NSWC Panama City Division 2015 Annual Report

2015 ANNUAL REPORT | NSWC PCD |

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WHAT IS AN ANNUAL REPORT? 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’s execution results for calendar year 2015.

2015 Annual Report | Naval Surface Warfare Center Panama City Division Distribution Statement A: Approved For Public Release; Distribution Is Unlimited.

2015 ANNUAL REPORT | NSWC PCD |

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TABLE OF CONTENTS SECTION ONE - OVERVIEW

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1.1 INTRODUCTION

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1.2 MISSION AND VISION

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1.3 THE LEADERSHIP FORUM

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1.4 ORGANIZATION

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1.5 DEPARTMENTS AND MISSION AREAS

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1.6 ALIGNMENT

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1.7 STRATEGY

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SECTION TWO - ACCOMPLISHMENTS

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2.1 OFFICE OF THE CHENG

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2.2 LITTORAL & MINE WARFARE SYSTEMS DEPARTMENT - CODE A

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2.3 EXPEDITIONARY & MARITIME SYSTEMS DEPARTMENT - CODE E

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2.4 SCIENCE & TECHNOLOGY DEPARTMENT - CODE X

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2.5 CONTRACTS DEPARTMENT - CODE 02

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2.6 CORPORATE OPERATIONS DEPARTMENT - CODE 10

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SECTION THREE - FINANCIAL REVIEW 3.1 COMPTROLLER DEPARTMENT - CODE 01

SECTION FOUR - HIGHLIGHTS STATE OF THE DIVISION

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SECTION 1.0

OVERVIEW

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1.1 INTRODUCTION Located on St. Andrew Bay in Panama City, Florida, Naval Surface Warfare Center Panama City Division (NSWC PCD) is the Navy’s principle organization responsible for Research, Development, Test, and Evaluation (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 fiscal year 2015.

1.2 MISSION AND VISION Mission The mission of NSWC PCD is to conduct research, development, test and evaluation and in-service support of mine warfare systems, naval special warfare systems, diving and life support systems, amphibious-expeditionary maneuver warfare systems, other missions that occur primarily in coastal (littoral) regions and to execute other responsibilities as assigned by Commander, Naval Surface Warfare Center.

Vision Technical Center of Excellence for Littoral Warfare & Coastal Defense.

1.3 THE LEADERSHIP FORUM The Leadership Forum is responsible for providing direction, governance and support to their respective departments and personnel, for meeting financial targets, and for assuring schedule and product delivery. The Leadership Forum also implements overarching policy as it applies to Business/Finance, Systems Engineering, Operations, and Logistics. The NSWC PCD Leadership Forum consists of the following:

CAPT Phillip E. Dawson III

Mr. Ed Stewart (SES)

Commanding Officer

Division Technical Director

CDR Paul Werring

Mr. Dave Tubridy (SSTM)

Executive Officer

Deputy Division Technical Director

Mr. Robert Walker Chief Engineer

SIX DEPARTMENT HEADS: Ms. Lisa Tindell (SSTM)

Ms. Pam Rollins

Littoral & Mine Warfare Systems, Code A

Comptroller, Code 01

Ms. Sheila Schnoering (SSTM)

Ms. Mary Langfeldt

Expeditionary & Maritime Systems, Code E

Chief Contracting Officer, Code 02

Dr. Kerry Commander (SSTM)

Mr. John Gebhart

Science &Technology, Code X

Corporate Operations, Code 10

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1.4 ORGANIZATION Naval Surface Warfare Center Panama City Division

NSWC PANAMA CITY DIVISION

11 February 2016

DEPUTY TECHNICAL DIRECTOR

COMMANDING OFFICER

TECHNICAL DIRECTOR

CAPT Phillip Dawson 00

Ed Stewart (SES) TD

Dave Tubridy (SSTM) TDB

EXECUTIVE OFFICER CHIEF TECHNOLOGY OFFICE

CDR Paul Werring XO

Dr. Kerry Commander (SSTM)

00T COMPUTATIONAL STRUCTURAL ACOUSTICS Dr. David S. Burnett U.S. Navy Senior Technologist (ST)

CHIEF ENGINEER Robert Walker 00E

CD10

DEPUTY LITTORAL WARFARE SYSTEMS ENGINEER Dave Fonzi SEA05MB

CUSTOMER ADVOCATE Jose Velez 0CA

COMPTROLLER DEPARTMENT

CONTRACTS DEPARTMENT

CORPORATE OPERATIONS DEPARTMENT

LITTORAL & MINE WARFARE SYSTEMS DEPARTMENT

EXPEDITIONARY & MARITIME SYSTEMS DEPARTMENT

SCIENCE & TECHNOLOGY DEPARTMENT

Pamela Rollins Code 01

Mary Langfeldt Code 02

John Gebhart Code 10

Lisa Tindell (SSTM) Code A

Sheila Schnoering (SSTM) Code E

Dr. Kerry Commander (SSTM) Code X

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1.5 DEPARTMENTS AND MISSION AREAS CHIEF ENGINEER (CHENG) OFFICE The 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 & MINE WARFARE SYSTEMS DEPARTMENT - CODE 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 provides a mission analysis capability for all of NSWC PCD mission areas and is complemented by a tactics development expertise. These capabilities are supported by a collection of modeling and simulation tools in mine warfare and expeditionary warfare.

EXPEDITIONARY & MARITIME SYSTEMS DEPARTMENT - CODE E The Expeditionary and Maritime Systems Department conducts and manages research, technology transitions, systems development, integration, test and evaluation, and sustainment programs for Naval Special Warfare, Diving & Life Support, Amphibious/Expeditionary Warfare and other missions in support of homeland defense and force protection.

The Department’s activities span the full spectrum of acquisition lifecycle support required to enable Navy, Marine Corps (USMC), Special Operation Forces (SOF), Joint Forces, and other related Federal agencies to successfully conduct their mission and to operate globally. In support of the above missions, the Department maintains the health of seven Technical Capabilities (TC) and the associated personnel, equipment, facilities, and related processes. These TCs include: Chemical and Biological Warfare Individual Protection Systems, Expeditionary Coastal and Maritime Security System Engineering and Integration, Air Cushion Vehicle (ACV) Systems, Expeditionary Maneuver Warfare Systems Engineering and Integration, Special Warfare Maritime Mobility Mission Systems and Mission Support Equipment, Diving and Life Support Systems, and Surface Life Support Systems for Extreme Environments. The Department also provides full-spectrum independent test and evaluation (T&E), research and development prototype fabrication services and human systems integration (HSI) in support of all NSWC PCD mission areas, programs and projects. The Coastal Test Range provides expertise and infrastructure necessary to enable safe and efficient test operations both on land and in operational areas in St. Andrew Bay and the Gulf of Mexico (GOMEX). Four Beach Sites are also maintained providing GOMEX entry points for instrumented ranges and T&E observation points.

Major research and development areas include: Improved sub-surface mobility platforms for SOF, improved special mission systems, advanced rebreather technologies, advanced SOF/Explosive Ordnance Disposal Combat Diver equipment, diver thermal protection, advanced information display systems, chemical and biological individual protection, self-contained breathing apparatus enhancements, air cushion vehicle systems and technologies, advanced composite materials for ACV hull and mechanical assemblies, improved amphibious well-deck designs, advanced USMC vehicle capabilities for survivability, improved energy technologies for expeditionary applications, virtual secure enclaves for improved cybersecurity, advanced sensor development for persistent awareness in remote locations, improved wireless network security, improved stand-off detection and neutralization of landmines/obstacles and small unmanned ground systems for route reconnaissance.

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SCIENCE & TECHNOLOGY DEPARTMENT - CODE X The Science and Technology (S&T) Department performs basic and applied research supporting Navy and Marine Corps missions in Mine Warfare, Expeditionary Warfare, Special Operations, Diving and Life Support, and other applications for Littoral Warfare and Coastal Defense. Maturing technologies are integrated into advanced technology demonstrations to provide visibility to the fleet and to support the transition process. Basic research is focused on developing knowledge of scientific phenomena relevant to enhancing mission capabilities and is supported under the In-house Laboratory Independent Research (ILIR) program. Applied research and advanced technology development provide a means to mature cutting edge technologies and translate promising basic research into solutions for future Naval needs. Advanced technology demonstrations are conducted to showcase the military utility of developing technologies and to confirm sufficient technology readiness level to warrant transition to acquisition programs. These demonstrations are generally supported by the Office of Naval Research (ONR) as Future Naval Capabilities (FNC) programs.

Specific areas of science and technology development include: • Acoustic, electro-optic, and magnetic sensor technologies to support sea Mine Countermeasures (MCM), surf zone and land mine detection, detection of improvised explosive devices (IEDs), and counter surveillance applications; • Modeling and simulation of physical phenomena in underwater and airborne environments with an emphasis on the experimental/theoretical characterization of sensors and targets and characterization of the hydrodynamic performance/interactions of various platforms and peripheral systems in different marine environments; • Development of prototype sensors/instrumentation to support experiments and validate models and system concepts; • Development/analysis of digital signal and image processing techniques for Automated Target Recognition (ATR); • Development of in-situ and post mission analysis tools supporting multi-sensor fusion and co-registration techniques; • Unmanned vehicles technologies associated with operation in a wide variety of coastal environments. This includes navigation, guidance and control; maritime and ground vehicle autonomy related to cooperative behavior, optimal path planning, common control standards, multi-sensor payloads, autonomous launch and recovery, automated tools for reduced workload; and advanced communication links to single and multiple vehicles.

COMPTROLLER DEPARTMENT - CODE 01 The 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.

CONTRACTS DEPARTMENT - CODE 02 The 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 OPERATIONS DEPARTMENT - CODE 10 Corporate Operations Department manages and directs the business functions, which support the Warfare Center’s technical programs and missions. Key functions include Human Resources Management, Infrastructure, Public and Congressional Affairs, Information Technology, Security, and Corporate Business Office.

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1.6 ALIGNMENT The combined Technical Capabilities of the NAVSEA (NSWC & NUWC) Warfare Centers; a blend of intellectual and physical assets provided by a cadre of technical people with knowledge, skills, experience, and requisite facilities and equipment; provides the architecture for a disciplined direct task execution and the support of NAVSEA technical authority.

FY 2015 saw increased cohesion and integration across the NAVSEA Warfare Center community pulling together to work new technical challenges and solve common problems.

• Provide Research and Development (R&D), Test and Evaluation (T&E) for the future Navy and in-service engineering and logistics support to the current Navy Fleet • Business-based enterprise operating under the Navy Working Capital Fund • Critical concentration of scientists, engineers, and technicians (~18,000 with over 600 PhDs • Unimpeded access to unique military facilities and technical capabilities

FY 2015 also saw an extensive expansion of cooperation and collaboration of the Navy technical community under the combined leadership of the Naval Research and Development Establishment (NR&DE). The NR&DE expanded the collective talent and harnesses the intellectual capacity of over 25,000 scientist, engineers, and technical professionals in over 20 commands across NAVSEA Warfare Centers, NAVAIR Warfare Centers, SPAWAR Systems Centers, ONR, and NRL. NSWC PCD played a major part in this fusion as the technical leaders of the NR&DE’s very first collaborative project, the Smart Mine Initiative. The Smart Mine Initiative will address Warfighter needs for asymmetric solutions to counter the growing threat using methodology that leverages Set-Based Design (SBD) and Framework for Assessing Cost and Technology (FACT). The solution set will be provided by mature systems and technologies supplied by all the NR&DE activities.

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Naval Research & Development Establishment Deputy Assistant Secretary of the Navy for Research, Development, Test & Evaluation (DASN RDT&E) Arlington, VA

NUWC Keyport Keyport, WA

NUWC Headquarters NUWC Newport Newport, RI NSWC Philadelphia Philadelphia, PA

NRL Monterey Monterey, CA

NR&DE

Naval Air Warfare Center - Weapons Division (NAWC WD) China Lake, CA NSWC Port Hueneme Port Hueneme, CA NAWC-WD Point Mugu, CA NSWC Corona Corona, CA SPAWAR Systems Center (SSC) Pacific San Diego, CA SSC Hawaii Honolulu, HW

NRL Stennis Hancock, MS NSWC Crane Crane, IN NSWC Panama City Panama City, FL

NAWC TSD Orlando, FL

NSWC Carderock West Bethesda, MD Naval Research Lab Washington, D.C. NSWC Headquarters Washington, D.C. NSWC Dahlgren Dahlgren, VA Office of Naval Research (ONR) Arlington, VA NSWC Indian Head Explosive Ordnance Disposal Technology Indian Head, MD Naval Air Warfare Center - Aircraft Division Patuxent River, MD NSWC Combat Direction Systems Activity Dam Neck, VA SPAWAR Systems Center Atlantic Charleston, SC

Aggressive e Research, Development, Test & Evaluation forr reliable real world d solutions

1.7 STRATEGY NSWC PCD’s strategic plan provides a roadmap for how we direct our efforts forward to fulfill our warfare center’s unique vision to be the Technical Center of Excellence for Littoral Warfare and Coastal Defense. NSWC PCD’s strategy is focused on a balanced, three-thrust approach:

Investing in our People and Capabilities Leading & Managing with Excellence Providing Technical Solutions to Complex Problems

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STRATEGIC A ACTIONS ALIGNMENT NAVSEA S

Warfare a e Centers C Ce t

2013 33-2018, 2ndd Ed.

2015 155-2019

NSWC PCD FY15 Programs & Initiatives

IT’S ALL ABOUT THE SHIPS Improving Ship Maintenance Reinvigorate Shipboard Preventative Maintenance

Execute with Excellence Provide collaborative cost-effective integrated solutions Establish cross-Division I-cells Technical rigor and quality of execution

Warfighting System Commonality

WORKFORCE EXCELLENCE & JUDICIOUSNESS Accelerate Knowledge Transfer

Shape and Maintain Technical and Business Capabilities Improve corporate assessment processes/tools Balance investments decisions Actively engage our stakeholders/partners

Modern Learning/Knowledge Management Exploit the “Knee in the Curve”

CULTURE OF AFFORDABILITY

CYBERSECURITY

Drive affordability through commonality Challenge requirements/Identify Smart Risk Conduct joint Flag/SES-level reviews Increase efficiencies in contracts/technical

Continuously Build and Shape a Capable Workforce Knowledge transfer/Talent management Communication with and develop workforce Remove administrative burdens Prepare employees for leadership

Culture of Cybersecurity Awareness and Compliance Integration of Cybersecurity in our Products Certification, Assessment, and Authorization

PCD University Competency Based Organization PL Business Plans NISE Collaboration w/sister WFCs T/BCHA Workload Forecasts Strategic LTTDY Junior Professional Program “Deliberate” Diversity

PROVIDE TECHNICAL SOLUTIONS TO COMPLEX PROBLEMS Common Processes for ISEA/SSA

Drive a Culture of Affordability

Challenge Every Requirement Maximize Commonality Across Platforms

INVEST IN PEOPLE & CAPABILITIES

Implementation of Value Management Reporting Strengthening of Cyber Security/Assurance Awareness & Capability Establishing a Culture of Quality Management Renewed Focus on CPI Program Increased Collaboration w/WCD, DOD Research Labs, and Universities

LEAD & MANAGE with EXCELLENCE Mining Organizational Development External Communications Leadership Development

Increase Cybersecurity in WC Products and Processes Commander’s business Sustain effective cybersecurity self-assessment Maintain a workforce w/ quals and certs

Development of Leaders for Critical Positions Technology for Contracting Efficiencies Increased Employee Recognition

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Our strength starts and ends with our people. Through this plan, we commit to hire, retain, and support a diverse, talented workforce ready to meet Warfighter requirements. To manage that workforce and guide us to achieve our maximum potential as individuals and as an organization, we will develop and empower accountable, forward-thinking leaders throughout the organization. Through adherence to technical and business rigor, we will provide the innovative products and services the Warfighter needs to fulfill the ultimate mission of protecting our country from harm.

The NSWC PCD Mission 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 regions and to execute other responsibilities as assigned by Commander, Naval Surface Warfare Center. Our Core Values embody the NSWC PCD spirit. For example, an Accountable Leader assumes the obligation for the actions, decisions, and ultimately products within the scope of his or her role. To succeed, leaders must be empowered to fulfill their role and be given the appropriate resources, tools, and processes to be successful.

NSWC PCD’s Strategic Plan is aligned with Naval Sea Systems Command’s Strategic Business Plan through words, intent, and actions. Our commitment to the ideals of collaboration, innovation, commonality, technical excellence, judiciousness, affordability, cybersecurity, and rapid prototyping is evident throughout our Strategic Plan and each year’s Strategic Initiatives.

We are the technical conscience of those we support and we must fulfill our Warfare Center role and reason for being – to ensure our Customers are informed and understand the technical risks, so they make well-informed decisions.

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SECTION 2.0

ACCOMPLISHMENTS 2.1 2.2 2.3 2.4 2.5 2.6

CHENG Office Littoral & Mine Warfare Systems Department - Code A Expeditionary & Maritime Systems Department - Code E Science & Technology Department - Code X Contracts Department - Code 02 Corporate Operations Department - Code 10

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2.1 OFFICE OF THE CHENG Chief 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 Logistics Competency Lead

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CHIEF ENGINEER OFFICE ACCOMPLISHMENTS OVERVIEW The Chief Engineer (CHENG) Office continued to lead the implementation of the components of PCD’s Strategic Plan that relate to improving technical rigor and discipline across all Departments, Technical Competencies, and Product Lines.

The CHENG also led the Strategic Initiative Thrust to provide technical solutions to complex problems and participated in the cross-division Chief Engineer Community of Interest with the other Warfare Centers. The Knowledge Management System (KMS) continued to grow as content significantly increased and new sites were developed for numerous projects, working groups, and job aides. The suite of engineering tools procured via the Naval Systems Engineering Resource Center (NSERC) continued operation and added capabilities with the addition of MagicDraw for Model-based Systems Engineering. Risk Exchange, the standard risk management tool, continued operation across base with approximately 70 projects. The CHENG office also supports projects directly when appropriate. In FY15, the CHENG participated in Remote Minehunting System (RMS) working groups to address problems prior to IOT&E. A Process Critique was completed for AMNS Medium Current Testing and the CHENG Office assisted with a Process Critique for RMMV Engine Failure during TECHEVAL. The CHENG Office also served as an independent auditor for SPAWAR and conducted an independent assessment of the DJC2 ISEA Certification Package, which received certification in April 2015.

SYSTEMS ENGINEERING (SE) COMPETENCY LEAD The SE Competency Lead is responsible for establishing and maturing the SE Competency in order to maintain NSWC PCD’s technical capability. During FY15, the SE Competency developed and delivered PCDU courses in Systems Engineering Processes and Systems Engineering in Sustainment. In FY15, a total of 17 System Test Engineers (STEs) were qualified, which increases the number of qualified STEs to 22. The SE Competency Lead continued efforts to define and establish an improved pipeline for building the SE workforce. The SE Competency Lead championed training classes for Model-based Systems Engineering and Design of Experiments, developed an SE Career Map, and developed and executed a new selection process for the NSWC PCD sponsored cohort of the Naval Postgraduate School’s MSSE Program. The next cohort will start classes in January 2016. A Project Assessment methodology was developed and piloted on 1 project. The SE Competency Lead also hosted or participated in 16 workforce communication events, including SE Community of Practice meetings, Branch meetings, and Question & Answer sessions.

PROJECT MANAGEMENT (PM) COMPETENCY LEAD The PM Competency Lead is responsible for establishing and maturing the PM Competency in order to ensure disciplined project management is applied to project planning and execution in order to ensure the success of major technical programs, engineering systems development efforts, and research or technology initiatives at NSWC PCD. In continued support of Value Management for all of NSWC PCD, the PM Competency Lead led the Strategic Action to Institutionalize Value Management Reporting and developed a Value Management Reporting Desk Guide for Project Managers. The PM Competency Lead developed, trained, and implemented a new Project Planning Process, a KMS-based Value Management Reporting System, and a KMS-based Project Initiation Process/Project Charter System. Additionally, a Project Monitoring and Control Process was developed. The PM Competency Lead developed and delivered the PCDU courses: Project Management 101 and Cost Estimation. In addition to internal efforts, the PM Competency Lead represented NSWC PCD on the ERP Project Systems Working Group and the Navy Out-Year Planning Working Group (NOYP WG), assisting with the development of the NAVSEA FY16 Planning Instruction and the Naval Enterprise Planning System (NEPS).

SOFTWARE ENGINEERING (SWE) COMPETENCY LEAD The 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. Updated software development guidance, additional resources, and a new Software Engineering Competency Career Path were published to the SWE Competency website on KMS. The SWE Competency Lead trained members of the competency on the updated guidance and resources. Also, the development of a Waterfall Software Process was developed. Finally, several assessments were initiated, including a Software tools assessment and Software practitioner needs assessment.

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TEST AND EVALUATION (T&E) COMPETENCY LEAD The 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. An updated version of the NSWC PCD Test and Evaluation Manual was published and the T&E website was updated to incorporate new processes for System Test Engineer participation in the review and approval of Test Execution Plans. Additionally, System Test Engineer responsibilities to verify during testing that the correct data at the correct levels of accuracy and precision are being collected as early and often as possible, and that analysis tools and products are sufficient to meet the test objectives, were documented. Development of the T&E Workforce continued with more Level 3 Test Directors receiving qualifications.

Test and Safety Review Training, Roles and Responsibilities for Test Directors, and T&E Refresher training classes were conducted. A template and reference guide from Test Reports was developed. Finally, the T&E Competency Lead collaborated with T&E Directors from other Warfare Centers to share best practices for identifying, training, and certifying the workforce, as well as serving as a member of the Warfare Center T&E Directors Cybersecurity T&E Workforce Development Working Group to develop a Career Guide for the Cybersecurity T&E Workforce.

SCIENCE AND TECHNOLOGY (S&T) COMPETENCY LEAD The 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 demands and developing future technologies for naval application. During FY15, the S&T Competency Lead developed a formal S&T Competency Plan and documented the S&T roster. As part of an effort to provide clear direction for S&T workforce growth, two S&T Competency-wide meetings were held in order to inform competency members of ongoing efforts. Career Paths were communicated and training gaps were addressed through the identification of recommended external courses. In an effort to address tool gaps within the S&T workforce, MATLAB was purchased and pushed to NMCI workstations for 65 users throughout NSWC PCD.

QUALITY COMPETENCY LEAD The 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 (QMS) requirements for all Division activities. In addition to routine management of the QMS, the Quality Competency Lead conducted and documented a Quality Competency Gap Analysis. As a result of this analysis, a Quality Competency Realignment and Reassignment Proposal was developed for consideration. Additionally, the Quality Competency Lead developed Quality Career Paths. Training and certification requirements were identified and documented for competency members. Twelve training courses about the QMS were developed. A project supplier audit was completed at the request of a technical project that resulted in the supplier implementing a corrective action plan to resolve quality issues with components procured by the Navy. Finally, members of the Quality Competency conducted a comprehensive, independent audit of the Gas Analysis Facility’s processes and procedures, which resulted in a recommendation for certification.

LOGISTICS COMPETENCY LEAD The Logistics Competency Lead is responsible for establishing and maturing the Logistics Competency in order to ensure disciplined processes and methods are applied to logistics tasking at NSWC PCD. During FY15, the Logistics Competency Lead conducted an assessment of the Logistics Competency’s health. This assessment was briefed to both NSWC PCD Senior Leadership, as well as the Warfare Center Logistics Community of Practice (LCoP). The LCoP is now using this health assessment approach as a standard template for all Warfare Centers. As part of the efforts to improve communication within the Logistics Competency, new NMCI GAL distribution lists were created for the NSWC PCD Logistics Competency and the NSWC PCD Senior Logisticians. Additional content was added to the Logistics Competency’s KMS site. The Logistics Competency Lead also supported the reorganization of Logistics personnel with the A20 Division through the identification of additional senior-level personnel required to implement technical rigor and mentor the logistics workforce and through the development of hiring packages.

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2.2 LITTORAL & MINE WARFARE SYSTEMS DEPARTMENT - CODE A A10 A20 A30 A40

Mine Warfare Systems Development Division Mine Warfare Sustainment Division Modular Integration Division Analysis, Tactics, & Simulation Division

22 | ACCOMPLISHMENTS | A DEPARTMENT

CODE A10 - MINE WARFARE SYSTEMS DEVELOPMENT DIVISION ALMDS The Airborne Laser Mine Detection System (ALMDS) completed its Operational Assessment (OA) Phase B in October by successfully conducting eight flights. During July-August, the project successfully completed 32 flights of Pre-Planned Product Improvement (P3I) system configurations in order to characterize potential system upgrades in various environmental conditions. Simultaneously with both of these efforts, the ALMDS project supported the Mine Countermeasures Mission Package (MCM MP) Technical Evaluation (TECHEVAL) with ALMDS ISEA support from April to August, while conducting 26 successful ALMDS flights in the GOMEX OPAREA.

AMNS The Airborne Mine Neutralization System (AMNS) completed 21 runs during its Operational Assessment (OA) Phase B in October as part of the LCS Mine Countermeasures (MCM) Mission Package (MP) Developmental Test (DT). Medium Current testing was conducted both in a tank at the NSWC Carderock Circulating Water Channel (CWC) in March and then in an open water environment at the South Florida Test Facility (SFTS) in May from a surface craft, collecting a total of 63 tank data points and 28 runs in open water to characterize AMNS Destructor (DTR) navigation and control in a medium current environment. In addition, Alternate Fiber Testing was conducted in July in the AMNS TANGO test field at NSWC PCD, where 39 runs were completed to characterize various optical fiber options for potential future product improvements. Simultaneously with all of these efforts, the AMNS project supported the Mine Countermeasures Mission Package (MCM MP) Technical Evaluation (TECHEVAL) with DTR recovery and turnaround, as well as AMNS ISEA support from April to August, with the AMNS system completing 40 flights and 120 runs in the GOMEX OPAREA.

Quickstrike Mod 3 The NSWC PCD Quickstrike Mine Fleet Introduction Assistance Team (FIAT) laid the groundwork to stand-up Quickstrike MK65 MOD3 capability at two Western Pacific Naval installations, Naval Munitions Commands (NMC) Misawa and NMC Okinawa. The team equipped, trained, and conducted precertification of the sites’ facilities and personnel in preparation for their readiness certification inspection to be conducted by the Navy Mobile Mine Assembly Group. This effort serves to enhance the U.S. Navy’s worldwide aerial mine delivery capability for both offensive and defensive mining missions.

NSWC PCD provides direct Fleet support for this weapon system under the direction of Naval Sea Systems Command (NAVSEA) Mine Warfare Program Management Office, PMS495, Program Executive Office, Littoral Combat Ships, PEO LCS.

COBRA The Coastal Battlefield Reconnaissance and Analysis (COBRA) System successfully completed COBRA Block I-3 Verification Huey Flight Test - Phase #2, which consisted of 47 flights conducted over target fields installed in representative environments at Eglin Air Force Base (AFB), Florida. COBRA completed all 15 required flights for the Development Test (DT)-Assist portion of the COBRA Block I-3 Verification Huey Flight Test - Phase #2. All the primary objectives were met using the COBRA Block 1-3 Configuration. Post Mission Analysis (PMA) of the collected target imagery data was conducted

by Littoral Combat Ship (LCS) Mine Countermeasures DET 3 personnel (MN2 & MN3) and the test was observed

by Command Operational Test & Evaluation Force (COTF) and Director, Operational Test & Evaluation (DOT&E) representatives.

COBRA BLOCK I-3 FLIGHT TEST CONFIGURATION (GIMBAL, CAPS, OPERATOR CONSOLE, AND SMSI CAMERA)

COBRA Block I -3 is a technology refresh to the COBRA Block I-2 hardware and software to address cybersecurity requirements, obsolescence issues, and to evaluate the inclusion of Small Business Innovative Research (SBIR) and Rapid Innovation Fund (RIF) products.

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JABS The Joint Assault Breaching Systems (JABS) conducted Surf Zone (SZ) and Beach Zone (BZ) Characterization Testing to collect lethality data against targets and to begin characterizing JABS effectiveness against Counter Mine System (CMS) targets.

JABS successfully completed two BZ shots and seven SZ shots. The lethality data collected from the two BZ shots was presented and approved by the PMS495 Configuration Control Board (CCB), which allowed the JABS lethality database to be updated.

CODE A20 - MINE WARFARE SUSTAINMENT DIVISION Airborne Mine Countermeasures (AMCM) In-Service Engineering Agent (ISEA) Code A22, the In-Service Engineering Agent (ISEA) for Airborne Mine Countermeasures (AMCM) systems used on the MH-53E, provided hardware, technical, and logistic related product support throughout 2015. A22 provided technical assist teams in support of the AQS-24A Sonar, ASQ-232A Neutralization, and MK-105 Magnetic Sweeping System to the AMCM squadrons both at home port (Norfolk, VA) and deployed (Bahrain & Korea). The teams provided operator (ground and in-flight) training and maintenance support for the AMCM equipment often augmenting the Squadron’s organic repair work centers’ shortfall in manning. In addition, project teams conducted ship-based training in the NSWC PCD test field for the AQS-24A and ASQ-232A. This operator training allowed both squadrons to complete operator sign-offs and qualify system instructors, reducing time and cost to qualify instructors.

AN/AQS-24B The AQS-24B Project Team working with Northrop Grumman (NG) engineers completed a series of testing, which culminated in MH-53E flights at Helicopter Mine Countermeasures Squadron Fifteen (HM-15) in Bahrain validating the synthetic aperture sonar (SAS) improvements to the currently fielded AQS-24A sonar. With the successful completion of the testing, contracts were awarded for production, which will upgrade all AQS-24A systems to the new technology.

Helicopter Sea Combat Wing Atlantic (HSCWL) has concurred with fielding of the AQS-24B which will begin in 4th QTR 2016.

MK-105 The MK-105 Project Team, working in concert with Harris Corporation (formerly ITT), provided major overhaul and maintenance actions on three MK-105 Mine Sweeping Sleds. The effort ranged from complete system overhaul (at Harris) to major repair actions in the A22 facilities. All three sleds were delivered to the AMCM squadrons for active use both CONUS and OCONUS. The team also provided routine reach back support to aid the Squadrons performing maintenance and inspection actions.

AMCM Integrated Logistics Support (ILS) The AMCM Integrated Logistics Support (ILS) team delivered two updates to the AMCM technical manuals maintained under the Performance Support System (PSS) umbrella. The PSS is a standalone repository, which contains over 75 technical manuals and 25 computer based training (CBT) modules formatted to the S1000D guidance. The ILS team addressed numerous supply support questions and provisioning updates to aid the end user in getting the correct parts and products.

Mine Countermeasures (MCM) Targets This fiscal year, the Mine Countermeasures (MCM) Target program has completed deployment of 1,153 Targets worldwide and provided 16,321 opportunities for detection, classification, and prosecution to Fleet MCM forces and testing/ assessment organizations in the first two quarters of the fiscal year. Our ISEA team completed 497 programmatic and technical responses with stakeholders, and the MCM Target Depot loaded 86 targets in support of program base loading plans, performed three technical assist visits, and participated in three MCM Systems working groups.

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24 | ACCOMPLISHMENTS | A DEPARTMENT

Sweeps ISEA Sweeps team completed ten Conditional Assessment and Repair Evaluations (CARE) events for the sweep systems on MCM-1 Class Ships worldwide. CARE efforts addressed both CASREPs and general maintenance issues, clearing ten CASREPS and accomplishing five non-CASREP repairs, as well as completing two AAG maintenance overhauls. The Sweeps team completed two training events that led to two successful results during INSURV assessments. As part of the ISEA’s Mobile Magnetic Cable Repair initiatives, the team has overhauled and refurbished five Magnetic Cable assemblies for Fleet issue. Our Sweeps ISEA has 12 distance support requests and conducted 12 deck-plate visits to ensure sweep systems Operational Availability remained above threshold level for the Fleet’s Sweep Systems. The team also conducted modernization efforts by completing two Sweep Track Monitor (STM) installations with the final two installations by close-out FY15.

AN/SLQ-48 The AN/SLQ-48 Mine Neutralization System (MNS) ISEA conducted Overhaul and Reconditioning (O&R) of three Mine Neutralization Vehicles (MNVs) as Ready For Issue assets; two were delivered to COMCMRON SEVEN and one to COMCMRON THREE in support of Fleet operations. For FY15, the Team conducted 48CARE (Conditional Assessment and Repair Evaluation) on two systems and culminated its four-year thirteen SLQ48 systems wide SMARTT (Special MNS Assessment and Repair Training Team) effort with the Mine Warfare Training Center in San Diego and USS Pioneer in Sasebo, Japan. Since being first established, both the 48CARE and SMARTT efforts, as well as over 200 email, phone, and on-site distance support responses, were a major factor in addressing and correcting MNS CASREPs, which ensured the Fleet was able to conduct its mine neutralization mission both in the Middle East and the Pacific, as well as its training mission in the United States. Leaning forward and looking ahead to FY16, the SLQ48 ISEA is currently positioning itself to begin conducting depot-level O&R on MNVs for the Fleet and leveraging the Teams talents to become the Depot Overhaul Point for additional MNS parts and components due to system obsolescence.

AN/SQQ-32 The AN/SQQ-32 ISEA completed 18 Conditional Assessment and Repair Evaluation (CARE) events for all MCMs attached to 3rd, 5th, and 7th Fleet AOR. CARE addressed both CASREPs and general maintenance issues and prepared the Ships for an extended deployments in the Arabian Gulf and Pacific regions. Additionally, the ISEA provided 66 distance support requests as well as conducting seven deck-plate visits culminating in a CASREP free status for all AN/SQQ-32 sonar systems throughout the Fleet.

Carriage, Stow, Tow, and Recover System (CSTRS) The MH-60S Integration team delivered the first seven Carriage, Stow, Tow and Recovery System (CSTRS) kits to the Fleet in FY15. The kits are currently issued to HSC-2 on the East coast and HSC-3 on the West coast and are being used for training and exercises.

CODE A30 - MODULAR INTEGRATION DIVISION Mine Countermeasures Mission Package (MCM MP) Technical Evaluation (TECHEVAL) DT/IT-C2 On 30 August 2015, the MCM MP completed TECHEVAL on the USS Independence (LCS-2) that demonstrated the full detect-to-engage mine countermeasures mission with offboard systems. During 57 total at-sea days, four runs of a sea lane of communication scenario were completed comprised of 17 Remote Minehunting System missions, 41 Airborne Laser Mine Detection System missions with 107 destructor launches, and 26 Airborne Laser Mine Detection System missions. The MCM MP successfully demonstrated detectto-engage missions at the required percentages against near surface mines, volume mines, and bottom mines and met Area Coverage Rate Sustained, the critical performance parameter, for bottom focused and deep volume focused mines. MCM MP TECHEVAL demonstrated the largest systems of systems integration and test led by the division involving over 300 personnel across the division.

Mine Countermeasures Mission Package (MCM MP) Remote Operating Site/Forward Operating Site In January, 2015, the Remote Operating Site (ROS) and Forward Operating Site (FOS) were established to support MCM MP TECHEVAL. The ROS was located at Naval Air Station Pensacola, in near proximity to LCS-2, to provide a temporary sustainment site for the MPs and provided logistics support and preventative and corrective maintenance. The FOS was

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established at NSWC PCD as a forward sustainment hub and base of operations to conduct TECHEVAL. A Shore Based Command Center was also established at NSWC PCD that supported the Mine Countermeasures Commander (MCMC), as well as the LCS-2 CO, MCM Detachment Officer in Charge, Tactical Action Officer, and Test Director. The SBCC provided situational awareness, communication, and connectivity to the ship and supporting assets.

CODE A40 - ANALYSIS, TACTICS & SIMULATION DIVISION Airborne MCM (AMCM) TACTICS Two separate Helicopter Advanced Readiness Program (HARP) events were held in FY15 for HM-14 and HM-15 (Norfolkbased MH-53E Sea Dragon squadrons). HARP event support included scenario development, pre-event tactical training, data collection, event grading, and detailed report generation on behalf of HM-12.

Three AMCM Advanced Tactics Continuum classes were held at NSWC PCD (December, June, and August). This week-long class currently represents the highest level of AMCM Tactics training available to Fleet personnel. The class covers details of MCM theory, threat mines, and AMCM systems/planning. It culminates with a two-day wargame using the Mine Warfare and Environmental Decision Aids Library (MEDAL) and the Naval Mine Warfare Simulation (NMWS).

Underwater MCM (UMCM) TACTICS NSWC PCD hosted members of Mobile Diving Salvage Unit Two, Explosive Ordnance Disposal (EOD) Mobile Unit 6, EOD Mobile Unit 2, and EOD Group 1, while executing the Beta Course of the MCM Tactics Continuum In Support Of (ISO) EOD Forces. The week-long class concluded with two wargame scenarios and was well received by the Fleet.

NSWC PCD conducted several Ad-Hoc UMCM Tactics Courses throughout the year for multiple units including EODGRU2, MU2, MU6, MDSU1, EODMU1 and Mobile Diving and Salvage Unit (MDSU) 2. Ad-Hoc courses are typically conducted on site at the location of the unit and have led to Fleet interest in a Tactics Continuum specifically designed for EOD Forces.

Naval Mine Warfare Simulation Next Generation (NMWS NG) The objective of the project was to develop and deliver the Naval Mine Warfare Simulation Next Generation (NMWS NG).

NMWS NG enhances the Legacy NMWS models and provides improved user access and greater analysis throughput.

Through the use of a contemporary software development environment and simulation architecture, NMWS NG reduces development cycles and improves both the user and developer experiences. FY15 accomplishments included completing the development of core MIW objects, tactics/behaviors, data input tables, advanced graphical user interface, automated data report generator, and 3D visualization of the simulation in support of LCS Mission Package Increment analysis efforts.

Net-Centric Sensor Analysis for Mine Warfare (NSAM) The next generation post mission analysis tool, Net-Centric Sensor Analysis for Mine Warfare (NSAM), is breaking new ground in government software development and MIW analysis capabilities. The development team has successfully established, executed, measured, and reported the activities of the Government-led, software system acquisition, using agile software development methods. The NSAM government team consists of the NSWC PCD team in partnership with Naval Research Lab, Stennis, MS. Both activities follow a common processes and sprint schedules through excellent team collaborating. FY15 brought about refined processes for quantifying the software effort and measuring the production team’s performance with metrics for generating cost performance and schedule performance indices.

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26 | ACCOMPLISHMENTS | A DEPARTMENT

FY15 Business Base *As of 30 September 2015

FY15 Major Resource Sponsors Other 0.3% N96 24.4%

N95 75.3%

Total Actual Funding $249.7M

FY15 Major Program Sponsors PMA299 PMS406 2.0% 2.2%

PMS505 PMS501 PEO LCS 4.5% 0.0% 0.8%

SEA05 (0.0%)

ONR (0.1%)

PMS403 5.1%

PACFLT (0.2%)

PMS420 19.1% PMS495 66.0%

Reimbursable $160.0M

Direct Cite: $89.7M

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FY15 Execution Summary (RM & only) FY15 FY15 FY15 FY15 Total FY15 RM FY15 IBR Fy15 ERP Task Area Forecast Carry-in Received On Board Spent $K Plan $K $K $K (COE) $K $K

FY15 Actual FY15 Ctr WY (RE + DC) Govt Work Yrs

$3,100

$2,294

$2,531

$682

$1,577

$2,259

$1,328

7.0

5.5

PMS406 $12,200

$5,949

$6,369

$2,122

$4,835

$6,957

$5,463

22.8

11.5

PMS403

$8,400

$9,622

$13,528

$6,421

$7,717

$14,138

$10,789

36.9

48.5

PMS420 $39,570

$41,644

$30,317 $12,861 $38,746

$51,607

$40,872

120.8

104.5

PMS495 $108,970 $94,251

$97,898 $28,728 $92,678 $121,406 $81,547

281.4

150.6

PMA299

PMS501

$5,578

$4,085

$6,897

$2,672

$5,158

$7,831

$5,238

22.6

36.6

PMS505 $10,628

$8,023

$12,486

$0

$8,162

$8,162

$7,778

29.2

8.8

$358

$2,228

$1,856

$1,097

$2,953

$2,016

28.7

.5

549.5

366.5

OTHER TOTAL

$107

$188,553 $166,226 $172,254 $55,342 $159,970 $215,313 $155,031

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2.3 EXPEDITIONARY & MARITIME SYSTEMS DEPARTMENT - CODE E E10 E20 E30 E40

Maritime Mission Systems Division Joint Interoperability & Irregular Warfare Division Expeditionary Warfare Division Test & Evaluation and Prototype Fabrication Division

30 | ACCOMPLISHMENTS | E DEPARTMENT

CODE E10 - MARITIME MISSION SYSTEMS DIVISION SEAL Delivery Vehicle (SDV) NSWC PCD provides the design technical capability and serves as In-Service Engineering Agent and Sustainment Activity for the SDV MK8 MOD1. The NSWC PCD Team completed two SDV MK8 MOD1 restricted overhauls and two SDV MK8 MOD1D customized vehicle “grooms” supporting cold-water testing and Propulsion Power Interface installations for the Naval Special Warfare customer. The team also completed one SDV MK8 MOD1 restricted overhaul for the Foreign Military Sales customer. Several major Engineering Change Proposals were initiated resulting in fielding of Power Port Optimization, Underwater Doppler Velocity Log obsolescence resolutions, and Control Display Unit software using an open architecture convention called “NEO,” which supports plugand-play network systems capabilities. Because the SDV MK8 MOD1 is expected to be fielded through 2022 or beyond, the NSWC PCD SDV team continues to address SDV obsolescence issues and provide options for technology insertions.

Noteworthy efforts included SDV Obsolescence Mitigation and Architecture Cleanup, and completion of a feasibility study funded by the Foreign Military Sales customer for a 1-meter vehicle extension to the SDV MK8 MOD1 as a sustainable future capability.

Dry Combat Submersible (DCS) NSWC PCD provides engineering services and required planning for United States Special Operations Command and Naval Special Warfare Dry Combat Submersible acquisition and testing initiatives. NSWC PCD provided on-site systems engineering support at MacDill Air Force Base, Tampa, FL, and engineering test planning activities at NSWC PCD to host engineering characterization of two DCS technology demonstration vehicles. NSWC PCD completed testing documentation for the DCS Button 5.60, whose testing was deferred from 2015 into 2016, and completed draft testing documentation for the DCS S351 in anticipation of tests commencing in February 2016. NSWC PCD also provided engineering coordination of successful technology demonstrations using the DCS S301 submersible vehicle with MK89 Silver-Zinc battery modules, a Valence Technology lithium battery system, and an electro-optic sensor labeled “Gumball.”

MK18 MOD2 Unmanned Undersea Vehicle Family of Systems The MK18 MOD2 completed Office of the Secretary of Defense FastLane fielding of unmanned undersea vehicle system capabilities to Commander Fifth Fleet (COMFIFTHFLEET); Autonomous Topographic Large Area Survey modules completed delivery in January 2015 and Small Synthetic Aperture Minehunting modules completed delivery in March 2015. Custody of four MK18 MOD2 systems, including all mission support equipment and spares, were transferred from contractors to COMFIFTHFLEET, effectively transferring all operations and capabilities to the U.S. Navy. The MK18 MOD2 was designated an Acquisition Category ACAT IV-M in August 2015. The NSWC PCD Team established new hardware and software sustainment activities in addition to existing technology development, project and systems engineering activities to support the NAVSEA Program Manager. An Engineering Change Proposal for Precision Underwater Mapping Array, Build One, was approved and delivered to COMFIFTHFLEET in June 2015, and Build Two was beta-delivered in August 2015. MK18 future capability initiatives also participated in the ONR-sponsored demonstration of unmanned undersea vehicle technologies at NAS Patuxent River in August and September 2015.

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Damage Control Personnel Protective Equipment NSWC PCD performed installation of the self-contained breathing apparatus (SCBA), which is the primary life-support system for U.S. Navy Fleet firefighting, onboard Navy ships. As part of this effort, the SCBA cylinder size mix was modified to maximize stored breathing air and the service life was extended by 100% to 30 years. New SCBA equipment was installed on nine ships for a total of 603 SCBAs and 1,915 cylinders. NSWC PCD also performed replacement of emergency escape breathing apparatus (EEBD) that are reaching their end of service life. EEBDs are individually worn systems that provide breathing air to exit shipboard casualty areas with contaminated atmospheres. NSWC PCD is responsible for supporting these systems for the U.S. Navy, and over the course of 2015, installed a total of 13,581 EEBDs on 16 ships. In addition, NSWC PCD outfitted 9,839 firefighting helmets on 145 ships. NSWC PCD also provided technical expertise to the LSD 44 USS Gunston Hall Fire Investigation and the LSD 52 USS Pearl Harbor high-pressure air contamination investigation.

Diving and Life Support NSWC PCD serves as a lead Department of Defense technical capability supporting diving and manned undersea equipment, and provides depot services supporting Underwater Breathing Apparatus (UBA) and life-support equipment in the Naval Special Warfare (NSW), Explosive and Ordnance Disposal (EOD), and U.S. Marine Corps Raids and Reconnaissance (USMC R&R) communities. In 2015, NSWC PCD completed maintenance on 24 Viper UBAs in support of EOD, converted 84 MK16 MOD0 UBAs to MK16 MOD1 confi guration with modernized electronics to support NSW deeper depth operations, and updated 48 MK16 MOD1 UBAs with modernized electronics for EOD. NSWC PCD performed depot-level repairs on 142 MK16 UBA components and performed depot-level repair on 598 USMC R&R life support components and other systems. NSWC PCD completed refurbishment of one Fly-Away Recompression Chamber, 8 Mini-Fly Away Dive Lockers, and 4 firstarticle MK2 Ordnance Recovery Flotation Bladder “Hybrid� systems for EOD, and completed 90 Small Craft Propulsion System lower unit modifications and refurbishments for NSW. NSWC PCD received approval from the NAVSEA Program Manager to proceed with Diver Hull Inspection System full-rate production. NSWC PCD served as an engineering activity by testing and qualifying a new MK28 UBA cold water regulator, conducting initial testing of a prototype Fly-Away Mixed Gas Rebreather, and completed an EOD UBA Analysis of Alternatives. NSWC PCD also investigated several thermal protection and diver heating initiatives, including preliminary manned testing of a potential breakthrough thermal protection technology under Office of Naval Research funding.

Fly-Away Mixed Gas Rebreather NSWC PCD personnel continued preliminary design and development of a mixed gas recycling rebreather for the Office of Naval Research (ONR), Supervisor of Diving and Salvage, and Naval Expeditionary Combat Command. The concept integrates existing U.S. Navy diving apparel with a recirculating backpack to significantly reduce helium use and the required afloat logistics footprint supporting a deep-diving evolution. The Fly-Away Mixed Gas Rebreather design, which was featured at the Naval Future Force Science and Technology Expo and Department of Defense Laboratory Day at the Pentagon, potentially supports rapid initial response diving capabilities for disabled submarine, salvage of classified debris, and inspection or repair of subsea infrastructure critical to homeland security.

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32 | ACCOMPLISHMENTS | E DEPARTMENT

CODE E20 - JOINT INTEROPERABILITY & IRREGULAR WARFARE DIVISION Smart Mine Initiative (SMI) The NSWC PCD Innovation Cell launched an initiative to develop a smart mine concept, which will change the paradigm of naval mining, and the concept is now being supported by Deputy Assistant Secretary of the Navy (DASN) RDT&E and the Naval Research and Development Establishment (NR&DE.) NSWC PCD is leading a NR&DE team effort to develop a smart mine design, which would include such nontraditional mining capabilities as remote control, mobility, and non-kinetic effects.

The effort is addressing a recent U.S. Pacific Command Joint Emergent Operational Needs Statement and its supporting Joint Requirements Oversight Council Memorandum for an asymmetric capability to counter the growing Anti-Access/Area Denial threat.

Naval Expeditionary Combat Command (NECC) Enterprise Tactical Command and Control (NETC2) NSWC PCD produced, tested, and fielded eight NETC2 (v)1 and NETC2 (v)2 systems during 2015. These systems are based on the Deployable Joint Command and Control Rapid Response Kits. Commands that received NETC2 systems in 2015 were Coastal Riverine Squadron Two (CRS2), CRS3, CRS4, Combine Task Force Fifty-six, Mobile Diving and Salvage Unit One, Maritime Civil Affairs and Security Training Command, Explosive Ordnance Disposal Expeditionary Support Unit One (EODESU ONE) and EODESU TWO.

Deployable Joint Command and Control (DJC2) NSWC PCD produced, tested, and fielded Spiral 1.3.4 upgrades to the SOUTHCOM, EUCOM, PACOM, and IIIMEF CORE systems. The Mission Support Center provided Tier 2 (24/7) support to the IIIMEF system that was deployed to Thailand in support of humanitarian relief efforts in Nepal, as a result of the high-magnitude earthquakes.

NSWC PCD supported CORE 3 (AFRICOM) operations during the Humanitarian Assistance/Disaster Relief mission (Operation United Assistance) in Liberia associated with the Ebola outbreak.

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Expeditionary Mobile Base (ESB) The ESB design is based on the Mobile Landing Platform (MLP), which was built as a transfer point to move cargo between large, medium-speed roll-on/roll-off ships and landing craft. The ESB configuration adds a 60,000 square foot deck, hangar, deckhouse, additional berthing and fuel and equipment storage, making it capable of supporting airborne mine countermeasures, counter-piracy or special operations (SOF) missions. NSWC PCD MLP/ESB accomplishments include: TEMPEST (Communication Security) testing and study for MLP 1 & 2 backfit and incorporation into MLP3/ESB, delivery of MLP 3 (USNS Lewis B. “Chesty” Puller) to MSC fleet with DJC2 Spiral 1.3.1 NIPR, SIPR, and CENTRIXS networks as the MLP Afloat Networks (MLP-ANs), collaborated with multiple SPAWAR Program Offices to architect the installation of MILCREW software on the DJC2 Virtual Local Area Network infrastructure with a three-phased plan in FY16, and began SOF Backfit Study in conjunction with SPAWAR and NSWC Dahlgren to determine radios and SATCOM requirements for installation prior to ship deploying to AOR.

AN/KSQ-1A Amphibious Assault Direction System (AADS) The AN/KSQ-1A AADS provides a secure radio network for amphibious units to command and control assault craft during operations. Using the Enhanced Position Location Reporting System (EPLRS), AADS supplements radar tracks for an extremely accurate near real-time location of craft, especially near or on land. NSWC PCD AADS accomplishments include: Partnering with PMS 377W to conduct the first annual AADS Operational Requirements Review; manufactured 18 Gator 7.1 upgrade kits, 21 Landing Craft Utility (LCU) Situation Awareness installation kits; refurbished 16 AADS Interface Utilities (IUs) and 8 EPLRS antennas; upgraded nine amphibious ships, 36 LCAC and 12 LCUs to Gator 7.1 (Crypto Modernization); installed 12 LCUs with Situational Awareness; groomed ships and craft of the Kearsarge Amphibious Ready Group, provided support for the Deploying Group Systems Integration Test, and conducted quarterly EPLRS for AADS and AADS Operator and Maintainer training at Expeditionary Warfare Training Group, Atlantic (EWTGLANT,) Norfolk, VA.

Navy Non-lethal Effects NSWC PCD is the In-Service Engineering Activity (ISEA) for two of the Navy’s Non-lethal Effects (NNLE) Systems.

The LA-9P is a handheld laser dazzler, and the AHD is a long-range acoustic hailing device. These two systems are used to determine hostile intent and deter potential aggressors, and are fielded on all Navy ships. NSWC PCD NNLE accomplishments include: Completing software upgrades on LA-9P to allow it to operate at closer ranges, established NAVY311 Help Desk functions for trouble ticket tracking and resolution (more than 50 tickets have been entered, with 39 being resolved), and completed initial outfitting to the Fleet of both systems.

34 | ACCOMPLISHMENTS | E DEPARTMENT

CODE E30 - EXPEDITIONARY WARFARE DIVISION Landing Craft Air Cushion (LCAC) As the primary platform In-Service Engineering Agent (ISEA) for the LCAC, NSWC PCD provided 829 individual technical assists to the fl eet. These assists increased craft readiness and fl eet availability. The craft Command, Control, Communications, and Computer (C4N) team completed Furuno Radar field installations on seven LCAC at Naval Beach Unit 7, five LCAC at Assault Craft Unit (ACU)-4, and two LCAC at ACU-5, providing enhanced radar capability and situational awareness. The C4N team also completed the manufacturing, assembly, integration, testing, and on-time delivery of fi ve complete C4N shipsets in support of the LCAC Service Life Extension Program. The LCAC Hull, Mechanical and Electrical ISEA Team completed the demilitarization and disposal of LCAC 20 after completion of the Live Fire Test and Evaluation at Aberdeen Proving Grounds, Maryland. The recovery of components from LCAC 20 yielded and estimated $13M worth of spare parts for the fleet.

Ship to Shore Connector (SSC) NSWC PCD personnel continued to support the development and production of the SSC, including completing a craft Compartment Temperature Study.

Comparative Analysis report data, developed by NSWC PCD, 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 planned to occur at NSWC PCD.

Vehicle 3D Laser Scanning and Modeling NSWC PCD started the laser scanning and 3D model creation for the Logistics Vehicle System Replacement and the Medium Tactical Vehicle Replacement for USMC PEO Land Systems.

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.

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CODE E40 - TEST & EVALUATION AND PROTOTYPING FABRICATION DIVISION DDG-1000 In FY15, NSWC PCD was tasked with being the lead activity for testing DDG-1000’s in-stride mine avoidance (ISMA) capability and susceptibility.

NSWC PCD was named as the Test Planning Working Group (TPWG) lead responsible for organizing and planning the test event scheduled for 2Q FY18. In FY15, NSWC PCD hosted the DDG-1000 ISMA TPWG Kickoff to start the planning process that will span the following 36 months leading up to the test event. NSWC PCD has been supporting PMS500 with recommendations, documentation, monthly budgets, and weekly teleconferences. The TPWG lead attends the Test and Engineering Steering Group (T&ESG) meetings at NAVSEA, where NSWC PCD is required to report on the status of testing, as well as to develop the way forward to meet all test requirements. NSWC PCD has assembled the test team to document test objectives, scenarios, and data collection for the event.

Effect of High Deck Accelerations on Surgical Tasks Test From 24 August 2015 through 9 October 2015, a Human Subjects Research study of the effect of ship motion conditions on surgical tasks was performed on behalf of the Office of the Chief of Naval Operations (OPNAV) N81 Assessment Division’s Medical Analysis Branch (N813). The six degrees of freedom Stewart table located in NSWC PCD’s Biodynamics Laboratory was configured to emulate a small, shipboard operating room. The platform was programmed to emulate motions similar to those found aboard LCS-1 undersea state three conditions and aboard Joint High-Speed Vessel (JHSV) undersea state four conditions. U.S. Naval officers and enlisted personnel made up the 19 volunteers, who were divided into six surgical teams and performed a total of 144 simulated life and limb-saving surgeries.

Test Ranges and Facilities NSWC PCD Boat House supported 34 projects during FY15 with 757 underway boat days and 271 standby days. Of the underway days, 257 were in direct support of the Littoral Combat Ship’s Mine Warfare Mission Package Technical Evaluation.

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36 | ACCOMPLISHMENTS | E DEPARTMENT

FY15 BUSINESS BASE

FY15 Major Resource Sponsors –

N95 15%

N96 21%

N6F 19%

N97 9%

Other 36%

Total Funding $194M

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FY15 Major Program Sponsors PMS 385 3%

PMS 408 7%

SPAWAR 15 %

PMS 377 15%

NELO 6%

Other 6%

DODCNSWC 6%

USMC 11 % SEA05P 19%

DHS/TSA 7% DOD-COCOM-SOCOM 5%

Reimbursable $125.8M

Direct Cite $67.8M

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2.4 SCIENCE & TECHNOLOGY DEPARTMENT - CODE X X10 Sensing Sciences Division X20 Unmanned Systems Technologies & Threat Exploitation Division

40 | ACCOMPLISHMENTS | X DEPARTMENT

CODE X FY15 FUNDS

X Department FY15 Funding: $47,884k 26%

Office of Naval Research (ONR) Office of Naval Intelligence (ONI) Other

56% 18%

Other sponsors: SERDP, PMS495, DTRA, PMS408, NAVFAC, NAVSEA, NAVSUP, SPAWAR, NGIC, NELO, OSD, SOCOM, DODISS

CODE X10 - SENSING SCIENCES DIVISION Advanced Littoral Reconnaissance Technologies (ALRT) In FY15, ALRT successfully continued the advancement of ongoing manned and unmanned airborne remote sensing techniques to enhance organic mine countermeasures for littoral mine and littoral Improvised Explosive Device (IED) detection. The ALRT team provided technical oversight to the ONR to address Science & Technology (S&T) investigations of a variety of technologies for ongoing Future Naval Capabilities (FNC) projects. Support also included systems engineering oversight and testing of associated technologies in real-world environments.

Technology investigations addressed acquisition program requirements for acquisition programs, such as Coastal Battlefield Reconnaissance and Analysis (COBRA) and Airborne Laser Mine Detection (ALMDS) in an effort to provide potential solutions to those programs for future system enhancements. Work was also done to address requirements of the Joint EOD community regarding the detection and potential classification of IEDs. In FY15, major work efforts focused on: 1. Laser Interferometric Sensor (LIS): LIS remotely insonifies the ground with acoustic energy from an airborne source and then images the surface of the ground with an airborne laser interferometer with a unique technique to detect and locate buried land mines and IEDs. In FY15, we completed successful testing of a fourth airborne data collection/demonstration test of the test bed hardware on a commercial helicopter. The test event consisted of ~1000 potential real land mine and IED opportunities, hundreds of natural false alarm target (clutter) areas, and over 100 deliberate false targets. LIS hardware was enhanced to provide a wider field of view, a phase-step capability to allow for multi-sampling, and an operational hover mode for individual target interrogation. Additionally, the airborne acoustic source was flown, in late FY14 and early FY15, in a hardmounted position directly on the side of the airborne platform, as opposed to being flown by tether as in past test events. (LIS is a previous ONR FNC that is now being supported by the Joint Improvised-Threat Defeat Agency (JIDA)).

LASER INTERFEROMETRIC SENSOR

2. Compact Modular Sensor & Processing Suite (CMSS): In FY15, we successfully completed a second airborne data collection of the CMSS multi-sensor detection suite, including the fusion of Long Wave Infrared (LWIR) and Multispectral Imaging (MSI) modalities. CMSS successfully detected targets in real-time onboard the aircraft.

CMSS continues to proceed per the Level B Technology Transition Agreement (TTA) in place between ONR and PMS-495. CMSS hardware was integrated onto a Bell Long-Ranger airborne platform at Coastal Helicopters, Inc. and flown over the Gulf of Mexico in a successful data collection of deep water drifting targets and deep-water moored targets. Future CMSS work will include the incorporation of a true 3D-Flash imaging LIDAR. (CMSS is an ongoing ONR FNC addressing the detection of drifting and oscillating sea mines).

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41

COMPACT MODULAR SENSOR & PROCESSING SUITE (CMSS)

3. Ground-based EOD Mobile Laser Interrogator (GREMLIN): In FY15, we completed successful ground-based testing of the LIS technology that, in the future, can be placed on a robot for IED detection by EOD personnel. GREMLIN data collection consisted of vast quantities of data associated with the detection of IEDs, mines, and false targets.

(GREMLIN is an ongoing Joint Navy/EOD effort).

GREMLIN

Advanced Sonars for High Clearance Rate MCM The project focuses on developing technologies for detection, localization, and classification (DLC) of mines for the protection of Sea Lines of Communication and Naval Operating Areas, and in support of amphibious operations. Under the auspices of the ONR, NSWC PCD, along with its academia partners on this project, developed sensor payloads for two lightweight class unmanned underwater vehicle (UUV) products.

1. The first sensor payload is referred to as Small Synthetic Aperture Minehunter, third generation (SSAM III). The SSAM III payload is a tri-frequency band synthetic aperture sonar (SAS), which will enable the development of improved techniques combining frequency-aspect processing (multi-aspect, broad spectrum measures of target strength) and image based processing to significantly reduce false alarms and improve DCL capabilities of heavily-scoured targets. This effort is being conducted by NSWC PCD, Applied Research Laboratory at Penn State University (ARL/PSU) and Woods Hole Oceanographic Institute (WHOI).

2. The second sensor payload is referred to as the integrated Ahead-looking Topographic & Large Area Survey / Lightweight Conformal SAS (ATLAS/LCSAS) and is an integrated ahead look sonar with a dual frequency Synthetic Aperture Sonar (SAS), which provide the enabling sensing technologies for Mine Countermeasures (MCM) clearance at classification resolutions, obstacle avoidance, change detection, bathymetry / environmental data collection to support intelligent preparation of the SSAM III PAYLOAD INTEGRATED INTO A REMOTE ENVIRONMENTAL operational environment (IPOE), and vehicle operations MONITORING UNITS (REMUS600) AUTONOMOUS UNDERWATER VEHICLE (AUV). THE FIGURE ALSO ILLUSTRATES PRODUCTS GENERATED FROM in highly confined or obstructed areas.

THE SSAM III DATA.

42 | ACCOMPLISHMENTS | X DEPARTMENT During FY15, four data collection experiments were conducted with the SSAM III system in varied environments to provide data for system evaluation and improvements, and the development of processing, image formation, change detection and automated target recognition algorithms. The ATLAS/LCSAS system was completed and underwent initial engineering experiments. Data from LCSAS, because of its operational characteristics, will provide the basis to expand the NSWC PCD SAS processing toolbox. Both systems participated successfully in the 2015 ONR Science and Technology Demonstration in the Patuxent River. Technology Transition Agreements with PMS PMS-408 (EOD) as part of their Lightweight Expeditionary MCM UUV Program (Mk18 Mod 2) for both products were established.

ATLAS/LCSAS INTEGRATED INTO A REMUS600 AUV. SHOWS GENERATED DATA PRODUCTS FROM THE ATLAS/LCSAS

Advanced Automated Target Recognition (ATR) Development and Transition ATR is being developed and fielded following the vision set forth by ONR. That vision has three main pillars: 1. Employ an integrated transition team with a deliberate, rapid, and measured approach to ATR assimilation.

2. Gain trust via crawl, walk, run: Post Mission Analysis (PMA), cued Post Mission Review (PMR), PMR, real-time ATR. 3. Improve performance via Environmental adaptation, ATR learning from user, performance estimation, and targetspecific ATR.

ATR DEPICTED

Several ongoing projects funded by ONR achieved technical and transition objectives in FY15. • To address the first and second pillars, NSWC PCD researchers and software developers continued the transition of ATR software designed for the MK18 MOD2 Edgetech side scan sonar. The ATR is designed to cue human operators during the MCM survey post-mission analysis phase. The software interfaces as a module within the Common Operator Interface (COIN) software suite designed for the MK18 MOD1 & 2 systems. An initial performance characterization conducted by an independent third party indicates the software is meeting all key performance parameters and is scheduled for FY16 testing & evaluation for inclusion into the MK18 FoS Increment I system upgrade. • The third pillar is built on innovative research. Several machine learning technical innovations were documented in journal and conference papers by NSWC PCD performers. In the field of active learning, one journal article was published and one article was submitted for peer-review by co-authors at the University of Florida that documented advances in ATR designs that learn from human operators. One journal article and three conference papers were published with academic collaborators that described new algorithmic approaches to estimate seafloor environmental parameters, a first step towards developing ATR that adapts to unseen environments.

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CODE X20 - UNMANNED SYSTEMS AND THREAT ANALYSIS DIVISION Autonomy Test Bed The Autonomy Test Bed is a collection of hardware and software that allows repeatable laboratory testing and visualization with the overall primary goal of improving autonomous system’s capabilities. The main product of the Autonomy Test Bed is the Mine Warfare (MIW) Visualizer, which provides developers of autonomy, vehicle and systems a way to visualize their systems in a specific environment in a high-fidelity three-dimensional (3D) world. Systems such as underwater robots and mines are externally controllable through a simple interface. Simulated data can be fed to the visualizer in real-time or a log file and systems, and environments will change in accordance with that data. Supported information display includes position and orientation, planned paths, and some sensor information.

The MIW Visualizer has been in development for a number of years and has been utilized by several Science and Technology projects at NSWC PCD. In FY15, the MIW Visualizer system was expanded to create a Diorama capability that allowed a user to create and plan an entire scenario for any group of vehicles, systems, and mines.

Given a set of 3D models, the user can plan out the motions and interactions of these systems and then play an “interactive ABOVE WATER (TOP) AND UNDERWATER (BOTTOM) video” of the scenario. The scenario can be rapidly planned SCENARIOS GENERATED BY THE MIW VISUALIZER and edited through a Graphical User Interface (GUI). During playback, the user can choose to see a “planned” camera, highlighting important parts of the diorama, or manually control the camera at any point. The diorama provides a tool for displaying and understanding capabilities for both existing systems, such as the Littoral Combat Ship (LCS) Mine Countermeasures kill-chain and innovative systems, often early in their development in a high fidelity 3D environment. In FY16, the visualizer will be further enhanced to include a more thorough environment building tool, capability to display additional sensor information and advanced mission replay.

Verification of Autonomous Systems As advances are made in the field of autonomy, the desire to use autonomy to improve the capabilities of unmanned systems performing Naval missions also increases. However, before autonomy can truly be incorporated in meaningful ways, verification is required to ensure any and all associated autonomous behaviors are correct. The notion of correctness is intrinsically linked to the trust of operators, algorithm developers, and acquisition program managers.

Obviously, if trust cannot be established with all groups of stakeholders, then reluctance to use, build, or fund autonomous initiatives negatively effects the inclusion of autonomy for missions that could reduce risk to personnel and OPERATOR TRUST OF AUTONOMY IS CRITICAL TO THE long-term program costs. The overall goal is to propose future guidance and ACCEPTANCE AND USE OF ADVANCED UNMANNED metrics for the verification of autonomy to support research, development, SYSTEMS evaluation, procurement, and acquisition efforts across the Navy. The intractable complexity associated with the verification of autonomy prevents the enumeration of all test cases, and, thus, limits the applicability of traditional verification methods. Furthermore, other approaches have yielded ad hoc, subjective methods, which are untenable. Under this project, a reference conceptual architecture is constructed for autonomy, as well as a capability taxonomy. These two components are the basis for which draft metrics will be created for the purpose of evaluating autonomous systems. To ensure the products of this project meet the needs of the various stakeholders, researchers are coordinating interviews and meetings among operators, developers, and program managers to iteratively refine and improve the developed metrics.

In FY15, a literature review of current methods was conducted, and a report was prepared summarizing the current state of the art and useful analogies from other fields. In addition, researchers met with operators and divers attached to the Mobile Diving and Salvage Unit 2 to discuss their verification requirements.

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45

2.5 CONTRACTS DEPARTMENT - CODE 02 021 022 023 024

Oversight and Compliance Division Littoral & Mine Warfare Systems Contracts Division Expeditionary & Maritime Systems Contracts Division Small Purchase Division

46 | ACCOMPLISHMENTS | CONTRACTS

Background The 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 $3,500 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 Contracting Office (CCO) and consists of 58 acquisition professionals, including contract specialists, engineers, GPC buyers and Agency Program Coordinators (APCs). The Department contains 14 warranted contracting officers.

The Department experienced several successes in FY15 to include: • Awarded 1,630 actions for a total of $259.4M • Reduced Seaport procurement lead time (PALT) from 344 days in FY14 to 337 days in FY15 • Awarded 23 Seaport Task Orders • Increased use of standard templates • Conducted Stakeholder meetings 18 months in advance • Started using GSA Oasis • Hired two additional Team Leaders • Increased the performance period of service contracts to five years • Participated in a Warfare Center Lean Event • Participated in the PRF Lean Event • Found solutions to GPC hurdles

Increasing Competition NSWC PCD strives to compete procurements whenever possible. FY15 saw 49% of NSWC PCD’s contracted dollars competed. To increase competition, Code 02 conducts an annual Industry Day, holds Preproposal/ Solicitation Conferences and advertises 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. Preproposal/Solicitation Conferences provide potential offerors the opportunity to better understand the requirements and ask questions or provide suggestions.

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Stakeholder Meetings To 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.

FEDBID 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. In FY15, the SPO awarded 136 buys for a total of $2,896,300 with a net savings of $682,364 from the IGCE.

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’s 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 require a higher level of review and approval.

Table 1 demonstrates NSWC PCD’s tripwires over the last three years:

Service Tripwires

FY13

FY14

FY15

Bridge Contracts

3

3

9

BVSS Premiums >10%

0

1

0

Other Direct Costs >10%

8

18

25

Excessive Labor Rates >$156/HR

12

2

0

Post-Award Adding Subs

3

1

2

One Bids

0

0

7 TABLE 1

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48 | ACCOMPLISHMENTS | CONTRACTS

Small Business Targets Code 02 met or exceeded all of its targets with the exception of the Small Disadvantaged Business Goal.

Table 2 provides more specific comparisons.

50.0%

40.0% 31.5%

30.0%

29.0%

20.0%

Target

10.0%

8.1% 7.9%

Achieved

6.2%

6.0% 6.0%

4.0%

3.6% 1.3%

0.0% Sm. Business

SDB

SDVOSB

WOSB

HubZone TABLE 2

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 FY15, 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.

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Historical Trends Table 3 graphs the historical number of actions and dollars awarded by Code 02 over the last seven years. * Dollars in millions

3000

$400,000,000 $350,000,000 $300,000,000

2500 2631 2333 2416 2259 1702

2000

$250,000,000 $200,000,000

49

1623 1643

1631 1500

$150,000,000

1000

$100,000,000 500 DOLLARS ACTIONS 0

$50,000,000 $0 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15

TABLE 3

50 | ACCOMPLISHMENTS | CORPORATE OPERATIONS

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2.6 CORPORATE OPERATIONS DEPARTMENT - CODE 10 101 102 103 104 105 106

Human Resources Division Infrastructure Division Public Affairs and Congressional Affairs Division Information Technology Division Security Division Corporate Business Office Division

52 | ACCOMPLISHMENTS | CORPORATE OPERATIONS

CODE 101 - HUMAN RESOURCES DIVISION End Strength In FY15, NSWC PCD hired a total of 158 employees and had a total of 85 separations occur during the year, resulting in a net increase of 73 positions and end strength at 30 September 2015 of 1,389, comprised of 1,380 permanent employees, zero temporary employees and zero CO-OP students. Across the Command, 1,007 employees are DAWIA certified, and 84% have some form of advanced education; scientists, and engineers comprise 67% of the workforce.

FY2015 YTD Separation Reasons - Permanent Employees 13

FY2015 PATCOB Percentage - Permanent Employees 71%

Resignation

11

Retirement

34

Reassignment

A

2%

B

1%

C

Promotion Xfer to Another Agency

28

P 18% T

2

PATCOB: Professional, Administrative, Technical, Clerical, Other White Collar, Blue Collar

8%

4

Voluntary Retirement Eligibles as of 01-Oct-15

FY2015 Promotions by Month - Permanent Employees

600 545

10 9

500

8

8

8 7

400

6

6

6

6 300 200

5

235 168

3

45

3 2

2

1

1 0

0 NOW/TODAY

<1-YRS

<5-YRS

<10-YRS

<15-YRS

>15-YRS

Oct

Nov

Dec

Education Data as of 30Sept15 700

Jan

Feb

Mar

Apr May

Jun

Jul

Aug Sept

Education Data as of 30Sept15

666

666

700

600

600

500

500

400

358

400

358

300 200

3

3 2

100

4

4

194

189

300

207

200

207 78

67

0

0 Non Degree

Non Degree

Assoc

Bachelors

Masters

PhD

78

67

100

100

Assoc

Bachelors

Masters

PhD

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Permanent Employee Internal Labor Map

131

Level 5

2

Level 5 4 3 2 1

9

53

Grade ND-5, NT-6, ND-6, ES ST ND-4, NT-5 ND-3, NT-3/4, NG-4/5, WG-14, WL-11/12, WD-8, WS-12/13 ND-2, NT-2, NG-2/3, WG-6-12 ND-1, NT-1, NG-1

Career Levels

12 39

23

363

Level 3

81

41

758

Level 4

HR Monthly Report December 2013 26 = On Board as of 30-Sep-15

17

118

Level 2

60

= New Hires as of 30-Sep-15

7

= Separations/Attrition as of 30-Sep-15 = Promotions as of 30-Sep-15

6

Level 1

3

0

50

100 150 200 250 300 350 400 450 500 550 600 650 700 750 800

185 New Hires 01-Oct-14 – 30-Sep-15 1376 Employees

Accessions Separations

FY15 Education Levels

FY15 Accessions & Separations

78

#

25

o f

20

E m p l o y e e s

207

358

67

Non Degree Assoc

15

Bachelors Masters

10

PhD

5 666

0 OCT NOV

DEC

JAN

FEB

MAR APR MAY

JUN

JUL

AUG

SEP

CODE 102 - INFRASTRUCTURE DIVISION Facilities - Code 1021 One CIP Minor Construction project was awarded in 2015 for the Tactical Vehicle Integration Facility.

Significant non-CIP projects initiated and completed in 2015 included: • • • • • • • • • • • • • •

B471 B100 B110 B147 B316 B316N B323 B373 B379 B400 B400 B458 B470 B470

Roofing project completed HVAC Replacement Secure Comms Room Renovation Air Ops Fence Height Extension Roof Replacement Renovation Rooms 109 and 110 Renovation Handicap Parking Space Mods Vault Door Removal Repairs Engineering Study NMCI Room Redundant A/C Install Roof Replacement First-Floor Renovation High Bay Power Upgrade

• • • • • • • • • • • • • •

53

B470 Solar Panel Repairs B49 Boiler Replacement B49 Chiller Replacement B490 Room 110 Renovation B575B Beach Site Tower Perimeter Fence B581 Laser Lab Humidity Control Corrections B582 Drainage Repairs B582 High Bay Fence Installation Air Ops Seawall damage repairs (Small section) Beach Site 4 Lightning Protection Upgrade HVAC Chemical Treatment Systems Repairs ROS Shelter Gutter and Drainage Repairs Secure Rooms Man-Safe Barrier Install T-2090 Rollup Door Replacement

54 | ACCOMPLISHMENTS | CORPORATE OPERATIONS

CODE 103 - PUBLIC AFFAIRS AND CONGRESSIONAL AFFAIRS DIVISION The Public Affairs and Congressional Affairs Division (Code 103) includes the Internal/External Communications and Community Relations (Code 1031), Visual Information (Code 1032), and Technical Information Library (Code 1033).

Internal/External Communications and Community Relations - Code 1031 The Command newsletter Coastal Compass is launched on the digital publishing platform, issuu.com (http://issuu.com/nswcpcd). With virtually all homegrown content, the newsletter averaged 14 pages per month.

In May, 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 continued and successfully rolled out a robust People Behind the Products campaign, which spotlighted many of our employees. Other major PR campaigns included: The Year of the Military Diver, the 70th Anniversary of the NSWC PCD, and the Littoral Combat Ship Mine Countermeasures Mission Package (LCS MCM MP) Road to Initial Operational Test and Evaluation (IOT&E).

A continuing strong relationship with local media yielded robust local and national level coverage in FY15 for many diversity events, significant achievement recognition for members of the workforce, and reports highlighting technical achievement. The Internal/External Communications and Community Relations (1031) released 117 news releases, and answered 49 media queries.

Community relations remains strong.

For example, 35 people from NSWC PCD were recognized by Bay District Schools, Superintendent Bill Husfelt at the 5th annual Education Partnership Award Ceremony in June. During FY15 the Science Brothers (http://www.sciencebrothers.org) continued visits to local schools, plus special shows to select venues. 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.

Internet Based Capabilities As a member of the Naval Sea Systems Command (NAVSEA) Warfare Centers, NSWC PCD Office of Internal/External Communications and Community Relations (1031) staff brought a new, internal digital signage tool and redesigned external websites on the new Air Force AFPIMS server.

The new website offers more visual appeal and functionality than with the past site. NSWC PCD’s Internet Based Capabilities, or IBCs, include external website, internal website, Facebook page, YouTube channel and issuu.com. 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 FY15, we had 11 Congressional inquiries. Lastly, for FY15, NSWC PCD hosted over 50 different VIPs, tours, and protocol events.

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Visual Information - Code 1032 Visual Information provides a wide range of capabilities for the Command to include Graphic Arts, 3D Visualization, Photography (including aerial, underwater, and high speed), Videography, and Reprographics. Providing support for NSWC PCD includes support of Communications and Community Relations, Diversity Council, 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 LCS-2/RMMV. Our areas of expertise include: Graphic Design

Photography

Videography

Visualization

Printing & Reprographics

As an integral part of NSWC PCD, Visual Information provides 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.

RDT&E NETWORK LAB: Advanced Graphics and Multimedia Support Facility (AGMSF) The AGMSF enables graphic artists, photographers, animators, and printing personnel to produce, exchange, store, and print information over an internal network. This facility also provides a “render farm” for rendering 3D animations and visualization sequences. The render farm utilizes the processing power of all connected workstations to render animation frames.

GRAPHIC DESIGN • Posters • Brochures • Logo Designs • Signs/Banners • Conference Displays • Presentations • Advertisements • Interactive Multimedia CDs/DVDs • CD Duplication, Printing & Production • Technical Illustrations • Conceptual Renderings • Large Format Scanning & Printing • Publications

PHOTOGRAPHY & VIDEOGRAPHY • • • • • • • • • •

Underwater Photography Aerial Photography Support Technical Photography High-Speed Capture Broadcast Production Video Production Event Coverage Portraits Project Testing Coverage Military Service Photos

55

56 | ACCOMPLISHMENTS | CORPORATE OPERATIONS

VISUALIZATION • • • •

3D Modeling 3D Animations 3D Compositing 2D Animations

PRINTING & REPROGRAPHICS • High-Speed Document Reproduction • Wide Assortment of Color Copying Support • Various Document Finishing Options • High-Speed Document Scanning

CUSTOMERS We exist to help our internal customers satisfy our external customers. Commands we have supported include: • NSWC PCD • NSA PC • NDSTC

• EOD and Diving • NEDU • SOCOM • NAVSEA • Eglin Air Force Base VISUAL INFORMATION 2015 HIGHLIGHTS • Extensive photographic documentation support for LCS/RMS • Photographic documentation for Laser Interferometric System (LIS) testing • USMC/CEIA Compact Metal Detector maintenance training video

PCDU STUDIO

• Common Operational Interface for Navy EOD, Automatic Target Recognition (COIN ATR) program video • The “Director’s Cup” competition. Design logo, display, photo and video, and 3D models of awards • The NSWC PCD 70th Anniversary and the CO/TD awards ceremony • The “Year of the Military Diver” media campaign for NDSTC • The “History of Mine Warfare” display PEO LCS and PMS-495 • Live PCD University courses, as well as studio version

PCDU STUDIO

DIRECTOR’S CUP SUPPORT

PHOTO DOCUMENTATION

LCS/RMS

DIRECTOR’S CUP SUPPORT

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Technical Information Library - Code 1033 The Technical Information Library and Secret Material Accountability and Control (SMAC) are part of the Public Affairs and Congressional Affairs Division. The team is comprised of two professional librarians and one library assistant. 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 170 new titles added this year). Online full-text books available through KNOVEL, SPIE and SAFARI services • Five special collections are conveniently located in the reading area. They are as follows: “Command Reading Collection,” “CNO Reading Collection,” “Amphibious and Expeditionary Collection,” “Leadership Skills Collection,” and the new “Systems Engineering Collection.”

• Journal collection (over 70 titles in print) + access to over 500 journal titles online (including all SPIE and all IEEE journals).

• Electronic services and information providers including JANE’S, PERISCOPE, I.H.S. Standards and Specifications, and I.H.S. HAYSTACK GOLD. • Tactical Oceanographic Data (TODs) and digitized nautical and topographic products.

• Interlibrary loan services.

• Acquisition of requested material.

During 2015, the Library team completed over 650 in-depth research tasks, answered over 1,200 quick-reference questions, and addressed over 2,500 phone calls and e-mails. Over 370 Interlibrary loans or other non-library items were acquired and provided to individuals upon request. Over 170 books were requested, ordered, and added to the book collection. Fifteen hundred new secret documents were added to SMAC database with an additional 850 dispatch or destruction updates completed.

The Technical Library hosted on 15 Sept 2015 an Information Handling Services (I.H.S.) Workshop featuring “Standards Expert,” “HAYSTACK GOLD,” and JANE’S Online Database. To benefit our researchers a new conference/ meeting room was established and new furniture was added to the Technical Library for the users’ comfort.

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 • 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 through SPIE, SAFARI, or KNOVEL services.

• Platform and other military information through JANES Fighting Ships and PERISCOPE services.

• Standards, specifications, and supply information through I.H.S.

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58 | ACCOMPLISHMENTS | CORPORATE OPERATIONS

CODE 104 - INFORMATION TECHNOLOGY DIVISION Information Technology Operations Servers - Code 1041 NSWC 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. 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. FY15 Information Technology Procurement Requests (ITPRs) were also processed by Code 104 personnel.

Cybersecurity - Code 1043 Each 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 34 IA Vulnerability Alerts/Bulletins (IAVA/B) were processed, as well as 30 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. Nine C&A packages have been submitted to NAVSEA and include: • EWIFu • MIWc • SMCCSL-PN • AGMSF • LWRF • SMCMc • T&EF • RDT&Ec/SDREN • WASA One system (Precise Inert Navigation System (PINS)) was submitted to PMS-495 for review and validation in August 2015.

CODE 105 - SECURITY DIVISION 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 2015 include: • •

•

•

Implementation of the Common Access Card (CAC) building access program including award of the Phase 1 contract to SPAWAR. Phase 1 will commence 2016.

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.

Processed multiple contractor and new hire CAC vetting actions, as well as multiple periodic reinvestigations (PRs).

CODE 106 - CORPORATE BUSINESS OFFICE DIVISION ERP Extended Business Office - Code 1062 The technical screening program was implemented as a result of a two-fold effort: As a recommendation from the Operating Materials and Supply (OM&S) assessment team and as an outcome of the Procurement Process Improvement Team (PPIT) LEAN event. The technical screening team reviews all purchase requisition forms and requests to verify sources of supply, validate on-hand resources available through standard Navy Supply Chain sources of supply, and ensures correct coding of procurement requests prior to their entry into the Procurement Request module of Navy Enterprise Resource Planning (NERP). The Technical Screening Team produced a technical screening handbook that is used by other warfare centers and by technical screeners at NSWC PCD. In 2015, the technical screening team reviewed 4,473 purchase requests and 9,409 line items. The OM&S metrics for the command have improved dramatically, moving Panama City from last place to among the top performers and leaders in OM&S metrics.

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Metrics, Analysis, and Data Calls - Code 1063 NSWC PCD office of Metrics, Analysis, and Data Calls provided Business Financial (BFM) services to NSWC PCD Technical Director, Commanding Officer, and staff, as well as services to the Corporate Operations Division. A total of 179 data calls were received by NSWC PCD, of which, 171 were answered and eight were not applicable to NSWC PCD. In addition, 67 conference packages were prepared and submitted for review and approval for individuals at NSWC PCD who requested approval to attend technical conferences. In many cases, individuals presented technical papers or presentations at the conferences.

Records Management, Forms, and Directives - Code 1064 The 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 2015:

Panama City Division RM Program Benchmarked •

•

Per Technical Director, NSWC/NUWC Mr. McCormack, NSWC PCD’s RM program was designated the benchmark program for other Warfare Centers to follow. Panama City RM Staff assisted RM personal across the Warfare Center’s Enterprise with setting up their programs.

RM Program assistant participated in NAVSEA Inspector General Inspections as the team’s RM inspector.

Vital Records Program: • • •

The Command Vital Records Officer designated (in writing) to oversee this critical part of the RM Program.

Department Vital Records Liaison Officers (VRLOs) were assigned and are working closely with RM staff and the Department’s personnel to identify, document and report Vital Records located in their Departments.

RM staff created a Vital Records training course that was pushed out to all VRLOs with a 100% completion rate.

Senior Leadership RM Awareness: • •

RM staff created a Records Management Brief for Senior Officials that was pushed out to Senior Leadership and their administrative assistants with a 100% complete rate.

Senior Officials have unique record management responsibilities and the course was designed to insure awareness of proper recordkeeping requirements and advocate good recordkeeping practices across the business units and staff under their direction.

Electronic Records Management System (ERMS) • • • • •

Hewlett Packard TRIM is the ERMS that NAVSEA is requiring the Warfare Centers to use.

RM staff took the first step in implementing TRIM by ordering storage space (out of Norfolk) for our electronic files.

Engaged with NAVSEA RM to gain TRIM access/permissions for our Command.

Sent out requirements for all Records Custodians to take the two TRIM courses available on NKO with a completion rate of 86%.

Created a “NSWC PCD Electronic File Naming Conventions Guide” for Official Records that was sent out to all RLOs, VRLOs, and Records Custodians. This will help to ensure we are all using the same naming conventions for our electronic records and will allow for easier retrieval of documents in TRIM.

Privacy Act Program The 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 2015: • Under Phase II of the Common Reorganization, Staffing of Privacy Act Program has been relegated to Code 105, Security.

• Staff Training: All personnel within the command’s chain of command are notifi ed 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.

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

59

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61

SECTION 3.0

FINANCIAL REVIEW

62 | FINANCIAL REVIEW

3.1 COMPTROLLER DEPARTMENT - CODE 01 Financial Review Summary In FY15, NSWC PCD performed very well against all financial targets. Financial operations continue to be conducted within applicable laws and regulations and in a fully ethical and auditable manner. A breakdown of NSWC PCD performance by major business metric follows:

Business Base NSWC PCD received $550M in sponsor funding in FY15, which is a very slight increase from the prior year. Of that amount, $340M was received as reimbursable funding and $210M was direct cite. Funding from NAVSEA decreased from 69% to 62% of our total business base or $37M, the majority of which was attributable to a decrease in funding from PEOLCS. The Marine Corp, still our largest non-Navy sponsor, decreased from 6% to 3% of business base.

Procurement became our primary appropriation in FY15 at $182M followed closely by RDT&E at $179M and O&M at $152M.

Comptroller Department

Comptroller Department

FY15 Funding by Major Sponsor: $550M

Business Base

Marines, $16M, 3% Fleet, $7M, Other Navy, 1% SPECWAR, $33M, 6% Other, $9M, 2% $11M, 2% SPAWAR, $19M, ONR, $29M, 5% 3%

800 Dollars in Thousands

700 600 500 400

SPECWAR - $11M, 2%

DHS, $7M, 1% DHS - $5M, 1%

Other - $12M, 3%

Other DoD - $20M, 3%

PEOLCS, $243M

PEOSHIPS, $37M

FY14 NAVSEA - $380M FY08 207 374 581

FY09 185 348 533

FY10 191 398 589

FY11 286 446 732

FY12 102 377 479

FY13 164 284 448

FY14 225 324 549

FY15 210 340 550

PEOLCS - $271M

SEA00 - $26M

PEOSHIPS - $45M

SEA21 - $4M

SEA05 - $18M

WFCs - $1M

SEA04 - $10M

Other - $5M

WFCs, $9M OTHER, $2M SEA06, $1M

Metric Owner: Head, Comptroller Dept

SEA05, $17M

Comptroller Department

Reimbursable Orders

FY15 Funding by Appropriation: $550M Procurement 33%, $182M

SCN 1%, $6M

400

Other 1%,$8M RDT&E 33%, $179M

FMS 2%, $10M FY14 - $549M RDT&E – 39%, $213M

300 250 200 150 100 50

O&M – 27%, $148M Procurement – 25%, $137M

0

SCN – 4%, $21M NWCF – 2%, $12M

Other – 1%, $6M

350 Dollars in Millions

NDSF 1%, $4M

SEA00, $17M

SEA04, $18M

Metric Owner: Head, Comptroller Dept

Comptroller Department

NDSF – 1%, $7M

Fleet - $7M, 1%

NAVSEA ($343M)

100 Direct Cite Reimbursable Total

SPAWAR - $17M, 3%

NAVSEA, $343M, 62%

200 0

NAVAIR - $15M, 3%

Marines - $31M, 6%

ONR - $27M, 5% NAVAIR, $44M, Other Navy - $24M, 4% 8%

Other DOD, $32M, 6%

300

FY14 All Sponsors - $549M NAVSEA - $380M, 69%

O&M 28%, $152M

NWCF 2%, $9M

FMS – 1%, $5M

Metric Owner: Head, Comptroller Dept

FY 15 ACTUAL FY 15 PLAN FY 14 ACTUAL FY 13 ACTUAL FY 15 LRE

OCT 48 48 23 13

NOV 121 112 105 100

DEC 147 174 149 153

JAN 171 200 162 173

FEB 270 225 187 185

MAR 330 306 275 203

APR 330 312 279 211

MAY 351 327 299 227

JUN 354 346 323 247

JUL 344 359 321 273

AUG 333 364 325 284

SEP 340 364 324 284 345

Metric Owner: Head, Comptroller Dept

2015 ANNUAL REPORT | NSWC PCD |

Comptroller Department

Comptroller Department

Customers, Products and Services

Direct Cite Orders

SEP-15 Narrative: LCS continues to be our largest sponsor at 43% of reimbursable orders.

250

Navy sponsors comprised 93% of total reimbursable orders.

Dollars in Millions

200 150

DoD: COCOM - $12 JIEDDO/ISSP/OTE - $3M

100

NON DoD: DHS - $6.7M Blank: Marine Corps - $3.6M DOD - $2M NAVSEA PEO LCS - $1.8M NAVSEA PEO SHIPS - $1.1M NAVSUP - $.6M NAVSEA SEA04 - $.5M SPAWAR PEO C4I - $.2M NAVSEA Other - $.1M Navy Fleet - $.03M

50 0 FY15 ACTUAL FY15 PLAN FY14 ACTUAL FY13 ACTUAL

63

OCT 5 5 4 2

NOV 26 12 29 14

DEC 32 33 52 23

JAN 37 35 59 25

FEB 66 46 67 42

MAR 76 64 85 64

APR 97 89 114 84

MAY 113 117 144 90

JUN 129 124 152 99

JUL 138 160 164 122

AUG 165 165 178 138

SEP 210 207 225 165

Metric Owner: Head, Comptroller Dept

Metric Owner: Head, Comptroller Dept

Comptroller Department

Comptroller Department

Top Ten Customers

Dollars in Millions

Overhead Costs

Sponsor Command

2013

2014

2015

NAVSEA PEO LCS

98.4

137.2

146

NAVSEA PEO SHIPS

23.8

26.5

24.5

NAVY ONR

19

25.7

27.6

NAVY OTHER

22.1

24.1

26.1

MARINE CORPS

26.4

21.6

7.6

NAVSEA SEA00

12.1

19.5

16.7

SPAWAR PEO C4I

9.2

12.5

12.7

NAVSUP

8

8.7

55 50 45 40 35 30 25 20 15 10 5 0

FY 15 ACTUAL FY 15 PLAN FY 14 ACTUAL FY 13 ACTUAL FY 15 LRE

OCT 2.6 4.1 4.1 3.9

NOV 7.3 8.1 9.3 11.4

DEC 11.6 11.1 11.2 12.7

JAN 14.3 14.6 16.7 15.5

FEB 18.3 18.7 20.4 19.3

MAR 23.0 23.1 23.5 24.7

APR 27.1 27.7 27.7 28.4

MAY 31.7 32.2 32.7 30.8

JUN 35.2 36.5 36.4 35.1

JUL 40.2 40.0 39.2 38.7

AUG 44.6 44.8 44.3 45.0

SEP 54.1 54.0 52.3 50.5 54.0

6.9

DOD COCOM

4.3

7.2

11.5

NAVSEA SEA05

9

5.4

5.8

Metric Owner: Head, Comptroller Dept

Metric Owner: Head, Comptroller Dept

Overhead Costs

Comptroller Department

OverheadOverhead Costs 60 50 Dollars in Millions

Overhead costs for FY15 totaled $54.1M, which was $65K over target. Of that amount, $3.9M was allocated for Naval Innovative Science and Engineering (NISE) Program. NISE is designed to provide funding for basic and applied research, technology transfer, workforce development and revitalization and recapitalization. Our overhead target was increased from the OSD budget by $3M, which we generated through our stabilized billing rates, and which was used primarily for much needed Sustainment, Restoration and Maintenance (SRM) of facilities. This increase to the overhead target was 3.4% over the prior year.

40 30 20 10 0

Overhead

FY12 50.3

FY13 50.5

FY14 52.3

FY15 54.1

Metric Owner: Head, Comptroller Dept

63

64 | FINANCIAL REVIEW

Service Cost Centers A Service Cost Center (SCC) is defi ned as an organizational entity with personnel engaged in the performance of a function, which can be readily identifiable to a unit of measure (e.g. a test, an event, computer running time).

Rates are established at the beginning of the year based on estimated workload and costs, and are designed to break even.

In FY15, NSWC PCD had a total of ten SCCs and ended the year with a positive variance of $.5M. Comptroller Department

Comptroller Department

SCC Profit /(Loss)

SCC Profit /(Loss)

2,800 1,800 800 300 200 700 1,200 1,700 2,200

JUL ACTUALS

AUG ACTUALS

Littoral Warfare Facility (LWF)

(56)

(118)

0

Simulation Lab (SLCC)

749

296

12

(2,418)

(2,731)

(2,045)

(251)

(198)

(97)

3,126

2,567 (0)

SCC

DEPT

1,300 Dollars in Thousands

Dollars in Thousands

2,300

OCT NOV DEC FY 15 ACTUAL 120 (342) 379 FY 15 PLAN (1,234) (859) 916 FY 14 ACTUAL (882) (638) 1,719 FY 13 ACTUAL (676) (2,109) 189 FY 15 LRE

JAN FEB MAR APR (673) (2,038) 1,931 1,777 (66) 556 (1,273) 147 485 1,132 864 2,193 (853) (636) (526) 171

MAY JUN JUL 1,828 1,814 1,935 45 (333) (28) 1,898 1,964 2,940 (21) (1,310) (966)

AUG 1,250 (600) 1,658 (264)

SEP 498 0 1,787 (223) 0

A A 02 10 10 E E X X 01

Acquisition Networks NMCI

3,303

SEP ACTUALS

Coastal Test Range (CTR)

(23)

158

Tech Support Shops

373

534

1

Acoustic Test Facility (ATF)

285

124

2

Advanced Tech Comp Fac (ATCF)

(160)

(140)

(124)

NEBO/IT

132

198

182

1,935

1,250

498

Total

Metric Owner: Head, Comptroller Dept

Metric Owner: Head, Comptroller Dept

Carryover The initial FY15 carryover target for NSWC PCD was $138M. An increase was requested to allow us to adjust business practices so that 4th Quarter accruals would be more accurate. The new target was $169M and we came in at $153M. The target for next fiscal year will be more in line with previous years at $140M. Carryover is managed centrally in 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 Comptroller to discuss variances from plan and adjustments required to meet the Division target.

Comptroller Department

Comptroller Department

Revenue

Division Carryover 300

Dollars in Millions

250 200 150

169.0

Date

Plan

100

OCT

23.2

NOV

45.6

46.4

38.2

40.2

DEC

68.9

67.8

58.6

63.3

50

JAN

94.1

91.9

79.5

84.4

70.5

FEB

121.2

114.7

103.1

107.9

93.4

MAR

0

6/23 6/30 7/7 7/14 7/21 7/28 8/4 8/11 8/18 8/25 9/1 9/8 9/15 9/22 9/30 Actual 269.5 266.4 261.3 255.8 244.0 226.9 220.7 216.5 205.8 191.0 181.1 171.5 169.1 163.7 153.0 Projection 271.8 267.3 263.9 240.8 249.9 236.6 225.6 216.5 210.4 185.4 186.2 176.1 169.6 168.9 160.3 Target 169.0

Metric Owner: Head, Comptroller Dept

150.8

Revised Plan

114.7 144

2015

2014

2013

20.8

16.9

18.9

147.2

128

137.9

2012

122.7

APR

180.3

173.9

173.1

153.1

166.7

149.1

MAY

212.6

206.6

202.3

180.4

193.2

176

JUN

246.9

241.1

231.5

209.9

218.2

SEP-15 Narrative: Revenue came in under plan by $22M as a result of a negative variance in reimbursable funding and lower than planned non-labor revenue.

211.4

JUL

280.3

274.7

264.3

236.4

243.4

248.4

AUG

319.3

313.7

298.5

272.3

281.4

305

SEP

357

351.5

330

305.3

314.6

361

Metric M t i Owner: O Head, H d Comptroller C t ll Dept D tChart 12

Revenue Revenue, which is stabilized labor and actual direct material costs billed against reimbursable orders, ended the year at $330M or $22M under our projection. The primary reason for this variance is reimbursable orders that came in under plan. In addition, we experienced lower than planned non-labor revenue as a result of fewer accruals to direct contracts in the 4th Quarter.

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Direct Labor Hours Direct Labor Hours for FY15 totaled 1,671K, which was a positive variance to phasing of 18K hours, resulting from increased overtime and hiring in support of direct programs. This positive variance generated approximately $.6M in additional overhead. Direct labor hours also included 12,540 hours worked by military personnel on direct and SCC projects. As a result of increased testing, overtime direct hours increased significantly in FY15. Overtime/compensatory time was 7% of all direct hours or 117K hours.

Comptroller Department

FY 15 ACTUAL FY 15 PLAN FY 14 ACTUAL FY 15 LRE

Overtime/Comp as % of Total DR Hours 9.0% 8.0% 7.0% Hours in Thousands

Hours In Thousands

Direct Hours 1,650 1,500 1,350 1,200 1,050 900 750 600 450 300 150 0

Comptroller Department

6.0% 5.0% 4.0% 3.0% 2.0% 1.0%

OCT

NOV

DEC

JAN

FEB

MAR

APR

MAY

JUN

JUL

AUG

SEP

110 136 100

251 246 231

357 346 340

489 471 465

622 596 588

762 764 724

900 904 859

1062 1068 1011

1205 1206 1147

1368 1365 1270

1515 1503 1431

1671 1653 1574 1653

0.0%

Oct FY13 6.3% FY14 4.1% FY15 7.7%

Nov 6.0% 4.4% 7.1%

Dec 5.7% 4.3% 6.9%

Jan 5.1% 4.2% 6.5%

Feb 3.2% 4.4% 6.3%

Note: Includes military direct hours – 5,573. Does not include military SCC hours – 6,967.

Mar 4.2% 4.6% 6.4%

Apr 4.0% 4.9% 6.4%

Jul 4.1% 5.6% 6.8%

Aug 4.3% 5.7% 7.0%

Sep 4.3% 6.0% 7.0%

Metric Owner: Head, Comptroller Dept

Travel

Comptroller Department

For FY14, NSWC PCD’s travel target was of 30% below FY10 costs or $7.7M. Actual travel costs totaled $8.8M or $1.1M more than target, as a result of increased travel for test events. Travel in support of direct customers and SCC’s constituted 89% of all travel in FY15.

Travel 10,100 9,100 8,100 7,100

Dollars in Thousands

NSWC PCD ended FY15 with an NOR of $2.8M, which was a positive variance of $2.4M, and resulted from a positive labor rate variance ($1.3M), a positive SCC variance ($.5M) and higher than planned direct labor hours ($.6M).

Jun 4.0% 5.5% 6.8%

Note: Includes OT & CT only

Metric Owner: Head, Comptroller Dept

Net Operating Results

May 4.0% 5.2% 6.6%

6,100 5,100 4,100 3,100 2,100 1,100 100

FY15 Actual Target @ 70% FY10

Oct 934 431

Nov 1,517 880

Dec 2,078 1,317

Jan 2,747 1,715

Feb 3,453 2,277

Mar 4,367 3,118

Apr 5,067 3,801

May 5,871 4,452

Jun 6,596 5,220

Jul 7,284 6,197

Aug 8,090 6,972

Sep 8,871 7,653

Travel 9,780 travel authorizations and vouchers were reviewed and processed in FY15.

Metric Owner: Head, Comptroller Dept

Vendor Payments

Comptroller Department

4,102 vendor payments were processed in FY15, including purchase card invoices and employee reimbursements.

NSWC PCD ended FY15 with 1,366 civilian and 46 military personnel.

Payroll Total payroll for civilian and military employees in FY15 was $135.9M.

Community Impact NSWC PCD’s total impact on the local community was $277.1M in FY15.

Dollars in Millions

Employment Levels

10 9 8 7 6 5 4 3 2 1 0 1 2

FY 15 ACTUAL FY 15 PLAN FY 15 LRE

NOR

OCT 1.2 (0.6)

NOV 0.9 (0.6)

DEC 0.9 1.5

JAN 1.7 1.0

FEB 0.9 1.6

MAR 4.9 0.7

APR 5.4 2.1

MAY 6.2 3.0

JUN 7.4 2.8

JUL 8.0 4.9

AUG 7.8 4.1

SEP 2.8 0.4

Metric Owner: Head, Comptroller Dept

65

2015 ANNUAL REPORT | NSWC PCD |

67

67

SECTION 4.0

HIGHLIGHTS

68 | HIGHLIGHTS

DIRECTOR’S CUP NSWC PCD hosted the first annual Director’s Cup. The final competition was held at the Acoustic Test Pond as a form of workforce development. The Director’s Cup is a technological competition that challenged three of NSWC PCD’s technical departments: Department A, Department E, and Department X. Each team consisted of a multidisciplinary team of junior engineers (less than five years of service) and a senior mentor. The teams designed and fabricated a system to meet the goals of the competition, which was to ultimately complete the technological challenges and win.

Mr. Stewart masterminded this year’s first annual Director’s Cup Competition to stirr up camaraderie, innovative thinking, and encourage networking among scientists and engineers working in different departments. Retired NSWC PCD Technical Directorr Dr. Ace Summey said, “This competition was impressive, because it networked experienced mentors with young recruits. Today we saw engineering principles demonstrated at NSWC PCD. From flying boats to battling bots, we witnessed them gathering and neutralizing targets.

It was team building, it was networking, and it was exciting!” Judges also awarded teams who showed significant achievement for ingenuity: one category for robustness of design and another for creativity. Mr. Stewart announced the winner of the competition; “At the end of the day, we’re all judged on performance,” Mr. Stewart said. “So for overall performance, the winner for the very first Director’s Cup goes to the X Department’s X-Men. They now have bragging rights and hold the trophy until next year’s challenge!” Judges also awarded teams who showed significant achievement for ingenuity: one category for robustness of design and another for creativity.

YEAR OF THE MILITARY DIVER Of the 70 years the Navy base in Panama City, Florida, has existed, more than 50 of those years have supported Department of Defense (DoD) diving and life support programs through research, development, test and evaluation.

No other o symbol is more indicative to U.S. Navy diving than the Mark V. What began as a firefighting ensemble in the early 1800s became the catalyst for nearly two ce centuries of diving. 2015 marks the 100th anniversary of the Mark V dive helmet, the workhorse of Navy deep sea divers for 65 years and the trademark of courage, perse perseverance and professionalism. Although the Dive M Manual lists 1916 as the year when the U.S. Navy adopted the Mark V, research and development actually occurred the previous year according to the Diving Historical Society.

To commemorate this anniversary, 2015 has been dubbed “The Year of the Military Diver.” This historic milestone is celebrated along with the 35th anniversary of the Naval Diving and Salvage Training Center (NDSTC) – the largest diving facility in the world — where 1,200 divers from all services in the Department of Defense, the Department of Homeland Security, allied and partner nations and other government agencies train each year. The goal of the Year of the Military Diver was to commemorate this significant landmark that gave birth to a generation of men and women who conquered the treacherous ocean depths. This year-long commemoration served as a reminder to our country of everything that military divers have done for this great nation.

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70TH ANNIVERSARY

69 69

The year 2015 marked the 70th anniversary for the Naval Surface Warfare are Center Panama City! In 1945, then Secretary of the Navy James Forrestal established ablished a, with a the U.S. Navy Mine Countermeasures Station in Panama City, Florida, mission area focused on mines and mine countermeasures.

While we have remained fi rmly rooted in Mine Warfare, we have added several mission areas along the way, namely: Diving and Life Support Systems, Naval Special Warfare Systems and Amphibious// e most Expeditionary Maneuver Warfare Systems, which are all among the tment of relevant missions conducted by the Navy, Marine Corps, and Department ficers and Defense today. From our humble beginnings in July 1945 with ten offi three civilians, it has been our community’s dedication, all of us working as a ed States Navy team, which has enabled the Warfare Center to ensure that the United maintains its supremacy of the seas.

NSWC PCD will end the fiscal year on September 30th with over 1,400 government service civilians; a military complement of 45 and over 700 defense industry partners on our team; a workforce complement that will ensure Panama City remains the recognized leader in the littoral missions of our N Navy. We are receiving many high level visitors and that is important, because it tells us that the wo work we do is relevant.

T This year, the Vice Chairman of the Joint Chiefs of Staff, Admiral James Winnefeld was so impressed with our work that he invited a friend to visit; Deputy Secretary of Defense R Robert Work. It is a testament to the work we are doing at this lab. In 2015, we joined the N Naval Diving and Salvage Training Center in l b t celebrating the Year of the Military Diver (YOTMD).

Representative Gwen Graham visited during our YOTMD event in June and she came to appreciate Panama City as the home of military diving.

Recently, the Chief of Naval Operations, Admiral Jonathan Greenert and Representative Jeff Miller visited Pensacola to inspect our preparations of the Mine Countermeasures Mission Package (MCM MP) equipment. CNO Greenert noted that the MCM MP is one of the Navy’s top priorities, and testing is underway aboard USS Independence.

FRONT GATE, HWY 98, 1945

1955

Looking East

BASE AERIAL, 1955

EXCERPT FROM SEPTEMBER VIEW FROM THE BRIDGE, BY MR ED STEWART (SES)

“Our community should be very proud. For 70 years, we have been providing a technical advantage to our men and women in uniform who put their lives on the line to defend our country. I submit that we should all be exceedingly proud of the contributions Bay County makes to the Department of Defense and to our Nation.”

- Mr. Ed Stewart (SES), Technical Director NSWC PCD

MINE COUNTERMEASURES TEST STATION, PANAMA CITY, 1947-1949

BLDG. 110, 1957

70 | HIGHLIGHTS

STATE OF THE DIVISION We continue to be guided by the Balanced Scorecard construct.

As an industry standard, it allows us to assess how well PCD is performing by measuring the areas of stakeholder support (in our case, warfighter readiness), customer support, financial, people and processes.

Our Balanced Scorecard approach indicates that we are GREEN overall, but we have some critical areas to work on in the coming year that will require a commitment from all of us if we are to be successful. Let’s take a closer look into each of the assessment areas to understand what I am talking about.

Warfighter Readiness: GREEN We have an impressive set of accomplishments yet again this year, which demonstrates our impact on improving both current and future Warfi ghter readiness. We have been relevant for the past 70 years and today is no different. We work diligently to improve readiness for our warfighters, and we are making a positive impact. Many of the accomplishments I just mentioned, you will hear again today, because the people who led these achievements are being recognized with an Annual Award.

Science and Technology • Our folks planned and executed the hugely successful Office of Naval Research PAX RIVER 2015 Science and Technology demonstration, bringing together 31 projects operating over 40 unmanned systems, with 200 people from six nations. We collected over 500 hours of in-water data, and covered unmanned and autonomous technologies in the warfare areas of Mine Warfare, Explosive Ordnance Disposal and Special Warfare. These are technologies that will impact the future of naval operations and protect our Sailors and Marines!

• Circular Synthetic Aperture Sonar (CSAS) techniques were successfully demonstrated with the MK18 MOD2 synthetic aperture sonar system.

• The SEAVIEW In-Service Engineering Activity team completed two system installations, as well as all required testing for each system in FY15. Additionally, the ISEA team also provided all required Fleet support for these two systems.

Mine Warfare • We completed the Littoral Combat Ship Mine Countermeasures Mission Package Technical Evaluation!

• We completed the Office of the Secretary of Defense Fast-Lane fielding of the MK18 MOD1 and 2 Minehunting Unmanned Underwater Vehicle demonstrating a Very Shallow Water capability in 5th Fleet. We successfully transferred Mk18 operations from contractor to fleet and the system has received an Acquisition Category IV Designation.

• Our folks have been all over the world; Norfolk VA, Bahrain, Korea, just to name of few and we provided technical assist teams in support of the Fleet’s airborne and surface MCM forces and mine assembly units’ readiness.

FLEET DELIVERY! The MH-60S Integration team delivered

By Technical Director, Mr. Ed Stewart (SES) the first seven Carriage, Stream, Tow and Recovery system kits to the Fleet in FY15. They are currently issued to HSC-2 on the East coast and HSC-3 on the West Coast and are being trained and exercised.

Expeditionary • We are the Landing Craft Air Cushion vehicle In-Service Engineering Agent! We have been working LCAC for approximately 45 years. This year, we completed the Service Life Extension Program suites for LCACs 78 and 90 ahead of schedule.

• And looking to the future generation, LCAC 100, we completed the test execution for the LCAC 100 Live Fire Test and Evaluation, by using LCAC 20 as a surrogate platform for certification.

• We produced 3-D Technical Data Packages for the Marine Corps for their Mine Resistant Ambush Protected vehicles and produced 3-D Laser scanning and model development for their Medium Tactical vehicles, providing life-cycle sustainment. We then leveraged this technical capability to initiate an NSWC PCD corporate 3D laser scanning service cost center.

• We conducted a Human Subjects Research study of the effect of ship motion on surgical tasks. U.S. Naval officers and enlisted personnel performed a total of 144 simulated life and limb saving surgeries.

• We completed the production, installation, and testing of the Mobile Landing Platform Afloat Forward Staging Base Command and Control suite on MLP-3.

• We supported U.S. Africa Command’s Deployable Joint Command and Control system to Monrovia Liberia for Ebola relief efforts.

Naval Special Warfare • Supporting the SEAL Delivery Vehicle (SDV) program, we completed grooms and cold-water testing for SDV boats 806 and 809 and we completed Restricted Overhauls on boats 803, 818 and the EXP SDVs, as well as on Foreign Military Sales boat FMS01. Our folks ensure these boats work 100% of the time in support of our Nation’s fi ght against terrorism.

Navy Diving and Life Support • Our Diving and Life Support Depot upgraded 88 MK16 MOD1 Underwater Breathing Apparatuses (UBAs) with modernized electronics, allowing for deeper operations.

We completed depot level maintenance on 16 Viper UBAs for Explosive Ordnance Disposal forces.

• We provided Chemical and Biological Defense equipment to the Fleet. Fit, test, and size missions were accomplished for 69 deploying surface ships, and 115 deploying Navy Expeditionary Combat Commands or Expeditionary Air Ground Attachments. In total, we provided Individual Protective Equipment to 115,000 Warfighters and 450 ships/units.

• Self-Contained Breathing Apparatuses (SCBAs) were installed on eight ships for a total of 530 SCBA backpacks and 1,260 cylinders and Emergency Escape Breathing Devices were installed on 16 ships for a total of 13,581 units.

Customer: YELLOW This is a downgrade from last year’s assessment. Over the last year, we have been working hard on our relationship with our customers, in particular, in executing our technical “authority”

2015 ANNUAL REPORT | NSWC PCD | role. We have a tremendously important responsibility to be the technical voice for the Navy and that responsibility sometimes brings us in conflict with our customers. We must learn to balance the near-term requirement of customer satisfaction with the long-term responsibility of providing the customer with the honest, technical facts, even when those technical facts are in conflict with our customers’ current goals. This year, saw that conflict in one of our major programs. We continue to execute our PCD CONOPs by closely monitoring execution at every level of the organization from the Leadership Forum, to the departments, to the projects we are focused on execution of our technical work through planning, risk management, and ensuring there are no surprises to the customer.

By following this formula, we can ensure, while our customers may not always like the answers we give them, they will always have the technical answers they need to make the critical programmatic decisions. In my experience, it is often difficult to speak truth to power. In my assessment, we have some lessons to learn organizationally and some work to do in some of our product lines in order to get our role and relationships right. This area needs more focused attention, so I have assessed the area YELLOW overall recognizing that some product lines have got this right.

Financial: GREEN Hopefully, you read my “View From The Bridge” article in the October issue. If not, let me sum up by saying that nobody knows how the budget battle will play out, and the battle rages on with the hope that a more permanent deal will eventually be struck. In the meantime, the Department of Defense is hard at work on the FY17 budget, the first budget Secretary Ashton Carter will be able to influence; and I understand that he is interested in infusing that budget with more innovation and technology transitions — I see this as very good news for PCD! At PCD, we are more impacted by what is happening with our specific programs than with overall budget shortfalls. Our Technical Program Managers have projected a strong year for FY16 in all our product lines, but we will likely face some challenges as we proceed through the fiscal year, particularly in Littoral Combat Ship testing. Despite these challenges, we are continuing to hire to meet a healthy workload demand, and we will have no shortage of projects to work on as we head into a new and exciting year.

Finally, our CNO’s Sailing Plan stresses the importance of our mission and many of our products areas. Our mission remains as relevant now as it was in 1945. For now, I feel confident declaring us GREEN financially.

People: GREEN First, I’d like to take a moment to remember a member of our family, Mrs. Karen Stence, who passed away while on travel in Washington D.C. She will be missed.

On the bright side, this last year we welcomed 210 new employees to PCD. We haven’t seen numbers this large since the early 1980s! We said goodbye to 83 of our family members with 40% retiring and about 40% moving onto other assignments both within government service and with our contract partners. It’s critically important that we continue to hire to meet increasing demand and transfer the technical knowledge of those planning to retire. We held the inaugural Director’s Cup with X Department taking home the coveted trophy (and a hardy handshake from the CO and me). This innovative event allows our journeymen scientists and engineers to bring the new ideas, methods

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and processes learned in universities across the country to bear against some of the most critical problems the Navy faces today. We look forward to the great ideas from this year’s teams. Our people were recognized through numerous Letters of Appreciation, naval messages, and emails from sponsors and fleet personnel and there were several External Awards presented to our personnel this past year for their contributions and accomplishments. Our people continue to be our greatest asset. We have focused and will continue to focus on the technical and business health of our capabilities along with the welfare of our people. My assessment is that we are green in this area.

Processes: YELLOW / GREEN We continue to improve our processes throughout the organization. We instituted a new Integrated Investment Process this year to better plan and execute our precious investment resources. An integral piece of that process, the Product Line Business Plan summaries, have now become standard throughout the Warfare Centers. We are setting the bar here at PCD. We have taken a giant leap forward in the recertification of our Gas Analysis Facility. We set a goal of end of FY15 to bring to a close our efforts for recertification of the GAF and we met those goals with flying colors. The future looks bright for that facility and we now await final word on the dates for our external audit and we look forward to when we can start full operations. Processes and discipline continue to be a challenge for us all. We must be proactive in maintaining our innovative roots in the shift to a process focused culture and not lose what makes us unique as an organization. We continue on our improvement journey and I assess us well on the way, but still traveling, so therefore, yellow trending green.

State of the Division So as a whole, I see our State of the Division as Green.

Looking forward, I see a bright future for Panama City Division.

• The Littoral Combat Ship program is still the highest priority of our Navy and will represent a major component of the Division’s future over the next 50 years. The next phase of the Mine Countermeasures Mission Package will see a common set of unmanned, modular systems, which will provide the carrier battlegroup, the expeditionary strike group, and land and sea-bases with an organic capability of detect-to-engage Mine Countermeasures operations.

Most importantly, keeping our Sailors out of harm’s way.

• Panama City Division is leading the way in the transformation of mining, moving to Smart Mining, which will provide scalable effects and capabilities in order to change an adversary’s actions.

• Expeditionary Warfare will increase in priority as the Marine Corps ends its involvement in the desert and returns to the sea.

• Naval Special Warfare Mobility will continue to be a high priority with emphasis on both existing and future capabilities.

• Both demand and advocacy for our Diving & Life Support capabilities continues to be stronger than it has been in years.

• And, we continue to be uniquely positioned and technically prepared to support the development and transition of many types of unmanned systems along with advanced sensor technologies to support Fleet requirements in all of our major mission areas.

NSWC Panama City Division Technical Center of Excellence for Littoral Warfare and Coastal Defense

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