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Ar my Sc ience & Techno log y

Army Science and Technology

Dr. Thomas RussellDeputy Assistant Secretary of the Army for

Research and Technology

4 April 2017

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Army S&T Principles

Current Force Future Force

Enhancing the Current Force

Enabling the Future Force

MISSION: Identify, develop and demonstrate technology options that inform and enable effective and affordable capabilities for the Soldier

VISION: Providing Soldiers with the technology to Win

Next GenerationRotorcraft

Cyber tools

High Energy Lasers

Combat Vehicle Prototyping

Neuroscience

Advanced Rotary Wing Aerial Delivery

Sling Load Net

Deployable Force Protection Adaptive Red Team

Video from Unmanned Aerial

Systems

Autonomous Mobility Appliqué System

High Speed Container Delivery System

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Roles of Science and Technology

TimeFrame MidNear Far

Fundamental ResearchBasic and Early

Applied Research

NeuroScienceMaterials by

DesignTRANSITION

INNOVATE

DISCOVER

2-4 Years

1-2 Years

Quick Reaction

10-30 years

Investigate Technology

Applied ResearchInnovate Technology Options4-8 years

High Energy Laser – Tactical Vehicle Demonstrator

Manned-Unmanned Teaming

Joint Multi-Role Technology Demonstrator

Advanced Development Research

6-15 years

Experimental Prototyping &

Improve Current Systems

-Drive Down Technical Risk

-Inform Achievable Requirements

Aeromechanics and Computational

Methods

Disruptive Energetics

Conceptualized Quantum Memory

Blast Protection for Platforms

and Personnel

Technology Maturity

Time

Fundamental/Disruptive Technologies

TRL 1-3

Investigate Technologies

TRL 3-4/5

NOT of InterestTRL7+

Prototyping and

Improving Current SystemsTRL 6/7

Innovate Technology

OptionsTRL 4-6

Quick Reaction

S&T’s Impact on Technology Maturation

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Priority Investment Areas• Army S&T Portfolio focus

towards acceleration of priority technologies

• Priority technologies include:– Capability Enablers for 2026

and beyond

– Decide Faster

– Manned-Unmanned Teaming

– Asymmetric Vision

– Survive and Project Indirect Fires

– Chief of Staff of the Army (CSA) Priorities

CSA PrioritiesArmor New Combat Vehicle

Future Vertical Lift Aviation Protection

Infantry Support Technology Networks

Autonomy Artificial Intelligence

Cyber/Electronic Warfare Additive Manufacturing

Assured PNT Robotics

Air & Missile Defense

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$188M8%

$429M18%

$398M16%

$421M17%

$270M11%

$363M15%

$146M6%

$222M9%

Ground ManeuverCombat/tactical ground platforms/survivability; unmanned ground systems; austere entry; power & energy

Soldier/SquadPersonnel, Training, Human System Integration, Dismounted mission equipment and power & energy

MedicalCombat Casualty Care, Infectious Disease mitigation, clinical/rehabilitative medicine

Innovation EnablersHigh Performance Computing; Environmental Protection; Base Protection; Studies; Technical Maturation Initiatives; Procurement

LethalityOffensive/Defensive kinetic (guns, missiles), Soldier Weapons, Directed Energy (HEL) weapons

AirAdvanced Air Vehicles; Unmanned Aerial Systems; Manned/Unmanned Teaming

Army Investments by PortfolioFY17: $2.4B*

Army Investments FY17BA1 $429MBA2 $908MBA3 $930MBA4 $70MBA6 $37MBA7 $62M

* Does not include $59M Procurement

As of PB17

Basic ResearchMaterials Science; Medical/Life Sciences; Quantum/Info Science; Autonomy; Networks

C3ISecure Comms-on-the- Move; Cyber/EW; Sensors; Cyber;RF Hardware/Software Convergence; Assured PNT

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Army S&T Enterprise—Research, Development & Engineering Centers (RDEC) & Labs

AMRDEC – Army Aeroflight Dynamics Directorate

ARL – Battlefield Environments and Survivability Elements

Institute of Surgical Research

Engineer Research and Development Center• Coastal and Hydraulics Lab• Environmental Lab• Geotechnical & Structures Lab• Info Tech Lab

Aviation & Missile RDEC

Space & Missile Defense Command Technical Center

AeromedicalResearch Lab

ERDCConstruction Engineering Research Lab

Tank Automotive RDEC

ARL – Simulation & Training Technology Center

ERDC Cold Regions Research & Engineering Lab

Research Institute of Environmental Medicine

Natick Soldier RDEC

Armament RDEC

ARL – Army Research Office

Research Institute of Chemical Defense

Edgewood Chem Bio Center

Army Research Lab (ARL)

Research Institute of Infectious Disease

Walter Reed Army Institute of Research

ERDC Geospatial Research Laboratory

Communications-Electronics RDEC

Army Research Institute for the Behavioral & Social Sciences

HQ, RDECOM

U.S. Army Materiel CommandU.S. Army Medical CommandU.S. Army Corps of EngineersU.S. Army Space and Missile Defense CommandHeadquarters, Department of the Army, G-1

ECBC – West Desert Test Center – Life Science DivisionARL West

ARL South

16 Army labs within 5 Army S&T Commands

Approximately 13,000 Army Civilian Scientists and Engineers 45% Bachelors Degree 40% Masters Degree 15% Doctorate Degree

S&T

Com

man

ds

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Open Campus Initiative

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ARO Tokyo

ARO London

ARO Brazil

ARL - Aberdeen Proving Ground

ARL - Adelphi Laboratory Center (Headquarters)

ARL - Durham, NCARL - Orlando, FL

ARL SouthAustin, TX

Los Angeles, CAARL West

ICB - Santa Barbara, CA

ISN - Stanford, CA

White Sands Missile Range

ARL Primary Labs SiteARL Field ElementCollaborative AlliancesOpen Campus HubCollaboration SpokeInternational Hub

ARL CentralAdvanced

Photon Source

CRA - Materials in Extreme Dynamic Environments

Baltimore, Maryland

Electronic MaterialsSalt Lake City, Utah

CRA - Cyber Security Research Alliance

Old Main State College, PA

CTA - Micro Autonomous Systems and Technology

(MAST)Washington, D.C.

CTA - RoboticsFalls Church, VA

CTA - Cognition & Neuroergonomics

Alexandria, VA

ISNCTA - Network Sciences

Cambridge, MA

Developing a Hub and Spoke S&T Global Network

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Army Research Lab (ARL) Open Campus: Route for Collaboration

Collaborative Mechanisms •Cooperative Research and Development Agreements (CRADAs)

•Patent License Agreements•Educational Partnerships•Partnership Intermediary Agreements

Projects Being Negotiated

Active CRADA Projects

0 50 100 150 200 250 300 350 400

FY 10

FY 11

FY 12

FY 13

FY 14

FY 15

FY 16

• Over 508 People Into and Out of Laboratory Under OC

• Active Collaborators: 96• In-Process Collaborators: 80• International Collaborators: 53 from 20

countries including China, India, Germany, Turkey, South Korea, Iran.

International CRADAs• Three Active • Six Pending

Australia - University of WollonongBulgaria & Ukraine –Bulgaria Defense Institute,Chernihiv National University of Technology,National Technical University of UkraineSingapore - Nanyang TechnologicalUniversityAustralia - Australia National UniversityAustralia - University of SydneyBudapest - Budapest University of Technology and EconomicsIsrael - Ben Gurion UniversityNew Zealand - University of AucklandNorway - University of Oslo

PresenterPresentation NotesFY14 $3677335FY15 $14930291Fy16 (partial to date) $21178254

Cumulative since FY 14 SUM= 39785880Active CRADA Collaborators: 96 (39 Academia, 57 Industry)In-Process CRADA Collaborators: 80 (42 Academia, 37 Industry, 1 St/Local Gvmt)

Total Distinct Collaborators: Active 96, In Process 80Domestic Academia Distinct Collaborators:Active 35 , In Process 36International Acad. Distinct Collaborators:Active 4 , In Process 6Industry Distinct Collaborators:Active 57 , In Process 37GvmtActive 0, In Process 1

Defintions/Term descriptionActive CRADA Actions refers to CRADAs, JWS, Amendments, etcFor example as of 19 Oct 2015 128 Active CRADA Actions with 89 distinct Collaborators (including RDECOM CRADAs)-> Partner support in kind yearly ($ 15,496,566)Of those 128 Actions: 36 are JWS with 27 distinct Collaborators Of those 128 Actions: 5 are Limited Use CRADAs with 5 distinct CollaboratorsOf those 128 Actions: 76 are CRADAs (mixed type, non-RDECOM) with 72 distinct CollaboratorsOf those 128 Actions: 3 are Amendments Of those 128 Actions: 8 are RDECOM CRADAs with 8 distinct CollaboratorsOf those 128 Actions: 57 were signed in FY15 with 37 Distinct Partners.

In Processing = Being Negotiated at some stage For example as of 19 Oct 201582 CRADA Actions with 48 distinct Collaborators (including RDECOM CRADAs)Of those 82 Actions: 41 are JWS with 36 distinct Collaborators Of those 82 Actions: 2 are Limited Use CRADAs with 2 distinct CollaboratorsOf those 82 Actions: 37 are CRADAs (mixed type, non-RDECOM) with 37 distinct CollaboratorsOf those 82 Actions: 1 is an Amendments with 1 distinct CollaboratorOf those 82 Actions: 1 is RDECOM CRADAs with 1 distinct Collaborator

Status = Have not received Internal Coordination; PI may not be ready to proceed yet, or in Directorate workflow.For example as of 19 Oct 201546 CRADA Actions with 42 distinct Collaborators Of those 46 Actions: 14 are JWS with 13 distinct Collaborators Of those 46 Actions: 0 are Limited Use CRADAs with 0 distinct CollaboratorsOf those 46 Actions: 32 are CRADAs (mixed type, non-RDECOM) with 32 distinct CollaboratorsOf those 46 Actions: 0 are Amendments with 0 distinct CollaboratorsOf those 46 Actions: 0 are RDECOM CRADAs with 0 distinct Collaborators

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Open to national and DoD labs, universities, and industryMultidisciplinary Focus: •Manufacturing and processing•Process-to-microstructure modeling•Expeditionary technologies development

•Characterization based-performance using a probabilistic approach

•Rapid, in situ certification of additively manufactured parts

UNIQUE FACILITIES‒ Selective laser sintering‒ Hybrid additive manufacturing system‒ Cold spray systems‒ Materials characterization and computational tools‒ Nondestructive Evaluation (NDE) Capabilities‒ X-ray Computed Tomography suite‒ Scanning and transmission electron microscopy

CT with In-situ Mechanical TestingAdditive Manufacturing Suite

Fiber & Film Processing Lab

Cold Spray Laboratory

Multi-axes, Hybrid-materials Additive Manufacturing

CURRENT PARTNERS:− 3D Systems− Orbital ATK− Johns Hopkins (MEDE

CA)− ECBC− UTEP

CAMMS: Center for Agile Materials Manufacturing Science

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Army S&T EnterpriseU.S. Army University Funding

University Top Performers FY 2016University of Michigan - Ann Arbor $10.9MUniversity of California - Santa Barbara $9.5MUniversity of Southern California $9.0MMassachusetts Institute of Technology (MIT) $7.3MUniversity of Maryland - College Park $6.8MStanford University $6.7MUniversity of Pennsylvania $5.9MUniversity of California - Davis $5.9MPennsylvania State University $5.6MCalifornia Institute of Technology $4.8M

U.S. Army University Funding

6.1 Research Funding by State

$$10M>$5M$2M

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High Interest Basic Research Areas

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Research Partnerships & Networks

Attract, Recruit, Develop, Upskill,

& Retain

Broadening theFuture STEMTalent Pool

Inclusion / Narrowing the Achievement

Gaps

Car

eer O

utre

ach

&

Mar

ketin

g

Strategic Workforce On-Off Boarding Efficiencies

Army’s Holistic Approach to STEM Capabilities

Holistic strategy to enhance STEM capabilities: Broadening the STEM-literate talent pool; Attracting, recruiting and retaining elite STEM candidates; Outreach to diverse array of S&T organizations.

PresenterPresentation NotesWhen we are talking about strengthening our STEM capabilities – we are really looking at this. The STEM Challenge has a complex mix of influencers, categories and subcategories which make addressing them, in a coordinated and cohesive way, from a policy/guidance perspective challenging, and frankly – often ineffective. The NRC Study from 2013 on Ensuring the DoD’s STEM Capabilities used the work “abysmal” to describe our historic effectiveness. Some of the considerations the Army made to address this, and examine how to develop a holistic strategy, or approach, that is evidence-based are: The STEM workforce has not only grown in importance but also in size and complexityAggregated/outdated data has driven ineffective policy and strategies to STEM – nuanced data offers key insights to challenges, approaches, and effectiveness, we must understand the problems we want to solveThere is a wide range of STEM-capable workers that are needed to meet the challenges of today and tomorrow (STEM specialized, STEM-capable, STEM-literate) and no shared definition of STEM or STEM workforce across the DIB which presents a challenge in developing sound, data-driven policies Government, educational institutions, and employers must re-envision how to best support the range of STEM-capable workers to meet current and future challenges – the education to workforce pipeline is ineffective for today’s workforce and we must work together effectivelyMeasures and process established by NSF sixty years ago for what constitutes the S&E workforce is no longer reflective of our national STEM requirement – we need a broader, skill based definition/approachThe process of a acquiring STEM talent is quite fluid – a unique attribute to the US – and needs several on-boarding and off-boarding approaches to maximize our immediate and future capabilitiesEnsuring the Army has access to highly qualified STEM workers is dependent on a STEM-literate workforce – there is a STEM ecosystem to consider and supportWith over a decade of resources towards STEM education very little has changed resulting in a move to be much more coordinated, cohesive, and scale-up established best practicesTo secure a flexible, agile, STEM-capable workforce in the 21st century we must significantly broaden the STEM-literate talent pool and ensure the availability of various educational and career on-and-off rampsThe focus has shifted from how many degrees/workers do we have to what kind of knowledge and skills are needed – need to think how can we expand and strengthen the global S&T enterprise

These considerations have lead the Army to build a strategy that allows for granularity of detail and clarity for categories and subcategories – avoiding oversimplified approaches that don’t address the root problem in a sustainable way – with the ability to evolve based on current or approaching influencers. This represents our STEM investments. We have a K-12 component, concentrated on “BROADENING the STEM Talent Pool”, through the Army Educational Program (AEOP). We have our Research Capabilities element within our research investments such as our HBCU/MI research, our research grants to academia and industry, and our business investments to address a flexible and agile workforce required to address current and future needs. We depend on our Human Capital management capabilities to “Attract & Recruit” but we need processes to inform these efforts with a better understanding of what works or doesn’t work for each category that leads to our onboarding processes for near-term, long-term, and retaining talent. In the realm of retaining talent, we need to identify and know where we can upskill existing talent. These are distinctive efforts, with separate authorities, challenges, capabilities but they all are intimately dependent on each other. We found a one approach to all limits our ability to get the nuance data-driven recommendations to institute real change or lead to improved leadership’s capability to understand and create solutions that address our risks. We work with our Federal partners through COSTEM on solutions and information sharing for best practices in the industry but many of these are largely research initiatives themselves.

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Summary• Army refocusing investments to technologies

enabling mid- and far-term capabilities• S&T investments are critical for future Army

operational capabilities• Building strong working relationships with Academia

is key for future workforce and technology development

• A strong STEM workforce and a STEM-literate public are critical to Army S&T

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Slide Number 1Army S&T PrinciplesRoles of Science and TechnologyPriority Investment AreasArmy Investments by Portfolio�FY17: $2.4B*Army S&T Enterprise—Research, Development & Engineering Centers (RDEC) & LabsOpen Campus InitiativeDeveloping a Hub and Spoke �S&T Global NetworkArmy Research Lab (ARL) Open Campus: Route for CollaborationCAMMS: Center for Agile Materials Manufacturing ScienceArmy S&T Enterprise�U.S. Army University FundingHigh Interest Basic Research AreasArmy’s Holistic Approach to STEM CapabilitiesSummarySlide Number 15