vice admiral conrad c. lautenbacher, jr., u.s. navy (ret.) | noaa administrator january 30, 2008...
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NOAA Town Hall -- Silver Spring
TOWN HALLSilver SpringVice Admiral Conrad C. Lautenbacher, Jr., U.S. Navy (Ret.) | NOAA AdministratorJanuary 30, 2008DRIVEN BY THE WINDOR SETTING OUR COURSE?11MENUWhere We Were:Organizational StructureState of the AgencyWhere We Are:Organizational StructureBudget TrendsRequirementsMajor Accomplishments2007 Nobel PrizeHot TopicsWhere We Are Going: Leadership ChangesCongressional InitiativesInternational Polar YearInternational Year of the Reef2008 HighlightsSES SummitWords of Wisdom:Transition Period2Town Hall Silver Spring22WHERE WE WERE3NOAA IN 2001STOVEPIPES
NOAA is one of the best-kept secrets in government. It has remained a collection of somewhat separate agencies as opposed to a coherent whole. Andy Rosenberg, former Deputy Director of NOAA Fisheries, Member of the U.S. Commission on Ocean Policy4Town Hall Silver Spring4A few years ago, Andy Rosenberg, the former Deputy Director of NOAA Fisheries and a Member of the U.S. Commission on Ocean Policy, remarked that NOAA is one of the best-kept secrets in government. This is due, in large part, to the fact that throughout its existence, NOAA remained a collection of somewhat separate agencies as opposed to a coherent whole. Source: Government Executive, August 1, 2005, pg 59.Up until the early part of this century, NOAAs structure had not changed markedly since it came into existence in 1970. NOAA looked like the picture on this slide that is, like a bunch of mom and pop shops, each with its own idea as to how things should be done. No true corporate culture existed in NOAA; instead, stovepipes pervaded. After I arrived at NOAA in 2001, we set out to change this. I think we can all agree now that elimination of the silos within which NOAA has traditionally operated remains essential to ensuring our success.
NOAA IN 2001STATE OF THE AGENCYNo Unified Strategic VisionOut of Date Strategic PlanNo Coherent Message to CongressOne Year BudgetsLack of Internal CommunicationA Hub & Spoke Organizational StructureNOAA 1000 Mom & Pop Shops
5Town Hall Silver SpringWHERE WE ARE66FROM STOVEPIPES TO MATRIX MANAGEMENT
7Town Hall Germantown7An important, and consistent, message coming out of all line offices in 2001-02 was that NOAA needed an integrated program management structure. Accordingly, we created the Matrix Management System, which has provided us with the institutional structure necessary to manage cross-line challenges.This system is complemented by the Councils, the Goal Team Leads, and the Regional Collaboration initiative. PRESIDENTS BUDGET TREND**
($ in Billions)Growth especially significant given FY08 Presidents Budget opening statement that the Budget keeps non-security discretionary spending below inflation for the next five years. DoCs Budget preparation guidance also directed that FY08 budget submissions be 2% smaller than FY07.8Town Hall Silver SpringAs a result of our institutional changes, programming efforts, and holistic approach to our mission, NOAAs budget has shown consistent growth over the past 6 years. This growth is especially significant in light of the FY 08 Presidents Budget opening statement that the Budget "keeps non-security discretionary spending below inflation for the next five years" and DoC Budget preparation guidance that directed that FY2008 budget submission be 2% smaller than FY2007
ENACTED BUDGETS % INCREASEFY01 TO FY07
Town Hall Silver Spring9NOAA has also done very well when you compare it to the enacted budgets of our peer science institutions. The changes we have made to our internal processes and institutional structure have resulted in a 30% increase in budget over the past 6 years! This is a noteworthy accomplishment, especially given the tight national fiscal environment. Only the National Science Foundation has fared better. 100% REQUIREMENT (PRE-DECISIONAL)
$ in Billions10Town Hall Silver SpringWhile the story shown on the preceding slides is a good one, NOAA still has a long way to go.Our budget currently hovers at approximately $4 billion. As this slide shows, if we are to meet all of our requirements, we still need an additional $6 billion by FY14. HIGH PRIORITY UNFUNDED ITEMSCoastal ManagementNational Climate ServiceNPOESS Climate SensorsOcean Vector WindsSolar Wind data buyHurricane Forecast Improvement Program (HFIP)One NOAA web presence
Town Hall Silver Spring11Shortfall in $MFY 10FY 11FY 12FY 13FY 14TOTAL FYPCoastal $260.0 $285.0 $335.0 $360.0 $360.0 $1,600.0Climate Above Core$155.9$153.3$159.0$174.9$187.7$830.8NPOESS Climate Sensors$63.0$78.0$91.0$95.0$117.0$444.0Ocean Vector Winds$74.0$208.0$279.3$259.5$197.0$1,017.8Solar wind data buy$16.4$16.9$17.5$17.9$18.3$87.0HFIP $51.6$53.4$55.1$60.1$65.7$285.9One NOAA web presence $10.7$3.1$3.1$3.1$3.1$23.1Total$633.4$799.5$941.8$972.3$950.6$4,288.6Explanation from PA&E:With respect to the increments of each of NOAAs Mission Goals, PA&E answered this from a NOAA perspective. We know the things that each Goal thinks are the most important unfunded items, but not all of these items are of equal importance in attaining NOAA's mission. Some goals have several highly important unfunded items from a NOAA perspective, others have none. Some items are funded by one goal, but pay significant dividends to others. So, the slide shows the overall NOAA picture.
NEW MANDATES REQUIRE TOUGH DECISIONSRequirements: Reauthorized Magnuson-Stevens Act, Pacific Whiting Treaty, Ocean Action PlanNOAA currently has insufficient capacity for regulation and enforcement to carry out these mandates at current funding levelsDuring FY10 programming process, a plan to improve our capacity was developed. Additional funding is included in the NOAA programFY2009 and beyond are Predecisional$MFY 08FY 09FY 10FY 11FY 12FY 13FY 14Current Program$165.2$175.5$121.8$121.8$119.0$118.9$118.9Adjustments$45.0$53.5$55.5$57.5$57.5Revised Program$166.8$175.3$174.5$176.4$176.412Town Hall Silver SpringFY10 NOAA PROGRAM OUTPUTPeopleNOAA CorpsEnvironmental Literacy & EducationSatellitesResearchFleet OperationsShips & Aircraft13$MFY 10FY 11FY 12FY 13FY 14Net Goal Adjustments$57$204$222$315$335Absolute Value of Adjs$1,619$1,580$1,547$1,520$1,549$0$200$400$600$800$1,000$1,200$1,400$1,600$1,800FY 10FY 11FY 12FY 13FY 14MillionsNet Goal AdjustmentsAbsolute Value of AdjsTown Hall Silver Spring13Demonstrates that there was more going on behind the scenes than just the bottom line changes (churn factor). Program restructuring had a lot to do with this. This is a chance to thank the goals for all their hard work. Also, the Admiral should like this as an example of how the PPBES process is working.
IS NOAA BETTER OFF?30% Increase in Budget from FY 01 to FY 07New / Revitalized FacilitiesNSOFNorman, OklahomaNCEP moving to U Maryland34 Total Since 2001Modernized FleetIOOS ProgramHurricane Forecast ImprovementsAdditional Funding for Next Generation of Radar
14Town Hall Silver Spring
HENRY B. BIGELOW
Phased Array RadarNSOF Suitland, MDFacilities: NOAA has erected or renovated a number of facilities in the past few years; these facilities are a major accomplishment, especially considering the tight budgetary environment we have been operating in. Among our new or refurbished buildings are the NOAA Satellite Operations Facility in Suitland, MD; the Dr. Nancy Foster Florida Keys Environmental Complex; the David Skaggs Research Center in Boulder, CO; and the National Weather Center in Norman, OK. In addition, we broke ground last year on the new NOAA Center for Weather and Climate Prediction at the University of Maryland. Total facilities completed since VADM became NOAA Administrator: 34Fleet Modernization: Henry B. Bigelow is the second of four 208-foot FSVs, with the third ship, Pisces, and the fourth ship, Bell M. Shimada, under construction. In 2007, NOAAs IOOS program made significant progress towards achieving its long-term goals of improving the Nations understanding of climate change, safety and efficiency of marine operations, mitigation of natural hazards, and protection and restoration of marine ecosystems. This progress included establishing an IOOS program office and hiring a full time senior director to advance data integration and support regional IOOS development. The IOOS program also created baselines for data flows and conditions for four thematic focus areas (hurricane intensity, coastal inundation, harmful algal blooms, and ecosystem assessment), completed five interoperability tests on five variables (temperature, salinity, sea level, surface currents, and ocean color), and identified a data standards process.IS NOAA BETTER OFF?Tsunami Warning SystemHurricane Weather Research and Forecasting (HWRF) Model Workforce Size MaintainedOcean Buoys AddedSeven Day Forecasts Town Hall Silver Spring15
HWRF Hurricane Katrina
39 DART Deployments by March 2008
3,050 Argo Floats deployedCalifornia WildfiresGreen Ships in the Great LakesOcean Acidification Buoy LaunchedInternational Whaling CommissionNational Water Level Observation Network (NWLON) Upgrade
2007 NOAA ACCOMPLISHMENTSSmoke Plume from California Wildfires
Ocean Acidification Buoy
Humpback Whale16Town Hall Silver Spring
GLERLs 3 Green Ships16CA Wildfires: More than 1,800 homes and over 100 commercial structures destroyed; property damage more than $1B. Over 500,000 acres burned. Contributions of NOAA were numerous: the NOAA Storm Prediction Center provided fire weather outlooks; WFOs briefed fire managers and the media; and nine Incident Meteorologists were on-site.In 2007, NOAAs Great Lakes Environmental Research Laboratory (GLERL) converted a fleet of research vessels from petroleum-based to 100 percent bio-based fuel and lubricants, earning a White House Closing-the-Circle Award in the green pur