Strategic Long-Term Participation by DoD in Its Manufacturing USA Institutes (2019) / Chapter Skim
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5 Committee Findings and Recommendations
5 Committee Findings and Recommendations
Pages 59-64
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From page 59... ...
manufacturing innovation institutes' strategic goals contained in the DoD Manufacturing USA Strategy.1 Note that the findings for each goal are listed in no particular priority order. DoD Strategic Goal 1: Drive impactful advanced manufacturing research and development (R&D)
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From page 60... ...
The experience of similar agencies in other countries suggests that core funding is likely to be critical on an ongoing basis to achieve strategic goals #3 and #5. Beyond core, DoD Manufacturing USA institutes need to find additional sources of funding to remain viable in the long term.
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From page 61... ...
Based on the committee's finding that the institutes provide value of benefit to DoD goals, the committee recommends that DoD conduct a formal review of each institute to support decisions on renewing, re-competing, or canceling current agreements. The review criteria should be tied to meeting the goals of the DoD strategic plan.
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From page 62... ...
2019 to FY2023; • Option B -- Current model with improvements to processes, offerings, and value-based core funding with potential continued funding within final budget constraints; • Option C -- Transition to DoD customer model; • Option D -- Transfer core responsibilities to the National Program Office at the National Institute of Standards and Technology; and • Option E -- No core funding of institutes beyond initial investment. Based on analysis of options presented in Chapter 4, the committee recom mends that DoD implement a hybrid business model that combines (1)
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From page 63... ...
DoD Manufacturing USA institutes should be encouraged to collaborate in developing optimal and more joint workforce development efforts, including taking advantage of online and related technologies. DoD Manufacturing USA institutes should be mindful of the need both for applied training in the new technologies and for workers to understand fundamental principles so that the training remains relevant as technology changes.
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From page 64... ...
For S&T, this senior-level communica tion should facilitate connections to explore intersections in technology roadmaps between DoD S&T roadmap leaders and the institutes. For the acquisition com munity, the communication should request focal points for a few specific target programs that might benefit from solutions the institutes can provide, similar to the programs of record that have been successfully identified as transition targets for the Navy ManTech program.
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