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Annual Industrial Capabilities Report to Congress February 2006
"Section 2504 of title 10, United States Code, requires that the Secretary of Defense submit an annual report to the Committee on Armed Services of the Senate and the Committee on Armed Services of the House of Representatives, by March 1st of each year. The report is to include: '(1) A description of the departmental guidance prepared pursuant to section 2506 of this title. (2) A description of the methods and analyses being undertaken by the Department of Defense alone or in cooperation with other Federal agencies, to identify and address concerns regarding technological and industrial capabilities of the national technology and industrial base. (3) A description of the assessments prepared pursuant to section 2505 of this title and other analyses used in developing the budget submission of the Department of Defense for the next fiscal year. (4) Identification of each program designed to sustain specific essential technological and industrial capabilities and processes of the national technology and industrial base.' This report contains the required information."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2006-02
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Annual Industrial Capabilities Report to Congress for 2015
"This report is being provided to the Committee on Armed Services of the Senate and the Committee on Armed Services of the House of Representatives. This report simultaneously satisfies the requirements pursuant to title 10, U.S.C., section 2504, which requires the Department of Defense (DoD) to submit an annual report summarizing DoD industrial capabilities-related guidance, assessments, and actions and Senate Report 112-26, which accompanied the National Defense Authorization Act (NDAA) for FY 2012, and requires a report containing a prioritized list of investments to be funded in the future under the authorities of Title III of the Defense Production Act (DPA) of 1950. This report summarizes DoD industrial capabilities-related guidance, assessments, and actions initiated during 2015 and as they existed at the close of that year. It is important to note that the status of some of the programs described herein has changed in the intervening time."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2016-09
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Annual Industrial Capabilities Report to Congress for 2014
"This report is being provided to the Committee on Armed Services of the Senate and the Committee on Armed Services of the House of Representatives. This report simultaneously satisfies the requirements pursuant to Title 10, U.S.C., section 2504, which requires the Department of Defense (DoD) to submit an annual report summarizing DoD industrial capabilities-related guidance, assessments, and actions and Senate Report 112-26, which accompanied the National Defense Authorization Act (NDAA) for Fiscal Year 2012, and requires a report containing a prioritized list of investments to be funded in the future under the authorities of Title III of the Defense Production Act. This report summarizes DoD industrial capabilities-related guidance, assessments, and actions initiated during 2014 and as they existed at the close of that year. It is important to note that the status of some of the programs described herein has changed in the intervening time."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2016-09
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Annual Industrial Capabilities Report to Congress March 2009
"Section 2504 of Title 10, United States Code, requires that the Secretary of Defense submit an annual report to the Committee on Armed Services of the Senate and the Committee on Armed Services of the House of Representatives, by March 1st of each year. The report is to include: '(1) A description of the departmental guidance prepared pursuant to section 2506 of this Title. (2) A description of the methods and analyses being undertaken by the Department of Defense alone or in cooperation with other Federal agencies, to identify and address concerns regarding technological and industrial capabilities of the national technology and industrial base. (3) A description of the assessments prepared pursuant to section 2505 of this Title and other analyses used in developing the budget submission of the Department of Defense for the next fiscal year. (4) Identification of each program designed to sustain specific essential technological and industrial capabilities and processes of the national technology and industrial base.' This report contains the required information."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2009-03
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Annual Industrial Capabilities Report to Congress [September 2011]
"Section 2504 of Title 10, United States Code, requires that the Secretary of Defense submit an annual report to the Committee on Armed Services of the Senate and the Committee on Armed Services of the House of Representatives, by March 1st of each year. The report is to include: (1) A description of the departmental guidance prepared pursuant to section 2506 of this Title. (2) A description of the methods and analyses being undertaken by the Department of Defense alone or in cooperation with other Federal agencies, to identify and address concerns regarding technological and industrial capabilities of the national technology and industrial base. (3) A description of the assessments prepared pursuant to section 2505 of this Title and other analyses used in developing the budget submission of the Department of Defense for the next fiscal year. (4) Identification of each program designed to sustain specific essential technological and industrial capabilities and processes of the national technology and industrial base. This report contains the required information."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2011-09
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Annual Industrial Capabilities Report to Congress [May 2010]
"Section 2504 of title 10, United States Code, requires that the Secretary of Defense submit an annual report to the Committee on Armed Services of the Senate and the Committee on Armed Services of the House of Representatives, by March 1st of each year. The report is to include: '(1) A description of the departmental guidance prepared pursuant to section 2506 of this Title. (2) A description of the methods and analyses being undertaken by the Department of Defense alone or in cooperation with other Federal agencies, to identify and address concerns regarding technological and industrial capabilities of the national technology and industrial base. (3) A description of the assessments prepared pursuant to section 2505 of this Title and other analyses used in developing the budget submission of the Department of Defense for the next fiscal year. (4) Identification of each program designed to sustain specific essential technological and industrial capabilities and processes of the national technology and industrial base.' This report contains the required information."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2010-05
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Report to Congress on Assessment of the Ground-Based Midcourse Defense Element of the Ballistic Missile Defense System
"The United States is currently protected against limited long-range ballistic missile attacks. As part of the U.S. Ballistic Missile Defense System (BMDS), the Ground-Based Midcourse Defense (GMD) element is the backbone of a continuous operational capability to protect the United States against intermediate range and intercontinental ballistic missiles. However, given the uncertainties of future intercontinental ballistic missiles (ICBM) threats, including the rate at which they will mature, the United States plans to preserve its position of advantage by maintaining and enhancing the current midcourse defense capability and developing a hedge against future threat growth. The United States remains determined to provide a robust defense of the homeland against the threats of today and tomorrow, but it does not need to develop such capabilities at an accelerated rate with increased levels of programmatic risk."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2010-05
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Department of Defense 6055.06-M: DoD Fire and Emergency Services Certification Program, February 2006 [Incorporating Change 1, September 16, 2010]
"This Manual is issued under the authority of DoD [Department of Defense] Instruction 6055.06, 'DoD Fire and Emergency Services (F&ES) Program,' October 10, 2000 December 21, 2006 (Reference (a)). It establishes uniform professional qualification standards, standardized training, and certification procedures for all DoD Fire and Emergency Services personnel. Positions are graded in accordance with Office of Personnel Management Job Classification Standards (e.g., GS-0081 job series for firefighters). Managers should consult agency classification specialists regarding grading criteria for firefighters when applying the GS-0081 grading criteria. This Manual applies to the Office of the Secretary of Defense (OSD), and those DoD Components having responsibility for maintaining organized fire and emergency services (hereafter referred to collectively as the 'DoD Components'). The term 'Military Services,' as used herein, refers to the Army, the Navy, the Air Force, and the Marine Corps."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2010-09-16
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Air Force Nuclear Enterprise Follow-On Review
From the memorandum: "The final report of the Air Force Nuclear Enterprise Follow - on Review is attached. The Air Force leadership implemented extraordinary measures in their nuclear enterprise following two incidents in 2007 and 2008. In 2010, the leadership asked the Permanent Task Force on Nuclear Surety to do an assessment of the effectiveness of the extraordinary measures and assess the resulting state of the nuclear enterprise. The Task Force found that the measures had been successful and the nuclear forces had been restored to high standards of professionalism and discipline. At the same time, there were significant shortfalls in personnel, logistics, and facility support for the enterprise. In addition, some measures and practices intended to help ensure a thoroughly professional force had become counterproductive and needed attention. The leadership initiated actions to improve personnel, logistics, and facility support and to re-examine the inspection regime and the conduct of the Personnel Reliability Program. In 2012, the leadership asked the Task Force to do a follow-on review to assess the effect of the changes subsequent to the 2010 assessment and report on the current state of the enterprise. The Task Force found that the nuclear forces are thoroughly professional, disciplined, committed to the mission, and performing the mission effectively. There are significant improvements in the problem areas addressed in the 2010 assessment with the exception of the Personnel Reliability Program, which continues to be mired in bureaucratic excesses that detract from the effectiveness of this important program. There have been important improvements in visible senior leadership attention, clarity of organization and responsibility, the inspection regime, logistics support, personnel support, and facilities. Still, there are enduring issues that require more responsive attention. To sustain the continuing progress in the nuclear enterprise and leverage the positive developments, the Air Force needs to provide faster and broader material evidence that the mission is indeed treated as Job 1 (or even as first priority behind the demands of ongoing combat operations)."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2013-04
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Department of Defense Report to Congress on Addressing Challenges for Unmanned Aircraft Systems, January 2013
"This report details the key issues being addressed by the UAS TF [Unmanned Aircraft Systems Task Force]; describes progress made in coordinating UAS issues across manned and unmanned intelligence, surveillance, and reconnaissance programs; and relates actions taken to implement the UAS TF recommendations."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2013-01
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Open Business Model for Unmanned Aircraft Ground Control Stations
From the executive summary: "Over the past twenty years, the Department of Defense (DoD) has acquired a diverse portfolio of Unmanned Aircraft Systems (UAS) across the Military Services to meet its national security needs. Newly emergent threats and evolving national security requirements are prompting the DoD to re-evaluate its entire portfolio of systems, while at the same time, seeking to reduce the total ownership costs including life cycle sustainment costs of these systems. The anticipated reduction in defense spending in concert with advances in information technology provides ample opportunity for DoD to rethink how it acquires, designs, and builds its systems. As a result, DoD is adopting and exploiting open system design principles and architectures to increase competition, foster reuse across systems, and increase interoperability. This new acquisition model requires access to multi-vendor solutions to enable rapid insertion of new technologies to counter emerging threats, avoid technology obsolescence, and decrease time to field new capabilities. DoD is adopting an Open Business Model (OBM) to support the implementation of an Open Architecture (OA) for UAS Ground Control Stations (GCS) in order to drive greater acquisition efficiencies and reduce the total ownership costs. This new model is built upon several lessons learned from the Navy's own open architecture efforts in the submarine community when it radically changed its approach to building weapon systems due to an emerging threat from an adversary in conjunction with declining budget."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2014-02-10?
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Directive-type Memorandum (DTM) 13-001: Management of Bulk Petroleum Stock Levels [January 3, 2013, Incorporating Change 1, August 6, 2013]
"This DTM [Directive-type Memorandum], in accordance with the authority in DoD [Department of Defense] Directive (DoDD) 5134.01 (Reference (a)): 1) Establishes policy for petroleum operating stock (OS). 2) Clarifies the basis for petroleum war reserve stock (PWRS). 3) Updates responsibilities and procedures for management of bulk petroleum stock levels. 4) Is effective January 3, 2013; it will be incorporated into DoDD 4140.25 (Reference (b)), DoDD 5101.08 (Reference (c)), and DoD 4140.25-M (Reference (d)). This DTM will expire effective January 2, 2014."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2013-08-06
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Memorandum for the Secretary of the Army, Secretary of the Navy, Chairman of the Joint Chiefs of Staff, Under Secretary of Defense for Intelligence, Assistant Secretary of Defense (Networks and Information Integration), Assistant Secretary of Defense (Homeland Defense and America's Security Affairs), Assistant Secretary of Defense (Special Operations/Low Intensity Conflict), General Council of the Department of Defense
"Under the authority assigned to me as the Principal Staff Assistant for Defense Biometrics, I am assigning responsibilities to represent the Department of Defense at various interagency working groups. I am also directing the Executive Agent for Biometrics to define and implement a process that provides feedback to all biometric stakeholders and DoD senior leaders who represent the Department at the National Security Counsel Homeland Security Counsel (NSCIHSC) Principals/Deputies Committees (PClDC) and NSCIHSC Policy Coordination Committees (PCC). "
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
Young, John J.
2008-02-11
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Corrosion Prevention and Control Planning Guidebook for Military Systems and Equipment
"The purpose of this Guidebook is to assist DoD and contractor Program Offices (POs), Program Managers (PMs), and Integrated Product Teams (IPTs) in effectively managing corrosion during the entire acquisition process, including sustainment. It is one part of the body of knowledge provided in several policies and other guidance. The goal of this Guidebook is to assist in reducing ownership costs and increasing system availability through improved CPC [Corrosion Prevention and Control] planning and execution of an effective CPC strategy. This Guidebook contains baseline information and explanation for establishing a well-structured CPC program. The management concepts and ideas presented in this Guidebook encourage use of time-tested practices and suggest a process to address a CPC program without prescribing specific methods or tools. The information presented within this Guidebook is developed from best practice lessons learned. PMs and other acquisition professionals are encouraged to apply the fundamentals presented in this Guidebook to all acquisition efforts, both large and small, and to all elements of a program (system, subsystem, hardware, components, support equipment, automatic test systems, training systems, information technology, spares, and repair parts). CPC is a fundamental management tool for effectively addressing and reducing corrosion. POs/PMs should tailor their approach to fit their acquisition program, statutory requirements, and lifecycle phase. This Guidebook applies to all DoD Components and should be used in conjunction with related directives, instructions, policy memoranda, or regulations issued to implement mandatory requirements."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2014-02-04
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Report to Congress on Sales of Significant Military Equipment to Foreign Entities Fiscal Year 2011
"Section 1231 of the John Warner National Defense Authorization Act for Fiscal Year 2007 (Public Law 109-364) requests the Secretary of Defense to submit an annual report to Congress on foreign military sales (FMS) and direct sales to foreign entities of significant military equipment manufactured in the United States during the preceding calendar year. This is our final report on this subject based on section 1231 having been repealed by the National Defense Authorization Act for Act for Fiscal Year 2012, section 1 062( d). The report is to identify for all sales of significant military equipment in excess of $2 million, including: (1) the nature of the equipment and the dollar value of the sales; (2) the country to which the equipment was sold; and (3) the manufacturer of the equipment and the State in which the equipment was manufactured. The law defines the term 'significant military equipment' as having the meaning given the term in section 47(9) of the Arms Export Control Act (22 U.S.C. 2794(9) note)."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2012-05
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Under Secretary of Defense for Acquisition, Technology and Logistics: Strategic Goals Implementation Plan V2.0, 2008
This Acquitision, Technology and Logistics (AT&L) Strategic Goals Implementation Plan "contains the specific goals and metrics/steps in support of the four strategic thrusts. [...] (1) Define Effective and Affordable Tools for the Joint Warfighter; (2) Responsibly Spend Every Single Tax Dollar; (3) Take Care of Our People; (4) Department of Defense Transformation Priorities. [...] It also contains the status of initiatives begun in support of the seven AT&L organizational goals in the 2007 Implementation Plan. This plan is a key part of aligning the AT&L Enterprise to use its fixed resources in a way that creates maximum efficiency as well as maximum warfighting benefit. It also allows us to more completely implement performance-based personnel management in support of the organization's goals."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2008
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Report of the Defense Science Board Task Force on Trends and Implications of Climate Change for National and International Security
"Changes in climate patterns and their impact on the physical environment can create profound effects on populations in parts of the world and present new challenges to global security and stability. Failure to anticipate and mitigate these changes increases the threat of more failed states with the instabilities and potential for conflict inherent in such failures. Because of the increasing importance of climate change on US security, the Defense Science Board was charged with examining the need to adapt, manage, and mitigate the consequences of climate change. This report begins with an overview of the impacts of climate change over recent decades while recognizing uncertainty about the pace of future changes. It examines the political consequences of climate change as it relates to national and international security, with special attention to the African continent due to the vulnerability of African nations with high potential to intersect with United States national interests. Within this context, the study examined the roles of the Department of Defense and the national security community writ large in responding to effects of climate change in both the United States and in key areas of the globe."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
United States. Defense Science Board
2011-10
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Intracellular Bacterial Pathogen Therapeutic Target Product Profile Guidelines
From the Defense Technical Information Center website: "The Transformational Medical Technologies Initiative (TMTI) program was given broad guidance through the current Initial Capabilities Documents (ICDs) to develop broad-spectrum medical therapeutics to mitigate the negative operational impact of a biological attack. The therapeutic must be safe and effective, easy to use, and cause minimal side-effects. This Target Product Profile (TPP) guideline describes drug candidates to be used as therapeutics targeted against intracellular bacterial pathogens. The drug candidates will be used to treat patients who have been exposed to the pathogen, are symptomatic, and who have the potential to be hospitalized for medical treatment."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2009-02-24
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Unmanned Systems Integrated Roadmap, FY2013-2038
"Unmanned systems continue to deliver new and enhanced battlefield capabilities to the warfighter. While the demand for unmanned systems continues unabated today, a number of factors will influence unmanned program development in the future. Three primary forces are driving the Department of Defense's (DoD) approach in planning for and developing unmanned systems. [1] Combat operations in Southwest Asia have demonstrated the military utility of unmanned systems on today's battlefields and have resulted in the expeditious integration of unmanned technologies into the joint force structure. However, the systems and technologies currently fielded to fulfill today's urgent operational needs must be further expanded (as described in this Roadmap) and appropriately integrated into Military Department programs of record (POR) to achieve the levels of effectiveness, efficiency, affordability, commonality, interoperability, integration, and other key parameters needed to meet future operational requirements. [2] Downward economic forces will continue to constrain Military Department budgets for the foreseeable future. Achieving affordable and cost-effective technical solutions is imperative in this fiscally constrained environment. [3] The changing national security environment poses unique challenges. A strategic shift in national security to the Asia-Pacific Theater presents different operational considerations based on environment and potential adversary capabilities that may require unmanned systems to operate in anti-access/area denial (A2/AD) areas where freedom to operate is contested. Similarly, any reallocation of unmanned assets to support other combatant commanders (CCDRs) entails its own set of unique challenges, which will likely require unmanned systems to operate in more complex environments involving weather, terrain, distance, and airspace while necessitating extensive coordination with allies and host nations."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2014-01
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Department of Defense Directive 5101.17E: Roles and Responsibilities Associated with the Recovery of Chemical Warfare Material, May 11, 2016
This is a DOD directive effective May 11, 2016 that outlines and institutes the following: "1) Establishes roles and assigns responsibilities for the oversight, coordination, management, and execution of actions involving chemical warfare material (CWM) recovered within and outside the United States. 2) Designates the Secretary of the Army as the DoD Executive Agent (EA) for the Recovered Chemical Warfare Material (RCWM) Program within the United States, in accordance with the authorities in the March 13, 1991, Deputy Secretary of Defense Memorandum and DoD Directive (DoDD) 5101.1. 3) Authorizes the development of DoD issuances and other supporting guidance, as appropriate, for the DoD's RCWM Program."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
Work, Robert O.
2016-05-11
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Climate-Related Risk to DoD Infrastructure Initial Vulnerability Assessment Survey (SLVAS) Report
"Background. Senate Report 114-67 accompanying the fiscal year 2016 Military Construction, Veterans Affairs and Related Agencies appropriations bill included language directing the DoD to include an assessment of coastal erosion and potential flooding risks in the siting of proposed military construction projects. In a July 23, 2015, report to Congress regarding the security implications of climate-related risks, the Department noted that is has directed a global screening level assessment to determine installation vulnerabilities to climate-related security risks with the goal of identifying serious vulnerabilities and developing necessary adaptation strategies. The Committee directed the Secretary of Defense to report to the congressional defense committees not later than 120 days after enactment of this act, describing the results or the status of the vulnerability assessment, the adaptation strategies developed for vulnerable installations, and the estimated costs associated with implementing these strategies. The Department of Defense (DoD) has significant experience in planning for and managing risk and uncertainty. The effects of climate and extreme weather represent additional risks to incorporate into the Department's various planning and risk management processes. Various studies have identified a broad range of effects that could impact our ability to fully execute the Defense mission of protecting and maintaining the security interests of the United States at home and around the world."
United States. Department of Defense; United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2018-01
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Report of the Defense Science Board 2008 Summer Study on Capability Surprise: Volume I: Main Report
"This report offers important considerations for the Department of Defense in response to future threats to our nation's security. This study concerns itself with the matter of capability surprise, which can arise from many sources--scientific breakthrough, rapid fielding, operational innovation. It considers two fundamental kinds of surprises: 1) those specific few, that because of their unique characteristics and impact, the national should be anticipating--referred to as 'known surprises'; and 2) those that arise unexpectedly out of a myriad of other possibilities, seemingly without warning--the 'surprising surprises.' The premise of the study is that surprise cannot be eliminated, but it can--and must--be managed."
United States. Defense Science Board; United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2009-09
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Counterinsurgency (COIN) Intelligence, Surveillance, and Reconnaissance (ISR) Operations: Report of the Defense Science Board Task Force on Defense Intelligence
"This study comes at an important moment in the evolution of U.S. national security. A study published by the Defense Science Board in 2004, examined the need to put capabilities in place to prepare - on a Government-wide basis - for hostilities, as well as to diminish U.S. military involvement in those activities in an orderly and effective manner. The 2004 report noted the need for capabilities in 'stabilization and reconstruction; strategic communication; knowledge, understanding and intelligence; and identification, location, and tracking for asymmetric warfare.' The price of not having these capabilities in place, or planning to use these capabilities was still unfolding as that study was written. The enormous dimensions of that price are clear today. It's a price the U.S. is paying in lives and in national treasure. The 2004 report noted the wide set of requirements that must be met to address the full life-cycle of hostilities. This study takes into account the observations and recommendations of that report, extending its recommendations into concepts to enhance the capabilities of the USG [United States Government] in general, and the IC [Intelligence Community] in particular, to put in place intelligence capabilities that support emerging requirements for COIN [counterinsurgency] operations throughout the entire life-cycle of those operations, from planning, to exit."
United States. Department of Defense; United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
United States. Defense Science Board
2011-02
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Strategic and Critical Materials 2015 Report on Stockpile Requirements
"The primary purpose of the National Defense Stockpile (NDS Program) is to decrease the risk of dependence on foreign suppliers or single suppliers on supply chains of strategic and critical materials used in defense, essential civilian, and essential industry applications. The NDS Program allows for decreasing risk by maintaining a domestically held inventory of necessary materials. Under Section 14 of the Stock Piling Act, the Secretary of Defense must submit a report on stockpile requirements to Congress by January 15th of every other year. The report must include stockpile requirements and detail the key supply-demand assumptions used in arriving at its recommendations. The United States' industrial base depends upon global supply chains that are becoming increasingly complex. In general, globalization results in lower costs, more efficient supply chains, and access to more resources. However, globalization creates a dependency on foreign sources of minerals, materials, and, finished goods. This dependency is growing. According to the United States Geological Survey (USGS), in 1999 the United States was at least 50 percent dependent on a foreign source for 27 out of the 100 materials covered in its publication 'Mineral Commodity Summaries'. By 2013, this number had grown to 41 materials out of 100. Many of these materials are essential to the defense, technology and energy sectors. For example, the United States' import reliance on tantalum is 100 percent, gallium 99 percent, titanium 79 percent, and cobalt 76 percent according to the USGS 2014 'Mineral Commodity Summaries'."
United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics; United States. Defense Logistics Agency
2015-01
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21st Century Military Operations in a Complex Electromagnetic Environment
"The principal finding of the study is particularly sobering: At a time when the United
States relies on information superiority on the battlefield for future military success, this
capability is jeopardized by serious deficiencies in U.S. electronic warfare (EW) capabilities.
The study made several specific recommendations aimed at mitigating some of the
most serious deficiencies in current systems. Also included are overarching recommendations
addressing needs that are key to operating in a complex electromagnetic environment-
dynamically managing use of the spectrum, achieving near real-time system adaptation, and
shifting more to offense; and creating 21st century EW governance."
United States. Defense Science Board; United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2015-07
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DSB Summer Study Report on Strategic Surprise
"The final report of the Defense Science Board 2014 Summer Study on Strategic Surprise is
attached. In accordance with its charter, the study reviewed how information about a potential
adversary may lead to changing current Department priorities and what the possible actions and
hedges against those changing priorities may be. The study considered what actions, if not
taken by the Department, might lead to potential regrets in 2024. They study also reviewed
possible actions and hedges against changing priorities.
The study focused on potential regrets in eight areas and provides recommendations to avoid
strategic surprise in those eight domains."
United States. Defense Science Board; United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2015-07
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Report of the Defense Science Board Task Force on Basic Research
"The Department of Defense [DoD] funds basic research in a wide variety of scientific and engineering fields with a goal of exploiting new knowledge to enhance-and where possible, transform-future capabilities. DoD-funded research is known for high- risk endeavors that have led to paradigm shifts in the nation 's technical capabilities. The task force took on the task to both validate the quality of the existing DoD basic research program and to provide advice on long-term basic research planning and strategies. Overall, the task force found the current 000 basic research program to be a very good one, comparable to other basic research programs in the government and well-suited to DoD needs. The managers are highly qualified, reviews are plentiful, and coordination is excellent. As is true for most programs in the DoD, however, less bureaucracy and more transparency would be welcome improvements."
United States. Department of Defense; United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
2012-01
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International S&T Engagement Strategy
"At a time of significant change for the Department of Defense (DOD), we are pleased to present this International Science and Technology Engagement Strategy as guidance for the DOD's science and technology (S&T) and international communities. Our offices, OASD(R&E) [Office of the Assistant Secretary of Defense for Research and Engineering] and OUSD(AT&L)/IC [Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics/International Cooperation], have worked together to develop this strategy to ensure a coordinated and strategic approach to international science and technology cooperation. Achieving this will deliver improved capability through our own research, development, and acquisition programs, and help to build capacity and capability with our international partners. Through increasing awareness and coordinated support of global technologies, we can establish and strengthen international science and technology partnerships. These partnerships are the foundation for improving U.S. capabilities and interoperability, mitigating existing or emerging threats, supporting coalition operations, strengthening the technological basis for joint humanitarian assistance and disaster recovery, and moreover, promoting global security to protect the homeland. Such efforts are critical as we continue the shift to the Asia-Pacific region and address the new threats and partnerships that accompany such engagements."
United States. Department of Defense; United States. Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics; United States. Office of Assistant Secretary of Defense (Research and Engineering)
2014-07
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Report to Congress on Unmanned Aircraft Systems Collaboration, Demonstration, and Data Sharing
This report was addressed to the U.S. Senate Committee on Armed Services in July, 2014. Reporting Requirement: "Section 1087(a) of the National Defense Authorization Act (NDAA) for Fiscal Year 2014, Public Law 113-66, requires the Department of Defense (DoD), Department of Transportation (DOT), Federal Aviation Administration (FAA), and National Aeronautics and Space Administration (NASA) to report on collaboration, demonstration, and sharing of data relating to Unmanned Aircraft Systems (UAS)[.]" From the "UAS Operating Procedures" section: "DoD is developing, testing, and evaluating standardized DoD UAS operating procedures. The goal is to standardize DoD UAS procedures such that safety and predictability of operations are ensured in case of a contingency (e.g., lost link). The DoD UAS-Airspace Integration (AI) Concept of Operations Joint Test, involving subject matter experts from NASA and DHS for concept development and test support from the FAA, is aimed at validating standard procedures for DoD UAS access to the NAS and served as a follow-on to 2012's DoD UAS AI Quick Reaction Test."
United States. Federal Aviation Administration; United States. Department of Defense; United States. Department of Transportation . . .
2014-06
