1 / 28

Directorate for Engineering Strategic Planning: The Road to Reorganization

Directorate for Engineering Strategic Planning: The Road to Reorganization. Strategic Planning Process. Background External Environment Internal Reports STG Report. Background: Existing Plans. “The Long View” ENG’s last strategic planning document, produced in 1994.

sook
Download Presentation

Directorate for Engineering Strategic Planning: The Road to Reorganization

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Directorate for EngineeringStrategic Planning:The Road to Reorganization

  2. Strategic Planning Process Background External Environment Internal Reports STG Report

  3. Background: Existing Plans • “The Long View” ENG’s last strategic planning document, produced in 1994 • “NSF Strategic Plan” Mission, Vision, and Strategic Goals for NSF from 2003 through 2008

  4. External EnvironmentReports and Recommendations • Assessing the Capacity of the U.S. Engineering Research Enterprise: NAE 2005 • Engineer of 2020: NAE 2004 • Innovate America: National Innovation Initiative Final Report:Council on Competitiveness 2004

  5. Internal Reports July 2004 –Task Groups/Committees within the ENG Directorate were formed to study, assess, plan, and prepare actions for the Directorate for Engineering • Awards and Solicitation • Awards Impact and Assessment • Making the Case for Engineering • Engineering Education and Workforce • Strategic Thinking Group • Organization and Structure

  6. Strategic Thinking Group “Strategic Planning Overview: Strategic Directions for Engineering Research, Innovation, and Education” Developed by the ENG Strategic Thinking Group

  7. ENG Mission • To enable the engineering and scientific communities to advance the frontiers of engineering research, innovation and education, in service to society and the nation.

  8. ENG Vision • ENG will be the global leader in advancing the frontiers of fundamental engineering research, stimulating innovation, and substantially strengthening engineering education.

  9. ENG 5 Goals • Overarching Frontier Research Goal: Effectively invest in frontier engineering research that has potential for high impact in meeting national and societal needs. • Overarching Engineering Innovation Goal: Effectively invest in fundamental engineering innovation that has potential for high impact in meeting national and societal needs.

  10. ENG 5 Goals 3. Overarching Engineering Education and Workforce Goal: Effectively invest in frontier engineering education and workforce advancement that has potential for high impact. 4. Public Understanding of Engineering Goal: Effectively invest in and seek partnerships to educate the public about the value of engineering research and education. 5. Organizational Excellence Goal: Effectively organize the Directorate to provide agile, multidisciplinary leadership in engineering research, innovation, and education

  11. ENG Research Priorities • Biology in Engineering • New Frontiers in Nanotechnology • Critical Infrastructure Systems • Complexity in Engineered and Natural Systems • Manufacturing Frontiers

  12. ImplementationOrganizational Structure

  13. Forces Driving New Structure • For past 15 years, ENG has had essentially the same organizational structure. • Changing conditions have emerged • New multidisciplinary research areas (nanotechnology, cybertechnology, bioengineering, etc.) • National priorities (defense, economy, homeland security) • Global competition in innovation • To remain at the frontier, ENG must evolve to address these changes

  14. External Rationale • Engineering education and research becoming more interdisciplinary, team-oriented, and collaborative. • Universities establishing centers, clusters, and cross-department divisions. • Industry adopting more interdisciplinary research paradigm.

  15. Internal Rationale • STG Report identified opportunities in line with new structure (covered earlier) • ENG has relatively large number of divisions, with relatively small budgets • Divisions must have sufficient funds (at least $100 million) to have major impact

  16. New Structure Must Enable ENG to (1): • Position ENG at the frontiers of engineering research, education, and innovation • Promote interdisciplinary collaboration • Integrate across priority areas • Integrate research and education • Support the continuum from discovery through to early engineering innovation

  17. New Structure Must Enable ENG to (2): • Enhance flexibility for change by combining some units • Provide opportunities to explore new areas • Strategically allocate human and financial resources

  18. Data-Driven Plan Based onASTG Study Report • Inventory of all ENG ongoing grant portfolio as of December 2004. • Considered funding in each of about 30 topic areas for each division • Selected a listing of topics within three-four thrust areas for each division.

  19. Organizational Structure ReportENG Considered 4 Scenarios • Scenario 1: Operational Effectiveness • Scenario 2: Priority Led Matrix Structure • Scenario 3: Cross-disciplinary Excellence on the Continuum from Discovery to Innovation • Scenario 4: Aligning with Intellectually Stimulating National Priorities

  20. Organizational Structure Changes • A hybrid of Scenarios 1 & 2 has been selected • New structure will better position ENG to be more effective both inside NSF and externally • New structure better aligns with STG Overarching Goals

  21. New Framework

  22. Organizational Structure Organizational Structure OAD EFRI EEC CBET CMMI ECCS IIP CBET: Chemical, Biological, Environmental and Transport Systems CMMI: Civil, Mechanical & Manufacturing Innovation ECCS: Electrical, Communication & Cyber Systems IIP: Industrial Innovation & Partnerships EEC: Engineering Education, Centers EFRI: Emerging Frontiers in Research & Innovation

  23. Divisions and Cross-cutting Areas CBET CMMI ECCS IIP Crosscutting Areas Eng Education EECDivision ERC EFRI Cyberinfrastructure Nanotechnology Critical Infrastructure Complex Eng. Systems

  24. EEC: Linkages to Divisions AdCom Subcommittee For K-12 EEC Division EHR Eng. Ed. Eng. Res. Centers CMMI CBET CMMI CBET IIP ECCS IIP ECCS

  25. Implications for Engineering Community • Greater flexibility to explore the emerging frontiers of engineering research, education, and innovation • Engineering Education and Centers will be more deeply ingrained throughout all divisions • Multidisciplinary focus will more closely match trends in research and education • New divisions with larger budgets may help Improve Success Rate for ENG

  26. Timing and Implementation • Appoint an Implementation and Transition Team • Coordinate with Division of Budget, Division of Financial Management, HRM, and NSF Employee Union • Full implementation by FY 2007

  27. Comments and Feedback • Share your thoughts via the NSF Website: • WWW.NSF.GOV • Go to the Engineering “Program Area” • “ENG Reorganization – Comments Invited” box at top of page • Follow links to plans and reports, as well as feedback email (engquality@nsf.gov)

  28. Questions & Answers General Discussion

More Related