96 



Division and to include networking support in their PACI proposals. Our intent is 

 to work closely with NCRI to optimize the effect of both programs on high speed 

 networking infrastructure, not only for the PACI sites, but also for the entire 

 science and engineering research community. NCRI resources will be available for 

 meritorious projects not associated with the PACI program. 



EFFECT OF SHUTDOWNS 



QUESTION: NSF has been operating without a permanent appropriation 

 this fiscal year and has undergone shutdowns. What have been the prob- 

 lems caused by these shutdowns and by the continuing uncertainties about 

 this year's budget? Do you see any adverse effects? 



ANSWER: Budget uncertainties and attendant disruptions to normal business op- 

 erations have placed substantial burdens on staff at all levels of the agency. NSF 

 employees were furloughed for a total of 17 working days (November 14-17, 1995, 

 and December 18 through January 6, 1996) as a result of the budget impasse. Dur- 

 ing the second furlough, more than 40,000 pieces of mail, including 2,860 proposals, 

 accumulated in the NSF mail room. To handle the processing of this backlog, the 

 mailroom staff was put on 12-hour shifts and paid approximately $24,000 in over- 

 time. An additional $1,200 was authorized for overtime for warehouse workers to 

 respond to a backlog of 1,500 requests for forms and publications. Proposal process- 

 ing came to a halt during the furlough and 21 review panels were canceled, most 

 of which were eventually rescheduled. Six special competitions were canceled and 

 15 were delayed. 



The cancellation of a National Science Board meeting during this period also re- 

 sulted in the delay of decisions on major awards and the submission of Science and 

 Engineering Indicators 1996. 



The lack of a permanent appropriation made it difficult for program officers to op- 

 erate, given uncertainty about the amount of funding for their programs. The agen- 

 cy honored funding commitments on active awards to the extent possible. However, 

 decisions on new awards have been delayed. 



STATUS OF MILLIMETER ARRAY FACILITY 



QUESTION: NSF has also been considering construction of a new astron- 

 omy facility — the Millimeter Array. What is the status of planning for this 

 facility? Clearly not all of the projects which are being explored at this 

 time can be accommodated in NSF's budget. Overall, how does NSF set pri- 

 orities among competing construction within the Major Research Equip- 

 ment Account? 



ANSWER: In November 1994, the National Science Board approved a Project De- 

 velopment Plan for the Millimeter Array (MMA), endorsing further planning. This 

 has resulted in a proposal that the MMA be included in the Major Research Equip- 

 ment (MRE) account. The MMA will be one of the candidates considered for future 

 funding within the MRE account. 



An NSF-wide task force developed the criteria and implementation procedures 

 that guide operation of the Major Research Equipment (MRE) account. Candidates 

 for inclusion in the MRE account must meet the following criteria: 



• Represent an exceptional research opportunity essential to the U.S., with broad 



community support; 



• Support the goals of the NSF Strategic Plan; 



• Be an activity requiring a period of years for proper planning and construction; 



• Have undergone thorough peer review based on scientific merit, feasibility, man- 



agement capability, and partnership opportunities; 



• Be too large to be accommodated in the relevant disciplinary organization; and 



• Be cost-shared by the relevant disciplinary organization. 



In examining candidates for construction within the MRE account, NSF takes into 

 account items such as the potential impact on the relevant scientific communities; 

 appropriateness of the scientific plans; balance in the Foundation's portfolio of re- 

 search facilities; appropriateness of the construction plans, including detailed cost 

 estimates and construction schedule; plan for operating the facility in the future 

 from within existing funds, including phase-out of existing facilities as necessary 

 and impact on other activities in the relevant directorate(s); and potential for cost 

 sharing, particularly international cost sharing. 



