ngs organizational structure december 3, 2008 david zilkoski, director noaa’s national geodetic...
TRANSCRIPT
NGS Organizational
Structure
December 3, 2008
David Zilkoski, Director NOAA’s National Geodetic Survey
NGS Staffing
1995 2000 2008
NGS FTEs 278 250 212(220 Ceiling)
Significant decline in FTES in past 12 years, and prior
Targeted hiring to fill programmatic gaps identified in 10 year plan
Levels of Planning at NGS
NGSMission
Ten Year Plan
Strategic Plan (out to 5 years)
Annual Operating Plan
Projects Activities Budget
The level of specificity and detail increases with each level of plan.
What we aspire to doand the results we anticipate.
What we will focus on together each year and who is accountable to deliver tangible results.
Cus
tom
er R
evie
w a
nd V
alid
atio
n Customers’ Needs
Draft NGS Strategic Plan (5 Years)
Evolve Infrastructure
Modernize the 3-D Geometric
Reference System*
Evolve Infrastructure
Expand Models & Tools
Modernize the
Geopotential (“Vertical”)
Datum
Increase Agency Visibility
Build Outside Capacity
Migrate the Coastal Mapping
Program
Evolve Core
Capabilities
Cultural
Change
Cus
tom
er F
ocus
ed
Integrated and Collaborative Organization
HOW WE ARE GOING TO
GET THERE
Outcom
e Driven
Branch
and Divisio
n Chiefs
Groups
What Have We Been Doing for the Last 10 Years?
Leadership
Development
Efforts
Succession Planning
Workforce/Outsourcing
Plan
NGS 10 Year
Plan
GeodesyWhat Lies
Ahead
We’ve been putting the
pieces together and building on past efforts for over a
decade
WorkforceManagement
Team
PSCNGS Decision
Making Structure
NGS Decision Making Model
Str
ateg
ic P
lan
Ann
ual G
uida
nce
Doc
umen
t
Ann
ual O
pera
ting
Pla
n
ESC
Convocations and
Leadership Summits
Customer Focused
Integrated and Collaborative Organization
=CulturalChange
One Pie
ce
Mis
sing!
• Coastal Inundation• Droughts• Earthquakes• Floods• Human & Ecosystem Health• Hurricanes• Landslide and Debris Flow• Tornados• Tsunamis• Volcanoes• Heat Waves• Technological Disasters• Wild Fires• Winter Storms
Some Outcomes On Which We Need to Focus
Some Customers We Need to Listen to and Work With
• Emergency Managers
• Planners and Developers
• Insurance Industry
• Agricultural Industry
• Construction Industry
• Environmental Engineers
• Coastal Managers
• Local governments
• Tribal governments
• International Organizations
• Academia
• Professional Organizations
• Private Sector
• Foreign Counterparts
How do we getstakeholder input?
• ACSM AAGS Government Program Committee
• ESRI NGS Special Interest Meeting
• National Association of Counties– National Association of County
Surveyors County Scorecard web survey
– National Association of County Engineers County Scorecard web survey planned for FY09
• Web Requests for Input– Strategic Plan– Suggestion Box Button– ForeSee Pop Ups
• NGS Products and Services Committee– Requires Customer Input before
finalizing new products and services
• Geomatics Industry Assn. of America/ American Congress on Surveying and Mapping/NGS Joint Meeting
It is not enough to just provide the infrastructure, models and tools. We need to listen to our customers to derive the appropriate models and tools. We then need to work with our customers to build outside capacity so we can accomplish the desired outcome together.
Evolve YOUR Infrastructure to Decrease Resources Required
to Maintain and Operate
Enhance Models and Tools for YOURSELF
and OTHERS
Build Outside Capacity so OTHERS use YOUR Infrastructure, Models
and Tools.
Meeting Future Needs Requires CULTURAL CHANGE
Spatial Information
Management
Construction Economics and
Management
Positioning and Measurement
Professional Standards & Practice
Hydrography
Valuation and the Management
of Real Estate
Professional Education
Engineering Surveys Cadastre & Land
Management
Spatial Planning & Development
Integrated, Collaborative Organization
Retrain
Workforce
Customer
Focused
Outcome
Driven
• Help shape geospatial policy by creating national and international policy together
• Work together with other disciplines to achieve agreed upon outcomes
• Retrain workforce from being the “doers” to being the teachers and trainers
• Set goals and actions that require collaboration with other organizations to achieve a common outcome
• Develop cross-discipline activities that will achieve agreed upon outcomes
• Develop mechanisms for cost-sharing and leveraging funds
How Can We Make This Happen?