Anonymous wrote:Anonymous wrote:Anonymous wrote:Anonymous wrote:Anonymous wrote:
I think most of their people are either retired military or active reservists.
This describes very few if any of the CNA people I’ve worked with. Usually techie types who wanted to do something completely different from their Ph.D. field. Mostly very smart and dedicated to the mission, and willing to give (justified) answers different from the other contractors, but varying levels of people and presentation skills.
How many FFRDCs exist? Never heard of these before. Is it subject to RIFs by Trump?
There are 42 and they’re privately operated. They are indirectly subject to RIFs as they’re federally funded.
42 sounds too high. Source?
Maybe confusing UARC's like JHU/APL with FFRDCs?
Anonymous wrote:Anonymous wrote:Anonymous wrote:Anonymous wrote:Anonymous wrote:
I think most of their people are either retired military or active reservists.
This describes very few if any of the CNA people I’ve worked with. Usually techie types who wanted to do something completely different from their Ph.D. field. Mostly very smart and dedicated to the mission, and willing to give (justified) answers different from the other contractors, but varying levels of people and presentation skills.
How many FFRDCs exist? Never heard of these before. Is it subject to RIFs by Trump?
There are 42 and they’re privately operated. They are indirectly subject to RIFs as they’re federally funded.
42 sounds too high. Source?
Maybe confusing UARC's like JHU/APL with FFRDCs?
Anonymous wrote:Anonymous wrote:Anonymous wrote:Anonymous wrote:
I think most of their people are either retired military or active reservists.
This describes very few if any of the CNA people I’ve worked with. Usually techie types who wanted to do something completely different from their Ph.D. field. Mostly very smart and dedicated to the mission, and willing to give (justified) answers different from the other contractors, but varying levels of people and presentation skills.
How many FFRDCs exist? Never heard of these before. Is it subject to RIFs by Trump?
There are 42 and they’re privately operated. They are indirectly subject to RIFs as they’re federally funded.
Anonymous wrote:Anonymous wrote:Anonymous wrote:
I think most of their people are either retired military or active reservists.
This describes very few if any of the CNA people I’ve worked with. Usually techie types who wanted to do something completely different from their Ph.D. field. Mostly very smart and dedicated to the mission, and willing to give (justified) answers different from the other contractors, but varying levels of people and presentation skills.
How many FFRDCs exist? Never heard of these before. Is it subject to RIFs by Trump?
Anonymous wrote:Anonymous wrote:
I think most of their people are either retired military or active reservists.
This describes very few if any of the CNA people I’ve worked with. Usually techie types who wanted to do something completely different from their Ph.D. field. Mostly very smart and dedicated to the mission, and willing to give (justified) answers different from the other contractors, but varying levels of people and presentation skills.
Anonymous wrote:
I think most of their people are either retired military or active reservists.
Anonymous wrote:Anonymous wrote:What about CNA?
Are they even relevant anymore?
Anonymous wrote:I work at MITRE and we’re quite siloed. Folks rarely go between FFRDCs. Been there 17 yrs.
Anonymous wrote:What about CNA?
Anonymous wrote:Anonymous wrote:Anonymous wrote:Managing multiple FFRDCs like MITRE does is beneficial to the government because the technical experts can move around between different FFRDCs as needed. If all those FFRDCs were siloed (e.g., each FFRDC is run by a different company), then there would be a lot less sharing of knowledge and new capabilities and the company managing ine of those FFRDCs would have less flexibility to adapt to ebb and flow of needs. I know people at MITRE that split time between projects across multiple FFRDCs working for IRS in one and DoD in another. The common thread between the projects is their technical expertise, like Generative AI engineering for example.
I work at MITRE and we’re quite siloed. Folks rarely go between FFRDCs. Been there 17 yrs.
There are some who finish one project and move to another in a different FFRDC. Depends on what your area of expertise is.
Anonymous wrote:Anonymous wrote:Managing multiple FFRDCs like MITRE does is beneficial to the government because the technical experts can move around between different FFRDCs as needed. If all those FFRDCs were siloed (e.g., each FFRDC is run by a different company), then there would be a lot less sharing of knowledge and new capabilities and the company managing ine of those FFRDCs would have less flexibility to adapt to ebb and flow of needs. I know people at MITRE that split time between projects across multiple FFRDCs working for IRS in one and DoD in another. The common thread between the projects is their technical expertise, like Generative AI engineering for example.
I work at MITRE and we’re quite siloed. Folks rarely go between FFRDCs. Been there 17 yrs.
Anonymous wrote:Managing multiple FFRDCs like MITRE does is beneficial to the government because the technical experts can move around between different FFRDCs as needed. If all those FFRDCs were siloed (e.g., each FFRDC is run by a different company), then there would be a lot less sharing of knowledge and new capabilities and the company managing ine of those FFRDCs would have less flexibility to adapt to ebb and flow of needs. I know people at MITRE that split time between projects across multiple FFRDCs working for IRS in one and DoD in another. The common thread between the projects is their technical expertise, like Generative AI engineering for example.
Anonymous wrote:Managing multiple FFRDCs like MITRE does is beneficial to the government because the technical experts can move around between different FFRDCs as needed. If all those FFRDCs were siloed (e.g., each FFRDC is run by a different company), then there would be a lot less sharing of knowledge and new capabilities and the company managing ine of those FFRDCs would have less flexibility to adapt to ebb and flow of needs. I know people at MITRE that split time between projects across multiple FFRDCs working for IRS in one and DoD in another. The common thread between the projects is their technical expertise, like Generative AI engineering for example.