NSWC PCD 2016 Annual Report

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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 2016.

Naval Surface Warfare Center, Panama City Division 110 Vernon Avenue Panama City, FL 32407-7001 NSWC PCD Office of Congressional and Public Affairs (Code 103) Phone: (850) 230-7400 Fax: (850) 234-4216 Email: NSWCPCD_PAO_WEB_MGR@navy.mil Facebook: www.facebook.com/nswcpcd Issuu: www.issuu.com/nswcpcd Youtube: www.youtube.com/nswcpcdpao Website: www.navsea.navy.mil/nswc/panamacity/default.aspx

Distribution Statement A: Approved for Public Release; Distribution is Unlimited.


































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6 | Overview

INTRODUCTION TO NSWC PCD Located on St. Andrew Bay in Panama City, Florida, Naval Surface Warfare Center, Panama City Division (NSWC PCD) is the Navy’s principal 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 2016.


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.


Technical Center of Excellence for Littoral Warfare & Coastal Defense.

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)

CDR Paul Werring

Mr. Dave Tubridy (SSTM)

Commanding Officer

Executive Officer

Division Technical Director

Deputy Division Technical Director

Mr. Robert Walker Chief Engineer


Ms. Pam Rollins

Ms. Sheila Schnoering (SSTM)

Ms. Mary Langfeldt

Dr. Kerry Commander (SSTM)

Mr. John Gebhart

Littoral & Mine Warfare Systems, Code A Expeditionary & Maritime Systems, Code E

Science & Technology, Code X

Comptroller, Code 01

Chief Contracting Officer, Code 02 Corporate Operations, Code 10




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




CAPT Phillip Dawson 00

Ed Stewart (SES) TD

CDR Paul Werring XO




Steve Hunt (SSTM)

U.S. Navy Senior Technologist (ST)


Dr. David S. Burnett

Robert Walker (SSTM) 00E



Dave Fonzi SEA05MB

Steve Gorin (Acting) 0CA






Pamela Rollins Code 01

Mary Langfeldt Code 02

John Gebhart Code 10

Lisa Tindell (SSTM) Code A

Sheila Schnoering (SSTM) Code E



8 | Overview


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.


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 & 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.


The Expeditionary & 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.



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 multisensor 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, multisensor payloads, autonomous launch and recovery, automated tools for reduced workload; and advanced communication links to single and multiple vehicles.


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.


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 manages and directs the business functions, which support the Warfare Center’s technical programs and missions. Key functions include Human Resources Management, Infrastructure, Congressional and Public Affairs, Information Technology, Security, and Corporate Business Office.



10 | Overview

OUR 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. FY15 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

FY16 saw a continued expansion of cooperation and collaboration of the Navy technical community under the combined leadership of the Naval Research and Development Establishment (NR&DE). NSWC PCD was the leader in several high visibility efforts. The Large Displacement Unmanned Underwater Vehicle (LDUUV) Set Based Design (SBD) project was executed in collaboration with NUWC Division Newport to determine what capabilities the Fleet wanted with a new large UUV. We asked the Fleet to help us with the question “What does LDUUV look like when it’s grown up?” Results from this effort will inform leadership on the impact of requirements and design space decisions early in the program timeline so that intelligent adjustments can be made. NSWC PCD was also instrumental in mentoring the SBD methodology for two major Rapid Prototyping, Experimentation, and Demonstration projects. The Ship to Shore Maneuver Exploration and Experimentation (S2ME2) and the Counter small Unmanned Air Systems (C-sUAS) projects were collaboration efforts across the NR&DE that used the SBD methodology and their results will provide critical capability to the Fleet.





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

Naval Research & Development Establishment NUWC Keyport Keyport, WA

Deputy Assistant Secretary of the Navy for Research, Development, Test & Evaluation (DASN RDT&E) Arlington, VA NUWC Headquarters NUWC Newport Newport, RI NSWC Philadelphia Philadelphia, PA

NRL Monterey Monterey, CA Naval Air Warfare Center - Weapons Division (NAWC WD) China Lake, CA

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


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

Aggressive Research, Development, Test & Evaluation for reliable real world solutions TECHNICAL CENTER OF EXCELLENCE FOR LITTORAL & COASTAL DEFENSE

Customer Satisfaction


Lead & Manage with Excellence

Innovation for the Future

Warfighter Successes

We are a critical thinking organization, personally accountable to the customer, the warfighter, and the taxpayer.

Forward-Thinking Leaderhip in all our Mission Areas

· Accountable Leaders · Reputation for Excellence · Optimize Productivity

· Manage Change & Compliance · Recognize/Reward Excellence · Strong Financial Health

Timely, Innovative Products & Services Across the Life Cycle

Competent World-Class Workforce Ready to Meet Stakeholder Requirements

Invest in People & Capabilities

Provide Technical Solutions to Complex Problems


We will have the courage to do what is right and provide accurate, technical opinions, even when it is unpopular to do so.

Sustaining a world-class workforce & capabilities, ready to meet stakeholders’ requirements. · Strong Technical · Capabilities · Aligned Investment

· Technical Rigor & Discipline · Collaboration across WFC · Innovation & Challenging Work

Balanced Compliance

12 | Overview


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.

OUR 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.


NAVSEA Strategic Framework

OUR STRATEGIC PLAN is aligned with Naval Sea Systems Command’s

Strategic Framework through words, intent, and actions. Our commitment to the ideals of readiness, technical excellence, best value, affordability, collaboration, innovation, and learning 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.





Put first things first and demand excellence in execution


Provide the very best options to our stakeholders to help them be successful


Collaborate across organizational boundaries to create value and deliver a better product

Apply sound, disciplined processes and ECHNICAL RIGOR methodologies to achieve repeatable, predictable results – eliminate mistakes and rework



Grow and mentor our people, giving them opportunities to do great things


Do what is right for the Navy

ESPONSIBILITY and the Nation

ownership of and pride in our A CCOUNTABILITY Take government role




Never stop growing ... improvement is continuous. Think critically and be a proactive learning organization Make Navy programs successful and get best value products in the hands of our warfighters


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


CHENG CHIEF ENGINEER OFFICE CHENG 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

18 | Accomplishments | CHENG Office



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 continued participation in the cross-division Chief Engineer Community of Interest with the other Warfare Centers, as well as, represented NSWC PCD on the Naval Research & Development Establishment (NR&DE) cross-SYSCOM Cyber team. The Knowledge Management System (KMS) continued to grow as both content and user base significantly increased as new sites were developed for organization, projects, working groups. Currently, the system has over 230 sites and averages 69 unique visitors per day. 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 134 projects managing 362 active risks with 293 active users. The CHENG office also supports projects directly when appropriate. In FY16, the CHENG led the Remote Multi-Mission Vehicle (RMMV) working groups to address problems prior to IOT&E. The CHENG also served as a member of the CNO/ASN RDA chartered Remote Minehunting System (RMS) Independent Review Team (IRT) and the SEA-05 chartered RMMV Design Review Board (DRB). The CHENG Office completed several independent Process Critiques and provided consultation on several department level Process Critiques and Engineering Investigations. The CHENG Office developed a Technical Career Planning Guide that provides career paths, position profiles, and qualification standards (where developed) for all technical competencies.


The SE Competency Lead is responsible for establishing and maturing the SE Competency in order to maintain NSWC PCD’s technical capability. During FY16, the SE Competency Lead continued efforts to define and establish an improved pipeline for building the SE workforce. The SE Competency Lead championed six SE training courses, and customized two for specific application to NSWC PCD. Additionally, a total of seven new System Test Engineers (STEs) were qualified which increases the number of qualified STEs to 29. The SE Competency Lead hosted ten SE community outreach meetings where presentations were provided by NSWC PCD SEs on topics relevant to the SE workforce. In efforts to shape our future engineering workforce, the SE Competency Lead managed the NADP Engineering Intern program where two interns graduated and were converted to full time employment and two new interns were recruited for codes E24 and E26. The SE Competency Lead participated in OPM analysis of DoN Systems Engineering Competency Model and assisted in the development of the DoN User Guide. The SE Competency Lead developed the NSWC PCD Risk Management instruction and guide and developed draft curriculum for a potential FSU MSSE (Master of Science in Science Education) program. In the support of other Warfare Centers, the SE Competency Lead participated in an independent review of the Submarine Battery Monitoring System (BMS) project at NSWC Crane.


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 completed 11 Value Management Monthly Reports, and four Value Management Quarterly Reports. The PM Competency Lead developed and trained a new Project Monitoring and Control Process and a KMS-based Project Initiation workflow, which led to the development of project charters for all direct funded projects. To ensure compliance with NAVSEA instructions, the PM Competency Lead provided guidance, job aids, and developed metrics to ensure project cost plans were entered in ERP using Cost Plan Version 201 (CPV201) and the Technical Capabilities Health Assessment (TCHA) Workload Forecast was entered into ERP using CPV901. The PM Competency Lead provided training to the PM workforce on the development of Project Management Plans and Technical Project Management Plans and developed metrics to advise senior leadership on the progress of maturing the Project Management competency and practices at NSWC PCD. 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 FY17 Planning Instruction and the Naval Enterprise Planning System (NEPS). Additionally, the PM Competency Lead is leading a PM Community of Interest consisting of other PM professionals across NSWC and NUWC divisions.



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. An updated Software Engineering Competency Career Path was published to the SWE Competency website on KMS. Also a Waterfall Software Process was deployed on the SWE Competency site and an Agile (Scrum) lifecycle process was developed and deployed on the SWE Competency site.


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. In FY16, the T&E Competency Lead developed a new Test Report Template and updated the “Introduction to T&E” peer course to train personnel on its use. The T&E Competency Lead reviewed the existing TD Qualification Process and implemented a means to screen for and suspend qualifications for personnel who are not serving as Test Directors. Development of the T&E Workforce continued with more Test Directors receiving qualifications. Test and Safety Review Training, Roles and Responsibilities for Test Directors, and T&E Refresher training classes were conducted. Finally, the T&E Competency Lead continued collaboration with the 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 where he developed a Career Guide for Cybersecurity T&E Career Field and drafted a framework for a Cybersecurity T&E Qualification program.


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 FY16, the S&T Competency Lead held two S&T Competency-wide meetings to discuss career planning with the S&T workforce. Career path positions and position descriptions were developed and included in the Technical Career Planning Guide. In an effort to continue addressing tool gaps within the S&T workforce, the MATLAB roll out to NMCI workstations was completed and the Authority to Operate (ATO) obtained by Littoral Warfare Research Facility (LWRF) computing facility. Additionally, focus area working groups were stated this year for Automatic Target Recognition and Mathematics Research working group (in partnership with NUWC).


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 documented all Quality Competency Career Paths and compiled “draft” qualification requirements for each Quality Assurance position. To support the institutionalization of the QMS, 13 QMS training presentations and videos and posted to PCD University webpage for employees to review as needed to support their projects. To assess how the QMS is maturing at NSWC PCD, the Quality Office completed (27) internal and (1) external audits. Results from these audits are being used to strengthen our project’s quality execution. This year, in addition to QMS responsibilities, the Quality Office developed, documented, trained, implemented, and is currently executing the Product Data Reporting & Evaluation Program (PDREP). In support of Continuous Process Improvement (CPI), the Quality/CPI office completed the FY16 rTOC Summary which compiles, validates, and summarizes the cost savings/avoidances achieved during FY16. Additionally, the Quality/CPI office worked with all departments to prepare an FY17 rTOC plan. To help ensure success for the FY17 rTOC efforts, an rTOC training program was developed, presented and recorded for posting to PCD University. Several Rapid Improvement Events were conducted in FY16, including an external event at Hydroid Inc. to identify returned material process and tracking. The Quality/CPI office arranged for a Value Engineering training course to be presented at NSWC PCD, which was attended by ten employees.


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 FY16, the Logistics Competency Lead created a base-wide document that identifies the Senior Logistics personnel in place who are available to provide direction and functional leadership to junior-level personnel. A New Hire “Welcome to the Competency” package to explain/establish roles & responsibilities was created and made part of the onboarding process for Logistics personnel. The Logistics Competency Lead established Logistics SOP library on the KMS Competency site and established an internal Logistics Assessment team to help programs prepare for formal ILAs. Each year, the Logistics Competency Lead identifies shortfalls in billets or skillsets across NSWC PCD that cause logistics competency positions to be contracted out. This information is used to identify in the next Fiscal Year’s Hiring Plan a need to fill those skill/position shortfalls.




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

22 | Accomplishments | A Department


The Airborne Laser Mine Detection System (ALMDS) program focused efforts on preparing for Initial Operating Capability (IOC) in Q1 FY17. The In-Service Engineering Agent (ISEA) team developed the infrastructure to support the Fleet postIOC. A new Central Electronics Chassis was delivered by the contractor and associated software builds 6000 and 6005 were tested by the Government team in the laboratory and during MH-60S ground integration tests. A new shipping container design was approved for prototype development. The program also received Navy Laser Safety Review Board approval for Fleet usage, paving the way for IOC in FY17. As a result of ongoing program success, the ALMDS team received the Naval Sea Systems Command Fiscal Year 2016 Q1 and Q2 Excellence Award.


The Airborne Mine Neutralization System (AMNS) completed Environmental Qualification Test (EQT) of the Launch and Handling System (LHS). To date, a total of 21 LHSs have been procured with five received and tested at NSWC PCD in FY16. Of those five, four contained upgraded computer boards requiring an upgrade to the Navigation and Control (NAC) software that runs the LHS. NSWC PCD successfully conducted three integration events with the upgraded software, including a retrofit for the earlier systems. In support of preparations for Initial Outfitting for Initial Operational Capability (IOC) in early FY17, AMNS procured and consolidated kits for outfitting of the West Coast training squadron and the Mine Countermeasures (MCM) Mission Package (MP).

This included the receipt and inspection of 28 LHS Test Sets which also required additional patches for Information Assurance (IA) compliance. Given that the Weapon System Explosives Safety Review Board (WSESRB) concurred with AMNS IOC in September 2016 and sufficient LHS and support equipment has been readied for delivery, the AMNS team is ready to support the fleet with the fielding of the first AMNS systems in November 2017. Based on the AMNS team’s efforts across both acquisition and testing efforts, AMNS was awarded the Secretary of the Navy’s Safety Excellence Award for Safety Integration in Acquisition and t he Naval Sea Sys tems Command Fiscal Year 2016 Q1 and Q2 Excellence Award.




Quickstrike Mod 3

The NSWC PCD Quickstrike Mine Mod 3 team completed validation and verification of the four Target Detection Algorithms for the Target Detecting Device (TDD) Mk71 Mod 1 against enemy MCM operations in first quarter FY16. In addition, the TDD MK71 contract option was exercised to procure additional quantities to satisfy full operational capability. This effort serves to enhance the U.S. Navy’s worldwide capability for both offensive and defensive mining missions. The Quickstrike Mod 3 team completed the Fast Patrol Boat Algorithm Software Description for the Technical Data Package, which will be approved by PMS 495. The Quickstrike Mod 3 team also completed the F/A-18 Captive Carriage flight test for the MK 62 at Pax River, MD, as well as two missions for Safe Separation testing. NSWC PCD provides direct Fleet support for the Quickstrike weapon system under the direction of Naval Sea Systems Command (NAVSEA) Mine Warfare Program Management Office, PMS495, and Program Executive Office, Littoral Combat Ships, PEO LCS.

Clandestine Delivered Mine System (CDM)

The Clandestine Delivered Mine System (CDM) completed tailored Preliminary and Critical Design Reviews and was granted authority by PMS 495 to proceed with Engineering Development Models and End-to-End Demonstration Testing with the Large Displacement Unmanned Undersea Vehicle Innovative Navy Prototype (LDUUV INP). CDM Subsystem Prototype fabrication and mine system integration testing were completed to validate current design. Test Fixture design work was initiated to support planned in-water system integration testing. Additionally, Model Based System Engineering using SysML was implemented for the Clandestine Delivered Mine System.

Unmanned Influence Sweep System (UISS)

The Unmanned Influence Sweep System (UISS) completed their System Critical Design Review (CDR) and approval to proceed with the system design was granted. The UISS prototype successfully completed two Risk Reduction Tests in support of the UISS EDM design: The MK104 Mod X Acoustic Test (Phase 1 and 2) and the Electrical Conductivity and MK104 Turn Characterization Test. These tests were conducted to characterize the MK104 Mod X acoustic output in different sea environments, as well as its depth while towed by the UISS prototype craft. The results of these tests provided important information about the performance of the MK104 Mod X and data collected will be used in support of the UISS System Developmental Test.

24 | Accomplishments | A Department

SMCM UUV (Knifefish)

The Surface Mine Countermeasures Unmanned Undersea Vehicle (SMCM UUV) Knifefish team successfully completed the 9310 Lithium Battery Safety testing. Additionally, Knifefish Support Container and Launch and Recovery Device (LRD) design reviews were completed and design and fabrication of both of those systems is ongoing.



The Coastal Battlefield Reconnaissance and Analysis (COBRA) System successfully completed COBRA Block I-3/MQ-8B Developmental Test - Phase #1, which consisted of flights conducted over target fields installed in representative environments at Webster Outlying Field (WOLF), MD. All the primary objectives were met using the COBRA Block I-3 Configuration. 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. The Coastal Mine Reconnaissance (CMR) Mission Module (MM) Critical Design Review (CDR) & COBRA Post Mission Analysis (PMA) Integration PDR/ CDRs were conducted by PMS420. COBRA will be integrated and deployed from the Littoral Combat Ship.


The Joint Assault Breaching Systems (JABS) conducted Beach Zone (BZ) Characterization Testing to collect lethality data against targets and to begin characterizing JABS effectiveness using the BLU-117 instead of the MK-84 weapon. JABS successfully completed two BZ shots and collected lethality data for comparison of previously collected data in the JABS lethality database. JABS also completed the JABS Mission Planner Software v2.0 for integration with MEDAL Enterprise Architecture.




Surface Mine Countermeasures (SMCM) Combat Systems Technical Agent

Code A21 is the Technical Agent and Software Support Activity (SSA) for Surface Mine Countermeasures (SMCM) Combat Systems used on the USS AVENGER (MCM-1) class of ships. A21 provided hardware, technical, and logistic related product support for the AN/SSN-2(V)5 Precise Integrated Navigation System (PINS), AN/SQH-4 Battle Space Profiler (BSP), AN/SQQ-32(V)4 High Frequency Wideband (HFWB) Minehunting Sonar System (MSS), and the AN/SSQ-94 Mine Countermeasures Simulator (MCS) throughout 2016. A21 operates the Surface Mine Countermeasures Combat Systems Laboratory (SMCCSL) where software is developed, maintained, and updated, as well as applying for and maintaining system Authority to Operate (ATO) posture. A21 also supports foreign military sales, maintaining the SMCM Combat Systems on the previous U.S. Navy Mine Hunter Coastal (MHC) class ships.

AN/SSN-2(V)5 Precise Integrated Navigation System (PINS)

PINS system provides MCM operators with the functionality necessary to support navigation, command, and control during mine countermeasures operations. The PINS provide situational awareness of the battle space by creating an integrated tactical display using information from over 15 sensors, as well as information from the sonar and neutralization system of MCM Avenger Class ships. In 2016, the PINS Project Team fielded five installations of PINS Build 4.0, a software update that added new capabilities and resolved reported issues. The ISEA fielded the updated KLEIN V1 Side Scan Sonar to the Japan and Middle East Areas of Responsibility (AORs). The ships received six conditional assessment and repair evaluation trips to solve and prevent future issues. The team fielded two installations of Build 4.1 in support of the Mine Countermeasure Simulator.

AN/SSQ-94 Mine Countermeasures Simulator (MCS)

MCS provides standalone, sub-team, and team training for the AN/SQQ-32 MSS, AN/SLQ-48 Mine Neutralization System (MNS), and AN/SSN-2 PINS systems. In 2016, the MCS Project Team fielded installations of Build 1.0 on USS WARRIOR (MCM-10), at the Mine Warfare Training Center (MWTC), and on USS SENTRY (MCM-3). They also completed software development, integration, and testing of Build 2.0 with installations of that configuration beginning in Q2 FY17. The MCS Team continued to provide ISEA support of fielded systems throughout the year.

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 2016. 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, AQS-24B and ASQ-232A. This operator training allowed both squadrons to complete operator sign-offs and qualify system instructors, reducing time and cost.


Conversion of AQS-24A sonar systems to AQS-24B Synthetic Aperture Sonar (SAS) began using production kits delivered to the USN by the contractor. Code A22 converted an initial five systems at the contractor’s facility in Annapolis, MD. Two of the AQS-24B systems were transferred to the contractor for the AQS-24C development effort, one was transferred to the Minehunting Unmanned (MHU) program, and two were designated for NSWC PCD logistic and Fleet training efforts. Code A22 continues to work with the AMCM community to continue the conversion, training, and fielding efforts. The NSWC PCD AQS-24B project team, working with the contractor, began at-sea validation of the production systems from NSWC PCD support craft and provided initial training of operator and maintenance personnel from the Weapons Training Unit and AMCM MH-53E squadrons. The training events allowed the squadrons to qualify operators, instructors, and maintainers on the AQS-24B in preparation for fielding. The AQS-24B Project Team is coordinating with the Helicopter Sea Combat Wing Atlantic (HSCWL) to begin fielding of the AQS-24B in Q2 FY17.


The AQS-24C Project Team working with Northrop Grumman (NG), as the lead integrator, and Applied Research Laboratories University of Texas (ARL:UT) have completed the Critical Design Review (CDR) of the AQS-24C Volume Search Minehunting Sonar (VSMS) upgrade to the AQS-24B system. The AQS-24C contractor testing is scheduled to begin Q1 FY17.



26 | Accomplishments | A Department


The MK-105 Project Team, working in concert with Harris Corporation (formerly ITT), provided major overhaul and repair/maintenance actions on two MK-105 Mine Sweeping Sleds. Not only did the team address and correct the major structural repairs, but made repairs to the fuel, hydraulic, and power generation systems, as well as addressing corrosion on the units. Both sleds were delivered back to the AMCM squadrons for active use at both CONUS and OCONUS locations. The team also provided routine reach back support to aid the Squadrons performing maintenance and inspection actions.

AN/ASQ-232A AN/ASQ-60 SEAFOX Mine Neutralization System

The SEAFOX In-Service Engineering Agent (ISEA) team assisted HM-15 Det-II with the world’s largest maritime exercise in Bahrain, the International Mine Countermeasures Exercise (IMCMEX). The ISEA split into two teams with one supporting HM-15 Det-II operations from the MH-53E and another aboard SMCM ships for the duration of the exercise. Both teams provided direct training in system certification, operator and maintenance training, and mission analysis. The AN/ASQ-232A ISEA provided direct support both ashore and in-flight as HM-15 Home guard completed training exercises in both Norfolk, VA, and Panama City, FL. The in-flight support provided operator training, while the ashore support provided aircraft configuration, maintenance, and equipment turn-around and preparation. The AN/SLQ-60 ISEA team provided in-theater support in Bahrain aboard the USS Sentry (MCM-3) during their successful Live Service C-Round UNDET and subsequent Battle Damage Assessment (BDA). The team also completed the Vehicle Handling System (VHS) installation on board USS SENTRY (MCM-3). The team met the critical schedule requirement by completing this installation prior to the end of MCM-3’s Designated Ship Repair Availability (DSRA) date. The completion of this task brings all three MCM ships currently utilizing the SEAFOX system into one common configuration.

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.

Carriage, Stream, Tow, and Recovery System (CSTRS)

PMA299 has declared Initial Operational Capability (IOC) for the MH-60S Integration team delivered Carriage, Stow, Tow and Recovery System (CSTRS) kits as of 24 August 2016. 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. In addition, an adapter has been developed and produced to enable deployment of the Mk18 Unmanned Underwater Vehicle from the MH-60S.

Mine Countermeasures (MCM) Targets

This fiscal year, the Mine Countermeasure (MCM) Targets program completed deployments of 1,336 Targets worldwide, a 16% increase in customer requirements from FY15, with 23,706 operating hours on Target fields, and provided 50,307 opportunities for detection, classification, avoidance, and prosecution to Fleet forces and testing/ assessment organizations. Our ISEA & Depot team shipped and received 1,231 tons of Targets in support of the Fleet customers and provided 300 new and refurbished Targets to the inventory. The Targets Engineering and Test teams successfully deployed the Navy Instrumented Threat Target (NAVITTAR) system in a demonstration of its advanced technology’s ability to emulate threat mines in a real world environment by demonstrating NAVITTARS capability to detect and prosecute threats of interest. The Targets Program has become a global operation by providing Targets to customers overseas, such as New Zealand and Egypt, and supporting international MIW exercises, such as IMCMEX and RIMPAC.


The AN/SQQ-32 ISEA completed 12 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 extended deployments in the Arabian Gulf and Pacific regions. During the CARE events, the team took every opportunity to provide operational and maintenance training to the Fleet. Additionally, the ISEA provided 50 distance support requests, as well as conducting seven deck-plate visits culminating in a System Availability (A0) of 99%. The AN/SQQ-32 ISEA is continuing to take the lead on RMA (Reliability, Maintainability, and Availability) and obsolescence issues before they become demand drivers; ensuring the AN/SQQ-32 Sonar is ready when needed.



ISEA Sweeps team completed six 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 five CASREPS and accomplishing nine non-CASREP repairs, as well as completing six AAG maintenance overhauls. The Sweeps team completed two training events that led to successful results during an INSURV assessment. As part of the ISEA’s Mobile Magnetic Cable Repair initiatives, the team has overhauled and refurbished three Magnetic Cable assemblies for Fleet issue. Our Sweeps ISEA worked 12 distance support requests and conducted eight deck-plate visits to ensure sweep systems Operational Availability remained above threshold level for the Fleet’s Sweep Systems. The team also swapped two coaxial minesweeping cables to minimize downtime on the MCM-1 Class Ships.


In FY16, the AN/SLQ-48 Mine Neutralization System (MNS) ISEA established and stood up the depot-level effort to overhaul and recondition the Mine Neutralization Vehicle (MNV). In its first year, the ISEA conducted Overhaul and Reconditioning (O&R) of three MNVs as Ready for Issue assets; all three were delivered to COMCMRON SEVEN in support of Fleet operations and prioritized for that Area of Operation. The Team conducted 48 CARE (Conditional Assessment and Repair Evaluation) on six systems and the Mine Warfare Training Center. We have become the Naval Supply Systems Command Weapon Systems Support (NAVSUP WSS) Depot Overhaul Point for seven additional MNS components in the fight against growing system obsolescence. In addition, we have answered over 65 remote and onsite distance support requests, which have contributed to addressing and correcting MNS CASREPs. These tasks ensure the Fleet is 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, and has enabled the system to reach a milestone operational availability (Ao) of 86% (just three percent below threshold). Looking ahead to FY17, the SLQ48 ISEA will continue to provide 48 CARE and overhauled MNVs to the ships on the waterfront, as well as repaired and new-build parts and components to the supply system for future Fleet use.



Littoral Combat Ship Mission Package Computing Environment

During FY16 the Mission Package Computing Environment (MPCE) team successfully completed MPCE v1.9 Hardware Installation and Checkouts (INCOs) aboard three Littoral Combats Ships (LCSs); USS Montgomery (LCS 8), USS Littlerock (LCS 9) and USS Gabrielle Giffords (LCS 10). The MPCE team also completed MPCE 1.9 technical refresh aboard USS Freedom (LCS 1) and USS Independence (LCS 2). In support of Mission Package integration test events, the MPCE team conducted five Conditional Assessment and Repair Effort (CARE) visits and supported Fire Scout integration events aboard USS Coronado (LCS 4) and USS Independence (LCS 2).



28 | Accomplishments | A Department

Multi-Vehicle Communications System

In FY16, the MPCE Software Support Activity (SSA) was stood up and a suite of MPCE hardware was procured with infrastructure hardware and supporting software, six fleet training events were conducted, and updates were completed for a MPCE 1.9 Interactive Electronic Technical Manual (IETM) and Integrated Logistics Support (ILS) certifications. The team also investigated MPCE hardware end-of-life replacements, and began an Advanced Change Study Notice (ACSN) for future MPCE baselines in support of future MCM, SUW MP, and Antisubmarine Warfare capabilities.

The multi-vehicle Communications System (mvCS) provides LCS communicate with multiple Unmanned Surface vehicles (USvs) an The MPCE team supported software releases of MPCE Utility Services (MUS), Mission Package Services (MPS), and Mission Package Operating Environment (MPOE). In late FY16, the MPCE team began an accelerated byeffortprovidin for installation of MPCE Common Secret Internet Protocol Router Network (SIPRNet) Solution in support of Mine Countermeasures (MCM) Coastal Mine Reconnaissance (CMR) Developmental Testing (DT) planned for FY17. services. the remo Multi-Vehicle Communications System The Multi-Vehicle Communications System (MVCS) provides LCS Mission Deploymen Packages the capability to simultaneously communicate with multiple Unmanned Surface Vehicles (USVs) and surfaced Unmanned Underwater mvCS Sh Vehicles (UUVs) by providing common data link and network communication services. In FY16, the MVCS team delivered version to the Remote Minehunting System (RMS) to support future Deployment. The USS Little MVCS team completed production of six MVCS Ship sets and delivered them to the shipbuilders for USS Littlerock (LCS 9), mancheste USS Omaha (LCS 12), USS Manchester (LCS 14), USS Billings (LCS 15), USS Indianapolis (LCS 17), and (LCS 17), USS Cincinnati (LCS 20). One MVCS Top Side set of components was delivered to the USS Milwaukee (LCS 5) ship builder. In preparation for planned RMS set of com testing and integrating of future systems, MVCS team upgraded MVCS to implement resolutions to problems 5) ship bu observed during RMS testing and to add capabilities for Unmanned Influence Sweep System (UISS) and Knifefish. An engineering release of MVCS v1.2 with integrating new capability for these future systems was delivered to UISS and Knifefish for developmental testing during implement August 2016. testin Swee releas system devel

AN/AQS-20B (P3I)

2016known ANNUALas REPORT | NSWC PCD Product | 29 AN/AQS20B also the Pre-Planned imp continued in fY16 with both Low and high resolution SAS d (mfSLS 29 AN/AQS-20B (P3I) AN/AQS20B, also known as the Pre-Planned Product 9.D bein Improvement (P3I) Engineering Design Model (EDM), Boat in efforts continued in FY16 with both Low and High Teams f Resolution SAS development for the new MultiFunction Side Looking Sonar (MFSLS) culminating supporte with completion of Software Builds 9.C and 9.D (PmS 40 being testing with the P3I system from a Rigid Hull Inflatable Boat in July 2016 again in October 2016 in Applied Narragansett Bay. Teams from both Naval Undersea P3i wide Warfare Center and NSWC PCD supported Raytheon the Narr and Unmanned Maritime Systems Program (PMS 406) for this testing. Additional improvements were made continue by Applied Research Laboratories: University of Texas AN/AQS (ARL:UT) to the P3I Wide Band Forward Looking Sonar (WBFLS) and tested during the Narragansett Bay test data collection events. The work will continue in FY17 with the NSWC PCD team supporting the final AN/AQS20B (P3I) surface vessel tow testing in Panama City.


AN/AQS-20C AN/AQS-20C is the production variant of the AN/AQS-20 system. In FY16, the joint PMS 406 and NSWC PCD team conducted several intermediate Functional Configuration Audits of the system designof and worked AN/AQS-20C is(iFCAs) the production variant the AN/AQS-20 s with Raytheon to finalize the Test Execution Plan (TEP) for the AN/AQS-20C. Raytheon began Hardware/Software conducted severalTeam intermediate functional Configuration Aud Integration Testing (HSIT) and the combined government and Raytheon held regular Program Reviews to finalize Test execution Plan (TeP) for the AN/AQS-20 monitor program progress. The NSWC PCD efforts to in FY17 will the include support of Raytheon’s AN/AQS-20C First Unit Under Test (FUUT) through an established Work for Private Parties Agreement (WFPP) between the two (hSiT) and the combined government and raytheon Team h organizations.


The NSWC PCD efforts in FY17 will include support of Rayt an established work for Private Parties Agreement (wfPP) b


Mine Countermeasures (MCM) Tactics

The Airborne MCM Tactics (AMCM) Tactics team provided leadership in two separate Helicopter Advanced Readiness Program (HARP) events for HM-14 and HM-15 (Norfolk-based 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 Helicopter Sea Combat Weapons School, Atlantic. Two AMCM Advanced Tactics Continuum classes were held at NSWC PCD. 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 war game. Two Tactical Memorandum (TACMEMOs) were published in FY16, one for the new AN/AQS-24B towed sonar/laser upgrade, and one outlining the computation of Towed Vehicle Risk (TVR) in a moored minefield. Extensive work was also conducted for the development of a comprehensive tactical Air Combat Training Continuum (ACTC) training pipeline to be emplaced at Naval Station (NS) Norfolk. The Surface MCM (SMCM) Tactics team provided direct Fleet support to MCM Squadron Seven and the MCM-1 Class ships located in Sasebo, Japan. In-theater support included tactical training of the AN/SQQ-32(V)4 Minehunting Sonar along with MCM planning and evaluation during exercise Clear Horizon. A new doctrinal publication, Navy Tactical Reference Publication (NTRP) 3-15.21.1 Supplement 1 (SMCM in Support of Survey Operations) was developed and delivered to the Surface and Mine Warfighting Development Center (SMWDC) for promulgation and Fleet use. Additionally, the team was involved in the development and data analysis of the AN/SQQ-32(V)4 Through-The-Sensor (TTS) upgrade test event, which took place on USS Champion. As this technology fields, the evolving tactics will modernize the current capability of situational awareness for sonar performance during MCM operations. The Underwater MCM (UMCM) Tactics team successfully developed the MCM Tactics Continuum in support of Explosive Ordnance Disposal (EOD) Forces and fielded two Fleet courses. They also successfully hosted two 3-week long Expeditionary MCM (ExMCM) Company Advanced Integration Certification Events. As part of these events, the ExMCM Companies used actual equipment to search for and prosecute mine threats (training shapes) in preparation for deployment to the Fifth Fleet Area of Responsibility (AOR). The CO of EOD Mobile Unit 6 relayed that he considered NSWC PCD efforts the gold standard for this type of training event. The team also developed Tactics Guides and computer Tactical Decision Aids (TDAs) for the Autonomous Topographical Large Area Survey (ATLAS) sonar, as well as the Mk 18 Mod 2 Small Synthetic Aperture Minehunter (SSAM). (Continued on next page)

30 | Accomplishments | A Department The Integrated Tactics Team conducted numerous Mine Countermeasures Commander (MCMC)-focused war games at NSWC PCD for Fleet personnel from Mine Countermeasures Squadron Seven (MCMRON 7), Commander Task Force Fifty-Two (CTF 52) and Mine Countermeasures Division Three (MCMDIV 31). Subject Matter Experts (SMEs) from the project provided onsite Fleet support to three separate Fleet exercises in Bahrain, Korea, and Belgium. A hosted Minehunting Summit brought together representatives from all MCM hunting systems, along with associated program offices, to collaborate and discuss current issues. As a result of the Summit, some of the issues were funded for investigation in FY16 and FY17. Additionally in FY16, procedures were developed for the Organic Post Mission Analysis (OPMA)/Contact Management Tool (CMT) and Mission Package Application Software (MPAS) to support integrated tactics onboard Littoral Combat Ship (LCS). To further the ability to conduct operations from LCS, a technical report documenting the environmental needs of the LCS systems was published. In FY16, Mine Warfare and Environmental Decision Aids Library (MEDAL) Tacticians overhauled and updated the Tactical Performance Database (TPDB) with the latest available data; a process that involved a detailed review of each MCM system. The TPDB is a key component of the MEDAL Enterprise Architecture (EA) MINEnet Tactical architecture that provides MEDAL EA with doctrinal and tactical MCM definitions and tactical performance data for MCM systems. Team members collaborated with MCM system tacticians, the MEDAL In-Service Engineering Agent (ISEA)/Software Support Activity (SSA), and the MEDAL developer to ensure that MCM tactics were correctly implemented in MEDAL EA. In support of MEDAL EA testing, tests procedures were developed, updated, and executed to assess whether the MEDAL EA software satisfied accuracy, tactical utility, and interface requirements. MEDAL EA tactical support was also provided to EODMU 8 during Open Spirit 2016 and to SMWDC and MCMDIV 31 during RIMPAC 2016. The team provided operator training on tactics and the use of MEDAL to plan and evaluate MCM operations.

Naval Mine Warfare Simulation Version 2.0 (NMWS 2.0)

The objective of the project is to develop and deliver the next generation of the Naval Mine Warfare Simulation. NMWS 2.0 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 2.0 reduces development cycles and improves both the user and developer experiences. FY16 improvements included additional platforms with the associated tactics and behaviors, mechanical and influence sweeping capabilities with associated performance and environmental data characterization, and common user tools and reports that will enhance the user experience. Formal testing to aid validation and verification activities was also a focus for the year. Formal accreditation and user transition is expected in FY17.

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 collaboration. FY16 provided the opportunity for the software development team to develop NSAM to a level that allows for demonstration of the Net-Centric capabilities of NSAM and of the process for measuring and reporting data on cost, schedule, and effort in an agile software development lifecycle.

Mine Warfare and Environmental Decision Aids Library Enterprise Architecture (MEDAL EA)

The MEDAL EA system consists of two primary components: MINEnet Tactical and MINEnet Global. MEDAL EA has been designed to replace legacy MEDAL (aka Build 11). MINEnet Tactical is a web application that provides Mine Warfare (MIW) situational awareness, mission planning, mission evaluation, and asset management capabilities to support existing and emerging MIW missions, users, and systems. MINEnet Global is a shore-based website that provides MIW waterspace awareness functionality to support Navy non-MIW forces. NSWC PCD is standing up the capabilities to become the in-service engineering agent (ISEA) and software support activity (SSA) for MINEnet Tactical and the Technical Direction Agent for MEDAL EA. FY16 demonstrated the ability of NSWC PCD to perform ISEA and SSA roles for MINEnet Tactical. PCD established a MEDAL lab that represents the fielded configurations and allows for IA scanning, troubleshooting, root cause analysis of problems reported by field activities, software bug fixes and fielding of MINEnet Tactical.




*As of September 30, 2016

FY16 Major Resource Sponsors


FY16 Major Program Sponsors

FY16 Execution Summary (RM & only)



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

34 | Accomplishments | E Department


NSWC PCD provides the cradle-to-grave technical capability for the SDV MK 8 MOD 1, serving as the primary Design Agent, Depot, In-Service Engineering Agent, and Software Support Activity. The NSWC PCD Team completed three regular overhauls of Naval Special Warfare (NSW) vehicles and one restricted availability of a Foreign Military Sales vehicle. In parallel, two NSW vehicles were converted to the “deeper depth” configuration, and a subsequent External Safety Survey was successfully conducted with no major discrepancies and positive feedback from the audit team. Several major Engineering Change Proposals were completed, including final fielding of the iPUMA Obstacle Avoidance Sonar and the Power Port Optimization upgrades. Other upgrades were released with initial installations conducted by a Tiger Team; these included the Underwater Vehicle Doppler Velocity Log and revised software for the Control/ Display Units. A completely rewritten and enhanced software version was rigorously tested prior to initial fielding; it was subjected to over 300 dive hours to ensure performance and reliability, and then it was installed on the first operational asset via Major Deviation.

Dry Combat Submersible (DCS)

NSWC PCD provided engineering services as well as test and evaluation support for the United States Special Operations Command and NSW DCS acquisition. NSWC PCD supported Det Norske Veritas and Germanischer Lloyd (DNV GL) classification and government acceptance of the S351 variant, with significant follow-on tasking, including development and implementation of the Test Execution Plan and the associated Test Procedures. These tests focused on “characterization testing” to assess the performance, suitability, and effectiveness of the S351 in order to apply the resulting information to the overall DCS acquisition. The S351 characterization tests included the first submerged sortie since the canceled Advanced SEAL Delivery System program of a Special Operation Forces owned and operated dry submersible.

MK 18 Unmanned Undersea Vehicle (UUV) Family of Systems (FoS)

NSWC PCD developed all necessary programmatic components to conduct a MK 18 UUV FoS Technology Refresh and successfully conducted a preparatory dry run of the fielding rollout. The Refresh includes installation of upgraded software in both MK 18 MOD 1 and MOD 2 UUVs; replacement of computer boards on older MOD 1 systems; replacement of mission support computers and post-mission analysis computers, including new Common Operator Interface for Navy (COIN) software; and differences training for affected personnel. During the RIMPAC exercise, the MK 18 MOD 2 vehicle was successfully deployed from the USS FREEDOM/LCS-1 and performed 77 UUV missions and dozens of launch and recovery cycles with no availability issues. In August, the Fifth Fleet reported successful completion of the milestone “1,000th Mission.” To continue supporting this rapidly growing capability, NSWC PCD established the MK 18 UUV FoS Software Support Activity in a facility capable of collocating software activities with vehicle systems and hardware, all in MK 18 MOD 1 proximity to test and evaluation resources.

MK 18 MOD 2


Damage Control Personnel Protective Equipment (PPE)

NSWC PCD performed installations of the Self-Contained Breathing Apparatus (SCBA) used as the primary life-support system for firefighting on U.S. Navy ships. Ten ships were equipped with a total of 658 SCBA backpacks and 2,000 cylinders. Similarly, 142 ships were equipped with a total of 9,371 firefighting helmets with integrated LED lighting. NSWC PCD also performed replacement of Emergency Escape Breathing Device (EEBDs) that were reaching the end of their service lives. EEBDs are individually worn systems that provide breathing air in order to exit shipboard areas having contaminated atmospheres. A total of 19,150 EEBDs were installed on 16 ships. NSWC PCD completed New Construction Outfitting of PPE aboard the LPD 26, LCS 11, LCS 13, and LCS 14. NSWC PCD’s Damage Control Depot manufactured 36 Emergency Breathing Air Compressors, 12 Primary Air Supply Packs, and 71 hoses, as well as refurbishing air booster pumps, compressors, and other associated equipment.





Chemical Biological Defense and Ballistic Personal Protection (CBD & BPP) NSWC PCD supported the Navy with CBD & BPP equipment aboard surface ships, Naval Expeditionary Combat Command, Naval Aviation Enterprise, Expeditionary Air-Ground, and other Navy Installations. To that end, NSWC PCD completed 194 operations to refresh CBD masks; 190 operations to fittest and size sailors with masks and protective suits; and 46 operations to exchange expired CBD equipment. In all, NSWC PCD fielded the new M50 CBD mask aboard 42 surface ships, built and issued ~52,500 pieces of new equipment, and refurbished and issued ~55,000 masks. Initial outfitting of CBD Masks and protective ensembles was provided for the Aegis Ashore Missile Defense System Romania, Naval Support Facility Deveselu, CVN 78, DDG 113, LCS 5, LCS 6, LCS 7, and LCS 8. In support of BPP requirements, NSWC PCD completed replacement of Enhanced Small Armor Plate Inserts for 30 ships/units; fielding of Neutrally Buoyant Ballistic Plates to 203 ships; and assembly of 9 kits to support exchange of armor systems on surface ships. As the CBD Individual Protective Equipment Engineering Agent, NSWC PCD completed an evaluation of the M53 CBD Mask Integrated Microphone replacement, and assisted in the development of Capabilities Documents and Test Plans in support of the Milestone A decision for Uniform Integrated Protection Ensemble II.

36 | Accomplishments | E Department


NSWC PCD reconstituted, upgraded, tested, and fielded DJC2 CORE system delivery to Naval Forces Europe (NAVEUR) in Sigonella, Italy. NSWC PCD completed the reconstitution of the DJC2 CORE from United States Africa Command (AFRICOM) that was used extensively during Operation United assistance in Liberia, Africa. The NSWC PCD JEXC2 engineering team supported PMW-790 R&D demonstration efforts at the RIMPAC exercise. R&D capabilities, such as Multilevel Computing Network integration, Thin Clients, Next Generation Enclave, Uninterrupted Power Supply and transit case upgrades, and Next Generation Baseband were demonstrated during the exercise.

Naval Expeditionary Combat Command (NECC) Enterprise Tactical Command and Control (NETC2)

NSWC PCD produced, tested, and fielded nine NETC2 (V)1 and five NETC2 (V)2 systems during 2016. These systems were delivered to Explosive Ordinance Disposal Expeditionary Support Unit 1 (EODESU 1), Explosive Ordinance Disposal Expeditionary Support Unit 2 (EODESU 2), Coastal Riverine Squadron 3 (CRS3), Explosive Ordinance Disposal Group 2 (EODGRU 2), and Naval Construction Group 2 (NCG2).

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: • Completed hardware and software upgrades to the AADS Interface unit; • completed the AADS Gator 7.2 software build; • installed AADS Computer Workstation on new construction USS JOHN MARTHA (LPD 26); • installed the AADS Radio Relay Group rack on the USS BATAAN; • provided onboard support to the USS WASP Amphibious Readiness Group Deploying Group Systems Integration Test; • completed quarterly EPLRS and AADS training; and • stood up a new Maintenance course at Expeditionary Warfare Training Group, Atlantic.


Expeditionary Mobile Base (ESB)


The ESB design is based on the Expeditionary Transfer Dock (ESD), 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: Delivered an Information Assurance compliant integrated solution of 25 critical software applications required by the military crew (MILCREW); conducted a 3-Phase topside study to engineer a Special Operation Forces (SOF) back fit to the on-board networks; addressed TEMPEST discrepancies from previous tests to gain full TEMPEST Certification for the ship class; and started procurements for the next ship -- ESB4.

Smart Mining Initiative (SMI)

NSWC PCD personnel are providing engineering support to the ongoing DASN RDT&E-sponsored SMI tasks, which are changing the paradigm of naval offensive mining by including such non-traditional mining capabilities as remote control, mobility, and non-kinetic effects. In support of the initiative, the NSWC PCD team hosted members from the warfighting centers across the Naval Research and Development Establishment (NR&DE) for several Technical Exchange to gain insight C AT/FP Ashore’s mission is to procure, integrate, install, deliver, and sustain systems andMeetings equipment into current Smart Mining components. The team also d to provide operations personnel with the ability to protect mission-critical assets andExercise personnel acts conducted a Fleet Valuation withfrom United States Pacific Command to determine what capabilities rism, natural, and human-caused unintentional disasters. The AT/FP Ashore Program encompasses Navy the Fleet users value most highly to better inform system nstallations, infrastructure, and personnel in the continental United States (CONUS), U.S. territories and were requirements. The outputs of these events integrated intoProgram. a tool NSWC PCD PCD developed called the as. The figure below depicts the operational concept for the AT/FP Ashore NSWC engineers SMI Framework for Assessing Cost and Technology (FACT), and then used to conduct the Set-Based Design (SBD) d Systems trade Engineering support NAVFAC AT/FP the Ashore Systems Engineering (SEIPT)configurations as the Threatto identify space analysis for to SMI. FACT allowed SMI team to evaluate millionsIPT of system high-level system capabilities associated costs so Senior Leadership could Team, make better informed ness Capability Systems Engineer (CSE),and member of the Access Control Point (ACP) and SEIPT Leaddecisions earlier in the design process.

Facilities Engineering Command (NAVFAC) Anti-Terrorism/Force Protection (AT/FP) e

er for Enclave Systems. NSWC PCD engineers, as members of the NAVFAC AT/FP SEIPT, also provided ering services and support as subject matter experts to NAVFAC ACP site efforts and the prototype NAVFAC Naval Facilities Engineering Command (NAVFAC) Waterside Barrier pilot program. Anti-Terrorism/Force Protection (AT/P) Ashore (Continued on next page)


Command & Control and Protection Ashore


38 | Accomplishments | E Department NAVFAC AT/FP Ashore’s mission is to procure, integrate, install, deliver, and sustain systems and equipment required to provide operations personnel with the ability to protect mission-critical assets and personnel from acts of terrorism, natural, and human-caused unintentional disasters. The AT/FP Ashore Program encompasses Navy shore installations, infrastructure, and personnel in the continental United States (CONUS), U.S. territories and overseas. The figure below depicts the operational concept for the AT/FP Ashore Program. NSWC PCD engineers provided Systems Engineering support to NAVFAC AT/FP Ashore Systems Engineering IPT (SEIPT) as the Threat Awareness Capability Systems Engineer (CSE), member of the Access Control Point (ACP) Team, and SEIPT Lead Engineer for Enclave Systems. NSWC PCD engineers, as members of the NAVFAC AT/FP SEIPT, also provided engineering services and support as subject matter experts to NAVFAC ACP site efforts and the prototype NAVFAC Type II Waterside Barrier pilot program.

Navy Non-Lethal Effects (NNLE) Family of Systems (FoS)

NSWC PCD engineers provided the acquisition plans and support for the commercial off-the-shelf (COTS) components of the NNLE FoS: Dazzling laser (LA-9/P), Acoustic Haling Device (AHD), and the Long-Range Ocular Interrupter (LROI). NSWC PCD is the In-Service Engineering Agent (ISEA) for NNLE equipment consisting of the LA-9/P, an equipment-mounted, non-lethal visual disruption system, and the AHD, a system that broadcasts clear, authoritative voice commands and acoustic deterrent tones to safely modify behavior and enhance response capabilities for the fleet operators. NSWC PCD FY16 NNLE accomplishments include: Providing technical fleet support and guidance using the NAVY311 system; providing systems engineering analysis and support; ensuring environmental and safety concerns and issues were addressed; updating firmware on over 600 Laser Dazzlers on over 100 ships to correct a standoff safety issue; completing a Vessel Stopping Whitepaper; completing a Handheld Ocular Threat Interdiction (HOTI) R&D effort; successfully demonstrating the HOTI at a Military User Assessment (MUA); moving submarine forces forward with replacing their LA-9Ps with HOTI; and providing Initial Outfitting Training for LCS ships.


TSA Intermodal

NSWC PCD engineering organization has been tasked by the Transportation Security Administration (TSA) Intermodal Division to install counter-terrorism testbeds in various CONUS locations. The objective of the TSA Intermodal project is to provide an adaptive persistent awareness capability built around a flexible and robust wireless network. The testbeds provide the ability to network many disparate sensors, control devices, and action devices in a common network with a simple centralized command and control station. Top-level objectives include: Ability to deploy advanced sensor technologies in remote locations, prevention of unauthorized access, reduction of manpower via video analytics and automated alerts, customizable and intuitive user interface that provides a common operational picture, and an open architecture that allows extensive sensor integration.




In FY16, NSWC PCD engineers supporting TSA successfully conducted testing and evaluation of perimeter security sensors, provided Systems Engineering subject matter expertise to other TSA Intermodal programs, and completed the installation of two additional testbeds.



E30 EXPEDITIONARY WARFARE DIVISION Landing Craft Air Cushion (LCAC) Command, Control, Communications, Computers and Navigation (C4N) System Baseline Configuration 4 (SB4)

The LCAC C4N Engineering and Verification and Validation team completed successful E n v i r o n m e n t a l Q u a l i f i c a t i o n Te s t i n g , Electromagnetic Interface Testing, and Formal Qualification Testing of the next generation LCAC C4N System Baseline Configuration 4 (SBC4). This extraordinary engineering effort refined the system design, such that it meets or exceeds every system performance requirement. As part of the LCAC Service Life Extension Program effort to develop the next generation C4N suite, the SBC4 development team significantly improved overall design, predicted performance, and predicted longevity, while significantly reducing the total operational costs from that of the current LCAC SBC3 baseline. The current procurement savings for SBC4 in FY16 for 26 shipsets over the SBC3 baseline is $6.75M. In addition, the total component count in authorized parts lists was reduced by 89%. The team also completed the implementation of the electronics package with noteworthy size, weight, and power reductions of 49%, 37%, and 40% respectively. Power requirements and mean time to repair were also significantly reduced. It is expected that the SBC4 technology insertion effort will significantly improve the mission readiness and reduced operational costs.

3D Laser Scanning and Modelin

NSWC PCD initiated the laser scanning the Medium Tactical Vehicle Replacem dimensional baseline configuration allo design, analysis of explosive effects on these vehicles were disassembled, kit/ models was initiated. In FY 2016, the 3 other NSWC PCD projects and complet 3D Laser Scanning and Modelingthe LCAC, DCS, Airborne Mine Counter NSWC PCD initiated the Laser Scanning and 3D Model creation for the Logistics Vehicle System Replacement and the Medium Tactical Vehicle Replacement for USMC PEO Land Systems in FY16. These models will establish a 3-dimensional baseline configuration allowing rapid implementation of engineering changes to upgrade the vehicle design, analysis of explosive effects on the vehicle, and improves logistics and life-cycle sustainment. In FY16, these vehicles were disassembled, kit/component modeling was completed, and development of full system models was initiated. In FY16, the 3D Laser Scanning and Modeling Team expanded their modeling capability to other NSWC PCD projects and completed laser scans and models for eight discrete NSWC PCD programs to include the LCAC, DCS, Airborne Mine Countermeasures, Diving, and UUVs.

40 | Accomplishments | E Department


There was an end of an era! After nearly 50 years of service, the ATHENA I and ATHENA II, formerly known as USS CHEHALIS (PG-94), and her sister ship USS GRAND RAPIDS (PG-98) final days of useful service life concluded in October 2016. These Vietnam era, Asheville-class gunboats of the U.S. Navy were transferred to Naval Sea Systems Command in the mid 1970’s as highspeed research and development vessels. After supporting NSWC PCD for many years, particularly in Mine Countermeasures work, they were sold for scrap at the end of the fiscal year. These vessels have served the Navy well and are testament to the men and women who have served and cared for them over the years. ATHENA I & II

With the loss of the ATHENA’s, the Boat House gained a tremendous asset in M/V PATRIOT; a 150-ft Crew Boat that is capable of supporting any Mine Countermeasure requirement. During their inaugural year that commenced 15 December 2015, she supported seven different projects with 155 at-sea days.



In FY16, NSWC PCD spearheaded test planning for the DDG-1000 In-Stride Mine Avoidance test event currently scheduled for Q4 FY19. Over the course of FY16, NSWC PCD personnel were able to establish and document formal test objectives through a Test Objectives Working Group and begin scenario development through a Scenario Working Group. NSWC PCD reached a Modeling and Simulation milestone through the planning and execution of the Advanced Mine Simulation System at-sea Demonstration of Capability test that will serve as a stepping stone to gain accreditation for use with DDG-1000.

Effect of High Deck Accelerations on Surgical Tasks - Phase III

NSWC PCD is tasked by the Office of the Chief of Naval Operations (OPNAV) N81 Assessments Division, Medical Analysis Branch (N813), and the Advanced Medical Development Program Office with investigating the suitability of the afloat environment for patient care tasks.

2016 ANNUAL REPORT | NSWC PCD | NSWC PCD is the lead agency in a series of experiments titled, “Effect of High Deck Accelerations on Surgical Tasks,” which are designed to objectively quantify the ability of U.S. Navy medical personnel to perform critical surgical procedures onboard non-traditional U.S. Navy vessels during high sea states. Results of these studies will provide an evidence-based framework and methodology for the design and operation of shipboard care facilities. In FY16, NSWC PCD completed Phase II using a six-degrees-of-freedom Stewart Table to perform 144 simulated life and limb-saving surgeries in up to SS4 conditions. NSWC PCD has received Institutional Review Board approval and conducted a Task Walkthrough and Test Readiness Review in preparation for Phase III, which is a two-week experiment aboard USNS Brunswick. Phase III is designed to determine the validity of earlier findings while further investigating the effects of motion induced interruptions, motion induced fatigue, and motion sickness incidence on resuscitative and surgical performance.

E50 INTEGRATED LOGISTICS SUPPORT DIVISION Integrated Logistics Support (ILS) Matrix Organization The ILS Division was stood up effective October 2, 2016. The ILS Division is a traditional matrix organization serving the logistics needs of all projects across NSWC PCD. The management chain in Code E50 is responsible for the logistics workforce training, development, evaluation, and for assigning logistics personnel to projects based on a demand signal provided by project leads within Departments A, E, and X.

FY16 BUSINESS BASE EE Dept FY16 Business Base Dept FY16 Business Base FY16 Major Resource Sponsors FY16 Major Resource Sponsors –

FY16 Major Resource Sponsors –

N96 21%N96 21%

N6F 19%N6F 19%

Other 36%Other 36%

Total Funding $211.8M Total Funding $211.8M

FY16 Major Program Sponsors PMS 385 3%PMS 385 PMS 408 3% 7% PMS 408 SPAWAR PMS 377 7% 15% PMS 377 15 % SPAWAR 15% 15 %

N95 15%N95 15%

N97 9% N97 9%

FY16 Major Program FY16 MajorSponsors Program Sponsors


Other 6% Other 6%


Reimbursable $137.8M Direct Cite $74M Reimbursable $137.8M Direct Cite $74M Data as of 30 Sept 16 Data as of 30 Sept 16


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





USMC Force Protection Countermeasures S&T Sensing Sciences and Systems Division Unmanned Systems, Automation, and Processing Division

Science & Technology Department – Code X X04 USMC Force Protection Countermeasures S&T Countermeasures S&T X10 Sensing Sciences and Systems Division X10 Sensing Sciences and Systems Division X20 Unmanned Systems, Automation and Processing Division X20 Unmanned Systems, Automation and Processing Division



CODE X - FY16 FUNDS X Department FY16 Funding: $47,408 X Department FY16 Funding: $47,408

X Department FY16 Funding: $47,408k





The USMC Force Protection Portfolio executed at NSWC PCD under the sponsorship of ONR Code 30 The USMC Force Protection PortfolioUSMC executed at in NSWC PCDofunder the sponsorship of ONR Code 30 includes projects investigating technologies to address needs the areas Counter Tactical The USMC Force Protection Portfolio executed at NSWC PCD under the sponsorship of ONR Code 30 includes includes projects investigating technologies to address USMC needs in the areas of Counter Tactical Surveillance and Targeting (CTST) and Explosive Hazard Defeat (EHD). projects investigating technologies to address USMC needs in the areas of Counter Tactical Surveillance and Surveillance and Targeting (CTST) and Explosive Hazard Defeat (EHD). Targeting (CTST) and Explosive Hazard Defeat (EHD).

1) Modular Explosive Hazard Defeat Systems (MEHDS)

Modular Hazard Defeat Systems (MEHDS) Modular Explosive Hazard Defeat (MEHDS) During FY16,Explosive the1)Modular Explosive Hazard Defeat SystemSystems (MEHDS) Program, led by NSWC PCD

During FY16, the During Modular Explosive Hazard Defeat System (MEHDS) ledan byEHD NSWC PCD integrated integrated selected EHD technologies with Autonomy toHazard develop and Program, demonstrate technology FY16, the Modular Explosive Defeat System (MEHDS) Program, led by NSWC PCD selected EHD technologies with Autonomy to develop and demonstrate an EHD technology capability set as part of capability set as part of a series Technical Concept Experiments (TCEs). The goal of the TCEs is to integrated selected EHD technologies with Autonomy to develop and demonstrate an EHD technology a series Technical Concept Experiments (TCEs). The goal of the TCEs is to show the potential to provide a Marine show the potential to provide a Marine Expeditionary Unit (MEU) with a system-of-systems capability to capability set as part of a series Technical Concept Experiments (TCEs). The goal of and the TCEs is to Expeditionary Unit (MEU) with a system-of-systems capability to conduct stand-off detection, neutralization, conduct of stand-off detection, neutralization, marking of buried andUnit surface-laid, on-a and off-routetempo.capability to the potential to provide a Marine Expeditionary (MEU) with system-of-systems marking buriedshow and surface-laid, onand and off-route explosive hazards while maintaining operational These systems are intended to detection, explosive hazards while maintaining operational tempo. These to surface-laid, be modular, on- and off-route conduct stand-off neutralization, and systems markingare of intended buried and be modular, and capable scalable andscalable capable of being reconfigured to meet multiple threats and missions according to the to be modular, explosive hazards while maintaining operational tempo. These systems are intended of being reconfigured to meet commander's needs throughout the range military operations. During FY16, threats NSWC and PCDmissions led the according to the scalable and capable of of being reconfigured to meet multiple multiple threats and missions planning and of Technical (TE-2) at Fort A.P. Hill,During VA, TE-2 which needs Experiment throughout 2the rangeconducted of military operations. FY16, NSWC PCD led the according to execution thecommander's commander’s highlighted selected detection and neutralization technologies fielded on autonomous ground platforms. planning and execution of Technical Experiment 2 (TE-2) conducted at Fort A.P. Hill, VA, TE-2 which needs throughout the range of The work culminated with the execution of a series complex vignettes that simulated of ground platforms. military operations. During FY16, highlighted selected detection andofneutralization technologies fieldedthe onapplication autonomous NSWC PCD led The the planning these technologies to work different route reconnaissance and ofclearance situations. Visitors that fromsimulated MCES, the application of culminated with the execution a series of complex vignettes and of Technical JIDA,execution PEO LS USMC, DARPA, NVLtoand FPID CDD attended the TCE-2 Visitors the these technologies different route CD&I reconnaissance andexercise. clearanceDuring situations. from MCES, Experiment 2 (TE-2) conducted MEHDS Team successfully demonstrated multi-vehicle coordinated autonomous operationthe with mission During TCE-2 the JIDA, PEO LS USMC, DARPA, NVL and FPID CDD CD&I attended exercise. at Fort A.P. Hill, VA, TE-2 which specific behaviors, including adaptive formation reconfiguration, the ability to addressautonomous a wide range of MEHDS Team demonstrated multi-vehicle coordinated operation with mission highlighted selected detection andsuccessfully mission threats including threat (triggerman) and smart mines, and sensors cueing other a wide range of neutralization technologies fieldedindicators specific behaviors, including adaptive formation reconfiguration, the ability to address on autonomous ground platforms. mission threats including threat indicators (triggerman) and smart mines, and sensors cueing other The work culminated with the execution of a series of complex vignettes that simulated the application of these technologies to different route reconnaissance and clearance situations. Visitors from MCES, JIDA, PEO LS USMC, DARPA, NVL and FPID CDD CD&I attended the exercise.


2016 ANNUAL REPORT | NSWC PCD | During TCE-2 the MEHDS Team successfully demonstrated multivehicle coordinated autonomous operation with mission specific behaviors, including adaptive formation reconfiguration, the ability to address a wide range of mission threats, including threat indicators (triggerman) and smart mines, and sensors cueing other sensors. The project is a collaborative effort and includes participation by NSWC PCD, NSWC DD, SPAWAR San Diego, and Lawrence Livermore National Laboratory.




Standoff Interferometric Target Detection

This effort was designed to validate the premise that standoff detection of buried objects can be performed using a seismic source and a hybrid interferometric sensor. The sensor component, known as the Laser Multi-Beam Differential Interferometric Sensor (LMBDIS), is being developed through a collaborative effort between NSWC PCD and the National Center for Physical Acoustics at the University of Mississippi. During FY16, the sensor is being integrated onto an electric vehicle for the purpose of collecting data while on the move. The sensor was designed to detect the effect that buried anomalies have on surface displacements excited by a seismic source located some distance away from the anomaly. The sensor combines concepts from shearographic interferometry and laser Doppler vibrometry to produce a device, which is capable of detecting small surface displacements at a steep slant angle and that is relatively insensitive to platform motions. The effort will culminate in a test conducted at Eglin Air Force Base against a variety of buried targets under different conditions in late October of 2016.

Ground Penetrating Synthetic Aperture Radar

The long-term goal of this project is to develop near-real-time automated target detection and classification algorithms that will be able to locate, classify and georeference contacts of interest in order to enable the contact to be avoided and allow for follow-on determination of the actual nature of the contact. NSWC PCD has developed target detection/recognition algorithms for SAS systems that can potentially be applied to image-based GPR data, such as that produced by the Lawrence Livermore National Laboratory (LLNL) iRadar system. Working in collaboration with LLNL and ARL, the objective is to adapt these algorithms and/or develop additional algorithms to operate on data from the existing iRadar system, whether mounted on the current vehicle or deployed on selected Marine Corps assets, as well as the scalable, modular GPR system being developed by LLNL under a related effort. Such algorithms are intended to reside adjacent to the processing architecture being used to process the GPR imagery onboard these autonomous ground vehicles and will run in parallel with the image generation rather than in post-processing. During FY16, detection algorithm development focused on; (i) improving functionality of 3D image processing within the MATS architecture; (ii) improving legacy classifier performance and developing methods that utilize the full 3-dimensionality of the iRadar imagery and; (iii) leveraging the MATS architecture to compare the LLNL and NSWC PCD detectors.


X10 SENSING SCIENCES AND SYSTEMS DIVISION Advanced Littoral Reconnaissance Technologies (ALRT)

In FY16, ALRT continued the successful planning and demonstration of advanced ongoing airborne remote sensing technologies destined for unmanned platforms, such as the MQ-8C to enhance littoral organic mine countermeasures. The ALRT team provided technical oversight to the Office of Naval Research (ONR) to address Science & Technology (S&T) investigations of the technologies for ongoing Future Naval Capabilities (FNC) and Joint Naval EOD projects. Support included coordinated planning, systems engineering oversight, working with contractors on technical developments, and planning and demonstration testing of the technologies in real-world environments. Technology investigations addressed acquisition program requirements for programs, such as Coastal Battlefield Reconnaissance and Analysis (COBRA) and Airborne Laser Mine Detection (ALMDS), as coordinated through Technology Transition Agreements (TTAs) between ONR and PMS-495 in an effort to provide future potential solutions to those program’s future system enhancements. Work was also done to address planning for future development and testing of Joint EOD community requirements regarding the detection and potential classification of buried mines and IEDs. In FY16, major tasks focused on three main areas:

1. Compact Modular Sensor & Processing Suite (CMSS)

In FY16, the ALRT team successfully completed two separate airborne data collection demonstrations of the CMSS multi-sensor detection suite, which is an ongoing ONR FNC addressing the detection of drifting and oscillating sea mines, to include the fusion of Long Wave Infrared (LWIR) and Multispectral Imaging (MSI) modalities merged with LIDAR range-gated sensors. CMSS successfully flew two externally mounted selfcontained pods on a Bell 407 (surrogate MQ-8C) operated by Coastal Helicopters, Inc. to detect targets in real-time onboard the aircraft. CMSS continues to proceed per the TTA demonstration requirements and has successfully flown a number of flights over emplaced targets in the Gulf of Mexico. The successful active-passive data collection demonstration of deepwater drifting targets and deep-water moored targets was one of the first of its kind. Future CMSS work will include the incorporation of a high-resolution 3D-Flash imaging LIDAR.


7/18. Additional meetings were held to address potential future acoustic source upgrade 2016 REPORT | NSWCbackground PCD | 47 distances. Further testing is planned for new locations toANNUAL address varying ty 47

2. Laser Interferometric in FY16, the system was modified by BAE Systems to improve system sensitivity to enhance futu Sensor (LIS)

FY16 consisted of regular sponsor meetings to address progress and discuss testing wh LIS remotely insonifiescapability. the ground with acoustic energy from an airborne carried out insource FY17/18. Additional meetings were held to address potential future acoustic source and then images the surface of the grounddistances. Further testing is planned for new locations to address varying backg improve stand-off with an airborne laser interferometer with a unique technique to detect and locate buried land mines and IEDs. Based on successful past test demonstration events, in FY16, the system was modified by BAE Systems to improve system sensitivity to enhance future detection capability. FY16 consisted of regular sponsor meetings to address progress and discuss testing, which will be carried out in FY17/18. Additional meetings were held to address potential future acoustic source upgrades to improve stand-off distances. Further testing is planned for new locations to address varying background types. LASER INTERFEROMETRIC SENSOR

LASER 3.INTERFEROMETRIC SENSOR Ground-based EOD Mobile Laser Interrogator (GREMLIN):


Based on successful past test d events, in FY16, planning meetings were held to address BAE System's work to prepare the GREM for use on a ground-based robotic vehicle. Further testing is planned in FY17/18 for testing at dif locations to address varying background types.

OD Mobile Laser Interrogator (GREMLIN): Based on successful past test demonstra anning meetings were held to address BAE System's work to prepare the GREMLIN sy -based robotic vehicle. Further testing is planned in FY17/18 for testing at differing sit s varying background types. 3. Ground-based EOD Mobile Laser Interrogator (GREMLIN)

Based on successful past test demonstrations events, in FY16, planning meetings were held to address BAE System’s work to prepare the GREMLIN system for use on a ground-based robotic vehicle. Further testing is planned in FY17/18 for testing at differing site locations to address varying background types.





Autonomy in a Box

The Autonomy in a Box (Autobox) project is an effort to dramatically reduce the timeline required to deploy novel autonomy algorithms, frameworks, and software on unmanned systems. Currently, integration of novel autonomy algorithms, behaviors, and high-level frameworks onto embedded systems after initial development requires considerable effort due in large part to the lack of a common integration environment between systems or even between time periods in a system’s use. Shared assets, such as Nation Unmanned Systems Shared Resource Center (NUSSRC) vehicles, often require rebaselining payload computing modules (PCMs) after each use by formatting hard drives to maintain the integrity of the assets. The rebaselining, FIGURE 1: (TOP) CONVENTIONAL SOFTWARE DESIGN FOR A MVC AND PCM. hardware simulation to verify functionality, (BOTTOM) NEW APPROACH WITH AUTOBOX USING DOCKER. and integration of new autonomy algorithms to test on the system often takes days to weeks. Often, system libraries must be manually installed, a lengthy installation process must be followed for the autonomy framework, and then communications with the main vehicle computer (MVC) must be configured. Only after the aforementioned steps can integration of novel autonomy behaviors, algorithms, or arbitration frameworks occur. Autobox provides a common, hardware-agnostic software deployment solution leveraging the industry standard Docker containerization environment to dramatically reduce the burden involved in vehicle reconfiguration and rebaselining. With Docker, all software is developed and integrated into a Docker “container.” The container file can then easily be transferred from one system to another. Once an experiment is performed, the vehicle can be rebaselined simply by removing the Docker container used during the test. Autobox reduces the time required for transitioning software from development to experimentation from days to less than an hour in most situations. Other benefits of our approach include configuration management capabilities, cross-platform compatibility, and the ability to share a common environment between developers. In FY16, we successfully developed a working prototype of Autobox for generic UUV autonomy. The Autobox container, using the MOOS-IvP autonomy framework, successfully connects and gains control of a REMUS 100 vehicle and runs a baseline mission under PCM control. A graphical user interface (GUI) was developed to facilitate user deployment, extraction, and configuration of Docker containers between an external computer and an unmanned asset. Containerized versions of the Robot Operating System, Interval Programming (ROS-IvP) and Autonomous Vehicle Architecture (AVA) frameworks were also established. Autobox has been sea tested and used under several related Office of Naval Research projects in FY16, including Unmanned Warrior 2016 and the ONR Advanced Sensors Enabling Capability Program.


The Department of Defense’s Coalition Warfare Program (CWP) leverages U.S. and foreign investments to conduct cooperative research and development projects with foreign partners. The Allied Munitions Detection Underwater Initiative (ALMOND-U) is a U.S. Navy CWP project that partners with the Bundeswehr Technical Center for Ships and Naval Weapons, Maritime Technology and Research (WTD71) in Germany. The goal is to evaluate, analyze, and advance technologies for the detection, classification and mapping of bottom and buried underwater munitions. The program also supports the development of an automated unmanned underwater survey system. Bringing together advanced mine countermeasures (MCM) technologies from both countries, provides an opportunity to develop and configure innovative technological underwater munitions survey concepts and then test and develop these concepts during sea trials conducted in both Germany and the United States.


In September of FY16, NSWC PCD sent the Laser Scalar Gradiometer (LSG) and the 2nd generation Small Synthetic Aperture Minehunter (SSAM2) to the Baltic Sea to spend two weeks operating alongside comparable systems provided by WTD71 and their industry partners. Our SSAM2 team was partnered with the Atlas Elektronik SeaOtter Mk2 (a SAS system) team, while LSG support team was joined by the Institute of Photonic Technology (IPHT) in Jena’s 5-channel SQUID gradiometer integrated onto a tow-body support team. All of these technologies represent some of the cutting edge underwater MCM and UXO detection systems, making them uniquely ideal for this project. The Baltic Sea waters near Germany are well known to be contaminated with UXO dating back to WW2, making this an excellent area for testing and maturation of these systems. Both the acoustic and magnetic sensors identified hundreds of UXO targets, creating one of the richest UXO data sets available to date. A large number of buried threats will provide ample opportunities to test low frequency acoustic phenomenology methods while also developing magneto-acoustic data fusion techniques. The large number of UXO identified coupled with regions of high clutter will provide a complex data set for automatic target recognition (ATR) algorithm maturation. Planning has begun for a collaboration meeting in February to discuss results and the progress of new research thrusts, as well as for planning of the final CONUS survey scheduled to begin in FY18.







Dive Buddy Remotely Operated Vehicle

Navy capability for subsea human intervention that is rapid, low cost, and safe is extremely limited yet critical for all domain access, maritime security, power projection and sea control missions. Divers are necessary for these missions until the situational awareness, adaptability, agility, and dexterity of a diver is duplicated in machines, likely decades from now. Meanwhile unmanned systems are needed to sustain the Navy’s undersea asymmetric advantage. Addressing rapid, low-cost and safe-diving operations by teaming divers with a specialized Unmanned Underwater Vehicle (UUV) has potential to safely achieve greater capability, while addressing numerous documented mission needs. This capability is needed for missions, including disabled submarine escape assistance and recovery of classified debris before they are reached by hostile forces. Dive Buddy Remotely Operated Vehicle (DBROV) is a vehicle that can be operated as a Remotely Operated Vehicle, a Diver Propulsion Vehicle, an Autonomous Underwater Vehicle (AUV), or any combination of the three. It is a fly-away agile UUV platform with autonomous capabilities that is scalable and adaptable such that it can be outfitted with the equipment and sensors for a specific mission at hand.

Quick detach diver tether



Vehicle Tether

Extendable Pole

Flexible End


2016 ANNUAL REPORT | NSWC PCD | The need for such an unmanned system capability is three pronged. • The first is for a system that can aid in decision support by providing Dive Supervisors and their teams with real-time sensor feeds providing information on critical aspects of their underwater mission. • The second is to increase diver safety. • The final is the human and machine teaming aspect that multiplies the Diver’s effectiveness. While the diver is the most critical and capable component in a dive mission, some tasks that are simple and/or repetitive can be assisted by or offloaded to an unmanned system, thus, better utilizing the limited bottom time of the diver for the more complex tasks that require greater agility. In FY16, the NISE project successfully produced a DBROV prototype system that has transitioned into an ONR TechSolutions project. Through the NISE program, the DBROV was designed, prototyped, and successfully conducted in water checkouts. In FY17, further testing and improvements will be made resulting in a demonstration of the system with divers.





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



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.

Successes in 2016 • Passed the GPC Audit • Sixteen Seaport Task Orders were awarded • GPC PALT is improving • SAP PALT has been cut in half • Proactively starting the procurement process • Concurrent Reviews • Pre-Proposal/Solicitation Conferences • Online Small Business Coordination Reviews • Destroyed 200 Boxes of close-out files • Consolidated Golf Cart Repairs • NEDU hired their own APC

Increasing Competition

• Finalized the Milstrip/GPC/GSA Global PR Instruction • Eight employees received Student Loan repayments • SSEB Template was published • Seaport RFP Template was published • PDREP Batch uploads processed • Hired new SPO Supervisor • File Reviews are more manageable and organized • Issued SAP warrants to SAP buyers

NSWC PCD strives to compete procurements whenever possible. FY16 saw 71.47% 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.

Stakeholder Meetings

ANNUAL REPORT | NSWC PCD |before 47 To more proactively procure upcoming requirements, Code 02 engages 2016 the requirements generators 18 months 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 Stakeholder Meetings officer, eLO representative and the requirements generator discuss the type of procurement (e.g. cost or fixed price),47 more proactively procure upcoming requirements, Code 02 engages the requirements generators 18 months theTo performance period, set-aside opportunities, evaluation factors etc. This initial meeting creates synergy between the before the current contract expires. This allows the requirements generator ample time to refresh the statement team and encourages Conducting Stakeholders meetings enables Code 02meetings, to more successfully of players work and submit it to thebuy-in. Engineering Liaison Office (ELO). During the stakeholders the contractattain finalspecialist, technicalcontracting packages inofficer, a timely manner. 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 FEDBID enables Code 02 to more successfully attain final technical packages in a timely manner.

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 FEDBID buys forSmall a total of $2,618,229 with ausing net savings from the iGe. in solicit fY15,supplies the SPOunder awarded 136in buys for a The Purchase Office began FEDBID,ofa$555,245 reverse auctioning tool to $150K total of $2,896,300 withbuys a netfor savings from thea iGCe. the SPO FY13, awarding 108 a total of of $682,364 $2,112,013 with savingsinoffY16, $189,936 from awarded the IGE. 109 buys for a total of $3,325,875 with a net savings of $1,483,146 from the iGCe. • 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. • In FY16, the SPO awarded 109 buys for a total of $3,325,875 with a net savings of $1,483,146 from the IGCE.

COR Certification Manager

in October 2012, a Contracting Officer representative (COr) Contracting Certification manager (CCm) was hired to CORtheCertification Manager oversee execution and management (COR) of the Contracting COr program. The CCm ensures COrs arehired properly trained, A full timeoverall Contracting Officer Representative Certification Manager (CCM) was in 2012 assigned, and understand contracting policies and procedures. The CCm tracks COr certification status and provides to oversee the overall execution and management of the COR program. The CCM ensures CORs are properly metrics to the NAvSeA Coordinator when requested. CCm offers COrCOR training classesstatus each year trained, assigned, andCOr understand contracting policies andThe procedures. The several CCM tracks certification and provides metrics to the COR Coordinator when requested. The CCM offers several COR training including: COr certification, COrNAVSEA refresher, invoicing, and CPArS. classes each year including: COR certification, COR refresher, Invoicing, and CPARS.

COR Bill of Rights and Responsibilities

COR Bill of Rights Responsibilities NSwC PCD established a COr and Bill of rights and responsibilities signing ceremony. The document is signed by the COr, NSWC PCD established a COR Bill of Rights and Responsibilities signing ceremony. The document is signed by the Commanding Officer, the Technical Director, and theand CCO. of Bill rights and responsibilities specifies the the rights of COR, Commanding Officer, the Technical Director, theThe CCO.Bill The of Rights and Responsibilities specifies therights COr, of such the such authority to perform their duties, the right to be the candid a fear of reprisal, and timely decisions theas COR, as the authority to perform their duties, rightwithout to be candid without a fear of reprisal, by and leadership. COR’sbyresponsibilities areCOR’s also clearly stated. The ceremony emphasizes theceremony importance of timely The decisions leadership. The responsibilities aresigning also clearly stated. The signing theand importance of the and support that they PCD can receive from the upper NSWC PCD theemphasizes COr function support that theyCOR can function receive from the upper NSwC Leadership. Leadership.

Tripwire Oversight and Reporting

Tripwire Oversight and Reporting

in April 2012, NAvSeA 00 issued “NAVSEA head of the Contracting activity (hCA) Services Contracting tripwires, In April 2012, NAVSEA 00 issued “NAVSEA Head of the Contracting activity (HCA) Services Contracting tripwires, level of review andand approval. interim Policy.” TheThe tripwires require a higher Interim Policy.” tripwires require a higher level of review approval. Table 1 demonstrates NSWC PCD’stripwires tripwires over the last three years: Table 1 demonstrates NSwC PCD’s over the last three years:

Service Tripwires




Bridge Contracts




BVSS Premiums >10%




Other Direct Costs >10%




Excessive Labor Rates >$156/HR




Post-Award Adding Subs




One Bids






Small Business Targets

Code 02Business met or exceeded Small Targets most of its targets with the exception of the Women Owned and Certified Hubzone Goal. As seen in Table two below Code 02 met or exceeded most of its targets with the exception of the women Owned and Certified hubzone Goal. Table 2 provides more specific comparisons. 50.00%


40.00% 34.09%

Target Achieved








6.67% 4.45%

4.34% 0.97%

0.00% Small Business





Acquisition Strategy Reviews Acquisition Strategy Reviews

Table 2

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

Training Sessions

Training Sessions During FY16, several training sessions were conducted including the Contracting Officer Representative (COR) During fY16 several training sessions Milestone were conducted the Contracting Officer representative (COr) on courses and the Seaport-e electronic Moduleincluding introduction. Additionally, all new hires are briefed courses and the Seaport-e electronic milestone introduction. Additionally, all new hires areThese briefed on preventing Unauthorized preventing Unauthorized Commitments atmodule each on-boarding orientation session. training sessions provide Commitments at each orientation session. These training sessions provideregulations uniformity across the Command and uniformity across theon-boarding Command and proactively communicate acquisition and procedures. proactively communicate acquisition regulations and procedures.



Historical Trends

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

Historical Trends The table below graphs the historical number of actions and dollars awarded by Code 02 over the last nine years:



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

2500 2631 2333 24162259 1702


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


1623 1643 1631 1650 1500



$100,000,000 500



0 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16



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






End Strength

In FY16, NSWC PCD hired a total of 156 employees and had a total of 108 separations occur during the year, resulting in a net increase of 48 positions and an end strength at 30 September 2016 of 1,424, comprised of 1,424 permanent employees, zero temporary employees, and zero CO-OP students. Across the command, 971 employees are DAWIA certified and 84% have some form of college degree; scientists, and engineers comprise 67% of the workforce.

FY2016 YTD Separation Reasons - Permanent Employees

FY2016 PATCOB Percentage - Permanent Employees


20, 18% 1% 1,1,1% 4, 4% 12, 11%

43, 40% Retirement Xfer to Another Agency Separation Other Reassignment Promotion

7, 6%


264, 18%



123, 9%

NSWCPCD Optional Retirement Eligible as of 30Sept16


600 500 400 300 200


8, 1%

Death 20, 19%



1003, 70%

26, 2%







0 Now

Less 1Yr

Less 5Yrs Less 10Yrs Less 15Yrs Grtr 15Yrs

Education Data as of 30 Sept16


16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 0

FY2016 Promotions by Month - Permanent Employees 15 13





7 5 3

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep FY2016 Accessions & Separations





700 20







14 12

11 9

9 6

200 76


100 0


15 15 14




Non Degree

Associate Degree

Bachelor's degree

Master's degree

Doctorate degree

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






11 8

9 7




5 2


Oct Nov Dec Jan Feb Mar Apr May Jun



Jul Aug Sep





NSWC PCD Code 10B1, Support Staff, provided Business Financial Management (BFM) services to NSWC PCD Technical Director, Commanding Officer, and staff as well as services to the Corporate Operations Department (Code 10).

102 INFRASTRUCTURE DIVISION Facilities - Code 1021

Two CIP Minor construction programs were awarded in 2016 for the Tactical Analysis Facility and Air Cushion Vehicle (C4N) facility. Significant non-CIP projects initiated and completed in 2016 included: • B319 • B319 • B400 • B431 • B463 • B470 • B470 • B470 • B488 • B581 • B582 • B653

Water Line Replacement, Restroom Renovations, Fire Sprinkler Line Repairs Room 110 Remove False Wall Repairs Design RFP for Fire Suppression Pump and Fuel Tank Replacement Lighting Upgrade HVAC Replacement Room 215 Conference Room Renovation Room 228 Door Replacement Roof Replacement HVAC Replacement HVAC Replacement Acoustic Test Pier Frame Repair


• Receipt/Installation of Explosive Operating Facility at Magazine Helo Pad • Correct Various Non-Compliant Fixed Ladders • Fence Changes to Support SSC Temporary Facilities


103 CONGRESSIONAL AND PUBLIC AFFAIRS DIVISION Internal/External Communications and Community Relations Code 1031 With the new fiscal year came new opportunities for NSWC PCD’s Public Affairs Team to embrace new communication tools and reach new audiences about the Division’s people and technical solutions. As Code 1031 closed out 2016, the Public Affairs team focused on Division processes and communication support. They started with the release of their 2016 mission statement and alignment to the Department of Defense Principles of Information.


“We provide Public Affairs support and strategic communications advice to NSWC PCD leaders and further build NSWC PCD a recognized Technical Center of Excellence for Littoral Warfare and Coastal Defense and a Force behind the Fleet. Public Affairs is driven by basic principles – accountability to the public, full disclosure, expeditious release, message alignment and ethics.”

Internal Communication Digital Signage is a networked, digitally distributed communication tool that, as of 1 November 2016, is installed in common areas within seven NSWC PCD buildings. Code 1031 is developing organic and dynamic content in support of this command communication tool and we are calling it PCDTv. This capability allows Code 1031 to announce upcoming events, promotions, retirements, mandatory training and it also gives us a new crisis communication tool where we can break into normally scheduled content to let employees know when to lockdown or shelter in place either in real-world scenarios or exercises. Twelve editions of the command’s newsletter, the Coastal Compass, were published electronically to PCDWeb and Issuu.com/nswcpcd in 2016. The team focused on improving visual elements, types of content and base information. With an eye on process and product improvement, the Public Affairs team further collaborated with Code 1032 to deliver visually compelling cover art and focused more on monthly themes. Looking to 2017, the team asked employees to take The Coastal Compass Readership Survey in November 2016. We learned that most readers are between 40 and 50 years old and they access the command newsletter from PCDWeb where they like to download the newsletter in .pdf format from their work computers. Our readers say they do not typically share our Distribution Statement A newsletter, but when they

do, it’s by government email. Our readers are an even mix of 50 percent male and 50 percent female and they are looking for a more forward leaning newsletter that speaks to all base events, not simply technical news stories, but rather events that will happen, not events that have already happened. The results of the survey will be implemented into the new and improved newsletter set to debut in January 2017. Code 1031 personnel provided VIP and protocol support to 17 individual events for more than 110 individual VIPs, plus five Congressional staff visits in 2016. Event support included visits by Chief of Naval Operations ADM Richardson who visited the Remote Multi-Mission Vehicle (RMMV) at the Remote Operating Site (ROS) aboard Naval Air Station Pensacola in January 2016. We hosted Maj. Gen. Thomas Owens (OPNAV N95) in May 2016, Commander, Naval Sea Systems Command (COMNAVSEA) VADM Thomas Moore, Commander, Naval Surface Warfare Center (COMNSWC) RADM Thomas Druggan, a technical demonstration in February 2016 for NAVSEA Warfare Center leaders, a Fleet Integrated Sustainment Team (FIST) visit and tour, WFC Environmental Safety Handlers visit and tour in April 2016, the 241st Navy Birthday Ball and keynote speaker CAPT Mark Matthews (SEA 07 PMS 364) in October, as well as NAVSEA Warfare Center Science and Technology experts in November 2016.




External Communication In 2016, Code 1031 approved 74 local command requests for technical information to be cleared Distribution Statement A: Release is Unlimited. Additionally, the staff managed more than 140 media engagements. These engagements range from writing news stories, shooting images and releasing them to intended external audiences, to hosting media aboard the installation and granting them access to the NSWC PCD stories.

Code 1031’s level of external communication effectiveness was evident in July 2016, when the team worked with the Defense Media Activity, located at Ft. Meade, MD, to tell the Diver Augmented Vision Display (DAVD) prototype story. Code 1031 released an initial news story and locally shot images and shared with the press, but once the DAVD news video was featured on Defense.gov, word about NSWC PCD’s “Ironman” prototype quickly picked up traction on the Internet. The video, released July 27, 2016, as well as the DAVD simulation video pushed by CHINFO earlier that month, continued to be repurposed by news outlets. The circulation also netted media query interest between July and November 2016 from international and national news organizations to include CBS This Morning, ABC News, Yahoo, The Discovery Channel’s Daily Planet based out of Canada, and Popular Mechanics. By November 2016, the DMA video had 2,280 views on YouTube alone. Various DAVD video segments pushed to NSWC PCD’s Facebook page were viewed more than 1,800 times. Overall, the team was featured on Navy.mil 12 times throughout 2016, to include one Image of the Day lead visual. That image was of the DAVD prototype. In short, the communication support provided to the technical DAVD project team demonstrated Code 1031’s ability to tell the U.S. Navy’s technical story and what Code 1031 can do for NSWC PCD’s projects that seek to communicate with external markets. External communication engagement through the public Facebook page jumped from 984 to 1,4286 between September 30, 2015, and

November 02, 2016. This communication tool helped us to reach a new demographic through daily post shares and updates about command events, NSWC PCD people, and daily news relevant to NSWC PCD’s mission areas. 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. Community Relations The Navy base in Panama City, FL, has been a partner with the local community for 71 years, and in 2016, that partnership continued to strengthen through cooperative collaborations in support of the Science, Technology, Engineering, Math (STEM) field. Events included Junior Leadership Bay, Three Rivers Science Fair, summer STEM camps, as well as Boy Scout and local school tours. NSWC PCD also collaborated with Bay County leadership on events, such as Military Affairs Committee events, Leadership Bay tours, NSWC PCD Industry Day held in November 2016, several Diversity Council events and special emphasis month proclamations. Lastly, Code 1031 personnel collaborated with base personnel and Panama City Mayor Greg Brudnicki to proclaim every month of May in Bay County, FL, as the official Month of the Military Diver. In total, NSWC PCD personnel and the Public Affairs staff of four supported more than 150 Community Relations or Outreach events in the local community and further enforced NSWC PCD’s brand as the Technical Center of Excellence for Littoral Warfare and Coastal Defense.


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.


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. CONTACT US!

850-234-4841 or 850-636-6201 or visit us in Building 375, for more information on how we can support your project. RDT&E NETWORK LAB: Advanced Graphics and Multimedia Support Facility (AGMSF)

Our Areas of Expertise: Graphic Design



Printing & Reprographics


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




The Dive Unit is comprised of active duty military service divers assigned in direct support of various RDT&E projects recovering targets and conducting operations underwater in the Gulf, in the Bay, and in NSWC PCD test facilities.


LCAC, AAV, Polymer Kelp testing, Dry Combat Submersible, Quickstrike Joint Direct Attack Munition (JDAM)


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



The Aviation Unit is assigned for the purpose of executing the Airborne Mine Countermeasures (AMCM) Follow-on Test and Evaluation (FOT&E) mission utilizing two MH-60S helicopters.


Airborne Laser Mine Detection System (ALMDS) Software Regression Testing, ALMDS P3I, ALMDS Tactics, Rescue Swimmer School (RSS) Airborne Mine Neutralization System (AMNS)


Fleet Liaison provides technical and professional assistance to various RTD&E programs. Maintains inventory, ship, receive and track all ordnance and ordnance related items for NSWC PCD.


Mine Environment Data Aids Library Enterprise Architecture (MEDAL EA), Acoustic Test Facility SCC, AMNS, LCS Mission Module Program, Mine Countermeasure Targets, Dry Combat Submersible Vehicle, Quickstrike








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


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




• NAVSEA • Eglin Air Force Base • EOD and Diving • SOCOM

Visual Information 2016 Highlights • Photographic support for the Compact Modular Sensing & Processing Suite (CMSS) project. • Live PCD University courses, as well as studio version. Also created iPad compatible versions of PCDU classes. • Photo/video support for the Modular Explosive Hazard Defeat (MEHD) system for Marine Expeditionary Unit. • Provided underwater (diving) photographic support for SOCOM underwater ROV testing. • Provided photographic support of AAV launch tests from LCAC. • Graphics & Video support for “Tech Demo” at Navy Yard. • Extensive video and photographic support for the Advanced Underwater Weapon System (AUWS) at-sea tests. • Produced “Cybersecurity” video. • Produced “Active Shooter” video.



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 professional librarians and library assistants. Our Products and Services • In-depth research • A technical documents collection (including digitalize 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 127 new titles added this year). Online full-text books available through 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/online) + access to over 500 journal titles online (including all EBSCO, 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 • Interlibrary loan services • Acquisition of requested material


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.

Achievements for 2016 A large accomplishment that the Technical Library performed in 2016 was an inventory of a large part of the library collection with the assistance of a few exceptional individuals from other departments. No discrepancies were found. Also in 2016, the Library team completed over 661 in-depth research tasks, answered over 718 quick-reference questions, and addressed over two thousand phone calls and e-mails. Several hundred interlibrary loans or other non-library items were acquired and provided to individuals upon request. There were 127 books requested, ordered, and added to the book collection. Hundreds of new secret items were added to the SMAC database with an additional 850 dispatch or destruction updates completed. Website We constantly provide electronic products and information through the Technical Library’s webpage. The website can be accessed at: HTTPS://NAVSEA.PORTAL.NAVY.MIL/WC/SURPNMA/PAGES/DEFAULT.ASPX. Website includes: • 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.

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. FY16 Information Technology Procurement Requests (ITPRs) were also processed by Code 104 personnel.


Cybersecurity - Code 1043

Each of the 15 RDT&E labs performed Assessment and Accreditation (A&A) to allow connectivity to the network and ensure security policies, guidelines, and controls are met and practiced. A total of 485 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. 98 NCDOC messages were processed this year to date on malicious phishing e-mails inbound to Navy.mil accounts. There are over 300 members of the Cybersecurity 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: One system (Precise Inert Navigation System (PINS)) was submitted to PMS-495 for review and validation in December 2015.

Seven Lab\System Packages achieved an ATO: • MIWc • AGMSF • AMCMc • LWRF • RDT&Ec • WASA • TE&F

105 SECURITY DIVISION The Security Division (Code 105) includes Security Policy and Programs (Code 1051), Emergency Management (Code 1052), and Special Programs (Code 1053). Eleven DON programs are managed by the Division. Two additional programs, Insider Threat Program and Controlled Unclassified Information (CUI) Program, will be added to Code 105’s implementation responsibilities when promulgated by Deputy Under Secretary of the Navy (DUSN (Policy)) and COMNAVSEASYSCOM.

Security Policy and Programs – Code 1051

• Information Security Program establishes uniform policies and procedures for the designation, marking, protection, and dissemination of classified and controlled unclassified information (CUI). • Personnel Security Program implements policy to provide maximum uniformity and effectiveness of the objective to authorize initial and continued access to classified NSI and initial and continued assignment to sensitive duties. • Industrial Security Program implements policy for safeguarding classified information released to contractors, implementing the National Industrial Security Program governing classified procurements with industry, educational institutions, and other U.S. cleared entities. • Physical Security Program implements policies and minimum standards for the physical protection of personnel, facilities, and operations and related resources. • Physical Security Program for Arms, Ammunition, and Explosives (AA&E) implements policy and guidance for the protection of conventional AA&E against loss or theft.

Achievements for 2016 • Designed, tested, and liaised with COMNAVSEASYSCOM to implement, across the Warfare Center Division enterprise, an alternate process to obtain clearances for high school and college interns to facilitate participation in the Office of Naval Research (ONR) summer research programs in support of the Science and Engineering Apprenticeship Program (SEAP) for high school students and the Naval Research Enterprise Internship Program (NREIP) for undergraduate and graduate students. • Developed DRAFT instruction chapter in support of DUSN (Policy), Security Directorate, for incorporation into revision of the DON Information Security Program. Requirements derived from DRAFT DoD Information Security Program Manual that, at promulgation, will establish the DoD Controlled Unclassified Information (CUI) Program. • Conducted Fundamental Classification Guidance Review (FCGR), directed by Deputy Under Secretary of the Navy for Policy (DUSN (P), of Security Classification Guides (SCGs) under the purview of Commanding Officer, NSWC PCD Original Classification Authority (OCA). Confirmed SCGs were relevant and reflected current technical circumstances; classification levels, durations, and associated markings were appropriate; and information classified by the SCGs met standards for classification per Executive Order. FCGR last conducted in 2011. Results included SCG cancellation, through collaboration with subject matter experts of NSWC PCD and Naval Air Warfare Center Weapons Division (NAWCWD), and revision of remaining SCGs per DON guidelines. • Led the Security Community of Practice (CoP) throughout 2016. Conducted a cross-division functional analysis of Warfare Center Security Divisions to identify inconsistencies driving workload variances, normalization factors for nominal staffing levels, and best practices; and to perform horizontal assessments of staffing and grade structures, providing recommendations to facilitate consistency. • Achieved satisfactory inspection rating on Cybersecurity Inspection (CSI). Minimal findings on 76 Traditional Security inspection items and twenty-eight Secure Rooms. Success attributable to correction of potential findings prior to the CSI and on-the-spot mitigation during the CSI. • Initiated Command-wide CAC-enabled Automated Entry Control System (AECS) for occupied buildings and restricted areas. SPAWAR System Operations Verification & Testing (SOVT) scheduled for 28 Nov - 2 Dec 2016.




Emergency Management – Code 1052

• Antiterrorism/Force Protection (AT/FP) Program implements policies and procedures for the protection of military personnel, civilian employees, contractors, resources, and facilities against terrorist acts. NSWC PCD employs a capabilities-and threat-based approach to AT/FP requirements from a tenant command perspective. • Emergency Management (EM) provides develops, implements, and maintains a comprehensive and crossfunctional program that integrates procedures and standards for preparedness, response, and recovery in support of mission essential functions. • Continuity of Operations (COOP) implements policy and specifies requirements for identification of essential functions and development of responsive and executable COOP plans and procedures to provide continuity of essential functions across the spectrum of threats, disasters, and incidents.

Achievements for 2016 • Collaborated with Code 1032, Visual Information, in the development an “Active Shooter” on-line training video to facilitate compliance with U.S. Fleet Forces Command Force Protection Directive for emergent workforce training requirements; promulgated throughout the Warfare Center Enterprise.

Special Programs – Code 1053

• Operations Security (OPSEC) Program implements policy, responsibilities, management structure, and guidance for coordinating OPSEC and other security and information operations programs to maintain essential secrecy of information useful to adversaries and potential adversaries across all missions, functions, programs, and activities. • Communications Security Program implements policy and procedures for management, use, and safeguarding of Communications Security (COMSEC)/Electronic Key Management System (EKMS) cryptographic keying material and controlled cryptographic items (CCI). COMSEC technologies protect vital information moving over government communications systems, ensuring timely support to a global community. • Privacy Act Program implements policy for the protection of Personally Identifiable Information (PII), including reporting procedures for the loss, potential loss, or compromise of PII. • Communications Office/Naval Messaging implements telecommunications policies and procedures to ensure communications between commanders afloat and ashore are efficient, reliable, and secure. • Security, Education, Training, and Awareness (SETA) Program instructs in security policies and procedures to ensure an understanding of the need and procedures for protecting classified information, with a goal to develop fundamental security habits as a natural element of each task.

Achievements for 2016 • Satisfactory inspection results from EKMS Central Office of Record biennial inspection. • Securely processed over 37,000 naval messages (19,330 classified; 18,058 unclassified).

106 CORPORATE BUSINESS OFFICE DIVISION Metrics, Analysis, and Data Calls - Code 1063

NSWC PCD Metrics, Analysis, and Data calls received a total of 155 data calls, of which 129 were answered and 26 required no response from NSWC PCD. In addition, 73 conference packages were prepared and submitted for review and approval for individuals at NSWC PCD who requested approval to attend technical conferences. Of these, 65 were approved by Navy conference approval authorizes and In many cases, individuals presented technical papers or presentations at the conferences.

Records Management, Forms, and Directives - Code 1064

Code 1064 provides a wide range of support for the Command to include the Records Management Program, Forms Management Program, Directives Management Program, and Support Agreements Program. Accomplishments in 2016 Records Management Program is responsible for administering Records Management aboard NSWC PCD. The goal of this program is to provide the basis for a robust Records Management Program at all levels, within this Command, following the guidance of Navy regulations and to provide appropriate levels of guidance to ensure an effective continuity of the Command’s Records Management Program. This program requires participation in the Warfare Center’s Community of Practice group for Records Management and is an assessable unit under the Managers’ Internal Control Program. • Created NSWC PCD INST 5210 Vital Records Program Plan; this directive, signed by the Commanding Officer on 9 Feb 16, provides guidance Command-wide for the Vital/Essential Records plan for records management.

2016 ANNUAL REPORT | NSWC PCD | • Created NSWC PCD INST 5210.1 Records Management Program; this directive, signed by the Commanding Officer on 13 Apr 16, provides guidance Commandwide for the program. • Completed over 64 visits to individual work areas to provide Staff Assistance Visits (SAV) to records custodians. These visits were designed to simulate an NAVSEA Inspector General’s inspection, while at the same time providing on-the-spot training for the records custodians along with file plan reviews. Summary Reports were generated and sent to Department Heads with an overall Finding and Risk rating. Once the SAV findings were corrected and reviewed by the RM staff, another report was generated closing out the SAV. • Attended bi-monthly Continuity of Operations (COOP) drum beat meetings with the CO, XO, and members of the COOP team. The role of the Command Records Manager is to provide input to the team concerning vital/essential records that might be needed in the event of a natural/manmade disaster. The team has made good progress to meeting the requirements of Federal Continuity guidance. • Per the XO’s request, created a NSWC PCD Vital Records Inventory List and worked with IT team to set up a COOP website as a repository for Vital/Essential Records that leadership can access, at any location, in the event of a COOP requirement. • Worked with NAVSEA’s Records Manager to gain roles/ permissions needed to access The National Achieves and Records Administration’s “Archives and Records Centers Information System” (ARCIS) so that our Command can complete records transfers via ARCIS to send permanent records to the Federal Records Center in Atlanta, GA. • Coordinated with Tyndall Air Force Base RM Manager to generate a formal agreement that will allow us to utilize their Records Management Staging Area. Received the signed Memorandum of Understanding (MoU) between NSWC PCD and Tyndall Air Force Base on 7 Sep 16 and routed to our CO for signature. With the MOU in place, we can take permanent records that require storage over to Tyndall to hold until the disposition date occurs that requires the records to be sent to the Federal Records Center in Atlanta. Forms Management Program ensures that forms provide needed information effectively, efficiently and economically across the Command. Information is vital to the success of any organization and provides the basis for management decisions. Specific types of data are needed to meet particular requirements and forms are a major means for providing a fast and easy method of collecting information. As information requirements change, effective forms management provides for improved forms and control of the proliferation of authorized forms. 1064 maintains the official records case file of all final signed forms, along with comments, resolutions, etc., relating to the form, along with a “live” forms library accessible to all employees via the Forms Webpage. • Currently managing 26 Forms in our official Command’s Forms Management Program. • Received seven requests from customers, across the Command, for new forms in 2016. Worked with Code 1032 to design the form per the end user’s requirements and in compliance with SECNAV M-5213.1 DoN Forms Management Manual. Upon approvals from necessary parties, completed form was loaded to the Forms Webpage and an announcement



sent out via email. • Received four requests from customers, across the Command for updates to current forms in 2016. Worked with Code 1032 to redesign the form per the end user’s requirements and in compliance with SECNAV M-5213.1 DoN Forms Management Manual. Upon approvals from necessary parties, completed form was loaded to the Forms Webpage and an announcement sent out via email. Directives Management Program responsible to ensure that directives are kept up to date by conducting an annual review. Review directives to verify conformance to OPNAV instructions and ensure document is in correct format. Maintain official records case file of all final signed directives along with comments, resolutions, etc., relating to the directives and maintain a live directives library accessible to all employees via the Directives Webpage. • Currently managing 134 Command Instructions and 12 Command Notices; eight of these are Command Vital/Essential records. • Received eight requests from customers, across the command, for assistance with new directives in 2016. • Received seven requests from customers, across the command, for assistance with updating their directives in 2016. • Received nine requests from customers, across the command, for assistance with canceling their directives in 2016. Command Support Agreements Program objectives are to oversee the documentation for Command Support Agreements that explains the levels of support needed and outlines reimbursement responsibilities of the receiving organization. Maintain official records case file of all final signed Command Support Agreements along with comments, resolutions, etc., relating to the Command Support Agreements. • Currently managing 137 Command Support Agreements of varying types. • Received 32 new Command Support Agreements for processing in 2016. • Set up a Command Agreements Program Spreadsheet to allow for closer tracking of agreements that our Command generates. • Generating PDFs for the Command Support Agreements official file; loading a copy to S: Drive until TRIM is available. S: Drive space for 1064 use was full so requested/purchased more space (per PRT process) from Code 104.







In FY16, NSWC PCD performed 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 $450M in sponsor funding in FY16, which is an 18% decrease from last year primarily as a result of the Littoral Combat Ship Mine Counter Measures Mission Package (LCS MCM MP) Initial Operational Test and Evaluation (IOT&E) pause. Of that amount, $321M was received as reimbursable funding and $129M was direct cite. Funding from NAVSEA increased from 62% to 64% of our total business base. The Marine Corp, still our largest non-Navy sponsor, maintained the FY15 level of 3% of business base. Operations and Maintenance became our primary appropriation in FY16 at $172M followed by RDT&E at $127M and Procurement at $112M.




Overhead Costs

Overhead costs for FY16 totaled $54.8M, which was $1.1M over target, but $200K below projection. This variance from target did not have an NOR impact since additional overhead was generated through our stabilized billing rates. $3.9M of overhead was allocated for the 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.


Service Cost Centers

A Service Cost Center (SCC) is defined 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 breakeven. In FY16, NSWC PCD had a total of ten SCCs and ended the year with a positive variance of $66K.


Carryover is defined as carry-in from the previous year plus new reimbursable orders minus revenue. The FY16 carryover target for NSWC PCD was $140M, which was $13M less than carryover from FY15. NSWC PCD ended FY16 with carryover of $138.5M or $1.5M less than target. Carryover is managed centrally in Comptroller. Departments are provided targets and phase expenses and new reimbursable orders to meet their targets. 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.


Revenue, which is stabilized labor and actual direct material costs billed against reimbursable orders, ended the year at $336M or $11M over projection. The primary reason for this variance is that reimbursable orders came in over plan. In addition, we experienced higher than planned non-labor revenue as a result of accruals and the receipt/acceptance of materials in the last two quarters of the fiscal year.



Direct Labor Hours

Direct Labor Hours for FY16 totaled 1,733K, which was a negative variance to phasing of 11K hours, and resulted primarily from the LCS IOT&E pause. As a result, $400K less overhead was generated than planned. Direct labor hours also included 6,054 hours worked by military personnel on direct and SCC projects. As a result of reduced testing, overtime direct hours decreased from 93.9K hours in FY15 to 79.7K hours in FY16. Overtime/compensatory time was 4.6% of all direct hours.


For FY16, NSWC PCD’s travel target was of 30% below FY10 costs or $7.7M. Actual travel costs totaled $8.6M or $900K more than target. Travel in support of direct customers and SCC’s constituted 85% of all travel in FY16.

Net Operating Results

NSWC PCD ended FY16 with an NOR of $7M, which was a positive variance of $300K and resulted from positive variances in labor pricing/rate mix and Service Cost Centers offset by a negative variance in workload (direct labor hours).

Travel 9,358 travel authorizations and vouchers were reviewed and processed in FY16.

Payroll Total payroll for civilian and military employees in FY16 was $138.1M.

Vendor Payments 2,581 vendor payments were processed in FY16, including purchase card invoices and employee reimbursements.

Community Impact In FY16, NSWC PCD’s total impact on the local community was $288.8M, including contract labor.

Employment Levels NSWC PCD ended FY16 with 1,418 civilian and 43 military personnel.


68 | State of the Division




By NSWC PCD Technical Director, Mr. Edwin A. Stewart (SES)

2016 ANNUAL REPORT | NSWC PCD | 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. I am proud to declare our Balanced Scorecard approach indicates that we are GREEN overall. Let’s spend a few minutes discussing each of the elements beginning with Warfighter Readiness, an area in which we are a solid GREEN.

Warfighter Readiness – GREEN

As you will hear in this year’s Annual Awards Ceremony, we’ve enjoyed several outstanding technical accomplishments that are having a positive effect on current and future readiness.


• Automatic Target Recognition was delivered to the MK 18 UUV program. This technology transition allows the detection of significantly more mines than those without ATR assistance. • We made significant progress in a number of ONR sponsored FNC initiatives; for example, single sortie detect to engage, and several concepts for advanced mining. • The Coalition Warfare Program (CWP), Allied Munitions Detection – Underwater Initiative executed a successful joint UUV survey in the Baltic Sea, demonstrating the capability to rapidly survey potential UxO sites.


• IOC was achieved for CSTRS, ALMDS and AMNS in 2016—the first wave of transitions that will ultimately get the mineman out of the mine field by conducting end to end MCM via unmanned systems deployed from LCS. • Panama City continued to provide stellar support of legacy MCM systems. For example, we established and stood up the depot-level effort to overhaul and recondition the AN/SLQ-48 Mine Neutralization System. In its first year, the Team conducted Overhaul and Reconditioning of 3 systems as Ready for Issue assets; all 3 were delivered to support Fleet operations. The Team also conducted 48 Conditional Assessment and Repair Evaluations on six systems. • We successfully completed Set-Based Design on the Smart Mine Initiative for DASN RDT&E; and we used internal NISE dollars to move the project forward in support of a demonstration in late 2017.


• We continued to make real progress readying the Division for the LCAC100 production line. The LCAC C4N Engineering and V & V team completed successful Environmental Qualification Testing, EMI Testing and Formal Qualification Testing of the next generation LCAC C4N System Baseline. The Baseline will provide the fleet with significant unit cost savings (50%) as well as size, weight and power reductions compared to the existing design.


• We completed four Regular Overhauls of Seal Delivery Vehicles converting two of the systems to incorporate deeper depth capability. • Looking forwarded to the next generation of submersibles, we successfully completed a SOCOM sponsored, 5 month Characterization Test (CT) of the S351 Technical Demonstrator, a prototype Dry Combat Submersible (DCS).


• Many said it could not be done, but with perseverance, cooperation and determination, we achieved accreditation of the Gas Analysis Facility. This accreditation authorizes NSWC PCD to conduct Deep Submergence System off-gassing and gas analysis for Fleet customers. • We modernized 29 MK 16 MOD 1 UBAs. • And the Diver Augmented Vision Display caught a lot of people’s attention in 2016. This project is what we can expect when PCD employees feel free to be innovative, listen and are responsive to customer needs, employ new, Additive Manufacturing concepts, and are committed to rapid prototyping. Look for great things to come from the DAVD project team in the upcoming years! • We also completed thousands of firefighting and damage control unit installations on over a hundred ships!

Our NISE and i-Cell projects, despite having to weather some unplanned, in-stride cuts, led to some significant advances, several of which were selected by DASN(RDT&E) to be showcased to Navy and DoD leadership at a Pentagon event. And believe it or not, these are a just sample of the many accomplishments the Captain and I were proud to oversee in 2016.

Customer – GREEN

In 2015, our Customer score was YELLOW. In less than 12 months, we fully rebounded—finishing #1 overall in the Warfare Center Customer Satisfaction Survey. This score was reinforced in the Big Rocks discussions I had with senior executives throughout the year who fed back to me how pleased they were with the great work you are doing; they also recognized how critical PCD is to the success of their programs. So I am declaring the CUSTOMER dimension to be GREEN. What I am most pleased with is that we are much more confident now in exercising our Technical Authority role. We have learned to balance the near-term need of customer satisfaction with the long-term responsibility of providing our customers with the frank, technical truth and facts. Speaking truth to power, especially when the message is unwelcomed and not what our customers want to hear, is our single most important role and responsibility—and in the end, our customers will appreciate us all the more because they will know they can come to Panama City for technical ground truth. Our improved customer survey results show that we get this, and the Captain and I are very proud of this area’s improvement. Congratulations to everyone on a job well done.



70 | State of the Division Now, we must continue to raise our voices and be heard as we head into a challenging year with LCAC 100, CUSV and Knifefish—programs that carry significant technical risk.

Financial – YELLOW / GREEN

First, don’t be alarmed. Last year, I reported this was a solid GREEN. This year, I’m reporting our financial status YELLOW/GREEN because of the overhead challenges we are facing in FY17. As some of you know, we had overhead challenges in FY16 as well that forced us to cut back in several areas. For example, we pushed the 2016 Director’s Cup competition into 2017, and we scaled back several of our NISE and Innovation Cell projects. But these cuts were primarily driven by external factors—we needed to make a little money to offset losses elsewhere in our Warfare Center family. This year’s challenges are more internally driven. Although we proudly opened the GAF Lab for business, the work has not yet shown up and the lab is expected to operate at a loss this year. The Aviation Unit will also operate at a loss this year—the result of taking AMNS and ALMDS to IOC. I believe it is no small coincidence that the first MCM MP systems to deploy on LCS are the Airborne MCM systems. There is a direct correlation to the success of these programs and having a dedicated Aviation Unit at PCD to support development and testing. Now that these systems have deployed, the AVUNIT will run a loss due to limited flight hours over the next several years. The Leadership Forum is working our way through these and other overhead challenges this year; but until we have a clear path forward that has the approval and support of HQ, we believe YELLOW/GREEN is the appropriate grade for the FINANCIAL element. Outside of our fence line, there are many financial uncertainties as the country prepares to inaugurate a new Commander-in-Chief. What gives me confidence that we will persevere through these uncertainties is knowing that our mission areas are critical and seeing that recognized by Navy leadership. We can see our product areas and product lines in the Chief of Naval Operation’s Sailing Plan and the Naval Sea Systems Command’s Strategic Business Plan. Opportunities abound for those who understand warfighting in the Littorals, and PCD is the leader in the Littorals.

People – GREEN

Several weeks ago I had the privilege of asking the CNO what are the critical factors that make the Naval Reactors program so successful. He answered that the most important element was having a government team that was deep in technical expertise—expertise that exceeded the capabilities of industry. The Captain and I believe the Panama City workforce also holds that distinction for our assigned mission areas. We have world-class scientists and engineers who understand the technical dimensions of problems that our warfighters are facing in the littorals; we have the capability to rapidly respond to those problems with solutions; and we can certify that safe and effective solutions have been delivered.

The entire Leadership Forum is committed to maintaining our world-class workforce, and in 2016 we took positive steps to that end: • We designated Lanshava Booker as our New Professional Advocate to help hundreds of recently hired scientists and engineers come up to speed more quickly. • In 2015, we had something like 4 external awards; but in 2016, NSWC PCD was the most improved Division by having our employees nominated for 25 external awards and winning 18. • We added approximately 20 new technical high grades, and created the first comprehensive succession plan for all high grade positions. • We announced Dr. Dan Sternlicht as our new Chief Scientist to oversee and ensure the continued relevance of current and future S&T efforts. • We added two new SSTM Executive positions: Dave Everhart as the Command’s CTO; and Steve Hunt as Littoral Warfare Rapid Prototyping Lead. • In the next few weeks, we will begin recruiting for a second SSTM technical Deputy TD, and I will announce the selection of a new Senior Leader in MIW Mission Engineering. This will bring the total number of Senior Executive positions across the Command to 10—four years ago PCD only had one SES position. Looking forward, I am hopeful that we will be able to get 1 to 3 more SSTM positions added, and we have been approved to increase our NISE budget from 1% to 1.75% of reimbursable dollars, adding $3M to our already $4M NISE program. This enables more money for hands-on engineering for rapid prototyping, allowing our best and brightest to work real solutions to real warfighting problems. I also want to thank those who work so diligently on the business side of the house—the hard working folks in finance, contracts, IT, security, facilities, HR, corporate communications and other areas that keep this Command running efficiently. Your jobs often go unheralded, but your work is critical to executing this Command’s mission. The Captain and I are proud of your commitment and for what you do on behalf of our sailors and marines every day. I could go on and on, but to summarize, as you have probably already concluded, the Captain and I proudly declare the PEOPLE dimension to be a solid GREEN.

Processes – YELLOW / GREEN

We just completed year four of a five year Pursuit of Technical Excellence. Over the last few years we have strengthened our Competency construct, institutionalized technical and business processes, and added corporate tools across all our Competency domains. Here are a few examples of what we did in 2016: • We institutionalized standardized Value Management reporting for all direct projects, consistently producing monthly internal reports and meeting all external requirements. • We finalized implementation of a standardized corporate risk management solution command wide. • We developed a Technical Career Planning Guide that provides career paths, position profiles, and qualification standards for all technical competencies.

2016 ANNUAL REPORT | NSWC PCD | We are in a hard core push in 2017 to move the ball well down the field toward institutionalizing technical rigor through disciplined process execution. That does not mean we will be done at the end of 2017—improvement is continuous and achieving technical excellence is a journey and not just a destination. However, we should be far enough along in each of our Competencies that our efforts should be institutionalized and the culture changed to accept that this is way we do business at PCD. Until then, I am reporting that our PROCESS dimension remains YELLOW, trending GREEN.

State of the Division

In summary, I proudly report our Division continues to remain GREEN overall, knowing that we have challenges ahead but that we will remain committed to process improvement, fiscal accountability, taking care of our people and, most importantly, our sailors and marines. The technical and business health of the Panama City Division is strong! Our work remains relevant to the Department of the Navy, our people continue to excel and deliver innovative, cost effective solutions. It’s good to be at the Panama City Division.

In 2017, we will continue to focus on leading the deployment and transition of Mine Countermeasures Mission Package systems, transforming the U.S. Navy’s mining capabilities, advancing the next generation Air Cushion Vehicle, improving capabilities in diving, life support, and Naval Special Warfare mission areas, and pushing the technical envelope in unmanned systems, autonomy, signal processing and advanced sensors. The CNO has challenged us to become a High Velocity Learning organization that can deliver capability faster than ever before in order to stay well ahead of our adversaries. We will embrace this challenge and work to become more entrepreneurial and more innovative in the coming months and years ahead, working with our Naval Research and Development Establishment, industry and academia partners to get enhanced capability in the hands of our warfighters more quickly. Thank you all for what you do here at PCD, and congratulations once again to today’s award winners. Thank you very much.

We will embrace this challenge and work to become more entrepreneurial and more innovative in the coming months and years ahead, working with our Naval Research and Development Establishment, industry and academia partners to get enhanced capability in the hands of our warfighters more quickly.