A Quadrennial Review of the National Nanotechnology Initiative Nanoscience, Applications, and Commercialization (2020) / Chapter Skim
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4 Findings, Recommendations, and Implementations
4 Findings, Recommendations, and Implementations
Pages 78-110
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The committee therefore considered whether the U.S. nanotechnology effort could be organized in more effective ways to accelerate the transition of nanotechnology discoveries to the higher technology readiness levels that bring societal benefits.
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and the National Nanotechnology Coordination Office (NNCO, in supporting the implementation)
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priority on "Quantum Information Sciences, and Strategic Computing,"3 the White House has recently established the National Quantum Initiative (NQI)
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Similarly, some funding initiatives naturally overlap between NNI and NQI projects. For example, the Nanoscale Science Research Centers (NSRCs)
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Summit on the Bioeconomy include the following: building the bioeconomy workforce of the future; promoting and safeguarding critical bioeconomy infrastructure and data; and, critically, leveraging the entire U.S. innovation ecosystem, as well as identify ing regulatory opportunities and challenges.
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Finding 1.3: The goals of the Bioeconomy Initiative overlap with those of the NNI toward advanced manufacturing, creating an opportunity to leverage nanomanufacturing infrastructure and the coordinating relationships of the NNI in service of advancing the Bioeconomy Initiative. A Priority Practice: Transferring Technology from Laboratory to Marketplace The committee's assessment of nanoscale science and engineering efforts among other nations found that considerable new investments have been made in innovative programs that seek to accelerate the lab-to-market timeline for nano technologies in the period since the last NNI review.
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Small and large companies producing graphene are emerging in China, reported to ccount for up to 20 percent of global R&D spending.12,13 a Improved strategic focus of U.S. investment in nanotechnologies toward acceleratng market adoption, particularly in areas of current national R&D pri i ority, is critical for global leadership.
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Recommendation and Implementations These six findings lead to the following key recommendation and implementations. Key Recommendation 1: The Nanoscale Science, Engineering, and Technol ogy Subcommittee and the NNI agencies should align the efforts of the NNI to deliver responsible and sustainable nanotechnology-based solutions that address the federal research and development priorities, which currently include security, artificial intelligence, quantum information sciences, manu facturing, bio-based materials, water, climate change, space travel, explora tion, inhabitation, energy, medical innovations, and food and agriculture.
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17 See Figure 1.2, Triennial Review of the National Nanotechnology Initiative, 2016, https://www. nap.edu/catalog/23603/triennial-review-of-the-national-nanotechnology-initiative.
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Examples include Japan's Tsukuba Innovation Arena (TIA) , the EU's Open Innovation Platforms, and China's Nanopolis, all described in Chapter 3.
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For the NNCO to pivot to a more intentional, coordi nated, and centralized approach to accelerating nanotechnology commercialization will require significant changes in how the NNI-involved agencies operate and how they work together. Funding will need to be carved out of budgets for robust multiyear commitments to a shared vision with a whole-of-government approach.
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nanotechnology competitiveness has created a deficit of information that could be used by industry partners to assess commercial promise of different nanotechnologies. 19 Triennial Review of the National Nanotechnology Initiative, 2013, https://www.nap.edu/ catalog/18271/triennial-review-of-the-national-nanotechnology-initiative.
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Although not specifically aimed solely at nanotechnology, the ROI Initiative is well positioned as leverage for future NNI enhancements in the development of more successful nanotechnology innovation, entrepreneurship, and commercialization. Finding 2.5: The recent establishment of the Lab-to-Market Return-on- Investment Initiative offers a strategic opportunity for NNI collaborations to accelerate nanotechnology commercialization.
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Entrepreneurship Awareness in Workforce Training Training in best practices in nanotechnology development can be improved in many universities to raise the level of quality in precommercial ideas and prototypes. Although some universities have programs that provide effective tech transfer and training opportunities to students, there is no Accreditation Board for Engineering 23 See Performance.gov, https://www.performance.gov/, accessed 04/16/2020.
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Recommendation and Implementations These eight findings led the committee to propose a key recommendation and identify several approaches for its implementation. Key Recommendation 2: The Nanoscale Science, Engineering, and Tech nology Subcommittee and the National Nanotechnology Coordination O ffice should strengthen and expand the lab-to-market innovation eco system in support of the transfer of nanotechnologies from bench research to products, to ensure U.S.
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Implementation Recommendation 2g: Nanoscale Science, Engineering, and Technology (NSET) and the National Nanotechnology Coordination Office (NNCO)
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Examples include the Nanotechnology Platform in Japan,34 ForLab in Germany,35 Nano-X Research Facility in China,36 IMEC in Belgium,37 28 Office of Management and Budget and Office of Science and Technology Policy, 2018, FY2020 Administration Research and Development Budget Priorities, Memorandum for the Heads of Executive Departments and Agencies, M-18-22, https://www.whitehouse.gov/wp-content/ uploads/2018/07/M-18-22.pdf. 29 See Nanoscale Science Research Centers, https://nsrcportal.sandia.gov/Home/About, accessed 04/16/2020.
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40 See NNFC, https://www.nnfc.re.kr/eng/, accessed 04/16/2020. 41 National Research Council, 2016, Triennial Review of the National Nanotechnology Initiative, The National Academies Press, Washington, D.C.
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Increasingly, major national laboratories with synchrotrons that in clude high-intensity beam lines are vital for nanoscience discovery and development. However, the maintenance and eventual replacement by new tools with superior
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workforce development, com petitiveness, and long-term security. At the same time, the recapitalization challenge opens an opportunity for the United States to take a new scientific and technological lead by a timely and strategic renewal of its aging infrastructure.
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also provide state-of-the-art facilities where ideas can be tested in a single location. The NNI agencies should consider potential models in which the networks of nanotechnology centers could be made available and participate in the consortia where government participation already occurs.
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These entities promote their IP arrangements as being flexible enough to attract international 47 National Science and Technology Council, National Nanotechnology Initiative: trategic Plan, 2016. S 48 See National Science Research Centers, https://nsrcportal.sandia.gov/Home/Industrial, accessed 04/16/2020.
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53 See National Nanotechnology Initiative, "Resources for Technology Transfer & Commercializa tion," https://www.nano.gov/techtransfer, accessed 04/16/2020. 54 See Cyclotron Road, https://www.cyclotronroad.org, accessed 04/16/2020.
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in addition to programs for new, state-of-the-art infrastructure. WORKFORCE DEVELOPMENT: GLOBAL VIEW ON COMPETITIVENESS As Chapter 3 described, researchers have witnessed a startling disruption of the global innovation ecosystem with the rapid rise of R&D intensity in China and other developing nations.56 China's subsidy of capital-intensive industries and developing 56 See Task Force on American Innovation, "Benchmarks 2019: Second Place America?
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indicates the number of international students at all levels declined by 2.7 percent.60 Also, ICE data show a 2 percent year-to-year decline from March 2018 to March 2019 from the leading sending country, China; a 1.2 percent decline from India, the number 2 sender; and a 7.6 percent decline from the number 3 sending country, South Korea.61 The number of institutions reporting increased delay or denial in visa issuance grew from 33.8 percent in fall 2016 to 68.4 percent in fall 2017.62 57 See National Nanotechnology Initiative, "Educational Resources for K-12 Teachers," https:// www.nano.gov/education-training/teacher-resources, accessed 04/16/2020. 58 National Science Board, Science and Engineering Indicators, https://ncses.nsf.gov/indicators.
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Centers have provided important training for undergraduates and produced a cohort that can address current key issues with tools of nanoscience and nanotechnology. U nfortunately, since the NSF REU programs were affiliated with the Nanoscale Science and Engineering Centers (NSECs)
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across many NNI–relevant disciplines results in yet fewer STEM–educated workers than would otherwise be present in the United States. Expanding the Domestic STEM Pipeline As the international component of the domestic STEM workforce declines, the need for STEM talent is expanding as high-technology manufacturing makes an increasingly vital contribution to the economy and national security of the nation.
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STRUCTURE AND MANAGEMENT The previous four key recommendations address areas for the NNI to modify in its future embodiment. An overarching issue is what organization and manage ment structure should exist to support future NNI activity.
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Furthermore, few funding calls and announcements are explicitly listed as nanotechnology efforts, even though nanoscience and technology are im portant components of topical funding announcements. For example, the devices that will become the components of quantum computing will critically depend on nanoscale devices and fabrication technologies.
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Finding 5.4: The OSTP and the NSET Subcommittee are responsible for the oversight and management of National Nanotechnology Coordination Office (NNCO) , but the NNCO as constituted does not seem adequately resourced or staffed to address all four National Nanotechnology Initiative goals effectively.
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Key Recommendation 5: The NNI, through the Nanoscale Science, Engi neering, and Technology Subcommittee and the National Nanotechnology Coordination Office (NNCO) , should continue to perform its important coordinating role.
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and provide specific guidance through the Office of Management and Budget to modify the level of flow-through fund ing from participating agencies to ensure that the NNCO has the resources necessary to execute its responsibilities on behalf of the Nanoscale Science, E ngineering, and Technology Subcommittee. Implementation Recommendation 5c: Nanoscale Science, Engineering, and Technology and the National Nanotechnology Coordination Office should actively leverage the Nanotechnology Signature Initiative mechanism to focus and coordinate agency work and funding on activities such as technol ogy transfer or training.
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