this total would be a setback to EHS research and would slow progress in addressing the committee’s priorities.

•  Over time, funded research should be aligned with the strategic priorities identified by the committee and in the NNI strategy.

•  Additional multiagency funding should be made available for five cross-cutting endeavors that are critical for providing needed infrastructure and materials to support a strategic R&D program and for ensuring that research findings can be readily translated into practical action by stakeholders. The five are informatics ($5 million per year), instrumentation ($10 million per year), materials ($3-5 million per year), sources ($2 million per year), and networking ($2 million per year).9

•  Funding in each of those five endeavors is critically needed in the short term and should be sustained for 5 years.


To advance the research strategy, mechanisms will be needed to ensure its effective implementation, to evaluate research progress, and to refine the strategy as the base of evidence evolves—elements that the committee considered integral to its charge. Implementation will also require the integration of the various participants, both domestically and internationally, involved in nanotechnology-related EHS, including the NNI and the federal agencies; the private sector, such as nanomaterial developers and users; and the broader scientific and stakeholder communities, such as academic researchers.

Successful implementation will require mechanisms that improve coordination and modify institutional arrangements. Such modifications have been articulated by stakeholder groups involved in the nanotechnology-related EHS research enterprise. The committee concludes that attention to these implementation mechanisms are as integral to the success of the research strategy as the research priorities themselves, a key finding of the 2009 NRC review of the federal strategy. Active engagement of stakeholders is needed at all stages of strategy development, implementation, and revision to ensure that the research strategy is responsive to those who have a stake in its outcomes. Development of public-private partnerships can help to leverage resources to advance the research needed and to foster independent governance and operational transparency in the process. The committee considers that the current structure of the NNI, which serves primarily coordinating and information-sharing roles, hinders its accountability for effective implementation of the research strategy. Because the NNI has only coordinating functions, it has no “top-down” budgetary or management authority to direct nanotechnology-related EHS research. The committee finds that effective implementation of its strategy will require an entity that has sufficient management and budgetary authority to direct develop-


9The specified amounts are the minimums that should be available for each endeavor.

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