NAVSEA also recognizes the importance of encouraging innovation and that, “There is no simple formula for innovation. There is, instead, a multi-component ‘environment’ that collectively encourages, or discourages, innovation.”36 As a result, the NAVSEA initiative is designed to encourage innovation at all levels. Representative opportunities and incentives include:

  • Formal independent research funding for R&D Labs,

  • Programs to encourage and support workforce education at all levels,

  • Discretionary funding sources available to R&D Lab management to support selected high benefit/pay-off projects, which is intended to stimulate a culture that encourages risk taking,

  • Financial and merit reward systems for entrepreneurial patent activity within NAVSEA and the Naval Enterprise,

  • Participation in development of US Intellectual Property (IP) protection laws as well as promulgation of up to date information on IP, and,

  • Reachback.

On-going data collection through surveys, throughput analysis, resource utilization and other tools will provide a quantitative basis to assess return on investment.

VII.
Implementation Plan-First Steps

Pulling together the above described activities to generate a comprehensive and coherent approach will require focus upon the NAS Storm Report recommendations and actions. The NAS Storm report bases its recommendations on four key themes:

36

W.A. Wulf. Review and renewal of the environment for innovation. Unpublished paper, 2005, as quoted in the NAS Storm Report, p. 8–1.



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NAVSEA also recognizes the importance of encouraging innovation and that, “There is no simple formula for innovation. There is, instead, a multi-component ‘environment’ that collectively encourages, or discourages, innovation.”36 As a result, the NAVSEA initiative is designed to encourage innovation at all levels. Representative opportunities and incentives include: • Formal independent research funding for R&D Labs , • Programs to encourage and support workforce education at all levels, • Discretionary funding sources available to R&D Lab management to support selected high benefit/pay-off projects, which is intended to stimulate a culture that encourages risk taking, • Financial and merit reward systems for entrepreneurial patent activity within NAVSEA and the Naval Enterprise, • Participation in development of US Intellectual Property (IP) protection laws as well as promulgation of up to date information on IP, and, • Reachback. On-going data collection through surveys, throughput analysis, resource utilization and other tools will provide a quantitative basis to assess return on investment. VII. Implementation Plan - First Steps Pulling together the above described activities to generate a comprehensive and coherent approach will require focus upon the NAS Storm Report recommendations and actions. The NAS Storm report bases its recommendations on four key themes: 36 W. A. Wulf. Review and renewal of the environment for innovation. Unpublished paper, 2005, as quoted in the NAS Storm Report, p. 8-1. 17

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1. Improve K-12 education in STEM with emphasis on increasing the number and quality of STEM teachers. 2. Emphasize basic research initiatives to include incentives for disruptive innovation and a willingness to accept risk. 3. Ensure that the United States is the preeminent place to study and conduct research. 4. Ensure the United States is the preeminent place to innovate by revamping incentives and streamlining processes to protect intellectual property, e.g., patents. Many of these recommendations and actions are described from a national, strategic perspective in terms of their implementation. NAVSEA recognizes that the majority of activities that it can undertake to support national goals are limited to the resource base that NAVSEA possesses or can influence at the NAVSEA organizational level. Therefore, short term emphasis will be on implementing the “plant” phase. Three strategic priorities that derive from the recommendations in the NAS report will be the focus of initial activities in the present to 2009 timeframe: • Engage with middle and high school students and faculty in the communities in which NAVSEA facilities are located. • Engage with student and faculty in college environments using facilitative partners. See Appendix B for an example with the Timbuktu Academy. • Establish research incentives to stimulate risk taking and basic research to support technological innovation. Additionally, as part of its diversity initiative and quality of life activities, NAVSEA will strive continuously to make working at NAVSEA something STEM professionals will look forward to. Command climate will communicate openness to new ideas, flexibility in approaches to research, and respect for diverse opinions. Appendix A provides the recommendations and actions from the NAS Storm report and includes a mapping of relevant NAVSEA Implementation Concepts for specific activities and initiatives. The general approach is described below based on the elements of the initiative identified earlier: Outreach, Engagement, Research Facilities, and Work Environment. 18

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Outreach 1. Continue current HBCU efforts: a. STTR outreach. b. Contract incentives to large and small business partners as a command approach based on existing processes within TEAMSUB. c. Grow partnerships between Academia and product line executives. d. Program Manager (PM) rotation through campuses for various research and instructional opportunities with local schools to influence curriculum with Navy flavor and examples. e. Increase NAVSEA visibility on the HBCU campuses. f. Identifying and leveraging current NAVSEA and HBCU activities and resources to support these actions . 2. Introduce HBCU capabilities command wide a. Meet with AMIE and Timbuktu Academy to define stakeholder agendas, partner options, resources required. b. Attend AMIE annual meetings. 3. Assess and match the HBCUs and NAVSEA Program Executive Offices (PEO) capabilities through AMIE. Engagement 4. Create the initiative’s CSSC Camp pulling together field activity programs under one command initiative similar to the space camp concept. This also includes a focus on NJROTC programs. 5. Engage with local schools and collaborate with academia (middle schools, high schools, and colleges) to influence middle and high school curriculum to include activities, concepts, and problems relevant to NAVSEA requirements 6. Engage with area civic groups and seek recommendations for scholarship recipients. a. Provide tutorials, participate in clubs and afterschool programs as mentoring opportunities, host math and science fair, etc. Research Facilities/NAVLAB 19

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7. Establish on campus presence. a. Sponsor lab facilities. b. Leadership visits. 8. Leverage Navy research investment in the academic community. a. Link to University Affiliated Research Centers (UARCs) as partnership opportunity with HBCUs. 9. Create long-term research partnerships for all contract efforts (small and major). Quality of Work Environment 10. Develop a recruiting strategy that addresses current and future workforce requirements for scientists and engineers. NAVSEA also recognizes that many organizations have been engaged in various aspects of improving the sustainment and development of a STEM professional workforce. A pervasive effort throughout all of the initiatives will be to collect, define, develop, and communicate best practices that have been learned and are learned as the initiative matures. These best practices will provide the foundation to develop a proposal for Naval Enterprise adoption of the NAVSEA prototype. 20