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From page 187... ... noted that program managers had a negative view of SBIR partly because they saw it as involving substantial effort, especially in terms of guiding small businesses through the DoD acquisition process, while larger companies were already well versed in these matters.21 In short, it appears that resolving the Phase III transition challenge at DoD will require a substantial effort, similar to that undertaken by the Navy, with regard to the role 21 Carol Van Wyk, Presentation to PMA-209, May 25, 2005. Read the entire page →
From page 188... ... 5.5 PHASE III INITIATIVES DoD has long been aware that change will be needed if the full potential of the SBIR program is to be unleashed. This potential has been recognized and thus been the object of numerous initiatives over the years, at both the DoD and the agency level. Read the entire page →
From page 189... ... It is telling that since 1997, approximately 1/3rd of the companies winning SBIR awards are first-time recipients of SBIR contracts. High quality/low-cost information is the first step toward encouraging new firms to enter the SBIR competition. Read the entire page →
From page 190... ... . The new Phase II enhancement program offers companies which can show matching funds additional SBIR funding, as an effort to partly bridge the TRL/Phase III gap. Read the entire page →
From page 191... ... Primes have become increasingly interested in more access to the SBIR program. Box E The Navy Primes Initiative The Navy Primes Initiative builds partnerships with Navy contractors to enhance new technology insertion in key programs by leveraging SBIR/ STTR resources, in accord with best business practices of our partners. Read the entire page →
From page 192... ... 30 David Bailey, Advanced Technology Review Board, Process Overview Brief for ONR Partnership Conference, August 5, 2004 31 . 32 Presentation by Michael Caccuitto, Department of Defense, at National Research Council Symposium on SBIR: The Phase III Challenge, June 14, 2005. Read the entire page →
From page 193... ... It allows agencies to spend up to 1 percent of SBIR program funds on these pilot activities. The agencies have responded in a range of ways (see above for the Navy program) Read the entire page →
From page 194... ... . This is an agency-wide initiative focused on identifying and supporting technologies that could quickly improve affordability, manufacturability, performance, or capabilities, with proposals that "challenge" existing technologies or methods.33 5.6 BEST PRACTICES The structure of the DoD SBIR program can make it hard for companies to transition effectively into Phase III (as described earlier in this chapter) Read the entire page →
From page 195... ... See Figure 5-2 and details in discussion of NAVSUB SBIR operations in program management chapter • Linking information flows between small businesses, primes, DoD acquisition offices, and SBIR programs. One theme of the NRC Phase III Symposium was the difficulty of sharing information between stakeholders. Read the entire page →
From page 196... ... contracts within the DoD SBIR program. These mesh well with SBIR, allowing increased program manager flexibility and speed to delivery, outside the normal competitive bidding process. Read the entire page →
From page 197... ... However, implementation of this metric is uneven, and better data are needed. Data from Phase III contracts funded via the primes continues to be absent. Read the entire page →
From page 198... ... And active championing by Program Executive Officers seems to be a critical ingredient in Phase III success. A clear cultural shift was observed at Navy once Program Executive Officers became active champions of SBIR involvement in acquisitions. Read the entire page →
From page 199... ... 5.7.2 Roadmaps and technology planning Because the integration of subprojects (such as those funded by SBIR) into larger weapons systems is such a complex and long-cycle process, speakers from the primes stressed that coordination is key: • Roadmaps are a key to successful coordination of small business activities with the primes: "To make successful transitions to Phase III, SBIR technologies must be integrated into an overall roadmap."37 For example, Lockheed Martin uses a variety of roadmaps, including both technical capability roadmaps and corporate technology roadmaps. Read the entire page →
From page 200... ... Some of the reforms that might improve relationships among these parties are: • Extensive outreach by SBIR program managers to primes' Technical Management and Strategic Sourcing staff • Education for managers of the prime contractors about the competitive advantages of participating in the SBIR program, and about Congressional interest in the success of Phase III • Improved mechanisms for participation of the Primes in Topic development • Improve primes' sub-contract reporting to include a separate breakout for SBIR firms, similar to those currently provided for women-owned and minority-owned firms. • Improved reporting could be matched by expanded requirements, for example that all new contracts over a specified size should include SBIR subcontracting goals and incentives • Making the SBIR subcontracting plan part of the evaluation criteria for major contracts • Make sure primes are paid for "Technology Insertion," and that it is major element of their contract 5.7.5 Funding for Program Management • Add management funding. Read the entire page →
From page 201... ... 38 Presentation by Mark D Stephen, Air Force SBIR Program Manager, at National Research Council Symposium on SBIR: The Phase III Challenge, June 14, 2005. Read the entire page →
From page 202... ... This active experimentation, and the flexibility that permits it, are hallmarks of the SBIR program at DoD. The recommendations made here are intended to contribute to enhanced output from the program that is increasingly seen as an asset by Program Executive Officers and others in the Defense acquisition process. Read the entire page →
From page 203... ... 2 The continuing, at times incremental nature of these changes set against the longer term, often circuitous processes of firm growth and commercialization of SBIR awards described in Section 3 complicates efforts to relate program management techniques to performance outcomes. Thus, results measured for awards that occurred ten years ago may not adequately describe how well a Service or agency is managing in its SBIR program today. Read the entire page →
From page 204... ... Each phase of the SBIR program will be reviewed in turn. Results in a More Complex Process t iew en n on cem n ev pe tio ati tR nO lua ita e an w lu k l i c eas en vie tio ac nh va va on Re Tr So el IE IE II E mp e-R st D I Ph Ph Do Fa Co Ph Pr Ph I Phase II Phase III 0 12 24 36 48 Months Topic Phase II Solicitation Phase I Generation Eval & PreRelease Eval & & Review Award & Open Award FIGURE 6-1 SBIR timeline at DoD. Read the entire page →
From page 205... ... However, the review process has, according to DoD staff, improved clarity in topic descriptions and UNEDITED PROOFS Read the entire page →
From page 206... ... Box A Acquisition Liaisons To further foster coordination between its R&D and acquisitions programs, DoD mandates that each major acquisition program must designate as SBIR Liaison an individual who is - knowledgeable about the technology needs of the acquisition program and - responsible for technology infusion into the program. These Liaisons interface with the SBIR program managers within DoD and with the SBIR contractor community. Read the entire page →
From page 207... ... Primes are also invited to suggest SBIR topics through informal discussions with laboratory personnel or SBIR program managers at scientific meetings, technology conferences, and trade shows, as well as at DoD's own outreach workshops. Other channels for input include prerelease discussions with topic authors, and ongoing contacts between firms and technical monitors for current SBIR awards. Read the entire page →
From page 208... ... • Topic will allow the performing company "significant flexibility," stressing innovation and creativity. • Topics will include examples of possible phase III dual-use applications. Read the entire page →
From page 209... ... 6.4 SELECTION PROCEDURES 6.4.1 Phase I Contract Selection Since the SBIR program's inception at DoD, all SBIR awards have been contracts awarded on a competitive basis. The solicitation identifies the evaluation criteria for both Phase I and Phase II. Read the entire page →
From page 210... ... (1) , the SSA shall "establish an evaluation team, tailored for the particular acquisition, that includes appropriate contracting, legal, logistics, technical, and other expertise to ensure a comprehensive evaluation of offers." UNEDITED PROOFS Read the entire page →

From page 187...

... noted that program managers had a negative view of SBIR partly because they saw it as involving substantial effort, especially in terms of guiding small businesses through the DoD acquisition process, while larger companies were already well versed in these matters.21 In short, it appears that resolving the Phase III transition challenge at DoD will require a substantial effort, similar to that undertaken by the Navy, with regard to the role 21 Carol Van Wyk, Presentation to PMA-209, May 25, 2005.