This report is a product of the Defense Science Board (DSB). The DSB is a Federal Advisory Committee established to provide independent advice to the Secretary of Defense. Statements, opinions, conclusions, and recommendations in this report do not necessarily represent the official position of the Department of Defense. Attached is the report of the Defense Science Board Task Force on the Capabilities of Non-DoD Providers of Science and Technology, Systems Engineering and Test and Evaluation. This Study was requested by the Under Secretary of Defense (AT & L) in the Fall of 1998. The Terms of deterence directed that the Task Force make recommendations on: Non-DoD sources of Science and Technology and Systems Engineering - Processes tor out-sourcing of Science and Technology and System Engineering.

The Defense Science Board FFRDC & UARC Independent Advisory Task Force was established in November 1995 to provide advice on DoD's management of its 11 Federally Funded Research and Development Centers (FFRDC) and 6 University Affiliated Research Centers (UARC).' The Task Force is charged with reviewing and advising the Department on: the objectives and guidelines for appropriate scope of work, organizational structure, and size of the FFRDCs and UARCs; compliance with the annual DoD Management Plan; the sponsor's management processes; the level and appropriateness of non-DoD work; and the thoroughness of the FFRDC five-year review process. The Task Force will also periodically review selected FFRDC and UARC programs and conduct an independent semi-annual review of progress against recommendations. This report is limited to FFRDCs. The UARC review will be conducted in the fall of 1996 and the report published in the first half of 1997. This is the initial report of the Task Force. The findings and recommendations in this report are the unanimous conclusions of the Members of the Task Force.

A review of the 11 Federally Funded R&D Centers (FFRDC) -- The Aerospace Corp., MITRE Corp., Rand Corp. (3), CNA Corp., Institute for Defense Analysis (2), Logistics Management Institute, MIT, and Carnegie-Mellon Univ. The review addresses the objectives and guidelines for appropriate scope of work, organizational structure, and size of the FFRDCs; compliance with the annual DoD Management Plan; the sponsor's management processes; the level and appropriateness of non-DoD work; and the thoroughness of the FFRDC five-year review process. Includes recommendations for improving management practices.

The Defense Science Board FFRDC & UARC Independent Advisory Task Force was established in November 1995 to provide advice on DoD's management of its 11 Federally Funded Research and Development Centers (FFRDC) and 6 University Affiliated Research Centers (UARC).' The Task Force is charged with reviewing and advising the Department on: the objectives and guidelines for appropriate scope of work, organizational structure, and size of the FFRDCs and UARCs; compliance with the annual DoD Management Plan; the sponsor's management processes; the level and appropriateness of non-DoD work; and the thoroughness of the FFRDC five-year review process. The Task Force will also periodically review selected FFRDC and UARC programs and conduct an independent semi-annual review of progress against recommendations. This report is limited to FFRDCs. The UARC review will be conducted in the fall of 1996 and the report published in the first half of 1997. This is the initial report of the Task Force. The findings and recommendations in this report are the unanimous conclusions of the Members of the Task Force.

The Fundamentals of Developing Operational Solutions for the Government guides professionals on how to use operations research to solve problems and capture opportunities for government customers. The governments of modern democratic nations manage large complex societal operations to offer national defense, social services, infrastructure sustainment, law enforcement, monetary control, and other benefits for their citizens. The United States government alone spends over $1 trillion per year on these discretionary activities. Within all the spending, deliveries, and oversight, some operational needs require solutions to improve processes, architectures, technologies, and human factors. Without such effective and comprehensive solutions, the most eloquent proposal for government work could end in defeat and the most well-funded government programs could yield operational disruptions and performance failures. There are many books on how to write winning proposals to the government, but this book places winning in the context of deeply understanding government operations and innovatively solving government problems. There are also some books on convincing the government to adopt new transformational processes, but this book seeks to first try to fix current government processes before demanding risky transformation. Finally, there are massive tomes dedicated to the theories and mathematical models of operations research, but this book is devoted to making operations research simple enough for professionals to apply throughout the course of developing proposals and delivering products and services. Presenting the methods and techniques for quickly developing solutions is thus the central focus.