1 / 40

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

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. ASD(R&E) STEM Development Office

minnie
Download Presentation

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

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Science, Mathematics, and Research for Transformation (SMART) 101 Brief for theDOD'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. 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 Briefing Outline

  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) 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 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.

  4. Background: National and DoD STEM

  5. STEM Skills are Linked with U.S. Competitiveness Federal role – integrate STEM approaches across sectors to improve 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 1999-2003 – 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 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 Report – Inventory of Federal STEM Investments GAO Report – STEM Strategic Planning Needed OMB FY 2014 PBR – Reorganization of Federal STEM investments CoSTEM formed FEB 2011 MAY 2013 JAN 2012 OCT 2005 SEP 2010 FEB 2012 APR 2013 MAY 2007 GAO Report: Federal STEM Programs and Related Trends† Higher Education NSTC - CoSTEM Federal STEM Education 5-Year Strategic Plan PCAST* Report: “Engage to Excel” Undergraduate Education CoSTEM Report – Coordinating Federal STEM Investments [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” *PCAST: President’s Council of Advisors on Science and Technology †No DoD STEM investments reported

  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 largestSTEM 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: • 49% veterans; • 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 Source: SDO analysis of data from U.S. Census Bureau. 2011. Statistical Abstract of the United States: 2011. 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, 2011. 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, 2012. Shown are cumulative distributions of projections from 2010-2020. 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 DoD funds STEM investments in disciplines that are critical to national security • 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

  12. DoD STEM Leadership DoD STEM Executive Board

  13. USD(I) [DHCMO] 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: USD(AT&L) [DASD(SE) & DAHCI] USD(P&R) [DASD(C&)] U.S. Army [DASA(RT)] Department of Navy [CNR] U.S. Air Force [DASAFA(ST&E)] DoD STEM Executive Board Organization Representation STEM Development Office STEM Working Group DoD STEM Executive Board (DASD(R) Chair) • 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

  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 [1] In alignment with the Committee on Science, Technology, Engineering and Math Education (CoSTEM) efforts.

  16. 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 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. 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 – Bottom Line Up FrontScience Mathematics And Research for Transformation Approach Purpose 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.) • Selected142 new SMART awardees for 2013. 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. 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 SMART Scholarship Overview Eligibility Requirements Participant (Scholar) Benefits • 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. SMARTSponsoring Facilities’ 2013Graduate 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. SMARTSponsoring 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. 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). Data Sources

  40. Additional SMART Information For general program information http://smart.asee.org/ Email: smart@nps.edu

More Related