, and repeatable process. During fY14, the NSWC PCD T&E Website was transition to the KMS site. A training course titled “Introduction to T&E” was developed and presented to the workforce. In response to a process critique, corrective actions were implemented for Target Deployment and recovery efforts. This included the development and implementation of a detailed procedure for ensuring the accurate reporting of mine positions within test fields. A new chapter for the NSWC PCD T&E Manual was developed specifically for Target Deployment and recovery. The T&E Competency Lead also contributed to the draft NAVSEA Instruction on a Qualification Program for Test Directors.

Science and Technology (S&T) Competency LeadThe S&T Competency Lead is responsible for establishing and maturing the S&T Competency in order to ensure NSWC PCD recruits and retains an appropriate sized and qualified S&T workforce capable of supporting the customer demand. During fY14, the S&T Competency focused on identification and development of the S&T Workforce. This included the development of S&T roles sourced by the competency, definition of qualification standards for each role, and identification and assignment of workforce members to each role. Tools and Training related to S&T were analyzed and gaps were identified. An S&T mentoring and coaching plan was established that is in-line with the NSWC PCD Mentoring handbook.

Quality Competency LeadThe Quality Competency Lead and the Quality Office serve as the NSWC PCD authority for Quality Management, Quality Assurance, and Quality Control. This office develops and implements Quality Management System requirements for all Division activities. The Quality Competency Lead developed the Quality Competency KMS site. This included the development of draft bodies of knowledge for Lean Six Sigma green Belts and Black Belts. Personnel working under the Quality Competency were identified along with their status related to certifications, training, and assigned areas. In the realm of Quality Management, a Quality & CPI Concept of Operations and a CPI Manual were developed. A new Quality Management System was approved by NAVSEA 04 and implemented across the Division. A lean event was held for purchases within the Small Purchase Office. A rapid Improvement Event was held that resulted in a template for the Division’s Standard Operating Procedures (SOP). Also, the calibration program at NSWC PCD was rebuilt. A new calibration SOP and an updated Division Calibration Instruction were released, resulting in a streamlined process that is now monitored with metrics to ensure compliance. Overall, the calibration program went from 200 expired or overdue calibrations to achieving zero (0) expired or overdue calibrations by the end of fY14.

2.2 LITTORAL AND

CODE AMINE WARFARE SYSTEMS

Remote Minehunting System (RMS) Technical Program OfficeCODE A06

Mine Warfare Systems Development DivisionCODE A10

Mine Warfare Sustainment DivisionCODE A20

Modular Integration DivisionCODE A30

Analysis, Tactics, & Simulation DivisionCODE A40

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RMS DT-IIGIn fy14, the Remote Minehunting System completed the Developmental Test Period IIG (DT-IIG) at Lockheed Martin, W. Palm Beach, fL. The test included seven weeks of vehicle testing using naval personnel (DET) as operators and maintainers with oversight provided by nSWC PCD. The system was required to perform its operational Minehunting mission scenarios with a planted inert minefield off the coast of W. Palm Beach. The final day of the test culminated in the successful use of two vehicles simultaneously from two command centers. The successful completion of DT-IIG is a major accomplishment that allows the program to now transition to the next stage.

REMOTE MINEHUNTING SYSTEM (RMS) TECHNICAL PROGRAM OFFICECODE A06

MINE WARFARE SYSTEMS DEVELOPMENT DIVISIONCODE A10

MCM MP DT-B2 Phase 4 Period 1 Verification of Correction of DeficienciesnSWC PCD provided Remote Multi-Mission Vehicle (RMMV) In-Service Engineering Agent (ISEA) support of Littoral Combat Ship (LCS) 2 Mine Countermeasures (MCM) Mission Package (MP) DT-B2 Phase 4 Period 1 Verification of Correction of Deficiencies (VOCOD) pier-side training and underway events on the West Coast. During the testing, Remote Multi-Mission Vehicle (RMMV) 8 was embarked onto LCS 2 and was used to conduct pier-side launch and recovery training. In addition, testing was conducted underway to update RMMV At-Sea Launch and Recovery Procedures.

ALMDS Early DeploymentDuring fy14, the Airborne Laser Mine Detection System (ALMDS) and the Carriage, Stream, Tow, and Recovery System (CSTRS) successfully completed CnO requested Early Deployment to the fifth fleet Area of Operation. numerous flights were conducted with the support of nSWC PCD subject matter experts, and ALMDS participated in fleet exercises including Poseidon Assurance and IMCMEX.

AMNS Developmental Testing/Integration Testing and Operational Assessment (OA) Phase AThe Airborne Mine neutralization System (AMnS) completed its last phase of Developmental Test (DT)/Integration Test (IT) in April with 19 runs. following the completion of DT/IT, AMnS rolled directly into Operational Assessment (OA) Phase A. This OA was successfully completed in July with 54 runs off of the VACAPES operating area.

Joint Direct Attack Munitions (JDAM) Assault Breaching Systems (JABS) Berm CharacterizationThe Dynamic JABS Berm characterization test was safely and successfully completed on 2 Jul 14 at Eglin Range B-70. five tritonal-filled MK-84 bombs were launched from f-15E passes onto the berm. All five delivered from dives started at 40,000 feet. Post-drop photographs, 3D laser survey, and follow-on conventional transit/rod survey were conducted. The Static JABS Berm Test was successfully completed on 10 July 14 at Eglin AfB Range B-71. five tritonal-filled MK-84 bombs were placed in individual holes in the berm and detonated simultaneously. High-speed video and overhead 30 fps video was provided via an unmanned aerial vehicle along with three ground 30 fps cameras.

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MINE WARFARE SUSTAINMENT DIVISIONCODE A20

JDAM/Quickstrike Extended RangenSWC PCD supported Pacific fleet (PACfLT) and Pacific Air forces (PACAf) investigation of using Joint Direct Attack Munition (JDAM) Extended Range (ER) wing kits on the Quickstrike Mine Mk 62 Mod 0. One Mine Mk 62 Mod 0 with JDAM was successfully released from B-52 aircraft with good separation and wing deployment. A second successful separation was conducted using a f/A-18 Hornet. Video and pictures were taken. The Capability Confirmation Event using Joint Direct Attack Munition (JDAM) Extended Range wing kits on the Quickstrike Mine Mk 62 Mod 0 was considered a success and met the required event objectives.

Submarine Launched Mobile Mine (SLMM)A Submarine Launched Mobile Mine (SLMM) Laying Mine Mk 67 training event was completed by USS BREMERTOn. four of four SLMMs were fired and successfully exited the submarine. Three of the four SLMMs successfully ran and shutdown at the intended aimpoint box.

AN/SLQ-48The In-Service Engineering Agent for the An/SLQ-48 Mine neutralization System (MnS) achieved casualty free status in September 2014. Casualty-free status is conferred after a system operates without the logging of an equipment deficiency or technical issue in the fleet’s Casualty Reporting (CASREP) system.

AN/SQQ-32V(4)The new Stand Alone Trainer (SALT) for the An/SQQ-32V(4) was successfully installed and tested at the Mine Warfare Training Center (MWTC).

Airborne In-Service Engineering AgentnSWC PCD participated in and/or performed over 30 AMCM fleet support trainings and exercises both COnUS and OCOnUS on the An/AQS-24, An/ASQ-232, and MK-105 systems that included two HAWKEXs and two US/UK exercises.

AN/SLQ-37In fy14, nSWC PCD demonstrated the capability to fabricate and repair Surface Mine Countermeasures (MCM) Magnetic (Mag) cables both COnUS and OCOnUS thereby cutting both the repair time and cost by more than 50%.

Technical PublicationsDuring the VAL/VER/Procedural Audit of the Remote Minehunting System (RMS), Operation and Maintenance; SE315-AE-MMO-010 IETM, the logistics team reviewed a total of 980 procedures with 2,356 deficiencies. nSWC PCD personnel corrected 2,185 of the deficiencies, and the contractor was responsible for the remaining deficiencies.

Airborne Mine Countermeasures Stream & Recovery Module (ASRM)In fy14, nSWC PCD executed software and hardware design efforts for the Airborne Mine Countermeasures Stream & Recovery Module (ASRM) technology refresh effort. ASRM supports training for the legacy MH-53E AMCM fleet in norfolk.

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In fy14, nSWC PCD participated in MCM MP DT Phase 4 Period 1 VCD that exercised the RMMV Launch and Recovery and Multi-Vehicle Communications System (MVCS) for the verification of the correction of deficiencies from previous testing. LCS 2 was embarked, and a pier-side “training assessment” testing period was held prior to getting underway. following the pier-side events, the ship got underway for “training assessment” testing prior to executing the main objective of verifying the correction of deficiencies in the Launch and Recovery procedures for the Remote Multi-Mission Vehicle and of the communications deficiencies with the Multi-Vehicle Communications System (MVCS).

Multi-Vehicle Communications System (MVCS) Communication CharacterizationThe Multi-Vehicle Communications System (MVCS) Communications Characterization testing aboard LCS 2 was completed in fy14. The system successfully demonstrated expected line of sight (LOS) range and coverage provided the necessary data needed to characterize the performance of the over-the-horizon communications. A more complete OTH range checkout was scheduled to be conducted during start of MCM MP DT-B2 Phase 4 Period 2 at-sea testing.

MCM MP Support EquipmentnSWC PCD was responsible for the development, design, and implementation of 11 crucial Engineering Change Proposals (ECP) for the LCS MCM MP that effected the support equipment. These ECPs included the Capture Spine Assembly Upgrades for the Remote Minehunting System, ALMDS/AMnS Support Container Upgrades, An/AQS-20 Support Container Upgrades, and the extra Support Type 2 Support Container (10’). Sustainability DemoThe Sustainment Demonstration (S-Demo) for the LCS MCM MP was successfully completed at nSWC PCD. The team completed data collection events during S-DEMO for verification of SSS requirements and provided recommended Pass/fail/not Observed assessments. The S-Demo proved to be valuable in identifying gaps in procedures, processes, and technical documentation and was enhanced by the presence and knowledge of fleet participants from LCS 2 and MCM Detachments 2 and 4.

MCM MP DT Phase 4 Period 1 Verification of Correction of Deficiencies (VCD)

MODULAR INTEGRATION DIVISIONCODE A30

refreshed the 1999 electronics to current technology and re-designated it as ASQ-232A. The NSWC PCD ASQ-232A team completed delivery and Fleet training to HM-15 Det 2 in Bahrain) with initial outfitting of four systems. As part of the introduction support NSWC PCD provided field team to Bahrain for two exercise events and one ship board training event in local NSWC PCD waters.

Organic Airborne Mine Countermeasures (OAMCM) : Based on the "No Tow" decision for OAMCM, the CSTRS team completed a major effort documented by 3 Class I ECPs, a major software release, and a TOC report to streamline the system, increase the reliability of the overall OAMCM system, and reduce the TOC. All hardware and documentation products were delivered on schedule and on budget. Flight testing by HX-21, the Navy's independent test squadron, was highly successful with no major issues and significant positive comments. The reliability and TOC goals of the effort were met and exceeded, with CSTRS reliability growth of 42%, and a TOC savings of $86,605,419 over the 20 year life-span. An additional, highly significant result was a reduction in the weight of the on-aircraft system by 325 lbs., which extended the mission time for AMNS by over 20 minutes, and a reduction in the on-LCS system weight of over 2022 lbs., largely through the elimination of the complex, heavy, and expensive ORCA cable reeling system.

Modular Integration Division (A30)

MCM MP DT Phase 4 Period 1: Launch and Recovery (L&R) Operations using the Remote Minehunting System was tested onboard USS Independence (LCS 2). During the pierside test period, a walkthrough of the RMMV L&R procedures was conducted. L&R

recovery cycles of the RMMV were conducted. All communications criteria were satisfactorily demonstrated pierside. L&R operations and wakefield characterization missions were completed underway. The second underway period focused on dual control missions using the MVCS Test Set (MTS). The test period included Dual Control and Launch and Recovery wakefield characterization scenarios from aboard LCS 2. During recovery cycles, wakefield characterization data were collected and various configurations of the capture spine (snubbing feature, yaw

alignment structure, towline restrainer) were tested to evaluate potential improvements to the capture spine design.

Analysis, Tactics & Simulation Division (Code A40)

2014 AnnUAL REPORT | nSWC PCD

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Littoral Combat Ship (LCS) Mission Package (MP) CertificationnSWC PCD is designated as the Littoral Combat Ship (LCS) MP Certification Agent by PEO LCS. As the MP Certification Agent, nSWC PCD is tasked with development, implementation and execution of a MP Mission Readiness certification process. The Mission Readiness Certification is achieved through a formal process that assesses the capabilities and limitations of the system against well-defined assessment criteria as documented in the Mission Package Certification Management Plan. The LCS MP Certification activities encompass all Mission Packages designated for the Littoral Combat Ship. The Mission Package Certification Team assessed the Surface Warfare (SUW) MP, the Mine Countermeasures (MCM) MP, and Anti-Submarine Warfare (ASW) MP. Multiple LCS MP Certification events took place during fy14.

Achievements this past year included:A SUW MP Certification Decision (MPCD) for deployment on LCS 3 in June 2014.

Mission Package Readiness Assessment (MPRA) authorizations for the 30mm Gun Risk Mitigation Test firing on LCS 4 in April 2014, MCM MP Multi-Vehicle Communication System (MVCS) communications characterization in July 2014, ASW MP Advanced Development Model integration on LCS 1 in July 2014, MCM MP Development testing on LCS 2 in July 2014, and SUW MP Development Testing on LCS 4 in August 2014.

MCM MP Certification Assessment. The MPRA findings were presented to the MCM development teams, PMS 420 and Mission System PARMs.

Mine Warfare and Environmental Decision Aids Library (MEDAL)Mine Warfare and Environmental Decision Aids Library (MEDAL) is the single tactical decision aid software for Mine Countermeasures (MCM) planning and evaluation. It is currently fielded with the navy’s Mine Countermeasures (MCM) forces but is in need of replacement. nSWC PCD was tasked to assess the replacement software this fiscal year. This software is called MEDAL Enterprise Architecture (EA) and consists of MInEnet Global (fielded last year) and MInEnet Tactical. nSWC PCD conducted Government Acceptance Testing (GAT) to ensure that MEDAL EA MInEnet Tactical performs acceptably and will meet the needs of the U.S. navy once fielded. The GAT was focused on the MInEnet Tactical

component of MEDAL EA, specifically, Beta 1 of the MEDAL EA MInEnet Tactical version 1.0 software. MInEnet Tactical Beta 1 was tested to verify that key system interface requirements had been met and assessed tactical performance of the MInEnet Tactical software in accordance with applicable tactical publications. The GAT addressed three principle items. The team evaluated the as-delivered software to determine if it met key interface requirements (Interface Verification Testing (IVT)). They also functionally assessed the as-delivered software such that known inputs provide expected outputs consistent with associated tactics publications (Accuracy Verification Testing (AVT)). finally, they assessed whether the as-delivered software implemented the capabilities of the fleet’s version of MEDAL.

The outcome of the test will be compiled into a test report for the Program Office (PMS 495).

ANALYSIS, TACTICS & SIMULATION DIVISIONCODE A40

28


28 FY14 BUSINESS BASE

FY14 Major Program Sponsors

Reimbursable $148.2MDirect Cite $133.2M

As of September 2014

Other = PEOLCS, nSWC’s, SEA02, CnO, PACfLT, SWRMC, OPTEVfOR, nAVSUP, nSSA, PEO STRI, OnR, DLA, DASn

Direct Work Years Total Work Years: 503

2014 AnnUAL REPORT | nSWC PCD

29

FY14 Execution SummaryTask Area FY14 Forecast

$KFY14 IBR $K FY14 Actual $K FY14 Plan (ERP)

$KFY14 Carry-in

$KSpent (COE) $K (30 Sept)

RE $K DC $KActual

Gov WYCTR WY

(RE + DC)

PMS 403 $12,966 $13,209 $15,292 $11,231 $3,201 $13,900 $23,000 44.4 18.1PMA 299/205 $6,300 $6,067 $4,267 $5,963 $5,039 $8,800 $10,000 49.3 25.3PMS 495 $92,798 $79,152 $80,594 $115,133 $19,223 $80,200 $91,700 257.5 124.8PMS 420 $31,850 $20,077 $40,668 $34,803 $12,068 $34,000 $7,000 98.0 46.5PMS 501 $2,650 $2,643 $2,792 $4,535 $847 $1,200 $500 11.0 1.5PMS 505 $0 $0 $1,000 $0 $0 $500 $500 0.0 0.0PMS 406 $9,500 $8,320 $9,063 $6,134 $1,312 $6,900 $500 39.0 24.7Other $0 $0 $1,738 $3,580 $1,317 $2,700 $0 4.2 0.0Total $156,064 $129,468 $155,414 $181,379 $43,007 $148,200 $133,200 503.4 240.9

2.3 EXPEDITIONARY AND

CODE EMaritime Mission Systems DivisionCODE E10

Joint Interoperability & Irregular Warfare DivisionCODE E20

Expeditionary Systems DivisionCODE E30

Test & Evaluation & Prototype Fabrication DivisionCODE E40

MARITIME SYSTEMS

32

EXPEDITIONARY AND MARITIME SYSTEMS

32

SEAL Delivery Vehicle (SDV)The NSWC PCD SDV Team performed four SDV MK8 Mod 1 overhauls; three for Naval Special Warfare and one under the Foreign Military Sales program. The team released two class 1 ECPs and 40 class 2 ECPs and is involved in tiger team installs of new fleet capability. They have finished documenting the SDV Deeper Depth configuration and have upgraded these systems for emergent missions. The NSWC PCD team is continually addressing SDV obsolescence issues and new technology insertions.

MARITIME MISSION SYSTEMS DIVISIONCODE E10

Shipboard Damage Control &Firefighting Personnel Protective EquipmentNSWC PCD personnel designed, patented, fabricated and issued to the Fleet approximately 375 Emergency Breathing Air Compressor (EBAC) Carbon Monoxide (CO) Monitors. The system monitors the compressor intake air for CO, and when unacceptable levels are detected, the air compressor is automatically shut down preventing the introduction of CO into the air being filled into the firefighters’ high-pressure backpack air cylinders. The system meets the stringent requirements from the Code of Federal Regulations and OPNAVINST 5100.19 requirements for monitoring of breathing air for CO.

Emergency Escape Breathing Devices (EEBD) are short duration, individually worn systems

MK 18 Mod 2 KingfishThe NSWC PCD’s MK 18 Mod 2 “Kingfish” team began User Operational Evaluations (UOES) of second generation Small Synthetic Aperture Mine hunting (SSAM2A) sonar modules and Autonomous Topographic Large Area Survey (ATLAS) Prototypes with Commander Task Force 52 (CTF-52), in Bahrain. Six Production SSAM2A modules and eight ATLAS production modules were delivered to C5F in 2014 with additional modules of both scheduled to be delivered in FY15. In preparation for transitioning the systems to military users, an eight-week MK 18 UUV basic operation and maintenance (O&M) training course was established at the Mine Warfare Training Center and five courses were held that qualified 50 military personnel.

33


33

Fly-Away Mixed Gas RebreatherIn 2014, NSWC PCD personnel completed initial design and development of a mixed gas recycling rebreather for the Office of Naval Research and Supervisor of Diving and Salvage that has the potential to revolutionize mixed gas diving. The concept integrates existing U.S. Navy diving systems; surface supply gas umbilical, KM37SS helmet, and an existing recirculating backpack resulting in major development cost reductions. When fully developed, the system will be capable of significant gas savings in helium use, which translates to an 80% savings in helium gas costs and a reduced afloat footprint.

that provide personnel sufficient breathing air to exit shipboard casualty areas where the atmosphere has been contaminated. Quantities of these devices are distributed throughout the manned spaces on all U.S. Navy surface ship combatants. NSWC PCD is responsible for supporting these systems for the U.S. Navy, and over the course of 2014, installed a total of 8,425 EEBDs on 14 ships: CG-53, CG-57, CG-63, CG-71, DDG-65, DDG-72, DDG-76, DDG-79, LSD-43, LSD-46, MCM-7, MCM-8, MCM-9.

The Self-Contained Breathing Apparatus (SCBA) is the primary life support system for US Navy Fleet firefighting. During 2014, NSWC PCD provided the equipment and management of the replacement of Fleet SCBA assets reaching end of service life. During this effort, the SCBA cylinder size mix was modified to maximize stored breathing air on board, as well as decrease follow-on maintenance costs, due to an overall reduction in cylinder quantities required on-board. In addition, the new air cylinders outfitted are designed for 30 years vice the industry standard 15-year service life allowing for most ships to reach end of service life before another SCBA cylinder replacement is required. New SCBA equipment was installed on 16 ships: CG-53, CG-57, CG-62, CG-63, CG-68, CG-72, DDG-53, DDG-54, DDG-69, DDG-76, DDG-79, DDG-85, LHD-6, LHD-7, LSD-44, and LSD-48 for a total of 1,514 SCBAs and 3,918 Cylinders.

34


34

M9 Armored Combat Earthmover (M9ACE)NSWC PCD supported the USMC to field the first four modernized M9 Armored Combat Earthmover (ACE) production units at Camp Lejeune, N.C. The M9 ACE is a fully-tracked armored combat engineer vehicle, manned by a single-equipment operator that provides combat engineering support to front-line U.S. Marine forces. The NSWC PCD objective was to increase the M9’s reliability, availability, and maintainability, and is the first major upgrade to the M9 ACE since 1993.

The vehicle’s modernized improvements include an entire redesign of the hydraulic subsystem, incorporation of an automated track tensioning system, a redesign of the electrical subsystem, design and integration of a vision system consisting of ten cameras, the addition of an automated fire extinguishing system, and incorporating improvements from the Army’s Standard Improvement Package-4.

Naval Enterprise Tactical Command and Control (NETC2)NSWC PCD produced, tested, and fielded NETC2 Version 1 systems to Naval Expeditionary Combat Command (NECC) Coastal Riverine Squadron-2, Explosive Ordinance Disposal Expeditionary Support Unit-2 and Mobile Diving Salvage Unit-1. NETC2 (v)1 is based on the Deployable Joint Command and Control (DJC2) Rapid Response Kit with the addition of two DJC2 enclaves.

NSWC PCD successfully prototyped and demonstrated NETC2(V)2 with an expansion kit during exercise RIMPAC 2014 and Bold Alligator 2014 (BA2014). NETC2(V)2 provided on-site situational awareness, voice, data, and Video Teleconference (VTC) to the Combine Task Force Commanders (CTF).

JOINT INTEROPERABILITY & IRREGULAR WARFARE DIVISIONCODE E20


35Mobile Landing Platform/Afloat Forward Staging Base (MLP/AFSB)As systems integrator for MLP/AFSB Command and Control, NSWC PCD completed integration and delivered the communications module for the MLP-2 ship. This module is an integration of Military Sealift Command components. Additionally, NSWC PCD commenced the design and integration of the MLP/AFSB Afloat Networks package. This consists of two radio modules and the actual Afloat Networks which are a design based on Deployable Joint Command and Control (DJC2) networks and architecture.

Virtual Perimeter Monitoring System (VPMS)An evolution of the Navy VPMS Naval District Washington effort was leveraged by Transportation Security Agency for use in providing critical infrastructure protection for Homeland Security purposes. VPMS detects physical intrusions of access controlled operational areas via sensors and intelligent processing. The sensor detections are automatically displayed and stored as alert information on the command and control station. During 2014, a test bed was deployed in a rail environment in New Jersey to allow testing of additional technologies. The various sensor modalities tested include gunshot detection, Unattended Ground Sensors (UGS), Passive Infrared (PIR), and microwave motion detection. In addition, two new sensors, the video management, and analytics algorithms were updated to provide better situational awareness in a rail environment.

36


36EXPEDITIONARY SYSTEMS DIVISIONCODE E30Landing Craft Air CushionAs the primary platform In-Service Agent for the LCAC, we provided over 700 individual fleet technical assists to the fleet. These assists increase craft readiness and fleet availability. On-site technicians coordinate with engineers and logisticians to identify the problem and develop a solution. In parallel, senior technicians provide mentoring to fleet personnel expanding their ability to maintain the craft when deployed. Logisticians are aggressively attacking the end-of-life issues of multiple craft systems. The craft Command, Control, Communications, and Computer (C4N) team completed Bridgemaster-E Radar Turning field modification installations on seven LCAC vehicles at Naval Beach Unit Seven, 34 LCAC at Assault Craft Unit (ACU) Four, and 28 LCAC at ACU-5, providing enhanced radar capability and situational awareness. The LCAC Hull, Mechanical & Electrical In-Service Engineering Agent and Support Services Team were awarded the NAVSEA Excellence Award presented by VADM Hilardes.

Ship to Shore Connector (SSC)NSWC Panama City personnel continued to support the development and production of the SSC, including completing a craft Compartment Temperature Study. The Comparative Analysis report was discussed with the SSC prime contractor Textron Marine and Land Systems. The data was used to identify multiple unneeded Engineering Change Proposals saving the Navy an estimated $750K in cost. Personnel continued the planning for Initial Operational Test and Evaluation (IOT&E) that will occur at NSWC PCD.

USMC Vehicle 3D Laser Scanningand ModelingNSWC PCD completed the laser scanning and 3D model creation for the Mine Resistant Ambush Protected (MRAP) Cougar vehicle. PEO Land Systems subsequently tasked the scanning and modeling of the Medium Tactical Vehicle Replacement (MTVR) and Logistics Vehicle System Replacement (LVSR) vehicles. These models provide the ability to rapidly upgrade the vehicle design, including analysis of explosive effects on the vehicle without having to expose the vehicle to actual explosives. The models also improve logistics and life cycle support.

37


37TEST & EVALUATION & PROTOTYPING FABRICATION DIVISIONCODE E40Airborne Mine Neutralization System (AMNS) Operational Assessment (OA), in support of Commander Operational Test Force (COTF)Test Directors (TDs) from Code E40 provided critical support to COTF for the AMNS OA conducted off the Norfolk Virginia Capes (VACAPES) area between 15-17 July 2014. E40 was responsible for writing the Test Support Plan (TSP), conducting test planning meetings, leading multiple Test Readiness Reviews (TRRs), planting and recovering mine surrogates (MS), and arranging for test support services from NSWC PCD and various agencies throughout the VACAPES area.

To support the test event on site, TDs executed movement of NSWC PCD test support craft from NSWC PCD to the VACAPES test ranges, performed precision deployment of 31 MSs, coordinated test team personnel for both at-sea range support and shore based subject matter expert (SME) support, performed at-sea test range control, supervised small boat launch/recovery, provided real time environmental and oceanographic data, supervised movement and installation of DTRs on MH-60 helicopters, performed inert DTR recovery, and coordinated post-test MS recovery operations.

BAY EXERCISE 2014 (BAYEX14)The Office of Naval Research sponsored BAYEX14, which was conducted by Code E40 Test Directors from April through May 2014. The series of tests were conducted in the Panama City Operating Area (PCOPAREA) inside St. Andrew Bay, Panama City, FL. BAYEX14 was a large acoustic research test conducted in a shallow bay environment using fixed sensors and autonomous underwater vehicles. The exercise was participated in by multiple ships and multiple activities. There were five organizations involved, including NSWC PCD, Naval Research Laboratory (NRL), Applied Physics Laboratory at the University of Washington (APL/UW), Woods Hole Oceanographic Institute (WHOI), Massachusetts Institute of Technology (MIT), and Teledyne Reson.

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38

LF Execution Review – 15 December 2014

Expeditionary and Maritime Systems Department

E Dept FY14 Business Base

– FY14 Major Program SponsorsFY14 Major Resource Sponsors

N9515%

Other36%

21%N96

Total Funding $219M Reimbursable $123M Direct Cite $96M

DOSEA05P

PMS 4087%

N979%

N6F19%

PMS 3853%

19%

PMS 37715%

DOD-COCOM-SOCOM5%

SPAWAR15 %

USMC11 %

DHS/TSA7%

Other6%

NELO6%

DOD-CNSWC

6%

Data as of Nov 2014

1

FY14 BUSINESS BASE

39


39

LF Execution Review – 15 December 2014

Expeditionary and Maritime Systems Department

E Dept FY14 Business Base

– FY14 Major Program SponsorsFY14 Major Resource Sponsors

N9515%

Other36%

21%N96

Total Funding $219M Reimbursable $123M Direct Cite $96M

DOSEA05P

PMS 4087%

N979%

N6F19%

PMS 3853%

19%

PMS 37715%

DOD-COCOM-SOCOM5%

SPAWAR15 %

USMC11 %

DHS/TSA7%

Other6%

NELO6%

DOD-CNSWC

6%

Data as of Nov 2014

1

2.4 SCIENCE AND TECHNOLOGYCODE XSensing Sciences DivisionCODE X10

Unmanned Systems Technologies & Threat Exploitation Division CODE X20

42

SCiEnCE anD TEChnOlOgy

42

Advanced Littoral Reconnaissance Technologies (ALRT)The alRT project continues to focus on advancing manned and unmanned airborne remote sensing techniques and currently provides technical oversight, Science & Technology (S&T) investigations, and systems engineering support to the Office of naval Research (OnR) for Future naval Capabilities (FnC) related projects addressing the future requirements of the Coastal Battlefield Reconnaissance and analysis (COBRa) and airborne laser Mine Detection (alMDS) acquisition programs’ future Blocks/increments. The Fy14 major work focused on: 1) the airborne laser interferometric Sensor (liS), a completed OnR FnC, where the ground is remotely insonified with acoustic energy and imaged with the airborne liS to detect and locate buried land mines and iEDs and; 2) the Compact Modular Sensor & Processing Suite (CMSS), an on-going OnR FnC addressing the drifting and oscillating sea mine problem with an airborne multi-sensor detection suite of software-fused sensing technologies consisting of Synthetic aperture Radar (SaR), long Wave infrared (lWiR), and Multispectral imaging (MSi), and with future plans to add a true 3D-imaging liDaR.

in Fy14, liS hardware was significantly enhanced to include multi-sampling for higher resolution and operation in hover mode for individual target interrogation. additionally, the acoustic source was mounted directly on the airborne platform as opposed to being flown by tether. a major liS flight demonstration was initiated at the end of Fy14 with 21 flights being flown to address engineering checkout, system assessment, photography, and data collection consisting of on-the-order of 1000 potential real land mine and iED opportunities with hundreds of natural false alarm target (clutter) areas including 120 deliberate false targets. The data sets collected were much more significant than all past flight demonstrations in 2010, 2011, and 2012, due to the higher sensitivity the multi-sampling capability provided.

SENSING SCIENCES DIVISIONCODE X10

CODE X FY14 FUNDSX Department FY14 Funding: $47,215k

Fy-14 Major Program Sponsors

18%

51%

12%

nElO - 6%

2%iSSO2%

Other5%

DETRa 2%SERDP

naVFaC2%

ONR

FUNDING TYPE

RDT&EOPOM

WCF

77.45%0.122%21.17%1.26%

NELO

SERDP

ONI

NAVFAC

ISSO

NAVSEA

DTRA

OTHER

43


43The Fy14 development of a new CMSS test bed consisted of acquiring new hardware, lab checks, hardware integration onto an airborne platform, and test site preparations for flight testing in early Fy15. CMSS work continues to proceed per the level B Technology Transition agreement (TTa) in place between OnR and PMS-495. in addition, nSWC PCD provided technical oversight to facilitate the following SBiR awards: (1) two Phase ii awards for 3D liDaR developments; (2) a Phase ii award for a Compact airborne acoustic Device; (3) two Phase i awards for a Compact Multispectral laser; and (4) three Phase i awards for a Fundamental Mode green laser.

SONAR Target Exploitation and Automatic Target Recognition (ATR)an acoustic target scattering experiment sponsored by the Office of naval Research (OnR) and the Strategic Environmental Research and Development Program (SERDP) and involving researchers from nSWC PCD, applied Physics laboratory at the University of Washington (aPl/UW), Washington State University (WSU) and Massachusetts institute of Technology (MiT) was conducted in Fy14 in an area with a mud sediment in St. andrew Bay in Panama City, Fl. This experiment complemented an earlier experiment referred to as TREX (acronym for Target and Reverberation Experiment), which was performed in a sandy bottom area in the gulf of Mexico near Panama City, Fl, in Fy13. Both experiments utilized acoustic source and receivers placed on a linear rail system in which controls of the rail system and recording of the received signals were accomplished via cabling to a moored research vessel. These experiments have resulted in the creation of a database of target strength templates for inert UneXploded Ordnance (UXO) targets and clutter in realistic environments. Combined with a database of controlled templates derived from nSWC PCD test pond data and Personal Computer Shallow Water acoustic Toolset (PC SWaT) simulations, these two databases were used in cross-correlation studies that revealed trends in discrimination capability. new insight was gained on how important parameters, such as range, burial state, and environmental variations are to class separating desired objects, as well as how well PC SWaT simulations represented real targets in real environments for target recognition purposes. a matrix of target cross correlation values. This matrix shows that the UXO objects are notably well correlated as a group, at least with the same bottom type.

automatic Target Recognition (aTR) technology is often seen as a replacement for human operators. in order for automation to be used, however, it must be trusted. The integration of aTR with current operator tools builds trust by encouraging operators to gradually become familiar with the operating advantages and limitations of the aTR algorithms. While the broadband and low-frequency sonars used in our acoustic target scattering experiment exploit a variety of target and environmental characteristics, most current Fleet systems use more limited real-aperture, high-frequency sonars. as a first step in operator familiarization, aTR for high-frequency sonars was integrated into a Fleet tool called the Common Operator interface - navy (COin). Working with human Systems integration experts, several aspects of usability have been enhanced, such as repeat-view filtering, target marking symbols, and accept-reject functionality.

44

SCiEnCE anD TEChnOlOgy

44Advanced Sensors forMunitions Response Before any formerly used military test range can be cleared of Underwater Unexploded Ordnance (UXO), the UXO must be mapped. Detecting, localizing, and discriminating underwater UXO from other natural and manmade objects, is a challenging problem. These shallow-water locations often have difficult environments and include large quantities of anthropogenic clutter. Current commercial off-the-shelf (COTS) sensors have limited capability to detect relevant objects and, more specifically, differentiate between UXO and non UXO objects.

The naval Facilities Command (naVFaC) in partnership with the Office of naval Research (OnR) sponsored the nSWC PCD to develop and evaluate UXO survey techniques using advanced Mine Countermeasures (MCM)

sensors. These advanced sensors provide a unique capability that is suited for the detection of manmade objects in high clutter shallow-water littoral environments. The sensors used were the Small Synthetic aperture Minehunter, second generation (SSaM2) [acoustic sensor] and the laser Scalar gradiometer (lSg) [magnetic sensor] both integrated into REMUS 600 autonomous Underwater Vehicles.

Surveys were performed at locations that include naval air Station Patuxent River, naval Support activity Panama City, Marine Corp Base Quantico, and the naval Weapons Station Earle. Data from these systems were processed to demonstrate capabilities. SSaM2 data provided high-resolution sonar imagery and bathymetric maps of the survey area and were used to localize potential UXO objects. The lSg data were employed to detect ferrous materials (common in UXO), which was later fused with the SSaM2 data to reduce the number of false alarms. Circular SaS (CSaS) imagery generated from processed SSaM2 data. This imagery demonstrated high-resolution identification capability. The image shown is a residual World War ii sea mine, which has subsequentially been recovered and determined to be inert.

USV Payloads for Single Sortie – Detect to Engage (SS-DTE)SS-DTE is an OnR Code 32 Enabling Capability program that is developing technologies to enable future unmanned surface vehicle (USV) based mine-hunting systems. nSWC PCD assists OnR sponsors in managing the technical execution of the program. nSWC PCD investigators also perform some SS-DTE technology development efforts.

nSWC PCD in cooperation with nUWC newport Division and SSC Pacific, developed a Modular Open Systems approach for SS-DTE software development that is an extension of the UaS Control Segment (UCS). UCS has been selected by PEO lCS/PMS 420 for the future MCM mission package Common Software architecture as a standard for integrating off-board unmanned platforms. The extension, known as UCS – Maritime (UCS-M), will be implemented and evaluated in SS-DTE as part of the Fy17 technology Exit Demonstration to provide “lessons learned” to PEO lCS about the application of this standard.

nSWC PCD designed the software architecture of the SS-DTE and selected computer hardware for the autonomy Processor, and procured computer hardware for the SS-DTE MCM Data Processor. These components will enable SS-DTE to conduct unattended mine-hunting with minimal human supervision. Sortie planning and scheduling

UNMANNED SYSTEMS AND THREAT ANALYSIS DIVISIONCODE X20

45


45

RobotXThe 2014 Maritime RobotX Challenge was a student competition held in October 2014 at Marina Bay in Singapore. nSWC PCD engineers served as Technical Directors for this inaugural event, leading the organization and execution of the entire competition. The RobotX Challenge will be held biennially, hosted by a different participating nation each time. The next event is scheduled for late summer 2016. Three student teams from each of the participating nations (U.S., Singapore, Japan, South Korea, and australia) competed in this competition.

This event was an OnR Code 33 Funded Project with the goals of fostering student interest in autonomous robotic systems operating in the maritime domain and enhancing collaboration on innovative approaches to maritime autonomy with partner nations as part of an overall U.S. Science, Technology, Engineering, and Math (STEM) program. The Maritime RobotX Challenge follows the same overall idea as the RoboBoat and RoboSub competitions, but it represents a significantly advanced challenge for students due to the larger platform size and plans to include multidomain challenges in upcoming events.

Students were required to build an autonomous unmanned maritime system capable of completing challenges that

included fully autonomous navigation, obstacle avoidance, shape detection, docking, acoustic transmitter localization, and light pattern identification. OnR provided each of the competing teams with a surface vessel platform and a stipend to allow students to ramp up quickly in building their unmanned surface vessels.

algorithms were develop by nSWC PCD to segment the search areas, assign tasks to the unmanned undersea vehicles (UUVs) in the SS-DTE payload, and coordinate the deployment and retrieval of these assets as the mission progresses. Using statistical techniques, the automated segmentation algorithm accounts for differences in expected mine-hunting sensor performance across the mine threat area to select the track density within the area segment assigned to a UUV. These planning automation tools will enable complex SS-DTE mine-hunting missions without increasing operator workload.

2.5 CONTRACTSCODE 02Oversight and Compliance DivisionCODE 021

Littoral & Mine Warfare Systems Contracts DivisionCODE 022

Expeditionary & Maritime Systems Contracts DivisionCODE 023

Small Purchase DivisionCODE 024

48

COntraCtS

48Backgroundthe Contracts Department (Code 02) is the Command’s backbone for acquisition strategies and contributes to core equity by serving as the anchor between the Command and Industry. Leading the procurement process, Code 02 provides procurement expertise to its customers by participating in the development of acquisition strategies; defining procurement methods; soliciting, negotiating, awarding and administering contracts. Code 02 delivers high-quality products and services at a fair and reasonable cost, in a timely manner, to support warfighter readiness, while adhering to the statutes, regulations and policies governing naVSEa procurements. Code 02 is responsible for procurements less than $3,000 using the Government Purchase Card (GPC), small purchases up to $150,000 and large contract actions greater than $150,000.

Code 02 has instituted highly effective management and internal controls to execute its mission and avoid fraud, waste, and abuse. Code 02 is aligned to support nSWC PCD’s strategic thrusts of: technical Center of Excellence for Littoral Warfare and Coastal Defense by Investing in People and Capabilities, Lead and Manage with Excellence, and Provide technical Solutions to Complex technical Problems.

In FY13, Code 02 became its own Department after residing under the Business Operations Department, Code B30. During this same time frame, Code 02 absorbed the contracting function for the navy Experimental Diving Unit. Code 02 is led by the Chief of the Contracts Office (CCO) and consists of 62 acquisition professionals including contract specialists, engineers, GPC buyers and agency Program Coordinators (aPCs). the Department contains 12 warranted contracting officers.

The Department experienced several successes in FY14 to include: • awarded 1,643 actions for a total of $302M. • reduced Seaport procurement lead time (PaLt) from 427 days in FY13 to 344 days in FY14. • reduced the small purchase PaLt from 33 days in FY13 to 25 days in FY14. • received a “Satisfactory” rating from the Procurement Surveillance review, which inspected the Command’s procurement health in Jan/Feb 2014. • Increased procurement authority from $25M to $35M in September of 2014. • Successfully aligned the Department to the Warfare Center Common Organization Structure:

o absorbed the aPC functions for the GPC Program.o Established the Oversight and Compliance Division (O&C Div) with the main functions of standardizing

processes, scheduling training, and compiling metrics. Over the past year, the O&C Div created aContracts Webpage on the Knowledge Management System site providing greater transparency on acquisition processes.

During this same period, Code 02 encountered a few challenges: • Unsuccessful offerors filed three protests. • numerous data calls and lean events. • High attrition amongst the GPC Buyers. • 48% of contract dollars were competed.

Increasing CompetitionEven though only 48% of nSWC PCD’s contracted dollars were competed, over 67% of the actions were competed. to increase competition, Code 02 organized annual Industry Days for the last three years, conducted Pre-proposal/Solicitation Conferences and advertised its procurements for 30 - 45 days. the Industry Days serve as a mechanism for nSWC PCD Leadership to communicate with industry partners and discuss upcoming projects. Pre-proposal/Solicitation Conferences provide potential offerors the opportunity to better understand the requirements and ask questions or provide suggestions. By conducting these conferences and advertising solicitations for 30-45 days, nSWC PCD experienced zero “One Bid” responses to solicitations in FY14.

49


49Stakeholder Meetingsto more proactively procure upcoming requirements, Code 02 engages the requirements generators 18 months before the current contract expires. this allows the requirements generator ample time to refresh the statement of work and submit it to the Engineering Liaison Office (ELO). During the stakeholders meetings, the contract specialist, contracting officer, ELO representative and the requirements generator discuss the type of procurement (e.g. cost or fixed price), the performance period, set-aside opportunities, evaluation factors etc. this initial meeting creates synergy between the team players and encourages buy-in. Conducting Stakeholders Meetings enables Code 02 to more successfully attain final technical packages in a timely manner.

FEDBIDthe Small Purchase Office began using FEDBID, a reverse auctioning tool to solicit supplies under $150K in FY13, awarding 108 buys for a total of $2,112,013 with a savings of $189,936 from the IGE. In FY14, the SPO awarded 148 buys for a total of $2,618,229 with a net savings of $555,245 from the IGE.

COR Certification ManagerIn October 2012, a Contracting Officer representative (COr) Contracting Certification Manager (CCM) was hired to oversee the overall execution and management of the COr program. the CCM ensures COrs are properly trained, assigned, and understand contracting policies and procedures. the CCM tracks COr certification status and provides metrics to the naVSEa COr Coordinator when requested. the CCM offers several COr training classes each year including: COr certification, COr refresher, Invoicing, and CPars.

COR Bill of Rights and ResponsibilitiesnSWC PCD established a COr Bill of rights and responsibilities signing ceremony. the document is signed by the COr, Commanding Officer, the technical Director, and the CCO. the Bill of rights and responsibilities specifies the rights of the COr, such as the authority to perform their duties, the right to be candid without a fear of reprisal, and timely decisions by leadership. the COr responsibilities are also clearly stated. the signing ceremony emphasizes the importance of the COr function and support that they can receive from the upper nSWC PCD Leadership.

Tripwire Oversight and ReportingIn april 2012, naVSEa 00 issued “naVSEa Head of the Contracting activity (HCa) Services Contracting tripwires, Interim Policy.” the tripwires include the following situations requiring higher level review:

• Bridge Contract actions • Best Value Source Selection Premiums • Excessive Other Direct Costs • Excessive Labor rates • adding subcontractors afteraward • Single-bid responses to competitive solicitations

the table below demonstrates nSWC PCD’s tripwires over the last three years.

2013 ANNUAL REPORT | NSWC PCD Stakeholder Meetings To more proactively procure upcoming requirements, Code 02 engages the requirements generators eighteen months before the current contract expires. This allows the requirements generator ample time to refresh the statement of work and submit it to the Engineering Liaison Office (ELO). During the stakeholders meetings the contract specialist, contracting officer, ELO representative and the requirements generator discuss the type of procurement (e.g. cost or fixed price), the performance period, set-aside opportunities, evaluation factors etc. This initial meeting creates synergy between the team players and encourages buy-in. Conducting Stakeholders Meetings enables Code 02 to more successfully attain final technical packages in a timely manner. Fed Bid The Small Purchase Office began using FEDBID, a reverse auctioning tool, to solicit supplies under $150K in FY13 awarding 108 buys for a total of $2,112,013 with a savings of $189,936 from the IGE. In FY14, the SPO awarded 148 buys for a total of $2,618,229 with a net savings of $555,245 from the IGE. COR Certification Manager In October 2012, a Contracting Officer Representative (COR) Contracting Certification Manager (CCM) was hired to oversee the overall execution and management of the COR program. The CCM ensures CORs are properly trained, assigned, and understand contracting policies and procedures. The CCM tracks COR certification status and provides metrics to the NAVSEA COR Coordinator when requested. The CCM offers several COR training classes each year including: COR certification, COR Refresher, Invoicing, and CPARs. COR Bill of Rights and Responsibilities NSWC PCD established a COR Bill of Rights and Responsibilities signing ceremony. The document is signed by the COR, Commanding Officer, the Technical Director, and the CCO. The Bill of Rights and Responsibilities specifies the rights of the COR, such as the authority to perform their duties, the right to be candid without a fear of reprisal, and timely decisions by leadership. The COR responsibilities are also clearly stated. The signing ceremony emphasizes the importance of the COR function and support that they can receive from the upper NSWC PCD Leadership. Tripwire Oversight and Reporting

In April 2012, NAVSEA 00 issued “NAVSEA Head of the Contracting Activity (HCA) Services Contracting Tripwires, Interim Policy.” The tripwires include the following situations requiring higher level review:

Bridge Contract Actions Best Value Source Selection Premiums Excessive Other Direct Costs Excessive Labor Rates Adding subcontractors after award Single-bid responses to competitive solicitations

The Table below demonstrates NSWC PCD’s tripwires over the last three years. Service Tripwires FY12 FY13 FY14 Bridge Contracts 3 3 3 BVSS Premiums >10% 3 0 1 Other Direct Costs >10% * 8 18 Excessive Labor Rates >$156/HR 2 12 41 Post-Award Adding Subs * 3 1 One Bids 6 0 0

Small Business Targets Code 02 came close to meeting all of its targets. The only target exceeded was HubZone. The Table below provides more specific comparisons.

50

COntraCtS

50Small Business TargetsCode 02 came close to meeting all of its targets. the only target exceeded was HubZone. the table below provides more specific comparisons.

Acquisition Strategy ReviewsOnce a month on a set schedule, the CCO meets with her upper leadership to review the status of the current and future work. One week later, the CCO and the Contracting Department’s leadership meets with the Science and Engineering Department Heads and technical Program Managers to discuss the status of ongoing procurements and future work in the pipeline. the monthly meetings have created a synergistic relationship in the organization and the meetings provide a proactive means to identify issues before they become problems.

Training SessionsDuring FY14, several training sessions were conducted, including Contracts 101, Contracting Officer representative (COr), CLIn/SLIn, PPIrS, and Contractor Performance assessment reporting System (CParS) training. these training sessions provide uniformity across the Command and proactively communicating acquisition regulations and procedures. the table below shows the number of actions and dollars awarded by Code 02 over the last seven years:

Procurement Lead Time Code 02 has significantly reduced its procurement lead time (PaLt) by proactively employing stakeholders meetings, preparing the solicitation, while the final technical package is being finalized and conducting concurrent reviews with legal counsel. the table below demonstrates the reduced time frames from FY13.

provides more specific comparisons.

Acquisition Strategy Reviews Once a month, on a set schedule, the CCO meets with her upper leadership to review the status of the current and future work. One week later, the CCO and the Contracting Department’s leadership meets with the Science and Engineering Department Heads and Technical Program Managers to discuss the status of ongoing procurements and future work in the pipeline. The monthly meetings have created a synergistic relationship in the organization and the meetings provide a proactive means to identify issues before they become problems.

Training Sessions During FY14, several training sessions were conducted, including Contracts 101, Contracting Officer Representative (COR), CLIN/SLIN, PPIRS, and Contractor Performance Assessment Reporting System (CPARS) training. These training sessions provide uniformity across the Command and proactively communicating acquisition regulations and procedures. The Table below shows the number of actions and dollars awarded by Code 02 over the last seven years:

Procurement Lead Time Code 02 has significantly reduced its procurement lead time (PALT) by proactively employing stakeholders meetings, preparing the solicitation while the final technical package is being finalized and conducting concurrent reviews with legal counsel. The Table below demonstrates the reduced time frames from FY13.

SEAPORT PD2 & SEAPORT

SAP GSA GPC

FY13 427 200 33 45

FY14 344 226 25 25 13

29.2%

9.2%6.4% 4.4%

1.2%

29.1%

8.0%6.0% 3.6% 1.3%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

Small Business SDB SDVOSB WOSB HubZone

Target Achieved

provides more specific comparisons.

Acquisition Strategy Reviews Once a month, on a set schedule, the CCO meets with her upper leadership to review the status of the current and future work. One week later, the CCO and the Contracting Department’s leadership meets with the Science and Engineering Department Heads and Technical Program Managers to discuss the status of ongoing procurements and future work in the pipeline. The monthly meetings have created a synergistic relationship in the organization and the meetings provide a proactive means to identify issues before they become problems.

Training Sessions During FY14, several training sessions were conducted, including Contracts 101, Contracting Officer Representative (COR), CLIN/SLIN, PPIRS, and Contractor Performance Assessment Reporting System (CPARS) training. These training sessions provide uniformity across the Command and proactively communicating acquisition regulations and procedures. The Table below shows the number of actions and dollars awarded by Code 02 over the last seven years:

Procurement Lead Time Code 02 has significantly reduced its procurement lead time (PALT) by proactively employing stakeholders meetings, preparing the solicitation while the final technical package is being finalized and conducting concurrent reviews with legal counsel. The Table below demonstrates the reduced time frames from FY13.

SEAPORT PD2 & SEAPORT

SAP GSA GPC

FY13 427 200 33 45

FY14 344 226 25 25 13

29.2%

9.2%6.4% 4.4%

1.2%

29.1%

8.0%6.0% 3.6% 1.3%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

Small Business SDB SDVOSB WOSB HubZone

Target Achieved

2014 annUaL rEPOrt | nSWC PCD

51Historical Trends the table below graphs the historical number of actions and dollars awarded by Code 02 over the last seven years.* Dollars in millions

* Dollars in millions

2631 2333 2416 2259 1702

1623 1643

0

500

1000

1500

2000

2500

3000

$0

$50

$100

$150

$200

$250

$300

$350

$400

FY08 FY09 FY10 FY11 FY12 FY13 FY14

DOLLARSACTIONS

2.6 CORPORATE OPERATIONS

CODE 10

DEPARTMENT

Human Resources DivisionCODE 101

Infrastructure DivisionCODE 102

Corporate Communications DivisionCODE 103

ACIO/Information Technology DivisionCODE 104

Security DivisionCODE 105

Corporate Business Office DivisionCODE 106

54

CORPORATE OPERATIONS

54

HUMAN RESOURCES MANAGEMENT DIVISIONCODE 101

CORPORATE OPERATIONS DEPARTMENTCODE 10

End StrengthIn FY14, NSWC PCD hired a total of 101 employees and had a total of 93 separations occur during the year, resulting in a net increase of eight positions and end strength at 30 September 2014 was 1,275, comprised of 1,268 permanent employees, one temporary employee and six Co-op students. Across the command, 1,007 employees are DAWIA certified and 83% have some form of advanced education; scientists and engineers comprise 73% of the workforce.

Non-Degree17%

Masters25%

Assoc4%

Bachelors49%

PhD5%

FY14 Education Levels

Non-Degree

Masters

Assoc

Bachelors

PhD

0

200

400

600

800

1000

1200

1400

FY10 FY11 FY12 FY13 FY14S&E 892 879 873 855 862Non S&E 411 430 450 412 413Total 1303 1309 1323 1267 1275

Civilian End Strength

0

50

100

150

200

250

300

350

400

00 02 10 A E X

FY14 DAWIA Certification

N = Cert Not Met-Overdue Y = Cert Met Y-GP = Cert Not Met, but within Grace Period

ALL OTHER 30CON 41LOG 65PQM 12S&TM 49SPRDE 776T&E 34

Non-Degree17%

Masters25%

Assoc4%

Bachelors49%

PhD5%


Non-Degree

Masters

Assoc

Bachelors

PhD

0

200

400

600

800

1000

1200

1400



0

50

100

150

200

250

300

350

400

00 02 10 A E X




Non-Degree17%

Masters25%

Assoc4%

Bachelors49%

PhD5%


Non-Degree

Masters

Assoc

Bachelors

PhD

0

200

400

600

800

1000

1200

1400



0

50

100

150

200

250

300

350

400

00 02 10 A E X




72.5%

16.0%

8.4% 2.3%0.8%

FY14 PATCOB Percentage - Permanent Employees

P

A

T

C

B

0

2

4

6

8

10

12

14

16

18

20

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

# o

f Em

ploy

ees

FY14 Accessions & Separations

Accessions Separation

0

100

200

300

400

500

600

700

FY10 FY11 FY12 FY13 FY14


Non-Degree Masters Assoc Bachelors PhD

55


55

INFRASTRUCTURE DIVISIONCODE 102

Facilities - Code 1021Two CIP Minor Construction projects were completed: The Joint Gulf Test Range Communications Tower and the Enhancement of the Underwater Multi-Sensor Instrumentation Building. The construction of the Acoustic Test Facility Pier Replacement was awarded.

72.5%

16.0%

8.4% 2.3%0.8%


P

A

T

C

B

0

2

4

6

8

10

12

14

16

18

20


# o

f Em

plo

yees



0

100

200

300

400

500

600

700




72.5%

16.0%

8.4% 2.3%0.8%


P

A

T

C

B

0

2

4

6

8

10

12

14

16

18

20


# o

f Em

ploy

ees



0

100

200

300

400

500

600

700




72.5%

16.0%

8.4% 2.3%0.8%


P

A

T

C

B

0

2

4

6

8

10

12

14

16

18

20


# o

f Em

ploy

ees



0

100

200

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400

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700




Permanent Employee Internal Labor Map

56


56CORPORATE COMMUNICATIONS DIVISIONCODE 103

With the implementation of the Warfare Center Common Organizational Alignment, the Office of Corporate Communications, Code 103, was created and includes the Public Affairs Office, Graphics and Imaging and the Technical Information Library.

Congressional & Public Affairs - Code 1031The Public Affairs Office was again recognized as a recipient of the Chief of Navy Information Thompson-Ravitz Award for Excellence in Navy Public Affairs. The team won for their efforts in the category of Crisis Communication, specifically for their handling of the media coverage surrounding the NSWC PCD Aviation Unit’s Search and Rescue operation in October 2013.

The Command newsletter, Coastal Compass, was relaunched on the digital publishing platform, Issuu.com (http://issuu.com/nswcpcd). With virtually all home-grown content, the newsletter averaged 14 pages per month.

In April, NSWC PCD employees were able to show off their work to their children. The annual Take Our Daughters and Sons to Work day provided demonstrations, displays, and hands-on activities to approximately 180 children, ages 7 through 18.

In addition to the ongoing PR campaign for the Strategic Plan, the command successfully rolled out a robust People Behind the Products campaign, which spotlighted many of our employees. Other major PR campaigns included Expeditionary Energy, Mobile 3D Scanning and Laser Capability, Diversity Council, NREIP & STEM Outreach and Mentoring.

A continuing, strong relationship with local media yielded robust local and national level coverage in FY14 for many diversity events, significant achievement recognition for members of the workforce, and reports highlighting technical achievement. The Public Affairs Office released 37 news releases, conducted 17 media availabilities, and answered 6 media queries.

Community relations remains strong. For example, 29 people from NSWC PCD were recognized by Bay District Schools, Superintendent Bill Husfelt at the 4th annual Education Partnership Award Ceremony in June. During FY14 the Science Brothers (http://www.sciencebrothers.org) visited 18 schools, plus special shows for the Bay County Library, E.O. Wilson Biophillia Center, Girls Inc, and the program supported the 2014 National SeaPerch Challenge. During each school visit the show is performed for grades K-5 with an average of 40 kids per grade. This results in 4,300 kids reached this year.

The NSWC PCD social media presence on Facebook continues to grow and successfully served as a method to reach a significant portion of the workforce during an emergency. Almost daily updates are achieving both a significant amount of “views,” as well as “likes.”

We strive to ensure members of Congress and their staffs receive timely information regarding inquiries and visits. For FY14, we had five Congressional inquiries.

The release of technical information to the public must be carefully considered and 2014 NSWC PCD cleared 96 requests for public release.

Lastly, for FY14, NSWC PCD hosted over 38 different VIPs, tours, and protocol events.


57The Graphics and Imaging Branch provides a wide range of capabilities for the Command to include Graphic Arts, 3D Visualization, Photography (including aerial and high-speed), Videography, and Reprographics. Support for NSWC PCD includes support of the Public Affairs Office (PAO), Diversity Council, Change of Command, etc., as well as RDT&E support of developmental systems such as ALMDS, RMS, AMNS, etc. Extensive support has been provided to the Littoral Combat Ship (LCS) in all areas of service that have included sea trials with both ships and system testing. Additionally, support has been provided to organizations outside NSWC PCD that have included ONR, PEO LCS, NEDU, NDSTC, and NSWC Port Hueneme Division, Port Hueneme, CA, supporting LCS-2/RMMV Launch and Recovery testing.

As an integral part of the Naval Surface Warfare Center Panama City Division, Graphics and Imaging Branch provides the best-value support that satisfies internal and external customers’ needs in terms of cost, quality, and timeliness; minimize impact of administrative requirements on all customers; maintain a high-caliber workforce; and support the Command’s mission, vision, and strategic plan. Areas of expertise include:

Graphics & Imaging - Code 1032


59The Graphics and Imaging Branch provides a wide range of capabilities for the Command to include Graphic Arts, 3D Visualization, Photography (including aerial and high-speed), Videography, and Reprographics. Support for NSWC PCD includes support of the Public Affairs Office (PAO), Diversity Council, Change of Command, etc., as well as RDT&E support of developmental systems such as ALMDS, RMS, AMNS, etc. Extensive support has been provided to the Littoral Combat Ship (LCS) in all areas of service that have included sea trials with both ships and system testing. Additionally, support has been provided to organizations outside NSWC PCD that have included ONR, PEO LCS, NEDU, NDSTC, and NSWC Port Hueneme Division, Port Hueneme, CA, supporting LCS-2/RMMV Launch and Recovery testing.

As an integral part of the Naval Surface Warfare Center Panama City Division, Graphics and Imaging Branch provides the best-value support that satisfies internal and external customers’ needs in terms of cost, quality, and timeliness; minimize impact of administrative requirements on all customers; maintain a high-caliber workforce; and support the Command’s mission, vision, and strategic plan. Areas of expertise include:

Graphics & Imaging - Code 1032

Photography & VideographyDigital PhotographyAerial Photography SupportVideo ProductionBroadcast ProductionProject Testing CoverageCD/DVD ProductionEvent CoveragePortraitsPhoto EnhancementHigh-Speed CaptureHigh-Gain (Night Vision) System

Graphic Design Conference DisplaysTechnical IllustrationsConceptual RenderingsPostersBrochuresPresentationsLarge-Format PrintingAdvertisementsPublicationsLogo DesignSigns/BannersColor CopyingInteractive Multimedia CDs/DVDsCD Duplication, Printing & Production

Printing & Reprographics High-Speed Document ReproductionWide Assortment of DocumentFinishing OptionsColor Copying SupportElectronic Job Support

Visualization3D Modeling3D Animations/Visualizations3D Compositing2D Animations

Photography & VideographyDigital PhotographyAerial Photography SupportVideo ProductionBroadcast ProductionProject Testing CoverageCD/DVD ProductionEvent CoveragePortraitsPhoto EnhancementHigh-Speed CaptureHigh-Gain (Night Vision) System

Graphic Design Conference DisplaysTechnical IllustrationsConceptual RenderingsPostersBrochuresPresentationsLarge-Format PrintingAdvertisementsPublicationsLogo DesignSigns/BannersColor CopyingInteractive Multimedia CDs/DVDsCD Duplication, Printing & Production

Printing & Reprographics High-Speed Document ReproductionWide Assortment of DocumentFinishing OptionsColor Copying SupportElectronic Job Support

Visualization3D Animations/Visualizations3D Compositing2D Animations

58


58Graphics and Imaging accomplishments include:

• Coordinated efforts with NAVSEA (Robert Goergens, SEA 07 394) and created and produced the NAVSEA/NEDU Gas Sampling Training video, an interactive training class on proper gas sampling processes and equipment usage. Training video was distributed and utilized throughout NAVSEA.

• Produced multiple video-based Panama City Division University (PCD-U) training classes. Training which is conducted based on peer to peer sharing of knowledge for the benefit of the workforce now and in the future.

• Produced several “People Behind the Products” employee information campaign videos. Production involved stills and video production highlighting individuals.

• Provided video and still coverage of the “Artificial Reef” project conducted at-sea and coordinated by Environmental, Facilities, and PAO.

• Planned and provided extensive support for John Holloway (Code X10) and the Laser Interferometer System (LIS) testing, which were conducted at Eglin AFB.

• Planned and provided extensive support for Rob McDonald (Code A30) and LCS/RMMV testing, which was conducted at Port Hueneme, CA and off the west coast.

• Support provided to the AMNS team (Karen McGough, AMNS Deputy) with the video documentation of test events involving destructors surfacing during daytime and nighttime missions.

• Provided photographic support and video documentation of the MCM Mission Package IOT&E Sustainment Demonstration for the Platform Integration Branch (Code A31).

59


59Technical Library - Code 1033In September 2014, the Technical Library and SMAC (Secret Material Accountability and Control) became part of the Corporate Communications Division. The team comprises of two professional librarians. Our mission as a Technical and Research Library is to advance the RDT&E efforts and mission of the Warfare Center by providing access to information that supports these efforts and to assist the workforce in their informational needs. We accomplish this by providing:

• In-depth research • A Technical Documents Collection (including digitalized mapping products, technical manuals, technical reports,

Naval Warfare Publications, NATO documents and INTELL)• A specialized Book collection concentrating in Technology, Science, Math, Engineering , and Management (with

over 150 new titles added this year)• Special Collections such as the “Command Reading List”, the “CNO Reading List”, the “Amphibious and

Expeditionary Reading List” and the new “Leadership Skills Collection”• Journal Collection (over 70 titles in print)• Electronic services and information• Tactical Oceanographic Data (TODs)• Interlibrary loan services• Acquisition of requested materials

During 2014, the Library team completed over 470 in-depth research tasks. Over 260 non-library items were acquired and provided to individuals upon request. Over 100 books were requested, ordered, and added to the book collection.

Ongoing is our constant effort to provide electronic products and information through the Technical Library’s webpage. Here you find the following:

• SMAC information and guidance• Online Unclassified Library Database (Under Construction)• Electronic Journals covering engineering, marine research, math, optics and physics including titles from American

Institute in Physics, American Physical Society, ASME (American Society of Mechanical Engineers) , IEEE (Institute of Electrical and Electronics Engineers, Inc.), and SPIE (International Society of Optical Engineering)

• Full text books available electronically through SPIE, KNOVEL, and SAFARI services• Standards and Specifications offered through I.H.S. (Information Handling Services)• HAYSTACK • Jane’s Fighting Ships• PERISCOPE (Military Global Information Service)

Code 1033 also functions as the NSWC PCD’s Secret Material Accountability and Control office. We accomplish this function by barcoding and entering into the SMAC database every new secret item, which is created or received on NSWC PCD. We are also responsible for tracking secrets which includes updating the SMAC database to reflect dispatching, downgrading, destruction, and reactivating of secret material. In 2014 this resulted in approximately 1250 new items barcoded and added to the SMAC database; 206 items reactivated; 502 items marked dispatched; 270 items marked destroyed; and another 248 miscellaneous modifications to the database (Total of 2,470 actions). SMAC assists individuals with their tasks involving secrets leading to continually educating individuals regarding destruction, dispatching, routing, and barcoding. For example, in the Fall of 2014, SMAC assisted Deanna Pedersen/Code 102 in her task of gathering all secret Thumb Drives for destruction and updating all records after destruction.

The Technical Library is a Restricted Access Area. Lockers have been provided outside the restricted area to place cell phones and other similar devices. In 2014, some of the library was redesigned which allowed provision of more shelving and the addition of an unclassified meeting room.

60


60

SECURITY OFFICECODE 105

Through proactive Command initiatives, NSWC PCD Security continues to apply uniform implementation of security program policy for Information, Personnel, Industrial, Physical, Antiterrorism, and Operations Security Programs to ensure national security information, classified and controlled unclassified, is properly protected. Achievements for 2013 include:

• NSWC PCD Commanding Officer is a DoN Original Classification Authority (OCA) with cognizance over three

• Security Classification Guides (SCGs). As the only field activity Security organization responsible for review and revision of SCGs, collaborated with technical subject matter experts to justify continued classification of 25-year-old information and to incorporate Information Security requirements of Executive Order 13526. Revisions were submitted to and approved by Deputy Under Secretary of the Navy for Plans, Policy, Oversight, and Integration (DUSN PPOI), formerly Chief of Naval Operations N09N2.

• NSWC PCD Security continues the lead role within the Warfare Center (WC) community for implementation of DoD’s requirement for uncleared contractors to obtain clearance eligibility when access to controlled unclassified information (CUI) is required. In this role, PCD processes were exported across the WC Security Community of Practice (COP) to NSWC HQ and NAVSEA to facilitate enterprise-wide compliance.

• In response to the catastrophic event at NAVSEA, NSWC PCD Security, in cooperation with local NCIS special agents, developed an Active Shooter Brief, which was offered to the workforce, and collaborated with the Command’s Media Services Branch to develop an Active Shooter Response poster that was distributed throughout the Naval Support Activity, and its other tenant commands. Both were also provided to NSWC HQ, NAVSEA, and the WC Security COP.

ACIO/INFORMATION TECHNOLOGY DIVISIONCODE 104IT Operations - Code 1041NSWC PCD has two environments that allow users to access networks based on their requirements: The Navy Marine Corp Intranet (NMCI) is used to conduct business operation; the other environment is the Research, Development, Test and Evaluation (RDT&E) used by engineers and scientist to design, develop, and test systems under development. In FY13, the NMCI performed a technical refresh of all seats and upgraded to Windows 7 operating system. Support was provided to the user community by the ACTR to ensure a smooth transition. A total of 15 RDT&E laboratories are documented and approved for operation at NSWC PCD. These capabilities require network capabilities that are outside the NMCI environment and form the foundation of the local RDT&E network. It provides an environment for development and testing of systems within the acquisition cycle, which require unique services. Efforts to move from SIPRNet to SDREN were begun with plans to be operating on the SDREN by second quarter FY14.

IA Compliance - Code 1043Each of the 15 RDT&E labs perform certification and accreditation (C&A) to allow connectivity to the network and ensure security policies, guidelines, and controls are met and practiced. A total of 354 IA Vulnerability Alerts/Bulletins (IAVA/B) were processed, as well as 24 Computer Task Orders (CTOs). Continuous network scanning and patch management is performed to ensure adherence to IA requirements. There are over 300 members of the Cyber Security Workforce (CSWF) and all members have worked to maintain the proper level of certification.


61RECORDS MANAGEMENT PROGRAMThe Records Management office is located in the Corporate Operations Department, Code 1064, and is responsible for administering the Records Management Program aboard NSWC PCD. In addition to adherence to overarching requirements, the office follows NAVSEAINST 5210.5A, SECNAVINST M-5210.1, and SECNAVINST 5210.8D. The goal of this program is to provide the basis for a robust Records Management Program at all levels within this activity and to provide appropriate levels of guidance to ensure an effective continuity of the command’s Records Management Program.

Accomplishments in 2014:• Staffing of Program: Command designated (in writing) Records Manager assigned and Assistant Records Manager hired.

Staff Training: Records Manager and Assistant Records Manager has attended all required training for the program and attends two monthly meetings, one at Headquarters level and one at NAVSEA level to stay abreast on latest policy and program updates.

• Records Liaison Officers (RLOs): RLOs have been assigned at the Department level and have received specialized training to complete their assigned responsibilities for records management matters within their Department. They work closely with the Command Records staff to implement, deploy, and enforce RM policy.

• Command-Wide Training: All-hands mandatory web-based RM training completed • Face-to-face classroom training provided to RLOs by the RM staff• Face-to-face classroom training provided to Records Custodians by the RM staff• As requested, individualized training provided to employees by the RM staff

• Standard Operating Procedures: A robust webpage for the RM program was developed and is “live” that explains in step-by-step examples, how to complete the various requirements of the RM program such as how to complete a file plan, how to set-up physical files in your file cabinet, how to label the file folders correctly, where to go for more training or information, etc. This website is a “living website” that is updated as the requirements of the program changes.

PRIVACY ACT PROGRAMThe Corporate Operations Department is responsible for administering the Privacy Act Program onboard NSWC PCD, Code 1064. The goal of this program is to provide the basis for a robust privacy program which will ensure that the command considers privacy protections and controls when making business decisions involving the collection, use, sharing, retention, disclosure and destruction of personally identifiable information (PII) whether in paper or electronic form.

Accomplishments in 2014:• Staffing of Program: Command designated (in writing) Privacy Act Officer assigned• Program Guidance: Command implemented Privacy Act instructions in place: NSWC PCD 5211.3B - Department

of the Navy Privacy Program and 5239.2 Protection of Sensitive Information• Staff Training: All personnel within the command’s chain of command are notified of their roles and responsibilities

regarding the safeguarding of PII via Annual Refresher training, New Hires training, Articles placed in Command’s Lab Review, PII reminders placed in “Plan-of-the-week” and Leadership briefs

• NAVSEA PII Spot Checks: Command supported Bi-Annual Privacy Program-PII Spot Checks have occurred since 2009 with positive results during each check.

DIRECTIVES AND FORMS PROGRAMThe directives and forms program is located in the Corporate Operations Department (Code10) under the Records Management, Forms and Directives section (Code 1064). The mission of the program is to maintain a Naval Surface Warfare Center Panama City Division (NSWC PCD) policy program to develop, coordinate, approve, publish, and review NSWC PCD directives and forms per applicable laws and regulations. The purpose of NSWC PCD directives and forms is to establish NSWC PCD policy, resource advocacy, and oversight in the performance of the mission and functions of the NSWC PCD.

Accomplishments in 2014:• Program Guidance: Updated local Directives and Forms Instruction and redesigned the Directives and Forms

webpage to correlate with changes in the newly updated instruction.• Keeping Forms and Directives Current: Checked with local Point of Contacts on all forms and directives to ensure

they are current or require updating. If updates are needed then worked with the POC to get the form or instruction updated following Navy guidance and endured updates were loaded to the local webpage.

CORPORTATE BUSINESS OFFICE DIVISIONCODE 106

FINANCIAL REVIEW

FINANCIAL REVIEW

SECTION 3.0

64

FINANCIAL REVIEW

64

Technical Center of Excellence for Littoral Warfare and Coastal Defense

Business Base

0100200300400500600700800

FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14Direct Cite 203 207 185 191 286 102 164 225Reimbursable 397 374 348 398 446 377 284 324Total 600 581 533 589 732 479 448 549

Dol

lars

in T

hous

ands

SEA00,$26MSEA04,

$10MSEA05, $18M

SEA21,$4M

PEOLCS, $271M

PEOSHIPS, $45MWFCs,$1M

OTHER, $5M

FY14 Funding by Major Sponsor: $549M

SPECWAR, $11M, 2%

ONR, $27M, 5%NAVAIR, $15M,

3%DHS, $5M, 1%

Other DOD, $20M, 3%

NELO, $10M, 2%

NAVSEA, $380M, 69%

SPAWAR, $17M, 3%

Other Navy, $24M, 4%

Marines, $31M, 6% Fleet, $7M,

1%

NAVSEA ($380M)

PCD’s Business Base

FY13 All Sponsors - $448M

NAVSEA - $260M, 58% NAVAIR - $13M, 3%

Marines - $55M, 12% SPAWAR - $14M, 3%

ONR - $20M, 4% NELO - $11M, 2%

Other Navy - $20M, 4% SPECWAR - $9M, 2%

DHS - $16M, 4% Fleet - $9M, 2%

Other DoD - $18M, 4% Other - $3M, 1%

FY13 NAVSEA - $260M

PEOLCS - $171M SEA00 - $5M

PEOSHIPS - $34M SEA21 - $5M

SEA05 - $20M WFCS - $5M

SEA04 - $7M Other - $13M

Technical Center of Excellence for Littoral Warfare and Coastal Defense Technical Center of Excellence for Littoral Warfare and Coastal Defense

Reimbursable Orders

OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEPFY 14 ACTUAL 23 105 149 162 187 275 279 299 323 321 325 324FY 14 PLAN 17 47 82 124 178 199 216 241 255 275 280 280FY 13 ACTUAL 13 100 153 173 185 203 211 227 247 273 284 284FY 12 ACTUAL 20 55 74 135 226 289 316 348 365 385 385 377FY 14 LRE

0255075

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$44M > Plan


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RDT&E39%, $213M

NWCF2%, $12M

O&M27%, $148M

FMS1%, $5M

Procurement25%, $137M

NDSF1%, $7M

FY13 - $448M

RDT&E – 36%, $160M

Procurement – 28%, $128M

O&M – 26%, $119M

NWCF – 2%, $11M

FMS – 1%, $3M

Other – 4%, $16M

SCN – 2%, $7M

NDSF – 1%, $4M

SCN4%, $21M


FY14 Funding by Appropriation: $549M

PCD’s Business Base

Other1%,$6M


Direct Cite Orders

OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEPFY14 ACTUAL 4 29 52 59 67 85 114 144 152 164 178 225FY14 PLAN 3 14 25 28 46 68 99 112 121 134 151 176FY13 ACTUAL 2 14 23 25 42 64 84 90 99 122 138 165FY12 ACTUAL (16) (16) (15) (14) (10) 6 10 12 13 12 16 16

0255075

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$49M > Plan

Top Ten Reimbursable Customers



Overhead Costs

0

10

20

30

40

50

60

FY11 FY12 FY13 FY14Overhead 54.9 50.3 50.5 52.3

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Customers Products and Services

SEP-14 Narrative:Navy Other consists of:ONI - $8.3Naval Special Warfare - $8.1MNELO - $7M


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FINANCIAL REVIEW

66 RevenueRevenue, which is stabilized labor and actual direct material costs billed against reimbursable orders, ended the year at $305.3M or $16.9M over our original projection. The primary reason for this positive variance is increased reimbursable orders, which were conservatively projected after sequestration. odd characters printing in indesign projects

Direct Labor HoursDirect Labor Hours for FY14 totaled 1,574K, which was a positive variance of 33K. Increased overtime and hiring in support of direct programs were the primary reasons for this variance.

TravelFor FY14, NSWC PCD’s travel target was of 30% below FY10 costs or $7.7M. Actual travel costs totaled $8.1M or $.4M more than target and were the result of increased travel for LCS testing in the fourth quarter, much of which required extended travel to the west coast. Travel in support of direct customers constituted 90% of all travel in FY14.


Direct Labor Hours

OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEPFY 14 ACTUAL 100 231 340 465 588 724 859 1011 1147 1270 1431 1574FY 14 PLAN 103 239 335 469 594 725 852 1006 1131 1245 1406 1541FY 13 ACTUAL 110 244 353 461 588 745 879 1032 1161 1261 1403 1536FY 14 LRE

0150300450600750900

1,0501,2001,3501,5001,650

Hou

rs In

Tho

usan

ds

Note: Includes Military labor of 1,842 hours. SCC hours are 3,453. EOY Plan – 3 Wys; Actual – 3.2 WYs

33K > Plan

Travel

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug SepFY14 Actual 237 936 1,400 1,824 2,422 3,315 4,042 4,735 5,552 6,591 7,415 8,139Target @ 70% FY10 858 1,753 2,305 3,155 3,621 3,998 4,526 5,063 5,615 6,211 6,914 7,653

100

1,100

2,100

3,100

4,100

5,100

6,100

7,100

8,100

9,100

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Supplemental Travel Chart


Revenue

SEP-14 Narrative:- <1% variance from revised plan.- The revenue increase over the original plan reflects the increase in reimbursable orders over plan.



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Travel6,835 travel authorizations and vouchers were reviewed and processed in FY14.

Vendor Payments3,298 vendor payments were processed in FY14, including purchase card invoices and employee reimbursements.

PayrollTotal payroll for civilian and military employees in FY14 was $125.6M.

Community ImpactNSWC PCD’s total impact on the local community was $273M in FY14.

Net Operating ResultsNSWC PCD ended FY14 with a positive Net Operating Result (NOR) variance of $.3M. Positive variances in the service cost centers and overhead along with increased direct labor hours offset a labor pricing issue and allowed NSWC PCD to meet its most important target.


NOR

OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEPFY 14 ACTUAL (1.9) (2.6) 1.2 (1.7) (0.9) (0.2) 1.1 0.4 0.8 2.7 1.2 (2.1)FY 14 PLAN (0.3) (2.3) (1.7) (1.9) (1.5) (1.4) (1.4) (0.7) (1.6) (0.7) (0.7) (2.4)FY 14 LRE

6

5

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3

2

1

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1

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1,26949

9722,290

$ 120,165,2115,411,760

$ 125,576,971

$ 147,062,900$ 147,062,900

$ 272,639,871

Employment Levels:CivilianMilitaryContract

TOTAL

Annual Payroll:CivilianMilitary

Subtotal

Contract LaborContract

Subtotal

TOTAL ECONOMIC IMPACT

Community ImpactNSWC PCD FY 14 Economic Impact to the Community


CarryoverThe initial FY14 carryover target for NSWC PCD was 10% below ceiling. We projected carryover at 3-5% under ceiling and came in at 6.4% under ceiling. Actual carryover was $139.6M. Carryover is managed centrally by the Comptroller. Departments are provided targets and phase expenses and new reimbursable orders to meet their targets. Weekly metrics are provided to senior leadership comparing actual carryover to phased plans and department financial personnel meet weekly with the Comptroller to discuss variances from plan and adjustments required to meet the Division target.


Division Carryover

6/24 7/1 7/8 7/15 7/22 7/29 8/5 8/12 8/19 8/26 9/2 9/9 9/16 9/23 9/30Actual 248.0 243.2 226.0 221.5 217.0 210.0 205.9 190.7 190.9 181.8 172.1 168.9 158.8 152.2 139.6Projection 235.9 228.1 225.7 224.3 220.6 214.6 208.1 199.5 190.7 183.9 175.1 167.8 162.8 149.8 143.2Est. Target 142.9

142.9

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$3.3M < Target

HIGHLIGHTS

SECTION 4.0 HIGHLIGHTS

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HIgHlIgHTS

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During FY14, the Science Brothers visited 18 schools, plus special shows for the Bay County library, E.O.Wilson Biophillia Center, girls Inc. and supported the 2014 National SeaPerch Challenge. During each school visit, the show is performed for grades K-5 with an average of 40 kids per grade. This results in 4,300 kids reached this FY, plus a few hundred more once the library and other special appearances are considered.

BLUFFY14 Budget: $70KSpent: $68K($11K Material and $57K labor)Schools Visited: 18 Estimated Students Reached: 4,300K-5 students (Average of 240 students per school)

Program HighlightsThe “Brothers” received a thank you note from Rear Admiral Klunder for their support of the SeaPerch competition.This past year, the Science Brothers sponsored a Senior Design project for a group of 4 EE undergraduate students at FSU PC. The group built a rugged Electromagnetic Disk launcher for the program to demonstrate how electrical energy can be used to propel objects, much like the Rail guns that are being designed for Navy ships. The program plans to use the device in future shows.

A major change this FY was to increase the “coverage area” to include schools no more than 90 minutes’ drive away from NSWC PCD. Because of this increase, schools were visited in rural areas including graceville, Blountstown, and Callaway. These schools average 80-90% free and reduced lunches; are far from major cities, and don’t get much STEM related influence from government or private organizations.

A major hurdle levied on the program this year was the increased regulation on the amount of HAZMAT allowed to be kept on hand at any time. In the past, the program buys the supplies needed for an entire school year all at once. With the change in rules, now supplies have to be reordered on a monthly basis. This has significantly increased the overall labor cost of the program and caused us to drop planned schools visits in FY15 to remain on budget.

4.1 SCIENCE BROTHERS

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On Wednesday, December 9, 2014 the CO and I hosted the Annual CO/TD Award ceremony. This is the time of year when we recognize our best and brightest for truly stellar contributions and successes in teaming, technical support, collaboration, scientific/engineering achievement, leadership, Fleet support, innovation, organizational support, program success, and technical excellence. Under a

separate cover you will be able read about this year’s winners. The CO and I are very proud of our winners as well as those who were nominated—the competition was particularly strong this year, with so many success stories to celebrate.

Another purpose for this event—and the real purpose for this month’s View from the Bridge article—is for the CO and TD to provide our assessment of the State of the Station. For the last few years, we have purposely moved to a Balanced Scorecard construct to provide an industry standard to assess how well PCD is performing. Under the Balanced Scorecard, high quality organizations, hitting on all cylinders, should be performing well in all five of these areas: Stakeholder support (in our case, warfighter readiness), customer support, financial, people and processes. Using this construct, the Captain and I are pleased to declare the State of the Station to be a solid GREEN. let’s dive into each of the areas to understand why.

Warfighter Readiness: GREENWe continue to trend GREEN in this most critical area—our true reason for being. We have an impressive set of accomplishments yet again this year, which demonstrates our impact on improving both current and future Warfighter readiness. I highlighted a few of these accomplishments in the October issue, and we produced a video this year to document many more accomplishments across all of our product lines. I encourage all of you to spend a few minutes to watch this video so that you can see the many areas in which we are making a difference and contributing real value to warfighter readiness. You can check it out on our YouTube channel (NSWCPCDPAO).

Customer: GREENThe investments we have made in strengthening our customer relationships are truly paying dividends. We now enjoy strong relationships with nearly all customers, significantly enhancing our “stock value” and our PCD brand. This year’s customer survey showed 92 percent overall satisfactions—the highest among the NAVSEA Warfare Center Divisions—and significantly improved from 80 percent in 2010. In all future customer engagements, we must continue to have the courage to do what is right and provide accurate, technical opinions, even when it is unpopular to do so. Remember, we are the technical conscience of those we support, and we must fulfill a key Warfare Center role which is to ensure our customers are informed and understand the technical risks so they can make well informed decisions.

VIEW FROM THE BRIDGE By Technical Director, Mr. Ed Stewart, (SES)

Page 5Coastal Compass - December 2014

be part of the solution. But this shift in culture is vital to our brand and necessary if we are to truly live out our vision to be the Center of Technical Excellence for Littoral Warfare and Coastal Defense. And while we have made great strides, this shift in cultural values is a journey and will require much more hard work; and that is why the CO and I assess Processes as YELLOW/GREEN.

State of the Station: GREENGiven the above, I trust that you agree with the Captain and me

that the State of the Station is GREEN with a bright future. We will continue to be challenged by budget pressures which will require us to stay focused and bring rigor and discipline to the job every day, delivering real value through timely execution of products and services. We will also need to embrace the values of continu-ous personal and organizational improvement while challenging requirements that do not add value or come at too high of a cost. The challenges that lie ahead will be great, but I am confident that we will all, once again, rise to the occasion. We should all be very proud of the work we do, what we have accomplished, and where we are headed. Captain Dawson and I are honored and privileged to lead this premier organization. We want to thank all of you very much for what you do for our warfighters every day. ♦

NSWC PCD Year-in-Review Video LinkThe URL link below will link will enable youu to watch the final 2014 Year-in-Review video as presented during the 2014 Annual Awards ceremony. The video is now available on NSWC PCD’s YouTube channel. To watch the 2014 Year-in-Review of NSWC PCD’s research, development, test and evaluation highlights and business achievements, simply connect to your favorite Internet search engine and copy and paste or type in the followng URL: http://youtu.be/RjLV0a0Amjo. Should you lose this URL, you may simply search YouTube for key words, like NSWC PCD or NAVSEA, or you may also use a Google search.

VFTB from page 4

Command Recognizes State of Affairs and Presents Annual AwardsBy Jeff Prater

Office of Corporate Communications

PANAMA CITY, Fla. – PANAMA CITY, FL – Naval Surface War-fare Center Panama City Division (NSWC PCD) held its annual State of the Division address and 39th annual awards ceremony on Dec. 9, 2014 at the Long Glass Conference Center in Panama City, Fla.

Historically, the annual State of the Division address serves as a year in review of technical excellence and warfighter support. While this year’s address from Technical Director Ed Stewart looked back at a year’s worth of technical support, it also looked forward as he delivered new goals, objectives and vision.

“For the last few years, we have purposely moved to a Bal-anced Scorecard construct to provide an industry standard to as-sess how well NSWC PCD is performing,” said Stewart. “Under the Balanced Scorecard, high quality organizations, hitting on all cylinders, should be performing well in all five of these areas: Stakeholder support (in our case, warfighter readiness), customer support, financial, people and processes.”

Stewart said that NSWC PCD’s warfighter readiness is the divi-sion’s true reason for being.

“The Command has an impressive set of accomplishments yet again this year, which demonstrates our impact on improv-ing both current and future warfighter readiness. We produced a video this year to document many of our accomplishments, which can be viewed on our YouTube channel (NSWCPCDPAO). Previ-ously, NSWC PCD was near the bottom of the barrel for customer engagement and now the Command leads the way with our cus-tomer engagement strategy and others emulate us. This year’s cus-tomer survey showed 92 percent overall satisfactions—the high-est among the NAVSEA Warfare Center Divisions. Our financial

numbers have bounced back from the sequestration and continu-ing resolution and we are seeing a strong forecast. Our people and technical health are solid and we are hiring vigorously, and now we have the challenge of being able to hire enough new employees to get all of the work done. Lastly, the only thing which is not green is Processes. We still have work to do to put together standardized processes which will lead to a roadmap for any given career field. Using this construct, the Captain and I are pleased to declare the State of the Station to be a solid green. It’s been a great year and I believe we are well poised for the future,” said Stewart.

The NSWC PCD Annual Awards ceremony dates back to 1975 when Orman R. Holley received the first command excellence award that is still referred to as the Commanding Officer/Techni-cal Director, or CO/TD award. The ceremony recognizes Warfare Center employees who have gone above and beyond in the per-formance of their duties. Recipients chosen for awards represent less than one percent out of a workforce of approximately 1,300 employees.

“Given the depth and breadth of the achievements of our win-ners, those nominated but not selected should really hold their heads high because the competition was stiff and selection was very difficult because we have so many success stories to celebrate this year,” said Commanding Officer, Phil Dawson.

The Annual Awards categories recognize noteworthy ac-complishments and contributions in the areas of: Collaboration, Technical Support, Leadership, Fleet Support, Innovation, Orga-nizational Support, Program Success, Technical Excellence, Team Achievement, and Scientific and Engineering Achievement.

The NSWC PCD Annual Award winners for 2014 are:

See AWARDS, page 6

The URl link below will link will enable you to watch the final 2014 Year-in-Review video as presented during the 2014 Annual Awards ceremony. The video is now available on NSWC PCD’s YouTube channel. To watch the 2014 Year-in-Review of NSWC PCD’s research, development, test and evaluation highlights and business achievements, simply connect to your favorite Internet search engine and copy and paste or type in the following URl: http://youtu.be/RjlV0a0Amjo. Should you lose this URl, you may simply search YouTube for key words, like NSWC PCD or NAVSEA, or you may also use a google search.

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HIgHlIgHTS

72 Financial: GREENWe all know that Fiscal Year 2013 (FY 2013) was an extremely challenging year, to say the least. A “Perfect Storm” created by an extended Continuing Resolution which caused our funding and tasking to be slow in arriving, followed by the dreaded Sequestration which required all of us to be administratively furloughed for 6 days, followed by a government shutdown, which saw many of our mission funded colleagues sent home until the Congress resolved the budget. Despite all of this, we managed our way through, and in FY 2014, funding and tasking returned to historical levels across almost all of our product lines. We once again met our financial targets for NOR, overhead and carryover; and FY 2015 look to be just as promising. We just completed Departmental Initial Baseline Reviews of FY 2015 tasking and there are no significant funding shortfalls to report. The future, particularly FY 2016, is still somewhat uncertain based on probable budget declines with the debt ceiling and sequestration cuts still looming. However, the workload forecasts in our Business Plans are strong, and the CO and I are confident declaring us gREEN.

People: GREENOur goal here is to continue to hire to keep our Technical Capabilities strong. We recently completed our annual comprehensive assessment of our technical and business health; and as a result, we are moving out to hire 154 new employees in FY 2015—more than 60 above attrition. That reflects the confidence we have in our workload demand signal, and it also acknowledges the need to hire to fill critical skills that would be made vulnerable if hiring were curtailed. The Captain and I are concerned about the bow wave of retirements we are likely to face in the next few years. If hiring does not keep up with the rate of attrition, we could be faced with significant challenges in retaining requisite knowledge areas within the Division. To mitigate that risk, we are challenging each Department to hire, hire, hire in order to maintain our technical health and remain GREEN.

Processes: YELLOW/GREENOur goals here are effectiveness and efficiency of all our service type functions via technical rigor and accountable leadership. The CHENg and his team are working vigorously across all our competency areas to establish and improve the technical processes we use every day to ensure first time quality in the products and services we deliver. We now have a new Quality Management System and Operating Procedures; we have deployed a Knowledge Management System that now allows us to develop, document, and improve our processes as we strive to achieve improved readiness. We have established career paths and qualifications for all of our technical competencies to help ensure everyone has the proper training and experience to excel at their assigned tasking and to take more control of their career progression. This shift to a more process-focused culture is very hard work

and will require all of us if we are to truly live out our vision to be the Center of Technical Excellence for littoral Warfare and Coastal Defense. And while we have made great strides, this shift in cultural values is a journey and will require much more hard work; and that is why the CO and I assess Processes as YEllOW/gREEN.

State of the Station: GREENgiven the above, I trust that you agree with the Captain and me that the State of the Station is gREEN with a bright future. We will continue to be challenged by budget pressures which will require us to stay focused and bring rigor and discipline to the job every day, delivering real value through timely execution of products and services. We will also need to embrace the values of continuous personal and organizational improvement while challenging requirements that do not add value or come at too high of a cost.

The challenges that lie ahead will be great, but I am confident that we will all, once again, rise to the occasion. We should all be very proud of the work we do, what we have accomplished, and where we are headed.

Captain Dawson and I are honored and privileged to lead this premier organization. We want to thank all of you very much for what you do for our warfighters every day.

NSWC Panama City Division The Technical Center of Excellence for

Littoral Warfare and Coastal Defense.

“

”

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Naval Surface Warfare CenterPanama City Division110 Vernon Avenue

Panama City, FL, 32407-7001Website: www.navsea.navy.mil/nswc/panamacity

Facebook: www.facebook.com/nswcpcd

NSWC Panama City Division - Annual Report for 2014

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Transcript of NSWC Panama City Division - Annual Report for 2014