Opportunities for the Private Sector March 2009 Thomas A. Cellucci, Ph.D., MBA Chief Commercialization Officer Department of Homeland Security Email: Thomas.Cellucci@dhs.gov Discussion Guide • Overview of Department of Homeland Security • Commercialization Office Initiatives at DHS • Capstone Integrated Product Teams (IPTs) • Market Potential is Catalyst for Rapid New Product Development • Getting on the Same Page • SECURE Program • Safety Act Protection • TechSolutions • SBIR Opportunities • Getting Involved • Effecting Change in Government • Summary Homeland Security Mission • Lead Unified National Effort to Secure America • Prevent Terrorist Attacks Within the U.S. • Respond to Threats and Hazards to the Nation • Ensure Safe and Secure Borders • Welcome Lawful Immigrants and Visitors • Promote Free Flow of Commerce U.S. Department of Homeland Security Executive SECRETARY ________________ Secretariat Chief of Staff DEPUTY SECRETARY Military Advisor SCIENCE & NATIONAL PROTECTION MANAGEMENT POLICY LEGISLATIVE AFFAIRS PUBLIC AFFAIRS TECHNOLOGY & PROGRAMS GENERAL COUNSEL INSPECTOR GENERAL Under Secretary Assistant Secretary Assistant Secretary Assistant Secretary Under Secretary Under Secretary Chief Financial Officer CITIZENSHIP & HEALTH AFFAIRS INTELLIGENCE & OPERATIONS CIVIL RIGHTS & CIVIL COUNTERNARCOTICS IMMIGRATION CHIEF PRIVACY Assistant Secretary/ ANALYSIS COORDINATION LIBERTIES ENFORCEMENT SERVICES OFFICER Chief Medical Officer Assistant Secretary Director Officer Director OMBUDSMAN FEDERAL LAW DOMESTIC NUCLEAR ENFORCEMENT DETECTION OFFICE TRAINING CENTER Director Director “Gang of Seven” TRANSPORTATION SECURITY U.S. CUSTOMS & BORDER U.S. CITIZENSHIP & U.S. IMMIGRATION & FEDERAL EMERGENCY U.S. SECRET SERVICE U.S. COAST GUARD ADMINISTRATION PROTECTION IMMIGRATION SERVICES CUSTOMS ENFORCEMENT MANAGEMENT AGENCY Director Commandant Assistant Secretary / Commissioner Director Assistant Secretary Administrator Administrator Office of the Under Secretary for Science and Technology UNDER SECRETARY Chief of Staff HOMELAND STRATEGY, POLICY & CORPORATE ASSOCIATE GENERAL OPERATIONS ANALYSIS SECURITY BUDGET COMMUNICATIONS COUNSEL INSTITUTE BUSINESS INTERAGENCY INTERNATIONAL TEST & EVALUATION OPERATIONS, SPECIAL PROGRAMS PROGRAMS PROGRAMS AND STANDARDS SERVICES & HUMAN CAPITAL INNOVATION / HOMELAND SECURITY ADVANCED RESEARCH TRANSITION RESEARCH PROJECTS Director Director AGENCY Director Small Business Office of National Tech Innovation Labs Clearinghouse Research University Safety Act Office Homeworks Programs EXPLOSIVES CHEMICAL / BIOLOGICAL COMMAND, CONTROL & BORDERS & MARITIME INFRASTRUCTURE & Division Head HUMAN FACTORS Division Head INTEROPERABILITY SECURITY GEOPHYSICAL Division Head Division Head Division Head Division Head Divisions Drive S&T Interactions with Customers S&T Goals Consistent with the Homeland Security Act of 2002 • Accelerate the delivery of enhanced technological capabilities to meet the requirements and fill capability gaps to support DHS agencies in accomplishing their mission. • Establish a lean and agile world-class S&T management team to deliver the technological advantage necessary to ensure DHS Agency mission success and prevent technological surprise. • Provide leadership, research and educational opportunities and resources to develop the necessary intellectual basis to enable a national S&T workforce to secure the homeland. DHS S&T Investment Portfolio Balance of Risk, Cost, Impact, and Time to Delivery Product Transition (0-3 yrs) Innovative Capabilities (1-5 yrs) • Focused on delivering near-term • High-risk/High payoff products/enhancements to acquisition • “Game changer/Leap ahead” • Customer IPT controlled • Prototype, Test and Deploy • Cost, schedule, capability metrics • HSARPA Basic Research (>8 yrs) Other (0-8+ yrs) • Enables future paradigm changes • Test & Evaluation and Standards • University fundamental research • Laboratory Operations & Construction • Gov‟t lab discovery • Required by Administration (HSPDs) and invention • Congressional direction/law Customer Focused, Output Oriented S&T Organization DHS U/S S&T Director of Research Director of Innovation Director of Transition Starnes Walker Roger McGinnis Rich Kikla Deputy Deputy Deputy Rolf Dietrich Dave Masters Lawrence Ash Innovation Command, Control Human Infrastructure/ Explosives Chem/Bio Border/Maritime & Interoperability Factors Geophysical Jim Tuttle Beth George Anh Duong Dave Boyd Sharla Rausch Chris Doyle Research Research Research Research Research Research Research Doug Bauer Chem/Bio: Keith Ward Intel: John Hoyt Jeannie Lin Michelle Keeney (Acting) Mary E. Hynes Threat Char/Attribution: Futures: Joe Kielman Sandy Landsberg Agro Defense: Tam Garland Transition Transition Transition Transition Transition Transition Herm Rediess Doug Drabkowski Glenn Bell Stan Cunningham Chris Turner Lawrence Skelly Applications Homeland Security S&T Enterprise DHS RESEARCH AFFILIATES DHS Labs HSI National Labs Centers of Excellence DoD DoE PRIVATE SECTOR DHS S&T DoJ PARTNERS Directorate DoT FEDERAL PARTNERS EPA International HHS NASA Associations NIH NIST Industry NOAA NSF UARCs Rev 9-5-08 Commercialization Office: Major Activities Commercialization Office Requirements Commercialization Public-Private Private Sector Development Process Partnerships Outreach Initiative •Requirements •“Hybrid” •FutureTECH (TRL 1-6) •Invited Speeches Development Book(s) Commercialization Model •SECURE (TRL 5-9) •Meetings with business •Product Realization Chart •Concept of Operations executives •Operational •Website Development •Numerous articles written Requirements •Commercialization •Internal processes and published regarding Document Template Framework and “Mindset” developed and socialized observations and •Training for end users •Requirements and programs in practice. and engineers Conservative Potential •Repository of currently Market Available Estimates available products, Communicated services and/or technologies in the private http://www.dhs.gov/xabout/structure/ sector aligned to gc_1234194479267.shtm Capstone IPT Capability Gaps Three Step Approach: Keep it Simple and Make it Easy 1 Develop Detailed Requirements And Relay Conservative Market Potential Establish Strategic Partnerships 2 • Business Case Information • Open Competition • Detailed Mutual Responsibilities 3 Deliver Products! Two Models for Product Realization Big-A Acquisition Pure Commercialization 1. Requirements derived by 1. Requirements derived by Government Private Sector ? 2. RFP and then cost-plus 2. Product development funded contract(s) with developer(s) by the developer (which (which incentivizes long incentivizes short intervals) intervals) 3. Technical performance 3. Focus on technical performance secondary (often reduced in 4. Production price is secondary favor of price) (often ignored) 4. Focus on price point 5. Product price is cost-plus 5. Product price is market-based Is there a 6. Product reaches users via “Middle Ground” 6. Product reaches users via Government deployment marketing and sales channels Performance is King Performance/Price is King Relationship between end Relationship between end users and product users and product developer developer is usually remote is crucial Source: Senior Executive Brief to Secretary Chertoff, Deputy Secretary Schneider and Leaders of G-7 A new model for Commercialization… 1. Development of Operational Requirements Document (ORD) 2. Assess addressable market(s) 3. Publish ORD and market assessment on public DHS web portal, soliciting interest from potential partners 4. Execute no-cost agreement (streamlined CRADA) with multiple Private Sector entities, transferring technology (if necessary) 5. Develop supporting grants and standards as necessary 6. Assess T&E after product is developed 7. New Commercial off the Shelf (COTS) product marketed by Private Sector with DHS support Differences from the Acquisition model: Primary criteria for partner selection is market penetration, agility, and performance/price ratio Product development is not funded by DHS Government involvement is limited to inherently governmental functions (e.g., Grants and Standards) Source: Senior Executive Brief to Secretary Chertoff, Deputy Secretary Schneider and Leaders of G-7 PHASE I Commercialization Process Capstone IPT Assess Capability Gap “Commercialization” – The Formulate II Sponsor and S&T process of developing markets EHCs Develop Operational Requirements & and producing and delivering CONOPS products or services for sale. Perform Technology/System Feasibility Study Sponsor and S&T CG/EHC III Technology Scan/ Market Survey Outreach Program ORDs Activities System Studies Publish ORD, System Studies & PAM on website IV Sponsor and S&T Mkt. Comm./PR Efforts Assess & Choose Strategic Private Sector Partners Technology V Transfer/ Grants (if required) New COTS product Legend: Responses from marketed by Private EHC – Enabling Homeland Capability Private Industry Sector with DHS support: CG – Capability Gap -SAFETY Act ORD – Operational Requirements Document -Standards CONOPS – Concept of Operations Executed Agreement with -Public Relations PAM – Potential Available Market -Marketing Communications COTS – Commercial Off The Shelf Private Sector and DHS Source: Senior Executive Brief to Secretary Chertoff, Deputy Secretary Schneider and Leaders of G-7 Contact with the Private Sector “Full Response Company Private Sector Package” Overview and Initial Contact requests sent Marketing with Private more to Materials Sector* information requestors, Received and usually within Communicated same day through S&T Invited Speeches/Presentations Congressional Referrals Conference Attendance •“Opportunities for the Private Sector” Seminar Hosting •Developing Operational Requirements •“High Priority Technology Needs” Published Articles •SECURE Program CONOPS Word of Mouth •Example Company Overview Document DHS Website •Operational Requirements Document Template *Private Sector includes Venture Capitalist and Angel Investor Communities S&T Transition Capstone IPTs Members and Function S&T Customer Identify Capability Gaps DHS Validate T&E T&E S&T Provider Offer Technical Management Future Solutions (Acquisition) Acquisition Plan End User Provide End User Perspective • Industry Board of Directors Model End Result : • Consensus-driven Process Prioritized Investments in S&T DHS S&T Capstone IPTs Gathering Mechanism for Customer Requirements: Information Sharing/Mgmt Border Security Chem/Bio First Responders DHS 1st Responder RDT&E OIA IP/OHA CBP/ICE Coordinating Council Acquisition C2I Acquisition Chem/Bio FEMA Gransts S&T 1st Acquisition Borders/ Commercialization Responder Maritime Coordination Inspector/Agents End User T&E Standards OOC Maritime Security Cyber Security Transportation Security Counter IED USCG CS&C TSA OBP/USSS Infrastructure/ Explosives Acquisition Borders/ Acquisition Geophysical/C2I Acquisition Explosives Acquisition (Human Factors / Maritime Infrastructure Geophysical) Infrastructure End-User Guardsmen End-User Owners/Operators Incident Management Cargo Security People Screening Infrastructure Protection Interoperability Prep & Response CBP SCO/CIS IP FEMA/OEC FEMA Acquisition Human Infrastructure/ Acquisition/ Factors Acquisition Acquisition C2I Acquisition Borders/ Geophysical Policy Maritime Infrastructure/ Geophysical Officers/Industry Infrastructure US VISIT/TSA First Responders First Responders Owners/Operators Cargo Security Representative Technology Needs • Enhanced screening and examination by non- intrusive inspection • Increased information fusion, anomaly detection, Automatic Target Recognition capability • Detect and identify WMD materials and contraband • Capability to screen 100% of air cargo • Test the feasibility of seal security; detection of intrusion • Track domestic high-threat cargo • Harden air cargo conveyances and containers • Positive ID of cargo and detection of intrusion or unauthorized access Source: S&T High Priority Technology Needs, May 2007 Establishment of Project IPTs: Detailed Specifications/Requirements • Members: Capstone IPT S&T Program Manager(s) Operating Component‟s Program Manager(s) End-User(s) Supplier/Provider • Meet at Least Monthly • Report to Capstone IPT Quarterly Project IPTs Requirements Hierarchy (TSA example) The Component develops operational High Level requirements consistent with (qualitative) organizational missions. DHS Mission – Strategic Goals (“Prevent terrorist attacks”) TSA Mission (“Protect traveling public”) Mission Need/Capability Gap (“Reduce threats to traveling public”) Operational Requirement (“Capability to detect firearms”) Performance Requirement (“Metal detection & classification”) Functional Specification (“Detect metal > 50 gm”) Operational Design Specification (“MTBF > 2000 hours”) Requirements Material Specification (“Use type FR-4 epoxy resin”) Technical Low Level The Program Manager and Acquisition / Requirements (quantitative) Engineering community develop technical requirements and specifications. Each lower-level requirement must be traceable to a higher-level requirement. Source: Senior Executive Brief to Secretary Chertoff, Deputy Secretary Schneider and Leaders of G-7 ORD: Operational Requirements Document What: ORDs provide a clear definition and articulation of a given problem. How: Training materials have been developed to assist drafting an ORD. • Developing Operational Requirements, 194pp. Available online: http://www.dhs.gov/xlibrary/assets/Developing_Operational_Requirements_Guides.pdf When: For Use in Acquisition, Procurement, Commercialization and Outreach Programs –Any situation that dictates detailed requirements ( e.g. RFQ, BAA, RFP, RFI, etc.) Why: It‟s cost-effective and efficient for both DHS and all of its stakeholders. “Good” ORDs •Solution Agnostic •Take into account the varying needs and wants of markets/market segments/market sub-segments Define Problem Verify results to Conduct Research reach consensus- based articulation of the problem Data Collection “Strive for excellence, not perfection!” Interpret and Analyze Source: Kaufman, et. al. Interlinking Mechanisms Create Conversation Pipelines The “Neural Net” Government Stakeholders Output: Requirements Capabilities Congress GAO OMB Int‟l Orgs Resources Other Gov‟t (Money, Facilities, Acquisition Agencies Human Capital, Technology) Technology Development Industry John Higbee Director, Acquisition Program Management Division Evolution of Change: DHS Providing Better Information about its Needs DoD, DoE, DHS, DoJ, DoT, etc. DHS, First Responders, CI/KR Federal Stakeholders Semantic Web 3.0 (The Future) Harnessing the Valuable Experience and Resources of the Private Sector (Feb. 2009) Developing Capstone Operational Requirements Requirements IPT (Nov. 2008) Development Science Process Guide (May 2008) & (August 2006) Technology Directorate Industry Business, Venture Capital/Angel Investment, Strategic Partnerships Does this look familiar?! Author Unknown Getting on the “Same Page” • Historical Perspective • Language is Key • Communication is Paramount Technology Readiness Levels (TRLs): Overview TRLs are NASA-generated and Used Extensively by DoD TECHNOLOGY MATURITY Basic principles observed and reported 1 Technology concept and/or application formulated 2 Basic Analytical and experimental critical function and/or characteristic 3 Component and/or breadboard validation in 4 laboratory environment Advanced Component and/or breadboard validation in relevant environment 5 System/subsystem model or prototype demonstration in a relevant environment 6 System prototype demonstration in a operational environment 7 Applied Actual system completed and 'flight qualified„ through test and demonstration 8 Actual system 'flight proven' through successful mission operations 9 TRL Correlation: DHS and Private Sector PROTOTYPE PRODUCTS BASIC T R A N S I T I O N RESEARCH INNOVATION DHS TRL 1-3 TRL 4-6 TRL 7-9 SCIENCE TECHNOLOGY PRODUCTS DEVELOPMENT PRIVATE SECTOR Transition Approaches Capstone IPTs Identify Capability Gaps/Mission Needs Market Potential Template Other Other DoE DoJ DoD NASA (Government) (Non-Govt.) __$; __Units __$; __Units __$; __Units __$; __Units __$; __Units __$; __Units First DHS Responders Secret Coast CBP TSA FEMA ICE USCIS S&T Others Service Guard Field Investigations Atlantic & Pacific Security Logistics Mgmt Detention and Refugee, Explosives OHA Operations __$; __Units Area Mission Operations __$; __Units Removal Asylum, Int’l __$; __Units __$; __Units __$, __Units Execution Units __$; __Units __$; __Units Operations __$; __Units Disaster Mgmt __$; __Units Protective __$; __Units Chemical/Biological DNDO Transportation Int’l Affairs Border Patrol Operations Nat’l Security __$; __Units __$; __Units Atlantic & Pacific Sector Network __$; __Units __$; __Units __$; __Units Disaster and Records Area Mission Management __$; __Units Operations Verification Command, Control, Support Units Intelligence Etc. Air & Marine Protective __$; __Units __$; __Units Interoperability __$; __Units __$; __Units __$; __Units __$; __Units Research __$; __Units __$; __Units Federal Air Grant Programs Domestic Atlantic & Pacific Marshal Service __$; __Units Investigations Operations Int’l Trade Area Mission __$; __Units __$; __Units Borders/Maritime __$; __Units __$; __Units Maintenance & National __$; __Units Logistics Preparedness Student and Command __$; __Units Exchange Visitor Program Human Factors __$; __Units US Fire Admin. & __$; __Units __$; __Units Nat’l Fire Academy Infrastructure Federal and Geophysical __$; __Units Protective Protection Nat’l Continuity Service __$; __Units Programs __$; __Units __$; __Units Mitigation Nat’l Incident __$; __Units Response Unit __$; __Units Conservative Estimate: Number of First Responders in the US • Homeland Security Presidential Directive 8 • Steve Golubic (FEMA) Total: > 25.3 Million Individuals BOMB FIRE POLICE EMT DISPOSAL Front Line > 2.3 Million Support to Front Line > 23 Million Port Security Public Health Hospitals Emergency Transportation Management Clinics Venue Security Public Response School Security Works/Utility Volunteers First Responders Fire Bomb Port Public Transportati Emergency Search & Venue Public works/ School Response EMS Police Medical Fighting Disposal Security Health on Management Rescue Security Utilities Security Volunteers Public University Toxic/ Public/ Urban utility public Transit Emergency Operations US Park Ambulance Retained fire Local police Police bomb Port police corrosive University Search & protection safety police Centers Police Corps departments departments squads _$; 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_ Units _$; _ Units _$; _ Units _$; _ Units National _$; _ Units _$; _ Units _$; _ Units Other Nuclear safety equipment _$; _ Units services _$; _ Units device transmission laboratories Polymers technical systems manufacturing Trucking Server and Pharmaceutic _$; _ Units Merchant manufacturers Museums _$; _ Units Cruise lines Dairy Farms _$; _ Units Wind power Queuing _$; _ Units rescue teams _$; _ Units _$; _ Units industry network al banks _$; _ Units _$; _ Units _$; _ Units _$; _ Units _$; _ Units Waste Internet Electrical hardware _$; _ Units _$; _ Units equipment _$; _ Units _$; _ Units Subway Elastomer disposal equipment Equipment _$; _ Units makers Global Zoos and Bomb systems Ranching Health production services manufacturing manufacturing _$; _ Units financial Aquariums disposal units Airborne Display/digital _$; _ Units Solar power insurance _$; _ Units _$; _ Units _$; _ Units _$; _ Units Private services firms _$; _ Units _$; _ Units _$; _ Units shipping TV _$; _ Units _$; _ Units High speed Motor Vehicle security _$; _ Units Blood/Organ _$; _ Units Long-haul _$; _ Units Organic Medical Oleochemical Public Uranium data manufacturing _$; _ Units Community transplant maritime Farming/Sustainabl Public utilities material s Libraries processors transmission _$; _ Units Distribution Software companies development institutions supply _$; _ Units services shipping e Agriculture providers _$; _ Units _$; _ Units _$; _ Units Aerospace production _$; _ Units _$; _ Units _$; _ Units Internet _$; _ Units _$; _ Units _$; _ Units _$; _ Units Amateur radio product & _$; _ Units Amusement Protective service Community Explosives emergency Medical parks garment providers parts Trucking Traditional Oil companies banks _$; _ Units comms Gaming equipment _$; _ Units manufacturers _$; _ Units manufacturing _$; _ Units Planting _$; _ Units _$; _ Units _$; _ Units _$; _ Units manufacturers Fragrance Public utility _$; _ Units Print media _$; _ Units _$; _ Units Railroad _$; _ Units Savings and production protection _$; _ Units Bus services Information rolling stock Loans _$; 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_ Units Call to Action: Mutual Benefits Create “Win-Win-Win” Relationships Learn Current DHS Needs Visit 1 www.FedBizOpps.gov and www.hsarpabaa.com for current solicitations Inform DHS of Interact with DHS Products/Capabilities 3 2 Establish Request DHS – S&T Full Mutually-beneficial Response Package at Relationship firstname.lastname@example.org SECURE Program “Mutually-Beneficial Goals Achieved Through Rigorous Process” Goals Process System Alignment to DHS Efficacy Detailed Requirements through Private Sector Commercialization Product Development Product Launch, Sales and Utilization Marketing Customer-Focused Capstone Relevance IPT Process Evaluation Third-party Test & Evaluation with DHS Validation Input Function for SECURE DHS Operating Components Operational Requirements Other DHS Organizational Elements SECURE First Responders Program Critical Infrastructure/Key Resources Capstone IPT SECURE Program Concept of Operations Publication of Applicatio Agreeme Selection Results n nt •Application – Seeking products/technologies aligned with posted DHS requirements •Selection – Products/Technologies TRL-5 or above, scored on internal DHS metrics •Agreement – One-page streamlined CRADA document. Outlines milestones and exit criteria •Publication of Results – Independent Third-Party T&E conducted on TRL-9 product/service. Results verified by DHS, posted on DHS web-portal Benefits: •Successful products/technologies share in the imprimatur of DHS •DHS Operating Components and First Responders make informed decisions on products/technologies aligned to their stated requirements •DHS spends less on acquisition programs Taxpayers win. Why SECURE Program •Multi-Use Provides private sector, in an open and transparent way, with what they need most - - Business Opportunities Provides assurance to DHS, First Responders and private sector users (like CI/KR) that products/services perform as prescribed (and provides vehicle for First Responders, CI/KR owners and operators to voice their requirements) Augments the value of the SAFETY Act •Saves Money Private Sector uses its own resources to develop products and services to the benefit of the taxpayer and the Federal Government •Creates Jobs Detailed articulation of requirements coupled with funded large, potential available markets yield OPPORTUNITY that yields Job Creation (it‟s better to teach a person to fish than to give them a fish) Enables small firms with innovative technologies to partner with larger firms, VCs and angel investors because of the credibility of having government show detailed requirements with associated market potential (instead of just their own business plans). •Efficient Use of Government Funds Articulating detailed requirements saves time and money. It is better for Government to spend funds to procure products or services that are available for sale and rigorously tested compared to spending money and time to develop new solutions for ill-defined problems. SECURE Program Benefit Analysis “Win-Win-Win” Taxpayers Private Sector Public Sector 1. Citizens are better protected by 1.Save significant time and money 1. Improved understanding and DHS personnel using mission on market and business communication of needs critical products development activities 2. Tax savings realized through 2. Firms can genuinely contribute 2. Cost-effective and rapid product Private Sector investment in DHS to the security of the Nation development process saves resources 3. Positive economic growth for 3. Successful products share in 3. Monies can be allocated to American economy the “imprimatur of DHS”; providing perform greater number of assurance that products really essential tasks work 4. Possible product “spin-offs” can 4. Significant business 4. End users receive products aid other commercial markets opportunities with sizeable DHS aligned to specific needs and DHS ancillary markets 5. Customers ultimately benefit 5. Commercialization opportunities 5. End users can make informed from COTS produced within the for small, medium and large purchasing decisions with tight Free Market System – more cost business budgets effective and efficient product development FutureTECH Program A Look into DHS S&T’s “Crystal Ball” • Focus on long-term needs of DHS stakeholders years into the future • Public-Private Partnerships for early-stage technology development (TRL 1-6) • Complimentary to SECURE Program • DHS S&T to supply information on Critical Research and Innovation Focus Areas FutureTECH Program Concept of Operations Expression Publication of Acceptance CRADA Of Results Interest •Expression of Interest – Seeking technologies aligned with posted DHS Critical Research and Innovation Focus Areas •Acceptance–Technologies TRL-6 or below, scored on internal DHS metrics •CRADA– One-page CRADA document. Outlines milestones and exit criteria •Publication of Results – Independent Third-Party T&E conducted on TRL-6 technology. Results verified by DHS, posted on DHS web-portal Benefits: •Insight into future needs of DHS Stakeholders •Increased speed-of-execution of technology development and transition •DHS spends less on technology development Taxpayers win. FutureTECH Program Critical Research & Innovation Focus Areas • Improvised Explosive Devices Detect & Defeat Countermeasures: • Waterborne IEDs • Vehicle Borne IEDs • Radio Controlled IEDs • Person Borne IEDs • IED Assessment and Diagnostics • IED Access and Defeat • Homemade Explosives • IED Threat Characterization • IED Mitigation: Alert/Warning System • IED Deter and Predict: Network Attack and Analysis SECURE/FutureTECH Flow Process Requirements Based Planning CRADA Execution Portfolio 5W/ORD Posted CRADAs 5W/ORD to Websites by PM reviews executed Document Manager Commercialization responses at PM’s Review Office and sends discretion Submitted by PM/DL feedback to SECURE and submitters Product/Technology FutureTECH •Solution agnostic Test & Evaluation •Problem descriptions web pages on DHS.gov •Needs developed with stakeholders’ input Begin Public-Private Partnership •Consensus Driven (also develop PAM) CONOPS •Concise, yet detailed SECURE Program Applicati Agreeme Publication Selection on nt of Results Expressi FutureTECH Publication on Acceptanc CRADA of Results Of e Interest http://www.dhs.gov/xopnbiz/ Open for Business SECURE Program Federal Business Opportunities Sites where the Office of Procurement Operations (OPO) posts opportunities for prospective suppliers to offer solutions to DHS – S&T‟s needs: • www.FedBizOpps.gov • https://baa.st.dhs.gov/ • https://www.sbir.dhs.gov/ • www.Grants.gov take advantage of... • Vendor Notification Service: Sign up to receive procurement announcements and solicitations/BAA amendment releases, and general procurement announcements. http://www.fedbizopps.gov • S&T’s Solicitation Portal: The Department of Homeland Security Science and Technology Directorate currently has several active Solicitations on a broad range of topics. Relevant information is posted and access to the teaming portal, conference registration and white paper/proposal registration and submission is provided, as applicable. In addition, historical information about past Solicitations and Workshops is maintained. https://baa.st.dhs.gov • Truly Innovative and Unique Solution: Refer to Part 15.6 of the Federal Acquisition Regulation (FAR) which provides specific criteria that must be met before a unsolicited proposal can be submitted to Diane Osterhus. http://www.acquisition.gov/far/current/html/Subpart%2015_6.html Contact Information: Diane Osterhus Department of Homeland Security Office of the Chief Procurement Officer 245 Murray Dr., Bldg. 410 Washington, DC 20528 email@example.com 202-447-5576 Show Us the Difference… Hall‟s Competitive Model As a function of: Garden of Eden Power Alley • Market • Application • Technology Differentiation Death Valley Price Differentiation = (A+B)C/(D+E) More Opportunities with DHS Science and Technology SAFETY Act Support Anti-Terrorism by Fostering Effective Technologies Act of 2002 • Enables the development and deployment of qualified anti-terrorism technologies • Provides important legal liability protections for manufacturers and sellers of effective technologies • Removes barriers to industry investments in new and unique technologies • Creates market incentives for industry to invest in measures to enhance our homeland security • The SAFETY Act liability protections apply to a vast range of technologies, including: • Products • Services • Software and other forms of intellectual property (IP) Protecting You, Protecting U.S. Criteria as stated in the SAFETY Act • Is it an Anti-Terrorism Technology? • Is it effective and available? • Does it possess large potential third party liability risk exposure? • Does Seller need SAFETY Act? • Does it perform as intended? • Does it conform to Seller‟s specifications? • Is it safe for use as intended? Addition SAFETY Act information… Online: www.safetyact.gov Email: firstname.lastname@example.org Toll-Free: 1-866-788-9318 Award Criteria Developmental Testing Designation Certification and Evaluation (DT&E) Effectiveness Needs more proof, has Demonstrated Consistently proven Evaluation potential effectiveness, i.e. effectiveness, i.e. operational Conclusion Developmental testing performance (with high (with confidence of confidence of enduring repeatability) effectiveness) Protection Liability cap Liability cap Government Contractor • only for identified test • for any and all Defense (GCD) event(s) and for limited deployments in 5-8 • for any and all deployments duration (=3yrs) year term in 5-8 years term Examples • EDS not yet TSL • Radiological detector • EDS TSL Certified Certified with laboratory • Well-documented • Novel incident pattern success Opt-out infrastructure protection matching service screeners, only service with history of similar projects excellent performance and completed meeting DoE standards EDS=Explosive Detection System TSL=Transportation Security Laboratory (TSA) https://www.sbir.dhs.gov Safety Act Other Funding Opportunities Topic Recommendations TechSolutions The mission of TechSolutions is to rapidly address technology gaps identified by Federal, State, Local, and Tribal first responders • Field prototypical solutions in 12 months • Cost should be commensurate with proposal but less than $1M per project • Solution should meet 80% of identified requirements • Provide a mechanism for Emergency Responders to relay their capability gaps • Capability gaps are gathered using a web site (www.dhs.gov/techsolutions) • Gaps are addressed using existing technology, spiral development, and rapid prototyping • Emergency Responders partner with DHS from start to finish Rapid Technology Development Target: Solutions Fielded within 1 year, at <$1M Getting Involved: S&T Contacts Division Email Jim Tuttle SandT.Explosives@dhs.gov Beth George SandT.ChemBio@dhs.gov David Boyd SandT.CCI@dhs.gov Anh Duong SandT.BordersMaritime@dhs.gov Sharla Rausch SandT.HFD@dhs.gov Chris Doyle SandT.IGD@dhs.gov Rich Kikla SandT.Transition@dhs.gov Starnes Walker SandT.Research@dhs.gov Roger McGinnis SandT.Innovation@dhs.gov Summary Detailed Requirements Sizeable Market Potential Delivered Products – PERIOD! How Can You Afford NOT to Partner with DHS? Questions/Comments: Thomas A. Cellucci, Ph.D., MBA email@example.com U.S. Department of Homeland Security: Science and Technology Directorate’s Chief Commercialization Officer Dr. Cellucci accepted a five-year appointment from the Department of Homeland Security in August 2007 as the Federal Government’s first Chief Commercialization Officer (CCO). He is responsible for initiatives that identify, evaluate and commercialize technology for the specific goal of rapidly developing and deploying products and services that meet the specific operational requirements of the Department of Homeland Security’s Operating Components and other DHS stakeholders such as First Responders and Critical Infrastructure/Key Resources owners and operators. Cellucci has also developed and continues to drive the implementation of DHS-S&T’s outreach with the private sector to establish and foster mutually beneficial working relationships to facilitate cost-effective and efficient product/service development efforts. His efforts led to the establishment of the DHS-S&T Commercialization Office in October 2008. The Commercialization Office is responsible for four major activities; a requirements development initiative for all DHS stakeholders, the development and implementation of a commercialization process for DHS, development and execution of private sector partnership programs such as SECURE and leading the private sector outreach for the S&T directorate. Since his appointment, he has published three comprehensive guides [Requirements Development Guide (April 2008), Developing Operational Requirements (May 2008), and Developing Operational Requirements, Version 2 (November 2008)] dealing with the development of operational requirements, developed and implemented a commercialization model for the entire department and established the SECURE Program—an innovative public-private partnership to cost-effectively and efficiently develop products and services for DHS’s Operating Components and other DHS stakeholders. In addition, he has written over 25 articles and a compilation of works [Harnessing the Valuable Experiences and Resources of the Private Sector for the Public Good, (February 2009)] geared toward the private sector to inform the public of new opportunities and ways to work with DHS. Cellucci has received recognition for his outreach efforts and engagement with the small and disadvantaged business communities who learn about potential business opportunities and avenues to provide DHS with critical technologies and products to help secure America. Cellucci is an accomplished entrepreneur, seasoned senior executive and Board member possessing extensive corporate and VC experience across a number of worldwide industries. Profitably growing high technology firms at the start-up, mid-range and large corporate level has been his trademark. He has authored or co- authored over 139 articles on Requirements development, Commercialization, Nanotechnology, Laser physics, Photonics, Environmental disturbance control, MEMS test and measurement, and Mistake-proofing enterprise software. He has also held the rank of Lecturer or Professor at institutions like Princeton University, University of Pennsylvania and Camden Community College. Cellucci also co-authored ANSI Standard Z136.5 “The Safe Use of Lasers in Educational Institutions”. Dr. Cellucci is also a commissioned Admiral and Commander of a Squadron in Texas responsible for civil defense and has been a first responder for over twenty years. As a result of his consistent achievement in the commercialization of technologies, Cellucci has received numerous awards and citations from industry, government and business. In addition, he has significant experience interacting with high ranking members of the United States government—including the White House, US Senate and US House of Representatives—having provided executive briefs to three Presidents of the United States and ranking members of Congress. Cellucci represents DHS as the first Federal Government member on the U.S. Council on Competitiveness. Cellucci earned a PhD in Physical Chemistry from the University of Pennsylvania, an MBA from Rutgers University and a BS in Chemistry from Fordham University. He has also attended and lectured at executive programs at the Harvard Business School, MIT Sloan School, Kellogg School and others. Dr. Cellucci is regarded as an authority in rapid time-to-market new product development and is regularly asked to serve as keynote speaker at both business and technical events.