Use of public-private partnerships to meet future Army needs / Ike Y. Chang [and others].

"Prepared for the United States Army by RAND's Arroyo Center."

"MR-997-A."

Includes bibliographical references (pages 83-86).

The Arroyo Center was asked to assist Army Materiel Command by creating a strategy for managing the development of advanced technologies, with special attention to the changing future environment for research and development. In previous phases of this project, the authors showed that the Army has significant opportunities to do collaborative research with industry. Moreover, they documented new concepts the Army can use to implement a collaborative policy and showed how effective those concepts would be in attracting nontraditional suppliers. In this report, the authors expand on the notion of a collaborative research strategy and discuss the utility of public-private partnerships (PPPs) in the management and development of Army infrastructure, intellectual property, and financial arrangements. They discuss how PPPs can benefit the Army through opportunities to leverage assets, reduce costs, create new assets or capabilities, be an alternative approach to Base Realignment and Closure Actions, and generate revenue. The federal government has begun to recognize the mutually beneficial returns of such partnerships. For the past two decades, legislative changes and actions by federal agencies have together created an environment more conducive to PPPs. Moreover, the continued growth of PPPs at the local government level will spur federal bodies such as the Army to engage in more PPPs in the future. As the use of PPPs grows, more innovation is also likely in order to accommodate the variety of situations in which PPPs will be applied. Some innovations will be extensions of existing programs, others will be borrowed from the academic or commercial worlds, and some will be completely new concepts. As PPP innovations emerge, the Army will have to evaluate new concepts with respect to feasibility and the benefits each concept is likely to bring. These evaluations can be combined to yield a strategic approach to expanding the Army's use of PPPs.

Figures -- Tables -- Acronyms -- Definition of public-private partnership -- Benefits of public-private partnerships -- Leverage assets, reduce costs, or decrease outlays -- Increase value of army assets -- Create new army capabilities and assets -- Early influence on technology -- Improve readiness posture -- Generate revenue -- Objective and scope -- Background -- Organization -- The complementary contributions in public-private partnerships -- Army contributions -- Private-sector contributions -- Marketing expertise -- Access to capital -- Access to leading-edge technology -- Operating expertise -- The trend toward increased use of public-private partnerships -- Legislative changes -- Stevenson-Wydler Technology Innovation Act of 1980 -- Grants -- Technology Transfer Act of 1986 -- Cooperative agreements -- Other transactions -- Other tansactions for prototyping -- Test and evaluation -- National Technology Transfer and Advancement Act of 1995 (NTTAA) -- Proposed Technology Transfer Commercialization Act of 1997 (TTCA) -- Leases on non-excess property -- Actions by organizations within the Department of Defense -- Quadrennial defense review -- National Defense Panel -- Plan for consolidation of defense labs and Tande centers -- Defense Science Board studies -- Actions by specific commands and agencies -- Activities at the local government level -- Setting the trend -- Infrastructure PPPS -- Intellectual property PPPS -- Financial arrangement PPPS -- A projected evaluation of public-private partnerships.

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