Strategy for an Army Center for Network Science, Technology, and Experimentation (2007) / Chapter Skim
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5 Goals, Models, and Alternatives for an NSTEC
5 Goals, Models, and Alternatives for an NSTEC
Pages 51-68
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From page 51... ...
However, the committee believed that merely yielding to what seemed a likely or inevitable course of development strictly based on these circumstances was not the most useful perspective from which to conduct its study. Whatever model is used, basic organizational goals for an Army NSTEC should be kept in focus.
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From page 52... ...
The answers to these unknowns will determine whether the Army is in a position to support long-term careers in network science and thus get the technical and military-related results needed from an NSTEC. If network science develops in a manner that successfully addresses the unknowns listed above, then the Army will be well positioned to deal with more traditional key issues such as developing management so that good management is the norm and is supportive of a positive work atmosphere; offering continuously available attractive job benefits; using innovative organizational structures; and managing to encourage a team orientation to research work so that strong career relationships emerge.
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From page 53... ...
Other types of projects, e.g., defining how both large and small military units could utilize advanced network communications capabilities to improve command and control, might involve partnering with industry or academia or both in combination. An Army NSTEC must be prepared to exploit the most relevant research capabilities wherever they might be found.
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From page 54... ...
Therefore, it might be necessary to provide incentives for business to collaborate with government in such instances. Effective incentives for collaboration might include easier technology transfer; programs that simultaneously foster local economic development; technical and financial support to private enterprise (especially for smaller businesses)
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From page 55... ...
The leadership of an NSTEC should be supportive of the technical interests of an excellent workforce, foster a spirit of innovation, and be proactive in advancing the leading edge of network technology. Policies should be adopted that support: • Long-term career development and stability to make work at the NSTEC an attractive career step for up to 5 years; • Management development for proven managerial talent; • An expeditious hiring process; • Opportunities for creativity on the job; • Use of innovative organizational approaches; • Competitive salaries/benefits; praise/reward/recognition policies; family friendly policies; educational advancement; and a flexible work culture; and • Attractive state-of-the-art facilities and on-site amenities.
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From page 56... ...
SOURCE: Adapted from Owen et al., 2001. To compete at the highest levels, the Army should additionally consider incentives such as the following: • Housing and relocation assistance; • Support for child education; • Programs to address workforce diversity in terms of race, ethnicity, national origin, and culture; and • Provision for a budget commitment to the top 10-20 percent of recruits for capital equipment as part of the hiring process, thereby allowing recruits to select equipment in an arrangement analogous to a university "start-up package" model.
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From page 57... ...
The value of flexible personnel management and procurement techniques is not necessarily immediately obvious, at least to federal insiders. As some may observe, most of the federal government usually operates by using standard legal authorities to conduct its business, which may lead one to ask: Why do anything different?
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From page 58... ...
, but do not necessarily authorize federal employees to be paid at competitive rates in circumstances where job market rates exceed federal limits. However, authority to exceed normal federal pay limits does exist under at least two available authorities, but only for limited terms.
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From page 59... ...
transfer government technology to the private sector and involve the private sector in government R&D. However, the statutory purpose and approved uses of these contracting vehicles were not necessarily intended to be applicable to multiple objectives on the part of the government, nor were they necessarily designed for complex transactions involving multiple parties.
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From page 60... ...
There are, however, a number of statutes that permit government research, prototype development, and acquisition for experimental purposes to be done outside the purview of the basic laws and regulations that traditionally are used for government procurement. 6 To perform contract research or carry out prototype projects, an Army NSTEC should make routine use of these "other transactions" authorities in preference to using standard authorities.7 These authorities allow, or in certain circumstances require, cost sharing.
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From page 61... ...
A fairly clear lesson from previous studies is that for an NSTEC to operate effectively 10 Prototype projects (Section 845, Title 10 USC 2371 note) conducted outside the federal acquisi tion regulations are useful both to bring commercial firms into defense acquisition programs and to allow traditional defense contractors to become more "commercial-like" and innovate outside the current system.
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From page 62... ...
However, since there is no existing example of an FGC chartered specifically to perform R&D, such an approach would be experimental in nature and involve risks that may be inappropriate for an undertaking so closely aligned with DOD transformation and successful Army operations. As useful as the FFRDC model has been in the past, the increasing constraints placed on FFRDCs, and the reluctance of DOD to push for the creation of new FFRDCs, limits its attractiveness as a model for an NSTEC.
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From page 63... ...
(FGC) Understand and influence the Good Excellent Good Army's long-term vision Plan and direct a research Excellent Excellent Excellent program Influence and leverage Good Good Excellent commercial technology Conduct revolutionary Good Excellent Good research, development, test, and evaluation in key areas Conduct comprehensive Good Excellent Excellent evolutionary research, development, test, and evaluation Perform the "smart buyer" Good Excellent Excellent function Plan and direct the integration Excellent Excellent Excellent of technologies Evolve the organization Good Excellent Good NOTE: "Good" and "Excellent" ratings adapted from original 1-5 rating scale.
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From page 64... ...
These include flexibility in personnel policies, in particular, hiring practices, competitive compensation, and personnel incentives. Flexible business practices and funding approaches are required to avoid technological obsolescence and ensure that needed research and experimental equipment can be acquired in a timely fashion.
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From page 65... ...
That is, a new or existing non-governmental organization would be chartered. It might be located on leased land at Aberdeen Proving Ground or at a different location.
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From page 66... ...
The NSTEC UARC/FFRDC could be established at any appropriate location or locations and then be relocated at or in proximity to Aberdeen Proving Ground as circumstances warrant. In its early days, the UARC/FFRDC could perform a "gap filler" role when (1)
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From page 67... ...
, federally funded research and development center (FFRDC) , and federal government corporation (FGC)
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From page 68... ...
Recommendation 5b: The Army should immediately designate a director to establish an Army NSTEC at Aberdeen Proving Ground (Maryland)
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