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External Reports

External Reports. Overview Presentation for the ENG Advisory Committee By Michael Reischman Deputy Assistant Director for Engineering. External Reports. The Engineer of 2020: Visions of Engineering in the New Century – An NAE study.

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External Reports

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  1. External Reports Overview Presentation for the ENG Advisory Committee By Michael Reischman Deputy Assistant Director for Engineering

  2. External Reports • The Engineer of 2020: Visions of Engineering in the New Century– An NAE study. • Innovate America: National Innovation Initiative Report– The Council on Competitiveness study. • Assessing the Capacity of the U.S. Engineering Research Enterprise– A preliminary report, an NAE study.

  3. The Engineer of 2020 1 of 2 • An NAE Study by the Committee on Engineering Education. • Study Chair: G. Wayne Clough, Pres., Ga Tech. • Membership: A mixture of university administrators & faculty, journalists, corporate and federal laboratory executives. • Report used scenario-based strategic planning.

  4. The Engineer of 2020 2 of 2 • Four Scenarios: • Next scientific revolution • Biotechnology revolution in a societal context • Natural world interrupts the technology cycle • Global conflict or globalization Conclusion: Engineering education must synthesize the mastery of fundamental science, mathematics, and physics – with newer fields such as biology -- and skills, such as communications, business and management.

  5. Innovate America 1 of 2 • A Council on Competitiveness National Innovation Initiative (NII) Report • Co-Chairs: • Samuel J. Palmisano, IBM CEO • G. Wayne Clough, President, Ga Tech. • Membership: Corporate executives, university presidents, labor leaders. • Chartered to shape the national debate on competitiveness. • December 2004 report.

  6. Innovate America 2 of 2 NII recommendations • Talent: Support a culture of collaboration, a symbiotic relationship between research and commercialization, and life-long skill development. • Investment: Give innovators the resources and incentives to succeed. • Infrastructure: Support new industry-academia alliances, innovation infrastructure, flexible intellectual property climate, strategies to bolster manufacturing, and a national innovation leadership network.

  7. Assessing the Capacity of the U.S. Engineering Research Enterprise 1 of 4 • An NAE study. • Study chair: James J. Duderstadt, Pres. Emeritus, University of Michigan. • Membership: University administrators and faculty, corporate and federal lab executives, industry association, consultant. • Preliminary report: November 2004; final report: May 2005.

  8. Assessing the Capacity of the U.S. Engineering Research Enterprise 2 of 4 Committee is charged to: • Evaluate the past and potential impact of the U.S. engineering research enterprise on: • the nations economy, • quality of life, • security, • and global leadership. • Evaluate the adequacy of public and private investment to sustain US preeminence in basic engineering research.

  9. Assessing the Capacity of the U.S. Engineering Research Enterprise 3 of 4 Findings: • Technological innovation is critical to global economic competitiveness, quality of life, and national security. • Leadership in engineering research and education is a prerequisite to preeminence in innovation. • US leadership in innovation is threatened by other nation’s investment in R&D, workforce development, and global competition. • Federal investment in engineering and physical science research is stagnant, mostly from mission agencies and NSF. • A technically skilled workforce is essential to a innovation-driven nation.

  10. Assessing the Capacity of the U.S. Engineering Research Enterprise 4 of 4 Recommendations: • Federal investments in engineering and physical science research and infrastructure should increase significantly. • Cultivate US students interest in engineering and science. • Develop and implement innovation curricula. • Address restrictions in immigration procedures. • A BOLD STEP must be taken to secure US leadership in technological innovation • Discovery Innovation Institutes • Like ag. experiment stations, academic medical centers; linking discovery, innovation, products, services, systems, and education. • Partner with business, medicine, and law across academic disciplines. • Funded at the level of FFRDCs or medical centers. • A government-wide initiative.

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