6
Key Findings and Recommendations
The new NCNR guide hall is now complete, and new instruments that enhance measurement capabilities are either complete or are at different stages of completion. Moreover, new sample preparation and sample environment capabilities are continually being established. These developments significantly enhance the ability of the NCNR to remain at the leading edge in neutron research in the coming decades. However, some specific actions in the near- and long-term future will be required.
Recommendation 1: The NCNR should develop and document a plan for instrument development, which should include plans for the two remaining end-stations in the new guide hall. In addition, the NCNR should hold a workshop in 2017 to get feedback from users regarding the plan. Input from the user community should also be used to update the NCNR strategic plan, expected to be complete by the end of 2016.
It is commendable that NCNR management is identifying creative ways to procure a budget for cold source developments, instrument upgrades, and new instruments from different sources such as universities, the National Nuclear Security Administration, the National Science Foundation, and—primarily—NIST. Nevertheless, this approach is fragmented.
Recommendation 2: The NCNR should document a plan that describes the sources of financial support, with specific objectives for budgets and strategies, and sources that would ensure that the plans for future instruments are realized.
The research at the NCNR is at the cutting edge, as evidenced by high-quality publications in the very best journals in the world in different fields, and also by the number of citations. Additional opportunities could be realized if there were stronger integration between theory and experimentation in some areas. The success is particularly notable in cases where theory and experiment are well integrated.
Recommendation 3: The NCNR should develop a strategy to achieve more substantial interactions with researchers around the world to develop integrated teams capable of addressing forefront neutron problems. Potential strategies should include expanding the sabbatical program.
A major objective of the mission of NIST is to transition fundamental scientific knowledge to practical technology. Within NCNR, the nSOFT program plays a central role toward meeting this objective. The evolution of the nSOFT program, and its progress, is commendable. Deep ties have been developed with companies, and the impact on industrial processes is becoming evident. In this regard, the transfer of awareness and practical applications of neutrons to U.S. industry is now evident. The goals and objectives of the program have evolved during the past 2 years.
Recommendations 4: The NCNR should (a) develop and document a complete strategic plan for nSOFT with elements that include the metrics for success (for example, financial,
number of companies, patents, publications, new products), a profile of the type of company that would benefit from becoming a member of nSOFT, a financial model, and personnel commitment; (b) work with the companies to articulate success stories illustrating how neutron research has had an impact; (c) clarify the current approach to technology transfer activities; and (d) revisit the current status of intellectual property.
In 2030 the user needs for access to neutron scattering facilities in the United States will not be met. Additionally, the reactor licensing limit of 2029 imposes an additional challenge.
Recommendation 5: The NCNR should expand current initiative planning for a next generation reactor. This planning may even include consideration of an additional reactor.
The reactor fuel costs continue to rise at a significant rate. A reduction of the access to neutron-scattering capabilities would have a negative impact on the neutron-scattering community in the United States. This would have serious implications on the overall progress of science and technology in some fields.
Recommendation 6: The NCNR should procure resources to afford fuel costs in order to continue to operate at current levels.
This page intentionally left blank.
