1 CE21 Briefing 14 January 2013

2 Why Naval STEM? >50% of DoN’s current S&T workforce will be retirement eligible by 2020 Reductions in the STEM talent base will negatively impact DoN’s technological superiority DoN must rely on U.S. citizens for classified technical work China US Japan S Korea UK First university degrees in natural sciences and engineering, selected countries We must grow our future STEM leaders

3 Strategic Themes Diversity Engage more under-represented populations Best Practices Partner with nationally recognized, best practice organizations, universities, and industry Collaboration Support the valuable implementation role of SYSCOMS and local organizations; leverage resources for maximum impact Naval Relevance Ensure programs are relevant to the Naval services; especially efforts supported with non-Navy funds Metrics Ensure that appropriate and consistent metrics, which assess both progress and impact, are in place across the Naval STEM Portfolio Go Viral Invest in programs and social networking tools that have the potential for rapid growth and geographic expansion

4 STEM Roadmap Meeting SECNAV Goals Naval STEM Strategy Released – June 2011 Double investment in STEM by 2015 Focus on high-engagement, long duration programs Focus on expanding participation of underrepresented populations Integrate Naval Relevance / Needs into programs Develop simple, practical and meaningful metrics

5 STEM Landscape Underrepresented Family Science Science Fairs iApps Internships Scholarships Competitions Cohorts Internships Scholarships Fellowships Scholarships Fellowships Young Investigator Summer faculty Levers Programs  Exciting / Relevant  Competition  Mentoring  Social Networking  Funding / Support  Real-world Experience  Fun  Interesting  Hands-on  Real-world  Family Involvement  Use of Near-Peers  Employment/Stability  Prestige  Relevance  Compelling Research  Opportunity to Publish Inspire  Engage  Educate  Employ Internships Digital Tutors Robotics Camps $18.3 M$14.9 M$50.4 M PhDMastersUndergraduate High School MiddleElementary Faculty Research, Teacher Training & Professional Development Metrics

6 Data for all Navy STEM programs collected in a single, centralized location On-line database active since 2009 Capture all data in single location Stakeholders update program details regularly Annual data calls for program information and participant demographics Creates Navy-relevant STEM community on-line to share best practices and success stories

7 Help Us Achieve Our Future  ONR Funding Opportunity Announcement (FOA) requests innovative ideas to extend and enhance ONR’s current STEM portfolio to: –Inspire the next generation of scientists and engineers, including women and persons from populations under-represented in STEM. –Engage students in STEM-related hands-on learning activities using Naval- relevant content. –Educate students to be well prepared for employment in STEM disciplines in the Navy or in supporting organizations  Successful proposals will: –Provide “game changing” solutions –Include active participation by DoN personnel, and/or collaborations with DoN Activities, Commands, or Labs –Contain a strategy for self – sufficiency “Efforts that emphasize developing and implementing new techniques, methodologies or technologies and making these available to large numbers of users/practitioners are highly encouraged. Efforts that focus on significantly scaling proven models and approaches and adding Naval relevant content and participation also are highly encouraged.”

8 Backup Slides

9 FY 11 Investment Profile Target AudienceInvestment Summary Fast Facts $83.6 M Investment in STEM, plus $108 M for ONR supported domestic and graduate students 215 Programs (400+ engagements) 31 Commands 85,000 Students (+200,000 via festivals/fairs) All 50 States 60% 21% 18% 1% FY 12 Data Collection will be complete by Feb 2013

10 The Navy’s Vision “…The need is clear – large numbers of Naval STEM professionals will be retiring over the next few years, and fewer American students are graduating with the preparation and interest needed to pursue STEM careers... ” – SECNAV 2011

Eve A. Riskin Professor of Electrical Engineering Associate Dean of Academic Affairs, College of Engineering Director, ADVANCE Center for Institutional Change University of Washington 11 Broadening Participation in Computer Science PI Meeting

UW ADVANCE Campus Impact Broadening Participation in Computer Science PI Meeting 12

2001-Present: UW ADVANCE Growth 13 Broadening Participation in Computer Science PI Meeting Institutional Transformation Award Campus Initiatives Present Grant-Funded Initiatives Present Affiliated Programs

: Campus Initiatives 14 Broadening Participation in Computer Science PI Meeting Continuing Programs Pre-Tenure Faculty Workshops Mentorship for Leadership Lunch Leadership Workshops Discontinued Programs Transitional Support Program Visiting Scholars Program Cross-Departmental Change Program

2003-Present: Grant-Funded Initiatives Broadening Participation in Computer Science PI Meeting 15

2005-Present: Affiliated Programs Broadening Participation in Computer Science PI Meeting 16

Lessons Learned (1) Broadening Participation in Computer Science PI Meeting 17 Use data to show impactSeek visibility for your staffStart NOW to institutionalizeMake yourselves indispensable

Lessons Learned (2) Know who your fans areApproach Deans and ProvostBe passionate about any program expansionSay NO to people who don’t pay Broadening Participation in Computer Science PI Meeting 18