US DoD Feeds

Contracts For July 28, 2016

DoD Contract Announcements - Thu, 07/28/2016 - 16:00
CONTRACTS NAVY Tetra Tech Inc., Norfolk, Virginia, is being awarded a maximum amount $200,000,000 cost-plus-award-fee, indefinite-delivery/indefinite-quantity, architect-engineering contract for comprehensive long-term environmental action services on Navy and Marine Corps installations at various Department of Defense sites in the Naval Facilities
Categories: US DoD Feeds

General Officer Assignments

DoD News Releases - Thu, 07/28/2016 - 14:03
The chief of staff, Army announces the following assignments:Brig. Gen. (Promotable) Terrence J. McKenrick, commanding general, Brigade Modernization Command, Army Capabilities Integration Center, U.S. Army Training and Doctrine Command, Fort Bliss, Texas, to deputy commanding general, U.S. Army Central/Third U.S. Army, Kuwait. Brig. Gen. Timothy
Categories: US DoD Feeds

Secretary Mabus Names Destroyer for Medal of Honor Recipient

DoD News Releases - Thu, 07/28/2016 - 09:00
Today, in a ceremony at Marine Barracks in Washington, D.C, Secretary of the Navy Ray Mabus announced that Arleigh-Burke class destroyer, DDG 124, will be named Harvey C. Barnum Jr. in honor of the retired U.S. Marine Corps Colonel who received the Medal of Honor for valor during the Vietnam War. Colonel Barnum also served as Deputy Assistant
Categories: US DoD Feeds

Contracts For July 27, 2016

DoD Contract Announcements - Wed, 07/27/2016 - 16:00
CONTRACTS AIR FORCE United Technologies Corp., Oklahoma City, Oklahoma, has been awarded a $41,452,945 requirements indefinite-delivery contract for F-100 engine work.  Contractor will provide remanufacture of F-100-PW-220/229 rear compressor stators and F100-PW-229 compressor stators, duct segments and variable vanes.  Work will be performed at
Categories: US DoD Feeds

Readout of Deputy Secretary Bob Work's meeting with Republic of Korea Vice Minister of National Defense Hwang In-Moo

DoD News Releases - Wed, 07/27/2016 - 12:34
Pentagon Deputy Press Secretary Gordon Trowbridge provided the following readout: Deputy Defense Secretary Bob Work met with Republic of Korea Vice Minister of National Defense Hwang In-Moo on July 26 at the Pentagon. The two discussed the continuing cooperation between the United States and the ROK to address North Korea's nuclear weapon and
Categories: US DoD Feeds

Remarks to the XVIII Airborne Corps On the Counter-ISIL Campaign

DoD Speeches - Wed, 07/27/2016 - 10:00
Remarks to the XVIII Airborne Corps On the Counter-ISIL Campaign As Delivered by Secretary of Defense Ash Carter, Fort Bragg, North Carolina, July 27, 2016

Good morning, everybody. And Steve, thanks. Thanks for that introduction, for your leadership here of the storied 18th Airborne Corps. And thanks to all of you sitting here, for everything you do, every day for us.

I know that for more than year now, as Steve mentioned, you've been training hard to provide us with a global response force. I don't take that for granted, every single day. And your recent air drop in Poland shows how you can accomplish that mission. So, I just want you to know I'm very proud of you for that, what you have been doing.

But most of you will deploy soon, and not for the first time. So, you're going a long way from home, long way from Bragg, to confront a dangerous adversary. And as you do, I will do everything I can to support you in that fight, and support your families back here at home. I know they serve, too, and please thank them on my behalf, supporting you as you keep the country safe.

You're joining a historic mission, because never before in modern history have so many nations come together to confront an enemy like ISIL. And we're fighting together in different ways, across all domains, to destroy ISIL, not only in its parent tumor in Iraq and Syria, but everywhere it has spread around the world.

Today – thanks to a clear and deliberate military campaign plan, the global coalition we've built, strengthening local forces, and above all, the awesome competence and sacrifices of American soldiers, sailors, airmen and Marines – we now have momentum in this fight and clear results on the ground. And now, just as this corps deployed almost a decade ago to answer the country's call, I'm calling on you, and the president, and the country and the world are counting on you to take the next steps, execute our next plays, so that we can help our partners collapse ISIL's control over Raqqa and Mosul.

Last week in Washington, I convened the leaders of our coalition, defense ministers from over two dozen countries to continue our efforts to rigorously evaluate and accelerate our campaign against ISIL. And together, we made the further plans and the further commitments – plans and commitments that you'll work with our partners to carry out with the awesome competence we expect of America's Contingency Corps. It will help ensure we deliver ISIL the lasting defeat it deserves.

So, today, as you prepare to depart, I want to talk to you a bit about the overall campaign plan itself, and how you'll be contributing to it.

Our coalition's military campaign plan has three objectives.

The first objective is to destroy ISIL's parent tumor in Iraq and Syria. As recent attacks remind us – and we've seen some just in the last 48 hours – ISIL's safe havens in those countries threaten not only the lives of the Iraqi and Syrian people, but also the security of our own citizens and those of our friends and allies. That's why the sooner we defeat ISIL in Iraq and Syria – the sooner we destroy both the fact and the idea of an Islamic State based on ISIL's barbaric ideology – the safer America will be.

But while defeating ISIL in Iraq and Syria is necessary, it's also important to remember that's not sufficient.

We know this cancer can metastasize, and in some cases it already has. We see that in multiple countries, like Afghanistan and Libya where we continue to do what we can to support our partners as they take on the ISIL threat in their countries and do our part to take on ISIL wherever it might exist. And we also see it in the intangible geography and terrain of the internet.

That's why our second objective is to combat ISIL's metastases everywhere they emerge around the world. And our third objective, a very important one, is to support our law enforcement partners, our intelligence partners, our Homeland Security partners in protecting our people here at home in our homeland.

This part January, I visited with your fellow troopers of the 101st Airborne Division at Fort Campbell. Like you, they were getting ready to deploy and like you, they weren't the first or the only ones in this fight. And so I briefed them then on our comprehensive Coalition Military Campaign Plan recently updated then to meet those three objectives.

I was clear with them then about our campaign's strategic approach and I want to reiterate all that for you as well. Our approach is to identify and enable capable, motivated local forces who, with our strong, our mighty support, can deliver ISIL a lasting defeat. And that's because only local forces can ensure the defeat sticks. U.S. and coalition forces can enable them with our vast military power – and that's where you come in – but it's local forces who in the end must seize and hold territory. The Iraqis and Syrians must govern the territory after it's been retaken from ISIL and restore a decent life to the people who live there.

So over the last year, we've pursued a number of deliberate decisions and actions to accelerate this military campaign plan, this strategic approach to hasten ISIL's lasting defeat.

A year ago, we put our operations in Iraq and Syria under one single command, charging Lieutenant General Sean MacFarland as the overall commander and he's done an exceptional job. Now, Steve Townsend takes over. I want you to know I've known Steve for years. I admire his exceptional talent and I have total confidence in him to lead you.

Subsequent to creating the command structure under General MacFarland, last fall, we introduced an initial series of accelerants to help us gather momentum. For example, we deployed additional strike aircraft, supporting an expanded air campaign against new categories of targets, new types of targets illuminated by refined intelligence. We deployed an initial contingent of special operations forces to Syria and expanded equipping of Syrian Arab forces engaged in the fight against ISIL. As well as the training and equipping of the Iraqi security forces and the Kurdish Peshmerga. And we introduced an expeditionary targeting force and we started to expand our military campaign to every domain, including cyber and space.

While the United States has led the way with these accelerants, we also asked our coalition countries to make additional contributions to the campaign, which they did – contributing strike aircraft, special operations forces, trainers, engineers, logisticians, lift and other critical enablers.

Meanwhile, we also set in motion a series of specific and deliberate steps through the winter, the spring and now the summer – the first plays in the game – as President Obama called it.

Since then, local forces, our coalition partners, and American servicemembers have executed those plays – and more, actually – with excellence. And as a result, play by play, town after town, from every direction and in every domain, our campaign has accelerated further …squeezing ISIL and rolling it back towards Raqqa and Mosul. By isolating those two cities, we're effectively setting the stage to collapse ISIL's control over them.

You can see this in Iraq, as I saw during my visit there just a couple of weeks ago. After clearing Ramadi and establishing a staging base at Makhmur, Iraq Security Forces moved on to liberate Hit, and Rutbah and Fallujah. Then, two weeks ago, they seized the strategically important airfield in Qayyarah West, which is a critical logistical springboard for the effort to collapse ISIL's control over Mosul.

And we're also seeing results in Syria. After seizing Shaddadi – the crucial junction on the road between Mosul and Raqqa – our partners on the ground have now surrounded Manbij City, one of the last junctions connecting Raqqa to the outside world, and a key transit point for external plotters threatening our homelands. And there, we're already beginning to gain and exploit intelligence at helping us map their network of foreign fighters.

We've also been pressuring ISIL by systematically eliminating their key leaders and their financial base. In addition to taking out some of ISIL's key ministers and capturing one of the principles of ISIL's chemical warfare enterprise, we've killed over 20 of ISIL's external operators, who were plotting or seeking to inspire attacks outside of Iraq and Syria.

Wherever our local partners have moved – whether in Anbar, Nineveh or Manbij – we've taken out ISIL's field commanders. Meanwhile, we're continuing attacks on ISIL's economic infrastructure, including oil wells, trucks and cash storage sites. And we're taking the fight to ISIL in every domain, as I said, including cyberspace.

Those are real results. Thanks to the hard work and sacrifice of our local partners and our service members, and additional coalition contributions, we've seized opportunities, reinforced success and taken the fight to the enemy. But we're not going to rest – and that's why you're going to build on those results. Continue to take the fight to the enemy, gather more momentum and help deliver ISIL the lasting defeat it deserves – and I have every confidence you will.

Last week, with our coalition partners, we developed and agreed on our next set of plays. And while I can't release the details in public yet – you all know them. As you can imagine, we don't want the enemy to know too much about what we're doing, and what we're thinking, and where we're going and when – I want to broadly describe the basic elements to you today, since you'll be helping lead the execution of these plays.

In Syria, our actions will focus on shutting down the last remaining paths for ISIL fighters to move into and out of that country, particularly when it comes to their external operators. So, we'll seek to expand on our recent gains of our local, capable partners in Manbij City and along the Mar’a Line to help them broaden their control over that key terrain. And in addition, we will aggressively pursue opportunities to build pressure on ISIL in Syria from the south, complementing our existing robust efforts from northeastern Syria. This, of course, will have the added benefits of helping the security of our Jordanian partners, and further splitting the Syria Theater of operations from the Iraqi theater of operations.

In Iraq, we will continue enabling the dedicated Iraqi Security Forces and Peshmerga, led by Prime Minister Abadi and supported by Kurdish Regional President Barzani, working by, with and through the Iraqi government, as we always have. 

Our actions in western Iraq will focus on enabling the Iraqi security forces under the direction of Prime Minister Abadi to pursue mopping up operations along the Euphrates River Valley – in order to clear the remaining pockets of ISIL presence, push the ISIL threat further away from Baghdad and help the government of Iraq reassert not only full sovereignty over its borders, but also control over some of its main lines of communications. In the north, we will continue to help the Iraqi Security Forces clear the remaining pockets of ISIL control along the Tigris River Valley. Simultaneously, we'll help the Iraqi Security Forces, including the Kurdish Peshmerga – to refit and generate the forces and logistical footprint necessary to isolate and pressure Mosul. 

Meanwhile, as this isolation and pressure on Raqqah and Mosul builds from the outside in, our partners will continue to reach deep inside those cities to enable pressure on ISIL from the inside out. All these plays, once executed, will culminate in the collapse of ISIL's control over the cities of Mosul and Raqqah.

The United States in the 18th Airborne Corps will be critical to all of this, essential to all of this. As Lieutenant General Townsend and all of you take the handoff from Lieutenant General McFarland and his headquarters elements from III Corps, we'll expect from you all the same high degree of initiative and creativity that Sean and his team have shown. But – and I say this once again, having known and admired Steve for many years now – he's more than up to this task. And I know that Command Sergeant Major Jones and all of you are, too.

Of course, while we lead a global coalition, your role in the strategy is to enable but not to substitute for local forces in Iraq and Syria. And the good news is they've been doing well, building momentum. So you're going to help them do even better by leveraging all of our awesome capabilities – airstrikes, special forces, intelligence equipment, mobility, logistics, training, advice, assistance from those on the ground – including you, which is our most important asset, you because you'll help make sure that when things don't go to plan that we rapidly adapt, we innovate, we overcome.

You'll also be working with a global coalition that's contributing more and more to the fight. Since February, coalition nations – including the United States of course, thanks to President Obama's consistent and timely support – have provided even more support to accelerate the campaign as our local partners have made advances. In fact, two-thirds of coalition members have pledged or already made additional military contributions since then, while many others have contributed vital economic, political and humanitarian support.

And we're all going to be doing even more. For the United States part, President Obama decided to deploy an additional 560 troops just a couple weeks ago to support the ISF in their offensive to retake Mosul. And when I was in Iraq earlier this month, I offered to Prime Minister Abadi to share some of our hard-earned expertise in countering improvised explosive devices with the Iraqi Security Forces. These are just some examples.

And other nations are following our lead in making additional commitments as well. France is sending back the aircraft carrier Charles de Gaulle to carry out airstrikes against ISIL. Australia will be expanding their training of Iraqi police and border guards, which are going to be vital to security in Iraq after ISIL's defeat. And the United Kingdom recently announced it would deploy more trainers and engineers to Iraq as well.

And now, of course, even when we win this fight – and let there be no doubt, we will – there will still be much more to be done. There will be towns to rebuild, services to reestablish and communities to restore. Such progress is critical to ensuring that ISIL, once defeated, stays defeated, so that our partners' gains are made irreversible. And so, it's vitally important that when that time comes, just as our partners must make the political and economic changes necessary to ensure ISIL's lasting defeat, the international community must ensure that the Iraq and Syrian people have what they need to hold, stabilize and govern their own territory.

For that reason, the international coalition stabilization and governance efforts cannot be allowed to lag behind our military progress behind your progress. And I want you to know that Secretary Kerry and I made that point clear to all of our counterparts when we met with them last week. And it's the State Department, USAID and their coalition counterparts that will be working with Iraqis and the Syrians to provide the humanitarian aid, support immediate stabilization and promote longer- term recovery. And – not unlike how our military campaign has relied on contributions from across our coalition – this, too, must continue to be an international effort. Every member of the global coalition to defeat ISIL should be contributing to help the Iraqi and Syrian people stabilize, rebuild and recover from the scourge and the brutalization that is ISIL.

Now, as I said earlier, destroying ISIL's parent tumor in Iraq and Syria is necessary, and will be done. But it's not sufficient. That's why, as you enable our partners to expel ISIL from more and more territory in those countries, we're going to continue working more and more with our coalition partners to both combat ISIL wherever else it might attempt to terrorize or take hold in the world, and to ensure that our military campaign does everything possible to best support our national governments' efforts to protect our homelands and our people.

Destroying the fact and the idea of an Islamic State based on ISIL's barbaric ideology will not be easy. The more ground ISIL loses in Iraq and Syria, the more they'll do whatever it takes to cling to their perverse veil of legitimacy and power. We and our partners cannot and will not let them. We must deny them the satisfaction of being able to advance their twisted goals. We must keep systematically eliminating every key leader we find, and we must deny them safe haven wherever they may seek it – from physical terrain to cyber space, because that's what's necessary to keep our country safe.

And as you, our servicemembers, and our coalition and local partners pursue our next plays, your commanders and I will continue to look at what more we can do in every domain – from every direction, day in and day out – to create and seize opportunities to further accelerate our campaign and to hasten the lasting defeat that ISIL deserves. As President Obama said, “We constantly examine our strategy to determine when additional steps are needed to get the job done.” And I want to assure you that you will get what you need to succeed.

To be sure, there will be tough work and difficult days ahead, but we have the right campaign plan, the most capable commanders, motivated partners who are growing in strength, and –most importantly – we have you.

As part of the finest force the world has ever known, you are fighting a truly barbaric enemy in a stark campaign. Generation after generation, the American military an indeed the XVIII Airborne Corps, has met the challenges asked of them. All of you are doing the same. This is a fight that must be won, can be won, and will be won thanks to you and the many American service members like you.

So thank you again for what you do. And just as importantly, for how you do it and what you stand for. You're incredibly competent of course, but you also conduct yourselves in a way that makes us proud. You don't intimidate, you don't coerce, you don't exclude, you work with allies and partners to ensure a better world for our children. That's one more reason why we're going win. That's why ISIL and it's barbaric ideology are going to lose.

You're example, your service, and your daily sacrifices and those of your families are never lost on me. You will forever have my and our nation's profound gratitude.

Good luck to all of you. I will see you over there. 

Categories: US DoD Feeds

Contracts For July 26, 2016

DoD Contract Announcements - Tue, 07/26/2016 - 16:00
CONTRACTS MISSILE DEFENSE AGENCY Raytheon Co., Integrated Defense Systems, Woburn, Massachusetts, is being awarded a sole-source modification 30 under indefinite-delivery/indefinite-quantity contract (HQ0147-12-D-0005).  The value of this contract modification is $132,455,000, which increases the total ceiling value from $910,460,000 to
Categories: US DoD Feeds

Statement by Pentagon Press Secretary Peter Cook on U.S.-Russia Video Conference

DoD News Releases - Tue, 07/26/2016 - 15:06
 The Department of Defense today held a video conference co-chaired by Acting Assistant Secretary for International Security Affairs Elissa Slotkin and Rear Adm. Michael J. Dumont, deputy director, J-5, Strategic Plans and Policy on the Joint Staff, with Russian Ministry of Defense counterparts. This was a regular session of our dialogue with the
Categories: US DoD Feeds

Remarks On Opening DIUx East and Announcing the Defense Innovation Board

DoD Speeches - Tue, 07/26/2016 - 12:15
Remarks On Opening DIUx East and Announcing the Defense Innovation Board As Delivered by Secretary of Defense Ash Carter, Cambridge, Massachusetts, July 26, 2016

Thanks, Raj. Thanks very much for that introduction.

Secretary Ash here from the state of Massachusetts, I like you already, Secretary Ash.

OK. Good afternoon, everyone. Thanks very much for joining us. It's great to be back in Cambridge today to open up the east coast node of the Defense Department's technology startup, the Defense Innovation Unit Experimental, DIUx. And with the Boston area's rich legacy of public service, not to mention its status today as a landmark hub of innovative thinking and innovative technology, we couldn't have picked a better place for our startup.

I created DIUx last year because one of my core goals as Secretary of Defense has been to build and in some cases rebuild the bridges between our national security endeavor at the Pentagon and America's wonderfully innovative and open technology community. That's important because we've had a long history of partnership, working together to develop and advance technologies like the internet, GPS, and before that satellite communication and the jet engine. Not only benefiting both our security and our society, but truthfully changing our entire world. And that cooperation among industry, the academy and government helped make our military what it is today, the finest fighting force the world has ever known. There's no one stronger and there's no one more capable, and that's a fact that every American ought to be proud of, and I certainly am.

But it's also a fact that our military's excellence isn't a birthright. It's not a guarantee. We can't take it for granted in the 21st century. We have to earn it again and again. And today, it's imperative we do so because we live in a changing and competitive world.

Technology itself is an example of that change. When I began my career in physics years ago, most technology of consequence originated in America. And much of that was sponsored by the government, particularly the Department of Defense. And today, we're still major sponsors, but much more technology is commercial. The technology base is global, as Raj has noted, and other countries have been trying to catch up to the breakthroughs that for the last several decades made our military more advanced than any other.

Nations like Russia and China are modernizing their militaries to try to close the technology gap. And moreover, technologies once possessed by only the most formidable militaries have now gotten into the hands of previously less capable forces and even non-state actors. And at the same time, our reliance on things like satellites and the internet can lead to vulnerabilities that our adversaries are eager to exploit.

So, to stay ahead of all these challenges, to stay the best, I've been pushing the Pentagon to think outside our five-sided box and invest aggressively in innovation of all kinds, technological, organizational, operational, and in the talent management of our all- volunteer force.

One way we're doing that is by pushing the envelope with R&D and new technologies. Like data science, biotech, cyber defense, electronic warfare, undersea drones and many, many, many others. And we're making some serious investments here. The latest budget I've proposed will invest $72 billion in research and development next year alone. And for context, that's more than double what Intel, Apple and Google spent on R&D last year combined.

Another way we're investing in innovation is through people. We're building what I call on-ramps and off-ramps for technical talent to flow in both directions. So more of America's brightest minds can contribute to our mission of national defense, even if only for a time, or for a project. And so our military and civilian technologists for their part in the innovative defense industry that supports us already can interact in new ways with the entire innovative ecosystem.

Innovative technologies and people are necessary but not sufficient which is why we're also investing in innovative practices and organizational structures. The world we live in demands it. While the Cold War arms race was characterized by strength with the leader simply having more, bigger and better weapons; into today's era of technological competition is characterized by the additional variables of speed and agility. Leading the race now depends on who can out innovate faster than anyone else. It's no longer just a matter of what we buy, now more than ever it also matters how we buy things. How quickly we buy them, whom we buy them from. And how quickly and creatively we can adapt and use them in different and innovative ways. All this to stay ahead of future threats and future enemies. And to ensure we keep adopting more innovative practices in the future, I recently created the New Defense Innovation Board chaired by Google Alphabet's Eric Schmidt to advise me and future Defense Secretaries on how to continue building bridges to the technology community and how we continue to change to be more competitive. More on that in a few minutes.

Finally, one more way we're investing in innovation is by developing new partnerships with the private sector across America's many great hubs of unrivaled innovation. Places like Austin, Seattle, Silicon Valley and of course right here in Boston.

And that's where DIUx comes in. And that's why I'm here.

Over the last 11 months – since we first opened the doors of the West Coast office in Silicon Valley – DIUx has been a signature part of our outreach to the tech community. It's helped us connect with hundreds of entrepreneurs and firms – making great progress in putting commercially-based innovation into the hands of America's soldiers, sailors, airmen and Marines. And it's helped us learn a lot too – identifying not only our successes but also our shortcomings. Both in how we engage with tech companies and in the tools we use to accelerate the uptake of technology in the Department of Defense.

So two-and-a-half months ago we put that knowledge into practice. We took a page straight out of the startup play book by iterating rapidly and then launching DIUx 2.0 with several new features. It now reports directly to my office. It has its own contracting capability and budget resources. It has a new flatter partnership-style leadership structure led by managing partner Raj Shah – F-16 pilot and co-founder of successful technology startup. And with the opening of this office here in Boston, we've made in the DIUx 2.0 a nationwide release.

Now, over the last 10 weeks, Raj and his team have been very busy. First of all, they've reorganized DIUx into three teams.

They have an Engagement team which not only introduces the military to entrepreneurs but also – and more importantly – introduces entrepreneurs to military problems. We have some of the most exciting and consequential problems you get can in technology in our department and in our mission. Combined with our mission of defending this country, that's one of the strongest attractors for innovators and technologists who want to make a difference in the world. So the Engagement team is critical.

DIUx also has a Foundry team, which works with technology that's either still maturing or that might need to be significantly adapted before we can use it. To do this effectively, they've launched a Warfighter-in-Residence program and an Entrepreneur-in-Residence program which bring together servicemen and women detailed from across the military with top engineers contracted from outside the military for focused design sprints, rapid prototyping and field trials. One of the first things they're doing is exploring the potential military applications of virtual and augmented reality technologies, which will continue to mature as tech companies’ major investments in these areas come to fruition. They'll also work on new applications for commercial space technologies, advanced aerial robotics and autonomous vehicles.

The third and largest team is the Venture team, which is tasked with identifying emerging commercial technologies and exploring their applicability to potential military and civilian customers across the department.

Now, while they might sound familiar, I have to emphasize that there's a critical difference between what DIUx's Venture team does and what a venture capital firm does.: instead of making equity investments, the venture team makes R&D awards. But they're able to work with anyone, from two people in a garage or a dorm room all the way up to mature tech companies. They operate on a co-investment model – On any project that DIUx moves forward with, they aim to match funding and staffing resources with a customer organization within DOD. That way, they can ensure not only that the product meets the customer's needs, but also that they have a partner to drive post-prototype transition.

With these three teams – Engagement, Foundry and Venture -- it's important to note the value that DIUx 2.0 has to offer our department. Because of its tech scouting prowess and deep network with the technology and venture capital community, DIUx has a unique ability to identify and do business with companies outside our traditional defense orbit, including many so-called stealth startups that aren't even officially opened for business yet. This significantly enlarges our defense industrial base and helps existing DOD components who partner with DIUx to locate cutting-edge and best-in-breed technology, whether in a garage in Silicon Valley, a lab in Boston or a successful firm that's never worked with us before. And by rapidly capitalizing on that, DIUx can help the rest of DOD move much faster, delivering the fruits of America's unparalleled technology economy to the warfighter in weeks and months rather than years.

That ability – to move at the speed of business is possible because the DIUx 2.0 team pioneered a new and an innovative method for defense acquisition. They did this working with experts from the Army Contracting Command New Jersey at Picatinny Arsenal – especially one of Picatinny's key leaders, Paul Milenkowic, who's here today – where is Paul? Where did you go, Paul?

Raise your hand, Paul. You're supposed to be up here.

Paul, well done.

They developed what they call a commercial solutions opening, which leverages expanded acquisition authorities for prototyping that Congress could fund last fall.

Here's how it works: To start, DIUx posts on their website a particular problem we need to solve that we think might have a commercially based solution – maybe we want to find a way to patch unknown cyber vulnerabilities in our networks, maybe we're looking for a way to quickly scale up production of the 3D printed micro drones that we're developing.

Next, any interested company can share information on their technologies and how they propose to solve the problem. And if they're invited to, they then pitch their solutions to the DIUx partners, using the same pitch deck and short concept papers they use to pitch their venture capital firms or their private sector customers. It's a merit-based competition that's truly accessible. Any startup or commercial firm could submit a proposal.

From there, things can move very, very quickly. Once the most promising solution is identified, DIUx can then negotiate and execute fast, flexible, and collaborative awards with the goal to issue funding within 60 days of a first meeting with the company. And later, if the military customer is satisfied and wants to move to follow-on production, they can do so much more swiftly as well.

This new approach is already generating lots of enthusiasm. Our military services, combatant commands and defense agencies like the speed and the agility it affords. Tech companies like that they can work with DIUx to design projects jointly, negotiate appropriate agreement clauses – including those concerning intellectual property rights – and move rapidly to make adjustments as needed. And there's value for everyone in being able to start with a problem set and a few perimeters, rather than having to meet a specific laundry list of predetermined and sometimes rigid capability requirements, which is how it usually works in defense acquisition. At DIUx, companies get the freedom to engage in the discovery process, which is often the most interesting part, and customers get more innovative solutions.

And more important than enthusiasm, this is generating results. Within five weeks on the job, Raj and his team developed and launched the Commercial Solutions Opening to begin work on 15 separate prototyping projects. And the first agreement was signed in only 31 days with a company named Halo Neuroscience. They've invented a wearable device that looks like a pair of headphones and uses non-invasive electrical stimulation to increase the brain's natural ability to adapt to training. These headsets will be used by teams from our special operations forces who will work with Halo to gauge how effective their device might be to improving marksmanship, close-quarters combat skills and overall strength training.

And that's just the first project on the books – many more projects are expected to be finalized in the next few weeks, covering diverse technology areas ranging from secure network mapping to autonomous seafaring drones. And seven of their newest problem sets were posted in the last two weeks to develop projects for network end point inspection, high speed drone and multi-factor authentication, among others.

So, the DIUx pipeline is brimming with possibility. And I expect this portfolio will continue to grow – and even more so because of our new presence here in Boston and the new people we recruited to lead it.

First is Bernadette Johnson, who many of you know from her years as Chief Technology Officer at MIT's Lincoln Lab. She'll be DIUx's Chief Science Officer, ensuring the technical integrity of its projects and serving as chief liaison to our dozens of DOD and industry labs and other R&D organizations across the department.

She'll be joined here by Air Force Reserve Colonel Mike McGinley. In civilian life, Mike is a lawyer specializing in cybersecurity. In uniform, he's been our leader of our Cyber Command's private sector partnership team – until now, that is, because Mike will be going on active duty and serving as military lead for the Boston office. And along with another senior partner to be named later this year, Bernadette and Mike will join Raj and the partners based out west to manage DIUx's efforts across the country.

That last part is important. DIUx has to be engaged nationwide because no two innovation ecosystems are alike. Each has its own unique value and expertise. And wherever innovation is happening, we need to be able to tap into it, and Boston is a perfect example of that.

In addition to being a hub of east coast economic growth, Boston is a beehive of activity for biotechnology and the biosciences. I think in decades to come, we'll look back and view the I.T. revolution as having been the recent past. The present and the future being also a revolution in the biosciences. We in DOD want to be part of that as well, because even though we don't have quite as much of a legacy here as we do in I.T. and aerospace, we know it can have a tremendous impact on the health and welfare and effectiveness of our troops. So that's part of the future we have to help build – together with our partners in industry and academia, as we always have.

And that's why I'm also announcing that DIUx is exploring ways to bring leading minds in the military and DOD to work on bio-defense and biological technology, together with world-class academic researchers, biotech companies and entrepreneurs, including those right here in Boston, like Eric Lander and the Broad Institute and others. And I look forward to their findings, so we can ensure that DOD is fully aware of the biosciences revolution that we're just beginning to live through.

Like San Francisco, Austin, Seattle, and so many other places, Boston is a technology hub of great importance – an ecosystem of companies, university and research institutions that exemplifies America's unrivaled innovative culture. And it's especially prominent in the union of biosciences, engineering and data, areas that together could yield new ways to fight infectious diseases, for example, or help develop new materials capable of regenerating, responding to their environment, or learning, evolving – all properties never seen before in human-made substances.

Of course, the outcome of this will be just one of many ways we'll measure the success of DIUx.

The most important metric will be how much new technology is delivered to the hands of our troops. A high return on investment will mean improved warfighter capability, with innovative technologies being not only demonstrated, but incorporated into regular defense acquisition programs of record. That will require more companies that might not look for defense business getting into our game and also established defense companies having more access to talent.

We'll also gauge success in terms of access to technology leaders, the strength of relationships over time, and the ability to use these relationships to advance DOD missions – including the extent to which they take advantage of our on-ramps and off-ramps for technology talent, or perhaps create new ones. And in the long run, we'll look at how many DOD components adopt DIUx practices…particularly nontraditional acquisition mechanisms like the Commercial Solutions Opening. If DIUx is truly successful in catalyzing broader interaction between DOD and non-traditional technology firms as I'm confident it will be, then it will eventually put itself out of business since the department as a whole will be doing what DIUx is doing today.

In fact we'd welcome that outcome because DIUx is, after all, an experiment as well as a path finder. We created it so we could try new approaches; learn what works and what doesn't. And iterate until we get it right. And we'll keep iterating together and learning from each other as we go forward.

That brings me back to the Defense Innovation Board which I've charged with keeping DOD imbued with a culture of innovation in people, organizations, operations and technology…to support people who innovate, those creative figures in our department who are willing to try new things, fail fast, and iterate. And also to ensure that we're always doing everything we can to stay ahead of potential adversaries.

And I have to say that Eric Schmidt has done a great job helping put together the rest of the board. In recent weeks I've announced some of the other members – including Reid Hoffman, the head of LinkedIn; University of Texas Chancellor and former commander of our Special Operations Command, Admiral Bill McRaven; and the noted historian of innovation Walter Isaacson. And today I'm announcing other amazing innovators who will join them. Leaders and thinkers who represent a cross-section of America's most innovative industries and organizations.

From the private sector we have Amazon founder and CEO Jeff Bezos; Code for America's founder and Executive Director Jennifer Pahlka: Google's Vice President for Access Services, Broadband and Fiber Network, pioneer Milo Medin; Instagram CEO Marty Levine and United Technologies Senior Vice President for Science and Technology Mike McQuade. And they'll also be joined by several distinguished thinkers about innovation and technology including the Wharton School's Organizational Psychology Professor Adam Grant; Caltech Dynamical Systems and Bioengineer Professor Richard Murray; Astrophysicist Neil deGrasse Tyson; and three landmark innovators from right here in Cambridge: Harvard Legal Scholar Cass Sunstein; Computer Theorist, MIT Professor and co-founder of Applied Innovation Danny Hillis, and the President and Founding Director of the Broad Institute, Eric Lander.

Some of the board members have already begun their preliminary work. Earlier this month they spent time with airmen in Nevada, sailors in San Diego and today they're meeting with soldiers in Fort Bragg where I'll join tomorrow, and visiting our Central Command and Special Operations Command Headquarters in Tampa. And they'll continue to work over the summer.

At the outset I've given them the very specific task of identifying innovative, private sector, best practices that might be of use to us in the DOD – not unlike our recent "Hack the Pentagon" pilot program which invited hackers to help find vulnerabilities in our networks, similar to the Bug Bounties that several of Americas leading tech companies have.  While this approach to crowdsourcing cybersecurity is fairly widespread in the private sector, ours was the first in the entire federal government. And was so successful we're expanding it to other parts of DOD. This is a way in which you get the white hats to explore your attack surface rather than the black hats. They do it because they love their country or they want the thrill of the reward and it's extremely effective. We'd never done it before and we just did it. Perfect example of the kind of thing I'm looking for for the Innovation Board to recommend. We can't use all the ideas that everybody uses outside of the department, but there are going to be many that we can.

Not everything in the private sector will make sense for us because we're always mindful the military isn't a company, it's a profession of arms. And for important reasons, we're not always going to be able to do things the same way, but that doesn't mean we can't look ourselves in the mirror and look around the country for new ideas and lessons we can learn for ways we can operate more efficiently. So the board will recommend a first slate of innovative practices by the fall, in time for me to review and determine which ones make sense for us to adopt.

All of this is important because as we refocus on maintaining our enduring technological dominance in a new era – which is something we have to do in addition to all that we're doing today – crushing and defeating ISIL, countering Russia, China, maintaining deterrence on the Korean Peninsula, countering Iran's malign influence, everything else we have to do today. In addition to all that, we recognize that DOD, we must be innovative in the future in order to stay ahead of all our competitors. That's why I created the Defense Innovation Board and DIUx in the first place – to challenge our enterprise, to bring in new ideas, to open our doors to new partners and to push our existing bureaucracy to do better rather than keep doing the same things it's always done.

As I mentioned earlier, our defense budget for next year makes breakthrough investments in a range of high-end capabilities – investments we need to stay ahead of potential opponents. But just as it's easy for us in DOD to default to the status quo, so also it is easy for Congress to do the same – to buy the same things they've always bought for us or to put up roadblocks to the organizational innovations that we need in order to disrupt and challenge and inspire the rest of our department to change for the better.

We can't accomplish what we're trying to do in DOD without a willing partner in Congress, and I'm hopeful Congress will join us in trying to break away from the status quo, break out of our ruts and help keep our military the best and most capable in the world – so we can continue to keep America safe and secure. And I'm grateful to those in our partner committees that have done so, and there are many, and I hope others will get on board quickly.

I want to close by saying this is a very exciting time. For those interested in foreign policy and national security, there are lots of interesting challenges and problems to work on. And it's also true for those interested in technology, but the intersection of the two is an opportunity-rich environment.

Let me explain what I mean by that, though, because there are opportunities for partnership in every challenge we face.

Right now, as we sit here today, our men and women in uniform are working with partners from our worldwide coalition in more ways and with more and more power every day to accelerate the defeat of ISIL, which we will surely do, but we want to do soon. They're also training with our NATO allies in Europe to deter Russian aggression. They're sailing the waters of the Asia-Pacific as part of a principled and inclusive network of nations, ensuring that the most consequential region for America's future remains stable, secure and prosperous for all nations. They're standing guard 24/7 on the Korean Peninsula and countering Iran's malign influence against our friends and allies in the Middle East. And all the while, they're helping protect our homeland

In each of these missions, you can make a difference. Because whether it's machine learning technology that might be able to recognize and block ISIL's barbaric attack plotting on social media…or algorithms to help a self-driving boat track submarines…or biotech research that could one day help our troops recover from injury faster, technology is a critical part of everything we do. And it's critical to addressing every strategic challenge facing us today.

That's why DIUx matters. It has to do with our protection and our security, creating a world where people can live their lives, and dream their dreams and give their children a better future.

The importance of that never has been lost on the people of Boston. And I'm not just talking about the Minutemen.

Think about the many members of Red Sox Nation who went on to serve our entire nation – from Ted Williams, who was a Marine Corps fighter pilot during the Korean War, to our Chairman of the Joint Chiefs of Staff today, General Joe Dunford, who was born in South Boston and grew up in Quincy.

Think about the Kennedy brothers, stories of heroism and sacrifice during World War II, and then consider the generations of Kennedy School grads who studied under Graham Allison.

Think about the technologists at MIT, when decades past, developed computer navigation systems that not only guided ballistic missiles but also landed men on the moon…and then about their contemporaries at Lincoln Labs, Draper, MITRE and Raytheon, who continue to push the boundaries of what's possible.

This city is home to a tremendous legacy of service – one that will continue in a new way with DIUx. It's a testament to the fact that Boston has always been a place where great minds and great ideas come together to help advance the safety and security of our country. That's what we do every day in the Department of Defense.

Contributing to that mission – helping defend your country and make a better world is one of the noblest things that a business leader, or a technologist, or an entrepreneur or a young person can do. And we're grateful to all of you here for your interest in doing that with us.

Thank you. 

Categories: US DoD Feeds

Secretary Carter Names Additional Members of Defense Innovation Advisory Board

DoD News Releases - Tue, 07/26/2016 - 12:00
Secretary of Defense Ash Carter today announced nine additional members selected to join the Defense Innovation Advisory Board, which he established in March, 2016 to help keep the Department of Defense on the cutting edge of innovation. The new additions include Amazon CEO and Chairman Jeff Bezos, Code for America Founder Jennifer Pahlka, and
Categories: US DoD Feeds

Secretary Carter Opens Second DIUx Location in Boston, Updates DoD Outreach to Tech Community

DoD News Releases - Tue, 07/26/2016 - 12:00
 BOSTON – Today Secretary of Defense Ash Carter formally opened the Boston location of Defense Innovation Unit-Experimental, or DIUx, the department’s ground-breaking effort to strengthen connections to the American innovation economy and speed technologies into the hands of the warfighter. He was joined at the event by state and local officials,
Categories: US DoD Feeds

Contracts For July 25, 2016

DoD Contract Announcements - Mon, 07/25/2016 - 16:00
CONTRACTS NAVY CAE USA Inc., Tampa, Florida (N61340-16-D-2001); CSC Government Solutions LLC, Falls Church, Virginia (N61340-16-D-2002); Cubic Global Defense Inc., San Diego, California (N61340-16-D-2003) ; Engineering Support Personnel Inc.,* Orlando, Florida (N61340-16-D-2004); Fidelity Technologies Corp., Reading, Pennsylvania
Categories: US DoD Feeds

Contracts For July 22, 2016

DoD Contract Announcements - Fri, 07/22/2016 - 16:00
 CONTRACTS NAVY Huntington Ingalls Inc., Newport News, Virginia, is being awarded a $194,802,989 modification to a previously awarded contract (N00024-14-C-2111), to extend the period of performance from 12 months to 18 months for continued advance planning of the refueling complex overhaul (RCOH) of USS George Washington (CVN 73).  This
Categories: US DoD Feeds
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