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research and development , in industry , two intimately related processes by which new products and new forms of old products are brought into being through technological innovation .

Research and development, a phrase unheard of in the early part of the 20th century, has since become a universal watchword in industrialized nations. The concept of research is as old as science; the concept of the intimate relationship between research and subsequent development, however, was not generally recognized until the 1950s. Research and development is the beginning of most systems of industrial production. The innovations that result in new products and new processes usually have their roots in research and have followed a path from laboratory idea, through pilot or prototype production and manufacturing start-up, to full-scale production and market introduction. The foundation of any innovation is an invention . Indeed, an innovation might be defined as the application of an invention to a significant market need. Inventions come from research—careful, focused, sustained inquiry, frequently trial and error. Research can be either basic or applied, a distinction that was established in the first half of the 20th century.

Basic research is defined as the work of scientists and others who pursue their investigations without conscious goals, other than the desire to unravel the secrets of nature. In modern programs of industrial research and development, basic research (sometimes called pure research) is usually not entirely “pure”; it is commonly directed toward a generalized goal, such as the investigation of a frontier of technology that promises to address the problems of a given industry. An example of this is the research being done on gene splicing or cloning in pharmaceutical company laboratories.

Applied research carries the findings of basic research to a point where they can be exploited to meet a specific need, while the development stage of research and development includes the steps necessary to bring a new or modified product or process into production. In Europe , the United States , and Japan the unified concept of research and development has been an integral part of economic planning , both by government and by private industry.

The first organized attempt to harness scientific skill to communal needs took place in the 1790s, when the young revolutionary government in France was defending itself against most of the rest of Europe. The results were remarkable. Explosive shells, the semaphore telegraph, the captive observation balloon, and the first method of making gunpowder with consistent properties all were developed during this period.

The lesson was not learned permanently, however, and another half century was to pass before industry started to call on the services of scientists to any serious extent. At first the scientists consisted of only a few gifted individuals. Robert W. Bunsen, in Germany, advised on the design of blast furnaces. William H. Perkin, in England, showed how dyes could be synthesized in the laboratory and then in the factory. William Thomson (Lord Kelvin), in Scotland, supervised the manufacture of telecommunication cables. In the United States, Leo H. Baekeland, a Belgian, produced Bakelite, the first of the plastics. There were inventors, too, such as John B. Dunlop, Samuel Morse, and Alexander Graham Bell , who owed their success more to intuition , skill, and commercial acumen than to scientific understanding.

While industry in the United States and most of western Europe was still feeding on the ideas of isolated individuals, in Germany a carefully planned effort was being mounted to exploit the opportunities that scientific advances made possible. Siemens, Krupp, Zeiss, and others were establishing laboratories and, as early as 1900, employed several hundred people on scientific research. In 1870 the Physicalische Technische Reichsanstalt (Imperial Institute of Physics and Technology) was set up to establish common standards of measurement throughout German industry. It was followed by the Kaiser Wilhelm Gesellschaft (later renamed the Max Planck Society for the Advancement of Science), which provided facilities for scientific cooperation between companies.

In the United States, the Cambria Iron Company set up a small laboratory in 1867, as did the Pennsylvania Railroad in 1875. The first case of a laboratory that spent a significant part of its parent company’s revenues was that of the Edison Electric Light Company, which employed a staff of 20 in 1878. The U.S. National Bureau of Standards was established in 1901, 31 years after its German counterpart, and it was not until the years immediately preceding World War I that the major American companies started to take research seriously. It was in this period that General Electric , Du Pont, American Telephone & Telegraph, Westinghouse, Eastman Kodak, and Standard Oil set up laboratories for the first time.

Except for Germany, progress in Europe was even slower. When the National Physical Laboratory was founded in England in 1900, there was considerable public comment on the danger to Britain’s economic position of German dominance in industrial research, but there was little action. Even in France, which had an outstanding record in pure science , industrial penetration was negligible.

World War I produced a dramatic change. Attempts at rapid expansion of the arms industry in the belligerent as well as in most of the neutral countries exposed weaknesses in technology as well as in organization and brought an immediate appreciation of the need for more scientific support. The Department of Scientific and Industrial Research in the United Kingdom was founded in 1915, and the National Research Council in the United States in 1916. These bodies were given the task of stimulating and coordinating the scientific support to the war effort, and one of their most important long-term achievements was to convince industrialists, in their own countries and in others, that adequate and properly conducted research and development were essential to success.

At the end of the war the larger companies in all the industrialized countries embarked on ambitious plans to establish laboratories of their own; and, in spite of the inevitable confusion in the control of activities that were novel to most of the participants, there followed a decade of remarkable technical progress. The automobile, the airplane, the radio receiver, the long-distance telephone, and many other inventions developed from temperamental toys into reliable and efficient mechanisms in this period. The widespread improvement in industrial efficiency produced by this first major injection of scientific effort went far to offset the deteriorating financial and economic situation.

The economic pressures on industry created by the Great Depression reached crisis levels by the early 1930s, and the major companies started to seek savings in their research and development expenditure. It was not until World War II that the level of effort in the United States and Britain returned to that of 1930. Over much of the European continent the depression had the same effect, and in many countries the course of the war prevented recovery after 1939. In Germany Nazi ideology tended to be hostile to basic scientific research, and effort was concentrated on short-term work.

The picture at the end of World War II provided sharp contrasts. In large parts of Europe industry had been devastated, but the United States was immensely stronger than ever before. At the same time the brilliant achievements of the men who had produced radar, the atomic bomb , and the V-2 rocket had created a public awareness of the potential value of research that ensured it a major place in postwar plans. The only limit was set by the shortage of trained persons and the demands of academic and other forms of work.

Since 1945 the number of trained engineers and scientists in most industrial countries has increased each year. The U.S. effort has stressed aircraft, defense, space, electronics , and computers. Indirectly, U.S. industry in general has benefited from this work, a situation that compensates in part for the fact that in specifically nonmilitary areas the number of persons employed in the United States is lower in relation to population than in a number of other countries.

Outside the air, space, and defense fields the amount of effort in different industries follows much the same pattern in different countries, a fact made necessary by the demands of international competition. (An exception was the former Soviet Union , which devoted less R and D resources to nonmilitary programs than most other industrialized nations.) An important point is that countries like Japan, which have no significant aircraft or military space industries, have substantially more manpower available for use in the other sectors. The preeminence of Japan in consumer electronics, cameras, and motorcycles and its strong position in the world automobile market attest to the success of its efforts in product innovation and development.

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What Is Research and Development (R&D)? Definition and Guide

Learn the definition of research and development, the types of R&D, and the benefits and risks of investing in research and development for your business

When it comes to the products and ideas that revolutionize and reshape our world, it can be tempting to imagine them springing from a singular moment of inspiration (think Isaac Newton and the apple).

The truth, however, is that in any industry, the most innovative and successful products are typically the result of years of study, experimentation, and hard work. That process is known as research and development—and whether you're running a high-tech Fortune 500 company or a small online store, it can be the first step to incredible success.

In this guide, you'll learn the definition of research and development, as well as the potential benefits and risks of investing in the practice.

What is research and development?

Research and Development is a systematic activity that companies undertake to innovate and introduce new products and services or to improve their existing offerings. 

Many people think of pharmaceutical and technology companies when they hear “R&D,” but other firms, including those that produce consumer products, invest time and resources into R&D as well. For example, a spaghetti sauce brand's many variations on the original product – “Chunky Garden,” “Four Cheese,” and “Tomato Basil Garlic”– are the results of extensive R&D.

Any business that creates and sells a product or service, whether it's software or spark plugs,  invests in some level of R&D .

Basic vs. applied research

Research and development comes in two main types: basic, and applied.

Basic research

Basic research (also known as fundamental research) is focused on improving our understanding of a particular problem or phenomenon through exploration of big questions. Some examples of basic research questions are:

• Why do mice get caught in traps?
• Why are some people allergic to gluten?

While basic research can certainly help a company acquire new knowledge, its focus on research for its own sake means that the financial benefits are uncertain. Consequently, this type of research and development is primarily performed by large corporations, universities, and government agencies.

Applied research

Applied research is also done to acquire knowledge. But unlike basic research, it's done with a specific goal, use, or product in mind. Where basic research is theoretical, applied research is practical, with a focus on finding workable solutions for current problems. Some examples of applied research questions include:

• How can we build a better mousetrap?
• What combination of flours will produce the best gluten-free pie crust?

Why invest in research and development?

While the overarching goal of research and development is to add to a company's bottom line, companies undertake R&D for a variety of reasons.

• Create new and improved products: Whether you're starting a new company, or looking to expand your existing offerings, innovation research can help you meet customer demands for new and better products that solve their problems more quickly and easily.
• Increase business efficiency: R&D can help you gain knowledge about your production processes, business structure, and place in the market, providing insights that increase productivity by eliminating time-consuming inefficiencies and allocating resources to the most impactful projects.
• Reduce costs: Profits aren't the only way that research and development can pay off. In fact, many companies focus their R&D on improving existing technologies and processes for internal use, reducing the overall cost of bringing your products to market.
• Remain competitive: Research and development is a great way to stay ahead of the competition . By investing in emerging technologies that improve your products, you can gain a competitive edge over even the most established firms.
• Secure investment: Even if your research efforts aren't immediately profitable, they may point to future innovations or developments that investors are excited to support.

Who handles research and development?

Often, research and development is handled in house by an internal department in a company, but it can also be outsourced to a specialist or a university. Large multinational companies might do all three, and some of the outsourced work might be done in another country so that the company leverages both the talent and local market knowledge there.

Outsourced R&D is especially appealing to the small business owner who has a new product concept but lacks the design or engineering staff needed to create and test options. Solopreneurs who offer software as a service are an example on the smallest scale, as they sometimes outsource the R&D and resulting software development.

R&D and accounting

There are no guarantees when it comes to research and development, and it's very unlikely to lead to an immediate profit. Often, a company will spend a large amount of money in search of a better method, material, or medication, and never see a return on the investment. In this sense R&D is not an asset: it's a business  expense . For that reason, general  accounting  standards and practices dictate that most (but not all) costs associated with research and development be charged to expense as incurred.

That said, businesses can mitigate some of the impacts of research and development by leveraging federal tax breaks and deductions focused on promoting R&D.

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Research and development FAQ

What does r&d stand for, why is research and development important, what are the challenges of research and development, what is the difference between r&d and product development.

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What Is Research and Development (R&D) and Why It's Important for Businesses

Rebecca woolf.

The practice of research and development (R&D) may help your company expand and flourish. R&D is the process of generating new, better goods and services to meet the demands of your customers after investigating your market and your client base.

Businesses with an R&D plan are more likely to succeed than those without one. An R&D plan may raise efficiency, foster innovation, and strengthen your company's competitive edge.

In-Depth Understanding of Research and Development (R&D)

Importance of research and development (r&d) for business.

R&D is frequently used to refer to innovation in the business and public sectors. It enables a business to maintain a competitive edge. Without a R&D program, a business might not be able to exist on its own. Instead, it may need to rely on alternative innovation methods, such as collaborations or mergers and acquisitions (M&A). Through R&D, companies can produce new products and improve their existing offerings.

Most of a corporation's operational tasks are distinct from R&D. Normally, research and/or development are not carried out with the hope of making money immediately. Instead, it is anticipated to help a firm become more profitable over the long run. Companies that focus to set up and employ entire R&D departments commit a sizable sum of money to the project.

There is no immediate payout, and the return on investment (ROI) is unpredictable. Thus they must estimate the risk-adjusted return on their R&D investment, which inherently entails capital risk. Although, R&D requires a considerable investment, so the level of capital risk increases.

The ability to do research and development (R&D) is not limited to large enterprises. R&D is another tool that small businesses may use to enhance operations, develop fresh, superior goods and services, boost profits, and become more competitive. Here are seven ways that R&D may help you realise an original concept for a new good or service:

Improve Productivity and Differentiate Products

Businesses get a competitive edge by outperforming their rivals in a way that is difficult for them to imitate. It is simpler to outperform competitors if R&D activities result in an enhanced business process—reducing marginal costs or raising marginal productivity.

R&D Tax Credits

The IRS began providing tax advantages to businesses in 1981, so they could spend money and hire people for research and development. Along with a special 20-year carry-forward provision for the credit, such costs may be applied to reduce tax liability.

Mergers and Buyouts

By offering their outstanding ideas to well-established companies with ample resources, many small company owners and entrepreneurs have amassed substantial sums of money quickly. Although buyouts are more frequent among Internet businesses, they can occur wherever there is a strong incentive for innovation.

R&D Advantages in Marketing and Advertising

Advertising is rife with boasts of ground-breaking new methods or previously unseen goods and technology. Customers frequently desire new and improved items only because they are brand-new. In the proper market, R&D departments may serve as advertising wings.

Leveraging R&D initiatives, companies may develop very successful marketing plans to introduce new products or updated versions of existing products. A business might develop cutting-edge marketing strategies that complement its imaginative items and boost market involvement. Innovative new things or features can grow market share by offering clients something they've never seen before.

Competitive Edge

You may get an edge over rivals and become the industry leader through research and development (R&D). The creation of new goods and services can also lead to the creation of new intellectual property for your company, which may have financial advantages for you as well.

Collaboration

R&D projects may benefit greatly from collaboration, which is frequently essential to its success. For example, your company may collaborate with another firm, a university, or a college. It enables the sharing of talents and knowledge, as well as access to resources, knowledge, and maybe fresh ideas that would not otherwise be available to your company.

Your brand and reputation may be strengthened by participating in R&D. The economic success of the ensuing goods and services might gain from the engagement of a reliable, trustworthy partner or a powerful scientific organisation.

Companies invest in R&D for various reasons, including improved market participation, cost management advantages, improvements in marketing capabilities, and trend-matching. A corporation may stay current by using R&D to track or stay ahead of market trends. While resources must be set aside for R&D, the innovations developed via this research can help to save costs by resulting in more efficient goods or production methods.

Given the degree of competition and the constant advancement of manufacturing techniques and procedures, research and development are crucial to a business. It is particularly critical in marketing, where companies maintain a sharp watch on competitors and clients to stay on top of current trends and assess their clientele's requirements, requests, and preferences. The outcomes are certain to be positive if a business has contributed significantly to R&D, but more R&D investment does not equate to increased inventiveness, profit, or market share.

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What do you want to do?

What is research and development.

Research and development (R&D) is when businesses gather knowledge to create new products or discover new ways to improve their existing products and services. Larger companies may have their own research and development team that will test and refine products or processes before commercial use. However, many companies outsource this work to universities due to a lack of in-house capacity and to access the expertise and advanced research equipment they possess.

Some companies invest far more in R&D than others due to the competitiveness and demands of their industry. For example, a consumer technology company is always trying to release devices that are more appealing than its competitors so will invest heavily on product design research to make their devices more innovative. 

Businesses of all sizes need to invest in research and development if they want to achieve future growth, stay abreast of developments in their industry and reduce production costs. Fortunately, Brunel University London is a world leading research institution dedicated to delivering solutions to a broad range of organisations of all sizes. We have academics from a wide range of disciplines that are bringing significant benefits to our business partners.

Benefits of research and development at Brunel University London:

• Inexpensive way to explore new ideas and find a gap in the market
• We can help you secure funding from the Government and the EU to develop your business whether your organisation is large or small
• We have world class equipment, expertise and facilities to conduct research projects and are continually investing money in the latest technology
• Working with Brunel can improve brand reputation and profile and potentially attract future investment
• Bringing innovative products to the market could give your business a competitive advantage. 

Which research and development method is right for you? 

There are a number of services we offer, however, it is important to have an objective when selecting a specific type of research and development so you can achieve your business goals in the most efficient way possible. 

For example: 

Objective: Develop new products and services

Innovation Voucher If you have an idea for a new product we can offer you a voucher valued between £1,000 - £5,000 to cover the project costs. This initiative is best suited to new start-ups and SMEs. 

Knowledge Transfer Partnerships  Transfer knowledge and expertise from the academic partner to your organisation to enable a progressive change in technology and expertise to impact on new products and services.  Co-Innovate 

A scheme funded by the European Regional Development Fund to help support new product and service innovation for SMEs in London. The services offered by Co-Innovate are free but you must be an SME based in London. 

Objective: Resolve a specific product or process problem 

Consultancy 

Access directly Brunel's world leading academic expertise and have focused attention to address a specific problem or issue. 

Objective: Explore ideas for new products and services

Research Partnerships

Larger organisations may want to form a partnership with us to generate mutually valuable and beneficial research for the long term. 

Undergraduate Student Project

Use Brunel's students to develop and amplify new concepts and prototypes. If this is something you are interested in please get in touch with our research team. 

Commercialisation 

It's possible that right now a particular piece of research is being developed in one of our research centres that could potentially be a marketable product/service within your industry and you may want to monetise it. 

Objective: Up-skill staff

Knowledge Transfer Partnerships 

Highly qualified staff or graduates work in your company's premises and project manage an agreed programme to transfer new technical skills and knowledge to your company staff. 

Co-Innovate 

Co-Innovate organise a number of events throughout the year for SMEs to help small businesses gain valuable business insights. 

Can't see your requirements here?  If you have a different business objective that we have not covered but could benefit from employing research and development please get in touch so we can see if we can help you. 

Your project could be short or long, large or small in scope and scale so it is hard to calculate a cost of a project until we have analysed different factors such as your specific needs, project duration and level of expertise needed. Once we get in contact with you to discuss your goals and put all these factors into consideration we can then let you know the cost before work commences. However, we may also be able to help you get access to funding to cover the costs of some of these services. 

Research and Development 

Research and development are the processes businesses follow to develop and introduce new products and improve existing services.  

Home > Research Glossary > Research and Development

What is research and development? 

Research and development (R&D) refers to the activities that businesses engage in to: 

• Develop and introduce new products and services or
• Innovate and improve on existing products and services 

R&D can be an invaluable tool for building and enhancing your business. It involves conducting a thorough investigation into your industry, your competitors, and your customers and uncovering the data and insights that are most important to your company.  

Armed with this information, you can be more strategic and better informed for meeting the needs of both your customers and your organization. So, finding this type of accurate, complete information in a timely fashion is essential to making smarter, more impactful business decisions. 

Why are data and insights important for your R&D strategy  

Data and the insights you draw from that data are critical to any R&D strategy. They help you: 

• Paint a more complete picture of the industry landscape, of a competitor, or of a particular individual
• Identify existing or emerging trends
• Unlock new business opportunities
• Build successful strategies so you can confidently make the right decisions for your organization
• Mitigate market disruptions and be risk resilient 

What’s more, data provides crucial insights into the factors influencing your business not just today, but also well into the future. Equipped with this knowledge, you’re in a much stronger position to create long-term value for your customers, markets, and relationships.  

What kind of data do you need for your R&D strategy  

No one can dispute that the Internet is an amazing tool. With it, we have at our fingertips immediate access to seemingly immeasurable amounts of free data – facts, statistics, and insights. But the Internet also comes with its limitations and hazards, especially when it comes to important research. Some challenges of using only the open web to conduct research include: 

• Questionable sources
• Outdated information
• Fake news or misinformation
• Inconvenient paywalls or other research dead ends
• Information gaps or, conversely, content overload 

In today's information-on-demand age, traditional search engines and general online research just won’t suffice for a robust R&D strategy. You need a smarter, more efficient approach, one that: 

• Avoids these internet obstacles
• Takes your research beyond the one-dimensional and draws from wide-ranging, first-rate sources
• Indexes and filters the research, so you’re getting only the data that’s most important to your organization
• Turns that data into actionable insights that strengthen your decision-making and help you achieve your business objectives 

So, it’s not about just any data – it’s about the right data. Trusted, well-vetted, and comprehensive information is critical for robust R&D. That means knowing where to get such valuable data and having the research tools in place to deliver it are key to developing a successful R&D strategy. 

How LexisNexis supports research and development 

Nexis ®    supplies content from the world's leading publishers. It aggregates information from more than 40,000 international news and business outlets, as well as from thousands of business-relevant websites, blogs, and forums. Tens of thousands of sources and millions of documents are at your disposal for company research. 

It enables you to search this expertly curated content for all the relevant, credible, quality information you need – all in one place – and access reports, data, and info that’s often locked behind a paywall. You can organize and keep track of your research using alerts, personalized dashboards, reports, and customizable analyses. 

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Start » strategy, what is research and development .

Research and development provides businesses with the information they need to successfully bring their products or services to market.

In any industry, even the most revolutionary products and services are rarely fully conceptualized on day 1. Most often, success in the market stems from extensive, effective research and development (R&D). This is especially true for small businesses, which contribute a significantly higher percentage of sales to R&D work than larger businesses.

Here’s everything you need to know about R&D and why it’s well worth the investment.

What is research and development?

R&D refers to the various activities businesses conduct to prepare new products or services for the marketplace. Businesses of all sizes and sectors can partake in R&D activities, though the amount of investment can vary. For example, technology and health care companies tend to have higher R&D expenses , as do enterprises with larger budgets.

Typically the first step in the development process, R&D is not expected to yield immediate profits. Rather, it focuses on innovation and setting up a company for long-term profitability. During this process, businesses may secure patents, copyrights, and other intellectual property associated with their products and services.

At larger companies, R&D activities are often handled in-house by a designated R&D department. However, some smaller companies may opt to outsource R&D to a third-party research firm, a specialist, or an educational institution.

[Read more: 7 Ways to Find Small Business Grant Opportunities ]

Types of research and development

R&D activities typically fall into one of three main categories:

• Basic research: Basic research, sometimes called fundamental research, aims to provide theoretical insight into specific problems or phenomena. For example, a company looking to develop a new toy for children might conduct basic research into child play development.
• Applied research: This type of research is practical and conducted with a specific goal in mind, most often discovering new solutions for existing problems. The children’s toy company from the previous example might conduct applied research into developing a toy that facilitates play development in a new or improved way.
• Development research: In development research, researchers focus exclusively on applied research to develop new products and improve existing ones. For example, a team of development researchers may test the hypothetical company’s new toy or implement feedback obtained from customers.

Small businesses have limited resources. They don’t have that endless budget that the Fortune 500 company has, which means the small business will have to get creative to conduct worthwhile research and development.

Becca Hoeft, CEO and Founder of Morris Hoeft Group

Why invest in research and development?

While R&D can require a significant investment, it also yields several advantages. Below are four specific areas where your business can benefit by conducting R&D.

New products

R&D supports businesses in developing new offerings or improving existing ones based on market demand. By conducting research and applying your findings to your final product, companies are more likely to develop something that meets customers’ needs and performs well in the marketplace.

R&D can help businesses understand their place in the market as well as identify inefficiencies in their workflows. Insights from R&D activities can illuminate ways to improve operations as well as where to most effectively allocate resources, increasing overall efficiency.

Cost reductions

While developing a well-researched product or service that performs well is likely to maximize profit, R&D aimed at improving internal processes and technologies can reduce the cost of bringing products and services to market.

Businesses that invest in R&D may be eligible for specific tax incentives. For one, the federal R&D tax credit offers a dollar-for-dollar reduction in tax liability for businesses that partake in various research-based activities. Eligible companies can apply for this credit by submitting Form 6765 with their business taxes.

[Read more: How to Seek Funding for Your Invention ]

Overcoming the challenges of small business R&D

According to Becca Hoeft, CEO and Founder of Morris Hoeft Group , small businesses may face numerous challenges related to R&D that their larger counterparts might not experience.

“Small businesses have limited resources,” said Hoeft. “They don’t have that endless budget that the Fortune 500 company has, which means the small business will have to get creative to conduct worthwhile research and development.”

While R&D funding is available through various government grants, university programs, and research institutions, Hoeft noted that it may take some time and strategic planning to obtain it. She recommended that small business owners start talking publicly about what kind of research they are doing and what they need to conduct it.

“Don’t hide under a rock and expect money to magically appear,” Hoeft told CO—. “Get on a stage at a relevant conference [or] start a blog series about your idea.”

Keep in mind that once you start sharing your ideas and what you want to research, “it’s out there in the universe,” said Hoeft. Therefore, protecting your intellectual property before you begin and during the research process is extremely important.

“Ensure your trademarks, patents, and copyrights are in place to protect you and your small business,” Hoeft added.

[Read more: How to Qualify for and Claim the R&D Tax Credit ]

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• Investing in R&D
• What R&D Offers
• The R&D Tax Credit

Buyouts and Mergers

• R&D Benefits

The Bottom Line

• Business Essentials

Why You Should Invest in Research and Development (R&D)

Research and development (R&D) is the part of a company's operations that seeks knowledge to develop, design, and enhance its products, services, technologies, or processes. Along with creating new products and adding features to old ones, investing in research and development connects various parts of a company's strategy and business plan.

According to the latest Business Enterprise Research and Development survey by the National Center for Science and Engineering and the U.S. Census Bureau, businesses spent $32.5 billion to support their R&D activities in 2020.

Here are some reasons your business should invest in research and development.

Key Takeaways

• Research and development (R&D) is an essential driver of economic growth as it spurs innovation, invention, and progress.
• R&D spending can lead to breakthroughs that can drive profits and well-being for consumers.
• Today, R&D is present in nearly every business sector as companies jockey for position in their respective markets.
• Smaller firms engaged in R&D can offset some of these costs and attract investors thanks to a federal tax break.

Investing in Research and Development (R&D)

The Internal Revenue Service's definition of research and development is investigative activities that a person or business chooses to do with the desired result of a discovery that will create an entirely new product, product line, or service.

However, the activities don't only need to be for disovering new products or services—this is only for tax purposes.

R&D isn’t just about creating new products; it can be used to strengthen an existing product or service with additional features.

Research refers to any new science or thinking that will result in a new product or new features for an existing product. Research can be broken down into either basic research or applied research. Basic research seeks to delve into scientific principles from an academic standpoint, while applied research aims to use that basic research in a real-world setting.

The development portion refers to the actual application of the new science or thinking so that a new or increasingly better product or service can begin to take shape.

Research and development is essentially the first step in developing a new product, but product development is not exclusively research and development. An offshoot of R&D, product development can refer to the entire product life cycle , from conception to sale to renovation to retirement.

R&D Offers Productivity, Product Differentiation

Firms gain a competitive advantage by performing in some way that their rivals cannot easily replicate. If R&D efforts lead to an improved type of business process—cutting marginal costs or increasing marginal productivity—it is easier to outpace competitors.

R&D often leads to a new type of product or service—for example, without research and development, cell phones or other mobile devices would never have been created. The internet, and even how people live today, would be completely different if businesses had not conducted R&D in the past.

Research results give businesses a means to find issues people have and ways to address them, and development allows companies to find unique and different ways to fix the problems.

This leads to many different product and service variations, which gives consumers choices and keeps the markets competitive. Some examples of companies that carry out R&D activities are auto manufacturers, software creators, cutting-edge tech companies, and pharmaceutical firms.

The R&D Tax Credit

In 1981, the IRS started offering tax breaks for companies to spend money and hire employees for research and development. Qualifying companies include startups and other small ventures with qualified research expenses. Such expenses can be used to offset tax liabilities , along with an impressive 20-year carry-forward provision for the credit.

Many entrepreneurs and small businesses have made a large sum of money in a short time by selling good ideas to established firms with many resources. Buyouts are particularly common with online companies, but they can be seen wherever there is a lot of incentive to innovate.

Research and development can help your ideas or business become more attractive to investors and other companies looking to expand.

Advertising and Marketing R&D Benefits

Advertising is full of claims about revolutionary new techniques or never-before-seen products and technologies. Consumers demand new and improved products, sometimes simply because they are new. R&D departments can act as advertising wings in the right market.

R&D strategies let companies create highly effective marketing strategies around releasing a new or existing product with new features. A company can create marketing campaigns to match innovative products and market participation.

What Are the Reasons for R&D?

Research and development keep your business competitive. Without R&D, you risk losing your competitive advantage and falling behind other companies researching and developing new products in your industry.

Why Is R&D Important for Startups?

R&D is essential because it helps you keep your business momentum going. New products and services help you attract more customers, make sales, and give you something to talk about with your investors.

What Factors are Essential in Successful R&D?

Successful research and development depend on many factors, but the most important is a strong interest from your customer base and investors. If you spend money and time researching and developing something no one wants, it's being wasted.

Increased market participation, cost management benefits, advancements in marketing abilities, and trend-matching are all reasons companies invest in R&D. R&D can help a company follow or stay ahead of market trends and keep the company relevant.

Although resources must be allocated to R&D, the innovations gained through this research can actually work to reduce costs through more efficient production processes or more efficient products. R&D efforts can also reduce corporate income tax, thanks to the deductions and credits they generate.

National Center for Science and Engineering. " Businesses Invested $32.5 Billion in Assets to Support Their R&D Activities in the United States in 2020 ."

Tax Foundation. " Reviewing the Federal Tax Treatment of Research & Development Expenses ."

Internal Revenue Service. " About Form 6765, Credit for Increasing Research Activities ."

Internal Revenue Service. " Instructions for Form 3800 (2022) ," Page 2.

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Introduction

• Introduction to Program Evaluation for Public Health Programs: A Self-Study Guide

‹ View Table of Contents

• What Is Program Evaluation?
• Evaluation Supplements Other Types of Reflection and Data Collection
• Distinguishing Principles of Research and Evaluation
• Why Evaluate Public Health Programs?
• CDC’s Framework for Program Evaluation in Public Health
• How to Establish an Evaluation Team and Select a Lead Evaluator
• Organization of This Manual

Most program managers assess the value and impact of their work all the time when they ask questions, consult partners, make assessments, and obtain feedback. They then use the information collected to improve the program. Indeed, such informal assessments fit nicely into a broad definition of evaluation as the “ examination of the worth, merit, or significance of an object. ” [4] And throughout this manual, the term “program” will be defined as “ any set of organized activities supported by a set of resources to achieve a specific and intended result. ” This definition is intentionally broad so that almost any organized public health action can be seen as a candidate for program evaluation:

• Direct service interventions (e.g., a program that offers free breakfasts to improve nutrition for grade school children)
• Community mobilization efforts (e.g., an effort to organize a boycott of California grapes to improve the economic well-being of farm workers)
• Research initiatives (e.g., an effort to find out whether disparities in health outcomes based on race can be reduced)
• Advocacy work (e.g., a campaign to influence the state legislature to pass legislation regarding tobacco control)
• Training programs (e.g., a job training program to reduce unemployment in urban neighborhoods)

What distinguishes program evaluation from ongoing informal assessment is that program evaluation is conducted according to a set of guidelines. With that in mind, this manual defines program evaluation as “the systematic collection of information about the activities, characteristics, and outcomes of programs to make judgments about the program, improve program effectiveness, and/or inform decisions about future program development.” [5] Program evaluation does not occur in a vacuum; rather, it is influenced by real-world constraints. Evaluation should be practical and feasible and conducted within the confines of resources, time, and political context. Moreover, it should serve a useful purpose, be conducted in an ethical manner, and produce accurate findings. Evaluation findings should be used both to make decisions about program implementation and to improve program effectiveness.

Many different questions can be part of a program evaluation, depending on how long the program has been in existence, who is asking the question, and why the information is needed.

In general, evaluation questions fall into these groups:

• Implementation: Were your program’s activities put into place as originally intended?
• Effectiveness: Is your program achieving the goals and objectives it was intended to accomplish?
• Efficiency: Are your program’s activities being produced with appropriate use of resources such as budget and staff time?
• Cost-Effectiveness: Does the value or benefit of achieving your program’s goals and objectives exceed the cost of producing them?
• Attribution: Can progress on goals and objectives be shown to be related to your program, as opposed to other things that are going on at the same time?

All of these are appropriate evaluation questions and might be asked with the intention of documenting program progress, demonstrating accountability to funders and policymakers, or identifying ways to make the program better.

Planning asks, “What are we doing and what should we do to achieve our goals?” By providing information on progress toward organizational goals and identifying which parts of the program are working well and/or poorly, program evaluation sets up the discussion of what can be changed to help the program better meet its intended goals and objectives.

Increasingly, public health programs are accountable to funders, legislators, and the general public. Many programs do this by creating, monitoring, and reporting results for a small set of markers and milestones of program progress. Such “performance measures” are a type of evaluation—answering the question “How are we doing?” More importantly, when performance measures show significant or sudden changes in program performance, program evaluation efforts can be directed to the troubled areas to determine “Why are we doing poorly or well?”

Linking program performance to program budget is the final step in accountability. Called “activity-based budgeting” or “performance budgeting,” it requires an understanding of program components and the links between activities and intended outcomes. The early steps in the program evaluation approach (such as logic modeling) clarify these relationships, making the link between budget and performance easier and more apparent.

While the terms surveillance and evaluation are often used interchangeably, each makes a distinctive contribution to a program, and it is important to clarify their different purposes. Surveillance is the continuous monitoring or routine data collection on various factors (e.g., behaviors, attitudes, deaths) over a regular interval of time. Surveillance systems have existing resources and infrastructure. Data gathered by surveillance systems are invaluable for performance measurement and program evaluation, especially of longer term and population-based outcomes. In addition, these data serve an important function in program planning and “formative” evaluation by identifying key burden and risk factors—the descriptive and analytic epidemiology of the public health problem. There are limits, however, to how useful surveillance data can be for evaluators. For example, some surveillance systems such as the Behavioral Risk Factor Surveillance System (BRFSS), Youth Tobacco Survey (YTS), and Youth Risk Behavior Survey (YRBS) can measure changes in large populations, but have insufficient sample sizes to detect changes in outcomes for more targeted programs or interventions. Also, these surveillance systems may have limited flexibility to add questions for a particular program evaluation.

In the best of all worlds, surveillance and evaluation are companion processes that can be conducted simultaneously. Evaluation may supplement surveillance data by providing tailored information to answer specific questions about a program. Data from specific questions for an evaluation are more flexible than surveillance and may allow program areas to be assessed in greater depth. For example, a state may supplement surveillance information with detailed surveys to evaluate how well a program was implemented and the impact of a program on participants’ knowledge, attitudes, and behavior. Evaluators can also use qualitative methods (e.g., focus groups, semi-structured or open-ended interviews) to gain insight into the strengths and weaknesses of a particular program activity.

Both research and program evaluation make important contributions to the body of knowledge, but fundamental differences in the purpose of research and the purpose of evaluation mean that good program evaluation need not always follow an academic research model. Even though some of these differences have tended to break down as research tends toward increasingly participatory models [6]  and some evaluations aspire to make statements about attribution, “pure” research and evaluation serve somewhat different purposes (See “Distinguishing Principles of Research and Evaluation” table, page 4), nicely summarized in the adage “Research seeks to prove; evaluation seeks to improve.” Academic research focuses primarily on testing hypotheses; a key purpose of program evaluation is to improve practice. Research is generally thought of as requiring a controlled environment or control groups. In field settings directed at prevention and control of a public health problem, this is seldom realistic. Of the ten concepts contrasted in the table, the last three are especially worth noting. Unlike pure academic research models, program evaluation acknowledges and incorporates differences in values and perspectives from the start, may address many questions besides attribution, and tends to produce results for varied audiences.

Research Principles

Program Evaluation Principles

Scientific method

• State hypothesis.
• Collect data.
• Analyze data.
• Draw conclusions.

Framework for program evaluation

• Engage stakeholders.
• Describe the program.
• Focus the evaluation design.
• Gather credible evidence.
• Justify conclusions.
• Ensure use and share lessons learned.

Decision Making

Investigator-controlled

• Authoritative.

Stakeholder-controlled

• Collaborative.
• Internal (accuracy, precision).
• External (generalizability).

Repeatability program evaluation standards

• Feasibility.
• Descriptions.
• Associations.
• Merit (i.e., quality).
• Worth (i.e., value).
• Significance (i.e., importance).

Isolate changes and control circumstances

• Narrow experimental influences.
• Ensure stability over time.
• Minimize context dependence.
• Treat contextual factors as confounding (e.g., randomization, adjustment, statistical control).
• Understand that comparison groups are a necessity.

Incorporate changes and account for circumstances

• Expand to see all domains of influence.
• Encourage flexibility and improvement.
• Maximize context sensitivity.
• Treat contextual factors as essential information (e.g., system diagrams, logic models, hierarchical or ecological modeling).
• Understand that comparison groups are optional (and sometimes harmful).

Data Collection

• Limited number (accuracy preferred).
• Sampling strategies are critical.
• Concern for protecting human subjects.

Indicators/Measures

• Quantitative.
• Qualitative.
• Multiple (triangulation preferred).
• Concern for protecting human subjects, organizations, and communities.
• Mixed methods (qualitative, quantitative, and integrated).

Analysis & Synthesis

• One-time (at the end).
• Focus on specific variables.
• Ongoing (formative and summative).
• Integrate all data.
• Attempt to remain value-free.
• Examine agreement on values.
• State precisely whose values are used.

Conclusions

Attribution

• Establish time sequence.
• Demonstrate plausible mechanisms.
• Control for confounding.
• Replicate findings.

Attribution and contribution

• Account for alternative explanations.
• Show similar effects in similar contexts.

Disseminate to interested audiences

• Content and format varies to maximize comprehension.

Feedback to stakeholders

• Focus on intended uses by intended users.
• Build capacity.
• Emphasis on full disclosure.
• Requirement for balanced assessment.
• To monitor progress toward the program’s goals
• To determine whether program components are producing the desired progress on outcomes
• To permit comparisons among groups, particularly among populations with disproportionately high risk factors and adverse health outcomes
• To justify the need for further funding and support
• To find opportunities for continuous quality improvement.
• To ensure that effective programs are maintained and resources are not wasted on ineffective programs

Program staff may be pushed to do evaluation by external mandates from funders, authorizers, or others, or they may be pulled to do evaluation by an internal need to determine how the program is performing and what can be improved. While push or pull can motivate a program to conduct good evaluations, program evaluation efforts are more likely to be sustained when staff see the results as useful information that can help them do their jobs better.

Data gathered during evaluation enable managers and staff to create the best possible programs, to learn from mistakes, to make modifications as needed, to monitor progress toward program goals, and to judge the success of the program in achieving its short-term, intermediate, and long-term outcomes. Most public health programs aim to change behavior in one or more target groups and to create an environment that reinforces sustained adoption of these changes, with the intention that changes in environments and behaviors will prevent and control diseases and injuries. Through evaluation, you can track these changes and, with careful evaluation designs, assess the effectiveness and impact of a particular program, intervention, or strategy in producing these changes.

Recognizing the importance of evaluation in public health practice and the need for appropriate methods, the World Health Organization (WHO) established the Working Group on Health Promotion Evaluation. The Working Group prepared a set of conclusions and related recommendations to guide policymakers and practitioners. [7] Recommendations immediately relevant to the evaluation of comprehensive public health programs include:

• Encourage the adoption of participatory evaluation approaches that provide meaningful opportunities for involvement by all of those with a direct interest in initiatives (programs, policies, and other organized activities).
• Require that a portion of total financial resources for a health promotion initiative be allocated to evaluation—they recommend 10%.
• Ensure that a mixture of process and outcome information is used to evaluate all health promotion initiatives.
• Support the use of multiple methods to evaluate health promotion initiatives.
• Support further research into the development of appropriate approaches to evaluating health promotion initiatives.
• Support the establishment of a training and education infrastructure to develop expertise in the evaluation of health promotion initiatives.
• Create and support opportunities for sharing information on evaluation methods used in health promotion through conferences, workshops, networks, and other means.

Program evaluation is one of ten essential public health services [8] and a critical organizational practice in public health. [9] Until recently, however, there has been little agreement among public health officials on the principles and procedures for conducting such studies. In 1999, CDC published Framework for Program Evaluation in Public Health and some related recommendations. [10] The Framework, as depicted in Figure 1.1, defined six steps and four sets of standards for conducting good evaluations of public health programs.

The underlying logic of the Evaluation Framework is that good evaluation does not merely gather accurate evidence and draw valid conclusions, but produces results that are used to make a difference. To maximize the chances evaluation results will be used, you need to create a “market” before you create the “product”—the evaluation. You determine the market by focusing evaluations on questions that are most salient, relevant, and important. You ensure the best evaluation focus by understanding where the questions fit into the full landscape of your program description, and especially by ensuring that you have identified and engaged stakeholders who care about these questions and want to take action on the results.

The steps in the CDC Framework are informed by a set of standards for evaluation. [11] These standards do not constitute a way to do evaluation; rather, they serve to guide your choice from among the many options available at each step in the Framework. The 30 standards cluster into four groups:

Utility: Who needs the evaluation results? Will the evaluation provide relevant information in a timely manner for them?

Feasibility: Are the planned evaluation activities realistic given the time, resources, and expertise at hand?

Propriety: Does the evaluation protect the rights of individuals and protect the welfare of those involved? Does it engage those most directly affected by the program and changes in the program, such as participants or the surrounding community?

Accuracy: Will the evaluation produce findings that are valid and reliable, given the needs of those who will use the results?

Sometimes the standards broaden your exploration of choices. Often, they help reduce the options at each step to a manageable number. For example, in the step “Engaging Stakeholders,” the standards can help you think broadly about who constitutes a stakeholder for your program, but simultaneously can reduce the potential list to a manageable number by posing the following questions: ( Utility ) Who will use these results? ( Feasibility ) How much time and effort can be devoted to stakeholder engagement? ( Propriety ) To be ethical, which stakeholders need to be consulted, those served by the program or the community in which it operates? ( Accuracy ) How broadly do you need to engage stakeholders to paint an accurate picture of this program?

Similarly, there are unlimited ways to gather credible evidence (Step 4). Asking these same kinds of questions as you approach evidence gathering will help identify ones what will be most useful, feasible, proper, and accurate for this evaluation at this time. Thus, the CDC Framework approach supports the fundamental insight that there is no such thing as the right program evaluation. Rather, over the life of a program, any number of evaluations may be appropriate, depending on the situation.

• Experience in the type of evaluation needed
• Comfortable with quantitative data sources and analysis
• Able to work with a wide variety of stakeholders, including representatives of target populations
• Can develop innovative approaches to evaluation while considering the realities affecting a program (e.g., a small budget)
• Incorporates evaluation into all program activities
• Understands both the potential benefits and risks of evaluation
• Educates program personnel in designing and conducting the evaluation
• Will give staff the full findings (i.e., will not gloss over or fail to report certain findings)

Good evaluation requires a combination of skills that are rarely found in one person. The preferred approach is to choose an evaluation team that includes internal program staff, external stakeholders, and possibly consultants or contractors with evaluation expertise.

An initial step in the formation of a team is to decide who will be responsible for planning and implementing evaluation activities. One program staff person should be selected as the lead evaluator to coordinate program efforts. This person should be responsible for evaluation activities, including planning and budgeting for evaluation, developing program objectives, addressing data collection needs, reporting findings, and working with consultants. The lead evaluator is ultimately responsible for engaging stakeholders, consultants, and other collaborators who bring the skills and interests needed to plan and conduct the evaluation.

Although this staff person should have the skills necessary to competently coordinate evaluation activities, he or she can choose to look elsewhere for technical expertise to design and implement specific tasks. However, developing in-house evaluation expertise and capacity is a beneficial goal for most public health organizations. Of the characteristics of a good evaluator listed in the text box below, the evaluator’s ability to work with a diverse group of stakeholders warrants highlighting. The lead evaluator should be willing and able to draw out and reconcile differences in values and standards among stakeholders and to work with knowledgeable stakeholder representatives in designing and conducting the evaluation.

Seek additional evaluation expertise in programs within the health department, through external partners (e.g., universities, organizations, companies), from peer programs in other states and localities, and through technical assistance offered by CDC. [12]

You can also use outside consultants as volunteers, advisory panel members, or contractors. External consultants can provide high levels of evaluation expertise from an objective point of view. Important factors to consider when selecting consultants are their level of professional training, experience, and ability to meet your needs. Overall, it is important to find a consultant whose approach to evaluation, background, and training best fit your program’s evaluation needs and goals. Be sure to check all references carefully before you enter into a contract with any consultant.

To generate discussion around evaluation planning and implementation, several states have formed evaluation advisory panels. Advisory panels typically generate input from local, regional, or national experts otherwise difficult to access. Such an advisory panel will lend credibility to your efforts and prove useful in cultivating widespread support for evaluation activities.

Evaluation team members should clearly define their respective roles. Informal consensus may be enough; others prefer a written agreement that describes who will conduct the evaluation and assigns specific roles and responsibilities to individual team members. Either way, the team must clarify and reach consensus on the:

• Purpose of the evaluation
• Potential users of the evaluation findings and plans for dissemination
• Evaluation approach
• Resources available
• Protection for human subjects.

The agreement should also include a timeline and a budget for the evaluation.

This manual is organized by the six steps of the CDC Framework. Each chapter will introduce the key questions to be answered in that step, approaches to answering those questions, and how the four evaluation standards might influence your approach. The main points are illustrated with one or more public health examples that are composites inspired by actual work being done by CDC and states and localities. [13] Some examples that will be referred to throughout this manual:

The program aims to provide affordable home ownership to low-income families by identifying and linking funders/sponsors, construction volunteers, and eligible families. Together, they build a house over a multi-week period. At the end of the construction period, the home is sold to the family using a no-interest loan.

Lead poisoning is the most widespread environmental hazard facing young children, especially in older inner-city areas. Even at low levels, elevated blood lead levels (EBLL) have been associated with reduced intelligence, medical problems, and developmental problems. The main sources of lead poisoning in children are paint and dust in older homes with lead-based paint. Public health programs address the problem through a combination of primary and secondary prevention efforts. A typical secondary prevention program at the local level does outreach and screening of high-risk children, identifying those with EBLL, assessing their environments for sources of lead, and case managing both their medical treatment and environmental corrections. However, these programs must rely on others to accomplish the actual medical treatment and the reduction of lead in the home environment.

A common initiative of state immunization programs is comprehensive provider education programs to train and motivate private providers to provide more immunizations. A typical program includes a newsletter distributed three times per year to update private providers on new developments and changes in policy, and provide a brief education on various immunization topics; immunization trainings held around the state conducted by teams of state program staff and physician educators on general immunization topics and the immunization registry; a Provider Tool Kit on how to increase immunization rates in their practice; training of nursing staff in local health departments who then conduct immunization presentations in individual private provider clinics; and presentations on immunization topics by physician peer educators at physician grand rounds and state conferences.

Each chapter also provides checklists and worksheets to help you apply the teaching points.

[4] Scriven M. Minimalist theory of evaluation: The least theory that practice requires. American Journal of Evaluation 1998;19:57-70.

[5] Patton MQ. Utilization-focused evaluation: The new century text. 3rd ed. Thousand Oaks, CA: Sage, 1997.

[6] Green LW, George MA, Daniel M, Frankish CJ, Herbert CP, Bowie WR, et al. Study of participatory research in health promotion: Review and recommendations for the development of participatory research in health promotion in Canada . Ottawa, Canada : Royal Society of Canada , 1995.

[7] WHO European Working Group on Health Promotion Evaluation. Health promotion evaluation: Recommendations to policy-makers: Report of the WHO European working group on health promotion evaluation. Copenhagen, Denmark : World Health Organization, Regional Office for Europe, 1998.

[8] Public Health Functions Steering Committee. Public health in America . Fall 1994. Available at <http://www.health.gov/phfunctions/public.htm>. January 1, 2000.

[9] Dyal WW. Ten organizational practices of public health: A historical perspective. American Journal of Preventive Medicine 1995;11(6)Suppl 2:6-8.

[10] Centers for Disease Control and Prevention. op cit.

[11] Joint Committee on Standards for Educational Evaluation. The program evaluation standards: How to assess evaluations of educational programs. 2nd ed. Thousand Oaks, CA: Sage Publications, 1994.

[12] CDC’s Prevention Research Centers (PRC) program is an additional resource. The PRC program is a national network of 24 academic research centers committed to prevention research and the ability to translate that research into programs and policies. The centers work with state health departments and members of their communities to develop and evaluate state and local interventions that address the leading causes of death and disability in the nation. Additional information on the PRCs is available at www.cdc.gov/prc/index.htm.

[13] These cases are composites of multiple CDC and state and local efforts that have been simplified and modified to better illustrate teaching points. While inspired by real CDC and community programs, they are not intended to reflect the current

Pages in this Report

• Acknowledgments
• Guide Contents
• Executive Summary
• › Introduction
• Step 1: Engage Stakeholders
• Step 2: Describe the Program
• Step 3: Focus the Evaluation Design
• Step 4: Gather Credible Evidence
• Step 5: Justify Conclusions
• Step 6: Ensure Use of Evaluation Findings and Share Lessons Learned
• Program Evaluation Resources

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Our Independent Research and Development (IRAD) program is a cornerstone of innovation at the Laboratory. These investigations, proposed by APL staff members as individuals or as teams, are focused on strengthening the Laboratory’s technical competencies and our national defense research capabilities through basic and applied research, system and concept formulation studies, and development, with dissemination of results.

Managed by APL’s mission areas, IRADs allow funding for APL staff members to pursue ideas that are not currently funded by sponsors but address domains or areas of interest to the Laboratory and the nation. Many IRAD projects have matured into sponsored work that has had real impact on our nation.

A Culture of Innovation

Innovation at APL is woven into everything we do. Learn more about the wide-ranging innovation programs and initiatives designed to encourage and fund our staff members in their exploration of ideas, inspirations, and drive to discover.

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• Science and Technology Directorate
• S&T Invites Scientific and Technical Communities to Propose Research and Development Projects that Support National Security

News Release: DHS S&T Invites Scientific and Technical Communities to Propose Research and Development Projects that Support National Security

For immediate release s&t public affairs , 202-286-9047.

Businesses of all sizes, universities, national laboratories, and other R&D organizations are eligible to submit ideas through a new Long Range Broad Agency Announcement.

WASHINGTON – The Department of Homeland Security (DHS) Science and Technology Directorate (S&T) released a new Long Range Broad Agency Announcement (LRBAA) 24-01 , which is a standing, open invitation to the scientific and technical communities to propose research and development projects in support of our nation’s security. DHS encourages proposals for 23 research and development topics categorized by DHS mission areas. This program allows the Department to apply scientific and technical knowledge to its operational environments and advances innovation in industry, academia, and the public sector. “The LRBAA provides DHS the opportunity to explore unique ideas for potential innovative solutions from industry and academia to address some of the country’s most pressing security challenges,” said Dusty Lang, LRBAA program manager. “The process is designed to allow innovators to gauge DHS’ interest early on, reducing the effort and expense of creating a full proposal.”

The current 23 LRBAA topics are categorized under five mission areas:

Counter Terrorism and Homeland Security Threats (CTHOM)

• CHTOM 01: Development of Tools for Test and Evaluation of Machine Learning Algorithms
• CHTOM 02: Threat Prevention
• CHTOM 03: Novel Approaches and Locations for Explosive Performance Characterization and Testing
• CHTOM 04: Public Safety Tools for Lithium-Ion Battery Incidents

Secure U.S. Borders and Approaches (SEC BORAP)

• BORAP 01: Screening at Speed
• BORAP 02: Noninvasive, Minimally Disruptive Sensors and Systems
• BORAP 03: Air Based Technologies
• BORAP 04: Countering Unmanned Aircraft Systems
• BORAP 05: Maritime Domain Awareness Technologies
• BORAP 06: Immigration Services Program
• BORAP 07: Detection Canine Technologies
• BORAP 08: Maritime Environment and Climate and Coastal, Port, and Waterway Security
• BORAP 09: Forensics and Criminal Investigations

Secure Cyberspace and Critical Infrastructure (SEC CYBCI)

• CYBCI 01: Predictive Analytics
• CYBCI 02: Shared Cyber Resilience
• CYBCI 03: Software and Hardware Supply Chain Assurance
• CYBCI 04: Trustworthy and Responsible Artificial Intelligence
• CYBCI 05: Advanced and Emerging Data Computation and Analytics
• CYBCI 06: GMD and Nuclear EMP Critical Infrastructure Risk

Preserve and Uphold the Nation’s Prosperity and Economic Security (PROES)

• PROES 01: Emerging Technologies

Strengthen Preparedness and Resilience (PRRES)

• PRRES 01: Technology Acceptance
• PRRES 02: Using Internet of Things (IoT) for Community and Infrastructure Resiliency Against All-Hazards
• PRRES 03: Integrating Risk Sciences and Adaptive Engineering for Community and Infrastructure Resilience

LRBAA will host a hybrid Industry Day on August 21, 2024, 10 AM – 4 PM ET , at the DHS Immigration and Customs Enforcement (ICE) Headquarters office in Washington, D.C., which will include in-person and virtual attendance options. The free event will provide attendees an opportunity to ask questions and learn more about the topics in the new announcement.  Secure your spot by registering now . 

To be notified about this and other events, join the LRBAA mailing list by emailing your request to [email protected] .

For more information on LRBAA, check out the LRBAA Today webinars on the  DHS S&T YouTube channel . For more information on the DHS S&T LRBAA and the new topic announcement, contact [email protected] or visit  https://oip.dhs.gov/baa/public .

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Lincoln Laboratory and National Strategic Research Institute launch student research program to tackle biothreats to national security

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The following announcement was released jointly by MIT Lincoln Laboratory and the National Strategic Research Institute.

MIT Lincoln Laboratory and the National Strategic Research Institute (NSRI) at the University of Nebraska (NU), a university-affiliated research center designated by the U.S. Department of Defense (DoD), have established a joint student research program.

The goal is to bring together the scientific expertise, cutting-edge capabilities, and student capacity of NU and MIT for critical issues within global health and agricultural security, aiming to foster solutions to detect and neutralize emerging biological threats.

"We are excited to combine forces with NSRI to develop critical biotechnologies that will enhance national security," says Catherine Cabrera, who leads Lincoln Laboratory's Biological and Chemical Technologies Group. "This partnership underscores our shared commitment to safeguarding America through scientific leadership."

"In an era of rapidly evolving dangers, we must stay ahead of the curve through continuous innovation," says  David Roberts , the NSRI research director for special programs. "This partnership harnesses a unique combination of strengths from two leading academic institutions and two research institutes to create new paradigms in biological defense."

With funding from a DoD agency, the collaborators conducted a pilot of the program embedded within the MIT Engineering Systems Design and Development II course . The students’ challenge was to develop methods to rapidly screen for novel biosynthetic capabilities. Currently, such methods are limited by the lack of standardized, high-throughput devices that can support the culture of traditionally “uncultivable” microorganisms, which severely limits the cell diversity that could be probed for bioprospecting or biomanufacturing applications.

Led by  Todd Thorsen , a technical staff member in the  Biological and Chemical Technologies Group at Lincoln Laboratory, MIT students created the project, "Bioprospecting Experimentation Apparatus with Variable Environmental Regulation," which focused on developing simple high-throughput tools with integrated environmental control systems to expand the environmental testing envelope.

"This program, which emphasizes both engineering design and prototyping, challenges students to take what they learned in the classroom in their past undergraduate and graduate studies, and apply it to a real-world problem," Thorsen says. "For many students, the hands-on nature of this course is an exciting opportunity to test their abilities to prioritize what is important in developing products that are both functional and easy to use. What I found most impressive was the students’ ability to apply their collective knowledge to the design and prototyping of the biomedical devices, emphasizing their diverse backgrounds in areas like fluid mechanicals, controls, and solid mechanics."

In total, 12 mechanical engineering students contributed to the program, producing and validating a gas gradient manifold prototype and a droplet-dispensing manifold that has the potential to generate arbitrary pH gradients in industry-standard 96-well plates used for biomedical research. These devices will greatly simplify and accelerate the microculture of complex mixtures of organisms, like bacteria populations, where the growth conditions are unknown, allowing the end user to use the manifolds to dial in the optimal environmental parameters without the need for expensive, bulky hardware like the anaerobic chambers typically used for microbiology research.

"This class was my first experience with microfluidics and biotech, and thanks to our sponsors, I gained the confidence to pursue a career path in biotech," says Rachael Rosco, an MIT mechanical engineering graduate student. "The project itself was meaningful, and I know that our work will hopefully one day make an impact. Who knows, maybe one day it will lead to cultivating extremophile bacteria on a foreign planet!"

The collaboration will continue to seek DoD research funding to create workforce development opportunities for top scientific talent and introduce students to long-standing DoD challenges. Projects will take place nationwide at several NSRI, NU, Lincoln Laboratory, and MIT facilities.

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Supervisory Program Officer, Deputy Director, Division of Behavioral and Social Research

Division/Office/Lab: Division of Behavioral and Social Research

Status: Open

Job Type: Scientific

Scientific Area or Specialty: Scientific leadership, behavioral, psychological, economic, social sciences

Pay/Grade: GS 15

NIA is seeking an experienced behavioral and social science leader to serve as the Deputy Director of the  Division of Behavioral and Social Research (BSR) . The Deputy Director reports directly to the BSR Division Director and serves as a member of the BSR Executive Leadership Team. This position offers the opportunity to exert a substantial influence on the direction of behavioral and social research on aging and Alzheimer’s disease and related dementias (AD/ADRD) aligned with the NIA mission . 

The BSR Deputy Director will partner with the Division Director and other members of the BSR Executive Leadership Team to actively contribute to BSR’s (1) scientific planning and strategy; (2) operational administration of the division; (3) budget management; (4) workforce development; and (5) development and implementation of long-range strategic, scientific, and business plans for the division.

The Deputy Director will play a leading role in promoting intra-divisional scientific and administrative coordination, improving scientific connections, and identifying gaps across BSR’s Programs, Branches, and Offices. The Deputy Director will also play a leading role in managing BSR’s relationships with other NIA components, including components within the NIA Division of Extramural Activities and within the NIA Office of the Associate Director, and will support the BSR Director in promoting collaborative activities with other NIA extramural program divisions and other NIH Institutes and Centers.  

The Deputy Director will serve as a spokesperson in various federal and scientific contexts with opportunities to elevate the profile of BSR and NIA programs at the NIH and national levels. The Deputy Director will also have the opportunity to manage a scientific portfolio of grants and cooperative agreements in her/his/their area of expertise, developing research initiatives, providing advice to potential applicants and grantees, keeping abreast of the relevant scientific literature, and advising NIA senior leadership on scientific opportunities and research priorities.  This part of the work will be implemented in close association with the division’s scientific programs and offices.

The responsibilities of this position include:

• Assisting the BSR Director in management and scientific leadership of an approximately $800M extramural research program spanning the behavioral, psychological, economic, and social sciences related to health and aging, contributing scientific expertise and strategic vision. 
• Assisting the BSR Director in overseeing approximately 60 federal employees and 18 contract staff. The Deputy will also be primarily responsible for managing BSR workforce development, staff and leadership training, and supporting diversity, equity, inclusion, accessibility (DEIA), and positive workplace culture in BSR, working closely with the Chief of Staff and Division Director. This will include implementing activities (retreats, training, etc.) and processes to support intra- and inter-divisional team science to address strategic priorities aligned with the BSR mission and ensure the development of leadership and collaboration skills at all division levels.  
• Representing the division or NIA in scientific conferences, committees, workshops, and ad hoc meetings. 
• Managing assigning grant applications to program officers across the division, negotiating those involving shared interests with other divisions, and working with the Division of Extramural Activities and other divisions to assess the match between applications and NIA research emphases.   
• Supervising and mentoring senior BSR leaders who, in turn, oversee division-wide activities related to clinical trials compliance, research training programs, contracts, and all administrative functions of the division.  
• Coordinating and drafting division responses to inquiries from Congressional, departmental, NIH, or public sources, as well as requests for comments on policy documents and reports.  
• Managing special projects as agreed with the Director, such as conducting evaluative reviews of the NIA portfolio of grants in selected scientific areas, developing and coordinating the division’s input into major NIH- or government-wide initiatives, or developing new initiatives that cut across organizational boundaries within NIA or NIH. 

Who Should Apply?

• The ideal candidate will possess a Ph.D., M.D., or doctoral equivalent in behavioral, social, psychological, or economic sciences and demonstrate successful experience in research or research administration relevant to aging and the life course. The candidate should also have exceptional leadership skills, including experience in developing strategic goals, working collaboratively across disciplines, budgetary planning and management, and managing human resources. NIH program administration experience is ideal, but not required. A successful candidate will also have demonstrated experience leading people while navigating change and must have a demonstrated commitment to advancing DEIA.  
• Salary is competitive and commensurate with experience; excellent benefits are offered.  All applicants will be considered regardless of ethnicity, race, gender, national origin, age, religion, disability, or sexual orientation.  The position will be posted at the GS-15 federal government salary grade, with an annual salary range of $163,964 to $191,900. 
• Be a U.S. citizen or U.S. National. Foreign nationals or legal permanent residents are not eligible for consideration.

How to Apply

For more information, interested parties should contact [email protected] . This is a pre-announcement of the vacancy, which will be posted on www.usajobs.gov . Applications must be submitted through the USAJOBS formal advertisement to be considered. All inquiries will remain confidential.  

DHHS, NIH, and NIA are Equal Opportunity Employers.   NIH is dedicated to building a diverse community in its training and employment programs and encourages the application and nomination of qualified women, minorities, and individuals with disabilities.

You may also be interested in

Reading FAQs about NIA's career opportunities or exploring the related job announcements:

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Job Type: Administrative

Communications Specialist

Pay/Grade: GS 12/13

Scientific Area/Specialty: Strategic communications, writing and editing

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NASA Funds Research Projects Advancing STEM Career Development

JPL is supporting seven projects in the MOSAICS program, which helps build relationships between college faculty and NASA researchers while providing mentorship for students.

NASA has awarded $6 million to 20 teams from emerging research institutions across the United States supporting projects that offer career development opportunities for science, technology, engineering, and mathematics (STEM) students.

This is the third round of seed funding awarded through the agency’s MOSAICS (Mentoring and Opportunities in STEM with Academic Institutions for Community Success) program, formerly the Science Mission Directorate Bridge Program. The program seeks to expand access to NASA research opportunities in the science and engineering disciplines, as well as to NASA’s workforce.

“The STEM workforce continues to grow, and today’s students, studying at a variety of higher-education institutions — community colleges, primarily undergraduate institutions, and minority-serving institutions — are the STEM workforce of tomorrow, who will work to solve some of our biggest challenges at home while answering some of our biggest questions about our universe,” said Padi Boyd, director of MOSAICS at NASA Headquarters in Washington. “Exposing today’s students to the incredibly inspiring and cutting-edge discoveries made through NASA’s space science people and resources ensures that these students get the training they need to persist in STEM careers, while fostering enduring collaborations between NASA researchers and faculty at a wide range of institutions.”

We've Got Some Space for You

NASA’s Science Mission Directorate MOSAICS program funds research projects building relationships between college faculty and researchers at the agency while providing mentorship and training for students in STEM disciplines. The projects support teams at academic institutions that historically have not been part of the agency’s research enterprise — including Hispanic-serving institutions, historically Black colleges and universities, Asian American and Native American Pacific Islander-serving institutions, and primarily undergraduate institutions.

The program previously awarded seed funding to 11 teams in February and 13 teams in April. This third cohort brings the total number of projects funded to 44 teams at 36 academic institutions in 21 U.S. states and territories, including Washington and Puerto Rico, in collaboration with seven NASA centers. A new opportunity to apply for seed funding is now open until March 28, 2025.

The following projects were selected as the third cohort to receive seed funding:

“Bridging Fundamental Ice Chemistry Studies and Ocean World Explorations”

Principal investigator: Chris Arumainayagam, Wellesley College, Massachusetts

NASA center: NASA’s Jet Propulsion Laboratory, Southern California

“Planetary Analog Field Science Experiences for Undergraduates: Advancing Fundamental Research and Testing Field Instrument Operations”

Principal investigator: Alice Baldridge, Saint Mary’s College of California

NASA center: NASA’s Goddard Space Flight Center, Greenbelt, Maryland

“Building an FSU-JPL Partnership to Advance Science Productivity Through Applications of Deep Learning”

Principal investigator: Sambit Bhattacharya, Fayetteville State University, North Carolina

NASA center: NASA JPL

“CSTAT: Establishing Center for Safe and Trustworthy Autonomous Technologies”

Principal investigator: Moitrayee Chatterjee, New Jersey City University

NASA center: NASA Goddard

“Development of Biomechanics Simulation Tool for Muscle Mechanics in Reduced Gravity to Enhance Astronaut Mission Readiness”

Principal investigator: Ji Chen, University of the District of Columbia

NASA center: NASA’s Johnson Space Center, Houston

“NASA Next Level”

Principal investigator: Teresa Ciardi, Santa Clarita Community College District, California

“Controlled Assembly of Amphiphilic Janus Particles in Polymer Matrix for Novel 3D Printing Applications in Space ”

Principal investigator: Ubaldo Cordova-Figueroa, Recinto Universitario Mayaguez

NASA center: NASA’s Glenn Research Center, Cleveland

“Development of a Non-Invasive Sweat Biosensor for Traumatic Brain Injury Compatible With In-Space Manufacturing to Monitor the Health of Astronauts”

Principal investigator: Lisandro Cunci, University of Puerto Rico, Rio Pedras

NASA center: NASA’s Ames Research Center, Silicon Valley, California

“Examining Climate Impacts of Cirrus Clouds Through Past, Present, and Future NASA Airborne Campaigns”

Principal investigator: Minghui Diao, San Jose State University Research Foundation, California

NASA center: NASA Ames

“CSUN-JPL Collaboration to Study Ocean Fronts Using Big Data and Open Science Structures in Coastal North America”

Principal investigator: Mario Giraldo, California State University, Northridge

“Accelerating Electric Propulsion Development for Planetary Science Missions With Optical Plasma Diagnostics”

Principal investigator: Nathaniel Hicks, University of Alaska, Anchorage

“Advancing Students Through Research Opportunities in Los Angeles (ASTRO-LA)”

Principal investigator: Margaret Lazzarini, California State University, Los Angeles

“Bridging Toward a More Inclusive Learning Environment Through Gamma-ray Burst Studies With Machine Learning and Citizen Science”

Principal investigator: Amy Lien, University of Tampa, Florida

“Hampton University STEM Experience With NASA Langley Research Center: Polarimetry for Aerosol Characterization”

Principal investigator: Robert Loughman, Hampton University, Virginia

NASA center: NASA’s Langley Research Center, Hampton, Virginia

“Aerocapture Analysis and Development for Uranus and Neptune Planetary Missions”

Principal investigator: Ping Lu, San Diego State University

NASA center: NASA Langley

“Pathways From Undergraduate Research to the Habitable Worlds Observatory”

Principal investigator: Ben Ovryn, New York Institute of Technology

“Point-Diffraction Interferometer for Digital Holography”

Principal investigator: James Scire, New York Institute of Technology

“From Sunbeams to Career Dreams: Illuminating Pathways for NMSU Students in Solar-Terrestrial Physics in Partnership With NASA GSFC”

Principal investigator: Juie Shetye, New Mexico State University

“CONNECT-SBG: Collaborative Nexus for Networking, Education, and Career Training in Surface Biology and Geology”

Principal investigator: Gabriela Shirkey, Chapman University, California

“Multiplexed Phytohormone and Nitrate Sensors for Real-Time Analysis of Plant Responses to Pathogenic Stress in Spaceflight-Like Conditions”

Principal investigator: Shawana Tabassum, University of Texas, Tyler

NASA center: NASA’s Kennedy Space Center, Florida

Learn more about the MOSAICS program at:

https://science.nasa.gov/researchers/smd-bridge-program/

News Media Contact

Alise Fisher

NASA Headquarters, Washington

202-358-2546

[email protected]

Yale Economic Growth Center

New research from EGC's Gender and Growth Gaps project featured in the 2024 World Development Report

August 2, 2024: The World Bank’s 2024 World Development Report – focusing on the "Middle-Income Trap" – features research by EGC's Gender and Growth Gaps project: a new Global Gender Distortions Index which quantifies the economic growth potential from closing gender gaps in the labor market.

EGC Gender and Growth Gaps Research Featured in World Bank’s 2024 World Development Report

By Adam Walker August 2, 2024

The 2024 WDR focuses on the "Middle-Income Trap", a situation where growth slows when countries hit middle-income levels, and the leap to high-income status requires entirely new levers for economic transformation. 

It featured the Global Gender Distortions Index, which EGC researchers are developing under the Gender and Growth Gaps project to measure economic growth losses due to gender gaps in the labor market. The GGDI links gender gap changes to productivity growth by improving the allocation of women’s talent, quantifying how much a country's GDP could grow from better women's labor market opportunities. The index considers labor demand distortions, which create wage and productivity discrepancies, and occupational preferences influenced by social norms. Using wage, labor supply, and employment differences, the GGDI estimates productivity losses or gains, allowing cross-time and location comparisons to inform policy decisions.

"Integrating women into the labor market is widely believed to be beneficial not only for women but for the entire economy," explained Pinelopi Koujianou Goldberg , the Elihu Professor of Economics and Global Affairs and Professor of Management, and member of the Gender and Growth Gaps program faculty. "The GGDI operationalizes this idea. It is the product of a successful collaboration between Yale’s Economic Growth Center and the World Bank, and we hope that it will help guide policy decisions – especially in developing countries where gender gaps in the labor market remain significant."

The GGDI will be computed for 30 countries over the next 24 months, serving as a dynamic economic barometer. 

Read more and download the 2024 WDR at the World Bank's website .

• Gender and Growth Gaps Project
• Gender and Growth Gaps in India - Research and Policy Dialogue 2024
• Download the 2024 WDR
• Download WDR Box 5.3 on the Global Gender Distortions Index
• Goldberg et al., 2024

If you have a disability and experience difficulty accessing this content, contact our webmaster at  [email protected] or call 614-293-0387

• Join a Study

Clinical and Translational Science Pilot Program (CTSP)

The Ohio State University CTSI annual CTSP Award aims to support highly meritorious translation research that explores a translational science-directed hypothesis for the development of preliminary data. This funding mechanism is designed to enable investigators to be competitive in applying for extramural funding.

$25,000-$35,000

Pre-Application Due Date

September 16, 2024

Full Application Due Date

November 1, 2024

The Clinical Translational Science Pilot Program (CTSP) is now accepting applications for the 2025 CTSI Translational Science Pilot Award, funded through the National Institutes of Health's (NIH) National Center for Advancing Translational Sciences (NCATS) Clinical and Translational Science Awards (CTSA) Program. The goal of the CTSI Translational Science Pilot Award is to fund highly meritorious research for the development of preliminary data to enable researchers to be competitive in applying for extramural funding that advances clinical and translational science.

This request for applications (RFA) is designed to stimulate and support transformative, innovative, interdisciplinary studies that seek to advance team science, implementation science, inter-institutional partnerships and/or community partnerships through understanding and addressing  the biological, behavioral, environmental, sociocultural and structural factors that influence women’s health across the lifespan. 

Successful translational science studies focus on a specific clinical and translational research area aimed to develop or test a translational science-directed hypothesis that addresses a barrier to progression of turning observations in the laboratory, clinic and community into interventions that improve the health of people more quickly. 

By applying one or more translational science principals , a translational science-directed hypothesis should generate a scientific, operational, financial or administrative innovation that addresses longstanding challenges along the translational research pipeline, transforming the way that research is done, making it faster, more efficient and more impactful.  

Upcoming Information and Ideation Sessions

Two information and ideation sessions will be held. Each session will include a short 30-minute presentation on Translational Science and question and answer followed by a one hour and 30-minute ideation workshop.  

• Information and Ideation Session 1 (VIRTUAL) : Monday, August 26, 2024, 2-3:30 p.m.
• Information and Ideation Session 2 (VIRTUAL) : Friday, September 6, 2024, 9:30– 11 a.m.

Prospective applicants are encouraged to attend for the virtual ideation workshop. This workshop is designed to elevate the strength and quality of proposals through early peer review and panel feedback. This workshop is a fantastic opportunity for applicants to present their initial ideas in a professional and friendly forum. Research shows that ideas that have gone through several iteration processes are stronger and have better potential of securing funding.

• Translational science research question(s) of your project
• Overview of the research strategy
• Significance to the field of translational science 
• How you are working as a team to do your proposed research
• How the research question addresses a critical scientific gap or unmet need in women’s health
• Workshop audience will include a specially selected mock review panel, as well as general members of The Ohio State University and Nationwide Children’s Hospital community. All audience participants will have the opportunity to ask probing questions and offer comments on your ideas. You will also receive expert comments from the review panel.

We will accommodate up to eight presentations in the workshop, on a first come, first served basis. Participation in this ideation workshop is not prerequisite for application to the RFA, and feedback in this workshop is not indicative of application success.