Approved for public release 

distribution unlimited 

August 2003 
entists and engineers. 

In addition to scientific and engineering endeavors, ARL recognizes 

that the development of new technology requires innovative thinking 

concerning organizational matters. In the past ten years, we have 

seen ARL develop as an organization through the consolidation of 

directorates, new hiring initiatives that have expanded ARL's diversity and talent pool, and enhanced partnerships that allow us to leverage and incorporate research being done in both academia and the 

private sector. Finally, all of these initiatives are made possible by 

ARL's state-of-the-art facilities, many of which have been constructed 

in the past ten years. 

But despite all of the advances of the past ten years, we will not rest 

on our laurels. The 2 1st century presents new challenges for the 

Army, and ARL stands ready to meet those challenges. This history 

of ARL establishes where we have been, but perhaps more importantly, reminds us of where we must go. As we look back on our first 

ten years, we are proud of all we have accomplished. But we are 

committed to meeting the challenges of the future that will ensure 

the Army's continued technological superiority. 
Section 3: Envisioning the Army of the Future, 1998-2001. ......... .35 

Section 4: September 1 lth and After: The Future of ARL .......... .47 

ARL Organization. ............................................ .55 

Remarks at the 10th Anniversary Ceremony ..................... .63 

11, 1946, marking the first time R&D was recognized as a separate military effort. 

The initiative, however, didn't last. 

In 1947, the R&D Division was abolished as a separate unit and redesignated a 

group in the Service, Supply, and Procurement Division of the General Staff. Civilian 

scientists, though, campaigned for recognition. Opposition to establishment of a 

separate R&D command or element came from Army staff and technical service 

chiefs who opposed dismantling the traditional technical service structure. 

The scientists eventually got their wish. The Office of the Chief of Research and 

Development emerged as an independent General Staff agency in 1955. At about the 

same time, the civilian position of director of R&D was established at the Army 

assistant secretary level. This action reflected the influence of the Army Scientific 

Advisory Panel, a group of civilian scientists and industrialists. 

General reorganization of the Army in 1962 heavily impacted R&D alignment, and 

the Army Materiel Command (AMC) inherited the procurement and development 

functions for weapons and munitions. From the beginning, AMC encountered problems in balancing its two basic missions: systems acquisition and readiness. In 

1966, the Commanding General, AMC appointed a Deputy for Research and 

Laboratories to exercise direct line authority over the nine AMC central laboratories and over the technical quality of research conducted in the laboratories of 

AMC's Major Subordinate Commands (MSCs). In 1969, AMC established two deputy 
even higher than those reached in wartime 

budgets. 

During the Army reorganization in 1962, BRL 

was transferred into AMC and reported directly 

to Headquarters as a corporate laboratory. 

Over the next 20 years, BRL was attached to 

the Aberdeen Research & Development Center 

(AROC), and then later to the Armaments R&D 

Center. But in 1984, BRL was reassigned directly 

to AMC headquarters, again G a corporate laboratory, One year later, it became part of LA5 

COM. 

BRL formed the core of ARCS Weapons and 

Materials Research Directorate, with computer 

technology elements migrating to the 

Computational and Information Sciences 

Directorate and vulnerability analysis effom 

moving into the SurvivabilitylLethality Analysis 

Directorate. 

: readiness commands. I 

I AMC decided against establishing a Combat Support Center. I moving instead to study the formation of a Harry Diamond 

Development Center (HDDC), based on an enhanced Harry 

1 Diamond Lab (HDL). DA evaluation favored establishing 1 HDDC under AMC. 

1 In 1977, the Deputy Secretary of Defense and the Secretary of 

i the Army announced a modified plan for the organization of 

i the Electronics Research and Development Command (ERAD- 1 COM) with headquarters to be collocated with HDL at 

I Adelphi, MD, and on January 3, 1978, ERADCOM was formally 

1 activated. Thus, for the first time, the Army had a single command responsible for its combat electronics materiel. 

I ERADCOM to LABCOM 

i The conversion of ERADCOM to the U.S. Army Laboratory 

I Command (LABCOM) represented the Army's recognition of 

I the importance of research and development and its continu1 al attempt to properly balance materiel development with 
py gg g, 

olutionary scientific discoveries promised exciting new capabilities, these circumstances also meant that even the most 

advanced equipment might be obsolete as soon as it was 

fielded. The key was to harness advanced technology to the 

Army's advantage; however, translating the abstractions of 

the laboratory to the real world of weapons and equipment 

was a critical challenge. It required multiplying the impact 

and product of Army technology resources by pooling efforts 

and capabilities, piggybacking programs on the advances of 

others, and executing breakthroughs as quickly as possible. 

LABCOM managed the AMC corporate laboratories as well as 

specific technology-related programs that cut across the 

MSCs and mission-area lines. In addition, the corporate laboratories provided independent technical advice and R&D 

assessments to the Army. 

Managing AMC'S Technology Base 

The establishment of LABCOM brought together under one 

MSC the AMC research laboratories that generated technolo

p, 

ing resins, flow and temperature measurement, 

reserve power supplies, high-resolution radar, air 

navigation systems and nuclear effects studies. 

During the 1962 Army reorganization. DOFL 

was assigned directly to AMC as a corporate 

laboratory, and the next year, its name was officially changed to Harry Diamond Laboratories 

to reflect broadened,Army-wide missions. AMC 

later studied the possibility of establishing a 

Harry Diamond Development Center that 

would consolidate and integrate work in radar, 

lasers, elm-optics, signal intelligence and electronic warfare. Instead,AMC established ERADCOM as the overall command wih HDL as a 

major element. HDL later became a critical 

component of LABCOM. At the time, HDL 

occupied a modern resea~h facility located on 

137 acres in Adelphi, MD. It also controlled two 

other sites: a test range at Blossom Point, MD, 

and research facilities at Woodbridge,VA. 
risklhigh-payoff concepts that could significantly increase battlefield effectiveness. 

The strategic long-range plan called for identifying areas of common interest and 

focusing efforts on multi-laboratory, cooperative ventures. Four specific initiatives 

included smart weapons, enhancements to autonomous machines, active protection and vulnerability expert systems. 

The technology integration effort, designed to leverage technologies being worked 

on elsewhere, allowed the Army to capitalize on advances made by others and, perhaps more importantly, to focus its resources on Army-critical issues while satisfying many of its needs from more generic R&D conducted in other sectors. Through 

the integration efforts, LABCOM forged close ties with private industry, other government agencies, academia and technology programs of foreign allies. 

Technology developed by LABCOM's laboratories soon paid off in battle. In 1990, 

America went to war against Iraq, marking the Nation's first major combat involvement since the end of the Vietnam War. U.S. ground forces deployed to Saudi Arabia 

were equipped with systems that AMC R&D activities developed. For the first time 

in modern warfare, technological battlefield capabilities took center stage, leading 

American soldiers into battle and paving the way to a sweeping victory in the 

deserts of the Middle East. 


a multitude of other factors on their side: they were defending familiar territory; 

their positions were well-entrenched and in some cases well-hidden by a sandstorm, 

and they were fighting coalition forces with little combat experience and no air 

cover. In contrast, many of the Iraqi commanders had been battle hardened by the 

recently concluded Iran-Iraq war. Essentially, the Iraqi forces had significant advantages in numbers, experience, and terrain factors. 

Yet only 23 minutes into the battle, the Iraqi tank fleet had been utterly decimated. 

Twenty-eight Iraqi tanks, 16 personnel carriers, and 39 trucks were either completely 

destroyed or immobilized. As the once-proud Iraqi forces lay in smoking ruins on the 

windswept desert plain, coalition forces rounded up over 1300 prisoners. Even more 

surprising, not a single U.S. serviceman was killed in the battle. The lopsided victory 

was best described by an Iraqi commander, who noted that "On 17 January, I started 

with 39 tanks. After 38 days of aerial attacks, I had 32, but in less than 20 minutes 

with the MlA1, I had zero."* 

How had the coalition forces overcome numerous disadvantages to turn the battle 

of 73 Easting into a complete rout? Certainly, the command decisions of Army leadership, along with the training and courage of American troops, were significant factors in the battle. But just as important was the technological superiority of the M-1, 

or "Abrams" tank that American soldiers brought into battle with them. LABCOM's 

laboratories had been significantly involved in fitting the tank, which featured MlAl 

* Iraqi Battalion Commander, captured 16 April 1991. Relayed by Col. Don Holder, Commander. 2nd ACR. 
g y 

While the war was being waged and the technological superiority of the 

United States was being shown on the television screens of the entire world, 

steps had already been taken to ensure that future research efforts would 

preserve the US. military's position at the forefront of military technological 

development. The ability of the United States to repel Saddam Hussein's 

forces and restore peace to Kuwait with minimal casualties would not have 

been possible without the significant efforts of Army scientists and engineers 

over the previous decade. It was in this atmosphere, in which the importance 

of technology was growing almost daily, that the Army Research Laboratory 

was formed. Its mission was to conduct basic and exploratory research and 

analysis to ensure supremacy in future land warfare, in turn protecting both 

America and its soldiers. 

The impetus for ARL grew out of efforts to realign the Army's technology 

base following the collapse of communism in Eastern Europe and the end of 

the Cold War. In December 1988, the Defense Secretary's Commission on 

Base Realignment and Closure (BRAC) identified the Army Material 

Technology Laboratory (MTL) at Watertown, MA for closure, primarily on 

grounds that MTL facilities needed major renovation or replacement. 

.Missions and functions would be dispersed and the property sold, with 
ing approximately 75 percent of the Army's technology base 

effort. Combat systems supported by LABCOM included the 

Abrams (MlAl) main battle tank, the Bradley fighting vehicle, 

the PATRIOT point-defense antimissile system, the Multiple 

Launch Rocket System (MLRS), the High-Mobility, 

Multipurpose Wheeled Vehicle (HMMWV), which had been 

deployed in Panama, and the Army Tactical Missile System 

(ATACMS). 

On January 6,1989, the LABCOM Commander signed a memorandum stating the command's dedication to "accomplish 

materials research, development, and consultation requirements." In the ensuing months, LABCOM developed a proposal to move the core of materials research to one location as 

part of a concept for integrating the corporate laboratories 

into a single physical entity, which would eventally become 

the Army Research Laboratory (ARL). 

In the same month that President Bush was inaugurated, the 

Defense Management Review (DMR) was launched, resulting 

in formation of the Army Management Review Task Force as a 

gg ppgyp

and publimions outside DoQand advocating 

stability of the bask and applied research, technology devebpment, analysis, and tethnolagy 

base pmgrarns.The charter further emphasized 

that fellows serve as advisors and consultants 

on technical matters for the ARL Director and 

the Executives of the ARL Directorates.The 

Fellows program provides a forum for interacdon among irs members to exchange ideas, plan 

activities and perpetuate the organization, and 

promotes ARL values of excellence, cornmitment, integrity* and the best value of the Army. 
y g

Watertown was part of the Ordnance 

Department Then, the Army assigned responsibility for conventional weapons work to the 

Rock Island Arsenal, and Watertown took a supporting role in the Missile CommandAt the 

same time, combining the Ordnance Materials 

Research Office and the Watertown Arsenal 

Labaramries created the Army Materials 

Resea~h kency (AMRA). 

In 1964, the Secretary of Defense announced 

that Watertown Arsenal would be declared 

excess and phased out, while AMRA wuld continue in place. Following considerable public discussion. the Arsenal was closed in 1967. AMC 

consolidated structural materials R&D at AMRA 

and renamed it the Army Materials and 

Mechanics Research Center (AMMRC). In transition to LABCOM in 1985,AMMRC was 

renamed the Materials Technology Laboratory 

to highlight its intensified focus on the development of new materials. 

In its report to the President, released in July 1991, BRAC 91 

endorsed the plan for laboratory restructuring but directed 

DoD to delay implementation until January 1992 in order to 

consider guidance from the Federal Advisory Commission on 

Consolidation and Conversion of Defense Research and 

Development Laboratories. Also established under Public Law 

101-510, the Federal Advisory Commission was charged with 

recommending various means to improve the operation of the 

laboratories, including (1) conversion of some or all to government-owned, contractor-operated (GOCO) labs, (2) mission 

and/or function modification at some or all, and (3) consolidation or closure of some or all. The Advisory Commission's 

September 1991 report stated that "fixing the problem organically is preferable" to converting to GOCO organizations and 

suggested a number of steps to improve the effectiveness of 

the labs as "dedicated organizations free from commercial 

pressure." In the main, the Advisory Commission also accepted the creation of ARL, stating that proposed consolidations 

and realignments should begin in January 1992. 
plan authorized a major general as commander, along with a 

civilian technical director, with the commander reporting 

directly to the AMC Commanding General. However, the 

Assistant Secretary stipulated that the new organization 

would have a civilian director as its Chief Executive and a general officer as Deputy. The rationale was that a research organization should be led by a civilian scientist/engineer with significant credentials in the technical community and who 

would not be subject to mandatory rotation every two to 

three years. The revised lmplementation Plan of July 1992 pre 

vided the impetus for the selection of a chief executive no 

later than 1 October 1992. Therefore, ARL was activated with a 

civilian Acting Director and a colonel as Deputy. Orders establishing ARL (provisional), dated July 23, 1992, provided operational control of LABCOM, the seven corporate laboratories, 

the LABCOM Installation Support Activity, and the Special 

Technology Offices, as well as those elements transferring into 

the new laboratory. The activation ceremony was held at 

Adelphi on October 2, and permanent orders organizing ARL 

were published on November 2, 1992. 

g 

In 1975, AMC agreed to a pilot project to convert the human engineering groups at its MSG 

into WEL detachments. HEL also gained field 

office represeneo'ws at the major centers and 

schools of the U.S.Army Training and Doctrine 

Command. In 1982, HEL moved into a new 

building at Aberdeen, and it became part of 

LABCOM in 1985. 

HU helped AMC and its system design contractors develop materiel that was simple w operate and maintain, It also implemented the MANPRINT initiative to ensure that manpower, personnel, training, safety, medical and human factors engineering issues were given high priority 

throughout the acquisition, devetopment, testing 

and fielding processes. 

When ARL was activated HE1 became the 

Human Research and Engineering Directorate. 
virtual reality; nanotechnology; composites and ceramics; ultra wide-band radar; 

and lightweight, rechargeable power sources. The challenge was to continue these 

efforts while establishing ARL's structure and facilities. Among these were new facilities constructed at Adelphi, which would accommodate personnel relocating from 

Fort Belvoir, Fort Monmouth, and White Sands Missile Range. In addition, new facilities at APG would house the Materials Directorate, moving from Watertown, MA, as a 

result of recommendations by BRAC 91. 

Vitali was also responsible for overseeing the formation of ARL's Board of Directors. 

The Board of Directors' mission was to enable contacts between ARL and its principal customers - the Research, Development, and Engineering Centers (RDECs) and 

AMC command, to ensure that the laboratory was fulfilling the needs requested of it. 

After its assembly, the Board met twice in its first year to review the research and 

exploratory developmental programs in light of Army needs. 

The Technical Advisory Board, consisting of research leaders primarily from the 

National Academies of Science and Engineering, also met for the first time in 1993 

and began providing critical evaluations of research programs. The TAB provided an 

invaluable service to ARL by giving expert, independent and unbiased reviews of the 

quality of the ARL technical program, something which is very difficult for a government laboratory to obtain, but which is absolutely essential for a lab if it is to 
placement and referral opportunities for employees affected by transfer of function, 

downsizing, reduction in force, or similar action during the transition phase. 

In the midst of all of these changes, ARL scientists and engineers were responsible for 

performing the research that would lead to the development of those revolutionary 

technologies for which ARL is known today. Indeed, the list of projects tackled by ARL 

in its first year was a litany of exciting opportunities. Among these were the Warrior's 

Edge program. It involved virtual reality simulation to identify the technology needs of 

individual soldiers, and "Owning the Weather," a coordination of previouslyexisting 

information systems to give friendly forces the ability to see, maneuver, fight, and win 

in all types of weather by providing commanders and staff with advance knowledge of 

battlefield environmental conditions and likely effects, enabling them to select the 

most appropriate mix of sensors, weapons systems, and tactics. 

However, the most significant of ARL's projects in its first year was to upgrade the 

effectiveness of U.S. fighting forces. Because of friendly-fire fatalities ("fratricide") in 

the recently-concluded Persian Gulf War, the then-Sensors, Signatures, Signal and 

Information Processing Directorate continued work on the Battlefield Combat 

Identification System, which would better identify both enemy targets and allies in 

the field. Also, the need to detect targets employing camouflage, concealment, and 

other deceptive techniques spurred research in ultra-wide band foliage penetrating 
ufacturing technique called pulmsion, where 

fibers spooled at one end are continuously 

drawn thmugh a resin bath and then pulled into 

a heated die, where thy are cured.The cured 

material was than pulled from the die in a continuous form for cutting rn any desired length: 

here, the four feet necessary for a hockey stick. 

This cooperative approach allowed CDC to use 

Army expertise and equipment to manufacture 

and test a new world-class product without a 

large investment in equipment, while the Army 

furthered its research in pulwusion manufacturing techniques. 

Armed with the new hockey stick that CDC 

and ARL developed and produced only nine 

months after signing the CRDA, CDC signed a 

multiyear contract with a major hockey stick 

manufacturer. 

infrared lights, thermal tape, and Kevlar blankets, all of which 

were vital in fitting and protecting American soldiers abroad. 

One of the most important of ARCS first year initiatives was 

the establishment of cooperative programs with various academic, industrial, and international institutions, most of which 

are still in place today. ARL fostered relationships in academia, including the Massachusetts Institute of Technology 

(MIT), University of Delaware, University of Maryland, 

University of Massachusetts, New Mexico State University, 

University of Texas El Paso, and the University of Arizona. 

Further, it expanded partnerships through the Small Business 

Innovative Research Program (SBIR) and pursued stronger 

ties with historically black and minority institutions 

(HBCU/Mls). Educational Partner Agreements were signed 

with Southern University, Hampton University (July 1993), and 

University of Texas at El Paso (November 1993). In addition, in 

April 1993, ARL signed a memorandum of agreement with the 

U.S. Military Academy to establish an ARL-sponsored 

Mathematical Sciences Center of Excellence at the Academy. 
Working Group completed four technology assessments, in 

ballistics, human research, acoustics, and robotics. 

ARL had accomplished much in its first year of operations. 

The foundation of what would eventually be five directorates 

had been established; employees had moved into existing 

facilities and plans for future facilities were being implemented; research projects from LABCOM had been integrated into 

the organization; and partnerships with extragovernmental 

entities were formed. However, much had to be done that 

could not possibly be accomplished in the scope of one year. 

Now that the various pieces were in place, the need to coordinate more effectively between them remained. And while technology continued to be developed by the new organization, 

long-range plans for basic research had to be formulated. 

Finally, ARL had to adjust to the ever-changing demands of the 

modern battlefield. All of these goals and more would be 

addressed by ARL's first Director, John Lyons. 

ygg

adapted from the Army Material Command 

(AMC) shoulder sleeve insignia. lndkates chat 

the organization is an AMC major subordinate 

commd.The pyramid represents basic science 

and mathematics and refers to the technology 

involved in mission accomplishmentThe blocks 

of rhe pymmld denote the major elements of 

the command and their functions as part of and 

supporting the whaJe,and the two faces or 

aspects suggest the execution of both laboratory and headquarters functions.The starbum 

suggests knowledge and light Gold connates 

value and excellence, and rhe band circling the 

whole suggests central conud,as well as unity 

and strength of purpose, 

answer for every problem cannot always be another program or more money. It is 

time to radically change the way government operates - to shift from topdown 

bureaucracy to entrepreneurial government that empowers citizens and communities 

to change our country from the bottom up. We must reward the people and ideas that 

work and get rid of those that don't. 

"Reinventing government," or the Clinton administration's plan to consolidate the 

federal workplace and make it more efficient and effective, would affect the entire 

Department of Defense. With the threat of the Soviet Union gone, and the United 

States standing as the lone superpower after the Persian Gulf war, the military 

budget became one of the first items discussed under plans to reshape the federal 

government. As these directives were being implemented, Dr. John Lyons assumed 

the helm as ARL Director. The years of his tenure would involve accommodating 

the consolidation initiatives while continuing to build ARCS organizational structure 

and heightening its reputation. It was at times a delicate balance to maintain. 

Dr. John Lyons, who had formerly served as Director of the National Institute of 

Standards and Technology (NIST), became ARL Director on September 14, 1993. A 

former chemist, Lyons had worked his way up in the National Bureau of Standards, 

serving as director of its National Engineering Laboratory for 13 years. After NBS 

transitioned into the National Institute of Standards and Technology, Lyons served 
becoming part of LABCOM in 1985. 

For LABCOM, ETDL advanced the technology 

base in electronic devices and materials, It managed the Army program in kry High Speed 

Integrated Circuits (VHSIC), with the primary 

objective of accelerating the Inuoductbn of 

advanced integrated circuit technology intu 

weapons systems. FTDL atso operated and managed the Army's new Pulse Power Center at 

Fort Monmouth that provided the defense 

establishment with expanded capabltity for 

development, test and evaluation of high energylhigh power components, which were impormnt elements in the Strategic Defense Initiative. 

With the realignment into ARL ETDL provided 

most of the Electronics and Power Sources 

Directorate. In 1995, the major portion became 

the Physical Sciences D1reaomt.e (PSD), slated 

to move into new fildirJes at Adelphi. In 1996, 

most of PSD migrated into the Sensors and 

Electron Devices Directorate. 

I 

that threatened their ability to perform. Moving swiftly to 

adapt suggestions as well as opportunities provided by 

President Clinton's administrative campaign to reinvent government, Lyons requested assistance from AMC in securing 

program reforms that included a modified and flexible personnel system, a consolidated funding authority, further 

emphasis on basic research, and opening the laboratories up 

to facilitate increased numbers of staff exchanges. Among the 

management innovations that Lyons undertook was to 

become a National Reinvention Laboratory under the 

National Partnership for Reinventing Government under 

which ARL won four Hammer Awards. Lyons also volunteered 

ARL to be a pilot project under the Government Performance 

and Results Act of 1993 (P.L. 103-62), the only pilot of more 

than eighty across the government to represent the R&D sector. Under this program ARL developed new and innovative 

approaches to strategic planning and performance evaluation 

as applied to basic research. These techniques still provide a 

benchmark for both public and private technology organiza- 
weapon on the future battlefield. Success there, however, 

depended on the Army's ability to apply existing and emerging information technologies to provide commanders with 

complete, accurate and detailed information about battlefield 

events as they happened. As GEN Gordon Sullivan, the Army 

Chief of Staff from 1991-1995 remarked, "winning the information battle is the key to decisive victory." 

Operations Just Cause and Desert Storm had provided a 

glimpse of the future battlefield. America's military was able 

to successfully conduct swift, simultaneous and synchronized 

attacks on numerous objectives at night, using forces stationed in various locations. This application of modern technologies, organization and doctrine achieved decisive results 

that would not have been possible just a few years earlier. 

However, the demand for research never plateaus, and military leaders knew that the technology and tactics that won in 

Panama and Desert Storm wouldn't win the battles of the 

twenty-first century. Consequently, GEN Sullivan made winning the information battle the first objective of the Army's 

after some discussion.AMC considered abollsh

ing ASL but conduded that ASL's work was valuable to the Army. ASL gave the Army expertise 

in the atmospheric sciences. providing developers with assessments of atmospheric effects on 

proposed weapons and concepts. ASL also provided atmospheric and meteorological technology, sensors and systems M support artillery, 

chemical, aviation, armor and intelligence activides. Linking these sanscrrs and syseems provided 

wearher intelligence for combat operations. 

When ARL was established in 1992,ASL transiUd into the Battlefield Environment 

Directorate (BED). In 1995, the BED 

Atmospheric Analysis and Assessment team 

moved to the SurvivabilitylLechality Analysis 

Directorate (SlAD). expanding SlAD's threateffects analysis missian. In 1996, the remaining 

bulk of BED was folded into the Computation 

and Information Science Technology 

Directorate, 
In 1985, the Commander of ERADCOMILAS 

COM recommended including OMEW, which 

had been renamed the Vulnerability Assessment 

Laboratory (VAL), within the new command. 

VAL was tasked with providing independent 

assessments of the electronic warfare vulnerability ofArrny weapons and communicationselectronics systems and recommending electronlc countermeasures for reducing or &minating those vulnerabititler The VAL mission 

mered air defense, dose combat and fire support, communl~ations-electronics and advanced 

concepa.VAL was also charged with determining the vulnerability of threat missile systems. 

VAL transitioned into the SurvivabilirylLerhality 

Analysis Directorate with the creation of ARL 

technology and doctrine, thereby eliminating any gap. In this 

way, when a technology is ready for battlefield application, so 

is the doctrine. 

However, closing the gap would not be easy; many challenges 

had to be overcome. Primary among them was the divide that 

had opened between commercial and military technology. 

New information technologies were being developed rapidly 

for commercial applications such as hand-held computers, 

cellular telephones, direct-broadcast television and wireless 

computing with new generations of devices emerging every 

few years priced for mass-market applications. The challenge 

was for the Army to provide a small, affordable, deployable 

system for on-the-move collaborative planning and situational 

awareness that was based on commercial technology and 

required little infrastructure. It also had to be compatible 

with systems currently in the Army inventory, yet provide a 

way of eventually moving beyond those systems. 

Technical change has always led military doctrine. However, 

history has shown that an army that can apply evolving tech- 
gap between military and commercial technology permanently while ensuring that 

future technology and doctrine are developed in tandem. 

Concurrently, the downsizing of DoD, coupled with the explosion in information 

technology, demanded a new approach in laboratory operations. It required ARL to 

become smaller while still providing state-of-the-art technology for military personnel. The end result, a federated laboratory, was a unique entity within the 

Department of Defense. It drew upon the best of the public and private sectors to 

produce the research and technology needed for present and future Army land warfare systems. The basic construct of the Federated Laboratory (FedLab) was to 

continue strong in-house involvement to meet Army-unique requirements where 

there was little external expertise, or market, for the technologies; and the forging 

of direct associations with industry and university laboratories with recognized 

competencies in specific technology areas where the centers of expertise were definitely outside of the government and the potential of the technologies had a much 

broader application. FedLab eventually resulted in a virtual ARL that was distrib 

uted across the nation and one third larger than ARCS actual size. Its program 

would be integrated into the ARL program in an open configuration, with large 

exchanges of staff in both directions. Included in the structure were two existing 

university centers of excellence that previously had reported to the Army Research 
Results of the new training program demanstrated enormous increases in probability of 

detection in relatively little mining dm. 

Repeatedly, wsts have shown increases in pbahilify of detection from less than 20% using 

standard techniques to 75% (less than one hour 

of mining) ro 98% (about 15 hours of train'mg) 

using the expert techniques. 

Much of this mearch that has increased soldier 

performance with tha current deitector will also 

apply to the Handheld Standoff Mine Detector 

System now under devefopment. 

entific ideas and joint research that supported Army require

ments as well as commercialization of research products. The 

cooperative agreements provided substantial Army programmatic involvement through management committees, which 

evaluated and set directions for future research objectives. 

In December 1994, ARL issued a Broad Agency 

Announcement (BAA) to the private sector. It called upon 

industry and academia to assemble "consortia" around several technology areas that were deemed critical to GEN 

Sullivan's directive to "digitize the battlefield." The BAA 

required a consortium to be made up of at least one industry 

partner that would be the lead organization, one major 

research university, and one Historically Black College or 

University or Minority Institution (I-IBCU/MI). The results of 

the BAA solicitation were overwhelming. ARL received bid 

packages from 38 consortia made up of all the leading technology centers in the private sector. After a rigorous selection process three consortia comprising a total of 27 partners 

in 17 states were selected, one each in the areas of Advanced 
yygy py 

for recognition by the Senate Armed Services Committee for this highly innovative 

approach to public-private partnering: "The Army's initiative to create an open, federated laboratory system is an innovative and forward-thinking approach. The committee supports the competitive selection of laboratories from industry and academia to work with the Army Research Laboratory to meet Army research needs 

across a wide range of technologies."* 

Transitions 

The move toward the digital battlefield and the establishment of FedLab set off a 

flurry of consolidation within ARL's directorates. The process began in April 1995, 

when an ARL center of excellence in digital communications sciences was developed. The former Sensors, Signal and lnformation Processing Directorate (S3I) was 

separated into the new Sensors Directorate (SEN) and the Information Science and 

Technology (IST) Directorate. The SEN Directorate, along with most of the S31 and 

three branches of the Electronic and Power Sources Directorate (EPSD) located at 

Fort Belvoir, focused its activities on infrared focal plane arrays, microwave and 

millimeter-wave radar, optics, and acoustic sensors, as well as advanced sensor 

concepts. The lnformation Processing Branch of S31, the Military Computer Science 

Branch of the Advanced Computational and Infrormation Sciences Directorate 

* National Defense Authorization Act for FY 1995, SASC Report, June 14, 1994 
gp

Devices, IRC. (ED) licensed the invention. 

Vestaguard will develap a SlDS (Sudden Infant 

Death Syndrome) and apnea monitor and will 

continue to develop the technology through a 

Cooperative Research and Development 

Agreement (CRUA). PED will market the device 

ta manitar physiologica t readings for exercise 

purposes. 

SfDS affects newborn infants who stop breathing and die for no apparent reas0n.A monitor 

can alert parents to the situation and help otimulate the infant to begin breathing again.Apnea 

is a condition in wMch affected people stop 

breathing for varying periods of time while 

deep 

The Army is developing the sensor to be worn 

by soldiers to measure their vital signs during 

training or in combat 

width networks. The BED Atmospheric Analysis and 

Assessment team was moved to the SurvivabilityJLethality 

Analysis Directorate (SLAD), expanding SLAD's threat-effects 

I analysis mission and consolidating all of the laboratory's 6.5 I 

1 mission funds in one directorate. The restructured BED concentrated on signature distortions, atmospheric modeling, 

electromagnetic energy propagation, remote detection and 

identification of chemical and biological agents, weather 

analysis aids, weather measuring techniques, and land battlefield modeling. Finally, the Human Research and Engineering 

Directorate (HRED) reorganized internally to form a Soldier 

I Information Division to support the laboratory's emphasis on 

digitalization and communications science. 

While these changes occurred, the ASA(RDA) commissioned 

a study that examined options with regard to the future of 

ARL. The study was a response to recommendations in an 

Umbrella Functional Area Analysis (F") conducted by the 

Deputy Chief of Staff for Operations, in light of changing 

a needs, program transitions, and funding reductions. ARL had 
ggpg

entific research and technology directed toward optimizing soldier performance 

and soldier-machine interactions in order to maximize battlefield effectiveness, 

while ensuring that soldier performance requirements were adequately considered 

in technology development and system designs. SLAD provided technical support 

in the analyses of the survivability and lethality of Army technologies and systems 

in the full spectrum of battlefield threats and environments. The Vehicle 

Technology Center (VTC) addressed propulsion and structure technologies for 

both air and ground vehicles, while maintaining existing relationships with NASA. 

Finally, the Corporate Information and Computing center (CICC) focused its efforts 

on ARL's business and high-performance computing assets, and served as the management vehicle for the DoD Major Shared/Resource Center (MSRC) and the 

AHPCRC. 

The five directorates and two centers received a major addition in 1998, when the 

Army Research Office joined the ARL team. The shift went hand-in-hand with Lyons' 

emphasis on basic, or 6.1, research. Just after assuming the ARL helm, Lyons indicated that "any large laboratory like this needs strong scientific underpinnings. If 

you don't have that as a foundation, then you can't do the applied work." ARO had 

existed separate from ARL and its predecessors for almost 50 years, and the vast 
a1 but on the vibrating molecules of a ceramic 

puck to previdr a stable, virtually noise-free. 

very high-frequency signal at temperatures ranging from -1 00deg F m IOOdeg E Perfected at 

ARL, the small and rugged DRO (half the size of 

existing oscillators) produces an extremely pure 

signal and can be used in virtually any environment without noise reduction and temperatureconml attachments. 

The Special Forces saw an immediate need far 

this tough but small device- and included it in 

designs for its transmitters. Under one CRDA 

and a patent license, DROs far an existing Navy 

testing device were designed. 

Another small business entered into a CRDA 

and patent licensing arrangement with ARL to 

use the DRO in telecommunications devices 

such as cellular phone systems. 

gy gy pp 

ported work on classified targets. Construction of this facility 

was started in January 1996 and competed in May 1996. Later 

installation of the high-efficiency particulate air filter in 1998 

provided personnel with the specialized capability of working 

with heavy-metal armors, such as those using depleted uranium. In July 1997, the Rodman Materials Research Laboratory 

was dedicated to accommodate scientists and engineers 

transferred from Watertown, NY and Fort Belvoir, VA. The 

$76M facility was perhaps the best equipped of its kind in the 

world and supported a wide range of basic materials research 

for defense and government customers. It had begun operating a few months before its official dedication. 

Construction also continued at Adelphi Laboratory Center 

(ALC). The High-Bay Facility was completed in February 1996 

and occupied in May. It accommodated ISTD's research in 

atmospheric science. In October 1997, ARL dedicated the 

Electromagnet Research Facility. Previously known as the 

Scale Model Laboratory, it was designed as an electromagnetic transparent scale model experimentation facility. Personnel 
management of ARL's workforce. In the FY 95 Defense 

Authorization Act, Congress empowered the National 

Performance Review Science and Technology Reinvention of 

Laboratories to design alternative civilian personnel systems. 

The purpose was to enhance the effectiveness of DoD laboratories by allowing greater managerial control over personnel 

functions and, at the same time, expanding the opportunities 

available to employees through a more responsive and flexible personnel system. For the Army, the personnel demonstration involved almost 8,000 civilian employees in four science and technology organizations, including ARL, the Missile 

Research, Development, and Engineering Center (RDEC), the 

Corps of Engineers Waterways Experiment Station, and the 

laboratories of the Medical Research and Materiel Command. 

In January 1995, Lyons organized an executive steering committee that drafted plans to implement a revised personnel 

management system that included broad pay bands, pay for 

performance, more generic job descriptions, and automated 

job grading. The system would coincide with the consolidation of ARL directorates. The Operations Directorate was 

This advance in dam compression, transmission. 

and expansion permitted csrnmanders far from 

the battle to see exacdy what is happening in 

real time, make decisions based on facts collected from the various sources available, and send 

back to commanders at the front a map image 

marked with dl the facts-all this over radios rhe 

Army already uses every day. 

Iterated Systems also fielded two commercially 

available sohre systems; one that stores. 

retrieves, and presents large digital maps that 

users can link to libraries of still and video pictures as well as audio infarmation. It is tommarclalty available in interactive multimedia encydopdias on CD-ROMs. 

The other system compresses and expands 

video images that make real-time video-conference transmission over conventional phone 

lines. portable phones,and radio channels 

possible. 
later years of the Lyons regime. This occurred through the development of the 

Army After Next (AM) concept. The principle of AAN was to augment ARL's shorter term technological advances with longer term goals that investigated the needs 

of the Army ten years hence. This goal would require an unprecedented advance in 

information systems, sensors, weapons, and radically new concepts for logistics 

support. As the Army's corporate laboratory, ARL would play a key role assuring 

that the technologies to win would be available and inserted in the next and future 

generations of combat and support systems. AAN provided a unique opportunity to 

focus ARL's research program on critical operational requirements. Even closer 

coordination with TRADOC and the entire community was needed to identify and 

ensure that new initiatives supported a smaller, lighter, faster, and more lethal force 

that was envisioned for AAN with specific emphasis on knowledge and speed. 

In conjunction with AAN, ARL reformulated its strategic planning process to focus 

on several major long range problems that the Army After Next would face. This 

set of "Grand Challenges" represents a subset of those strategic problems to which 

ARL could bring to bear its world class technology competence. The five Grand 

Challenges about which ARL restructured its long range program planning are: 

Survivable systems with lethality overmatch in complex terrains. 
other areas around the world. Perhaps the biggest technological triumph of this 

period occurred in December 1994, with the successful proof-of-principle demonstration of the GPS registration fuze for artillery rounds. GPS, or Global Positioning 

System, had already been in use for a variety of military technologies. The GPS 

technology, a joint service program led by the Air Force, provided accurate, continuous, all-weather, common-grid, worldwide navigation, positioning, velocity and 

timing data to land, sea, air, and space-based users. Now this tracking system could 

be utilized to determine the position of a fired round and whether that round had 

hit its intended target - eliminating the necessity of human verification of destroyed 

targets. GEN Sullivan said of this work: "Think about what this could mean within 

the larger picture.. .we may need only 113 as many rounds to defeat a target. This 

means fewer ammunition plants, fewer ships, fewer trucks, fewer truck drivers, 

fewer mechnics and more infantrymen, more military police. ... This is not gimmickry; this is real power."* 

There were two other breakthroughs in information technology in this period. The 

first was the completion of the Integrated Meteorological System (IMETS) software, 

which uses atmospheric data to give weather forecasts for specific areas of the battlefield. IST developments also assisted soldiers in Bosnia, through development of 

the prototype Forward Area Language Converter VALCon) systems to help evalu- 

* General Gordon R. Sullivan, CSA, Remarks at AUSA Winter Symposium. Equipping Force XXl, Orlando, 24 Jan 1995 
Engineering Network. These resources provided researchers with scientific visuali

zation laboratories that enabled data interpretation and representation, and supported ARL's Army High-Performance Computing Research Center (AHPCRC). 

Continuing Partnerships 

ARL pursued many types of partnerships involving academic institutions and private industries to focus state-of-the-art research on Army needs. In addition to 

FedLab, ARL operated a number of cooperative programs and centers of excellence, as well as congressionally-mandated technology transfer programs and an 

extensive educational outreach program, in addition to a broad spectrum of international cooperative programs. Notable external partners included the AHPCRC at 

the University of Minnesota, the hypervelocity phenomena work at the Institute of 

Advanced Technology at the University of Austin (Texas), and the software engineering efforts at the Information Sciences Center at Clark Atlanta University. ARL 

also had cooperative agreements that supported microelectronics at Johns Hopkins 

University and the University of Maryland. Collaborative programs in materials 

research were conducted with Johns Hopkins University, the University of 

Delaware, and the Michigan Molecular Institute. ARL worked closed with several 

research and educational institutions that were designated as Historically Black 

Colleges and Universities and Minority Institutions (HBCU/Mls). In addition to the 
funding in order to enable the establishment of the proof of principle and to produce a prototype. Thirteen Phase I1 contracts awarded in FY 97 amounted to 

$750,000 for each award. 

Included in SBIR as a separate program was the Small Business Technology 

Transfer (STTR) program created by Congress in FY94 to foster colIaborations 

between the smaIl business community and research institutions and to involve 

both in the federa1 R&D more effectively. ARO administered the program and ARL 

provided technical support and evaluated technical proposals submitted by small 

businesses. During FY 2000, ARL monitored six of the Phase I1 STTR projects valued 

at $600,000 each. In additional to providing support to the Objective Force, as well 

as support to the TRADOC Battle Laboratory, ARO addressed congressional interest in readiness and the effectiveness of U.S. Nuclear, Biological and Chemical warfare defensives. 

End of an Era 

A transition of ARL directorship occurred at the conclusion of FY 1998 with the 

retirement of Lyons. His tenure was highlighted with achievements that included 

the presentation of four Hammer Awards, given by Vice President Al Gore to agencies that maximized efficiency and effectiveness while following the financial 

parameters set by the NationaI Partnership for Reinventing Government. These 



Whalin would have to steer ARL through the initiation of Army Transformation, 

which was announced in October 1999 by GEN Eric K. Shinseki, then Army Chief of 

Staff. The initiative would, in Shinseki's words, make the Army "a strategically 

responsive force that is dominant across the full spectrum of operations." 

Tranformation would be accomplished through integrating "three prongs" - the 

Legacy Force, or already-fielded combat systems and units, the Interim Force, and 

the Future Combat System (FCS). This integration would achieve the ultimate goal 

of Army Transformation - the new Objective Force, which would incorporate three 

priorities for equipment modernization: information dominance, physical agility, 

and lethality and survivability overmatch. Fortunately for the Army, ARL had 

already been developing technology with these goals in mind. 

With much of ARCS organizational structure in place, Whalin now focused on more 

specific goals that would meet the needs of Army of the future. Among the objectives pursued during his tenure were management of the Army's basic science 

research grants with academia; leveraging the technology investment of the commercial sector and tapping the leading-edge expertise and facilities of universities 

and the private sector; and working with TRADOC and the R&D assets throughout 

AMC to develop enabling technologies. In addition, Whalin emphasized human 
ARL has facilitated Army Transformation by expanding and improving upon the 

FedLab concept which had expired in 2001. The follow-on program was called 

Collaborative Technology Alliances (CTA) which continued the very successful 

FedLab model by advertising for self-formed consortia to submit bid packages for 

cooperative agreements (CAs), this time in five areas - Advanced Sensors, 

Advanced Decision Architectures, Communications & Networks, Power & Energy, 

and Robotics. On 31 May 2001, five CAs were awarded and CTA was under way, this 

time for a term of eight years and funded by a total of $300M of 6.1 funds. In addition, there are several other significant improvements over the former program. In 

addition to the 6.1 funding, there was also established an additional $300M set of 

five task order (IDIQ) contracts ($60M for each consortium) which would allow 

other sponsors to come into the program at the applied research (6.2) level and 

support individual efforts to enhance the probability of successfully transitioning 

the technology to system development programs as quickly as possible. Thus, the 

entire program has a potential of reaching $600M. Another new feature of CTA is 

the ability of other government agencies (as well as FFRDCs) to join with the private sector consortia and ARL, thus opening up the collaborative environment even 

further. Since CTA took over from FedLab, several other government organizations 

have come into the partnership bringing significant amounts of additional funding, 
ance and knowledge management have increased the capabil

ities of ARL as well as enhanced the contributions to the DoD 

community in terms of computational applications, and science and engineering applications. High performance computing also uses modeling and simulation tools with various 

applications and has led to new science in the areas of nantechnology and nanomaterials. 

An effort was also made during this period to improve internal cohesion within ARL, thus providing opportunities to 

reestablish more efficient and effective team operations. 

Creating new technology to protect the future warfighter, the 

directorates focused their efforts on new and innovative 

ideas. ARL was a leader in battlefield sensors and electronic 

devices, providing revolutionary capabilities for soldiers to 

preemptively detect and target the enemy. Scientists also 

developed novel power sources and sophisticated new RF 

and electro-optic devices, thus innovating signal processing 

algorithms that will make the next generation of weapons and 

platforms smart and survivable. In computation and informa

American military? 

Army systems work better because of 

ust,,rything from Abmms, Bradley, Black 

Hawk,Apache, Patriot Army systems do a better job functioning on the battlefield and protecting our soldiers than they would have without us, and that is from a ballistic perspective, 

from a chemlbio perspective, from an information perspective.We are proud of our contribution, and there are a lot of other people that 

are responsible for it as well. 
vehicle technology components were provided for future systems that are lighter, 

faster, and stronger to reduce the Army's battlefield fuel consumption. 

Basic Research 

A fundamental aspect of ARCS contribution to leap-ahead technology is basic 

research which, while longer term in scope, will often produce paradigm-shifting 

results. In the development of advanced chemical and biological protective materials, nanomaterials such as dendritic polymers represented a technological breakthrough that provided a means of making emerging chemical/biological concepts 

and systems more practical and affordable for individual protection, detection, and 

decontamination. ARL designed, developed and evaluated materials and material 

systems for application in protective clothing, masks, and detection and decontamination equipment. These enabling technologies were transitioned to the Soldier, 

Biological and Chemical Command and the Army Medical Research and 

Development Command for inclusion in developmental programs focused on protecting military personnel from chemical and biological attacks. Major accomplishments in FY 2000 included the development of a next generation reactive topical 

skin protective cream for chemical agent resistance and decontamination; the 

development of nanoencapsulated enzymes for soldier clothing; and nanomanipula- 
protective clothing effective against chemical and biologi

cal threats, and capable of providing treatment prior to 

the arrival of medical personnel. 

Investments were made in infrared detectors, especially 

with the first color prototype, and in calibration technology for helicopters with Princeton University. Challenges 

pertaining to the future Army necessitated innovative 

ideas and influenced the introduction of biotechnology 

into engineering and physical sciences arena. Optical 

technology and the development of an electronic eye and 

a sensitive nose with the capability of smell were 

designed to enhance the deployment of robotics under 

battlefield conditions. Target recognition and land mine 

detecting were also primary challenges that were influenced by quantum computing. 

Applied Research 

Information Technology 

Information technology for the battlefield continued to 

tlnuous innovation far the Army cannot be continued with the shrinking dollar. It's huge if you 

think about ir, from 4 1 10 miilion to W0 million. 

Fortunately, because of smart people, we have 

been able to deal with the dwindling singIe 

investigatm dollar problem.They am extremely 

respected by the national and international academidscientific cu3rnrnuniries. On top of that, 

they're well-respected by peers in ehs government and orher funding agencies. 
systems, based on the expected weather conditions. In addition, sensors used during the operation will provide audio sounds that would disorient aggressor forces. 

A fundamental aspect of obtaining battlefield information lies in trying to extract it 

from potentially dangerous areas. ARL was successful in robotic and autonomous 

platform technologies and played a pivotal role in the development and demonstration of technologies that enabled the employment of unmanned ground vehicles in 

military applications. The Demo I11 Program aimed at developing technologies for 

integration of vehicle platforms and conducting field experiments using Army and 

Marine Corps personnel. The primary goal was to develop autonomous-mobility 

technology to enable an experimental unmanned vehicle WUV) to tactically maneuver over rugged terrain as an integral part of a mixed force of manned and 

unmanned vehicles. Implicit in this goal were the requirements for the unmanned 

ground vehicle (UGV) to maneuver at speeds that were comparable to manned 

vehicles and function reliably without requiring additional specialized personnel. A 

new model of Demo I11 XUV was used in constructive and virtual simulations at the 

Mounted Battle Laboratory. A three-dimensional dynamic simulation of the basecase XUV was completed which proved critical for the mobility and sensor stabilization system design for the Demo 111 vehicles. Demo 111 demonstrated the capability to perform multiple functions in tactical operations. 
pgy (), 

Extended-Range Munition (TERM), the Line-of-Sight Anti-Tank 

Missile that provided lethal, accurate anti-tank fire using kinetic energy missile technology (LOSAT), and the Advanced 

Kinetic-Energy Penetrator. ARL also continued to investigate 

electromagnetic (EM) and electrothermal chemical (ETC) gun 

technologies because of their potential leapahead capabilities 

to defeat future threats, including platforms equipped with 

reactive armor and active protection systems. These guns can 

be integrated with electric vehicle propulsion and armor systems to provide an efficient, highly mobile, and deployable 

ground maneuver force. 

ARL continued to develop technologies to provide overwhelming lethal force, and the highest levels of survivability 

to the U. S. soldier. Technical and scientific accomplishments 

include enhanced lethality and survivability of the Abrams 

Tank, assured through research and development in armor 

mechanics and advanced penetrator-defeat technologies, and 

also by providing designs for reducing vulnerability in the 
gpvg qy vpy

tems that greatly enhance soldier performance. In addition to the research function, 

ARL championed the soldier in the material acquisition process by providing leadership in human factors engineering and the application of MANPRINT to Army 

acquisition. ARL's support to combat developers, PEOs, PMs, and the Army's test 

and evaluation effort is critical to systems success, and ARL's contributions have 

significantly improved system performance and reduced lifecycle cost. 

As the twenty-first century approached, the Army needed a command and control 

vehicle (C2V) that would permit staff to accomplish command and control operations while moving. ARL was asked to develop modeling techniques similar to those 

on the Comanche helicopter and the Fox vehicle, but with the capability of deploying more personnel. Cognizant of the requirements for effective communication and 

the need for the command staff to be close enough to the leading edges of the formation, the critical initiative that evolved is to have a C2V suitable to support the 

FCS. To some extent, the problems pertaining to command and control during the 

peacekeeping deployment in Bosnia influenced the requirement for the C2V. It has 

led to further measuring of team behaviors or performance, especially the develop 

ment of command and control tools. Another interesting aspect is the measurement 

of command and control involving multinational teams. 
light and interim forces. The OICW provides the infantry soldier with a decisive overmatch capability while increasing 

versatility and survivability by increasing the standoff range 

to exceed 1000 meters, providing dayjnight operational capabilities, and providing significant improvements in lethality 

and target effects. ARL recognizes that new technologies for 

the future battlefield will be characterized by the rapid introduction of cognitively demanding weapon and information 

systems. Successful command and control of the Objective 

Force will place high cognitive demands on leaders and soldiers. Objective Force decision-making will occur under conditions involving intense time pressure, information overload, 

fatigue and geographical dispersion. 

Survivability and Lethality Analysis Efforts 

ARL is responsible for the vulnerability and lethality analyses 

of all developmental and fielded weapon systems and soldiers. A vital aspect of the survivability, lethality, and vulnerability (SLV) mission was the vulnerability assessment of the 

y 

The hPCMP provides the supercomputer sewices, high-speed network communications, and 

camputacional science expertise that enables 

the Ddense labaratorla arrd test centers to 

conduct a wide range of focused research. 

development, and test atrivitSm.This partnership 

puts advanced technology in the hands of US. 

forces more quickly, less expensively, and with 

greater certainty of oumss.Today's weapons 

programs, such as the Joint Swlke Fighter, 

Comanche Helicopter, Medium Tartical Vehicle 

Replacement, and the hvglin Mtssile, program, 

have benefited through innwatlve materials, 

advanced design concepts, iinproved and faster 

modification pmgrms, higher fidelity simulations, and more efficient tests. 
humans to identify targets with Mgh confidence 

under a wide range of stressing environments 

(e.g, targets fully or partially hidden by foliage, 

gmouflage, etc.), without the aid of automated 

tztrget recognition. 

Over the past several years,ARL has been 

dewloping iu unique ladar technology to allow 

the synem to be small. law-cost, and producible 

using comrnertial-off-thdelf parts.Addjtional 

data colleedons have been performed against 

eargets h other environments (e.g., under camouflage. in tall grass) from both air and ground 

level perspectives. Other applications for ladar 

technology include roboeic visualization, urban 

gcenados, smart munitions, and unattended 

gmund sensor pladhrms. 

conduct of extensive ground tests. ARL developed realistic 

trajectory models for targets and missile using available 

THAAD field data and threat trajectory data in addition to 1 developing multiple target trajectories for use with IR scene 

1 generation of infrared countermeasures (IRCMs). 

I Another analysis project involved the Comanche, the Army's 

I next generation helicopter, designed to perform armed recon- 

' naissance and attack missions. It will significantly expand the 

I Army's capability to conduct reconnaissance, security, and 

I 

I attack operations in all battlefield environments, day or night, 

I and during adverse weather using its advanced electro-optiI cal sensors, aided-target recognition, and sensor-weapons 

: integrations. The Comanche's digital communications capacity will enhance the Army's capability to win the battlefield 

information war, and allow interface with the Joint 

Surveillance and Target Attack Radar System (JSTARS) and 

other joint sensors and weapon platforms. A commitment 

was received in FY98 from the Comanche helicopter Project 
Manager Office to support the continuation of the analysis of the potential airborne 

chemical threat that the RAH-66 helicopter may experience on the modern battlefield. A chemical/biological agent dispersion computer model was used to develop 

a baseline-modeling scenario in coordination with the Comanche helicopter developer, Boeing/Sikorsky. 

Organizational lnitia tives 

At this time, ARL consisted of laboratories and its headquarters in Adelphi and with 

major sites at Aberdeen, Maryland, the Research Triangle Park in North Carolina and 

White Sands Missile Range in New Mexico, in addition to research elements co-located with the National Aeronautics and Space Administration (NASA) in Cleveland, 

Ohio and Langley, Virginia and a worldwide presence through various research and 

business partnerships that included the United Kingdom, Japan and Germany. At 

Adelphi, the completion of the Zahl Physical Sciences Laboratory was the last of the 

construction authorized under BRAC. The facility houses the staff of SEDD and the 

ALC component of the CISD. The Zahl building also includes the Advanced Material 

Growth and Processing Facility, Display Materials Research Facility, and the 

Advanced Microanalysis Facility. Movement into the facility began in August 1999 

from ALC locations. SEDD personnel who moved from Fort Monmouth, NJ and Fort 

Belvoir, VA to a temporarily leased Shady Grove laboratory facility, were the first scientists and engineers to relocate into the Zahl Physical Laboratory. The Shady Grove 

facility was completely vacated in February 2000. 

The future mission of ARL is not only influenced by Army directives. During the 

early years of Whalin's tenure, ARL recognized that despite the reputation of the 

scientists and engineers on staff, it still faced challenges regarding personnel, as the 

retirement process threatened to reduce both the scientific and organizational 

knowledge base. This will occur as the need for skilled, specialized scientists continues to increase. To this end, ARL initiated or revitalized several personnel programs designed to ensure its position as a top recruiter of scientific talent. Perhaps 

the most significant of these was the Science and Technology Academic 

Recognition System (STARS), which recruited minority scientists and engineers to 

ARL. The dual fellowship/recruitment initiative assisted top students from ARES 

partner schools in Historically Black Colleges and Universities and Minority 

Institutions. All of these programs clearly recognize that the U.S. military must stay 

ahead of the world not only in military technology, but also in the quality of scientists developing that technology. 

attack on the Pentagon. The EOC has several roles: maintaining secure communications, coordinating all Enduring Freedom/Noble Eagle support, and maintaining 

records and documentation of all its efforts. In addition, the EOC has worked on a 

number of major projects since its inception. One was the development of emergency procedures to cover a spectrum of possible threat contingencies. Personnel 

assigned to the EOC have been working closely with representatives from every 

staff element to develop these procedures. Almost all either have been tested 

through various real-world events or war-gamed for validation. The EOC is refining 

all of its procedures. Another project involved the successful development of reliable communications architecture for both unclassified and classified e-mail. 

Consequently, ARL now has virtually instantaneous access to the various DoD 

resources. A third major project was the identification and justification of force protection augmentation. The project resulted in the approval of thirty activated 

National Guard soldiers and four Individual Mobilization Augmentees (IMAs) to support ARL at Adelphi. 

While ensuring the security of the American homeland was the first priority immediately following the attacks, it became clear that the U.S. military would have to 

mobilize offensive efforts in order to undermine A1 Qaeda's base of operations in 

southwest Asia. As DoD and various other federal agencies fortified America's 
missions of the Army, the much more inmse 

pace of operations, and all the different kinds of 

operatiom we are in~hd in - peacekeeping 

operadons, our current war an termrkm, 

(which Is in a sense, more the same in that it 

focuses on small operatian8 as opposed to a 

major cheater of war) . Mare agile operations 

could mean peacehepi* sr special forces 

aperations.You wodd think that might have 

bm vlniwwr post 91 I I rahr than pre-911 I. So 

I think our new Army vision of the past three 

years, which focuses on aghy, on deployability, 

on lethality, communications was absolutely 

am&& on target. 

Wlh*-k We have #me a long way in the last 

taward aching a much more integrated and seamless integmion bf the talents of 

each of the major segmene of our research 

establishment, and , in facr, I believe that this is a 

very critical thing indeed for the United States' 

position as a world econamic power. 

our military - every sailor, every soldier, every airman, 

every Coast Guardsman, every Marine - I say this: Your mission is defined. The objectives are clear. Your goal is just. You 

have my full confidence, and you will have every tool you 

need to carry out your duty." Much of the technology intended for Army Transformation would now be deployed to assist 

American soldiers in carrying out their duties. 

While ARL's immediate contributions were important in facilitating coordination among DoD agencies and securing the 

research being done at ARL facilities, its most important mission in the coming years will be to continue to provide the 

tools the President mentioned in his 7 October speech. As the 

past ten years have shown, this technology is essential, both 

in the war on terror and the defense of American interests at 

home and throughout the world. The new campaign marks a 

transition in American military priorities, as the primarily 

peacekeeping emphasis of the 1990s makes room for the additional need for the United States to wage an offensive war. 

Technologies meant to protect American soldiers were now 
wgwvp

sensors prior to deployment. Finally, the deployment of the 

already heralded FALCons to soldiers enabled them to translate scores of documents left behind by the Taliban regime. 

While OEF utilized these technologies so as to end A1 Qaeda 

operations in Afghanistan and stabilize the new regime, 

Operation Iraqi Freedom would see a more extensive use of 

ARL-developed technology in combat operations. While an 

exhaustive list of these technologies is unavailable due to the 

ongoing conflict, among technologies fielded were the 

Integrated Meteorological System (IMETS), which provided 

operational weather forecasts and predicted weather patterns in the battlefield. ARL has worked on technology 

enhancements to address specific areas identified by soldiers 

such as forecasting high wind events and dust dispersion - 

critical weather factors in the Iraqi desert. The system was 

deployed to the 3rd Infantry Division, the 173rd Airborne 

Brigade, the lOlst Airborne Division, and Coalition Land 

Forces Component Command. Further, the PILAR/Acoustic 

tion that if it worked on a desktop or in a crew 

station, dren it should work on a dismounted 

soldier. Conceptually, to some extent, that's 

true, except for the interaction between physical wotk and cognitive capacity, and as we carry 

a backpack or just physically go through a race, 

we don't have the cognitive perspective we had 

before the race or before the 20-mile *.And 

that really affects how weU we're going to be 

able to use Information technology.There is also 

a new appreciation for team processes, team 

sharing of information in infantry squads. 
A=* i= provided to us. 

:The other thing that we have done here 

in t,, past ten years is the contributions we 

have made to the Army and the DoD community in terms of computationat appllcacions - science and engineering applications based on 

computational science. We believe strongly that 

by using simulation tools, using high performance computing. we can reduce the time frame 

from research to acquisition through computer 

simulation. 

pg gp

nings to systems being developed, improved, or recapitalized 

by its customers-principally the Army's research, development and engineering centers. Its mission will continue to be 

to "execute fundamental and applied research to provide the 

Army with the key technologies and the analytical support to 

assure supremacy across the spectrum of military operations." The ARL team's current interpretation of this mission 

is "Provide innovative science, technology, and analyses to 

enable Army Transformation." Its more than 2,000 employees 

(of which 1,250 are engineers and scientists) will continue 

their diligent efforts in support of the defense of both 

America and its soldiers. Further, as the Army leader in implementing innovative cooperative agreements (such as the 

Federated Laboratory and its follow-on, the Cooperative 

Technologies Alliances), ARL will continue to facilitate the 

combination of talents and resources of government, industry 

and academia to perform advanced research in communications, displays, sensors, robotics, and power and energy. The 

Laboratory has a large number of agreements with research 
tection. These technologies will be transitioned into Natick Soldier Center developmental systems. These efforts are leading to development of prototype protection 

configurations consistent with Natick Soldier Center technology insertion requirements for personnel armor systems that can defeat emerging ballistic threats at significantly reduced weights. Personnel threats this program is aimed at defeating 

include conventional fragmenting munitions and bullets, emerging low-mass/highdensity fragmenting munitions, and emerging armor-piercing tungsten-core rounds. 

Novel Lethal Mechanisms for Gun and Missile Systems 

ARL is the Army's leader in the investigation of terminal effects of direct-fire armament systems and the application of that knowledge to develop lethal mechanisms 

for penetrators and warheads delivered by large-caliber gun systems or small and 

medium missile systems to defeat all classes of armors. ARL's anti-armor research 

program is directed toward increasing the lethality of kinetic-energy penetrators, 

shapedcharge warheads, and explosively formed penetrators without seriously 

increasing the vulnerability of the weapon system. Technologies developed in this 

program are critical to weapon system developments at the Army Armament RDE 

Center and the Aviation and Missile RDE Center - including the Compact KineticEnergy Missile (CKEM), Tank Extended-Range Munition (TERM), Line-of-Sight AntiTank Missile (LOSAT), and Advanced Kinetic-Energy Penetrator. 
provide the commander 'Yirst hand knowledge" 

of the fast-paced, widely dispersed opeations of 

the future battlefield. 

to turn this "tint 

hand knowledge" of the battlefffld into actions 

at dll allow our forces to move from today's 

"quick draww engagements to a "hunter and the 

huntedn type of engagement in the future. 

Gas turbine engines power the Armys Apache helicopters I and MIA2 Abrams tanks. But someday, a gas turbine engine - 

a microturbine-might replace the batteries to power your 

! portable radio or CD player. In the future, the individual soldier's equipment, as well as commercially available items, I 

1 might be powered by a microturbine. This technology represents an innovative approach to providing a power source 

that potentially has some five to 10 times the energy density 

of batteries. 

Fuel cells 

Simple devices capable of directly converting the chemical 

' 

energy of a fuel into electrical power and water - offer several 

advantages over batteries as potential power sources. They ' are more efficient than combustion technology and, since a I 

fuel cell generates electricity without combustion, it does not 

produce air pollutants. Fuel cells are expected to be an important component providing electrical power to the Army - large 

scale for vehicle mobility and small scale for the individual 

soldier. However, the development of improved hydrogen 
requirement so soldiers will be able to supervise operation of 

the robots rather than directly control them. 

Cognitive Engineering 

Scientists at ARL are researching various aspects of human 

performance on the battlefield to optimize the soldiermachine interaction, so that technology can maximize the soldier's effectiveness. Soldiers increasingly are being overloaded with information on the battlefield, but they still have 

to do a basic job, namely locate and destroy the enemy. 

Cognitive load is an important issue that must be weighed 

because if too much information is provided, the soldier 

could lose the focus of his main objective. 

To address these, there wlll be research teams 

addressing seven technology areas.They are 

energy absorbing materials, mechanical active 

materials for devices and exoskeltons, detecton 

and signature management, biomaterials and 

nanodevices for soldier medical technology, 

process systems for manufacture and processing 

of materials, modeling and simulation, and systems tntegration. 

In addition to military use, great potential is 

anticipated for civilian use in areas such as medical ueatrnent and police and emergency worker protection. 

Range (WSMR), NM. ARL also operates research elements co-located with the 

National Aeronautics and Space Administration (NASA) in Cleveland, OH, and 

Langley, VA. ARL is organized into six directorates and the Office of the Director, the 

Director's Staff, the Office of the Chief of Staff and the Army Research Office. 

The Computational and lnformation Sciences Directorate (CISD) plays a key role 

in information sciences and technology research within the Army and the 

Department of Defense @OD). CISD promotes the use of high performance computing technologies across ARL Directorates, AMC RDECs, and the Defense test and 

evaluation community; critically reviews the current Major Shared Resource Center 

(MSRC) hardware and software architecture and develops a strategic plan for the 

MSRC future; and upgrades ARCS technological infrastructure. CISD also supports 

the Director's "One ARL" concept by providing the policies, plans and execution for 

modernizing the laboratory's next generation information technology (IT) infrastructure. 

With a research mission focused on battlefield communications and networks, data 

fusion and knowledge management, battlespace weather and environmental effects, 

and computational science and engineering, CISD provides the Army with the necessary advances in IT to transition to the Objective Force. CISD operates the ARL 

DoD MSRC, the Army High Performance Computing Research Center (AHPCRC) and 
The directorate performs information operations, vulnerability assessments, electronic warfare investigations and survivability analyses, thereby reducing the overall cost by identifying vulnerabilities and solutions early in the design phase. 

Research generated by SLAD provides support assessments for major military milestone decisions. SLAD also investigates new technologies, which could radically 

change the way combat simulations and war games use key data to evaluate the 

survivability of the Objective Force. It provides the ultra-realistic portrayal of damage within Army simulations to support training, mission rehearsal and develop 

ment of battlefield tactics. 

Scientists and engineers working for SLAD rely on modeling and simulation sup 

ported by laboratory and field experiments. Tests and model predictions are also 

performed in support of congressionally- mandated ballistic live fire testing. SLAD's 

contribution is essential to the successful implementation of the Army 

Transformation Campaign Plan. Its efforts will lead to the survivability of systems, 

such as the Future Combat Systems (FCS). SLAD also conducts objective and integrated survivability and lethality analyses (SLA) on systems of the Interim and 

Objective Forces of Army Transformation and other major and designated nonmajor Army systems. The analyses quantify the effects of electronic warfare, information warfare, ballistic battlefield threats and meteorological conditions on Army 
unique and emerging needs for advanced armor and armaments technologies. In 

partnership with the Army Research, Development and Engineering Centers, industry, national labs, academia, and appropriate foreign institutions, WMRD provides 

the Objective Force and Army Transformation with enabling technologies that will 

revolutionize the lethality and survivability of America's ground forces. The directorate is currently organized into three divisions that address weapons materials 

research and technology, ballistics and weapons concepts, and terminal effects 

phenomenology. 

One of today's most difficult challenges is to ensure that the Army's Future Combat 

Systems will have the same survivability that is provided in the seventy-ton Abrams 

main battle tank. In pursuit of this goal, WMRD executed an aggressive research 

program to provide technologies for active protection against large caliber kinetic 

energy penetrators. WMRD offers responsive solutions and enabling technologies 

for a more lethal and survivable land force comprised of Future Combat Systems 

and manned by the Objective Force Warrior. However, WMRD efforts also support 

ongoing peacekeeping efforts in Bosnia and Kosovo and the war in Afghanistan conducted with Legacy Force equipment such as the Bradley Fighting Vehicle. 

Additionally, WMRD supports the near-term development and fielding of state-ofthe-art combat systems such as the Comanche helicopter. WMRD also manages the 
tists and engineers to leverage specialized NASA research facilities and to collabo

rate on joint programs with highly regarded national and international experts in 

air and ground vehicle technology. VTD research areas include aerodynamics, flight 

controls, propulsions, structures, and transmission technologies. 

The Sensors and Electron Devices Directorate OEDD) serves as the principal 

Army organization for research and development in sensors and electron devices 

technology, ensuring U.S. military superiority and providing the Army with affordable technology for sensing, communications, threat engagement across the electromagnetic spectrum of the battlefield, and in power and energy to provide the 

soldier with reliable, affordable and portable power. SEDD also manages the 

Advanced Sensors and the Power and Energy Collaborative Technology Alliance. 

SEDD focuses on research and development initiatives that contribute to technological advancement in solid-state physics, radiation effects, electro-chemistry (including fuel cells technology and power conversion), high frequency electronics, photonics, microelectromechanics, wide-band-gap electronic materials, nanoscience, 

optoelectronics, biodetection, display phosphors, and fabrication process sciences. 

Research and development results are applied toward Army requirements that 

include portable power resources, cooled/uncooled infrared detectors, lasers, optical systems, signal processing, fire control, guidance, fuzing application, network 
HRED executes a broad-based program of basic research and technology develop 

ment with the objective of optimizing soldier performance and soldier/machine 

interfaces for maximum effectiveness. Extensive research in human perceptual, cognitive, and psychomotor performance builds the framework for human factors and 

MANPRINT advances, thus improving the effectiveness of fielded and developmental systems. HRED also provides Program Executive Office (PEO) Aviation with 

MANPRINT and Human Factors Engineering Support for the effective integration of 

aviation crews in the Comanche helicopter. 

Headquartered at APG, MD, HRED also operates 21 field elements co-located at 

TRADOC Centers and Schools, AMC Research, Development and Engineering 

Centers (RDECs), and developmental and operational test centers. An estimated 30 

percent of HRED staff is dedicated to understanding operational issues and 

addressing current and future human factors challenges with Army systems. HRED 

manages the Advanced Decision Architectures Collaborative Technology Alliance. 

The U.S. Army Research Office (ARO) ARO has enhanced Army capabilities 

through scientific research for the past 50 years by selecting and funding basic 

research proposals from educational institutions, nonprofit organizations and private industry. Its research represents long-range Army views for technology 

changes. 
combat, air defense, combat support, combat service support, soldier support, and 

command, control and communications. 

The primary ARO program provides basic research that responds to the Army's 

operational requirements, while ARO's system of peer review and consulting with 

scientists successfully and consistently produces outstanding scientific work. 

Among the projects that ARO is currently supporting are a compact power source 

for an individual soldier to operate high-tech equipment; the integration of an electro-optical clothing system for climate control and protection and for monitoring 

the health and physiological conditions of a individual soldier, a patient or an athlete; the control and use of a single atom to detect underground structures from 

space; and quantum computing that will revolutionize computing as we know it. 

Headquartered in North Carolina's Research Triangle Park, ARO also has offices in 

Washington and Tokyo with a total workforce of approximately 100 employees, 

including more than 40 scientists and engineers. ARO draws on the talents of 

experts at the University of North Carolina at Chapel Hill, North Carolina State 

University, Duke University and private high-tech organizations in the area. 


An organization such as ARL could not exist 

without the support of advocates in the higher headquarters. We are delighted today to 

welcome Dr. William Berry from the Office of 

the Deputy Undersecretary of Defense for 

Science and Technology. From the Army 

Secretariat we have Mr. James Inman, the 

Department of the Army's Director of 

Acquisition Policy. And Dr. John Parmentola 

from the Office of the Deputy Assistant 

Secretary of the Army for Research and 

Technology. 

ARL is the first step in the Army's research 

and development program. Our work has to 

be handed off to commodity commands, 

which translate our early efforts into items 

used by soldiers. A close tie and careful coordination with these commands is essential. 

We recognize several key officials from these 

and Technology from the Army Materiel 

Command. 

One of the hallmarks of ARL is the relationship with outside research activities such as 

universities and colleges and other federal 

laboratories. We have several attendees representing these constituencies: From the 

Institute of Advanced Technology at the 

University of Texas at Austin- Dr. Harry Fair. 

From the University of New Mexico-Dr. 

Arthur Guenther who is a member of our 

Technical Advisory Board from RCI, a consulting group that has been instrumental in 

helping shape ARL's vision-Mr. Steven Bills 

and Major General, retired, Ralph Wooten 

I am particularly delighted to see so many 

retired ARL employees who have returned to 

share in today's proceedings. I would recognize: Mr. Bruce Fonoroff, Dr. John Frasier, Dr. 
The 389th Army band under direction of remwbered the-good times, and the bad 

Sergeant Justin Searle has made this times of her life: of scoring the highest 

ing a festi oints in fhe regional diving Competition, of 

music7 ot making the schod socder !earn, of winning three awards for academic achieveIn my time as the director of AfU I have ment at the end of foufth grade, of bringing 

been strongg impressed by the support home a less than satisfactory report card in 

, , our local congressional delegation. We have conduct, of friendships that appear liable 

anes with to last a liletime, of friendships tKat went ' 

lield repre bad,. All the typical ups and downs of a 10 

- year old. 

We are particularly delighted that Mr. However, with a11 the looking back the 

' ThomAs E. Dernoga, the council member ' thought that most him was the 

from district: one to the Prince George's incredible future the 10 year old faced. She 

County Council could join us' toda could be whqtever she wpnted to be: XJ 

You will hear later in the ceremony aSirgpaut, a doctgr, a earifig mother, a sob 

era1 reorganizations of units that eventually dier, a teacher, a scientist or engineer, a 

led to Am. The major unit immedigtej$ pre- writer or artist. And she could play these 

ceeding ml was the laboratory cornand. roles in a world perhaps different thafi we 

1 

64 : 

I 
numerous and include such well-known 

organizations as: the Harry Diamond a repo~sibility ofeach worker in ARL. These 

Laboratories, the BaRistic Research lare themes you will hear from both of our 

Army's central research laboratory. As o