Guide to Technology Transition


Small Business Technology Transfer Program



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Small Business Technology Transfer Program


The Small Business Technology Transfer (STTR) program is a small business program that expands funding opportunities in the federal innovation R&D arena. Central to the program is the expansion of the public/private sector partnership to include joint venture opportunities for small businesses and the nation’s premier nonprofit research institutions. STTR’s most important role is to foster the innovation necessary to meet the nation’s S&T challenges in the twenty-first century.

Small business has long been where innovation and innovators thrive, but the risk and expense of conducting serious R&D efforts can be beyond the means of many small businesses. Conversely, nonprofit research laboratories are instrumental in developing high-tech innovations, but frequently, their innovation is confined to the theoretical rather than the practical. STTR combines the strengths of both entities by introducing entrepreneurial skills to high-tech research efforts.

Each year, five federal departments and agencies are required under the STTR program to reserve a portion of their R&D funds for award to small business/nonprofit research institution partnerships: the Departments of Defense, Energy, and Health and Human Services; the National Aeronautics and Space Administration; and the National Science Foundation.

Participation in the Program


Small businesses must meet certain eligibility criteria to participate in the STTR program. They must be:

  • American owned and independently operated,

  • For-profit, and

  • Limited in size to no more than 500 employees. (However, there is no size limit for a nonprofit research institution).

A nonprofit research institution also must meet certain eligibility criteria. It must:

  • Be located in the United States, and

  • Meet one of three definitions: (1) nonprofit college or university, (2) domestic nonprofit research organization, or (3) federally funded R&D center (FFRDC).

Each of the five participating federal agencies designates its own R&D topics for the STTR Program and accepts proposals. The SBA collects solicitation information from the participating agencies and publishes it periodically in a pre-solicitation announcement. The SBA’s pre-solicitation announcements, available at http://www.sbaonline.sba.gov/sbir/indexprograms.html, are the single source for the topics and anticipated release and closing dates for each agency’s solicitations.

Following the submission of proposals, agencies make STTR awards based on small business/nonprofit research institution qualification, degree of innovation, and future market potential. Small businesses that receive awards or grants then begin a three-phase program.

Phase I is the startup phase. Awards of up to $100,000, for approximately one year, fund the exploration of the scientific, technical, and commercial feasibility of an idea or technology. Phase II awards of up to $500,000, for as long as two years, expand Phase I results. During this period, the R&D work is performed and the developer begins to consider commercial potential. Only Phase I award winners are considered for Phase II. Phase III is the period during which Phase II innovation moves from the laboratory into the marketplace. No STTR funds support this phase. The small business must find private-sector or non-STTR federal agency funding. For more information on the STTR Program, visit http://www.sba.gov/sbir/indexsbir-sttr.html#sttr.

Warfighting Rapid Acquisition Program


The Army established the Warfighting Rapid Acquisition Program (WRAP) to address the gap in funding resulting from the time necessary to plan, program, budget, and receive appropriations for the procurement of a new technology. WRAP is designed to shorten the acquisition cycle and provide a bridge between experimentation and systems acquisition. The goal is to put new weapons in the hands of soldiers faster and cheaper. Candidates for the WRAP program are selected based on urgency of need, technical maturity, affordability, and effectiveness. In order to promote program stability, candidates receive Force XXI Initiatives funding for the first two years, which allows time to build them into the overall budget.

The Army has used WRAP for several programs: the STRIKER, its new artillery observation vehicle; the Lightweight Laser Designator Rangefinder, used to determine the range of a target and relay that information back to tanks, artillery, or aircraft; and the Radio Frequency Tags, a computer tracking system used to pinpoint equipment location quickly and easily.


Participation in the Program


Army Training and Doctrine Command (TRADOC) Battle Labs normally identify and nominate WRAP candidates to Headquarters, TRADOC. The Commanding General of TRADOC reviews the WRAP candidates and requests that the Assistant Secretary of the Army (Acquisition, Logistics, and Technology) convene a WRAP Army Systems Acquisition Review Council (ASARC). The WRAP ASARCs normally are held in the March/April and September/October timeframes, although this may vary from year to year. Technology providers with potential WRAP technology should contact the appropriate TRADOC Battle Lab for details on the WRAP evaluation process. The WRAP policy guidance is contained in Army Regulation 71-9, “Materiel Requirements,” which is available at http://www.usapa.belvoir.army.mil/pdffiles/r71_9.pdf.

Chapter 4
Challenges and Considerations


The transition of technology from the S&T phase in the government, industry, or academia (which focuses on developing knowledge), to the PM community (which focuses on the delivery of specific products), presents both a challenge and an opportunity. It is not a “handoff” but a continuum, and it and requires a partnership between the S&T, PM staff, and requirements and sustainment communities. This transition must be actively managed to ensure that the warfighters receive the greatest possible benefit from current technology development efforts.

The purpose of this chapter is to identify issues and offer considerations for resolutions that enhance the ability of PMs to access and integrate technology throughout a system’s life cycle. The sections below present a series of challenges associated with identifying and applying new technologies. The challenges address systematic problems regarding technology insertion that pervade the acquisition and sustainment process. These challenges are as follows:



  1. Technology Insertion: How to quickly deploy a useful military capability to the field and upgrade that capability in later stages of a system’s life cycle.

  2. Cultural Barriers: How to overcome the disincentives, communication shortfalls, and suboptimization that occurs among the various communities that play a role in the technology transition process.

  3. Knowledge Management: How to identify useful information and activity that occurs across the various communities and share that information to accomplish technology transition.

The discussion of challenges is organized around a series of questions that are relevant for each of the involved communities—requirements, S&T, acquisition, and sustainment. In response to the questions, information is offered on policies, procedures, and management techniques that address the related issue.


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