NSF Strategic Plan 2026–2030: Public Input Open

January 19, 2026 — In a bid to chart the course of American science and innovation for the next five years, the National Science Foundation is inviting the public’s feedback on its draft Strategic Plan for Fiscal Years 2026–2030(**). The NSF – an independent federal agency that funds research and education across all 50 states and U.S. territories – released a Dear Colleague Letter on January 13, 2026, outlining its vision and goals and asking researchers, educators, industry and other stakeholders to weigh in on the agency’s future priorities(**)(**). This outreach is part of NSF’s effort to finalize the strategic plan by March 2026, ensuring that America’s science agenda reflects both national objectives and community insights(**).

A Blueprint Centered on Excellence, Talent, and Accountability

The draft FY 2026–2030 Strategic Plan lays out NSF’s mission “to promote the progress of science; to advance the national health, prosperity, and welfare; and to secure the national defense,” and articulates a vision of “a prosperous and secure future for all Americans” driven by research and innovation(**)(**). It is structured around three main strategic goals, each with specific objectives, strategies, and metrics to track progress(**):

• Goal 1: Ensure American excellence and national security through investments in transformative research and innovation. This goal places a renewed emphasis on funding “groundbreaking research and innovation” while upholding the tenets of “Gold Standard Science” – shorthand for rigorous, merit-reviewed research integrity(**)(**). NSF aims to support “bold ideas that may not attract private investment” and translate new knowledge into practical uses that address national priorities, grow the economy and improve lives(**)(**). A key objective is to advance critical and emerging technologies – notably artificial intelligence, quantum information science and biotechnology – that are deemed vital for economic growth and global competitiveness(**)(**). In the face of intense international competition in tech, NSF points out it is uniquely positioned to propel these fields, leveraging partnerships with industry, academia and other government agencies(**)(**). Another objective under this goal highlights national security: safeguarding the U.S. research enterprise from foreign interference and intellectual property threats, while maintaining the openness and collaboration that drive discovery(**)(**). The plan calls for new policies and tools to protect research integrity, developed in concert with law enforcement and intelligence communities(**)(**). It also underscores the need for robust research infrastructure, from cutting-edge facilities to computing resources, noting that demand often far outstrips availability – for example, only about one-third of requested observation time on a major telescope (the ALMA Observatory) can be granted due to limited capacity(**).
• Goal 2: Advance American leadership in science and technology by empowering STEM talent. This goal centers on the people behind the science. NSF plans to “develop the next generation” of the STEM workforce, particularly in critical and emerging technology areas, to ensure a pipeline of skilled workers for new industries and national needs(**)(**). It emphasizes expanding opportunities in all regions and institutions – including community colleges, minority-serving institutions, nonprofits and small businesses – so that talent is nurtured not just in traditional research powerhouses but across the entire country(**). This approach builds on NSF’s longstanding effort to broaden participation in STEM. The agency explicitly invites strategies to involve communities underrepresented in science and engineering, aiming to “engage and empower the millions of talented individuals still missing from the STEM workforce”(**). The strategic plan links America’s scientific leadership to tapping this diverse talent pool, as well as retraining and upskilling workers for the high-tech jobs of the future(**)(**). According to the U.S. Bureau of Labor Statistics, STEM jobs are projected to grow 8.1% from 2024 to 2034, roughly three times faster than non-STEM occupations(**). This reflects burgeoning demand in fields like computing, engineering and healthcare, and underscores why NSF is prioritizing workforce development. The plan’s objectives also hint at geographically distributing innovation: they align with recent initiatives such as NSF’s regional “Innovation Engines,” which aim to seed tech hubs beyond the usual coastal centers, and echo a national push to “expand the geography of American innovation”(**).
• Goal 3: Accelerate NSF’s impact by optimizing capability and modernizing operations. The third goal turns inward, focusing on how the agency itself can become more effective and agile(**). It calls for strengthening NSF’s workforce – ensuring the agency can recruit and retain top scientific and administrative talent – and for updating procedures to keep pace with a rapidly evolving research landscape(**). One objective is to modernize the merit review process (through which grant proposals are evaluated) to make it more efficient and reduce burdens on applicants(**). Another is to bolster accountability and transparency in how NSF manages its ~$10 billion annual budget(**). The draft plan explicitly invokes “effective use of federal funds” and adherence to the highest standards of ethics and scientific integrity in operations(**). This dovetails with broader government-wide initiatives – for instance, the Biden administration’s President’s Management Agenda and recent executive orders to improve federal hiring and grantmaking processes(**)(**). In practical terms, researchers could see efforts to streamline grant paperwork (addressing longstanding complaints about administrative load(**)) and faster implementation of policies like public access to research results. By optimizing its internal processes, NSF aims to speed the translation of taxpayer investments into scientific breakthroughs and societal benefits.

These three strategic goals are underpinned by a set of core values – excellence, impact, integrity, and accountability – that NSF says will guide all decisions(**). The draft plan also includes a “strategic learning agenda,” a series of priority questions the agency will study to gather evidence about what works, as part of an emphasis on data-driven management(**). In soliciting feedback, NSF poses questions about how it can foster partnerships, what data it should use to measure success, and what new opportunities it might seize in pursuing these goals(**). The public has until January 27, 2026 to submit input through an online form, after which the plan will be refined and formally adopted(**).

Shifting Priorities Compared to Previous Plans

NSF formulates a new strategic plan every four years, and the 2026–2030 blueprint both builds on and departs from its predecessors. The current (2022–2026) NSF Strategic Plan was notable for elevating certain themes. For the first time, it put broadening participation in STEM as the top goal, under the banner “Empower STEM talent to fully participate in science and engineering”(**)(**). It also introduced a distinct goal to “benefit society by translating knowledge into solutions,” reflecting a push to turn more research into real-world applications(**)(**). In total, the 2022–2026 plan was organized around four pillars – Empower, Discover, Impact, and Excel – corresponding to talent, new knowledge, societal impact, and operational excellence(**).

By contrast, the draft 2026–2030 plan condenses these into three overarching goals. Notably, it merges the pure discovery and applied impact missions into a single integrated goal (Goal 1) that ties fundamental research directly to national interests like economic growth and security(**)(**). Where the previous plan had separate lines for “Create new knowledge about our universe, world and ourselves” and “Translate knowledge into solutions”(**), the new plan’s wording – “investments in transformative research and innovation” – implies both discovery and deployment under one roof(**). This change suggests a philosophical shift: NSF is reinforcing that even its basic science investments should ultimately drive American competitiveness and well-being(**). The explicit emphasis on national security is also new. Earlier strategic plans (including 2018–2022 and 2022–2026) certainly acknowledged NSF’s role in national defense and prosperity, since those are in its mission statement(**)(**). But the 2026 draft elevates national security concerns – such as protecting research from espionage or misuse – into the fabric of its primary goals(**). This mirrors growing anxiety in Washington about the security of cutting-edge research amid global rivalries, a theme less pronounced in prior NSF plans.

Another notable adjustment is the order of priorities. In 2022–2026, broadening participation (Empower) was Goal #1, a symbolic placement to underscore diversity and inclusion in science(**)(**). In the new draft, the talent goal appears as Goal #2, following the research-and-innovation goal. Some observers interpret this as NSF returning to a more traditional hierarchy, putting the scientific enterprise itself first, while still recognizing that a strong workforce is indispensable. The agency’s focus on diversity remains strong – the plan continues to champion expanding the STEM talent pool and reaching underserved communities – but the spotlight has shifted back to scientific excellence and technological leadership at the very top(**)(**). NSF officials have indicated that the draft reflects Administration priorities as well(**). Under the Biden Administration and a bipartisan chorus in Congress, NSF has been encouraged to accelerate U.S. innovation in critical technologies and to help the country out-compete adversaries like China in science and tech(**)(**). The plan’s tone – with references to a new “golden age of American innovation” and maintaining a competitive edge – aligns closely with the national policy climate of recent years(**)(**).

Despite these shifts, there is considerable continuity. NSF’s core mission of supporting fundamental research and education remains unchanged, and many challenges identified in the last plan persist. The 2022–2026 plan’s four themes of Empower, Discover, Impact, Excel are essentially all present in the new trio of goals, just reconfigured(**)(**). Investing in discovery (now framed in terms of transformative research), translating results to benefit society, training talent, and excelling as an agency are enduring tasks for NSF. What differs is the urgency and framing of these tasks. The new plan is more explicit about making hard choices: NSF says it will “review and revise its funding opportunities to enhance impact, phasing out lower-priority opportunities and launching new ones to capitalize on emerging ideas”(**). That suggests a willingness to retire programs that are less aligned with today’s goals – perhaps areas considered incremental or lower impact – in order to free up resources for bold, interdisciplinary or high-risk research in frontier fields. By comparison, prior plans spoke in broader terms about expanding frontiers and did not overtly mention cutting lower-priority efforts. This change signals a more strategic, and maybe selective, approach to portfolio management. It could mean, for example, that NSF will fund fewer projects in areas deemed mature or overcrowded, and channel more money into things like AI-enabled advanced manufacturing or climate resilience technologies that have become national imperatives.

The Economic and Scientific Context Behind the Plan

NSF’s strategic recalibration comes at a time of rapid scientific advancement and intense global competition, and the plan is infused with a sense of both opportunity and challenge. One backdrop is the enormous growth of R&D investment worldwide. U.S. research and development spending reached an estimated $886 billion in 2022 across the public and private sectors(**). Notably, the balance of who funds basic science in America has been shifting. At the turn of the 21st century, the federal government provided about 60% of the nation’s funding for basic research; today that share has fallen to roughly 40%, nearly matched by business funding (around 37%)(**). In other words, industry is playing a bigger role than ever in scientific research. NSF explicitly cites this trend, arguing that its own role – as the largest single funder of fundamental academic research – is more critical than ever in supporting high-risk, long-term investigations that companies may avoid(**). The agency is positioning itself to complement private investment: funding the exploratory work that can seed future industries and ensuring that no promising idea falls through the cracks due to market short-termism. NSF’s unique contribution to fields like artificial intelligence is a case in point – it is the largest federal supporter of AI research and development(**), backing not only practical applications but also the foundational algorithms and theories that tech giants may build on in years to come.

The emphasis on “critical and emerging technologies” in the strategic plan is closely tied to economic strategy. Advances in AI, quantum computing, biotechnology, advanced materials and microelectronics are not only scientific milestones but also keys to future jobs and markets. The plan notes that such technologies have “substantial potential impact on the economy and the United States’ role within the competitive international technology space”(**). In 2022, Congress passed the CHIPS and Science Act, which authorized a major budget boost for NSF aimed at these very areas, with the goal of doubling the agency’s budget over five years to bolster innovation nationwide(**). Although actual appropriations have lagged behind the ambitious authorization – NSF’s FY2024 budget was actually cut by about 8% due to broader fiscal constraints(**)(**) – the strategic plan is clearly written with the possibility of increased resources in mind. It lays a framework for how NSF would deploy additional funds if they materialize: standing up new programs, forging more partnerships with industry and academia, and scaling up proven models like NSF’s “innovation engine” hubs and public-private research centers. Even in a flat-budget scenario, the plan’s priorities indicate where NSF will concentrate its efforts. For example, the agency has already launched initiatives in semiconductors, clean energy, and AI in alignment with national strategies, often coordinating with other agencies. The crosscutting partnership strategy mentioned in the draft plan suggests NSF will increasingly act as a nexus – linking federal efforts, universities, companies, and even state and local governments to tackle big challenges(**). This collaborative approach reflects a recognition that breakthroughs like quantum networks or sustainable aviation fuel require broad coalitions to move from lab to society.

On the workforce front, the plan’s timing coincides with intensifying concerns about American STEM talent development. While U.S. universities still produce world-class scientists, there are shortages in fields like computer science and engineering, and persistent gaps in representation. A recent analysis showed the nation exceeded its goal of minting one million additional STEM graduates over the last decade, yet employers still report difficulty hiring enough skilled tech workers(**). The Bureau of Labor Statistics projects nearly half a million new STEM jobs by 2029, many in areas like computing and healthcare(**). NSF’s strategy to empower more talent aims to address this by not only educating more scientists and engineers, but also by diversifying who gets to succeed in these fields(**). The plan builds on programs for scholarships, fellowships and curricular innovation, and it aligns with national education initiatives to expand STEM learning in K-12 and community colleges. An important element is geographic diversity: about half of U.S. states historically receive only a small fraction of NSF research funding, a pattern NSF’s EPSCoR program has tried to improve by investing in capacity-building in those states. The new plan’s objective to “build STEM capacity across regions” signals continued commitment to spreading research infrastructure and training beyond the usual tech clusters(**). By tapping talent in rural areas, the South, Midwest, and minority communities – essentially “including the missing millions” as NSF has phrased it(**)(**) – the agency hopes to both strengthen the workforce and inject fresh perspectives into American research.

Potential Impacts and Challenges Ahead

If adopted, NSF’s strategic plan will serve as a high-level compass for funding decisions and new initiatives through 2030. One immediate impact is likely to be shifts in funding allocations. Researchers may see new funding opportunities explicitly targeting the highlighted priority areas (AI, quantum, climate resilience, advanced manufacturing, etc.), while some legacy programs could be phased out or scaled down if they’re deemed lower priority(**). This kind of realignment can have ripple effects in academia and industry. Universities might adjust their hiring and research emphasis to align with NSF’s priorities, knowing that areas like biotechnology or quantum information science will have robust grant support. Early-career scientists, in particular, pay close attention to NSF signals about growth fields as they decide on specializations. On the other hand, fields not called out in the plan may worry about stagnating support. NSF’s challenge will be to manage this balance – accelerating emerging disciplines without neglecting the curiosity-driven science and serendipitous discoveries that often come from left field. The agency has reassured the community that “Gold Standard Science” – meaning rigor, peer review, and investigator-led inquiry – remains a bedrock principle(**). The inclusion of specific metrics like the “number of patents citing NSF funding” as a measure of success(**), however, indicates a tilt toward tangible outcomes and usable knowledge. Some scientists caution that too much focus on short-term impact could discourage fundamental research, but others argue that NSF can strike a balance by funding a portfolio that spans from blue-sky exploration to translational projects. How NSF defines and measures “impact” will be closely watched, and the strategic plan’s implementation phase (which the public input will help shape) may add clarity on this.

Another consequence of the plan is a likely growth in cross-sector collaboration. By explicitly asking how NSF can foster more partnerships(**), the agency is signaling that it wants to break down silos between academia, industry, nonprofits, and government labs. We may see more joint solicitations (for example, NSF teaming up with the Department of Defense or Department of Energy on research calls in critical tech areas) and expanded programs where companies co-fund projects with NSF. Such partnerships can speed up the application of research – a small company might commercialize a new material discovered under an NSF grant, or a city government might deploy an NSF-funded climate adaptation strategy. They also bring new resources: the draft plan even lists as a performance measure the “number and amount of investments from partnerships that advance critical and emerging technologies”(**). This implies NSF will actively leverage outside capital (philanthropic or private investment) to amplify its federal funding. One potential pitfall is ensuring that partnerships do not compromise the openness of research or steer it in overly commercial directions. NSF will have to maintain its scientific independence and integrity – something it underscores with references to the Scientific Integrity Executive Order(**) – even as it works more closely with industry. Another challenge is data security and intellectual property when universities and businesses collaborate, especially in sensitive areas. The plan’s focus on research security suggests NSF is keenly aware of these issues(**). New safeguards and grant requirements (for instance, disclosures of foreign funding or cybersecurity standards for research projects) could emerge, affecting how scientists conduct and share their work(**). While such steps protect national interests, they can also introduce bureaucracy. The agency will need to strike a balance between security and the open exchange of ideas that fuels discovery.

Funding uncertainties loom in the background of all these plans. NSF’s aspirations for 2026–2030 coincide with a period of constrained federal budgets. The strategic plan is aligned with the vision of the CHIPS and Science Act, which authorized an additional $81 billion for NSF over five years(**) – effectively doubling its budget – but those funds still require annual congressional approval. In FY2023, Congress came close to the authorized NSF level, but in FY2024, NSF’s appropriation was about $814 million below what had been envisioned(**)(**). The upcoming FY2026 budget cycle (covering the first year of the new strategic plan) will be a critical test. If substantial budget growth comes through, NSF could launch new research centers, increase grant sizes, and support more investigators, accelerating progress toward the plan’s goals. If budgets stay flat or decline, NSF will face tough choices in prioritizing within a limited envelope. The strategic plan suggests a roadmap under either scenario, but achieving the more ambitious outcomes – like keeping the U.S. at the forefront of quantum technology or training hundreds of thousands of new STEM workers – may require the full investment that policymakers anticipated in 2022. That tension between vision and resources is acknowledged in the plan’s request for public input: the agency is essentially asking, “What should we focus on, and how do we maximize impact with what we have?”(**). Stakeholders from universities, industry and state governments are seizing the chance to weigh in, likely to emphasize areas they feel deserve protection or expansion.

Implications for NSF’s Small Business Innovation Programs

One area poised to be directly influenced by the strategic plan is NSF’s Small Business Innovation Research (SBIR) program, also known as “America’s Seed Fund.” Housed in the newly formed Technology, Innovation and Partnerships (TIP) directorate, NSF’s SBIR and STTR programs serve as the bridge between academic discoveries and the marketplace, providing seed funding to startups commercializing cutting-edge research(**)(**). The draft strategic plan’s focus on critical technologies and innovation ecosystems reinforces the importance of SBIR in NSF’s mission. In fact, the plan explicitly includes metrics that tie into SBIR’s domain, such as the “number of startups in NSF’s critical and emerging technology portfolio”(**). This indicates NSF will be tracking how many new companies it helps launch or support in fields like AI, quantum, biotechnology, advanced manufacturing and more. Historically, NSF’s SBIR program has been broad-based – it solicits proposals in nearly all technology sectors, from advanced materials to edtech, rather than narrow topic areas(**)(**). That breadth is likely to continue, but we may see greater emphasis on specific strategic technologies. For example, NSF could direct more SBIR funding calls toward priorities named in the plan (such as clean energy tech or semiconductor supply chain innovations) to ensure the small-business community is tackling those national needs.

The plan’s partnership theme also bodes well for SBIR firms. NSF is encouraging partnerships that “leverage resources and create pathways for… real-world solutions”(**), and small businesses are natural partners to translate academic research into products. We can expect NSF to promote connections between its university grantees and SBIR awardees, perhaps via joint grants or entrepreneur-in-residence programs at research institutions. The new TIP directorate already emphasizes “use-inspired and translational research” that drives solutions(**). SBIR companies, which often emerge from university labs or collaborate with them, will be crucial players in achieving Goal 1’s mandate of transformative innovation with economic impact. The alignment is clear: TIP’s mission to “strengthen and scale use-inspired research” is “advanced by the objectives of the SBIR/STTR programs,” according to the National Academies of Sciences(**)(**). In practical terms, the strategic plan’s success could mean more funding opportunities and support for startups. For instance, if NSF ramps up investment in climate-tech R&D, it might simultaneously boost its SBIR solicitations for climate adaptation solutions, inviting entrepreneurs to develop new tools for carbon monitoring or resilient infrastructure.

Another potential impact is on the inclusivity of innovation. NSF’s plan stresses broadening the geography of innovation and reaching diverse communities, and the SBIR program is seen as a lever to achieve that. Because NSF centrally manages SBIR (unlike some agencies where SBIR is fragmented by department)(**)(**), it has flexibility to adjust outreach and topics to attract a wide range of applicants. The establishment of TIP was viewed as “a unique opportunity for NSF to expand its diversity and inclusion efforts and to connect the SBIR/STTR programs with NSF-funded research in other directorates”(**)(**). This suggests we’ll see initiatives to encourage more women-owned and minority-owned startups, as well as startups in states that traditionally get fewer federal R&D dollars. The strategic goal of empowering STEM talent across regions and organizations dovetails with SBIR’s mandate – after all, an innovative small business in, say, Oklahoma or Puerto Rico contributes both to the local economy and to the national science enterprise. NSF might enhance mentorship, training, or partner matching for such firms, ensuring that “the missing millions” of technologists have a shot at entrepreneurship too(**)(**).

Ultimately, the SBIR program stands to play a central role in executing NSF’s 2026–2030 vision. It is the agency’s primary vehicle for translating lab research into commercially viable products and companies. The strategic plan’s success in areas like critical tech development will be measured not just in academic papers or patents, but in new ventures and industries launched – outcomes where SBIR is critical(**). For example, if NSF’s investments lead to breakthroughs in quantum computing, one would expect a wave of quantum tech startups, many seeded by SBIR grants, trying to turn those breakthroughs into devices or software. The plan’s call for measuring partnerships and follow-on investment(**) also speaks to SBIR’s model: SBIR projects are deemed successful often when they attract private investment or sales revenue after the NSF phase II funding. In fact, Congress recently reauthorized the SBIR program with directives to improve transition rates to commercialization, pushing agencies to ensure their SBIR projects don’t languish after initial research(**). NSF’s strategic plan aligns with this by emphasizing real-world impact and by potentially providing more post-grant support (such as the Phase IIB supplemental funding NSF offers to help bridge the gap to market(**)).

For the U.S. small businesses innovating on the frontiers of science, NSF’s new strategy sends an encouraging message: the agency is doubling down on technology and innovation, and it wants the entrepreneurial sector to be a full partner in that mission. Companies that can contribute to artificial intelligence advancements, secure America’s research infrastructure, or train the future STEM workforce will find open doors at NSF. As always, much will depend on execution – translating lofty goals into effective funding programs – but the groundwork is laid. The public input being gathered now will likely include recommendations from the startup community and industry groups on how to strengthen SBIR and technology transfer. NSF, known for its culture of peer review and consultation, is expected to incorporate this feedback as it refines the plan.

Moving Forward

As the January 27 deadline for comments approaches, research universities, scientific societies, companies and concerned citizens are submitting their ideas to NSF’s call(**)(**). The strategic plan, once finalized, will provide a clear statement of NSF’s priorities just as the U.S. enters the late 2020s – a period poised to be pivotal for science and technology. Many experts see this decade as a make-or-break moment for American leadership in fields like AI and climate science, given rapid advancements by other nations. NSF’s plan shows an acute awareness of this moment: it seeks to galvanize American innovation while staying true to the principles of open science and education that have defined the agency for over 75 years(**)(**).

The process of gathering public input itself reflects a hallmark of NSF’s approach: engagement and accountability to the community. By design, strategic plans are high-level and aspirational. The real test will come in implementation – in how NSF designs its solicitations, chooses which proposals to fund, and measures the outcomes. The draft plan’s “performance measures” (ranging from patents and startups to new partnerships and workforce growth) offer a preview of how the agency will judge success(**). It signals that NSF intends to be results-oriented, tracking not just the number of grants given, but the downstream effects of those grants on society and the economy.

For researchers on the ground, the takeaway is that NSF is aligning its resources with national needs without abandoning the quest for fundamental knowledge. The coming years could see more opportunities in priority areas – multidisciplinary centers for quantum research, scholarships for AI students, joint academia-industry projects – supported by a potentially larger NSF budget. At the same time, scientists may need to articulate how their work connects to the broader goals, whether it’s strengthening national security or expanding the talent pipeline. NSF’s strategic plan is essentially a story about why science matters to America’s future, and the agency is ensuring that story is heard widely and refined collectively. In an era when public trust in institutions is paramount, this open call for input and the transparent outlining of goals can be seen as an effort by NSF to rally the nation around science and maintain its leadership through 2030 and beyond(**)(**).