Presentation on theme: "Director DoD STEM Development Office"— Presentation transcript:
1Director DoD STEM Development Office Science, Mathematics, and Research for Transformation (SMART) 101 Brief for the DOD's 2014 Taking the Pentagon to the People Program at Tuskegee UniversityJanie L. MinesforDr. Laura StubbsDirector DoD STEM Development Office27 February 2014
2Briefing Outline ASD(R&E) STEM Development Office Background: National and DoD STEMDoD STEM Leadership - DoD STEM Executive BoardSDO STEM Portfolio – STEM Resources: National Defense Education Program (NDEP)Science, Mathematics and Research for Transformation (SMART)National Security Science and Engineering Faculty Fellowship (NSSEFF)NDEP K-12SMART – OverviewSMART Context – Demand SignalsGraduate Degrees Awarded to SMART ParticipantsBack Up
3STEM Development Office “The Secretary of Defense shall identify actions and establish and conduct programs to improve education and training in the scientific, mathematics, and engineering skills necessary to meet long-term defense needs.” (10 USC 2192)ASD(R&E) - Four Research and Engineering ImperativesAccelerate the delivery of technical capabilities to win the current fight;Prepare for an uncertain future;Reduce the cost, acquisition time, and risk of major defense acquisition programs; andDevelop world class science, technology, engineering and math capabilities for the DoD and the Nation.SDO Director – Wears Many Hats:Most senior-level individual in the DoD for S&T scholarship programsLead all aspects of STEM initiativesLead OSD collaborative efforts with Military Services and Defense Agencies – formulation of policies and practices to achieve STEM objectivesManage National Defense Education ProgramSDO PrioritiesOSTP and inter-agency coordination - Align with NSTC Federal STEM Education 5-Year Strategic PlanDoD STEM LeadershipSTEM Executive Board, Execute DoD STEM Strategic and Implementation PlansSTEM investments – NDEP, Portfolio of DoD investmentsUtilize DoD Technical Workforce Model – analytics: workforce and education data
5STEM Skills are Linked with U.S. Competitiveness Historical milestones – STEM competitiveness1957 – Sputnik on-going supply/demand debates about the STEM workforce1983 – “A Nation at Risk” lambasted the U.S. educational system1995 – Congressional hearings about NSF’s deeply flawed S&E shortages forecasts– NIH budget doubles2001 – dot com bust2007 – “Rising Above the Gathering Storm” (Pre-publication 2006)2007 – America COMPETES Act (among other things, created President’s Council on Innovation and Competitiveness)2009 & 2013 – President’s State of the Union – STEM a priority2010 – America COMPETES Act (among other things, required OSTP to establish a committee to coordinate Federal STEM education programs and activities)2011 – “Rising above the Gathering Storm Revisited: Rapidly Approaching Category 5” (pre-publication in 2010)Crisis:(1) Aging STEM workforce(2) U.S. industry unable to obtain high-quality workers with necessary skills(3) STEM diversityPolicy directions:(1) IncreaseH-1B visas and(2) Increase U.S. participation in STEMFederal role – integrate STEM approaches across sectors to improve U.S. competitivenessGovernmentAcademiaIndustryFederal STEM Education 5-Year Strategic PlanPrioritiesImprove STEM instruction (Lead agency: ED)Increase and sustain youth and public engagement in STEM (Lead agency: Smithsonian Institution)Enhance STEM experience of undergraduate students (Lead agency: NSF)Better serve groups historically under-represented in STEM fields (Lead agency: TBD)Design graduate education for tomorrow’s STEM workforce (Lead agency: NSF)STEM Education Coordination ApproachesBuild new models for leveraging assets and expertise.Build and use evidence-based approaches.
6Key Milestones Shaping National Level STEM STEM interest spurred by the National Academies 2007 publication (pre-publication 2006): Rising above the Gathering Storm: Energizing and Employing America for a Brighter Economic Future.Department of Education Report: Academic Competitiveness CouncilPCAST* Report: “Prepare and Inspire”K-12CoSTEM formedCoSTEM Report – Inventory of Federal STEM InvestmentsGAO Report – STEM Strategic Planning NeededOMB FY 2014 PBR – Reorganization of Federal STEM investmentsOCT 2005MAY 2007SEP 2010FEB 2011JAN 2012FEB 2012APR 2013MAY 2013GAO Report: Federal STEM Programs and Related Trends† Higher EducationCoSTEM Report – Coordinating Federal STEM InvestmentsPCAST* Report: “Engage to Excel”Undergraduate EducationNSTC - CoSTEM Federal STEM Education 5-Year Strategic Plan*PCAST: President’s Council of Advisors on Science and Technology†No DoD STEM investments reported[the PBR] [p]repares students for careers in STEM-related fields by reorganizing and restructuring Federal STEM education programs to make better use of resources and improve outcomes; and invests in recruiting and preparing 100,000 STEM teachers and creating a new STEM Master Teachers Corps to improve STEM instruction. ~ PBR FY 2014 – “Overview: Equipping Americans with the Skills they Need”
7One-third of DoD’s Civilian Workforce is in a STEM Occupational Series The DoD STEM Occupational Taxonomy – Civilian organizes ~110 occupational series into 12 categories.Veterans:~40% of the DoD civilian workforce36% of those in STEM occupationsOverall, 66% of civilians in STEM occupational series hold a bachelor’s or higher degree, among the largest STEM occupational categories (68% of STEM):Engineering:14% veterans;98% bachelor’s or higher 92% in STEM (5% in business)Computer science and information technology:49% veterans;48% bachelor’s or higher 64% in STEM (24% in business)Program management:58% bachelor’s or higher 27% in STEM (50% in business)To get more vets into STEM – need to increase educational attainment of Service members.
8Future U.S. and DoD STEM Workforce Capacity is Dependent on Diversity Innovation thrives on diversity (Herring 2009 and Kochan et al 2003) and the labor force is increasingly diverseU.S. corporations like Northrop Grumman, Raytheon, and Boeing have invested in a diverse STEM workforceWomen are 47% of the U.S. workforce, 25% of U.S. STEM workforce and 28% of DoD STEM workforce25% of U.S. workforce is African American and Latino but only 12% of U.S. STEM and 16% of DoD STEM workforcesU.S. WorkforceDoD Civilian WorkforceExecutive Order 13583, included in the binders:“To realize more fully the goal of using the talents of all segments of society, the Federal Government must continue to challenge itself to enhance its ability to recruit, hire, promote, and retain a more diverse workforce. … [and] create a culture that encourages collaboration, flexibility, and fairness to enable individuals to participate to their full potential.”Research studies have documented the impact of diversity on innovation and corporate bottom lines diverse employees:increase organizational flexibility, creativity, and problem solving,improve a firm’s resource acquisition and profitability,enhance market advantage,increase the firm’s number of customers, increase revenues, and reduce costsGeneral consensus: diversity improves organizational performance and provides a competitive advantage through increased creativity and problem solving capabilitiesIndividuals from diverse backgrounds bring with them heterogeneous ideas, perspectives, and experiences that can create teams that are able to outperform homogenous groups—even those that may consist of the best performers (Johnson 2009).A couple of KEY citations:Herring, C. (2009). Does diversity pay? Race, gender, and the business case for diversity. American Sociological Review, 74(2),Kochan, T., Bezrukova, K., Ely R., Jackson, S., Joshi, A., Jehn, K., Leonard, J., Levine, D. Thomas, D. (2003). The Effects of Diversity on Business Performance: Report of the Diversity Research Network. Human Resource Management, 42(1), 3-21.Corporate websites:Northrop Grumman:Raytheon – Supported the Business Higher Education Forum (BHEF) development of a systems engineering model of the U.S. K-12 STEM systemSource: SDO analysis of data from U.S. Census Bureau Statistical Abstract of the United States: Shown are 2009 employment data for the civilian non-institutionalized population aged 16 and older.Source: SDO analysis of FY 2012 year-end Defense Manpower Data Center Civilian data, run 5 June 2013.
9Computing Jobs are in High Demand – with Potential Serious National, Federal and DoD Supply Shortfalls through 2020Over the next decade, the U.S. will fall far short of meeting projected demand for bachelor’s-degreed computer science graduates – DoD has not sufficiently tapped women and minorities for these jobs.Ethnic Composition of Computer Science Bachelor’s Recipients, 1991 and 20112.1 MEthnic diversity of DoD’s civilian employees with bachelor’s degrees in computer science (CS) is slightly better than recent graduating seniors. But representation of women with CS bachelor’s degrees is lower – 26% vs. 34%.Gender Composition of Computer Science Bachelor’s Recipients, 1991 and 2011Source: SDO analysis of Integrated Postsecondary Education Data System (IPEDS) degree data accessed via National Science Foundation (NSF) WebCASPAR database. Degree projections based on 2011 bachelor's degree earning rates by age, sex, race, Hispanic origin and citizenship from U.S. Census Bureau population estimates for July 1, The median time to a bachelor's degree is six years. Demand was based on occupational replacement rates derived from estimates by the Bureau of Labor Statistics, Shown are cumulative distributions of projections from DoD data are SDO analysis of DMDC year-end 2012 data.
10DoD Mission Critical Computing Occupations - Demography 2210: Federal-Wide and DoD Mission Critical OccupationRecruitment and retention challenges2210 (Information Technology Management) differs compared to 1550 (Computer Science)Much larger occupational seriesAge profile is a mountain, not a bathtubEducation: Typically less than bachelor’s degree but varies greatly within 2210’s 12 career categoriesGreater representation of veteransMore likely to be eligible to retire in the next 5 yearsEligible to Retire within 5 YearsInfo Tech: 31%Comp Sci: 24%VeteransInfo Tech: 58%Comp Sci: 19%
11Workforce Needs Drive DoD STEM Efforts STEM skills and knowledge underpin DoD missionMission-essential workforce needsE.g., nuclear engineers, energetics SMEs, Naval architectsMission Critical Occupations (MCOs)E.g., information technology, electronics and computer engineeringAging workforce: impending retirement wave and “bathtub” demographics profileGender, ethnicity, and race: to meet future STEM workforce needs, DoD must foster and attract a more diverse population of STEM-competent employeesVeterans provide critical STEM skills to meet DoD workforce needs efficientlye.g., information technologyNeed to develop strong transition mechanismDoD Unique Occupations– some of these are not needed in industry; others are needed in DoD in far greater numbers than in industryNuclear Engineers (nuclear power and nuclear effects/weapons)Weapons Systems Engineers (not SPRDE)Energetics Scientists and EngineersAutonomous Vehicle Scientists and EngineersNaval Architects and Marine EngineersCyber WarriorsDemographics—many approaching retirement “bathtub curve” phenomenon—DoD STEM workforce is “old”Diversity—gender, ethnicity and raceenergetics aims to produce reliable predictions about energy flow and storage transformations at any scale; nano to macro.DoD funds STEM investments in disciplines that are critical to national security
12DoD STEM Executive Board DoD STEM LeadershipDoD STEM Executive Board
13DoD STEM Executive Board To ensure that the Department has enduring access to a highly competent STEM workforce essential to deliver innovative solutions for the Nation's current and future defense challenges:Broadly improve STEM skills of students so as to expand and enhance the pool of individuals who might one day be able to contribute directly to DoD’s missionAttract students to STEM fields relevant to future DoD workforce needs and career opportunities, both military and civilianEnsure development of a sufficient supply of people with specific, unique DoD-essential STEM skillsFoster continuous STEM capability improvements for DoD employeesDoD STEM Executive Board Organization RepresentationSTEM Development OfficeUSD(I)[DHCMO]USD(P&R)[DASD(C&)]STEMWorkingGroupDoD STEM Executive Board(DASD(R) Chair)USD(AT&L)[DASD(SE) & DAHCI]Department of Navy[CNR]U.S. Army[DASA(RT)]U.S. Air Force[DASAFA(ST&E)]
14DoD STEM Strategic Plan Provides Direction and Guides Investments VisionA diverse, world-class STEM talent pool and workforce with the creativity and agility to meet national defense needs.MissionEnsure the Department has enduring access to a highly competent STEM workforce essential to deliver innovative solutions for the Nation's current and future defense challenges.GoalsAttract, develop, and retain a highly competent DoD STEM workforce, based on DoD requirements.Maximize effectiveness of DoD STEM investments.Codify DoD STEM policy. ApproachThe DoD STEM Executive Board is responsible for execution and implementation of this Plan.The Board will baseline workforce requirements, investments, and policy.The Working Group will report annually to the Board on the achievement of these goals and objectives in accordance with Government Performance and Results Act.The Board will make data-driven recommendations and decisions as necessary in alignment with the Program Objective Memorandum (POM) cycle.
15Alignment: Federal and DoD STEM Strategic Plans Federal STEM Education 5-Year Strategic PlanDoD STEM Strategic PlanVisionThe U.S. has a well-qualified and increasingly diverse STEM workforce able to lead innovation in STEM-related industries and to fulfill CoSTEM agency workforce needs;American students have access to excellent P-12, postsecondary, and informal STEM education and learning opportunities; andFederal STEM education programs are based on evidence and are coordinated for maximum impact in priority areas.Vision: A diverse, world-class STEM talent pool and workforce with the creativity and agility to meet national defense needs.Mission: Ensure the Department has enduring access to a highly competent STEM workforce essential to deliver innovative solutions for the Nation’s current and future defense challenges.Goal 1:Improve STEM Instruction.(Lead agency: Department of Education)Goal 2:Increase and sustain youth and public engagement in STEM.(Lead agency: Smithsonian Institution)Goal 1: Attract, develop, and retain a highly competent DoD STEM workforce, based on DoD requirements. Objective 1.1: Develop and foster an engaged and diverse STEM talent pool.Goal 3:Enhance STEM experience of undergraduate students.(Lead agency: National Science Foundation)Goal 1: Attract, develop, and retain a highly competent DoD STEM workforce, based on DoD requirements. Objective 1.2: Attract and recruit a proficient, agile and effective STEM workforce.Goal 4:Better serve groups historically underrepresented in STEM fields(Lead agency: TBD)Goal 1: Attract, develop, and retain a highly competent DoD STEM workforce, based on DoD requirements. Objective 1.3: Retain a highly competent and diverse DoD STEM workforce.Goal 5:Design graduate education for tomorrow’s STEM workforce.Goal 1, Objective 1.2: Attract and recruit a proficient, agile and effective STEM workforce.ApproachesBuild new models for leveraging assets and expertise.Build and use evidence-based approaches.Goal 2: Maximize effectiveness of DoD STEM investments.The STEM Development Office will facilitate work of the Assistant Secretary of Defense for Research and Engineering (ASD(R&E))’s STEM Executive Board and its Working Group. In alignment with the Committee on Science, Technology, Engineering and Math Education (CoSTEM) efforts.
16National Defense Education Program SDO STEM Portfolio – STEM Resources:National Defense Education Program
17ASD(R&E) Investments in STEM STUDENTS - TEACHERS – SCHOOLS – INSTITUTES FOR HIGHER EDUCATION - COMMUNITIES - MEDIA - PUBLICPRE-K & ELEMENTARYJUNIOR HIGHHIGH SCHOOLBACHELORSMASTERSDOCTORALFACULTYK-12 EDUCATION*ASSUREVISION:A diverse, world-class STEM talent pool with the creativity and agility to meet national defense needsSE CAPSTONESMART*HBCU / MI PROGRAMBASIC RESEARCHNDSEGNSSEFF*PECASE* Indicates NDEP Component
18National Defense Education Program Purpose To attract, engage and develop current and future generations of science, technology, engineering and mathematics (STEM) talent to benefit DoD’s mission.ComponentPurposeScience, Mathematics, And Research for Transformation (SMART)Scholarship-for-service in STEM disciplines to educate, train, and retain DoD’s future technical workforceNational Security Science and Engineering Faculty Fellowship (NSSEFF)Support scientific research that defines and advances emerging fields and may lead to breakthroughs for DoD; foster long term relationships between leading university researchers and DoDPre-kindergarten-12 (PK-12)Build the STEM talent pool by connecting students, teachers and schools with DoD STEM professionals and research facilitiesProgram PartnersMilitary Services and DoD ComponentsDoD LaboratoriesU.S. Colleges and UniversitiesFFRDCs (e.g. Institute for Defense Analyses (IDA)Non-Profits (e.g., FIRST, MATHCOUNTS)
20SMART Funding (All Degree Levels) New SMART Awardees per Year SMART – Bottom Line Up Front Science Mathematics And Research for TransformationPurposeApproachSMART is a Scholarship-for-Service program designed to produce the next generation DoD S&T LeadersS&T / STEM workforce is aging/retiringEducational and internship expenses paid for by the programThe SMART Program:Provides funding to allow Participants to focus on schoolProvides Participants with experience and exposure to DoD facilities and the DoD culture prior to graduationProvides incentive for Participants to enter and work (recruitment) and current DoD employees (retention) to remain at DoD facilitiesEstablish SMART Authorities (Directive Type Memorandum, DoDI, Privacy Act, etc.)Selected 142 new SMART awardees for Cohort size based on available funding and continuing commitmentsRequirements come directly from the Sponsoring FacilitiesIncrease STEM (including SMART) efficiency – increased retention of STEM professionals84% of SMART participants are retained in DoD employment beyond their service commitment97% of RTSMART Funding (All Degree Levels)New SMART Awardees per Year(All Degree Levels)2005 was a pilotSMART annual funding is impacted by financial commitments required to sustain previous multi-year awardsIncreased funding requirements to sustain previous multi-year awards w/o commensurate funding increases reduced number of new awardsSource: SDO analysis of data provided by SMART Program Office, October, 2013.
21SMART Scholarship Overview Eligibility RequirementsParticipant (Scholar) BenefitsU.S. citizen18 years of age or olderMinimum cumulative GPA of 3.0 (on a 4.0 scale)Pursuing degree in one of 19 approved STEM disciplines with interest in researchCan accept both recruitment (new) and retention (current DoD employees) as scholarsAbility to obtain/maintain a security clearanceAbility to complete 8-12 week summer internshipsWilling to accept post- graduation employment w/DoDFull tuition and fees (up to five years) for AA (very rare), BS, MS, and PhD degrees at any accredited college or university in the U.S.Annual stipend from $25,000 to $38,000 (Prior to 2012: $25,000 to $41,800)Security clearance (SECRET)Paid Summer internships (average 10 weeks)Book and health insurance allowancesExperienced Mentor at a DoD FacilityPost-graduation employmentAt least 1:1 Post-Graduation Service Commitment
22SMART Graduate Students and Degrees Source: SDO analysis of data provided by SMART Program Office, October, 2013.
24Context: Educational Level of DoD New Hires, FY 2000 and FY 2012 The education level of DoD new hires has increased since 2000.Source: SDO analysis of Defense Manpower Data Center, Civilian Personnel File, September 30, 2000 and September 30, 2012.
25DoD Civilian New Hires with Graduate Degrees – Fields of Study, 2012 Fields of Degrees: Master’s-Degreed New Hires, 2012 (n = 3,580)Fields of Degrees: Doctoral-Degreed New Hires, 2012 (n = 786)At the master’s level, DoD hires similar numbers of S&Es and business majors but at the doctoral level, S&Es account for more than other degree fields.Note: S&E degree fields include the 19 SMART disciplines and all other areas of science and engineering as defined by the National Science Foundation.Source: SDO analysis of Defense Manpower Data Center, Civilian Personnel File, September 30, 2012.
26Degree Fields of Master’s-Degreed DoD Civilian New Hires, 2000 and 2012 DoD hired substantially more master’s of business, computer/info sciences and engineering in 2012 versus 2000.Source: SDO analysis of Defense Manpower Data Center, Civilian Personnel File, September 30, 2000 and September 30, 2012.
27Degree Fields of Doctoral-Degreed DoD Civilian New Hires, 2000 and 2012 DoD hired substantially more doctor’s of business, computer/info sciences and engineering in 2012 versus 2000.Source: SDO analysis of Defense Manpower Data Center, Civilian Personnel File, September 30, 2000 and September 30, 2012.
28Bachelor’s and Master’s Newhires in SMART Degree Fields Occupational Field CategoriesAligned with DoD STEM Taxonomy - CivilianSource: SDO analysis of Defense Manpower Data Center, Civilian Personnel File, September 30, 2000 and September 30, 2012.
29SMART Requirements* Generation Requirements are approved and prioritized by a SMART board for each ServiceEach sponsoring facility is requested to determine the following for each requirement:Number of scholarsDisciplines (19 SMART disciplines)Degree level (Bachelor’s, Master’s, PhD)Duty siteEach sponsoring facility is required to commit to:Provide a summer internship assignmentProvide a mentorPlace SMART participants into a permanent position upon graduation* Demand signal from sponsoring facilities
31SMART Sponsoring Facilities’ 2013 Graduate Demand Signal Source: SDO analysis of data provided by SMART Service Liaisons, August, 2013.
32Graduate Degree Award Data SMART participants predominantly attend civilian institutionsOnly 9 of 465 attended AFIT or NPS3 retention6 recruitment456 – attended one of 140 civilian institutionsMaster’s and Doctoral Graduates in SMART Top Two Science and Top Two Engineering Fields“Top 25” institutions based on 2014 U.S. News and World Report rankings of U.S. graduate programs.Source: SDO analysis of data provided by SMART Program Office, October, 2013.
33SMART Sponsoring Facilities’ Demand Signal and Overall Graduate Degree Outcomes Source: SDO analysis of data provided by SMART Service Liaisons, August, 2013.
34Institutions the have Conferred Degrees to SMART Scholars – Ranked by Largest Number of SMART Degrees within LevelDoctoral Degree InstitutionsMaster’s Degree InstitutionsSource: SDO analysis of data provided by SMART Program Office, October, 2013.
35Universities Conferring Degrees in Top Two SMART Sciences Fields (Demand) Computer and Computational Sciences – One degree eachShading indicates institutions in the most recent (2014) list of top programs by U.S. NewsSource: SDO analysis of data provided by SMART Program Office, October, 2013.
36Universities the have Conferred Degrees to SMART Scholars in Top Two SMART Engineering Fields (Based on Demand)Shading indicates institutions in the most recent (2014) list of top programs by U.S. NewsSource: SDO analysis of data provided by SMART Program Office, October, 2013.
38SMART Authorities: Title 10 U.S.C. Section 2192a
39Data SourcesDefense Manpower Data Center, Civilian Personnel Files, September 30, 2000 and 2012: unit record data on DoD civilian personnel – year-end files.SMART Service Liaisons: data on demand requested from sponsoring facilities. The four SMART Service Liaisons (Army, Navy, Air Force and 4th Estate) provide connections between the program office, students, and the sponsoring facilities.SMART Program Office: data typically pulled from the SMART Information Management System (database).
40Additional SMART Information For general program information40