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Presents the Air Force Research Laboratory (AFRL) Information Directorate (IF) in Rome, New York, which pursues the advancement and application of information systems science and technology for aerospace command and control. Posts contact information via e-mail. Contains information on business opportunities. Includes requests for proposals, fact sheets, an acronym dictionary, and an organization chart. Offers a site search engine and an online feedback form. Links to the AFRL home page.
This history documents a watershed event within the United States Air Force -- the creation of the Air Force Research Laboratory (AFRL). As the "high technology" service, the Air Force has always searched for ways to continuously improve its science and technology enterprise. In that context, the making of AFRL was not a bureaucratic accident. Rather, it was the product of a complex mixture of historical forces and pressures at work that convinced people at all levels that the time was ripe to bring about fundamental reform in how the Air Force conducts its business of science and technology. In terms of significance, a wealth of past studies has focused on almost every aspect of the "operational" side of the Air Force. But there has been a scarcity of available scholarly studies that address the far-reaching implications of science and technology. This book is a major contribution that helps fill that gap. Organization and infrastructure are critically important components of the total science and technology picture. Thus, the manner in which its laboratory system is organized is a critical factor in the Air Force's ability to assure that it is investing in and delivering the most relevant technologies possible. This book documents how the Air Force moved from 13 separate labs to one consolidated lab. The narrative is divided into two parts. Part one addresses the reasons why the Air Force decided to consolidate its far-flung science and technology enterprise into one lab. How the new lab was implemented is the focus of part two. This study is especially revealing because the reader is given access to the inner workings and struggles of a major Air Force organizational restructuring through interviews with key individuals who participated directly in the decision-making process to establish a single lab. A chronology of the lab's creation is included. (19 tables, 22 figures, 19 photographs).
Timely, accurate, and secure information is essential to the Air Force Research Laboratory (AFRL), Information Directorate (IF), Rome, New York, whose mission is to provide superior information systems in support of the war fighter. With such information, improved decisions can be made regarding financial, acquisition, and personnel matters. In this paper the authors describe an automated Program Management capability newly deployed for use by all scientists, engineers, contracting, financial and management personnel working at the Air Force Research Laboratory, Information Directorate. It is important to recognize, the application currently has over 66% of its users logging into a .mil network from a .com or .edu world. Security is a significant factor that must be considered when allowing users outside of a .mil environment to access this Program Management System. Moreover, current Department of Defense (DoD) and Air Force (AF) regulations do not adequately address this new environment. This paper will describe the Program Management System and the local procedures implemented to ensure the system remains secure and the challenges associated with the effort. Additionally, this paper will include a description of user's roles and responsibility, how access is granted, the traceability aspect of the system, and finally sustainment issues.
Since the mid-1940s, when Vannevar Bush and Theodore von Karman wrote Science, the Endless Frontier and Toward New Horizons, respectively, there has been a consensus that strong Department of Defense support of science and technology (S&T) is important to the security of the United States. During the Cold War, as it faced technologically capable adversaries whose forces potentially outnumbered U.S. forces, the United States relied on a strong defense S&T program to support the development of technologically superior weapons and systems that would enable it to prevail in the event of conflict. Since the end of the Cold War, the United States has relied on its technological superiority to maintain a military advantage while at the same time reducing the size of its forces. Over the past half-century, creating and maintaining a technologically superior military capability have become fundamental to U.S. national security strategy, and investment in S&T has become a basic component of the defense budget. In late 1998, Congress asked the Secretary of Defense to conduct a study, in cooperation with the National Research Council (NRC), on the S&T base of the U.S. Department of Defense (DoD). Congress was particularly concerned about areas of the S&T program related to air systems, space systems, and supporting information systems. Its concern was based on the Air Force's reduction of its S&T program from the largest of the three military service programs to the smallest. Congress also wanted to ensure that the Air Force maintained an appropriately sized S&T workforce. In late 1999, the Deputy Under Secretary of Defense for Science and Technology asked the NRC to conduct a study to explore these issues.