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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 (engquality@nsf.gov)

Comments and Feedback

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Questions & Answers

General Discussion

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