Reorganization Presentation

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    Directorate for Engineering

    Strategic Planning:The Road to Reorganization

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    Strategic Planning Process

    Background

    External Environment

    Internal ReportsSTG Report

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    Background: Existing Plans The Long View ENGs last

    strategic planning

    document, produced in1994

    NSF Strategic Plan Mission, Vision,and Strategic Goals for NSF from2003 through 2008

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    External Environment

    Reports 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 onCompetitiveness 2004

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    Internal Reports

    July 2004Task Groups/Committees within the ENGDirectorate were formed to study, assess, plan, andprepare actions for the Directorate for Engineering

    Awards and SolicitationAwards Impact and Assessment

    Making the Case for Engineering

    Engineering Education and Workforce

    Strategic Thinking Group

    Organization and Structure

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    Strategic Thinking Group

    Strategic Planning Overview: Strategic

    Directions for Engineering Research,Innovation, and Education

    Developed by theENG Strategic Thinking Group

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    ENG Mission

    To enable the engineering and

    scientific communities toadvance the frontiers of

    engineering research, innovation

    and education, in service tosociety and the nation.

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    ENG Vision ENG will be the global leader in

    advancing the frontiers offundamental engineering

    research, stimulating innovation,

    and substantially strengtheningengineering education.

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    ENG 5 Goals

    1. Overarching Frontier Research Goal:Effectively invest in frontier engineering researchthat has potential for high impact in meeting

    national and societal needs.2. Overarching Engineering Innovation Goal:

    Effectively invest in fundamental engineeringinnovation that has potential for high impact in

    meeting national and societal needs.

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    ENG 5 Goals

    3. Overarching Engineering Education andWorkforce Goal: Effectively invest in frontierengineering education and workforce advancementthat has potential for high impact.

    4. Public Understanding of Engineering Goal:Effectively invest in and seek partnerships toeducate the public about the value of engineeringresearch and education.

    5. Organizational Excellence Goal: Effectivelyorganize the Directorate to provide agile,multidisciplinary leadership in engineeringresearch, innovation, and education

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    ENG Research Priorities

    Biology in Engineering

    New Frontiers in Nanotechnology Critical Infrastructure Systems

    Complexity in Engineered and

    Natural Systems Manufacturing Frontiers

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    Implementation

    Organizational Structure

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    Forces Driving New Structure

    For past 15 years, ENG has had essentially thesame organizational structure.

    Changing conditions have emerged

    New multidisciplinary research areas (nanotechnology,cybertechnology, bioengineering, etc.)

    National priorities (defense, economy, homelandsecurity)

    Global competition in innovation

    To remain at the frontier, ENG must evolve toaddress these changes

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    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.

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    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 (atleast $100 million) to have majorimpact

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    New Structure

    Must Enable ENG to (1): Position ENG at the frontiers of

    engineering research, education, andinnovation

    Promote interdisciplinary collaboration

    Integrate across priority areas Integrate research and education

    Support the continuum from discovery

    through to early engineering innovation

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    New StructureMust Enable ENG to (2):

    Enhance flexibility for change bycombining some units

    Provide opportunities to explore new

    areas Strategically allocate human and

    financial resources

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    Data-Driven Plan Based on

    ASTG 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 withinthree-four thrust areas for eachdivision.

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    Organizational Structure Report

    ENG 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 StimulatingNational Priorities

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    Organizational Structure

    Changes A hybrid of Scenarios 1 & 2 has been

    selected

    New structure will better positionENG to be more effective both insideNSF and externally

    New structure better aligns with STGOverarching Goals

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    AA New Framework

    Bioengineering andEnvironmental Systems

    Chemical, Biological,Environmental and Transport

    SystemsChemical and

    Transport Systems

    Civil and

    Mechanical Systems

    Design and

    Manufacturing Innovation

    Electrical and

    Communication Systems

    Office of IndustrialInnovation

    Engineering Education

    and Centers

    Civil Mechanical and

    Manufacturing Innovation

    Electrical, Communications

    and Cyber SystemsCyber Systems

    Industrial Innovationand Partnerships

    Engineering Education

    and Centers

    Partnerships

    Crosscutting

    Emphasis

    Current Organization Conceptual Framework

    Emerging Frontiers in

    Research and Innovation

    Crosscutting

    Emphasis

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    AA Organizational StructureOrganizational 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, CentersEFRI: Emerging Frontiers in Research & Innovation

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    Divisions and Cross-cutting Areas

    ECCS IIPCMMICBET

    Eng Education

    ERC

    EFRI

    Cyberinfrastructure

    Nanotechnology

    Critical Infrastructure

    Complex Eng. Systems

    EEC

    D

    ivision

    CrosscuttingAreas

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    AAEEC: Linkages to Divisions

    Eng. Ed. Eng. Res. Centers

    CBET

    EHR

    CMMI

    IIP ECCS

    CMMI

    ECCSIIP

    CBET

    EECDivision

    AdComSubcommittee

    For K-12

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    AA Implications for

    Engineering Community Greater flexibility to explore the emerging

    frontiers of engineering research,

    education, and innovation Engineering Education and Centers will bemore deeply ingrained throughout alldivisions

    Multidisciplinary focus will more closely matchtrends in research and education

    New divisions with larger budgets may help

    Improve Success Rate for ENG

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    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

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    Share your thoughts via the NSF Website:

    WWW.NSF.GOV

    Go to the EngineeringProgram Area ENG Reorganization Comments Invited

    box at top of page

    Follow links to plans and reports, as well asfeedback email ([email protected])

    Comments and Feedback

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    Questions & Answers

    General Discussion

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