1. NSF Committee of Visitors (COV) Report Review of Bioengineering and Environmental Sciences (BES) Division of the Engineering Directorate 2005

2. BES COV Meeting Roster February 28 – March 2, 2005 Chair: Dr. Larry V. McIntire Chair: Dr. Larry V. McIntire The Wallace H. Coulter Department of Biomedical Engineering at Georgia Institute of Technology and Emory University Vice Chair: Dr. Debra S. Knopman Vice Chair: Dr. Debra S. Knopman RAND Science and Techology Dr. Gilda Barabino Dr. Gilda Barabino Department of Chemical Engineering Northeastern University Dr. Jacimaria R. Batista Dr. Jacimaria R. Batista Civil and Environmental Engineering University of Nevada, Las Vegas Dr. Christine A. Kelley Dr. Christine A. Kelley Director, Division of Discovery Science and Technology, NIBIB/NIH Dr. Manfred R. Koller Dr. Manfred R. Koller President and CTO, Oncosis Dr. Hendrik Meerman Dr. Hendrik Meerman Genencor International, Inc. Dr. Vincent G. Murphy Dr. Vincent G. Murphy Department of Chemical Engineering Colorado State University Dr. John T. Novak Dr. John T. Novak Civil and Environmental Engineering Deparment, Virginia Polytechnic Institute and State University

3. Overview From February 28 – March 2, 2005, the COV read and evaluated 92 jackets containing proposal actions from 2002-2004. From February 28 – March 2, 2005, the COV read and evaluated 92 jackets containing proposal actions from 2002-2004. Oral presentations were given by the head of the Engineering Directorate, the Division Director and the Program Directors. Oral presentations were given by the head of the Engineering Directorate, the Division Director and the Program Directors. The COV commends the Division for its effective and efficient processing of proposal reviews, which exceeded 70% less than six month dwell-time target in each of the three years of study. The COV commends the Division for its effective and efficient processing of proposal reviews, which exceeded 70% less than six month dwell-time target in each of the three years of study.

4. Overview (cont’d) This is particularly impressive in light of the greatly increased numbers of proposals processed compared to the 2000-2002 time frame of the last COV report. This is particularly impressive in light of the greatly increased numbers of proposals processed compared to the 2000-2002 time frame of the last COV report. Overall, the COV found the programs in the Division were doing extremely well in meeting stated goals and objectives; the management of BES appears excellent. Overall, the COV found the programs in the Division were doing extremely well in meeting stated goals and objectives; the management of BES appears excellent.

5. Integrity and Efficiency of the Program’s Processes and Management Resulting Portfolio of Awards COV’s concerns were: (1) the limited size of awards relative to the actual scope and cost of performing research in the supported BES-related fields; (2) the low funding success rate, which discourages some in BES-supported fields from seeking NSF support; (3) requirement for significant research funds in addition to NSF funding in order for PIs to make significant progress towards the specific aims of the BES grant. COV’s concerns were: (1) the limited size of awards relative to the actual scope and cost of performing research in the supported BES-related fields; (2) the low funding success rate, which discourages some in BES-supported fields from seeking NSF support; (3) requirement for significant research funds in addition to NSF funding in order for PIs to make significant progress towards the specific aims of the BES grant. Management of the Program Under Review Although overall management appears excellent, the BES average success rate for 2004 was 13% while the ENG average was 15%. To improve these low success rates, management should consider exploring mergers and consolidations within ENG and with units of other directorates. Although overall management appears excellent, the BES average success rate for 2004 was 13% while the ENG average was 15%. To improve these low success rates, management should consider exploring mergers and consolidations within ENG and with units of other directorates.

6. Outputs and Outcomes of NSF Investments Outcome Goal for People BES support has contributed to numerous new patents and contributed to economic development through its support for researchers who have established companies based on their research outcomes. BES support has contributed to numerous new patents and contributed to economic development through its support for researchers who have established companies based on their research outcomes. BES has contributed to the development of a diverse workforce through CAREER Awards to diverse faculty and support for outreach programs to diverse students. BES has contributed to the development of a diverse workforce through CAREER Awards to diverse faculty and support for outreach programs to diverse students. BES has supported the efforts of investigators in the promulgation of science and engineering through outreach activities in grade schools, high schools and the community at large. BES has supported the efforts of investigators in the promulgation of science and engineering through outreach activities in grade schools, high schools and the community at large. BES support has facilitated the establishment of international collaborators. BES support has facilitated the establishment of international collaborators.

7. Outputs and Outcomes of NSF Investments Outcome Goal for Organizational Excellence The COV recommends additional practices that would lead to a more agile, innovative organization: The COV recommends additional practices that would lead to a more agile, innovative organization: –To further strengthen the Division, the COV strongly recommends that BES hire a permanent Division Director for sustained management and leadership. –The success rate for proposals in BES is low and the budget is not projected to increase. The COV recommends that BES set focused priority research and educational ideas. Also, a strategic implementation plan should be developed with future goals that are focused and specific and a map with out-year budget projections for the various programs.

8. Outputs and Outcomes of NSF Investments Outcome Goal for Organizational Excellence (cont’d) –There should be a clear relationship between the numerous WTEC study outcomes and the program priorities and program announcements in the Division. –The BES should be more pro-active with the nanotechnology announcement so the funded proposals have higher relevance to the Division. –The Division should seek partnerships with other federal agencies to help leverage NSF funds.

9. Additional Concerns The COV discussed extensively the relative weighting of the technical merit and broader impact criteria without coming to a definite conclusion. The COV discussed extensively the relative weighting of the technical merit and broader impact criteria without coming to a definite conclusion. There was concern, however, that the metrics for progress in technical merit are utilized extensively (e.g. peer reviewed publications); methods for evaluation of progress in broader impact were less clear. There was concern, however, that the metrics for progress in technical merit are utilized extensively (e.g. peer reviewed publications); methods for evaluation of progress in broader impact were less clear.