By National Research Council, Division on Engineering and Physical Sciences, Laboratory Assessments Board, Panel on Electronics and Electrical Engineering
The record at the EEEL offers an evaluation of the Lab’s 4 divisions. The evaluate is predicated on 4 standards: alignment with nationwide priorities, motivation of its courses, technical benefit, and technical software caliber. The file additionally presents a glance at 3 extra issues: staffing and investment, foreign matters, and the making plans strategy.
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Extra resources for An Assessment of the National Institute of Standards and Technology Electronics and Electrical Engineering Laboratory: Fiscal Year 2007
The technical merit of the programs is generally excellent. S. technological infrastructure and metrological needs. As well, there is promise of significant advancement in emerging technologies. The resources of the laboratory are generally adequate. The quality of the laboratory facilities varied widely, from excellent to barely acceptable. The quality of the staff is generally excellent, but the manpower expended on almost all projects was no more than minimal. This report also details a number of concerns about sustainability of activities, staffing, and the planning process and suggests new directions in research within the existing EEEL organization.
While this mode of staffing can be cost effective, the work being done by these researchers, both permanent and temporary, will make them attractive candidates for jobs outside EEEL, aggravating the problem of long-term planning, vision, and sustainability. EEEL has been quite successful in pursuing OA funding. Many projects now obtain 50 percent or more of their total funding from OA. However, this success could also result in an increase in the fraction of temporary staff, an increased workload for the permanent staff to maintain the OA funding, a shift away from EEEL’s mission to satisfy the OA objectives, a diminishment of NIST’s independent authoritative position, and a further strain on EEEL’s ability to maintain its core competency.
Although worthwhile and well-performed, some projects performed by the Electromagnetics Division, such as the work on RF identification devices, could have been performed by qualified organizations outside NIST. Many other projects were understaffed and required the unique skills of the EEEL staff. Innovation around EEEL’s areas of core expertise should receive first priority, and EEEL resources should be focused on projects requiring its staff’s unique capabilities. In spite of the obvious success of the Optoelectronics Division’s photonics, semiconductor, and nanostructures activities, EEEL does not seem to be giving it sufficient resources.