Your Role in Making the NOAA Vision A Reality VADM Conrad C. Lautenbacher, Jr. U.S. Navy (Ret.) Under Secretary of Commerce for Oceans and Atmosphere NOAA.
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<ul><li><p>Your Role in Making the NOAA Vision A RealityVADM Conrad C. Lautenbacher, Jr. U.S. Navy (Ret.) Under Secretary of Commerce for Oceans and Atmosphere NOAA Administrator August 25, 2004</p></li><li><p>NOAAs VisionNOAAs Current Vision:To move NOAA into the 21st Century scientifically and operationally, in the same interrelated manner as the environment that we observe and forecast, while recognizing the link between our global economy and our planets ecologyNOAAs Proposed Vision: A vastly enhanced scientific understanding of the role of the oceans, coasts, and atmosphere in the global ecosystem available to society and national leadership as a basis for critical social and economic policy decisions</p></li><li><p>NOAAs Mission & GoalsNOAAs Mission: To understand and predict changes in the Earths environment and manage coastal and marine resources to meet the Nations economic, social and environmental needsMission Goals:Protect, restore, and manage the use of coastal and ocean resources through an ecosystem approach to managementUnderstand climate variability and change to enhance societys ability to plan and respondServe societys needs for weather and water informationSupport the Nations commerce with information for safe, efficient, and environmentally sound transportationProvide organizational excellence and mission support (proposed addition)</p></li><li><p>NOAA Management PracticesIntroduce practices to improve NOAAs products and servicesBuild a culture of executionStrategy, people, and operationsLeadership, communications, and management informationImplement NOAA Business Model</p></li><li><p>LEADERSHIPNOAA Business Model</p></li><li><p>NOAA Organizational Structure</p></li><li><p>NOAA Operational OrganizationNOAA Program Manager ListAugust 4, 2004*New hire, EOD Sept. 04Linda Chaves (NMFS) [A]</p><p>EcosystemsDoug DeMaster (NMFS) [A]HabitatRollie Schmitten (NMFS)CoralsDavid Kennedy (NOS)Coastal & Marine Resource ManagementDoug Brown (NOS)Protected Species ManagementLaurie Allen (NMFS)Fisheries ManagementJack Dunnigan (NMFS)AquacultureMichael Rubino (NMFS)*EnforcementDale Jones (NMFS)Ecosystem Observation SystemsBill Fox (NMFS) [A]Ecosystem ResearchLeon Cammen (OAR)</p><p>ClimateChet Koblinsky (OAR)Climate Observations & AnalysisTom Karl (NESDIS)Climate ForcingDan Albritton (OAR)Climate Predictions & ProjectionsAnts Leetmaa (OAR)Climate & EcosystemsNed Cyr (NMFS)Regional Decision SupportBob Livezey (NWS)</p><p>Weather & WaterFrank Kelly (NWS)Local Forecasts and WarningsGreg Mandt (NWS)Coasts, Estuaries, and OceansPaul Scholz (NOS)Space WeatherErnie Hildner (OAR)Hydrology Rivers, Lakes and FloodsGary Carter (NWS)Air QualityJim Meagher (OAR)Environmental ModelingFred Toepfer (NWS)Weather Water Science, Technology, and Infusion ProgramMarty Ralph (OAR)</p></li><li><p>NOAA Operational Organizationhttps://www.ppbs.noaa.gov/ </p><p>Commerce & TransportationCharlie Challstrom (NOS)Marine Transportation SystemsRich Edwing (NOS)Aviation WeatherMark Andrews (NWS)Marine WeatherDavid Feit (NWS)GeodesyDave Zilkoski (NOS)NOAA Emergency ResponseDavid Kennedy (NOS)Commercial and Remote Sensing LicensingTim Stryker (NESDIS)Surface WeatherAmy Holman (NWS) [A]</p><p>Organizational Excellence, Infrastructure & SupportSatellite Services Sub-goalColleen HartmanGeostationary Satellite AcquisitionGary Davis (NESDIS)Polar Satellite AcquisitionJohn Cunningham (NESDIS)Satellite ServicesRichard Barrazotto (NESDIS)Fleet Services Sub-goalElizabeth White (NMAO)Aircraft ReplacementElizabeth White (NMAO)Fleet ReplacementElizabeth White (NMAO)Marine Operations and MaintenanceElizabeth White (NMAO)Aircraft ServicesElizabeth White (NMAO)Leadership Sub-goalTBDNOAA HeadquartersGeorge White (USAO)Line Office HeadquartersMitchell Luxenberg (NOS)Homeland SecurityPhil Kenul (CIO)Mission Support Sub-goalTBDAdministrative ServicesWilliam Broglie (CAO)Financial ServicesSandra Walters (CFO)Workforce ManagementBarbara Boyd (WFM)Acquisitions and GrantsBob Stockman (CAO)IT ServicesJohn Villemarette (CIO)FacilitiesWilliam Broglie (CAO)</p></li><li><p>EcosystemsDollars in millions</p></li><li><p>Ecosystems ComponentDollars in millions</p></li><li><p>Systems Engineering 101System(Specifications)INPUTSOUTPUTSREQUIREMENTSINPUTOUTPUTSUB-SYSTEMSUB-SYSTEMSUB-SYSTEMSUB-SYSTEMI/OI/OI/O</p></li><li><p>EcosystemsEcosystems-based approach to management of marine resourcesHABITATUndersea Research & ExplorationCoastal Resource ManagementFisheries ManagementAquacultureHigh Level OutcomesEcosystems that:Are healthy & sustainableMaximize sound & economic valueHabitat RestorationEnd Use Products/ServicesEcosystem ResearchCoralsInvasive SpeciesProtected AreasXXXEnforcementProtected Species Management</p></li><li><p>Ecosystems (Working Structure)Ecosystems-based approach to management of marine resourcesManagement Actions:licensespermitsregulationsmonitoringCoastal ServicesEcological ForecastsCoastal Environment ImprovementsSupport for Regional Ecosystem CouncilsState / Local / NGOPartnershipsManage MPAspush/pullStewardship & Services Sub-goal</p><p>Corals Habitat Coastal & Marine Resource ManagementEcosystem ObservationsOcean ExplorationEcosystem ResearchLiving Marine Resources Sub-goal</p><p>Protected SpeciesFisheries ManagementAquacultureEnforcementStructureOutcomesHealthy Coastal and Marine EcosystemsIncreased Net Benefits to Society from Coastal and Marine EcosystemsA Well Informed Public that acts as a Steward of Coastal and Marine EcosystemsConditions of NOAA-managed Resources are at optimal levelsActivities</p></li><li><p>Priorities at NOAAEarth ObservationsInternational & National EffortsGrantsU.S. Commission on Ocean Policy Research Review TeamNFA Study Ecosystem ManagementClimate Change PPBES/Strategic Plans</p></li><li><p>Presidential InvolvementVisits NOAAs Science Center, 2/14/2002Briefed on Hurricane Isabel, 10/2003Tours Rookery Bay NERR, FL., 4/22/2004...and Wells NERR, ME, 4/22/2004</p></li><li><p>Leaders Think About The FutureIf Youre Not Moving Forward, Youre Falling Behindthe inertia of success is extremely dangerousAndy Grove, Intel ChairmanLife Has Changed...NOAA Must Change!Even if you are on the right track, youll get run over if you just sit there.Will Rogers</p></li><li><p>Views of LeadershipGen. Colin PowellNapoleon BonaparteAdm. Jerome L. JohnsonJohn Paul JonesBean CounterRear Admiral Veronica FromanGen. Norman Schwarzkopf</p></li><li><p>Elements of LeadershipAttitudeCompetenceCommunicationInfluenceManagement</p></li><li><p>Vision For The FutureCorporate and Integrated NOAAMany people with one voice will always speak louder than many people with many voices Anonymous</p></li><li><p>Vision For The FutureSuccession Planning (Plugging the Brain Drain)</p></li><li><p>I Will Be Leaving NOAAWhen the bus comes to take us away!</p></li><li><p>And You Will Retire One Day, So...Looking back, what did you contribute to NOAA that makes you proud?</p></li><li><p> Leading Change Within NOAAFY 03NOAA Strategic Plan updated (from 1996 version)Grants process baseline establishedClimate Program Manager established bringing 3 Line Offices togetherCouncils establishedElementary programming process beginsInitiatives for new funding coordinated across NOAA & consistent with Strategic PlanFY 04Annual Strategic Plan update implemented supporting Line Office plans establishedGrants Process based on anticipated appropriationClimate program expanded to 5 Line Offices multi-year plans developedPlanning, Programming, Budgeting and Execution System (PPBES) established for FY06-10Initiatives for new funding replaced with changes to the NOAA ProgramBudget Management Strategic Plan</p></li><li><p> Leading Change Within NOAAFY 05Annual Guidance Memo (AGM) provides detail to the goals in the Strategic PlanSupporting Plans (i.e. 5 year Research Plan) in placeGrants On-Line implementedFirst Climate Change Science Program deliverables duePPBES process for FY07-11 incorporates more system analysisCouncils more fully address budgetary issues</p></li><li><p> Leading Change Within NOAAFY 06Planning process strengthened to engage employers and stakeholdersContinued grants process streamliningNew climate services implementedFurther strengthening of PPBES process for FY08-12Council participation in leadership decision process increases</p></li><li><p> Leading Change Within NOAAFY 07Strategic Plan updated to ensure currencyAnnual Guidance Memo (AGM) provides more focused vision for the next five yearsNOAA Program developed to specifically advance the goals in the AGM and Strategic PlanCouncils become a critical part of NOAA Leadership Requirements based approach to managementIncreased focus on measuring performance is NOAA achieving its goals?</p></li><li><p> Doing Things RightBelieve In Our MissionDo Our Job Better Benefit SocietyTake Pride In Our ReputationHands-on LeadershipMaintain a Respectful, Diverse Working EnvironmentGarner Public SupportAttain Proper Levels Of Resources</p></li><li><p> NOAAs About...ScienceServicesStewardship</p></li><li><p> The Power of One NOAANOSNESDISNMAONMFSNWSOARNOAAs Earth Observation Architecture</p></li><li><p> Power Of One NOAANOSNESDISNWSOARNMAONMFSHurricane IsabelHurricane Charley</p></li><li><p>In ConclusionNever let your ego get so close to your position that when your position goes, your ego goes with it.Colin PowellChange doesnt have to be like this!</p><p> Good afternoon. After 3 years here at NOAA it is great to be able to look out and see so many familiar faces and it is also comforting to know that based on the leaders here at this conference, NOAA is going to continue to grow and prosper for years to come. Most of you are quite familiar with my background so I wont go into all the details of my resume. However, many of you may not know why, after 40 years in the Navy and a couple of very comfortable years in the private sector, I chose to come to NOAA. First of all, I never turn down a President. So, when President Bush asked me to serve I was honored. Mostly, however I believe in NOAA. I believe in NOAAs mission and I believe the work NOAA does is critical to our countrys prosperity. Finally, Im here because I believe in payback. I am not building a resume anymore, but I believe its important that we all do what we can for this great nation so that our children and our grandchildren will have the same opportunities we have had. If we dont pay back the system now, they will not get it in the future. You are all here as NOAAs leaders because you have your own passion for the work you do and for NOAAs mission. My goal in my time here is to create an agency where your passions flourish and to combine all of your great expertise and leadership into a coordinated effort that will strengthen the agency as One NOAA.</p><p> Our vision and mission guide everything we do. What is important to note here is that this is not my vision it is your vision. This vision was developed by NOAA employees to be a shared vision that gives everyone something they can work toward. We are currently in the review phase of a new Strategic Plan which includes a proposed new Vision Statement for NOAA. On July 15th of this year I asked all NOAA employees to comment on our proposed Strategic Plan with comments due by this Friday. </p><p> While our vision was developed by employees, it will take leaders to implement it and that responsibility falls to all of us here. In our effort to fully integrate everything we do into a cohesive One NOAA we created these four mission goals to help guide us. In our proposed Strategic Plan, we have added one additional goal to highlight organizational excellence and mission support. I know General Kelly addressed much of this in detail so I will just breeze through it quickly here. What you as NOAA leadership need to strive for is to create a culture of execution. By that, I mean every activity should be approached with a specific end goal in place and strategy for reaching that goal.</p><p> In NOAAs business model everything revolves around you, the Agencys leaders. Whether it is implementing the strategic plan, promoting matrix management, working with other branches of government, and ultimately serving the public needs, a foundation of strong leadership is necessary for NOAA to succeed. </p><p> Creating a One NOAA approach was a bit revolutionary for an organization that was founded on a rigid stovepipe type design. However, we have taken a somewhat evolutionary approach to breaking down old walls and integrating NOAA programs together. Part of tearing down old walls is getting folks together like at this seminar so you can get to know each other and discover new ways to collaborate. However, it also entails creating a new organizational structure throughout the organization that emphasized cooperation and integration. This new organizational structure was designed to capitalize on the resources we have in all the line offices and to build links to the different line offices through program managers. We have had an ambitious agenda since I arrived about 3 years ago and I believe weve accomplished a great deal. Among other things we have made great strides in achieving an integrated, corporate structure at NOAA. We have developed a climate change strategic plan, and kick started efforts to build a truly global earth observation system. Achieving major accomplishments like these does not happen without committed and capable leaders and that is why you are so important to the future of this agency. You will be spearheading the next generation of truly great NOAA accomplishments and that is why it is important for you to develop into strong and confident leaders. Our Program Managers are at the heart of our efforts to integrate NOAAs programs. Because of the issue areas they focus on, they are reaching out to colleagues in different offices every single day to achieve their goals. I think this and the previous slide highlight the breadth of issues that NOAA is responsible for and how these issues dont lend themselves to fitting into a nice neat stovepipe. If we want to succeed at ecosystem research, environmental modeling, air quality modeling, or any of these other issues it is imperative that we bring together experts in every field. Now, a term we hear about is matrix management. What does that term mean to you in the real world? I will use the issue of ecosystem management as an example here.</p><p> Here you can see all the different lines within our ecosystems program. In the past, each of these would have been managed independently of the others. That is to say, for instance, those working on invasive species would not have been coordinating with those involved with fisheries management or ecosystems research.</p><p> You can see how this could become an inefficient way of operating fairly easily, but with just about 10 different programs it isnt out of control yet.(next slide) ..until you look at this slide which shows a breakdown of many specific programs inside just habitat restoration. As you look down this list, it is not hard to spot where overlap is occurring. Matrix management does not mean that all oyster research or fisheries restoration or spill response should be consolidated into one office together. Much to the contrary, we want to keep the experts where they belong. Those working on fisheries restoration as part of the habitat restoration line perform a different function than those who l...</p></li></ul>
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