2011-2012 Assessment of the Army Research Laboratory (2013) / Chapter Skim
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8 Crosscutting Issues
8 Crosscutting Issues
Pages 118-124
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From page 118... ...
Some technical areas are benefiting from seasoned internal leadership, but in a number of newer areas senior technical leadership should be recruited from outside ARL, because ARL continually addresses emerging scientific and technical areas. Acknowledging limited flexibility in the scientific and technical personnel track and issues of hiring freezes, there may be an alternate strategy for addressing this clear need for senior technical guidance: ARL should consider 2- to 3-year appointments through the Intergovernmental Personnel Act (IPA)
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From page 119... ...
To achieve these goals, the S&T organization benefits from having an appropriately supported historian with sanctioned access as well as internal report requirements organized to ensure the collection of appropriate data and personal recollections. It is important to emphasize the potential value of impact analysis for management and staff in the ARL itself.
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From page 120... ...
Although this may be applauded as added value from the ARLTAB review, it discloses the need for increased management attention to improving lines of communication. Of course, communication with technical peers from other organizations should also be encouraged through increased travel to and participation in relevant technical meetings, including international professional meetings, and through special workshops organized by ARL to achieve such goals.
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From page 121... ...
It is important to note that neither the ARLTAB nor any of its panels carried out a comprehensive review of any of these collaborative alliances during this review cycle. Rather, fragmentary information was gathered during the enterprise reviews of Network Sciences and of Autonomous Systems programs and during regular panel reviews of several of the directorates.
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From page 122... ...
In the first model, ARL researchers are scientific peers in the research collaboration with partners who should be, and often are, academic scientists of substantial international stature. In the second model, ARL researchers perform the invaluable function of translating Army requirements and educating the academic partners of the field constraints, and thereby help transform academic problems into equally challenging problems that also are of interest to the Army -- that is, they act as links in the feed-forward, feed-back loops between academia and the laboratory.
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From page 123... ...
ARL should consider addressing this concern by performing or commissioning retrospective analyses of these extramural collaborative activities, to be targeted at such issues as best practice in management, technical accomplishments, and impacts on the Army and on the conduct of business in ARL.
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