Experimentation and Rapid Prototyping in Support of Counterterrorism (2009) / Chapter Skim
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Doing so requires red teaming, modeling, simulation, and testing combined in an integrated program that includes operational concept development, technology definition, and development; and transfer into fielded equipment with appropriate training and support. After the attacks on September 11, 2001, the Department of Defense (DOD)
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At the request of the director of the Rapid Reaction Technology Office, the National Research Council established the Committee on Experimentation and Rapid Prototyping in Support of Counterterrorism. Specifically, the committee was requested to: • Review the current experimentation and rapid prototyping approaches utilized by RRTO for counterterrorism; • Identify potential barriers, both within RRTO and outside RRTO, that inhibit accelerating the transition of developments in science and technology to support counterterrorism applications; and • Recommend potential improvements to RRTO approaches, including areas for future focus that can further accelerate the fielding of affordable, sustainable capabilities and concepts to counter emerging threats.
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The key attributes of the RRTO and the essential elements of its business model are summarized in Box S.1. Several examples of specific activities of the RRTO related to elements of its business model follow from the concepts outlined in Box S.1: • Foster communications and form collaborative cross-agency groups: The biometrics and forensics capabilities developed to permit rapid, if not real-time, identification in a combat theater of "bad actors" that have been previously identified as such by other government agencies or even other governments -- as discussed in Chapter 2 -- are an excellent example of this RRTO strength of using cross-agency inputs and collaborative development efforts.
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This view of the RRTO was verified in committee discussions with partner organizations of the RRTO. Critical Attributes The Rapid Reaction Technology Office is a catalytic organization that antici pates and responds to emerging threats, with an emphasis on terrorism and irregular warfare.
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This effort is an excellent example of the RRTO's creating synergy using capabilities from multiple organizations. • Enable close relationships among technical staff, testers, and users: The RRTO sponsored the development of a test facility within Yuma Proving Ground, Arizona, to examine new systems for counterterrorism.
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While some midlevel people are assigned to the RRTO, because the organization is small and outside many of the normal career paths, a greater effort is required to expose a range of people to the RRTO and to provide succession planning. Major Findings and Recommendations In addition to providing a qualitative analysis of the strengths and weaknesses of the RRTO, the committee reviews and discusses other potential issues impacting the organization.
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The RRTO's capabilities to span organizational boundaries and to work outside conventional modes serve the DOD well. Recommendation 1: The Rapid Reaction Technology Office should be continued as a separate entity reporting directly to the Director of Defense Research and Engineering (DDR&E)
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Recommendation 3: In supporting the RRTO and Yuma Proving Ground, the Army Deputy Chief of Staff for Intelligence and the commander of the U.S Army Test and Evaluation Command (ATEC) should expand support to the RRTO and its associated test support organizations (i.e., the Naval Air Systems Command and the National Counterterrorism/Counterinsurgency Integrated Test and Evaluation Center)
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