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Directorate for Engineering

Strategic Planning: The Road to Reorganization

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Strategic Planning Process

Background External Environment Internal Reports STG Report

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Background: Existing Plans

The Long View ENGs last strategic planning document, produced in 1994
NSF Strategic Plan Mission, Vision, and Strategic Goals for NSF from 2003 through 2008

External Environment Reports and Recommendations

Assessing the Capacity of the U.S. Engineering Research Enterprise: NAE 2005

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Engineer of 2020: NAE 2004

Innovate America: National Innovation Initiative Final Report: Council on
Competitiveness 2004

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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

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Strategic Thinking Group

Strategic Planning Overview: Strategic

Directions for Engineering Research, Innovation, and Education

Developed by the ENG Strategic Thinking Group

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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.

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

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ENG 5 Goals

1. Overarching Frontier Research Goal: Effectively invest in frontier engineering research that has potential for high impact in meeting national and societal needs. 2. Overarching Engineering Innovation Goal: Effectively invest in fundamental engineering innovation that has potential for high impact in meeting national and societal needs.

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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

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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

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

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To remain at the frontier, ENG must evolve to address 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 (at least $100 million) to have major impact

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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

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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

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 within three-four thrust areas for each division.

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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 Stimulating National Priorities

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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

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New Framework
Conceptual Framework
Chemical, Biological, Environmental and Transport Systems

Current Organization
Bioengineering and Environmental Systems Chemical and Transport Systems Civil and Mechanical Systems Design and Manufacturing Innovation Electrical and Communication Systems Office of Industrial Innovation Engineering Education and Centers Cyber Systems

Civil Mechanical and Manufacturing Innovation

Electrical, Communications and Cyber Systems Industrial Innovation and Partnerships Engineering Education and Centers Emerging Frontiers in Research and Innovation

Partnerships Crosscutting Emphasis Crosscutting Emphasis

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Organizational Structure
OAD EFRI

Organizational Structure

EEC

CBET
CBET: CMMI: ECCS: IIP: EEC: EFRI:

CMMI

ECCS

IIP

Chemical, Biological, Environmental and Transport Systems Civil, Mechanical & Manufacturing Innovation Electrical, Communication & Cyber Systems Industrial Innovation & Partnerships Engineering Education, Centers Emerging Frontiers in Research & Innovation

Divisions and Cross-cutting Areas

EEC Division

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CBET Eng Education

ERC

CMMI

ECCS

IIP

Crosscutting Areas

EFRI Cyberinfrastructure

Nanotechnology
Critical Infrastructure Complex Eng. Systems

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EEC: Linkages to Divisions

EEC
Division

AdCom Subcommittee For K-12

EHR CBET Eng. Ed. CMMI CBET CMMI

Eng. Res. Centers

IIP

ECCS

IIP

ECCS

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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

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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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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)

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Questions & Answers

General Discussion