1. Director 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 University
Janie L. Mines
for
Dr. Laura Stubbs
Director DoD STEM Development Office
27 February 2014

2. Briefing Outline ASD(R&E) STEM Development Office
Background: National and DoD STEM
DoD STEM Leadership - DoD STEM Executive Board
SDO 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-12
SMART – Overview
SMART Context – Demand Signals
Graduate Degrees Awarded to SMART Participants
Back Up

3. STEM 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 Imperatives
Accelerate 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; and
Develop 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 programs
Lead all aspects of STEM initiatives
Lead OSD collaborative efforts with Military Services and Defense Agencies – formulation of policies and practices to achieve STEM objectives
Manage National Defense Education Program
SDO Priorities
OSTP and inter-agency coordination - Align with NSTC Federal STEM Education 5-Year Strategic Plan
DoD STEM Leadership
STEM Executive Board, Execute DoD STEM Strategic and Implementation Plans
STEM investments – NDEP, Portfolio of DoD investments
Utilize DoD Technical Workforce Model – analytics: workforce and education data

4. Background:
National and DoD STEM

5. STEM Skills are Linked with U.S. Competitiveness
Historical milestones – STEM competitiveness
1957 – Sputnik  on-going supply/demand debates about the STEM workforce
1983 – “A Nation at Risk” lambasted the U.S. educational system
1995 – Congressional hearings about NSF’s deeply flawed S&E shortages forecasts
– NIH budget doubles
2001 – dot com bust
2007 – “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 priority
2010 – 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 diversity
Policy directions:
(1) Increase
H-1B visas and
(2) Increase U.S. participation in STEM
Federal role – integrate STEM approaches across sectors to improve U.S. competitiveness
Government
Academia
Industry
Federal STEM Education 5-Year Strategic Plan
Priorities
Improve 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 Approaches
Build new models for leveraging assets and expertise.
Build and use evidence-based approaches.

6. Key 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 Council
PCAST* Report: “Prepare and Inspire”
K-12
CoSTEM formed
CoSTEM Report – Inventory of Federal STEM Investments
GAO Report – STEM Strategic Planning Needed
OMB FY 2014 PBR – Reorganization of Federal STEM investments
OCT 2005
MAY 2007
SEP 2010
FEB 2011
JAN 2012
FEB 2012
APR 2013
MAY 2013
GAO Report: Federal STEM Programs and Related Trends† Higher Education
CoSTEM Report – Coordinating Federal STEM Investments
PCAST* Report: “Engage to Excel”
Undergraduate Education
NSTC - 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”

7. One-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 workforce
36% of those in STEM occupations
Overall, 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.

8. Future 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 diverse
U.S. corporations like Northrop Grumman, Raytheon, and Boeing have invested in a diverse STEM workforce
Women are 47% of the U.S. workforce, 25% of U.S. STEM workforce and 28% of DoD STEM workforce
25% of U.S. workforce is African American and Latino but only 12% of U.S. STEM and 16% of DoD STEM workforces
U.S. Workforce
DoD Civilian Workforce
Executive 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 costs
General consensus: diversity improves organizational performance and provides a competitive advantage through increased creativity and problem solving capabilities
Individuals 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 system
Source: 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.

9. Computing Jobs are in High Demand – with Potential Serious National, Federal and DoD Supply Shortfalls through 2020
Over 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 2011
2.1 M
Ethnic 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 2011
Source: 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.

10. DoD Mission Critical Computing Occupations - Demography
2210: Federal-Wide and DoD Mission Critical Occupation
Recruitment and retention challenges
2210 (Information Technology Management) differs compared to 1550 (Computer Science)
Much larger occupational series
Age profile is a mountain, not a bathtub
Education: Typically less than bachelor’s degree but varies greatly within 2210’s 12 career categories
Greater representation of veterans
More likely to be eligible to retire in the next 5 years
Eligible to Retire within 5 Years
Info Tech: 31%
Comp Sci: 24%
Veterans
Info Tech: 58%
Comp Sci: 19%

11. Workforce Needs Drive DoD STEM Efforts
STEM skills and knowledge underpin DoD mission
Mission-essential workforce needs
E.g., nuclear engineers, energetics SMEs, Naval architects
Mission Critical Occupations (MCOs)
E.g., information technology, electronics and computer engineering
Aging workforce: impending retirement wave and “bathtub” demographics profile
Gender, ethnicity, and race: to meet future STEM workforce needs, DoD must foster and attract a more diverse population of STEM-competent employees
Veterans provide critical STEM skills to meet DoD workforce needs efficiently
e.g., information technology
Need to develop strong transition mechanism
DoD Unique Occupations– some of these are not needed in industry; others are needed in DoD in far greater numbers than in industry
Nuclear Engineers (nuclear power and nuclear effects/weapons)
Weapons Systems Engineers (not SPRDE)
Energetics Scientists and Engineers
Autonomous Vehicle Scientists and Engineers
Naval Architects and Marine Engineers
Cyber Warriors
Demographics—many approaching retirement “bathtub curve” phenomenon—DoD STEM workforce is “old”
Diversity—gender, ethnicity and race
energetics 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

12. DoD STEM Executive Board
DoD STEM Leadership
DoD STEM Executive Board

13. DoD 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 mission
Attract students to STEM fields relevant to future DoD workforce needs and career opportunities, both military and civilian
Ensure development of a sufficient supply of people with specific, unique DoD-essential STEM skills
Foster continuous STEM capability improvements for DoD employees
DoD STEM Executive Board Organization Representation
STEM Development Office
USD(I)
[DHCMO]
USD(P&R)
[DASD(C&)]
STEM
Working
Group
DoD 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)]

14. DoD STEM Strategic Plan Provides Direction and Guides Investments
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.
Goals
Attract, develop, and retain a highly competent DoD STEM workforce, based on DoD requirements.
Maximize effectiveness of DoD STEM investments.
Codify DoD STEM policy.
 Approach
The 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.  

15. Alignment: Federal and DoD STEM Strategic Plans
Federal STEM Education 5-Year Strategic Plan
DoD STEM Strategic Plan
Vision
The 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; and
Federal 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.
Approaches
Build 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.
[1] In alignment with the Committee on Science, Technology, Engineering and Math Education (CoSTEM) efforts.

16. National Defense Education Program
SDO STEM Portfolio – STEM Resources:
National Defense Education Program

17. ASD(R&E) Investments in STEM
STUDENTS - TEACHERS – SCHOOLS – INSTITUTES FOR HIGHER EDUCATION - COMMUNITIES - MEDIA - PUBLIC
PRE-K & ELEMENTARY
JUNIOR HIGH
HIGH SCHOOL
BACHELORS
MASTERS
DOCTORAL
FACULTY
K-12 EDUCATION*
ASSURE
VISION:
A diverse, world-class STEM talent pool with the creativity and agility to meet national defense needs
SE CAPSTONE
SMART*
HBCU / MI PROGRAM
BASIC RESEARCH
NDSEG
NSSEFF*
PECASE
* Indicates NDEP Component

18. National 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.
Component
Purpose
Science, Mathematics, And Research for Transformation (SMART)
Scholarship-for-service in STEM disciplines to educate, train, and retain DoD’s future technical workforce
National 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 DoD
Pre-kindergarten-12 (PK-12)
Build the STEM talent pool by connecting students, teachers and schools with DoD STEM professionals and research facilities
Program Partners
Military Services and DoD Components
DoD Laboratories
U.S. Colleges and Universities
FFRDCs (e.g. Institute for Defense Analyses (IDA)
Non-Profits (e.g., FIRST, MATHCOUNTS)

19. SMART Overview

20. SMART Funding (All Degree Levels) New SMART Awardees per Year
SMART – Bottom Line Up Front Science Mathematics And Research for Transformation
Purpose
Approach
SMART is a Scholarship-for-Service program designed to produce the next generation DoD S&T Leaders
S&T / STEM workforce is aging/retiring
Educational and internship expenses paid for by the program
The SMART Program:
Provides funding to allow Participants to focus on school
Provides Participants with experience and exposure to DoD facilities and the DoD culture prior to graduation
Provides incentive for Participants to enter and work (recruitment) and current DoD employees (retention) to remain at DoD facilities
Establish SMART Authorities (Directive Type Memorandum, DoDI, Privacy Act, etc.)
Selected 142 new SMART awardees for Cohort size based on available funding and continuing commitments
Requirements come directly from the Sponsoring Facilities
Increase STEM (including SMART) efficiency – increased retention of STEM professionals
84% of SMART participants are retained in DoD employment beyond their service commitment
97% of RT
SMART Funding (All Degree Levels)
New SMART Awardees per Year
(All Degree Levels)
2005 was a pilot
SMART annual funding is impacted by financial commitments required to sustain previous multi-year awards
Increased funding requirements to sustain previous multi-year awards w/o commensurate funding increases reduced number of new awards
Source: SDO analysis of data provided by SMART Program Office, October, 2013.

21. SMART Scholarship Overview
Eligibility Requirements
Participant (Scholar) Benefits
U.S. citizen
18 years of age or older
Minimum cumulative GPA of 3.0 (on a 4.0 scale)
Pursuing degree in one of 19 approved STEM disciplines with interest in research
Can accept both recruitment (new) and retention (current DoD employees) as scholars
Ability to obtain/maintain a security clearance
Ability to complete 8-12 week summer internships
Willing to accept post- graduation employment w/DoD
Full 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 allowances
Experienced Mentor at a DoD Facility
Post-graduation employment
At least 1:1 Post-Graduation Service Commitment

22. SMART Graduate Students and Degrees
Source: SDO analysis of data provided by SMART Program Office, October, 2013.

23. SMART context – Demand Signals

24. Context: 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.

25. DoD 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.

26. Degree 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.

27. Degree 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.

28. Bachelor’s and Master’s Newhires in SMART Degree Fields
Occupational Field Categories
Aligned with DoD STEM Taxonomy - Civilian
Source: SDO analysis of Defense Manpower Data Center, Civilian Personnel File, September 30, 2000 and September 30, 2012.

29. SMART Requirements* Generation
Requirements are approved and prioritized by a SMART board for each Service
Each sponsoring facility is requested to determine the following for each requirement:
Number of scholars
Disciplines (19 SMART disciplines)
Degree level (Bachelor’s, Master’s, PhD)
Duty site
Each sponsoring facility is required to commit to:
Provide a summer internship assignment
Provide a mentor
Place SMART participants into a permanent position upon graduation
* Demand signal from sponsoring facilities

30. Graduate Degrees Awarded to SMART Participants

31. SMART Sponsoring Facilities’ 2013 Graduate Demand Signal
Source: SDO analysis of data provided by SMART Service Liaisons, August, 2013.

32. Graduate Degree Award Data
SMART participants predominantly attend civilian institutions
Only 9 of 465 attended AFIT or NPS
3 retention
6 recruitment
456 – attended one of 140 civilian institutions
Master’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.

33. SMART Sponsoring Facilities’ Demand Signal and Overall Graduate Degree Outcomes
Source: SDO analysis of data provided by SMART Service Liaisons, August, 2013.

34. Institutions the have Conferred Degrees to SMART Scholars – Ranked by Largest Number of SMART Degrees within Level
Doctoral Degree Institutions
Master’s Degree Institutions
Source: SDO analysis of data provided by SMART Program Office, October, 2013.

35. Universities Conferring Degrees in Top Two SMART Sciences Fields (Demand)
Computer and Computational Sciences – One degree each
Shading indicates institutions in the most recent (2014) list of top programs by U.S. News
Source: SDO analysis of data provided by SMART Program Office, October, 2013.

36. Universities 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. News
Source: SDO analysis of data provided by SMART Program Office, October, 2013.

37. Backup Slides

38. SMART Authorities: Title 10 U.S.C. Section 2192a

39. Data Sources
Defense 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).

40. Additional SMART Information
For general program information 40