2015 Naval Strategy Final Web - Ashx

Naval S&T Strategy
Table of Contents
CNR Foreword
Executive Approval
Executive Summary
The Naval S&T Strategy

8
Naval S&T Origins
10
Technology Challenges in a New Era
12
Naval S&T Vision and Strategy
14
Executing the Strategy
22
Outputs & Outcomes
24
Conclusions
Appendices:
26
26
A) Naval S&T Focus Areas
44
B) Organizational Structure
47
C) Governance and Processes
50
D) Naval S&T Research Areas
53
E) National Naval Responsibilities
54
F) STEM & Workforce Development
55
G) Acronyms
See www.onr.navy.mil for more about:

How This Strategy was Developed
The S&T Portfolios in Action
National Naval Responsibilities
References and Links
NAVAL S&T STRATEGY
CNR Foreword
gives talented people the flexibility needed to pursue
new discoveries and promising ideas. Additionally, nine
S&T Focus Areas (appendix A) provide specific objectives
to support warfighting requirements, explore critical
technology areas and promote fundamental knowledge
expansion to collectively paint a picture of the future
naval force that todays initiatives will help build.
Scientists and engineers at the Naval Research
Laboratory (NRL), naval warfare centers, naval systems
commands and across our partners in industry and
academia benefit from this approach, and working
together, they solve some of the most important
challenges facing our naval forces and nation.
Chief of Naval Research (CNR) Rear Adm. Mathias Winter,

engages with participants at a professional event.
America
is a maritime nation with global

responsibilities that require
its naval forces to be respected around the world
and decisively be where it matters, when it matters.
More than ever, our Sailors and Marines depend upon
technological advantages to help keep the peace, fight,
win and come home safeI am certain this strategy
delivers that for them.
The Office of Naval Research was established by law
in 1946 to ensure the technical superiority of our Navy
and Marine Corps. Since then, science and technology
(S&T) investments have yielded continuous payoffs and
contributed to nearly every weapon system in the hands
of Sailors and Marines today.
This work must continue; however, breakthroughs
dont happen overnight. The Naval S&T Strategy guides
ongoing researchabout 1 percent of the Department
of the Navys (DoN) annual budgetthat enables the
efforts of our dedicated naval scientists and engineers
in the Naval Research Enterprise. They are the driving
force of innovation in DoN today, and of gamechanging capabilities still to come.
Innovation cant be ordered, so at the heart of this
strategy is a broad investment approach that leverages
long-term, targeted basic and applied research, but also
For example, basic research conducted in the 1960s

at NRL on gallium nitride-based electronics is now the
foundation of next-generation radars for our warfighting
platforms. In 2014, a new prototype laser cannon was
successfully deployed aboard the USS Ponce in the
Persian Gulf, and rapid progress in the electromagnetic
railgun, a revolutionary advancement in naval gun
technology, will enable early testing on a ship at sea
in 2016. Both lasers and railguns are high-powered
precision electric weapons that will transform how we
employ warships, support forces ashore and deliver
power projection to meet modern security challenges
more cost effectively.
In combination with other advances in autonomy, cyber
technology, energy security, advanced training systems
and missile defense, S&T innovations are delivering
solutions for anti-access/area denial threats, distributed
lethality operational concepts and future strategic
deterrence needsbelow, on and above the seas.
As the Chief of Naval Research, I am committed to
the People, Organization and Mission across the
Naval Research Enterprise that ensures our Sailors
and Marines always play away-games and have the
decisive technological, warfighting advantage, today
and tomorrow. That is my promise of this strategy and
the pledge of the naval S&T community.
MATHIAS W. WINTER
Rear Admiral, U.S. Navy
Chief of Naval Research
OFFICE OF NAVAL RESEARCH
Executive Approval
NAVAL S&T STRATEGY
The naval science and technology community is the pre-eminent source

for good ideas and innovative concepts that provide the foundation of our
Navy and Marine Corps technological edge. The Honorable Sean J. Stackley,
Assistant Secretary of the Navy (Research, Development and Acquisition)
Partnered with the Navy, we will continue to pursue innovative concepts

for maritime expeditionary operations... Gen. John Paxton, Jr., Assistant
Commandant of the Marine Corps
There are great ideas out there-its having the courage to go ask people about
what theyre doing thats different, and saying, I wonder how I could apply
that to my organization? Adm. Michelle Howard, Vice Chief of Naval Operations
Executive Summary
For
more than 90 years, the naval science and

technology (S&T) community has been
delivering technological advantages to Sailors and
Marines. Game-changing capabilities are born
from scientific research, and investments made
today will ensure U.S. naval power and influence
throughout the 21st Century.
The world is becoming increasingly interconnected
by technology and globalization, the very sinews
of which have always been found at sea. America
is a maritime nation whose prominence is closely
linked to its naval forces providing a broad range
of capabilities. To meet Navy and Marine Corps
technology needs, the Department of the Navy
(DoN) maintains a broad portfolio of S&T initiatives
to build the future force.
Accordingly, the naval S&T strategy is:
To discover, develop and deliver decisive
naval capabilities, near- to long-term,
by investing in a balanced portfolio
of breakthrough scientific research,
innovative technology and talented people.
Responsibility to execute this strategy is entrusted
in public law to the Office of Naval Research (ONR).
The chief of naval research (CNR) oversees the
activities of ONR and three subordinate commands:
the Naval Research Laboratory, ONR Global and
office of special projects (PMR-51).
S&T is approximately 1 percent of DoNs budget.
It is the venture capital of the Navy and Marine
Corps, and high return on these investments is
enabled by a unique strategic approach: ONR
consolidates the management of basic and
applied research funds and advanced technology
development under one roof, making the naval S&T
process efficient, flexible and responsive.
Additionally, S&T investment priorities are reflected
in the allocation of funds across four components
of ONRs strategic portfolio:
Quick Reaction S&Tresponsive to
immediate warfighter needs
Technology Maturationsubsystems
NAVAL S&T STRATEGY
and components for current and

planned programs.
Leap-Ahead Innovationshigher risk, high
payoff disruptive technologies
Discovery & Inventionfundamental science
and long-term initiatives

Further alignment is achieved by mapping capability
gaps to nine S&T focus areas listed below and defined in
Appendix A:
Assure Access to Maritime Battlespace
Autonomy and Unmanned Systems
Electromagnetic Maneuver Warfare
Expeditionary and Irregular Warfare
Information Dominance - Cyber
Platform Design and Survivability
Power and Energy
Power Projection and Integrated Defense
Warfighter Performance
This fourth version of the Naval S&T Strategywhich
is updated bienniallyidentifies the strategic approach
and reaffirms the principles of previous versions,
while adjusting to current guidance from naval
leaders. It further leverages advancements in a rapidly
changing landscape of new technology and reaffirms
commitment to basic research that underpins future
innovations and affordable solutions.
This strategy enables naval leaders to harvest S&T
investments made years ago to speed development
of cutting-edge technologies like railguns, lasers, new
radars and autonomous systems, to name a few.
Thousands of ONR-funded scientists, engineers and
students across the country and around the world in the
naval S&T community have contributed to nearly every
technology in the hands of our deployed Sailors and
Marines. This commitment will continue.
S&T investments made today in fundamental science
and technology initiatives will ensure breakthroughs
that yield affordable, decisive advantages for the Navy
and Marine Corps to prevail when called upon.
The Electromagnetic Railgun uses high-power electricity instead of chemical

propellants to launch low-cost, guided projectiles greater than 100 miles
at hypervelocity speeds. This proof-of-concept innovative naval prototype
will be tested at sea in 2016 aboard a Joint High Speed Vessel (JHSV). The
technology was made possible through investments in basic research to
understand friction, wear and mechanics of interfaces subjected to extreme
electromagnetic stress, high relative velocities and elevated temperatures.
Research further solved the physical challenges and chemical processes
that determine the life of the gun rails and enable higher rates of fire. Basic
research has advanced Railgun technology from sci-fi to reality as the Navy
considers designs for future all-electric ships.
The Naval S&T Strategy

Naval S&T Origins
From
their beginnings, the U.S. Navy and

Marine Corps have leveraged innovation
and technology to defend Americas interests.
Whether it was ship design in the War of 1812; ironclads
in the civil war; radar, carrier and amphibious operations
in World War II; nuclear-powered submarines during
the Cold War; or smart weapons and
unmanned systems in modern conflict,
naval technology has provided
capabilities that ensure decisive
advantages for our Sailors and
Marines.
In short, ONR delivers technological advantages to the

warfighter. Todays force is powered by naval research,
and current investments will ensure the next generation
of Sailors and Marines are equally dominant when
called upon. S&T investments support essential mission
capabilities to mitigate operational risks, meet emerging
requirements and develop affordable, leap-ahead
innovations for the future force.
S&T Success:
To ensure the superiority

of U.S. naval forces after
World War II, Congress
established the Office of
Naval Research (ONR)
in 1946. ONR identifies
science and technology
solutions for the Department
of the Navy (DoN) to address
Navy and Marine Corps needs.
Defined in law, ONRs mission is to:
Plan, foster and encourage
scientific research in recognition of
its paramount importance as related
to the maintenance of future naval power and the
preservation of national security 1 and to manage
the Navys basic, applied and advanced research to
foster transition from science and technology to
higher levels of research, development, test
and evaluation. 2
NAVAL S&T STRATEGY
This strategy document describes

how ONR sponsors scientific
research that enables the
operational concepts and
decisive capabilities.
Developed in
collaboration with
stakeholders and
approved by naval
leadership the
strategy has three
principal goals:
1) Align S&T with naval

mission and future
capability needs
2) Balance and manage the
S&T investment portfolio
3) Communicate the S&T vision
and approach to senior decision
makers, key stakeholders, partners, customers
and performers.
By design, this strategy provides flexibility. ONR manages
a portfolio of investments in near-, mid- and longterm scientific research and technology development.
Breakthroughs dont happen overnight; therefore, a
strong basic research portfolio seeds future discoveries and is a critical component
of this strategy.
Before new technologies can be developed, new knowledge must be
created. S&T research requires working across scientific disciplines to
solve complex challenges and develop new ideas.
While long-term research is underway, ONR also funds and
administers quick-reaction S&T processes to mature
component technology and develop innovative concepts
that may be high risk but potentially high payoff. This
range of options helps leadership stay ahead of a
challenging and rapidly changing world, while
making every dollar count as good stewards of
the taxpayers money.
Achieving this mission requires working
with the best and brightest people
from partner organizations both at
home and abroad. Fostering the
intellectual capital necessary
for Americas defense is
fundamental to our
national security.
ONR acknowledges
its responsibility
in this strategy
to ensure the
future health of
the naval S&T
community
by leading
the efforts to
encourage
interest
in science,
technology,
engineering and
mathematics (STEM)
careers among our
nations students.
This Naval S&T Strategy enables
responsiveness to warfighter needs
while cultivating new ideas, a talented
workforce and inspiring the next generation
of premier naval scientists and engineers.
The Large Displacement Unmanned Underwater Vehicle is

being developed by ONR to operate long-term missions in
both open ocean and coastal environments.
1
2
Public Law 588 of 1946

Defense Authorization Act of 2011
Technology Challenges in a New Era
Today,
our Navy and Marine Corps are more

essential than ever. Eighty percent of
the worlds population lives near the sea, 90 percent of all
world trade travels by ocean and soon Arctic sea routes
will open3. Some forecasts project a 50 percent increase
in shipping volume by 20304.
Globalization expands opportunities in trade but also
enables technologies to rapidly transcend borders, placing
more dangerous capabilities in the hands of our rivals
or potential adversaries. New and emerging technology
trends favor greater empowerment of individuals, small
groups and ad hoc coalitions, making non-state actors
and criminal networks more powerful5.
The global security environment will continue to be
characterized by dramatic political, societal, ecological
and technological changes. Technology will transform
how we live and how the world connects; drive the global
economy; and influence the balance of power as we
know it, creating new security challenges for our nation
and strategic imperatives for U.S. naval forces.
Strategic imperatives include:
A defense strategy that is shifting focus to the
Asia-Pacific regionwith more than half of the
worlds population and gross domestic product
coming from Asian-Pacific nations, naval forces
will play an increasing role in providing the
security necessary to ensure prosperity for the
U.S. and our Pacific allies.
The interconnectedness of the worlds
economiesdeveloped and emerging
combined with regional instability, population
growth (from 7.1 billion today to 8 billion by
20306), competition for resources (energy, water,
food) and urbanization (especially in the littorals),
10
NAVAL S&T STRATEGY
factor into the future security environment. The

ability of sea-based forces to project power and
support forces ashore will rise in importance.
Increasing trade, geopolitical instabilities and the
ongoing threat of unstable regimes, terrorism,
piracy and natural disasters requiring rapid
humanitarian relief demand a maritime force that
is forward deployed and ready to quickly respond.
Increased availability of sophisticated
weapons and sensors will require use of
the electromagnetic spectrum (e.g., radar,
communication, cyber) and other advanced
technologies to counter multifaceted threats
including new anti-access, area denial challenges
to naval operations in critical regions.
U.S. naval forces require a broad spectrum of core

capabilities to assure access across the global maritime
domain. Consequently, this S&T strategy invests in a
balanced and broad portfolio of promising scientific
research and innovative technology initiatives.
Incremental improvements to existing defense
technology must continue to improve affordability and
effectiveness, particularly in times of fiscal uncertainty.
However, preventing technology surprise while creating
surprise for potential adversaries is the enduring goal of
defense S&T. Without an equal commitment to discover
and exploit the value of new domestic and international
innovations, America risks being blindsided by adversaries
and overtaken by the pace of technology development.
Lasting strategic advantages in national security

and economic competitiveness will only come
from an ongoing commitment to open innovation,
rapid prototyping and novel production methods to
continuously shrink the technology development cycle
and, hence, costs.
Naval S&T investments will uphold existing technological
supremacy for the warfighter, while introducing new
disruptive technologies. These research initiatives, led
by highly motivated world-class experts, will provide
affordable options for naval leaders.
An X-47B Unmanned Combat Air System

demonstrator conducts a touch-and-go and
landing on the flight deck of the aircraft carrier
USS George H.W. Bush (CVN 77).
Navy Climate Change Road Map, May 21, 2010; Vice Chief of Naval Operations
IHS Janes Navy International, Vol 119, Issue 1, Jan/Feb 2014
5
Global Trends 2030, National Intelligence Council, Dec. 2012
6
Global Trends 2030, National Intelligence Council, Dec. 2012
3
11
Naval S&T Vision and Strategy
The Naval S&T Strategy:
To discover, develop and deliver decisive naval capabilities, near- to long-term, by

investing in a balanced portfolio of breakthrough scientific research, innovative
technology and talented people.
The
naval S&T community develops technological

advantages to ensure that when called upon,
our Sailors and Marines never find themselves in a fair
fight; U.S. naval capability should be respected around the
world and decisive when needed.
Technology also can be a cost-effective force multiplier.
Over the years, naval S&T has contributed to
dramatic increases in effectiveness of our forces on
the seas and on the battlefield. As a result, the ability
to project naval power and influence has remained
high, while the number of weapons, platforms and
the people required to complete the missions has
steadily decreased.
This strategy aims at fulfilling a compelling S&T vision
for the future Navy and Marine Corps, while retaining
sufficient flexibility and freedom to meet emerging
challenges.
The Naval S&T Vision:

Cutting-edge scientific research and technology
provides decisive technological advantage and
influence for our naval forces.
The naval S&T community will:
Exploit basic research to develop revolutionary
new capabilities
Mature and transition S&T advances to
improve existing naval capabilities
Respond quickly to current fleet and force
critical needs
Anticipate and counter potential technology
surprise
Hedge against uncertainty by providing
affordable options to reduce risk.
12
NAVAL S&T STRATEGY
This vision supports Department of Defense (DoD)

guidance and the priorities of the secretary of the Navy
(SECNAV), chief of naval operations and commandant of
the Marine Corps. Maintaining the position of preeminent
maritime power in the world requires an approach to S&T
that is both responsive to current leadership direction and
lays a solid foundation of research investments for the
future force. In fulfilling these duties, ONR executes the

strategy below.
The Naval S&T Strategy:

To discover, develop and deliver decisive naval
capabilities, near- to long-term, by investing in a balanced
portfolio of breakthrough scientific research, innovative
technology and talented people.
The chief of naval research (CNR) oversees the activities
of ONR and three subordinate commands in the
execution of this strategy: the Naval Research Laboratory
(NRL) is the DoNs corporate laboratory, ONR Global,

which has offices in strategic locations around the
world, and the Office of Low Observable/Counter-Low
Observable Policy, Technology, and Advanced Projects
(PMR-51). In addition, ONR works with the Marine
Corps Warfighting Laboratory (MCWL), naval warfare
centers, as well as U.S. and international researchers
from numerous universities, labs and businesses to help
ensure our naval forces maintain their advantage (see
Appendix B for more about the naval S&T organization).

As an Echelon 1 commander, CNR reports
to the SECNAV via the assistant secretary
of the Navy for research, development
and acquisition (ASN(RDA)). However,
to ensure strategic alignment of the
S&T investment portfolio, the vice chief
of naval operations and the assistant
commandant of the Marine Corps meet
twice annually with ASN(RDA) and
the under secretary of the Navy as the
Naval Research, Development, Test and
Evaluation (RDT&E) Corporate Board.
This board receives program updates
from the CNR to assess progress, hear
recommendations and provide investment
guidance on strategy execution.
The Afloat Forward Staging Base (Interim) USS Ponce

(ASB(I) 15) conducts an operational demonstration
of the Office of Naval Research (ONR)-sponsored
Laser Weapon System (LaWS) while deployed to the
Arabian Gulf.
13
Long before the operational community recognizes a needed capability, scientists

and engineers in the naval S&T community have spent countless hours conducting
basic research on emergent concepts, methods and discoveries in the physical,
engineering and life sciences.
Public
law assigns ONR responsibility for

executing all naval S&T funding, which
is typically around 1 percent of the DoN budget. The
charge to do such vital work for our Sailors and Marines
with a comparatively small budget is a challenge. To
understand what ONR does and why it is important, it is
useful to start with a brief discussion of what naval S&T
is and to distinguish it from subsequent research and
development (R&D).
Long before the operational community recognizes a
needed capability, threat or potential advantage and
years before the R&D/acquisition community can deliver
a new weapon or sensor system to the fleet, scientists
and engineers in the naval S&T community have spent
countless hours conducting basic research on emergent
concepts, methods and discoveries in the physical,
engineering and life sciences.
Similar to venture capital, it is this farsighted, high-payoff
S&T research that provides the basis for
future advanced technologies to become
acquisition programs of record.
a result, an ONR program officer can see a good idea

through from concept to working prototype. Because
ONR manages 6.1 basic research as well as 6.2 applied
research and 6.3 advanced technology development
funds, the naval S&T process is efficient, flexible and
responsive.
This approach offers valuable strategic flexibility to adjust
to the unpredictable nature of basic research to pursue
unexpected or more promising resultsand provides
capability to surge rapid prototype development when
responding to urgent operational needs.
Through S&T investments, ONR discovers, develops and
delivers new technologies that become decisive naval
capabilities (see Chart 3 on page 16).
Chart 1: DoN Budget ($B)
The ASN(RD&A) is responsible for all naval

S&T and subsequent R&D programs, which
comprise the RDT&E budget, Chart 1.
Funding for ONR S&T is historically about
12 percent of the appropriation, Chart 2.
The naval S&T strategy is unique in that
ONR is the only military service agency
to house all three budget activities of S&T
funding efficiently under one roof. As
14
NAVAL S&T STRATEGY
The RDT&E budget is further divided among seven budget categories (Budget
Activities 6.1 thru 6.7)
Chart 2: DoN RDT&E Budget ($B)

(e.g., Global Positioning System (GPS), radar,
autonomous systems, graphene, QuikClot
and many more).
Activities 6.1 thru 6.7 Three funding lines (6.1, 6.2, and 6.3) are
S&T, managed by ONR, which is about one percent of the entire
DoN budget. The remaining four support R&D and acquisition.
In fiscally austere times like

today, there is great pressure
to tie S&T more closely to
R&D technology maturation
or use it as a source for fixing
identified funding shortfalls.
Resource sponsors question how
they will make do with less in the face of
pressing operational imperatives. Critical to the
success of the Naval S&T Strategy is a commitment
to basic research that underpins future discoveries and
enables strategic options for naval leadership.
Successful technologies are transitioned to the

acquisition community (e.g., systems commands and
program executive offices) for additional
maturation and procurement decisions.
In the late 1940s, ONR funded approximately 40

percent of the basic researchfor the entire United
States. This provided the
national security rationale
for military basic research
Science in ActionA 20-Year
and gave American
ONR-funded basic research at the
Vision
science its Golden Age 7.
Naval Research Laboratory (NRL) led
Unlike the National
While more than 70 percent of ONRs
to the invention of the GPS, which has
Science Foundation
budget is in 6.2 and 6.3 funds,
revolutionized the science of navigation. NRLs
(modeled after
which go toward answering
Navigation Technology Satellite III, launched in
ONR in 1950),
pressing warfighter needs, the
1977, was the first satellite in the NAVSTAR GPS system.
ONR has
6.1 category of basic research
This first GPS, incorporated NRLs concept of time range,
the ability
represents the remaining
range-rate navigation and 12-hour orbit. The remarkable
to target
approximately 30 percent of
precision proved invaluable for precision weapon technology
its limited
the naval S&T budget.
that was successfully employed during Operation Desert
basic research
Storm in, targeting pinpoint strikes and positioning
funds, which
Basic research is the foundation
troops in featureless terrain. Apart from its primary
gives DoN
of technology innovations and
military function, the satellite system now serves
leverage to address
discoveries. These investments
numerous civil and peacetime functions in the
its most vexing
may take 20 years before they can
everyday lives of people around the world
technology challenges.
be mapped to a naval need but have
in cell phones, car navigation and air
historically been the engine of ONRs
traffic control.
The majority of funding
track record of providing breakthrough
for DoD research is
solutions that shape the future force
GPS Success:
Sapolski, Science and the Navy: The History of the Office of Naval Research,
Princeton University Press, 1990
15

Chart 3: ONR S&T Budget
times the radar capability of existing systems8. At the heart

of this technology is a transformational semiconductor
made from gallium nitride (GaN), whose origins can be
traced to basic research sponsored by ONR since the
1960s. Increased reliability, smaller size, lower longterm costs and efficiency are all advantages of GaN,
holding great promise for both Navy and commercial
applications. Interspersed throughout this document
are additional vignettes highlighting technologies
that have emerged from basic research.
Per the Office of Management and Budget Circular A-11:

6.1 Basic Research is defined as systematic study directed toward fuller
knowledge or understanding of the fundamental aspects of phenomena
and observable facts without specific applications towards processes or
products in mind.
6.2 Applied Research is defined as systematic study to gain
knowledge or understanding necessary to determine the
means by which a recognized and specific need may be met.
When the here and now present tough

choices for DoN leadership, ONRs S&T
portfolio and technology initiatives offer
a hedge against a changing world and
uncertainty. This approach has served the
Navy and Marine Corps well, ensuring not
only operational advantages, but a leadership
role in advanced technology development in the
United States and for the world.
Innovations &
The Naval S&T Strategy is aimed

at emphasizing and expanding
this advantage.
6.3 Advanced Technology Development is defined as

Partnerships
systematic application of knowledge or understanding,
directed toward the production of useful materials, deRecognized by Institute of Electrivices and systems or methods, including design, decal and Electronics Engineers (IEEE),
velopment and improvement of prototypes and new
Navy scientists have the number 1 patent
processes to meet specific requirements.
S&T Demand
SignalsInputs to
the Strategy
portfolio when it comes to newly patentThe majority

apportioned across DoN, Air Force and
ed discoveries and inventions for international
of ONRs S&T
Army, DoD S&T agencies including Defense
government S&T agencies.
efforts respond
Advanced Research Projects Agency. Of that
to
warfighter needs
ONR Worldwide Partnerships:
funding, DoN not only has the highest share of
by providing near- to
3,340 principal investigators
DoD 6.1 basic research, but it is typically more
mid-term
solutions.
3,000 graduate students
than 30 percent of ONRs annual budget. This
From urgent battlefield
50 states, 50 countries
reflects the naval investment strategy to leverage
requirements,
such as
914 companies
the value of fundamental science for breakthrough
lifesaving medical technology,
solutions and game-changing advantages.
to improved performance of
ships and aircraft and enhanced affordability for major
For example, the Navys next-generation of air/missile
acquisition programs, ONR coordinates and integrates
defense radar will enter service aboard Arleigh Burke-class
inputs to optimize S&T investmentsto include science
destroyers this decade and will provide more than 30
advisors embedded in Navy and Marine Corps commands.
16
NAVAL S&T STRATEGY
Majumdar, The Heart of the Navys Next Destroyer, USNI, 30 Jul 2013
ONR receives technology

demand signals from naval
assessments of capability gaps
and science and technology
objectives (STOs). These STOs
are developed and submitted
by Navy and Marine Corps
staffs to address needs within
a warfighting functional area
(aviation, surface, subsurface,
expeditionary, etc. (see S&T
Strategy Process, page 22)).
An essential part of this
process is the Future Naval
Capabilities (FNC) program.
Managed by ONR, the FNC
program is the primary
mid-term S&T solution
provider. It provides vetted
solutions to naval technology
requirements and capability
needs. Over the course
of a two- to four-year
development cycle built
upon research conducted
over previous years, products
are demonstrated and
transitioned to the acquisition
sponsor for integration into a
program of record.
Future Naval
Capabilities
S&T into programs of record

have steadily improved,
delivery times have decreased
and coordination has
strengthened between the
fleet/force, S&T, acquisition
and resource communities
(see Appendix C for more
about S&T governance).
Wireless Vital Signs Monitor

The ONR-developed Wireless Vital Signs
Monitor is a small device that measures
and records a patients electrocardiogram,
pulse oximeter, heart rate and non-invasive
systolic, diastolic and mean blood pressures.
The information can be transmitted to a
battlefield corpmans laptop, electronic
tablet or smartphone where it calculates
even more patient information, such as
trends, pulse pressure and complexity
indices. It is strapped on to an injured
Sailors or Marines arm or leg, for instance,
and it captures all vital signs from the point
of injury. It is capable of transmitting and
downloading information to a hospitals
emergency department monitoring system.
Since its inception in

2002, in response
to congressional
By design, at least a third of
ONRs S&T budget in 6.2 and 6.3
direction to foster
funds are dedicated to FNCs. Govertechnology
nance of the program is uniquely shared
transition, the
across naval stakeholders at the threeFNC program
star level Technology Oversight Group
has grown in
(TOG). The TOG reports to the Naval
value and success.
RDT&E Corporate Board, which
Transition
rates of
ensures that FNC decisions
are prioritized and requirements-driven.
Other mid-term processes

go beyond demand signals
and include an element of
technology push. Rather
than just responding to
warfighter requirements,
programs like SwampWorks
conduct short exploratory
studies and experimentation
to examine medium-risk,
disruptive technologies for
their potential application
to Navy and Marine Corps
missions.
Larger in scope, scale and

risk, Innovative Naval
Prototypes (INP) anticipate
needs by developing
high-payoff emerging
technologies with the
potential to revolutionize operational concepts. INPs
push the imagination of our nations technical talent to
deliver transformational warfighting capabilities. For their
experimental nature or radical departure from established
requirements, processes and concepts of operation,
INPs must be approved by the RDT&E Corporate
Board. Submarine-launched autonomous systems,
electromagnetic railguns and high-power lasers are
examples of INP initiatives that are maturing today.
Sometimes, innovation cant get into the hands of the
warfighter fast enough. To respond to near-term demand
17

S&T Investment Portfolio
This figure shows the four
components of the investment
portfolio, which include
all S&T funding and the
supporting non-S&T funds
that ONR manages. The
percentages are determined
by the RDT&E Corporate
Board and considered
programmatic floors for each
component of the portfolio.
signals, ONR manages several quick-reaction S&T

programs using 6.3 funds that, in some cases, directly
connect the warfighter to the scientist.
First among these is the TechSolutions program. Ideas
are submitted online from Sailors and Marines straight
to ONR for evaluation. Typical projects take one to two
years and deliver prototype technologies that are tested
and evaluated working side-by-side with the warfighter.
Many TechSolutions products are transitioned to
the acquisition community for further refinement,
production and delivery to the Navy or Marine Corps.
On average, 1012 projects are active per year. While
TechSolutions is only a small part of ONRs budget, no
other S&T program is more closely coupled to making
an immediate improvement in the lives of the warfighter.
The demand for S&T solutions is very high. To make
every dollar count, ONR works to prioritize investment
18
NAVAL S&T STRATEGY
for the most important capabilities and deliver them in a

judicious and cost-efficient manner.
Investment Portfolio
S&T Investments fall into four broad components that
reflect both the time frame and focus (see above chart)
related to long-term DoN strategic goals. Together, they
comprise a balanced investment portfolio of promising
scientific research and innovative technologies.
The following is a brief explanation of each category:
Discovery and Invention (D&I): Includes basic research
6.1 and early applied research 6.2. This is the seed
corn that explores nascent technologies for future
application. The NRL (see sidebar) conducts much of
DoNs basic research and receives 20 percent of their
funding from ONR. The D&I portfolio by design has
a broad focus with a long time spanfrom five to 20
yearsneeded to mature discoveries. Its programs
are selected based on potential

naval relevance and technology
opportunity (see Appendix D).
In addition, five National Naval
Responsibilities (NNR) are D&I
research areas unique to the
naval service and/or areas where
the Navy has historically taken
the lead (see Appendix E; for
more about Research Areas see
Appendix D). ONR structures the
D&I programs to support teams
of researchers investigating highpriority topics and opportunities
that intersect more than one
traditional technical discipline
which serves to stimulate
innovations, accelerate research
progress and expedite transition
of results into naval applications.
Outstanding young scientists and
engineers who are beginning
their independent research
careers, showing exceptional
potential for leadership and
demonstrating a commitment
to community service and the
advancement of STEM education
are also an element of the D&I
portfolio (see Appendix F).
6.2 and 6.3. Program managers are

typically from ONR, while a deputy
program manager from the
acquisition community is often
a good match to help facilitate
the transition to the acquisition
community. The CNR, in
consultation with senior Navy and
Marine Corps leadership, identifies
candidate INPs that are forwarded
to the RDT&E Corporate Board for
approval.
Naval Research Laboratory

Thomas Edison argued that the government
should maintain a great research laboratory.
... In this could be developed ... all the
technique of military and naval progression
without any vast expense. Secretary of the
Navy Josephus Daniels invited Edison to
serve as the head of a new body of civilian
expertsthe Naval Consulting Boardto
advise the Navy on science and technology.
The boards most ambitious plan was the
creation of a modern research facility for
the Navy, which led to the establishment
of the NRL in 1923. For more than nine
decades, NRL has been central to advancing
the technological edge of our Navy
and Marine Corps. NRL research led to
breakthroughs in radar, satellites (pictured
above), Cold War technology and modern
autonomous systems. Today, research at NRL
encompasses electronics, electronic warfare,
materials, information systems technology,
space platforms cyber, marine environments,
fuels, virtual reality, superconductivity,
biomolecular science, engineering,
autonomous systems and nanotechnology.
See www.nrl.navy.mil for more.
Leap-Ahead Innovations:
Includes INPs and the majority
of SwampWorks efforts. This
technology portfolio defines the
future of naval warfighting. INPs
achieve a level of technology
suitable for transitionin four
to eight years. SwampWorks
efforts are smaller in scope than INPs and are intended to
produce results in one to three years. This component is
where higher risk is typically accepted to produce a higher
payoff. Leap-Ahead Innovation funding comes from both
Technology Maturation:
This portfolio delivers critical
component technologies to
naval acquisition programs. This
includes FNCs, which mature
in a two- to four-year time
frame into products from the
late stages of applied research
(6.2) and advanced technology
development (6.3). In addition
to the FNC funding, this portion
includes approximately twothirds of the Marine Corps 6.3
funds, all of Joint Non-Lethal
Weapons Directorate 6.3 funds,
advanced manufacturing
technologies (ManTech) and the
majority of the low-observable,
counter-low-observable (PMR51) funds. ManTech helps
programs achieve their respective
affordability goals by transitioning
new manufacturing technology
to gain efficiencies and lower
production costs.
Quick Reaction: this portfolio responds to urgent

technology needs and solve problems for warfighters.
This includes funds for TechSolutions, as well as Navy and
Marine Corps experimentation, one-third of the Marine
19
Each project is structured with definable metrics and

includes appropriate systems command elements in an
integrated product team concept. While neither a substitute for the acquisition process nor a replacement for
the systems commands, TechSolutions aims to provide
the fleet/force with prototype technologies that can
be rapidly and easily
Quick Reaction
transitioned.
Success: HUD Glasses
FNC Success Story

The Navys fifth littoral combat ship (LCS),
USS Milwaukee, will be the first to benefit
from new high-power density waterjets
aimed at staving off rudder and propeller
damage experienced on high-speed
ships. The new Axial-Flow Waterjet Mk-1,
developed as an FNC, can move nearly half
a million gallons of seawater per minute,
providing more thrust per unit than current
commercial waterjets. Four of the new
waterjets will propel the LCS to speeds
greater than 40 knots. The smaller, more
efficient waterjets will help the LCS avoid
excessive maintenance costs associated
with cavitationa phenomenon that occurs
when changes in pressure create air bubbles
on rotating machinery, such as marine
propellers. Repeated occurrences can cause
whole chunks of metal to wear away, leading
to frequent repairs and replacements. The
waterjets new design is expected to also
increase the lifespan between repairs.
Response to
With the overwhelming amount
(Joint) Urgent
of data available to warfighters in
Universal
the field, TechSolutions worked with
Need Statethe Marines to develop a solution using
head-mounted augmented reality displays.
ments
Using a Heads Up Display (HUD) the glasses
(UNS/
enable the warfighter to see relevant mission data
JUONS)
and complete critical tasks simultaneously.
Developers and performers leveraged the
ODG X-6 Glasses technology to create
a system that will work in remote
environments and allow Marines
to develop their own tactical
applications in the field.
Corps 6.3 funds, responses to Urgent Operational Needs

Statements and high-priority demands from the fleet/
force and a percentage of SwampWorks efforts. These
are warfighter centric technology projects responsive to
the immediate needs identified by the fleet, operating
forces or naval leadershipwithin one to two years.
20
NAVAL S&T STRATEGY
and threatbased demands from senior

fleet/force leadership are
addressed by ONR within 24
months. Additionally, Chief of
Naval Operations Speed to Fleet
(CNO S2F) programs accelerate insertion of maturing
technologies into the fleet to address critical Navy
warfighting needs. It provides initial advanced capability,
while allowing the acquisition process to address
doctrine, organization, training, material, leadership and
education, personnel and facilities issues in parallel. CNO
S2F also hastens the transition of technology readiness
level 6 capabilities from 6.3 to advanced component
development and prototypes in 6.4, and enables user
evaluations in a relevant operational environment.

ONR also manages some non-S&T resources that
directly support the components of the investment
portfolio (e.g., ONR headquarters support, Manufacturing
Technology program, Technology Insertion Program for
Savings, Technical Information Services, etc).
Experimentation contributes to the definition of requirements and in the establishment of technology priorities
within the combat development process.
Experimentation
In partnership with ONR, the Naval Warfare
Development Command, Naval Postgraduate
School, Naval War College and MCWL explore future
warfighting concepts and evaluate the capability
potential of emerging technologies. In support of this
effort, Commander, U.S. Fleet Forces Command, in
coordination with Commander, U.S. Pacific Fleet, leads
the Fleet-led Experimentation (FLEX) program. Through
war games, exercises, experiments and operational
lessons learned, ideas are tested, analyzed and refined.
The intent of the FLEX program is to rapidly evaluate:
Innovative concepts
Fleet Concepts of Operations
New tactics, techniques and procedures
Technologies and changes in doctrine,
organization, training, materiel,
leadership development, personnel,
facilities and policy actions.
The FLEX program focuses at the operational and
tactical levels of warfare, across the full range of
military operations, to enhance warfighting capabilities
or to fill a capability gap. FLEX is distinct from, but may
inform and be informed by, developmental or operational
testing requirements associated with Programs of Record
or early experimentation conducted within the naval S&T
program.
Additionally, MCWL conducts concept-based experimentation in coordination with the operating forces in order
to develop and evaluate tactics, techniques, procedures
and technologies to meet future warfighting capability
needs. These experiments often employ commercial
and advanced products of S&T investments by ONR and
DARPA as surrogates for future technical capabilities.
INP Success Story

The Autonomous Aerial Cargo/Utility System
(AACUS) program will enable unmanned
helicopters to support Marine Corps forces
on the front lines using cutting-edge
technology developed by ONR. The system
consists of a sensor and software package
that will be integrated into rotary-wing
aircraft to enable autonomous unmanned
flight and detect and avoid obstacles
in unfavorable weather conditions. The
capability will be a welcome alternative
to dangerous convoys, manned aircraft
or air drops in all weather conditions, as
experience in Afghanistan and Iraq showed,
where Marines frequently found themselves
under fire from adversaries or the target
of roadside bombs and other improvised
explosive devices. Simple to use, a Marine
with minimal training can call up the
supplies needed and order the flights using
only a handheld tablet.
21
Outputs and Outcomes
The
foremost customer
of this strategy is the
naval warfighter. However, there
are multiple stakeholders involved
in the discovery, development
and demonstration of new
technologies. ONR coordinates
thousands of partnerships
with academia, industry and
laboratories across the country,
and around the world, to respond
to (and anticipate) the needs of the
Navy and Marine Corps.
Naval S&T Strategy Process
Technology is the primary product,

or output, of this S&T strategy. The
decisive capabilities that these new
technologies deliver to the fleet/
force are the desired outcome.
In the process of discovering,
developing and delivering S&T,
other outputs are produced: the
knowledge to develop a new technology, as well as its
supporting research communitythe people. Together,
these form the academic and industrial base of the naval
S&T community.
Outputs of the Strategy:

In this strategy, outputs are defined as what is produced.
S&T investments provide products and opportunities
for further discoveries. ONR enables the technical
superiority of our naval forces by producing knowledge
and technology transitions and developing the research
community. These are briefly described below. Appendix
C describes the governance associated with each of
these S&T outputs.
Knowledge: Scientific discovery generates
new knowledge and technologies that expand
capabilities and enable innovative concepts of
22
NAVAL S&T STRATEGY
operations. Knowledge (gained from research,

successes and failures) leads to new technology
pathways and reduces technical risk in later
stages of research and development. ONR
program officers constantly evaluate cuttingedge S&T for potential breakthroughs in naval
capabilities and maintain knowledge of worldwide
developments in their disciplines.
Transitions: ONR strives to provide viable paths
for scientific discoveries and maturing technology
to transition to DoN. ONR programs, business
practices and partnerships work to transition and
bridge the valley of death between S&T and
formal acquisition programs managed by systems
commands (e.g., NAVSEA, NAVAIR, SPAWAR,
NAVSUP, MARCORSYSCOM) that proliferate the
resulting capabilities to the warfighter.
People: More than 50 percent of the S&T

workforce will be retirement eligible by 2020. DoN
is focused on this challenge and is dedicated to
the future health of the naval S&T community.
ONR devotes the majority of its basic research
(6.1) funds to university programs. In addition
to grants to individual investigators, fellowship
programs support faculty, graduate and
undergraduate education of U.S. citizens who plan
to work in Navy and Marine Corps laboratories.
Special programs also support the education and
professional development of minority students
and faculty members. ONR leads DoN efforts to
inspire U.S. students to pursue careers in STEM.
The CNR is the Navys STEM executive.
Outcomes of the Strategy:

The above outputs (knowledge, transitions and people)
are pursued to tie desired outcomes to naval capabilities.
ONR coordinates S&T efforts based on nine approved
focus areas, which are managed by ONR departments/
codes and led by a Senior Executive Service member, to
facilitate cross-departmental cooperation.
S&T focus areas help align, balance and communicate

the efforts between the warfighter, ONR and the S&T
community. Each reflects a strategic imperative for the
Navy and Marine Corps. Major changes to the focus areas
include:
Updates to account for changes in the strategic
landscape that drive S&T investments, as well as
advancements in research and new technologies
Refinement of focus area objectives to account
for accomplishments, changes in capability gap
assessments and higher-level naval guidance
Adjustments to the Information Dominance
Focus Area to reflect emphasis on cyber,
including shifting electromagnetic spectrum
objectives to a new focus area: Electromagnetic
Maneuver Warfare
Realigment of total ownership cost to an
underlying theme of affordability that is a
persistent across all S&T focus areas.
Appendix A provides a synopsis of the strategic drivers,
vision, description and high-level S&T objectives that each
focus area will achieve.
The nine naval S&T focus areas are:

Assure Access to Maritime Battlespace
Autonomy and Unmanned Systems
Expeditionary and Irregular Warfare
Information Dominance - Cyber
Platform Design and Survivability
Power and Energy
Power Projection and Integrated Defense
Think of each as a three-dimensional framework ONR
leverages to coordinate multidisciplinary research, cut
horizontally across the organizational structure and span
multiple warfighting requirements.
Dr. Rhonda Stroud, head of the nanoscale materials section

at the Naval Research Laboratory explains her work to the
Director of the White House Office of Science and Technology
Policy Dr. John P. Holdren.
23
Conclusions
ONR
has contributed to nearly every

technology in the hands of
Sailors and Marines deployed around the
world today. Powered by naval research,
the U.S. Navy and Marine Corps are ready to
respond anytime, anywhere across the broad
range of military operationson land and
below, on and above the seas.
S&T investments made decades ago will
enable the Navy to deploy, on a ship bound
for the Persian Gulf, the first solid-state laser
that can deliver shipboard defense at $1 per
shot. Other technologies under development,
such as the electromagnetic railgun, will
offer new multi-mission capabilities for ships.
24
NAVAL S&T STRATEGY
In the near future, autonomous systems

will be used to reduce risk to Sailors and
Marines and extend aircraft, ship, vehicle and
submarine capabilities at a lower cost than
manned systems.
Recent advances in hull coatings for ships
will translate into roughly $1 billion in lower
fuel costs by reducing drag on vessels at sea,
as well as lower maintenance costs needed
to keep the ships free of marine growth and
debris. New technology for Marine Corps
tactical vehicles will also cut fuel usage by
millions of gallons per year and provide
greater operational range.
Additionally, advanced manufacturing

techniques developed for programs like
the F-35 Lightning II aircraft, Virginia-class
submarine and Littoral Combat Ship bring
significant cost savings: on the order of a
billion dollars over the next five years. There
are many examples where small investments
up front lead to big savings over the lifetime of
a system.
Numerous technologies developed for naval
applications have resulted in significant civil
and economic benefit. Naval researchers
during the Cold War, for instance, developed
GPS satellites, sonar and radar technologies
that led to cell phones, fiber optics and
lifesaving medical devices. As the defense
budget shrinks, naval leaders are challenged

to respond with smart investments that
result in affordable solutions and leap-ahead
gains in capability per dollar. The Naval S&T
Strategy delivers these options and develops
partnerships across academia, industry and
international agencies for future force.
Finally, behind all the high-tech systems
in the Navy and Marine Corps are the
extraordinary people in the naval S&T
community. These scientists and engineers
serve their country every day by contributing
great ideas and innovative concepts to build
the future force and give our Sailors and
Marines their decisive edge.
25
Appendix A
Focus Areas
Assure Access to the Maritime Battlespace
Autonomy & Unmanned Systems
Expeditionary & Irregular Warfare
Information DominanceCyber
Platform Design & Survivability
Power & Energy
Power Projection & Integrated Defense
warfare, mine warfare and Navy Special

Warfare technologies and capabilities,
including exploitation of every aspect of the
changing environments in which they operate.
Critical to success are understanding and
synthesis of ocean-atmosphere processes
at high spatial and temporal resolution as
they impact naval operations in the open
ocean, Arctic and littorals. To achieve this,
forces need real-time, environmentally
adaptive sensors, processing, systems and
strategies. Development and use of distributed
and autonomous ocean systems are a vital
response to this need. Innovative approaches
(not requiring perfect knowledge) to modeling
and simulations of complex environments,
including interactions with systems, form a key
part of this challenge.
Vision: Assure access to the global ocean and littoral

reaches and hold strategic, operational and tactical
targets at risk. Sense and predict environmental
properties in the worlds oceans and littorals to support
tactical and strategic planning and operations. Improve
operational performance by adapting systems to the
current and evolving environment.
Description: Naval forces must be able to attain global

maritime, littoral, riverine and inland access to denied
areas. They must maintain the ability to penetrate and
operate in hazardous areas, where others cannot, to
hold at-risk, anti-access targets and deny sanctuary to
adversaries. To accomplish this and provide access for
our forces, this focus area improves anti-submarine
26
NAVAL S&T STRATEGY
U.S. Navy photo by Mass Communication Specialist Seaman Jerine Lee
Strategic Drivers: Proliferation of anti-access, areadenial capacity and capabilities among potential
adversaries drives the need for technologies that assure
access for naval forces. The complexity of the littoral
battlespace and changing environmental conditions,
such as the increased open water in the Arctic Ocean,
demands advanced high-resolution environmental
observation and prediction capabilities.
Managed by ONR Code 32

Objectives:
Achieve and Maintain Undersea Dominance
Detect, classify, locate and track threat submarines in shallow, deep and
Arctic waters, exploiting automation and adaptation to the environment
Off-board sensing, cooperative vehicle autonomy, increased endurance,
autonomous classification, data exfiltration and networking in
unmanned systems to expand reach and reduce threat exposure
Develop next-generation data and target fusion to expand regional antisubmarine warfare, mine warfare and amphibious warfare operating
picture to the theater level
Rapidly detect and clear mines through the Beach Exit Zone; neutralize
from a distance
Improve Mobile Autonomous Environmental

Sensing
Autonomous sensing of global maritime and littoral
environments to Beach Exit Zone
Environmental sensing that adapts the sensing strategy
to changing conditions
Match Environmental Predictive Capabilities to Tactical Planning

Requirements
Fully coupled (ocean-atmosphere-wave-ice) global, regional and local
modeling and prediction for operational planning at tactical, strategic
and climate scales
Forecasts for refractivity, duct heights, fog, rain, clouds, visibility,
trafficability and tropical cyclones at global, regional and tactical scales
to increase mission go/success
Maximize Systems Performance via Adaptation to

the Environment
Optimize sensing and reduce false alarms by adapting
to an evolving physical environment
Avoidance behaviors and overarching situational
awareness to adapt to the tactical environment
Adapt to changing conditions in the near space
environment
27
Appendix A
Focus Areas
Power & Energy
Strategic Drivers: Increased proliferation of
inexpensive lethal threats targeting individual
warfighters and high-value assets, combined with
continued rapid advances in computing, power and
energy, robotics, sensors and position guidance
technologies, drives the requirement to augment
expensive manned systems with less expensive,
unmanned, fully autonomous systems that can operate
in all domains.
Vision: Achieve an integrated hybrid force of

manned and unmanned systems with the ability to
sense, comprehend, predict, communicate, plan,
make decisions and take collaborative action to
achieve operational goals. The employment of these
systems will reduce risk for Sailors and Marines and
increase capability.
Description: Autonomy and unmanned systems will

be used in all operating domains, performing multiple
missions, and will be developed into numerous
platforms. Central to achieving that vision is the
development of a distributed system of heterogeneous
unmanned systems relying on network-centric,
28
NAVAL S&T STRATEGY
decentralized control that is flexible in its

level of autonomy with the ability to get
the right level of information to the right
echelon at the right time. This may include
defeating asymmetric and emerging threats via
persistent and stealthy distributed, large-area
presence; stimulation of suspect entities; and
disruption and deception of potential hostiles.
Additionally, this may include providing a highly
survivable, self-organizing, adaptive mission
capability that cannot be easily defeated just
by killing individual platforms and sensors, as
well as affordable capabilities to do things that
would be unaffordable or result in impractical
manning otherwise. Where necessary
autonomy design should allow for ease of
launch and recovery as well as provide gracefull
degradation in the event of failure. Finally,
autonomous systems will address a wide range
of other functions in support of the warfighter,
including logistics/cargo delivery/lightening
the load for naval units; casualty evacuation
and other medical applications; humanitarian/
rescue operations; shipboard damage control/
firefighting; deck operations of ship-based
aircraft; and ocean/environmental sensing.

Objectives:
Human/Unmanned Systems Collaboration
Developing natural modes of interaction
Understanding intent and recognizing deception
Dynamically changing levels of autonomy
Scalable and Robust Distributed Collaboration

Task allocation/assignment, planning, coordination
and control for heterogeneous systems
Airspace/waterspace/ground traffic management
Predicting behaviors of large numbers of unmanned
systems
Validating and verifying complex, distributed
autonomous systems
Cooperative autonomy to enable multiplatform
sensor fusion
Perception and Intelligent Decision Making

Autonomous adjudication between wide-area exploration and more
focused exploitation
Automated processing from sensor data to information to actionable
understanding
Learning context, adaptive recognition and scene understanding
Novel Platforms and Integration

Bio-inspired systems that rely on principles of
perception, sensori-motor control, biomechanics and
fluid dynamics found in nature but not yet in engineered
systems
Microrobotic systems that rely on nanotechnology,
synthetic biology and microelectronic and photonic
information processing to achieve capabilities at very
small sizes
Integrated system capabilities for long-duration missions
Intelligence Enablers and Architectures

Integrated architectures and intelligence for
decentralized systems
Reasoning and learning
Scalable planning and re-planning
29
Appendix A
Focus Areas
Power & Energy
Strategic Drivers: Rapidly expanding commercial use

of the electromagnetic spectrum and the traditional
method of block allocation have caused congestion. This
impedes the DoD and
naval forces use of the
spectrum particularly
in situations of limited
availability in critical
regions. Current naval
systems were designed
to operate in narrow,
fixed bands in line with
spectral policy.
Vision: Enable the

warfighter to have
complete control of
the electromagnetic
spectrum to ensure
that naval forces can
utilize it as required
for electronic warfare
(EW), surveillance and
30
NAVAL S&T STRATEGY
communications; deny the adversary the

ability to use the spectrum except as we
allow it; and assure that our sensors and
electronic attack systems operate across the
full span of the electromagnetic spectrum.
Description: The electromagnetic

spectrum is a key operational maneuver
space enabled by continuous, realtime awareness of all spectrum activity.
Spectrum dominance is a prime component,
which includes efforts that focus on
communications, surveillance, EW and
electronics to understand and shape the
battle space. Ultra-wide band systems, along
with monitoring the spectrum, can make
use of unused portions of the spectrum,
which avoids the enormous manpower
requirement to manually de-conflict in the
current process. The ability to assure access
to the full spectrum is essential for battle
space awareness and threat surveillance/
weapon sensor engagement.

Objectives:
Spectrum Dominance
Understanding the electromagnetic environment through
sensing
Assuring access to the full spectrum for battle space
awareness, threat assessment and offensive and defensive
operations
Influencing/controlling the opponents battle space
picture
Electronic Warfare
Full-spectrum electronic sensing measures
Integrated and coordinated electronic attack
Resilient electronic protection
Advanced Electronics, Sensing and Response Techniques

Ultra-wide-band apertures and electronics
Techniques for anti-jamming/spectral efficiency
Machine learning for automated response
Management and control algorithms for spectral management
across battle force, systems and components
31
Appendix A
Focus Areas
Power & Energy
Strategic Drivers: Emerging geopolitical and socioeconomic conditions have resulted in the rise of non-traditional threats, failed states and a decrease in assured
host nation support. Naval forces will face potential
adversaries armed with advanced and increasingly lethal
warfighting capabilities. They will
confront complex hybrid, asymmetric and irregular challenges
across diverse, austere and distributed battlespaces, and will be
called upon to be the nations crisis
response force.
Vision: Naval warfighters of the
future will possess the full spectrum of expeditionary kinetic and
non-kinetic capabilities required
to operate across the entire range
of military operations, decisively
defeat traditional threats and effectively confront irregular challenges.
Description: The Expeditionary

and Irregular Warfare (EIW) focus
32
NAVAL S&T STRATEGY
area investment will deliver enhanced capabilities across all warfighting functions in order
to enable littoral access and crisis response
across the range of military operations. These
investments will facilitate sea-based, decentralized operations by high-performing, highly
lethal, network-enabled small units capable of
aggregating and disaggregating to meet the
operational requirements of the most austere
and complex environments. Specific areas
for increased capability development include
mobility, communications, sustainment and
training. Additionally, EIW investments will
enable our forces to be as effective in Irregular
Warfare as they are in traditional warfare. This
will be accomplished by developing technologies that increase the warfighters ability to
maneuver within the human and informational
dimensions of the future battlespace. Specifically, EIW technologies will improve the warfighters ability to interact with target populations, identify threat activities, solve complex
problems and adapt to ambiguous situations
via kinetic and non-kentic meansat a tempo
that outpaces that of our adversaries.

Objectives:
Battlespace Awareness:
Sensors and sensor systems for observation and collection
Operations/intelligence fusion
Automated production and delivery of mission-relevant information
to the tactical edge
Irregular Warfare Operations:

Social, cultural, behavioral domain
understanding, modeling and analysis
Tactical cyber operations with delimited effects
Social media exploitation and management
Expeditionary and Distributed Operations:

Modular, scalable, and autonomous ground platforms and capabilities
Fires as a networked commodity
Reduction of the logistics burden across the Marine Air-Ground
Task Force
Tactical warfighter operations (mobility vs. survivability, decision
making, training and tools, performance , fitness and resiliency)
Irregular Threat Countermeasures:

Counter asymmetric weapons and explosive
hazards afloat and ashore
Biometric identification and surveillance
Tactical site exploitation and forensics
Signatures management across the
electromagnetic spectrum
33
Appendix A
Focus Areas
Power & Energy
Strategic Drivers: Potential adversaries are investing in
advanced technologies that will challenge our advantages in the critical information domain. Nation states
and non-state actors seek to degrade our command and
control capabilities, networks and computer systems. Cyber threats continue to grow and rapidly proliferate. Globalization and the exponential growth in computing and
wireless communications capabilities have transformed
the information environment from an enabling medium
to a core warfighting capability for both our naval forces
and those of our adversaries. Data volume, voracity and
velocity necessitate improved management and analysis
techniques.
Vision:
Enable the
warfighter to
take immediate, appropriate action
at any time
against any
desired adver-
34
NAVAL S&T STRATEGY
sary, target or network by assuring that autonomous, continuous analyses of intelligence,

persistent surveillance and open information
sources have, at all times, optimized the possible courses of action based on commanders
intent.
Description: Information dominance requires

systems and paradigms that are interoperable,
provide decision-making superiority through
assembly of the data, understanding the battlespace and support for decision-making. It
enables operations across coalitions, joint forces and diverse mission areas that are physically
large, exhibit complex dynamics, and contain
many objects, events and activities. Integral to
achieving information dominance are flexible
communications and network architectures.
Future systems must provide capabilities for
achieving and maintaining communications
and networks in highly dynamic, dispersed and
disadvantaged (denied, disrupted, intermittent
and limited bandwidth) environments. The
computational architecture will provide capabilities to manipulate and interpret data to support C2, CS and intelligence, surveillance and
reconnaissance systems while enabling a more
resilient information infrastructure through
hardening the hosts, data sharing and data integrity of networks. Full Spectrum Cyber provides the ability to utilize and manipulate the
adversarys data and networks for our purposes. Additionally, it protects our networks and
data (e.g. personnel, operational and logistics).
Data science is a combination of how data is
represented,
organized,
processed,
shared and
interpreted
under relevant context
and with
necessary
assurance.
Objectives:
Decision-Making Superiority
Rapid accurate decision-making for C2/CS/ISR in Big Data environments
Machine reasoning and intelligence
Distributed mission-focused autonomy for control of large sensor
information networks
Data error management
Data science involving the use of analytics and reducing information
down to its critical element
Full Spectrum Cyber Operations

Computer network attack
Computer network defense
Computer network exploitation
Communications and Networks

Dynamic, scalable tactical communication networks
High-performance, low-cost communication solutions
SATCOM denial mitigation
Precision time and navigation
Computational and Information Construct

Open source, open architecture and serviceoriented architecture/Tactical cloud
C2/CS/ISR integration and data interoperability
Autonomous control architectures
Alternative computational architectures
35
Appendix A
Focus Areas
Power & Energy
Strategic Drivers: Increased number, range, precision

and lethality of adversary weapons, coupled with a
growing mandate within the DoD to field affordable,
modular, survivable and upgradeable platforms that
support increasingly diverse, sustained operations,
directly influence this focus area.
Vision: Provide naval platforms that are agile, fuelefficient, flexible and capable of operating costeffectively in varied environments. Enable manned and
unmanned naval platforms and forces to seamlessly
operate in hostile environments while avoiding, defeating
and surviving attacks.
Description: This focus area is motivated by the interest
to develop and deliver platform concepts, systems and
component technologies that improve the performance
of military platforms (air, ground and sea) to meet
operational requirements under all environmental
conditions. There are five concentration areas: mobility,
survivability, payload optimization, sustainability and life
cycle management.
Both platform mobility and survivability require a better
understanding of hydromechanics, aerodynamics,
electro-mechanics, electromagnetics, materials and
36
NAVAL S&T STRATEGY
material science, structural mechanics

and dynamics, intelligent control and
the computational mechanics necessary
to improve the design capability for
advanced high-performance platforms. The
development of validated design tools capable
of rapidly and accurately analyzing and
evaluating novel air, ground and sea/coastal/
riverine platforms with advanced system
performance characteristics is a high priority.
There is significant effort to understand
and minimize susceptibility, and enhance
survivability and recoverability technologies
while returning or increasing mobility and
enhancing mission capability. New platforms
will achieve this by incorporating a balance
of stealth, hardening and damage tolerance
that may include automated recovery systems.
Furthermore, computational tools that model
the platforms interaction with its environment
(physical, electromagnetic, etc.) are essential
to the development of other protection
systems such as electronic warfare and
hardkill systems.
Payload optimization is centered on
technologies and design that ensure the
broadest excursions in power, weight and
stability over the envisioned lifetime of the
platform. Central to the capabilities of these
platforms is a desire to reduce sustainment
requirements and/or make it easier to sustain
during operations. Efforts are centered
on platform interfaces as well as platform
efficiency to reduce sustainment needs.
Payload commonality is critical in future
designs. To ensure the greatest lifetime of
these platforms, this focus area addresses
interface standards and modularity to provide
flexibility and ease of maintenance and
upgrades during service life.

Objectives:
Mobility
Advanced platform design focused on efficiency, agility and affordability
Autonomous and unmanned vehicle mobility
Explore future ship-to-shore connector technologies
Susceptibility/Survivability
Advanced vehicle structures and materials
Rigorous platform performance models
Low observable (LO) and counter-LO technologies
Softkill techniques
Automated response and recovery technologies
Optimized Payload Capabilities

Modeling and simulation tools
Modular/affordable platforms
Advanced structural, mechanical and electrical support infrastructure
Affordable Fleet/Force Modernization

Modular systems
Interfaces and standards to support payload
commonality
New materials and methods to increase reliability
and reduce maintenance costs
Technology advancement during shipyard midlife
overhaul and new construction
At-Sea Sustainment
Payload and weapons movement
Underway replenishment
Interface systems and approaches
Integrated asset visibility and management
37
Appendix A
Focus Areas
Power & Energy
Strategic Drivers: The increasing global demand for
energy, heavy reliance on fossil fuels, environmental issues
and rising costs emphasize the need for energy security and
self-sufficiency. There is a critical need for greater energy
efficiency, reduced consumption and increased use of
alternative energy sources. New naval platforms, payloads and
support systems have increased capabilities and automation,
but as a result have increased power needs. New approaches
are needed for efficient power electronics, power conditioning
and storage. Reduction of our expeditionary energy footprint
and personal power demands are also critical drivers.
Vision: Increase naval forces freedom of action through

energy security and efficient power systems. Increase combat
capability through high energy and pulsed power systems.
Provide the desired power where and when needed at the
manned and unmanned platform, system and personal levels.
Description: Power and energy are essential considerations
for every Navy and Marine Corps tactical system and platform,
every operation and deployment, and at the shore-based
infrastructure. The naval force views energy in terms of security
and capability, as well as in terms of cost, conservation and
environmental impact.
Aggressive goals are described in documents such as the
Department of the Navys Energy Program for Security and
Independence and the Marine Corps Expeditionary Energy
Strategy and Implementation Plan. The goal of science and
38
NAVAL S&T STRATEGY
technology (S&T) investment is to develop scientific

understanding and new approaches and capabilities
that transition power and energy from laboratories to
the military end-users.
ONR carries out the Navy power and energy research
mission toward specific Navy and Marine Corps
objectives in coordination with the research efforts
of other Department of Defense services, and in
partnership with other federal agencies including the
Department of Energy (fuel cells, batteries, etc.) and
the Department of Agriculture (biofuels).
Recent conflicts have highlighted the financial and
human costs of the power and energy logistics tail of
our forward operating bases. Marine Corps plans to
reduce this logistics tail are supported by S&T efforts
to develop energy efficient systems and platforms.
Examples include: highly portable solar cells and
concentrated solar systems; fuel cells; low-energy
approaches to desalination and water purification;
improved rechargeable batteries; and efficient
distribution systems (e.g., micro-grids). The tradeoffs
in terms of cost, performance and portability often
lead to unique requirements and solutions.
Navy platforms are challenged with increasing electric
power requirements and the necessity to transform
into a more electric fleet to meet future challenges
including the adoption of advanced electric weapons.
Next generation weapons systems such as phasedarray radars and directed energy weapons operate
on continuous and pulsed high power that cannot
be met with current generation energy storage and
distribution systems. ONR has invested in technologies
to increase system energy and power densities, and
in new power system architectures with the capability
to instantaneously direct power to where it is needed
across the propulsion and weapons systems.
Unique naval power and energy requirements drive
S&T investment. Examples include: considerations
for operation in the sea salt environment; Navy
unmanned underwater vehicles using fuel and
oxidizer combinations that support air-independent
propulsion; compact, high capacity power systems;
and associated thermal management and safety
concerns.
Power & Energy

Objectives:
Efficient Power and Energy Systems
Increased efficiency and power density on platforms and reduced
weight for personal power through advanced materials, devices
and architectures
Efficient power conversion, switching, distribution, control and
thermal management
Efficient power generation equipment including engines,
generators, motors and actuators
Electrochemical, thermal, dielectric and

kinetic energy storage
Energy harvesting
Power for distributed sensors
Energy Security
Alternative and renewable energy sources for naval operations
Issues associated with the logistics and compatibility of future
alternative fuels
Resilient power networks and systems for platforms and shorebased infrastructure
High Energy and Pulsed Power

Energy storage, switching and
control systems
Pulsed power architectures
Thermal management
39
Appendix A
Focus Areas
Power & Energy
Strategic Drivers: Future adversaries will seek to
neutralize U.S. conventional advantages by capitalizing on
asymmetric capabilities that incorporate mobility, range,
speed and deception. Naval platforms will be on the front
line of our national integrated defensive capabilities to
defeat these emerging threats that are proliferating. At
the same time, the fleet/force must be able to effectively
strike targets with survivable, scalable and cost-effective
weapons that have sufficient range, speed and accuracy
to complete a variety of missions while reducing risk to
our warfighters without creating unnecessary collateral
damage or loss of life.
Vision: Strengthen and enhance naval power-projection
capabilities and integrated layered defense by improving
manned and unmanned platforms, payloads and weapons. This enables U.S. and our partner nations forces
to complete missions at extended ranges within hostile
environments by avoiding, defeating and surviving attacks. Demonstrate improvements and new capabilities
in standoff indirect precision fires for time-critical targets
through the use of transformational technology such as
electromagnetically launched kinetic projectiles, hypersonic missile propulsion, scalable weapons effects and
40
NAVAL S&T STRATEGY
directed energy weapons. Explore technologies and cooperative engagement scenarios

that drive favorable cost-exchange ratios for
naval operations. Exploit the emerging concept of distributed lethality of the force.
Description: The development and delivery

of scalable, affordable and decisive effects on
target are critical to U.S. military objectives.
These efforts include targeting, decision support and precision strike by air, surface and
undersea platforms. This focus area strives
for enhancements and innovation in naval
time-sensitive strike capabilities to improve
the ability of naval forces to engage the enemy at extended ranges across the maritime
domain in the littorals, inland and on the high
seas. Engagements will span the spectrum of
desired scalable effects (e.g. deter, disable,
damage, defeat, destroy). Power projection
emphasizes these capabilities at a speed, rate
and distance that neutralize any adversarys
ability to conduct effective operations. The
ability to strike is negated without the ability
to defend platforms against attack spanning the range from small arms and handheld weapons, swimmers and small boats
to ballistic and cruise missiles and undersea
threats. Integrated defense will include detection, identification and soft- and hard-kill
defeat. Technologies will address an integrated layered defense approach, which extends
the naval engagement influence beyond the
threat-effect range with near real-time response and neutralization. Future multi-mission weapons systems will provide both
offensive and
defensive capabilities. Asymmetry
works both ways;
there is efficiency
in defeating a million-dollar missile
with directed energy for the price
of a gallon of fuel.

Objectives:
Future Naval Fires
Sustained and high-volume, precision direct and indirect fires to
extended ranges
Deeper and more cost-effective conventional magazines
Directed energy potential for enhanced and sustained engagements
Integrated Layered Defense Across the Entire

Detect-to-Engage Continuum
Detection, classification, identification, and tracking
of potential threats
Hard/soft kill and lethal/non-lethal scalable
countermeasure options
Cooperative engagement, reliable 360-degree threat
targeting and tracking
Data fusion, decision-making and battle
management aids
Time-Critical Precision Strike

Insensitive munitions-compliant, high-performance, scalableeffects weapons
High-speed, extended-range engagement and assessment of timecritical targets
Hardened/moving target (air, surface or underwater) strike capabilities
Weapon GPS denial compensation, counter countermeasures and
enhanced maneuverability for precision engagement
Extended Threat Neutralization Capabilities

Near real-time engagement through electronic
warfare, directed energy and hypervelocity weapons
Extended standoff beyond the threat damage range
Counter-LO and asymmetric threats such as small
boats and unmanned systems
Collaborative weapons effects technologies
41
Appendix A
Focus Areas
Power & Energy
Strategic Drivers: Increasing personnel costs, force
reductions, complex manning requirements and challenging operating environments drive an increased focus
on warfighter performance, effectiveness, efficiency and
protection.
Vision: Enhance warfighter performance through
improvements in personnel selection, assignment,
training and decision support. Design training and
operational systems that enable effective humanmachine interaction and mission readiness across
individual, team, platform and integrated fleet levels.
Prepare warfighters to deploy anywhere and anytime
using configurable systems that adjust and adapt to
their needs across the full range of military operations.
Maintain warfighter health and recovery from injuries at
point of injury, during casualty evacuation and in isolated
and austere operational environments afloat and ashore.
Description: The Warfighter Performance Focus
Area facilitates the readiness of naval forces at the
individual, team and fleet level to meet the operational
requirements in uncertain environments ranging from
the most austere to highly complex. Specific areas
for increasing readiness include efficient manpower
selection and assignment, training, education and
42
NAVAL S&T STRATEGY
human-systems integration. Model-based

simulation technologies using live, virtual and
constructive elements support scalable multimission, multi-platform and multi-echelon
distributed training, experimentation and
mission planning. Training and analytical tools
address the irregular warfare challenges posed
by nontraditional social, political, economic,
ethnic and religious factors. Biologically
inspired systems that provide novel sensors,
materials, energy sources and autonomous
systems promote operational readiness and
sustained, effective and efficient operations.
Other investments increase the survivability
and recovery of injured forces. Combat and
shipboard injury mitigation will be enhanced for
challenging environments such as remote sea
operations, sea basing, distributed operations
afloat and ashore. Models of injury prediction
and personal protective equipment will allow
more effective designs to increase survivability
and mobility. Health and fitness optimization
approaches improve warfighter resilience to
physical and psychological stressors. These
investments will reduce costs over the life cycle
of the warfighter while enhancing readiness.
Objectives:
Manpower, Personnel, Training and Education
Advanced approaches to personnel recruitment, selection, assignment,
retention and professional development
Enhance fundamental information-processing abilities in naval recruits
utilizing world-class innovative training technologies
Accelerate and enhance training time and impact while reducing costs
Develop tools and techniques to achieve ubiquitous, engaging, scenariobased training and automated performance-based readiness assessment
Enable training tailored to the individual and team anywhere, anytime
through simulation-based technologies for multi-mission, multi-platform
training
Bio-engineered Systems
Develop and demonstrate biologically inspired intelligent
sensors and autonomous systems
Design computational cognitive models for intelligent systems
and synthetic forces for operational experimentation, mission
planning, real-time decision support and training systems
Exploit understanding of neurocognitive processes to enhance
combat system design and adaptive digital tutoring systems
Warfighter Health and Survivability

Improve the continuum of casualty care from the point of injury, en route,
and shipboard to definitive care at treatment facilities
Reduce incidence of noise-induced hearing loss and explore mitigation
and remediation
Influence the development of advanced materials and improve design for
lightweight body armor and equipment
Characterize and mitigate health and performance risks in undersea
operations
Enhance warfighter resilience to physical and psychological stressors
Human Systems Design and Decision Support:

Reduce training and workload requirements through humancentric system design
Create design engineering tools and standards incorporating
human capacities into system performance
Incorporate the human element into design and control of
autonomous and robotic systems
Develop effective, user-friendly decision support systems for
kinetic and non-kinetic operations
43
Appendix B
Organizational Structure
Office of Naval
Research
To
better understand how the Department of the

Navy executes this science and technology (S&T)
strategy, it is helpful to know more about how the major
S&T commands, under the purview of the chief of naval
research (CNR), are organized and work together:
Office of Naval Research (ONR)
Naval Research Laboratory (NRL)
Office of Naval Research Global
Marine Corps Warfighting Laboratory (MCWL)
Office of Low Observable/Counter-Low Observable
Policy, Technology, and Advanced Projects (PMR-51)
The CNR is responsible for all naval S&T funding and
therefore oversees operations in ONR, as well as NRL,
ONR Global and PMR-51. The vice CNR manages multiple
Marine Corps responsibilities, including director, Futures
Directorate; commanding general, MCWL; and executive
agent for Marine Corps S&T.
ONR is a matrix organization with six S&T departments,
two directorates and business operations (BIZOPS), which
44
NAVAL S&T STRATEGY
manages contracts, grants, human resources, budgeting

and legal matters. The above organizational chart
illustrates these relationships.
Naval Research Laboratory:

A major portion of the basic research that ONR
manages is conducted at NRL. As the corporate
research laboratory of the Navy and Marine Corps, NRL
conducts a broad program of scientific research and
advanced technology development. NRL has served the
Navy and Marine Corps and the nation for more than
90 years. ONR provides a base funding to NRL for 20
percent of its research every year.
The broad-based scientific research that NRL provides
serves as the foundation to develop solutions and
deliver new technologies. A few examples of NRL
rapid response efforts include pathogen detection
techniques, lightweight body armor, contaminant
transport modeling, countermeasures to emerging
threats and communications interoperability.
NRL is also the lead naval laboratory for research

in space systems, firefighting, tactical electronic
warfare, microelectronic devices, autonomy and
artificial intelligence.
NRLs Institute for Nanoscience conducts highly
innovative, interdisciplinary research at the intersections
of the fields of materials, electronics and biology in the
nanometer size domain to provide the Navy and DoD
with scientific leadership in this complex, emerging
area and to identify opportunities for advances in future
defense technology.
For more information about NRL visit: www.nrl.navy.mil.
ONR Global:
As the level of research and development activity
continues to accelerate outside of the United States and
access to information and knowledge becomes more
rapidly and widely available, it is increasingly critical
that U.S. naval S&T maintain close connections with the
global research and development community.
ONR Global searches the world for promising scientific
research and advanced technologies and then helps
apply them to address current and future naval
capabilities. Through strategic engagement around
the world, ONR Global leverages international S&T
advances, develops S&T-based partnerships, maintains
global technology awareness, and facilitates transition of
technology to the warfighter.
To best accomplish its mission, ONR Global maintains

a forward presence in the international S&T community
and at Navy, Marine Corps, and joint commands (see
map on page 46). Three complementary programs form
the core of ONR Globals outreach:
The International Science Program: accesses the
worlds top research laboratories and technical
experts (in over 50 countries annually) to discover
novel science and research approaches that offer
a potential of solving naval challenges. ONR Global
provides seed funding to international researchers
to explore new avenues of promising naval-relevant
S&T and to foster collaboration with naval S&T
scientists. Seed funding is available in three types:
Visiting Scientist Program: supports short-term
travel for foreign scientists to the U.S. in order to
socialize innovative S&T ideas or findings with
the Naval Research Enterprise
Collaborative Science Program: financially
supports international workshops
Naval International Cooperative Opportunities in
S&T Program (NICOP): provides direct research
support to foreign scientists to help address
naval S&T challenges.
The International Naval S&T Cooperation Program:
oversees and coordinates S&T exchanges with
foreign defense organizations to maintain strong
bonds and establish mutually beneficial S&T projects
with military partners
The Science Advisor Program: embeds technical
staff in Navy, Marine Corps, and Joint commands
in order to best understand the operational
needs of warfighters and to assist in transitioning
technology to the Fleet and Forces.
Examples include:
Tsunami detection from the Ionosphere a NICOP
with French investigators demonstrated that
scintillation in the ionosphere caused by major
earthquakes can be connected through modeling
methods to produce techniques for early detection
of tsunamis
Plasma sprayed Al2O3 coatings a NICOP with
Indian investigators successfully reinforced Al2O3
coatings at the nano-meter and micro-meter levels,
which now enable a new approach for economical
and longer-lasting emission control for automobile
and gas turbine engines
This timelapse photo shows the NRL-developed

eXperimental Fuel Cell Unmanned Aerial System (XFC UAS)
being deployed. The XFC is a submarine-launched, fully
autonomous electric UAS for low-cost ISR missions.
45
Appendix B
Organizational Structure
Mobile Flight Deck Cleaning Recovery and Recycling
System this technical solution was rushed to the
USS BATAAN and BONHOMME RICHARD when their
flight decks were fouled by very small metallic balls
during resurfacing.
Ultimately, ONR Global connects U.S. RDT&E
organizations with the warfighter and with the global
scientific community to ensure that the U.S. Navy
and Marine Corps quickly leverage and benefit from
the broadest range of S&T research and innovative
concepts available.
For more information about ONR Global and its strategy
visit: www.onr.navy.mil/global.
Marine Corps Warfighting Laboratory:

The Futures Directorate is a newly established
organization within the Marine Corps Combat
Development Command with a mission to identify

plausible future security environments, develop and
explore warfighting concepts and concepts of operations.
Within the Futures Directorate, MCWL explores
and analyzes service concepts using an integrated
combination of research, modeling and simulation,
wargaming, experimentation, S&T discovery and
integration, and analysis.
The S&T Division within MCWL works with various S&T
organizations to develop the vision, policies and strategies
needed to exploit scientific research and technological
development in support of combat development and
experimentation. S&T thrust areas include Command,
Control, Communications, Computers, Intelligence,
Surveillance, and Reconnaissance; Marine Air-Ground
Task Force Fires; Autonomy/Robotics; Expeditionary
Logistics and Medicine; Maneuver; Force Protection; and
Cyber/Electronic Warfare.
ONR Global Around the World

PRAGUE
Russia
Central and Eastern
Europe
ONR Global ofces/

associate directors and
their regional focus
Science Advisors
ONR GLOBAL HQ
Europe
Northern Africa
Middle East
ARLINGTON
International
Liaison Ofce,
ONR headquarters
TOKYO
Asia
SAO PAULO
Sub-Saharan Africa
Brazil
SANTIAGO
Caribbean
Central and South
America
SINGAPORE
Southeast Asia
India
China
Oceania
For more information about ONR Global and its strategy visit: www.onr.navy.mil/global
46
NAVAL S&T STRATEGY
Appendix C
Governance and Processes
The
four S&T investment portfolios and nine S&T

focus areas represent the overall approach
to execute this naval S&T strategy. Turning vision into
products that deliver decisive capability for our Navy
and Marine Corps requires coordinated efforts from
many different S&T stakeholders across the naval S&T
community. This section provides a snapshot of the
governance processes that ONR uses to manage the
four portfolios and S&T focus areas.
Management of Focus Areas:
Each of the nine S&T Focus Areas is assigned the
responsibility of a Senior Executive Service leader at
ONR, who is given broad authority to work across
departmental lines.
The focus area leader is responsible for fostering
research in the objectives and generating
progression of products from basic research
through transition.
Each focus area is reviewed biennially with the
update of this strategy document. Objectives are
evaluated for progress, as well as coverage across
the S&T portfolio. Programs and projects that are
not executing or that are found to be out of scope
are at risk of being terminated and their resources
re-allocated.
The supporting processes for bringing the S&T vision

and strategy to reality are the key to successful
implementation. There are many management
processes in place to determine which S&T investments
are worth pursuing and also key business processes
ensure fiscal responsiveness and efficiency. Following
are a few descriptions worth highlighting to help
illustrate how the planning cycle works.
More than 80 percent of ONR-sponsored S&T is
awarded to external performers in academia, industry
and the naval research community. To ensure quality
and relevance of programs peer reviews are conducted
throughout the annual cycle (see sidebar). In addition,
efficient and effective business processes are vital to
achieving our S&T objectives. Business intelligence
software and the

enterprise resource
planning financial
system helps ensure
funds are efficiently
and effectively
allocated.
Each year in
December, ONR
conducts an
investment balance
review (IBR). This
review is conducted
by the CNR in his
dual role as the
director, innovation,
test and evaluation,
and technology
requirements
officer.
ONR Peer Reviews:

The peer review panel consists
of a minimum of three
members with the required
expertise. Members may
be external to ONR, from
academia, industry or another
government agency. The panel
evaluates eligible projects in
the following areas:
Significance and originality

Scientific merit and
accomplishment
Risk and potential impact

Principal investigator
Results are reviewed by the
program officer, division
director, department head
and director of research
and adjustments made to
the projects as needed. The
department head presents the
results of the peer review to
the executive director, vice
CNR, and the CNR.
The IBR funding

decisions are
documented
and new internal
fiscal guidance
is balanced
with the Navys
programming
and budgeting
information system
funding controls. This new fiscal guidance is updated
and distributed within ONR (and NRL, ONR Global) to
support shared understanding of funding changes. The
results are used in support of ONRs budget formulation
and execution processes.
The following chart is provided to illustrate a typical
annual cycle of key S&T events, processes and reviews.
47
Appendix C
Key Events, Processes & Reviews
that Affect DON S&T
JANUARY
FEBRUARY
MARCH
APRIL
MAY
JUNE
POM/PR Coordination / Submission

Congressional Add Release Process - FMB
JULY
FY Year End Execu

ONR Apportionment Budget Review
OPNAV N84 Fiscal Guidance
Presidents
Budget
Technica
Financial/Budget Regiment
DoN Budget Submission

D&I Review
Release of BAAs/RFPs for neWw FY Contracts
ONR D&I portfolio review

(approx. 1/2-1/3 each year)
S2F proposals due

to CNO
Phase I SBIR Solicitation and Proposals
FNC TOG New
Start Decisions
FNC - Execution Reviews with CNR

FNC - IPT Review of
Proposed ECs
Start ne
Phase I SBIR Awards

FNC POM/PR
refresh begins
Phase II SBIR Solicitation and Proposals
Phase II SBIR
Awards
FNC Review of
Business Plans and
TTAs
FNC TOG Work Group

Review of Proposed
ECs
FNC Proposed New Start EC Roundtables

DURIP OXR
Integrated
list to ASD(R&E)
DURIP BAA
Review
DURIP award
list announced on
the web
DURIP BAA
announced on
grants.gov
Agencies reply to
all DURIP proposal
writers
DURIP BAA
Final
MURI ODUSD
(LABS) guidance
and call for topics
OSD Issues MURI

Press Release
DBRAG MURI
topic review/
approval
Innovative Naval Prototype

(INP) Review
ManTech proposals
allocated to COEs
ONR S&T Future Force

Expo (biennially)
DEPSCoR
awards
announced by
ASD(R&E)
DEPSCoR Awards in
place by OXRs
ManTech COEs develop detailed project proposals/plans
Focus Area Forum
DEPSCoR
proposal start date
Update DEPSCoR
BAA
ManTech Proposals reviewed and aw
Navy Opportunity
Forum
HASC/SASC Markup
Congressional RFIs
NAVAL S&T STRATEGY
INP
Corporate Board
Review
MURI projects start
Congressional Staffer Briefs
48
MURI white papers

due to PMs
ODUSD(LABS) review of MURI topics
YIP grants
start date
DEPSCoR
consolidated winners
list due to ASD(R&E)
ONR releases MURI

BAA to public
Final MURI BAA

to agencies/
ODUSD(LABS) for
approval
MURI Awards
ManTech
proposals
to acquisition PMs
for prioritization
DURIP Awards in
place
HAC/SAC Markup
al/Program Regiment
AUGUST
ution Closeout
ONR Partnership Opportunity

SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
WHAT IS ONR?
The Office of Naval Research
(ONR) provides technological
advantage to the Navy
and Marine Corps through
investments in science and
technology (S&T) research.
POM/PR Coordination / Submission
Initial Allocation to Navy Claimants
OPNAV N84 Fiscal Guidance
AT A GLANCE
Congressional Action
Start of New FY
Investment Balance Reviews (IBRs)
ew FY Procurement Requests
ACTD Review & Selections by DASNs
IPT FNC Transition

Assessment
Review
HOW DOES ONR WORK?
Initial S2F proposals

due to ONR
ONR Review of FNC Proposals

CNR FNC
Transition
Assessment
w/ TOG
FNC EC Jump Start Funding Proposals
FNC - IPT Review of Proposed ECs

FNC POM/PR refresh begins
FNC POM/PR EC
Technical Reviews
DURIP proposals
due to agencies
PM DURIP review
completed
Ongoing MURI guidance issued to POs

for 2.5 yr review
MURI Proposals
due
Ongoing MURI expenditure rates checked/

budget deferrals set
Ongoing MURI
PFRs & PRs for
continuing
awards
Agency DURIP
selection completed
MURI proposal review

complete sent
to ODUSD(LABS)
Ongoing MURI option
decisions made
Ongoing MURI 2.5 yr review
Ongoing MURI PFRs

& PRs for option
YIP continuing award

funding-provided
DEPSCoR CBD
announcement/BAA on
ARO website
warded by ONR
DEPSCoR
Proposals
due to ARO
ManTech Project Initiation
ManTech Project Development

Focus Area Forum
Defense
Appropriation Bill
30%
Technology
maturation
12%
Leap-ahead
innovations
45%
Discovery and
invention (basic and
applied science)
WHAT DOES ONR

ACHIEVE?
DEPSCoR
Proposals
out to OXRs
for review
Focus Area Forum
Continuous investment by
ONR in new and innovative
technology enables
Department of the Navy to
build and maintain the worlds
most capable naval forces.
The process is long term, yet
highly responsive to nearterm naval needs. In fact,
ONRs balanced S&T portfolio
is allocated to meet the
broad spectrum of warfighter
requirements:
8% Quick reaction
Congressional
Staffer Briefs
ONR brings technology to

aircraft, ships, ground vehicles
and satellites and develops
the S&T that gives Sailors and
Marines the advantage they
need to maintain the upper
hand and stay safe.
49
Appendix D
Naval S&T Research Areas

Naval S&T
Objective Categories
Focus Area
Expeditionary Battlespace Awareness
and Irregular Irregular Warfare Operations
Expeditionary and Distributed
Warfare
Operations
Irregular Threat Countermeasures
Platform
Design and
Survivability
50
Mobility
Susceptibility/survivability
Optimized Payload Capabilities
At-Sea Sustainment
Affordable Fleet/Force
Modernization
NAVAL S&T STRATEGY
S&T Research Areas

Data Visualization and Training
Efficient Processing
Tactical Networking
Over the Horizon Communications
Small Unit Communications Technologies
Cross-Domain Network Operations
Human Social, Cultural, and Behavioral Sciences
Pattern Recognition
Spectrum Protocol Content Awareness and Influence
Precision Target Identification and Location
Small Unit Air Defense
Networked Fires
Small Unit Water Purification
Small Unit Power
Fuel Efficiency
Vehicle Power Generation
Autonomous platforms and payloads
Psychometrics
Instructional Design and Technology
Machine Learning
Immersive Sciences
Explosive Hazard Defeat
Counter RPGs and ATGMs
Counter Tactical Surveillance and Targeting
Biometrics
Forensics
Personal Survivability
Vehicle and Personnel Signature Management
Vehicle Survivability
Platform Design focused on efficiency, agility, and
affordability
Autonomous and Unmanned Vehicle Mobility
Vehicle Structures and Materials
Platform Performance Models
Low Observable (LO) and Counter LO Technologies
Softkill Techniques
Automated Response and Recovery Technologies
Modeling and Simulation Tools
Modular/Affordable Platforms
Structural, Mechanical, and Electrical Support
Infrastructure
Payload and Weapons Movement
Underway Replenishment
Interfaces and Standards
Sea Platforms
Air Propulsion
Air/Ground Vehicles
Functional Materials
Structural Materials
Manufacturing Science
Naval S&T
Focus Area
Assure Access Achieve and Maintain Undersea
Dominance
to Maritime
Improve Mobile Autonomous EnviBattlespace
ronmental Sensing
Match Environmental Predictive
Capabilities to Tactical Planning
Requirements
Maximize Systems Performance via
Adaptation to the Environment
S&T Research Areas

Anti-Submarine Warfare Surveillance
ASW Performance Assessment
Bio-sensors, Bio-processes, and Bio-inspired Systems
Electronic Warfare Attack
Intelligent and Autonomous Systems
ISRT-ESM
Large Vessel Stopping
Littoral Geosciences, Optics and Biology
Marine Mammals
Marine Meteorology
Mine Neutralization
Nanometer Scale Electronic Devices and Sensors
Navigation & Precision-Timekeeping
Networked Sensors
Non-Lethal Weapons
Ocean Acoustics
Physical Oceanography
Solid State Electronics
Space Environmental Effects
Spacecraft Technology
Unmanned Air Vehicles
Unmanned Sea Vehicle Technologies
Naval Power Systems
Sea Platforms
Affordability/Reduced Platform Lifecycle Cost
Air/Ground Vehicles
Information Assurance and Anti-tamper
Autonomy
and
Unmanned
Systems
Human/Unmanned Systems
Collaboration
Perception and Intelligent Decision
Making
Scalable and Robust Distributed
Collaboration
Intelligence Enablers and
Architectures
Novel Platforms and Integration

Unmanned Air Vehicles
Unmanned Sea Vehicle Technology
Unmanned Ground Vehicles
Human Robotic Interaction/Human Factors
Machine Reasoning, Learning, and Intelligence
Scene/Image Understanding
Biorobotics, Cognitive Science, and Neuroscience
Information
Dominance Cyber

Computational and Information
Construct
Full Spectrum Cyber Operations
Decision Making Superiority
ASW Surveillance
Computational Decision Making
Bio-sensors, Bio-processes, and Bio-inspired Systems
Applied & Computational Analysis
Human Factors Organizational Design and Decision
Complex Software Systems & Information Assurance
Cyber Security & Information Operations S&T
Intelligent & Autonomous Systems
Spacecraft Technology
Optimization
Data Science
Command & Control and Combat Systems
Quantum Information Sciences
51
Appendix D
Naval S&T Research Areas

Naval S&T
Focus Area
Electromagnetic
Maneuver
Warfare
52
S&T Research Areas
Spectrum Dominance
Advanced Electronics, sensing and
response techniques
Electronics Materials and Devices

Electronic Warfare
Multifunction Systems
Nano Electronics
Precision Time and Navigation
Quantum Measurement Architecture Devices
Radar & Electro-optical/IR Sensing
Surface/Aerospace Surveillance
Power and
Energy
Energy Security
Efficient Power and Energy Systems
High Energy and Pulsed Power
Advanced Naval Power Systems

Air Platform Power
Bio-derived Materials and Systems
Personal Power
Power Electronics
Power for Future Electric Weapons and Radars
Materials, Computation, and Prediction
Power
Projection
and
Integrated
Defense
Future Naval Fires

Integrated Layered Defense Across
the Entire Detect-to-Engage
Continuum
Extended Threat Neutralization
Capabilities
Time-Critical Precision Strike
Advanced Energetics
Air Platform Survivability
Directed Energy
Electromagnetic Guns
EW Attack
Expeditionary Firepower Torpedo Defense
Expeditionary Force Protection
High Speed Weapons Technologies
ISRT-ESM
Mining
Non-Lethal Weapons
Precision Strike
Sea Platform Survivability
Solid-State Electronics
Affordability/Reduced Platform Life-Cycle Cost
Air/Ground Vehicles
Structural Materials
Materials, Computation and Prediction
Platform Affordability
Undersea Weaponry
Warfighter
Performance
Manpower, Personnel, Training and

Education
Human-system Design and Decision
Support
Bio-engineered Systems
Warfighter Health and Survivability
Human factors, Organizational Design and Decision

Research
Manpower and Personnel
Training, Education and Human Performance
Undersea Medicine
Bio-sensors, Bio-processes and Bio-inspired Systems
Casualty Care and management
Casualty Prevention
NAVAL S&T STRATEGY
Appendix E
National Naval Responsibilites

The maritime environment is complex. Seventy percent of
the world is covered by ocean, which gives the U.S. a vested
interest in leading research areas critical to the sea services.
These areas are called National Naval Responsibilities (NNR),
and the health, strength and growth of our knowledge in
these fields depends upon Department of the Navy funding
and ONRs leadership to cultivate research. There are five
NNRs, which are explained more fully below:
1. Ocean Acoustics
Focuses investments in shallow water acoustics,
high-frequency acoustics and long-range/lowfrequency propagation
Supports improved shallow-water anti-submarine
warfare, wide-area surveillance, enhanced ballistic
missile submarines security and rapid environmental
assessment
2. Undersea Weapons
Focuses on multidisciplinary systems design,
guidance and control, undersea warheads,
counterweapons and countermeasures and supercavitating weapons
Supports improved guidance and control capabilities
for the littoral environment, improved weapon
effectiveness and increased weapons load-out on
naval platforms
3. Naval Engineering
Conducts major field experiments that integrate
various technologies into innovative ship concepts
Supports improved ship design tools and better
analytics for platform affordability assessments
4. Undersea Medicine
Encompasses non-recompressive treatment for
decompression sickness (DCS), arterial gas embolism,
accelerated decompression and mechanisms for
militating against the effects of DCS
Supports extended warfighter reach; greater freedom
of action in the water column, thermal extremes and
contaminated water; and optimized submariner and
diver performance
5. Sea-Based Aviation
Focuses on necessary S&T disciplines and
representative facilities to meet next-generation seabased aircraft technical challenges in the following
disciplines: aircraft structures; propulsion; propulsion
integration; ship interface and operations; avionics
and electronics; air refueling; aerodynamics; and
guidance, navigation, control/autopilot/autonomy;
and design tools
Acknowledges sea-based aviation as a critical area
requiring a distinctive S&T base to enhance naval
aviations role and effectiveness in power projection.
An artists rendering of research

vessel Neil Armstrong (AGOR 27)
53
Appendix F
STEM & Workforce Development

training programs on collaboration and management
skills broader than specific technical expertise. We must
expand the conceptual model of lifelong learning and
increase the use of adult learning techniques to maintain
and improve skills over the course of entire careers.
Science and Engineering Workforce: The
Science, Technology, Engineering, and

Mathematics (STEM): The basic building block for
the future workforce is a robust, strategic commitment
to STEM education and talent development. The U.S. is
the worlds technology leader, and the Department of
the Navy (DoN) currently enjoys an extraordinary level of
technological superiority across the full spectrum of its
missions. Maintaining this technological edge requires a
culture of innovation and the capacity to draw upon the
ideas and approaches of a diverse and skilled science and
engineering (S&E) workforce.
Development and Sustainment: The researcher

base program and S&E workforce programs support the
S&T community as a whole. The S&E workforce programs
educate and encourage the academic and professional
development of scientists and engineers in fields relevant
to disciplinary research and establish partnerships
among academia, industry and naval laboratories. ONR
works to increase minority institution and small business
participation through education programs, grants,
contracts and cooperative agreements with Historically
Black Colleges and Universities/Minority Institutions.
ONRs Small Business Innovation Research/Small Business
Technology Transfer programs reach out to tap the
innovation provided by small businesses. Combining
people with different attributes, backgrounds and skills will
foster the creativity needed to address new and developing
threats. The S&T community must ensure that it maintains
a culture that stimulates an open exchange of ideas across
the workforce.
Mindful of the increasing use of networked collaboration,
teamwork and risk-benefit analysis, we must focus internal
54
NAVAL S&T STRATEGY
quality of naval research depends upon nurturing

and sustaining a well-educated, highly experienced
and motivated workforce. These professionals must
respond to immediate and strategic military technology
requirements and maintain a high degree of excellence in
the face of many demographic and resource challenges.
Congress has recognized the importance of the
continued development of the S&E workforce in all of
the defense laboratories.
In Section 219 of the National Defense Authorization
Act for Fiscal Year 2009 (Public Law 110-417), Congress
directed the establishment of a Department of Defensewide program to enhance the S&E capability of the
defense laboratories. It authorized the director of a
defense laboratory to utilize up to 3 percent of all
funds available to fund in-house workforce efforts. The
DoN has established the Naval Innovative Science and
Engineering (NISE) program to implement congressional
and DoD direction.
The In-house Laboratory Independent Research,
Independent Applied Research and NISE programs
provide the necessary resources to foster highquality innovative basic and applied research, mature
and promote technology transition and improve the
workforce through advanced degrees and training.
These programs seek to improve the naval research and
development capacity and allow naval scientists and
engineers to better manage and oversee their industrial
and academic partners as they seek solutions that deliver
game-changing advantages to DoD and the nation.
In order to attract and retain highly qualified individuals,
DoN must continue to promote a work environment
commensurate with the cutting-edge scientific research
being conducted by providing modern laboratory
equipment and facilities. Investments in people, training/
educational opportunities and facilities are critical to the
long-term workforce development.
Appendix G
Acronyms
ASD(R&E)

ASN(RD&A)
ARO
ASW
BA
BAA
C2
CBD
CNO
CNR
COE
CS
D&I
DEPSCoR

DoD
DoN
DURIP

EC
EIW
EW
Assistant Secretary of Defense for

Research and Engineering
Assistant Secretary of the Navy for
Research, Development and Acquisition
Army Research Office
Anti-Submarine Warfare
Budget Activity
Broad Agency Announcement
Command and Control
Commerce Business Daily
Chief of Naval Operations
Center of Excellence
Combat Systems
Discovery and Innovation
Department of Defense Experimental
Program to Stimulate Competitive
Research
Department of Defense
Department of Navy
Defense University Research
Instrumentation Program
Enabling Capability
Expeditionary Irregular Warfare
Electronic Warfare
FLEX
Fleet-led Experimentation
FMB
FNC
Financial Management Branch

Future Naval Capabilities
FY
GPS
HAC
HASC
INP
IPT
IR
JCTD

ISR

LCS
LO
ManTech
Fiscal Year
Global Positioning System
House Appropriations Committee
House Armed Services Committee
Innovative Naval Prototypes
Integrated Product Team
Infrared
Joint Concept Technology
Demonstration
Intelligence, Surveillance and
Reconnaissance
Littoral Combat Ship
Low Observable
Manufacturing Technology
MARCORSYSCOM Marine Corps Systems Command
MCWL
MILCON
MILPERS
MURI

NAVAIR
NAVSEA
NAVSUP
NRL
ODUSD(LABS)

O&M
ONR
OXR
Marine Corps Warfighting Laboratory

Military Construction
Military Personnel
Multidisciplinary University Research
Initiative
Naval Air Systems Command
Naval Sea Systems Command
Naval Supply Systems Command
Naval Research Laboratory
Office of the Deputy Under Secretary
of Defense (Laboratories)
Operations and Maintenance
Office of Naval Research
Offices of Air Force, Army, and Navy
Research
PFR
Program Financial Review
PM
Program Manager
PMR-51

Office of Low Observable/Counter-

Low Observable Policy, Technology,
and Advanced Projects
POM
Program Objective Memorandum
PR
R&D
RDT&E
ROPO

SAC
SASC
S&T
S2F
SBIR
SOSUS
SPAWAR

STEM
Purchase Request
Research and Development
Research, Development, Test and
Research Opportunities For Program
Officers
Senate Appropriations Committee
Senate Armed Services Committee
Science and Technology
Speed to Fleet
Small Business Innovation Research
Sound Surveillance System
Space and Naval Warfare Systems
Command
Science, Technology, Engineering and
Mathematics
Technology Transition Agreement
Technology Oversight Group
Young Investigator Program
TTA
TOG
YIP
55
The Naval S&T Strategy is:
To DISCOVER, DEVELOP and DELIVER decisive

naval capabilities, near- to long-term, by investing in a
balanced portfolio of breakthrough scientific research,
innovative technology and talented people.
of Naval Resear
ch
fice
f
O

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What is the goal of the Naval S&T Strategy?

What is the goal of the Naval S&T Strategy?

What are some examples of how Naval Research innovations have contributed to capabilities?

What are some examples of how Naval Research innovations have contributed to capabilities?

Naval S&T Strategy

The Naval S&T Strategy

Naval S&T Origins

Technology Challenges in a New Era

Naval S&T Vision and Strategy

Executing the Strategy

Outputs & Outcomes

A) Naval S&T Focus Areas

C) Governance and Processes

D) Naval S&T Research Areas

E) National Naval Responsibilities

F) STEM & Workforce Development

See www.onr.navy.mil for more about:

NAVAL S&T STRATEGY

Chief of Naval Research (CNR) Rear Adm. Mathias Winter,

is a maritime nation with global

For example, basic research conducted in the 1960s

NAVAL S&T STRATEGY

The naval science and technology community is the pre-eminent source

Partnered with the Navy, we will continue to pursue innovative concepts

OFFICE OF NAVAL RESEARCH

more than 90 years, the naval science and

NAVAL S&T STRATEGY

and components for current and

The Electromagnetic Railgun uses high-power electricity instead of chemical

The Naval S&T Strategy

their beginnings, the U.S. Navy and

In short, ONR delivers technological advantages to the

To ensure the superiority

NAVAL S&T STRATEGY

This strategy document describes

1) Align S&T with naval

The Large Displacement Unmanned Underwater Vehicle is

Public Law 588 of 1946

OFFICE OF NAVAL RESEARCH

Technology Challenges in a New Era

our Navy and Marine Corps are more

NAVAL S&T STRATEGY

factor into the future security environment. The

U.S. naval forces require a broad spectrum of core

Lasting strategic advantages in national security

An X-47B Unmanned Combat Air System

OFFICE OF NAVAL RESEARCH

Naval S&T Vision and Strategy

The Naval S&T Strategy:

To discover, develop and deliver decisive naval capabilities, near- to long-term, by

naval S&T community develops technological

The Naval S&T Vision:

NAVAL S&T STRATEGY

This vision supports Department of Defense (DoD)

future force. In fulfilling these duties, ONR executes the

The Naval S&T Strategy:

(NRL) is the DoNs corporate laboratory, ONR Global,

Chief of Naval Research