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Suggested Citation:"Appendix A: Statement of Task." National Academies of Sciences, Engineering, and Medicine. 2019. Strategic Long-Term Participation by DoD in Its Manufacturing USA Institutes. Washington, DC: The National Academies Press. doi: 10.17226/25417.
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Page 61

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A Statement of Task Conduct a workshop that will • Focus on the business models used to stand-up and operate, on a long-term basis, the 8 DoD institutes; • Evaluate ‘lessons-learned’ in developing and implementing the public–private partnerships adopted in those institutes and what changes may be needed; • Evaluate the potential values and costs that would accrue to DoD from further long-term engagement with the institutes under various scenarios and funding structures; • Receive input regarding similar public–private partnerships developed in other countries; and • Identify topics to be addressed in a follow-on Phase II study. The output of this suggested fast track project will be: 1. A workshop proceedings prepared by a designated rapporteur; and 2. A short report that: • Drawing from those proceedings, provides the report committee’s findings and options for DoD to consider in developing its long-term role with existing and potential future institutes, and • Recommends topics to be included in a follow-on Phase II study. PREPUBLICATION COPY – SUBJECT TO FURTHER EDITORIAL CORRECTION A-1

Next: Appendix B: Institutes' Offerings Value Proposition Rankings by Stakeholder »
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To effectively mature and transition DoD manufacturing science and technology advances into production, DoD must have access to a robust and responsive U.S. industrial base which is often driven by advanced manufacturing technologies. The Manufacturing USA institutes are considered crucial and game-changing catalysts that are bringing together innovative ecosystems in various technology and market sectors critical to DoD and the nation.

Since 2012, DoD has invested $600 million directly in its Manufacturing USA institutes with the understanding that the initial federal investment included (1) core funding and (2) one-time, start-up funding to establish the institutes within a period of 5 to 7 years. As the institutes now begin to reach year five, DoD is evaluating the effectiveness of the institutes in fulfilling their goals and the best on-going roles for the federal government, including on-going funding options, to ensure optimal benefit to U.S. competitiveness. This report reviews the role of DoD’s investment to date in establishing its eight institutes as public–private partnerships and its engagement with each institute after it has matured beyond the start-up period.

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