Following the closure of the demonstration phase, the program released the RFP for the Phase Two follow-on effort.

“This time we are going to use a fixed-price incentive contract with the competition restricted to the vendors that participated in the prototype demonstration phase,” Masinsin said. “We are going to select one vendor to take us through the final design and fielding.

“One of the important things to note is that our evaluation and assessment of their performance during the prototype period was provided back to each vendor. The idea behind that is that they can, in turn, incorporate how they would attack any identified issues in their follow-on proposal,” he added.

In general terms, the program anticipates a Phase Two contract award sometime in the fourth quarter of FY 12.

“While Phase One is fielding and tackling those ‘less technically challenging’ capabilities, in Phase Two we tackle the capabilities that are more technically challenging,” Masinsin offered. “Examples include capabilities like Multi-Source Integration, which includes inputs from radars, data links, and the Composite Tracking Network, and then fusing all of that together to create a Common Tactical Picture. Another capability involves tying in sensors to include the G/ATOR [Ground/Air Task-Oriented Radar].

“We are looking for a Milestone C for Phase Two in the fourth quarter of FY 14 and anticipate an IOT&E for Phase Two in the second quarter of FY 15. The IOT&E results will then inform a Phase Two Full Deployment Decision Review with ASN(RDA) during the fourth quarter of FY 15,” he added.

He continued, “Now given that schedule, it means that I also have to sustain my legacy systems at least through the FY 16-FY 18 period before I can ‘sunset’ them when I have enough CAC2S Phase Two capabilities fielded to the operating forces. We have to care for and feed those currently fielded systems. I have to keep the legacy systems relevant. That is the issue. If the Operating Forces get a call to support a contingency today, our systems must be relevant with capabilities that are interoperable with our sister services.

“The plan is to not introduce any more ‘new capability’ to legacy systems but focus on system safety, maintaining Information Assurance capabilities, and other relevance issues,” he said. “For example, if my service partners out there implement a new message for Link-16, then I am expected to also implement that in my legacy systems.”

Asked about any lessons learned that may have emerged from the recent prototype demonstrations, Masinsin acknowledged, “The employment concept is a little bit different than what the Marines are accustomed to. So as they accrue more ‘run time,’ if you will, using CAC2S in local exercises and force level exercises, operators and maintainers are not only developing more proficiency but also developing new tactics, techniques, and procedures [TTPs] that are different than they were accustomed to with the old system.

“But that’s all positive,” he said. “Again, as an example noted earlier in the DASC, they didn’t have a digital air picture. So how do you fight the DASC now that you have an air picture? How much better are you? How much more efficient are you? And I submit to you that their situational awareness has increased probably tenfold and they are far more efficient and effective.”

“In the past you were relying on the aircrew to report that they were at Point A. In contrast, now operators in the DASC see that the aircrew really is at Point A. So if controllers have to deconflict fires, for example, they are able to do that with confidence that the airspace is really clear of friendly aircraft before they let artillery shoot.”

In addition to greater situational awareness of where assets are located in the air and on the ground, CAC2S will also provide the DASC with automated and collaborative tools that will facilitate the exchange of information and automate request processes for the Joint Tactical Air Request (JTAR), Assault Support Request (ASR), and MEDEVAC/CASEVAC missions.

“There’s also some interest from the Air Force on this, because we pretty much have the same mission set,” Masinsin acknowledged. “The Air Force uses the same hardware as the TAOM so they have the same issues with diminishing manufacturing sources and obsolescence. So they are looking to see if the solution we are developing might be of interest to them.”

The success of the new CAC2S strategy was publicly highlighted on June 15, 2012, when Under Secretary of the Navy Robert O. Work and Stackley recognized a number of individuals and commands for outstanding acquisition practices with a combined cost savings to the government of more than $2.5 billion.

PEO Land Systems’ CAC2S Program Office (now AC2SN) earned the 2012 Major Acquisition Activity Award in recognition of “creative and effective practices that lead to lower costs and better technical performance.”

“It is a point of pride for us that we have given money back to the department, to the tune of $84 million, because of efficient program execution and ‘should cost’ application,” Masinsin said.

“The story is that we went from the verge of cancellation in ’08 to delivering capabilities in ’12,” he concluded. “And from program restructure to delivery of a Phase One solution to the fleet took just 25 months – all under ACAT I scrutiny and oversight. That clearly shows validity of the program office and PEO and the ability to recognize how to turn around problem areas and make them successful.”

This article was first published in Marine Corps Outlook: 2012-2013 Edition.