• Incentives for basic research,

  • Improved conditions for the conduct of research activities, and

  • Improved processes for intellectual property management and protection.

The 21st Century Engagement, Education, and Technology Initiative links the need for STEM workforce improvement with the Navy’s existing Diversity Strategy27 at the NAVSEA organizational and Naval Enterprise levels. It also maps specific NAVSEA implementation concepts to the study recommendations and actions. Finally, NAVSEA’s initiative comprises several complementary activities that provide for:

  • Outreach and information exchange with the STEM educational and research communities with focus on education and teacher development,

  • Targeted engagement with military and education partners to leverage existing programs and develop them,

  • Leverage of basic research and technology development activities at NAVSEA facilities, and

  • Improvements in quality of work life to make NAVSEA the preeminent place to conduct interesting and important work.

These activities articulate the means by which NAVSEA and the broader Naval Enterprise will achieve specific goals and objectives over a ten year time frame using an incremental development approach: “plant” (2007–2010), “nurture” (2011–2014), and “produce” (2015–2018).

IV.
Context

In 2005, Congress challenged the National Academies to answer the following questions,

“What are the top 10 actions, in priority order, that federal policymakers could take to enhance the science and technology enterprise so that the United States can successfully compete, prosper, and be secure in the

27

The Navy Diversity Policy and Strategy is maintained on the Diversity Directorate’s web site; http://www.npc.navy.mil/CommandSupport/Diversity/



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OCR for page 29
• Incentives for basic research, • Improved conditions for the conduct of research activities, and • Improved processes for intellectual property management and protection. The 21st Century Engagement, Education, and Technology Initiative links the need for STEM workforce improvement with the Navy’s existing Diversity Strategy27 at the NAVSEA organizational and Naval Enterprise levels. It also maps specific NAVSEA implementation concepts to the study recommendations and actions. Finally, NAVSEA’s initiative comprises several complementary activities that provide for: • Outreach and information exchange with the STEM educational and research communities with focus on education and teacher development, • Targeted engagement with military and education partners to leverage existing programs and develop them, • Leverage of basic research and technology development activities at NAVSEA facilities, and • Improvements in quality of work life to make NAVSEA the preeminent place to conduct interesting and important work. These activities articulate the means by which NAVSEA and the broader Naval Enterprise will achieve specific goals and objectives over a ten year time frame using an incremental development approach: “plant” (2007-2010), “nurture” (2011-2014), and “produce” (2015-2018). IV. Context In 2005, Congress challenged the National Academies to answer the following questions, “What are the top 10 actions, in priority order, that federal policymakers could take to enhance the science and technology enterprise so that the United States can successfully compete, prosper, and be secure in the The Navy Diversity Policy and Strategy is maintained on the Diversity Directorate’s web 27 site; http://www.npc.navy.mil/CommandSupport/Diversity/ 2