Future Directions for the National Science Foundation's Arctic Natural Sciences Program (1998) / Chapter Skim
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3 Management Strategy and Structure
3 Management Strategy and Structure
Pages 21-28
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From page 21... ...
For example, the Antarctic Section has 16 positions, including one section head and seven science program managers plus a number of other staff directly involved in managing the research portfolio. (The Antarctic Sciences Section is also supported by 17 staff members and various contractors in the Polar Research Support Section, which provides a variety of logistics services.)
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From page 22... ...
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From page 23... ...
EVALUATION OF CURRENT STRUCTURE AND SCOPE Strengths Although this committee has many suggestions for improving the effectiveness of how OPP manages the arctic side of its portfolio, we should to note that overall the current OPP Arctic Sciences Section has done a credible job of supporting arctic science within the structure imposed upon it during its formation. Although we must inevitably find ways to segment and define scientific categories, or its management becomes overwhelming, science in general is moving away from the neat disciplinary boundaries of the past.
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From page 24... ...
Review panels were not universally liked by the town meeting participants, so some thought should be given to how they are used if this route is followed. · Given the great breadth of subject matter considered in the ANS program, it is and will always be difficult to find staff who can deal fairly and competently with the full range of proposals received.
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From page 25... ...
, to assist in coordination with these agencies and benefit from their links with international activities. EVALUATION BY 1997 COMMITTEE OF VISITORS Periodic assessments of program success and problems are extremely important for ensuring sound program management, and the Arctic Sciences Section is to be commended for taking steps to evaluate and modify the ANS program while it is still evolving.
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From page 27... ...
The Committee found it difficult to assess whether ANS was encouraging high-risk proposals, and noted that at times it was not clear whether a review panel had been consulted; given the interdisciplinary nature of ANS, the Committee noted that use of large panels is commended. Regarding the appropriateness of how resources are allocated in the program, the Committee noted that the ANS program manager was trying hard and doing the "most difficult management job in polar programs." Regarding OPP programs overall, the Committee emphasized the need to take a leadership role in coordinating basic research in the Arctic and the need for better and quicker access to statistical information regarding proposals.
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From page 28... ...
This committee, in our discussion of guiding principles for the program in Chapter 4 and our recommendations in Chapter 5, has tried to suggest realistic changes that might bring real benefits without wholesale restructuring of the Arctic Sciences Section or imposing staff or financial demands that are dramatically outside what is currently available.
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