Using The National Science and Technology Council (NSTC)
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The document discusses the National Science and Technology Council (NSTC), which was established by executive order to coordinate science and technology policy across the federal government. The NSTC is chaired by the President and Vice President and aims to integrate S&T priorities across agencies, though full coordination can be difficult. Benefits of the NSTC include knowledge sharing, relationship building, and raising awareness of S&T issues. The success of NSTC bodies often depends on leadership setting realistic goals and applying pressure while refusing to accept failure.
Using The National Science and Technology Council (NSTC)
- 1. Using the National Science and Technology Council Duane Blackburn November 2008
- 2. Quick-Hit Overview • Established by Executive Order; • Highest level S&T coordination body in government (“cabinet level”) • Full-scale (ideal) coordination envisioned in EO is difficult; • Primary benefits are exchange of knowledge, building camaraderie, and raising awareness – whose benefits can exceed the ideal coordination in the EO • OSTP staff approach and management of NSTC bodies often dictates success or failure – Key is to set realistic yet difficult to achieve goals, apply constant pressure and nurturing, and refuse to accept failure
- 3. EO12881 • Issued by President Clinton in 1993 • The principal functions of the Council are, to the extent permitted by law: – to coordinate the science and technology policy-making process; – to ensure science and technology policy decisions and programs are consistent with the President’s stated goals; – to help integrate the President’s science and technology policy agenda across the Federal Government; – to ensure science and technology are considered in development and implementation of Federal policies and programs; and – to further international cooperation in science and technology. • All executive department and agencies, whether or not represented on the Council, shall coordinate science and technology policy through the council and shall share information on research and development budget requests with the council.
- 4. NSTC Organizational Framework President Vice President Director, OSTP PCAST (private sector advice) Executive Secretary NSTC Agency POCs Cabinet Secretaries, Agency Heads Exec. Sec. Committee Agency Reps Co-Chairs, Agency Members OSTP, OMB Subcommittee Working Group Task Force Working Group Task Force Task Force
- 5. The Good • S&T advancements faster and/or cheaper • Interagency S&T relationships can translate to operational cohesiveness • Good perception – Helps in budget battles – Raises stature of personnel – Private sector more willing to invest and/or participate
- 6. The Bad • Organization Issues – Departmental structure – OMB organization – Congress organization • Personnel – Experience and Willingness (SMEs, mgmt) – Personality Conflicts • Time Conflicts – You have a year; they have day jobs (career)
- 7. The Ugly • Major Roadblocks – Competing Priorities – Department budget process/timelines – OMB Support – Agency-Agency conflict • When you succeed, issues become more operationally based – Transition to other coordination bodies can be rocky – So can simply disbanding the group (perception issue)
- 8. How to not succeed I’m from the White House & think this is important -- The EO says you must -- What’s your problem?
- 9. How to succeed - theory • Determine what defines success – It is usually NOT a paper • Papers can be a means, but usually not an end – It is usually a collective agreement (agencies and WH) on priorities and approaches, and a willingness to work together on them – If you destroy the relationships developing the former, the latter never happens • Understand the realities – Successful groups usually think big, start small – Everyone wants their time in the spotlight, especially at first – Agency activities/plans in the subject area probably aren’t well set (or even known)
- 10. How to Succeed - practice Force discussion to center on what we should be doing, not what is most interesting Current Desired Future Current/Planned Understanding/ Understanding/ Activities Capabilities Capabilities Analysis Challenge Future Doc NSTC Work
- 11. Current/Planned Activities • Data call (doesn’t work) • Presentations (chest-beating, lack of detail) – Quad charts • Develop & let them fix it
- 12. Desired Future • Known operational requirements • Policies • Theoretical question to be answered • All/none of the above • Key is to disconnect current agency plans/interests, and to look anew
- 13. Analysis • Prioritize needs – List, discuss, bin • Critical • High • Recommended • Trash – Make it an iterative process • Map capabilities and plans to needs • Gap Analysis – Focus on Critical, then High, then Recommended • Put it in writing – Describe need, current capabilities, planned activities, and gaps/overlaps – Doing so • Develops a greater depth of understanding • Promotes collaboration/teambuilding • Makes a useful reference • Text for Challenge doc
- 14. “Challenge” Benefits • Internal Policy • External Outreach
- 15. Non-obvious NSTC functions • Terminology • Outreach – Conferences – Training – General messaging • Standards – Development – Adoption – Conformity Assessment • Vision Development